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MG 440 Complex Organizations
Degel, Thomas M.


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 440, Complex Organizations

Semester

F2Z 2008 ML

Faculty

Degel, Thomas M.

Title

Senior Adjunct Professor

Degrees/Certificates

MBA, University of Montana, 1989
BBA, Gonzaga University, 1981

Office Location

Home

Office Hours

Anytime

Daytime Phone

(406) 771-4423

Other Phone

(406) 452-1651

E-Mail

Thomas.Degel@park.edu

tdegel@msugf.edu

Semester Dates

October 13 - December 14, 2008

Class Days

-M-W---

Class Time

7:45 - 10:15 PM

Prerequisites

MG 352 and MG 365

Credit Hours

3


Textbook:
Daft, Richard L., Organization Theory and Design, 9th Edition, Thompson/SouthWestern, 2007, ISBN 13: 9780324405422 and ISBN 10:0324405421.

Textbooks can be purchased through the MBS 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 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/.


Course Description:
MG 440, Complex Organizations:  A sociological approach to the study of organizations.  Focuses on theoretical perspectives, characteristics of organizations, the interrelationship of organizational variables, and other related topics.  3:0:3 Preprequisites:  MG 352 and MG 365.

Educational Philosophy:
The instructor's educational philosophy is one of student involvement based on lectures, readings, examinations, internet, discussions and case studies. The objectives of the class are met by continuous student involvement and proactive behavior.  Classes provide an interactive learning environment focusing on critical thinking and the exchange of ideas to help students develop the knowledge, competencies and skills to become successful managers in the business environment of the future.

Learning Outcomes:
  Core Learning Outcomes

  1. Explain issues surrounding organizations and how best to deal with those issues and concerns.
  2. Explain the impact of Societal Pressures on Organizations.
  3. Explain classical and modern management theories.
  4. Articulate those issues relative to the context of real organizations and real events in today's global environment
  5. Explain the strategic design of organizations.
  6. Define organizational culture, its formation, and aspects of change.
  7. Discuss organizational decision-making, different decision making processes, and the impact of technology of those procedures.


Core Assessment:
The assessment device is a comprehensive case that is written in class during week 13 of sixteen week classes and during week 7 of eight week classes. 
 
A CLOSED BOOK, CLOSED NOTES comprehensive examination that must be administered and proctored in the classroom and is not to be given as a take-home examination. Students should not have access to the exam or its questions before it is administered. 

Link to Class Rubric

Class Assessment:

Students will be assessed (graded) on class participation, written and oral assignments, weekly Cases, a comprehensive written Case during the seventh week which is the Core Assessment, and mid-term and final examinations. The Final Exam is comprehensive and is a closed book, closed notes exam on the last scheduled class date. 

Grading:

Learning the material in this course is important and is the main criteria the instructor will use to assign final letter grades. Exams: The Mid-Term Exam will include material from Chapters 1-6. The Final Exam will be comprehensive. Critical Case Study (Core Assessment): Will be assigned and completed in week seven of the course. Assignments/Cases/Current Events: All assignments, cases, and presentations must be completed and turned in prior to the Final Exam. Penalties will be assessed for late (unexcused) assignments and cases.

Final letter grades will be determined using the following measurements:

        Class Participation                                              10%        50 pts

        Critical Case Study(Core Assessment)              20%     100 pts

        Assignment/Cases/Current Events                     20%     100 pts                                

        Mid-Term Exam                                                    20%     100 pts                  

        Final Exam                                                            30%     150 pts                   

                         TOTAL                                                100%     500 pts                

                   

90 -100% = A = 450-500 points

80 - 89% = B = 400-449 pts

70 - 79% = C = 350-399 pts

60 - 69% = D = 300-349 pts

less than 60% = F = less than 300 pts

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:

Assignments submitted late may not be accepted and, if accepted, will received a percentage grading penalty per class period the assignment is late.

Classroom Rules of Conduct:

Attend class and be on time. Be prepared for class – read and be prepared to discuss the assigned readings, cases, and problems. Participate in class discussions – this is a very important part of your education. Be prepared for examinations – assigned readings will not always be reviewed in-depth, but examinations will be from both assigned readings and class lectures and discussions. My strategy is to vary methods and assignments to maintain interest in the course and to spark creativity. Classes will consist of lectures on assigned readings, group/seminar discussions, group work and presentations, case studies, videos, and classroom presentations and discussions of current management problems or current domestic and global events.   

Course Topic/Dates/Assignments:

Week     Chapter Topic                                                                                  Assignment

Week 1                 Introduction & Overview of the Course                               

                    1       Organization & Organizational Theory                               pp 2-36

Week 2        2       Strategy, Organization Design, and Effectiveness            pp 54-79

                    3        Fundamentals of Organization Structure                          pp 88-102
                                                        

Week 3        4       The External Environment                                                  pp 136-161

                    5        Interorganizational Relationships                                        pp 170-193

Week 4        6       Designing Organizations for the International                      pp 205-223

                              Recap Cases and Review for Mid-Term    

Week 5                 Mid-Term Exam           
 
                     7       Manufacturing & Service Technologies                                pp 245-274

Week 6        8       Information Technology & Control                                         pp 287-311

  9       Organization Size, Life Cycle, and Decline                           pp 320-338

Week 7      10       Organization, Culture, and Critical Values                             pp 359-387

                             Critical Case: (Core Assessment)
Week 8      11       Innovation & Change                                                              pp 399-420

                   13      Conflict, Power, and Politics                                                  pp 482-504
   
Week 9                 Recap Cases and Review for Final Exam

                 COMPREHENSIVE 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:
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.

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: http://www.park.edu/disability .



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
1 - Explain issues surrounding organizations and how best to deal with those issues and concerns.                                                                                                                                                                                                                                                                                                                                                                                                                    
Explains the issues surrounding the organization , recommends at least three ways to deal with the issues, and supports the recommendations by referring to specific theories and concepts. Explains the issues surrounding the organization and recommends at least two ways to deal with the issues. Provides an incomplete or inaccurate analysis and/or less than three alternative solutions. No answer or insignificant explanation 
Analysis                                                                                                                                                                                                                                                   
Outcomes
2 - Explain the impact of Societal Pressures on Organizations.                                                                                                                                                                                                                                                                                                                                                                                                                                                       
Provides an explanation of the impact of societal pressures on the organization, and projects the outcome if there isn't any change. Provides an limited explanation of the impact of societal pressures on the organization. Provides an incomplete or inaccurate explanation of the impact of societal pressures on the organization. No answer or insignificant explanation 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
Articulate those issues relative to the context of real organizations and real events in today's global environment.                                                                                                                                                                                                                                                                                                                                                                                                 
Submits a very complete, thorough articulation and descripti0n of the events and refers to the theory that would support change or a different response in the global environment. Articulates the a minimal number of  issues for the organization in the case and the events that are occurring. Provides an incomplete or inaccurate articulation of the  issues and the events. No answer or insignificant explanation 
Terminology                                                                                                                                                                                                                                                
Outcomes
2, 9 - To be able to define organizational culture, its formation, and aspects of change                                                                                                                                                                                                                                                                                                                                                                                                                             
Provides an accurate an complete definition of organizational culture, its formation, and aspects of change Provide 80% of the definitions of organizational culture, its formation, or the aspects of change Provide an incomplete or inaccurate definition of  organizational culture, its formation, and aspects of change No answer or insignificant explanation 
Concepts                                                                                                                                                                                                                                                   
Outcomes
6 - Communicative the classical and modern management  theories.                                                                                                                                                                                                                                                                                                                                                                                                                                                     
Explains the theories of the classical and modern management in the field of organizational behavior. Explains the theories of the classical or modern management in the field of organizational behavior Provides an incorrect or inaccurate explanation of the theories of the classical or modern management in the field of organizational behavior No answer or insignificant explanation 
Application                                                                                                                                                                                                                                                
Outcomes
7 - Articulate those issues relative to the context of real organizations and real events in today's global environment.                                                                                                                                                                                                                                                                                                                                                                                             
Articulate accurately those issues relative to the context of real organizations and real events in today's global environment using the current environment. Articulate accurately a minimum number of issues relative to the context of real organizations and real events in today's global environment using the current environment. Inarticulate the issues relative to the context of real organizations and real events in today's global environment using the current environment. No answer or insignificant explanation 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
10 - Explain organizational decision-making, different decision making processes, and the impact of technology of those procedures.                                                                                                                                                                                                                                                                                                                                                                                  
Explain accurately all of the process of organizational decision-making, different decision making processes, and the impact of technology of those procedures. Articulate 80% the process of organizational decision-making, different decision making processes, and the impact of technology of those procedures. Explain the 50%process of organizational decision-making, or different decision making processes or the impact of technology of those procedures. No answer or insignificant explanation 
Component                                                                                                                                                                                                                                                  
Outcomes
8 - Explain the process of strategic design of organizations and its impact on culture.                                                                                                                                                                                                                                                                                                                                                                                                                              
Discuss the process of strategic design of organizations and its impact on culture. Explain 80% of the process of strategic design of organizations and its impact on culture. Inaccurately explain all or part of the process of strategic design of organizations and its impact on culture. No answer or insignificant explanation 

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Last Updated:9/10/2008 12:17:01 PM