Syllabus Entrance
Printer Friendly
Email Syllabus

MG 440 Complex Organizations
Johansen, Laurence


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

F2T 2006 DL

Faculty

Johansen, Laurence

Title

Instructor

Degrees/Certificates

BBA/Management & Organization and Marketing
MBA/Management

Daytime Phone

937-429-4186

E-Mail

laurence.johansen@pirate.park.edu

ljohansen@ameritech.net

Semester Dates

October 23 - December 17, 2006

Class Days

TBA

Class Time

TBA

Credit Hours

3


Textbook:
Organization Theory, 6th ed. - Hodge, Anthony, and Gales

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/.
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:
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

Educational Philosophy:
The instructor's educational philosophy is based on student-centered-learning, where the student takes an active role in and responsibility for the learning process.  To this end, the student will be engaged in reading the text, Lectures, and supplemental material found while doing web research.

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. 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:


Instrument used for assessment: Case

Link to Class Rubric

Class Assessment:
Final Exam, reports, discussion questions and summary questions.

Grading:

Final exam:  150 points (30%)  (Core Assessment)

Reports:  230 points (46%)

Discussion questions:  80 points (16%)

Summary questions:  40 points (8%)

Total:  500 points (100%)

The comprehensive final is not a take-home test.  The student must pass the final exam with 60% or better to pass the course.  It is an essay test and is open book and open notes.

Late Submission of Course Materials:
Week 1 assignments may be submitted at any time throughout the term.  Week 2 and subsequently weekly assignments will incur a 10% penalty if one day late; a 30% penalty if two days late; a 50% penalty if three days late.  No points for assignments submitted more than three days late.

Classroom Rules of Conduct:
Students will conduct themselves professionally when interacting with each other and with the instructor.

Course Topic/Dates/Assignments:
Week 1: Organization Theory and the Manager Weekly Activities and Due Dates: • Read chapter 1 and the Lecture (see Lecture under Week 1 in menu at left of screen). • Submit answers to the weekly Discussion Questions (see Discussion/Sum under Week 1 in menu at left of screen) no later than midnight (EST) Wednesday of Week 1. • Submit answers to the weekly Summary Questions (see Discussion/Sum under Week 1 in menu at left of screen) no later than midnight (EST) Sunday of Week 1. • Submit the weekly Report (see Report under Week 1 in menu at left of screen) no later than midnight (EST) Sunday of Week 1. • Complete the Quiz (see Quiz under Week 1 in the menu at left of screen) no later than midnight (EST) Sunday of Week 1. Week 2: Structure and Design Weekly Activities and Due Dates: • Read chapter 2 and the Lecture (see Lecture under Week 2 in menu at left of screen). • Submit answers to the weekly Discussion Questions (see Discussion/Sum under Week 2 in menu at left of screen) no later than midnight (EST) Wednesday of Week 2. • Submit answers to the weekly Summary Questions (see Discussion/Sum under Week 2 in menu at left of screen) no later than midnight (EST) Sunday of Week 2. • Submit the weekly Report (see Report under Week 2 in menu at left of screen) no later than midnight (EST) Sunday of Week 2. Week 3: Organizational Technology Weekly Activities and Due Dates: • Read chapter 6 and the Lecture (see Lecture under Week 3 on menu at left of screen). • Submit answers to the weekly Discussion Questions (see Discussion/Sum under Week 3 on menu at left of screen) no later than midnight (EST) Wednesday of Week 3. • Submit answers to the weekly Summary Questions (see Discussion/Sum under Week 3 on menu at left of screen) no later than midnight (EST) Sunday of Week 3. • Submit the weekly Report (see Report under Week 3 on menu at left of screen) no later than midnight (EST) Sunday of Week 3. Week 4: Organizational Size, Growth, and Lifecycle Weekly Activities and Due Dates: • Read chapter 7 and the Lecture (see Lecture under Week 4 on menu at left of screen). • Submit answers to the weekly Discussion Questions (see Discussion/Sum under Week 4on menu at left of screen) no later than midnight (EST) Wednesday of Week 4. • Submit answers to the weekly Summary Questions (see Discussion/Sum under Week 4 on menu at left of screen) no later than midnight (EST) Sunday of Week 4. • Submit the weekly Report (see Report under Week 4 on menu at left of screen) no later than midnight (EST) Sunday of Week 4. Week 5: Organizational Culture Weekly Activities and Due Dates: • Read chapter 10 and the Lecture (see Lecture under Week 5 on menu at left of screen). • Submit answers to the weekly Discussion Questions (see Discussion/Sum under Week 5 on menu at left of screen) no later than midnight (EST) Wednesday of Week 5. • Submit answers to the weekly Summary Questions (see Discussion/Sum under Week 5 on menu at left of screen) no later than midnight (EST) Sunday of Week 5. • Submit the weekly Report (see Report under Week 5 on menu at left of screen) no later than midnight (EST) Sunday of Week 5. Week 6: Information and Organizational Decision Making Weekly Activities and Due Dates: • Read chapter 11 and the Lecture (see Lecture under Week 6 on menu at left of screen). • Submit answers to the weekly Discussion Questions (see Discussion/Sum under Week 6 on menu at left of screen) no later than midnight (EST) Wednesday of Week 6. • Submit answers to the weekly Summary Questions(see Discussion/Sum under Week 6 on menu at left of screen) no later than midnight (EST) Sunday of Week 6. • Submit the weekly Report (see Report under Week 6 on menu at left of screen) no later than midnight (EST) Sunday of Week 6. Week 7: Power and Politics: Organziations and Political Entities Weekly Activities and Due Dates: • Read chapter 12 and the Lecture (see Lecture under Week 7 on menu at left of screen). • Submit answers to the weekly Discussion Questions (see Discussion/Sum under Week 7 on menu at left of screen) no later than midnight (EST) Wednesday of Week 7. • Submit answers to the weekly Summary Questions (see Discussion/Sum under Week 7 on menu at left of screen) no later than midnight (EST) Sunday of Week 7. • Submit the weekly Report (see Report under Week 7 on menu at left of screen) no later than midnight (EST) Sunday of Week 7. Week 8: Innovation, Strategic Change, and Organizational Learning Weekly Activities and Due Dates: • Read chapter 13 and the Lecture (see Lecture under Week 8 on menu at left of screen). • Submit answers to the weekly Discussion Questions (see Discussion/Sum under Week 8 on menu at left of screen) no later than midnight (EST) Wednesday of Week 8. • Submit answers to the weekly Summary Questions (see Discussion/Sum under Week 8 on menu at left of screen) no later than midnight (EST) Sunday of Week 8. • Submit the weekly Report (see Report under Week 8 on menu at left of screen) no later than midnight (EST) Sunday of Week 8.

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 2006-2007 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 .



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 

Copyright:

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

Last Updated:10/2/2006 12:04:40 PM