Organizational Behavior
Source: https://business.rice.edu/faculty-research/research/organizational-behavior Parent: https://business.rice.edu/
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About Our Organizational Behavior Faculty and Research
In recent years, we have advanced theory and published research on several critical, contemporary topics in our field.
The management component at the Jones Graduate School of Business consists of two areas: strategy and environment and organizational behavior.
Each area contributes to the foundation, opportunity and achievement of our students. The management faculty — renowned in their fields — furnish a roadmap of standards for the growth of business and business education today.
Organizational behavior faculty advance theory and publish research on several critical topics, including affect, creativity, emotions, ethics, expertise, intuition, personality and sensemaking. Through innovative exercises, cases and assignments, faculty demonstrate the applications and importance of organizational behavior in today's dynamic business world. Visit Rice Business Wisdom for examples of our organizational behavior faculty's peer-reviewed business research presented in a compelling, quick-to-read package.
There's never been a better time to connect with the management program at Rice.
About Organizational Behavior
We are an active and collaborative group of scholars pursuing innovative research projects and employing cutting edge teaching methods. From a research standpoint, the members of our group have published articles in numerous top-tier journals including Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Journal of Applied Psychology, and Organization Science. Additionally, our faculty publish in disciplinary journals such as Journal of Personality and Social Psychology and American Sociological Review. Our research interests, although diverse, are interrelated, which fosters a high level of group synergy.
In recent years, we have advanced theory and published research on several critical, contemporary topics in our field including affect, creativity, emotions, ethics, expertise, intuition, personality and sensemaking. From a teaching standpoint, our faculty members instruct students across the full range of Rice Business MBA programs.
Courses and concepts covered within the organizational behavior curriculum include leadership, negotiations, creativity and innovation, decision making and organizational change.
Sample Electives
- MGMT 604 - Emotional Intelligence for Leaders
Employers seek leaders who possess not only the technical acumen to be proficient at their job task, but also the emotional intelligence necessary to build relationships and lead others. In this course, we will provide students the ability to discover their base level of emotional intelligence across a set of 12 learned capacities for recognizing their own feelings and those of others. We will also provide specific techniques and practice opportunities such that students can improve how they manage the emotions of themselves and others to contribute to effective performance at work. - MGMT 676 - Mission and Values as a Leader in Economic Activities
In this course we focus on illuminating aspects of the role of values in commerce through several case studies. These cases include a company that did not adhere to laudable values and failed catastrophically; a company that navigates legal, ethical, and public relations challenges created by adhering to a certain set of values; and a company that reaped benefits socially and financially from a values-driven approach. Each company experienced a crisis, which highlighted the values employed within the company. We also discuss our own professional-personal mission and giving voice to our values. We conclude the course with an articulation of our institutional and personal mission and values. - MGMT 691 - Breakthrough Negotiations in Applied Contexts
This course focuses on designing and conducting breakthrough negotiations in context, using the healthcare context as an example. It introduces a dynamic model and illustrates how negotiators should consider characteristics of a specific context in formulating and executing their negotiation strategies. The course uses a variety of exercises and simulations in the healthcare context to facilitate students’ understanding and internalizing of the framework and to sharpen their skills in contextualizing their negotiation strategies. - MGMT 774 - Leading Through Collaboration
Collaboration lies at the heart of why we have organizations. Understanding how to motivate and shape collaboration lies at the core of leadership in organizations. Foundational to collaboration is shared understanding: Individuals and teams can only effectively work together when they have the same understanding of what they are trying to achieve, how they will do so, and what the roles of different individuals and teams in that process are. In this course, we explore the importance of such shared understanding for successful collaboration and how leadership can build shared understanding for high-quality performance. - MGMT 781 - Teams and Teamwork
In the modern workplace, work is primarily completed as a part of a team. Thus, it is essential that managers learn how to effectively lead and work within teams. This course will teach students the psychology of teams and effective practices for managing teams in the workplace. - MGMT 784 - Power and Influence in Organizations
A manager’s primary purpose is to use power to influence subordinates and create an effective organization. This course will teach students how to build power, how to influence people, and the proper use of power in the modern organization through lecture, discussion, and experiential activities. - MGMT 813 - Leading for Creativity and Innovation
Study of the nature of creativity, creative thinking skills and ways to encourage, promote, and effectively manage creativity and innovation in complex organizations. - MGMT 821 - Leading Across Differences
This course explores how processes at the individual, group, organizational, and societal levels intertwine to shape diversity, equity, and inclusion at work. We will discuss how to improve our ability to work within and lead diverse and inclusive teams, and will discuss how to design an equitable workplace. - MGMT 822 - Diversity Equity and Inclusion in Business Lab
This course gives students the opportunity to apply their MBA learnings to address an opportunity and/or challenge in the diversity, equity and inclusion space faced by a client organization. Clients represent a variety of industries and will challenge their student-managed teams to address a focused, high-priority DEI-related business issue. The lab is project-centric and student-driven, with regular check-in meetings with the team’s assigned coach and the full class.
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Faculty research applied in the classroom.
Discrimination | Organizational Behavior
Why Anti-Asian Discrimination Is Often Overlooked at Work
New research shows that people rely on mental prototypes when discerning racial discrimination in the workplace — and Asian Americans are less likely to fit that template.
Customer-Based Strategy | Organizational Behavior
The New Compass for Customer Success
Hiring a dedicated customer liaison can steer teams toward stronger collaboration and higher product adoption.
Work Motivation | Organizational Behavior
Loving Your Work Is Good. But It’s Not a Virtue.
Professor Mijeong Kwon’s research finds that loving your work can be valuable — but treating it as the only “right” reason to pursue a career can cause harm.
Full-Time Faculty
Sora Jun
Assistant Professor of Management – Organizational Behavior
Mijeong Kwon
Assistant Professor of Management – Organizational Behavior
Jonathan Miles
Assistant Clinical Professor of Organizational Behavior\ Undergraduate Business Co-Advisor at Virani Undergraduate School of Business\ Undergraduate Business Minor Advisor
Marlon Mooijman
Jones School Distinguished Assistant Professor of Management – Organizational Behavior
Brent Smith
Senior Associate Dean for Executive Education\ Associate Professor of Management and Psychology – Organizational Behavior
Scott Sonenshein
Organizational Behavior Area Coordinator\ Henry Gardiner Symonds Professor of Management – Organizational Behavior
Daan van Knippenberg
Houston Endowed Professor of Management – Organizational Behavior\ Ph.D. Area Advisor - Organizational Behavior
John Wisneski
Executive Director of Student Experience and Career Development at Virani Undergraduate School of Business\ Assistant Clinical Professor of Organizational Behavior
Jing Zhou
Deputy Dean of Academic Affairs\ Mary Gibbs Jones Professor of Management and Psychology – Organizational Behavior
Part-Time Faculty or Courtesy Appointments
Jazmin Argueta-Rivera
Instructor in Management
Duysal Askun Celik
Lecturer in Organizational Behavior
Bernard "Bernie" Banks
Director, Ann and John Doerr Institute for New Leaders, Rice University\ Professor in the Practice of Leadership
Margaret Beier
Professor of Psychology – Organizational Behavior (by courtesy)
Diana Cabori
Lecturer in Organizational Behavior
Brandy Edmondson
Lecturer in Organizational Behavior
Michelle "Mikki" Hebl
Professor of Psychology and Management – Organizational Behavior (by courtesy)\ Martha & Henry Malcolm Lovett Chair of Psychology
Jill Jolley
Lecturer in Organizational Behavior
Eden King
Professor of Psychology – Organizational Behavior (by courtesy)
Danielle King
Associate Professor of Psychology – Organizational Behavior (by courtesy)\ Associate Dean, Graduate and Postdoctoral Studies, Rice University
Fred Oswald
Professor of Psychology – Organizational Behavior (by courtesy)
Eduardo Salas
Professor of Psychology – Organizational Behavior (by courtesy)
Pranika Uppal Sinha
Lecturer in Organizational Behavior
Postdoc
Emeriti Faculty
Jennifer M. George
Mary Gibbs Jones Professor Emeritus of Management – Organizational Behavior
William H. Glick
H. Joe Nelson III Professor Emeritus of Management