PS374 Organizational Psychology

for U1QQ 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.


PS 374 Organizational Psychology


U1QQ 2008 HI


Gagnon, Michael


Adjunct Faculty


Masters of Human Relations
BS - Management of Human Resources
Mediation Certified

Office Location

Hill AFB

Office Hours

After class; other times by prior arrangement

Daytime Phone



Semester Dates

06/02/2008 to 07/27/2008

Class Days


Class Time

4:30 - 7:15 PM

Credit Hours


Muchinsky, Psychology Applied to Work, An Introduction to Industrial and Organizational Psychology, 8th edition, 2006, Wadsworth. ISBN: 0495093238

American Psychological Association. (2001). Publication manual of the American Psychological Association (5th ed.). Washington, DC.: American Psychological Association. (Optional)

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

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

Course Description:
Study of the intrapersonal, interpersonal and group dynamics in organizational behavior, group problem solving, task functions and process functions, motivation and morale, models of organization and their psychosocial costs and benefits, including impact on the culture and the family. 3:0:3 Prerequisite: PS 101.

Educational Philosophy:

Philosophy of Teaching and Learning: Transformational adult learning and lifelong Learning. I encourage you toward ongoing holistic development of an ability to reflect on and use your life experience to proactively respond to the challenges of a rapidly changing world.

Method of Facilitation: Lectures, question-and-answer, interactive and reflective dialogue.

Practical Application: It is important to learn to effectively work with others and to surround yourself with people and situations that foster your development.

Course Structure and Process: Learner-centered. Information learned in a participative manner tends to be more meaningful and is retained longer.

Course Rationale: Bridge the gap between theory and application by integrating personal experiences with textbook concepts.

Commitment: It is my goal to help you enhance your talents, abilities, and knowledge so that you will feel more personally and professionally fulfilled than you did at the beginning of this class. While this is MY goal, it is YOU who will get out of this course that which YOU invest.

Best wishes and thank you for being in the class!

Learning Outcomes:
  Core Learning Outcomes

  1. Define the term “organizational behavior”.
  2. Identify two types of ability.
  3. Contrast terminal and instrumental values.
  4. Identify four employee responses to dissatisfaction.
  5. Identify and explain the factors that determine an individual's personality.
  6. Describe four styles of decision making.
  7. Outline the motivation process.
  8. Identify the benefits and disadvantages of cohesive groups
  9. Contrast teams with groups.
  10. Contrast leadership and management.
  11. Identify the five dimensions of trust.
  12. Describe the seven bases of power.
  13. Identify six elements that define an organization's structure.
  14. Clarify how culture is transmitted to employees.

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 PS374. This exam is worth at least 20 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 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.

The Comprehensive Final Examination for online courses must be passed with a grade of at least 60% in order to pass the course regardless of the student’s overall average in the course.

Link to Class Rubric

Class Assessment:

There will be a requirement to submit a 6-8 page term paper (APA style) on a topic related to organizational change, management, motivation, or learning. Two examinations will be given during the course, consisting of T/F, multiple choice, and essay.  There will be a weekly quiz.  There will be an oral presentation.

Midterm exam:        30 points

Final Exam:             50 points
Term Paper:            50 points
Quizzes:                  25 points
Oral Report:            20 points
Class participation   25 points
Total                       (200 points)

Late Submission of Course Materials:
The instructor will not accept late assignments unless it is for documented, excused reasons. Unexcused reasons for late submission of assignments/tests will receive a grade of "zero." There are NO make up sessions for completion of assignments/tests for unexcused absences. It is the student's responsibility to contact the instructor and coordinate the time, date and place to make up missed assignments/ tests.

Classroom Rules of Conduct:

Class Etiquette: I am committed to open, frank, and insightful dialogue. Diversity has many manifestations, including diversity of thought, opinions, and values. Class dialogue and behavior is expected to conform to social etiquette and to not distract from the learning environment. Guidelines:

(1) When disagreeing with someone, respond to the subject, not the person.

(2) Be respectful and refrain from inappropriate commentary and/or behavior in the learning environment. For example, no mastication, or otherwise orally processing of a substance, and spitting in a cup are allowed in the learning environment. (This is a real-life example.)

(3) Maintain confidentiality. Although this facilitator cannot enforce that confidentiality be maintained, you are asked to respect the privacy and dignity of each person in class and to treat fellow classmates and their input with the honor and respect that you would like to receive in return.

(4) Turn off cell phones while in class. No electronic communication is allowed during class (except for assigned class presentations). Receiving a call or electronic communication while in class constitutes an absence of participation. 

While I encourage an atmosphere of reverence and respect as we talk about the wide array of human factors, I invite you to cultivate and nourish a healthy sense of humor. Inviting you to laugh is meant to enhance the learning experience and foster personal and professional development. No offense to any individual, group, occupation, or to any situation is intended.

Class participation is expected and attendance will be taken for each class. Class missed for legitimate reasons are excusable but the student will need to coordinate with the instructor as soon as possible to make up missed assignments/tests.

Course Topic/Dates/Assignments:

******Come to class prepared to discuss chapters listed for that week on the first day of the week (Tues)*******

WEEK (Tues; Thurs)                   ASSIGNMENT
         1                                           Syllabus Review/Introductions; Chap. 1 & 2
         2                                           Chap.  3, 4 & 5
         3                                           Chap.  6, 7; Review
         4                                           Research Papers Due; Mid-Term
         5                                           Chap.  9 & 10
         6                                           Chap. 11 & 12; Presentations
         7                                           Chap. 13 & 14; Presentations
         8                                           Chap. Review; 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 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.

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: .


CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
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. 
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. 
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 than three benefits or two disadvantages and/or incomplete or inaccurate data. No answer or insignificant data. 
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. 
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. 
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                                                                                                                                                                                                                                             
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. 
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. 


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

Last Updated:4/8/2008 3:13:05 PM