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MG 365 Organizational Behavior
Molina, Joseph G.


Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.

Course

MG 365 Organizational Behavior

Semester

S2T 2008 DLB

Faculty

Molina, Joseph G.

Title

Senior Faculty

E-Mail

joseph.molina@park.edu

Semester Dates

March 17, 2008  -  May 11, 2008

Class Days

TBA

Class Time

TBA

Credit Hours

3


Textbook:

The Textbook for MG 365 is:

Management of Organizational Behavior: Leading Human Relations, 9/E
View Larger Cover Image
Paul H Hersey
Kenneth H Blanchard
Dewey E Johnson
Publisher: Prentice Hall
Copyright: 2008
Format: Cloth; 368 pp

ISBN-10:
0131441396
 
ISBN-13:
9780131441392

 

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

Wall Street Journal:
The WSJ is an excellent reference for this course. It is available at most libraries, in many offices, and other places. While not required for this course, it will enhance your understanding immeasurably.  The WSJ provides exceptionally low priced, special discounted rates for students (currently 15 weeks for $29.95) that include hard copy subscriptions with the online Wall Street Journal are available to you. (Optional)Click Here to subscribe online! http://wsjstudent.com/ 

McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
Online Classroom Technical Support - For technical assistance with the Online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
FAQ's for Online Students - You might find the answer to your questions here.


Course Description:
Examines theoretical and practical perspectives and experiences in the areas of motivation and human relations; individual behavior, small group behavior, intergroup behavior, organizational effectiveness, and organizational development. Lecture, discussion and cases are used. 3:0:3 Prerequisite: MG352

Educational Philosophy:
The facilitator’s educational philosophy is one of interactiveness based on lectures, readings, quizzes, dialogues, examinations, internet, videos, web sites and writings. The facilitator will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues and contradictions.

Learning Outcomes:
  Core Learning Outcomes

  1. Illustrate what a manager can do to diagnose and improve motivation. (Application)
  2. Differentiate between leadership and management and tell when each is appropriate in an organization. (Analysis)
  3. Assess the impact of Situational Leadership methods on organizational performance (Evaluation)
  4. Analyze the types of informal and formal communication in organizations (Analysis)
  5. Examine how effective teams are part of a competitive strategy (Analysis)
  6. Evaluate the skills necessary in conducting change processes within an organization (Evaluation)


Core Assessment:

All Park University courses must include a core assessment that measures the course's Core Learning Outcomes. The purpose of this assessment is to determine if expectations have been met concerning mastery of learning outcomes across all instructional modalities. 

For this course, the core assessment is a Comprehensive Final Examination to be administered in all sections of MG 365. This exam is worth at least 30 percent of the student's final grade and will test students' mastery of the Core Learning Outcomes (as listed on this syllabus) through definitions, essay, and/or multiple choice questions. 

This core assessment is a CLOSED BOOK, CLOSED NOTES comprehensive examination that must be administered and proctored in the classroom and may not be given as a take-home examination. Students should not have access to the exam or its questions before it is administered. The duration of the exam can be no longer than two hours. 

No computers, or materials other than a writing instrument and a calculator without text functions and communication may be used for the exam; this applies to all students, regardless of whether the exam is for on-line or face-to-face students. Completion of the exam is strictly individual; students may not work in groups to complete the exam.

Link to Class Rubric

Class Assessment:

The final course grade will be determined using the following measurements:

  • Homework Assignments
  • Mid Term Examination
  • Comprehensive Final Examination
  • Groupwork Assignments 
  • Instructor evaluation/class participation which is made up of the following factors:
    • Weekly class activities
    • Discussion Threads
    • Other course related activities.

Grading:
 

Item / Assignment Points
Homework Assignments (22%) 220
Midterm Exam (20%)

200

Discussions (16%) 160
Comprehensive Examination (30%) 300
GroupWork (12%) 120
Total Points Possible 1000

Letter Grades

Points Grade
1000 - 900 A
900 - 800 B
800 - 700 C
700 - 600 D
Less than 600 F

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Dean of the School of Business and Management.

Late Submission of Course Materials:
Weekly work (summary) must be submitted not later than Friday (earlier will be greatly appreciated). Posting assignments by Friday (earlier if possible) wll give me and your classmates,  the opportunity to post questions and peer reviews - Sunday midnight is the last day to submitt assignemnts. 
Assignemnts are to be completed throughout the week to receive the maximum amount of points/full credit.
 Assignments submitted on the last day of the week (and if submitted on repeated ocations only during weekends) will receive half he points/one lower grade.

Late work is not permitted - Late work will receive one lower grade/half the points.

Classroom Rules of Conduct:

Use respectable and proffessionalble language when comunicating with your classmates.  Any classroom conduct that disrupts the learning environment in the opinion of the instructor, will not be tolerated.  
 
Also remember that computers make writing and revising much easier and more productive.  Students must recognize though that technology can also cause problems.  Printers run out of ink and hard drive crash.  Students are responsible for planning ahead and meeting deadlines in spite of technology.  
TIP: Make arraingement for a back up computer with the local library, computer lab, a friend, ect., technology could be unpredictable.

Course Topic/Dates/Assignments:

Welcome to Organizational Behavior (MG 365), online!

This course provides a thorough introduction to the field of organizational behavior. This course focuses on the fundamental nature of behavior with concepts and the tools needed to be a successful leader in today's global economy. This course provides the student with an understanding of the organization with an emphasis on the study of management, leadership,  and their outcomes.

Each week we'll focus on two chapters in our text. You will want to follow the specific instructions in each weekly module online.
 
Topics Reading Exams
Week 1 Management, Motivation, and Behavior Chapters 1 and 2
Week 2 Motivating and Leadership Chapters 3 and 4
Week 3 Situational Leadership and Effectiveness Chapters 5 and 6
Week 4 Situational leadership and Organizational Power Chapters 7 and 8 Midterm Exam
Week 5 Training, Development, and Constructive Discipline Chapters 9 and 10
Week 6 Effective Relationships and Communication Chapters 11 and 12
Week 7 Leading Teams and Managing People to Perform Chapters 13 and 14
Week 8 Building Commitments and Synthesizing Management Theory Chapters 15 and 16 Final Exam

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2007-2008 Undergraduate Catalog Page 85-86

Plagiarism:
Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2007-2008 Undergraduate Catalog Page 85

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  7. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.
ONLINE NOTE: An attendance report of "P" (present) will be recorded for students who have logged in to the Online classroom at least once during each week of the term. Recording of attendance is not equivalent to participation. Participation grades will be assigned by each instructor according to the criteria in the Grading Policy section of the syllabus.

Park University 2007-2008 Undergraduate Catalog Page 87-88

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
Contrast leadership and management.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                  
Describe more than two ways that leadership is different from management and explain how the actions of a leader may differ in a respective instances from those expected of a manager. Describes and explains at least two  differences between leadership and management Provides a description and/or explanation that is not accurate or is incomplete No answer or insignificant data. 
Analysis                                                                                                                                                                                                                                                   
Outcomes
Clarify how culture is transmitted to employees.                                                                                                                                                                                                                                                                                                                                                                                                                                                                     
Provides a thorough definition and explanation of more than three ways that culture is transmitted and assigns strength or importance to each method. Describes and explains at least three ways that culture is transmitted to employees. Provides a description and/or explanation of less than three ways culture is transmitted or an inaccurate description or explanation. No answer or insignificant data. 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
Identify the benefits and disadvantages of cohesive groups.                                                                                                                                                                                                                                                                                                                                                                                                                                                          
Identifies or lists more than three benefits and two disadvantages of cohesive groups, and thoroughly explains the effects of cohesive groups on the organization as a whole. Identifies or lists at least three benefits and two disadvantages of cohesive groups. Identifies less than three benefits or two disadvantages and/or incomplete or inaccurate data. No answer or insignificant data. 
Terminology                                                                                                                                                                                                                                                
Outcomes
Define the term “organizational behavior”.                                                                                                                                                                                                                                                                                                                                                                                                                                                                           
Defines the term “organizational behavior” in accordance with a specific text or author, compares the definition with other alternative sources, and describes instances in which each definition is appropriate. Defines the term “organizational behavior” in accordance with a specific text or author. Provides an inaccurate or incomplete definition. No answer or insignificant data. 
Concepts                                                                                                                                                                                                                                                   
Outcomes
Outline the motivation process.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      
Provides a step by step list of the motivation process and explains how motivation develops over a period of time. Provides a simple step by step list of the motivation process Provides an inaccurate or incomplete description or list of the process. No answer or insignificant data. 
Application                                                                                                                                                                                                                                                
Outcomes
Contrast teams with groups.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                          
Describes and explains more than two differences between groups and teams. And explains the impact on the organization. Describes and explains at least two  differences between groups and teams. Provides an inaccurate or incomplete description or less than two differences. No answer or insignificant data 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
Identify six elements that define an organization's structure                                                                                                                                                                                                                                                                                                                                                                                                                                                        
Identifies and describes the elements that define an organization's structure. Identifies by means of a simple list the elements that define an organization's structure. Provides an inaccurate or incomplete identification of six elements or less than six elements. No answer or insignificant data. 
Component                                                                                                                                                                                                                                                  
Outcomes
Describe four styles of decision making.                                                                                                                                                                                                                                                                                                                                                                                                                                                                             
Describes the four styles of decision making and explains the impact on the organization by the use of each style. Describe four styles of decision making. Describes less than four styles of decision making, and/or inaccurately describes one or more styles. No answer or insignificant data. 

Copyright:

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Last Updated:2/25/2008 11:41:25 AM