MG365 Organizational Behavior

for F1T 2008

Printer Friendly

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.


MG 365 Organizational Behavior


F1T 2008 DL


Bennett, John E.


Senior Professor/Adjunct Professor


Ed.D. Educational Leadership
M.S. Management
B.A. Human Resources Management

Office Location


Office Hours

As Needed By Students

Daytime Phone

(703) 604-0245

Other Phone

(405) 414-1972


Semester Dates

August -October 08

Class Days


Class Time




Credit Hours



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



Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

I HIGHLY recommend you utilize the Park University Online Library System to aid you in your research for your responses to the assignments in this course.  The textbook alone will not cut it, you need to use scholarly journal articles to support your work; Wikipedia and other similar sources are not considered scholarly.  An new online source which Park has just made available is discussed below.

The Park University faculty, staff, and students can now use JSTOR, one of the premier databases for full-text scholarly journals in business, education, humanities, social sciences and the sciences.  The link to JSTOR is on the library's webpage at  Additional sources can be found from the ProQuest and EBSCO sites.

A detailed list of subject areas can be found below.  It provides access to journals from the 19th through the 21st centuries.

Subject Areas covered by JSTOR


Business, economics, finance, health care, management, marketing, and statistics



Architecture and architectural history, art and art history, classical studies, film studies, folklore, language and literature, Latin American studies, linguistics, music, performing arts, philosophy, and religion

Social Sciences: African-American studies, African studies, American Indian studies, anthropology, archaeology, Asian studies, feminist and women’s studies, health policy, history, history of science and technology, Jewish studies, Latin American studies, law, Middle East studies, philosophy, political science, public policy and administration, religion, Slavic studies, and sociology

Sciences: biology, botany, computer science, ecology, geography, geology, mathematics, nursing, and zoology

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.

Click Here to subscribe online!  Following this link and selecting Joseph Kubec, or the instructor of your section if they are listed on the dropdown menu, as your instructor will let the WSJ folks know you are enrolled as a student in this course. Delivery will start in a few days and they will bill you directly, usually within 3 or 4 weeks.

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 or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information
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 or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the 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:
MG365(PS374) Organizational Behavior: 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:

My educational philosophy is quite simple. Education is a never ending process that is derived from the knowledge of others. For this course, Organizational Behavior, we will engage in many lively discussions through the "Discussion Statement" threads. The basis for these discussions will come from the text, the case studies and research projects we will work, outside sources, and each other.   It is important that we respect each other and that person's right to express his or her viewpoints.  Learn from the diversity of the class; learn to appreciate different cultures and beliefs. Learn from each other.

I believe that the only way to truly learn is by expanding your opportunities to learn.  This is done through discussions with others and through research.  Scholarly research is done by discovery.  Park's online library is an exceptional resource for this discovery; please use it and other resouces with which you might have access.  The Internet is a great path to many reference sites, but one note of caution there are plenty of sources on the Internet which are not considered scholarly;  WIKIPEDIA is one of these.  I prefer you NOT use it as a scholarly reference site.  Instead, find scholarly journals and use them for reference.  This will greatly enhance your opportunities to learn. 

Lastly, one of my primary philosophies and goals for this class is that we challenge ourselves to go from the comfortable to the uncomfortable for only by stepping outside our comfort zones can we truly experience life and what it has to offer and teach each of us.

Dr. John E. Bennett

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)

  Instructor Learning Outcomes
  1. Understand the use of technology in the leadership and management of an organization.
  2. Understand the challenges of leading an organization.
  3. Apply the various competencies and skills of a leader.
  4. Understand the use of various aspects of human behavior on the leadership of human resources and management of the organization.
  5. Understand and apply the concepts of motives, goals, and activities, and expectancy theories..
  6. Apply Maslow's Hierarchy of Needs to the leadership role.
  7. Discuss the significance of the Hawthorne Studies.
  8. Understand the application of various motivational theories to leadership and management.
  9. Describe the process of moving from Vision into Performance (VIP) as described in the text.
  10. Apply the ACHIEVE Model to various leadership and management situations.
  11. Identify various organizational theories.
  12. Identify and understand the various approaches of Situational Leadership.
  13. Understand various concepts of organizational, leadership, and managerial effectiveness.
  14. Understand the Cycle of Management by Objectives.
  15. Apply the various concepts of Situational Leadership.
  16. Understand the various behaviors exhibited by employees under the various Readiness Levels of Situational Leadership.
  17. Identify various aspects of situational leadership in application.
  18. Identify the use of various "powers" in leadership and managerial roles.
  19. Understand various techniques of changing performance readiness through behavior modification.
  20. Understand and apply techniques of Constructive Discipline.
  21. Apply analyse of problems to determine ownership.
  22. Identify the various parts of the communicative process.
  23. Understand the dynamics of barriers to the communicative process.
  24. Apply concepts of passive and active listening.
  25. Understand concepts of team building.
  26. Understand the use of the various team roles.
  27. Apply various concepts of leadership and management in business
  28. Understand and apply an appreciation of diversity in the workforce.
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
  • Discussion Question/Statement Assignments 
  • Participation in Classroom Threads 
  • Research Paper
  • Instructor evaluation/class participation which is made up of the following factors:
    • Weekly class activities
    • Discussion Threads
    • Other course related activities.


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


Discussions  and Participation (18%) 160
Comprehensive Examination (30%) 300
Research Paper (10%) 100
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 must be submitted not later than Sunday midnight of each week.  

Late work will not receive full grade credit. Work not turned by the due date, but which is turned in no more then 7 days late, will receive 1/2 the score it would have received otherwise. Homework not received within 7 days of the due date will not be scored. No work received after the last Saturday of the term will be scored.  Exceptions to the above may be granted based upon exceptional reasons.

Classroom Rules of Conduct:

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 must be responsible for planning ahead and meeting deadlines in spite of technology.  Be sure to save copies of your work to disk, hard drive, and print out paper copies for backup purposes.  It is often better to do your work in Word and then copy and paste into the classroom, this way you can do spell check and grammar check on your work.

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 & Projects
Week 1 Management, An Applied Behavioral Sciences Approach & Motivation and Behavior Chapters 1 and 2
Week 2 Motivating & Leadership: An Initial Perspective Chapters 3 and 4
Week 3 Leadership: Situational Approaches & Determining Effectiveness Chapters 5 and 6
Week 4 Situational Leadership & Situational Leadership, Perception, and the Impact of Power Chapters 7 and 8 Midterm Exam
Week 5 Situational Leadership: Training and Development & Situational Leader and Constructive Discipline Chapters 9 and 10
Week 6 Building Effective Relationships & Effectiveness Communication Chapters 11 and 12
Week 7 Leading Effective Teams and Implementing Situational Leadership: Managing People to Perform Chapters 13 and 14 Research Paper Due
Week 8 Implementing Situational Leadership: Building Commitments & Synthesizing Management Theory: Integrating Situational Leadership with the Classics 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 2008-2009 Undergraduate Catalog Page 87

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 2008-2009 Undergraduate Catalog Page 87

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, but unexcused absences may carry further penalties.
  3. 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".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. 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.
  6. 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 2008-2009 Undergraduate Catalog Page 89-90

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: .


CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Essay questions requiring synthesis, analysis, evaluation and application with a maximum value of 40 points  per question. Includes CLOs 1-6                                                                                                               
Nearly all organizational behavior processes are perfectly identified and related to outcomes.  Average of 35 points or more per essay question. Most organizational behavior processes are identified and related to outcomes.  Average of 25 to 35 points per essay question. Most organizational behavior processes and not correctly identified nor are they related to outcomes.  Average of 15 to 25 points per essay question. Few organizational behavior processes are recognized and none are related to outcomes.  Average of less than 15 points per essay question. 
Essay question responses demonstrate content and technical skill in  communicating.  Includes CLOs 1-6                                                                                                                                                     
Nearly all definitions and behavioral models described relate to the problem stated and lead to organizational behavior outcomes. Most definitions and behavioral models described relate to the problem stated and lead to organizational behavior outcomes. Most definitions and behavioral models described are incorrect or do not relate to the problem stated or lead to organizational behavior outcomes. Few definitions and behavioral models are correctly described and none  relate to the problem stated or lead to organizational behavior outcomes. 
Outcomes that examine recognition and use of organizational behavior descriptions, definitions, and concepts using multiple choice questions with a maximum score of 100 points.  Includes CLOs 1-6                                                        
Student demonstrates complete understanding of organizational behavior descriptions, definitions and concepts.  Score is 90 points or more. Student demonstrates   understanding of organizational behavior descriptions, definitions and concepts.  Score 70 to 89 points. Student demonstrates little   understanding of organizational behavior descriptions, definitions and concepts.  Score is 50 to 69 points. Student does not demonstrate an understanding of organizational behavior descriptions, definitions or concepts.  Score is less than 49 points. 


This material is protected by copyright and can not be reused without author permission.

Last Updated:8/3/2008 7:46:06 PM