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MG 365 Organizational Behavior
Walizer, Ottis E.


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

F1T 2006 DLC

Faculty

Walizer, Ottis E.

Degrees/Certificates

MS Degree, Human Resource Management and Development
BS Degree, Business Management
AS Degree, Nuclear Devices Technology

Daytime Phone

701-858-3124

Other Phone

701-838-1664

E-Mail

ottis.walizer@pirate.park.edu

walizer@ndak.net

Semester Dates

8/21/2006  -  10/15/2006

Class Days

TBA

Class Time

TBA

Credit Hours

3


Textbook:
Management of Organizational Behavior, Leading Human Resources, 8th ed., by Paul Hersey, Kenneth H. Blanchard, Dewey E. Johnson ISBN 0-13-017598-6The Wall Street Journal (WSJ).

Textbooks can be purchased though the MBS bookstore

Textbooks can be purchased though the Parkville Bookstore

Additional Resources:
The WSJ is an excellent reference for this course. (It never fails to amaze me how many companies do the wrong thing in managing people!) It is available at most libraries, in many offices, and other places. While not required for this course, it will enhance your understanding immeasurably. Hard copy subscriptions that include the online subscription are available to you as a student at special discounted rates. You can subscribe on-line. Click here to subscribe online! Following this link will let the WSJ folks know you are enrolled as a student in this online course. Delivery will start in a few days and they will bill you directly, usually within 3 or 4 weeks. Alternatively, you can send me an e-mail that includes: First and last name, address (street, city, state, zip), length of subscription you want, and the month and year you expect to graduate. I'll transfer your information to a WSJ form and send it to them. They will start delivery, usually in less than two weeks, and 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 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.   Prerequisite: <a href='index.aspx?Class=MG352'>MG352</a>.  3:0:3

Educational Philosophy:

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:

Final exam

Link to Class Rubric

Class Assessment:
Case assignments, quizzes/tests, participation grade

Grading:
The final course grade will be determined using the following measurements: Homework Assignments/Group projects Mid Term Exam Comprehensive Examination Instructor evaluation/class participation which is made up of the following factors:

Points for the course: 1410 points or 100%

  1. Discussion:     =256.25 points or 14.4%,     total broken down as follows: Discussion - (one's well researched and     referenced response), is provided during weeks 1, 2, 3, 4, 6, 7, and 8. A     well researched and referenced response must include references to web     sites, newspapers or other sources used in the formulation of the     response. Note that all discussions questions will be posted in eCollege,     by the instructor. Ensure all questions posed are answered.     Points/Percentage assigned are as follows: 11.25 points or 1.8% week one     and 15 points or1.8%  weeks 2, 3, 4,     5, 6, 7, 8.

 

  1. Introductions:     To be completed in week one.     3.75 points or 0.6%.

 

  1. Homework:     = 700 points or 40%, total     broken down as follows: Week one 100 points or 5.2% weeks 2, 3, 4, 5, 6,     7, 8 are 100 points or 5.8% each week.

 

  1. Midterm:     = 150 points or 15%. 

 

  1. Final:     = 300 points or 30%."The     comprehensive final is not a take-home test." "The comprehensive     final is a closed book and closed notes exam." For all online     courses, the student must pass the final exam with 60% or better to pass     the course.

The following percentages will be used to assign course grades: 90% - 100% = A (90+ weighted points) 80% - 89% = B (80 to 89 weighted points) 70% - 79% = C (70 to 79 weighted points) 60% - 69% = D (60 to 69 weighted points) Below 60% = F (less then 60 weighted points)

Late Submission of Course Materials:
Submission of Late Work: Unexcused late work will receive 50% value.

Classroom Rules of Conduct:

Course Topic/Dates/Assignments:
Week 1 Readings: Read Chapters 1, 2, and 3 of the text. • On-line Conference Assignments: Check into the Introductions thread in the Course Home. Leave a brief introductory message telling me and your classmates a little about yourself - where you are, your e-mail address, what experience you have related to the course subject matter, and anything else you think might be relevant to this course. Feel free to experiment. Try to get comfortable with the format. ALSO, begin looking for people you can team with. We'll use teams of 3 or 4 people each to do assignments starting this week if you can get it together, but no later then next week. I recommend finding someone with different experiences and background than you have so that you can support each other. The sooner you get your team formed the better it will be for you.  If there is anything in the readings that you don't understand, post a question in the Discussion thread and I will respond as quickly as I can. You are taking this course because you don't know the material - therefore, I expect a lot of questions. Everyone can learn from the questions others post. o If one of your classmates has posted a question and you know the answer feel free to post an answer yourself. • Second go to the Lecture thread for a brief lecture • Third go to the homework thread to find your weekly assignments •

Week 2. Readings: Read Chapters 4, 5, and 6 of the text. Class Activities:  On-line Conference Assignments: 1. Conference with your classmates. By now you should have found 2 or 3 others that you can team up with for your homework assignments. There should be either 3 or 4 members to each team. This week's assignment is to be submitted by the team. 2. View the first part of the video related to the course. Links will be provided in the conference to the videos. Post your comments (good, bad, or indifferent) in the discussion thread. 3. With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week. Use the Week 2 Groupwork thread. Team Leaders send a list of your team members to me via email along with the team name. If there is anything in the readings that you don't understand or would like to discuss further, post a question to the Q & A thread in the conference and I will respond as quickly as I can.  Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 2, look into the Assignment 2 thread in the conference for questions and/or case studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions. Consolidate your answers into one e-mail with each member's name on it and submit it to the instructor. Send your solutions to me by Midnight on the Sunday that follows the end of this week. Proctors: If you haven't yet located someone to proctor your exam you should begin looking now. You can't complete the course without one and finding one at the last minute may be impossible. I'd like to know who your proctor is not later then week 4. As soon as Park has the proctor forms ready for you to use, I'll let you know.

 Week 3. Readings: Text: Read Chapters 7, 8, and 9. Mid-Term exam: (Individual Activity) I will send an email message to each of you with an essay question that will serve as a mid-term exam. You are to work alone on this and email your response directly to me. The question will be based on the readings up to this week and will require you to demonstrate that you understand what you have read so far. This should take no more then one hour - probably less then 30 minutes if you are up to speed on the readings. Class Activities: 1. On-line Conference Assignment:If you haven't already done so, either work out a rotation schedule of who will lead the team; someone who will consolidate team member's answers and submit them. The team leader can decide how the work is to be done, lead discussions on any topic, and make sure everyone has copies of the material submitted. Teams will be graded on the quality of the work submitted. 2. View the second part of the video related to the course. Links will be provided in the conference to the videos. Post your comments (good, bad, or indifferent) in the discussion thread. 3. At the end of the course I will ask each of you to rate the contributions of your fellow team members. If someone does not contribute to the team's effort, the other members of the team should reflect that in the rating assigned. These ratings will be personal email to me and I will not share the individual ratings.  Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 3, look into the Homework thread in the conference for questions and/or case studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions. Consolidate your team's answers into one e-mail with each member's name on it and submit it to the instructor. * Make sure that this assignment is delivered to the instructor via e-mail not later than the Sunday that follows the end of the third week! * Proctor Forms: It is better to do it now then to wait until the last minute and find out that your proctor is too busy or is unacceptable to me ;-)

Week 4. Readings: Text: Read Chapters 10, 11, and 12. Class Activities: o On-line Conference Assignments: 1. Work with your team to prepare thoughtful, insightful answers to the questions and case situations posed. 2. With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week. Use the Week 4 Discussion thread. 3. View the third part of the video related to the course. Links will be provided in the conference to the videos. Post your comments (good, bad, or indifferent) in the discussion thread. o Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 4, look into the Assignment 4 thread in the conference for questions and/or case studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions. o Team Leaders: Consolidate your team's answers into one e-mail with each member's name on it and submit it to the instructor. o Send your solutions to me by Midnight of the Sunday that follows the end of this week.

Week 5. Readings: Text: Read Chapters 13, 14, and 15. Class Activities: o On-line Conference Assignments: 1. Work with your team to prepare thoughtful, insightful answers to the questions and case situations posed. 2. With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week. Use the Week 5 Discussion thread. 3. View the fourth part of the video related to the course. Links will be provided in the conference to the videos. Post your comments (good, bad, or indifferent) in the discussion thread. o Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 5, look into the Assignment 5 thread in the conference for questions and/or cases studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions. Team Leaders: Consolidate your team's answers into one e-mail with each member's name on it and submit it to the instructor. Send your solutions to me by Midnight of the Sunday that follows the end of this week.

Week 6. Readings: Text: Read Chapters 16, 17, and 18. Class Activities: o On-line Conference Assignments: 1. Work with your team to prepare thoughtful, insightful answers to the questions and case situations posed. 2. With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week. Use the Week 6 Discussion thread. o Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 6, look into the Assignment 6 thread in the conference for questions and/or cases studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions. Team Leaders: Consolidate your team's answers into one e-mail with each member's name on it and submit it to the instructor. Send your solutions to me by Midnight of the Sunday that follows the end of this week.

Week 7. Readings: Text: Read Chapters 19, 20, and 21. Class Activities: o On-line Conference Assignments: 1. Work with your team to prepare thoughtful, insightful answers to the questions and case situations posed. The assignment is due by Midnight of the Sunday that follows the end of this week (week 7). 2. With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week. Use the Week 7 Discussion thread.  Weekly Discussion Questions/Writing Assignment:after you finish the readings assigned for Week 7, look into the Assignment 7 thread in the conference for questions and/or cases studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions. o Team Leaders: Consolidate your team's answers into one e-mail with each member's name on it and submit it to the instructor.  Send your solutions to me by Midnight of the Sunday that follows the end of this week.

Week 8. Even though we are done with reading the text, this will be a busy week. Class Activities: 1.  Comprehensive Examinations will be administered this week. 

"The comprehensive final is not a take-home test." "The comprehensive final is a closed book and closed notes exam." For all online courses, the student must pass the final exam with 60% or better to pass the course.

Arrange a time with your proctor to take the Examination so that it can be in my hands not later than Saturday of this week (week 8). The exam will consist of 60 multiple choice questions. 2. Be sure your proctor sends your answer sheet to me not later than Saturday. You must find a proctor who can send it electronically, either via FAX or email. Snail mail is no longer acceptable. It must be in my hands by Saturday midnight of week 8 as I must turn in grades by Tuesday. This is your responsibility! 3. Please complete the Student Opinion Survey form. 4. In the discussion thread for this week I have posted a brief summary of an example of poor management. Now that you have finished this course you surely have noted other examples. I'd like for you to post at least one of your own examples of poor management in that thread. 5. Last, but not least, I want each of you to assess each of your team member's contribution to the team effort. You can make your comments directly to me via e-mail. This evaluation will be part of the score each of you receives for class participation. Other parts of this score are related to your individual postings during the term - introductions, timeliness of assignments, following instructions for homework and the examination, completing the Instructor and Course evaluation, etc. * Everything must be to me by Midnight Saturday of this week. Nothing submitted after this time can be considered for your grade!

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 2006-2007 Undergraduate Catalog Page 87-89

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 2005-2006 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 "W".
  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 2006-2007 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 .

Additional Information:



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. 

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Last Updated:8/7/2006 12:36:49 PM