KSE Business School Launches “Organizational Behavior and Development for Top Executives” Course
A manager who personally gets involved in every minor task is rarely driven by a desire to control everything. More often, they are caught in constant firefighting: the company’s organizational structure is ineffective, information moves slowly between teams, and trust is lacking. As a result, strategic priorities are repeatedly postponed because there is simply no time left for them.
November 4, 2026
Reading time: 4 min
This challenge extends far beyond Ukrainian businesses. In February 2026, Fortune reported on a Kickresume survey of nearly 3,000 employees. Respondents ranked micromanagers among the most irritating colleagues, while approximately 60% said such coworkers significantly undermined their productivity.
A Buddy Punch study, which surveyed 531 managers in March 2026, offers insight into where the problem comes from. Trust breaks down when employees constantly have to prove they are working, when expectations change without explanation, and when managers intervene too frequently.
These are among the challenges addressed in the “Organizational Behavior and Development for Top Executives” course at KSE Business School, starting on November 7.
Who Is This Course For?● Business owners● CEOs and senior executives● Heads of departments and business units
What Will Participants Learn?
How to move beyond day-to-day operational management. Participants learn to shift from closely supervising employees to building trust and improving information flows between teams.
They work with two frameworks. The Organizational Culture Assessment Instrument (OCAI) helps diagnose a company’s organizational culture. The Star Model explains how organizational structure works and how strategy, processes, rewards, and people are interconnected.
OCAI (Organizational Culture Assessment Instrument) is a questionnaire used to assess organizational culture. Employees answer questions across six dimensions:
● Dominant characteristics of the organization● Organizational leadership style● Employee management practices● What holds the organization together● Strategic emphasis● Criteria for measuring success
Each dimension contains four statements, and respondents distribute 100 points among them. They complete the assessment twice: first to describe the organization's current culture, and then to identify their preferred future culture.
The Star Model, developed by Jay Galbraith, is an organizational design framework based on the alignment of five elements:
● Strategy: Where the company is heading and how it intends to compete.● Structure: Reporting relationships, distribution of authority, and decision-making responsibilities.● Processes: How information and decisions flow between teams.● Rewards: How employees are compensated, recognized, and supported in their development.● People: The skills, mindsets, and motivation the organization needs.
How to test decisions before they become costly mistakes. Participants test management decisions through case studies and simulations, including the Everest leadership simulation.
How to lead people through change. Participants practice handling resistance, building trust in cross-cultural teams, and understanding employee motivation. They explore how motivation depends on culture and context, and how cognitive biases can distort decisions even among experienced executives.
How to manage an organization that uses AI. A dedicated module examines the organizational implications of artificial intelligence. Participants explore when to trust algorithms, what happens to information flows when teams rely on the same AI model, and how organizational culture changes as AI becomes part of everyday work.
Why Focus on AI Again?
Gallup data shows that AI adoption in the workplace depends more on people than on technology.
As of May 2026, 15% of US employees used AI daily, 30% used it at least several times a week, and 52% used it at least a few times a year.
Managers play a crucial role in this process. Employees whose managers actively support AI adoption are nearly twice as likely to use AI regularly. According to Gallup's State of the Global Workplace 2026 report, these employees are 8.7 times more likely to strongly agree that AI has changed how work gets done in their organizations.
At the same time, an April 2026 survey found that only 9% of employees trusted AI to make complex, business-critical decisions, compared with 61% of executives.
This reveals a significant gap in perceptions. What senior management sees as an obvious advantage may be met with skepticism by employees. The course helps participants recognize this gap and develop approaches to addressing it.
Final Assessment: Defending a Decision Before a Board of Directors
The course concludes with a boardroom simulation. Participants must present and defend their decisions before stakeholders whose interests differ from their own.
The exercise reflects a familiar management reality: decisions often need to be approved by people who do not share your perspective.
Course Instructor
Olena Khomenko holds a Doctor of Business Administration (DBA) degree and serves as Academic Director of the International Executive MBA program at KSE Business School.
Practical Information● Dates: November 7 – December 20, 2026● Format: Hybrid● Location: Kyiv or online● Language of instruction: English● Tuition fee: UAH 45,000
Learn more and register
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