Syllabus Entrance
Printer Friendly
Email Syllabus

MG 440 Complex Organizations
McGregor, Neal L.


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 IN

Semester

F2J 2006 IN

Faculty

McGregor, Neal L.

Title

Senior Professor

Degrees/Certificates

A A Law Enforcement  Johnson County Community College
BS  Management/HR/Criminal Justice/Social Psychology  Park University;  MA in Religion, Park University
MBA University of Missouri; Ph.D.  Walden University

Daytime Phone

816 881 9191 (pager)

Other Phone

816 224 4833 (Home)

E-Mail

Neal.McGregor@park.edu

scotsman@toto.net

Semester Dates

10/23/06 to 12/17/06

Class Days

--T----

Class Time

5:30 - 9:50 PM

Credit Hours

3


Textbook:
Perrow, C., (1986).  Complex organizations: A critical essay. 3rd ed.  New York:  
     McGraw-Hill, Inc.

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:
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 facilitator's educational philosophy is one of interactiveness based on lectures, readings, quizzes, dialogues, examinations, internet, videos, web sites and writings.  The facilitator will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues and contradictions.

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:
Class Sessions: The class sessions may consist of discussions of text materials, reports, discussions of handout material, videotape presentations and lectures.  Each class session will engage the format of presentation and activities that best suits the academic material of the session.  Class will start on time unless there is a problem beyond my control.  If for some reason I am unable to keep a scheduled class session an attempt will be made to contact students. Class Participation: There is an expectation that students will contribute to class discussions.  As earlier stated the chapter content will shape the class discussions.  Without participating in class discussions, it will be impossible to earn an A for the course.  Participation is expected in current issues, class discussion, and term paper presentation. Chapter Quiz: At the end of each course session, a quiz will be given that covers each of the chapters assigned for the class session.  The overall scores of these quizzes count 15 % of the overall grade for the course. Term Papers: Topics are listed for your consideration (see information sheet).  Students will be required to research and write a 1000 word term paper.  With each paper, an informal class presentation is required. Current Issues: Each student will make a short written synopsis of a current news item that is germane to the class discussions or course material.  Students may be asked to give their report during the class session.  All reports will be handed in at the end of the class sessions.  Any work that is late will receive a grade reduced by 25% per week.

Grading:

Grading: The total grade for the course will be assessed on the following basis.

The grades issued will consist of points of all graded categories as follows:

Percent                               Category                            Grade Points                                                                          

10 %                                               Draft Term Paper                                10

35 %                                               Term Paper                                          35

10 %                                               Chapter Quiz's                                    10

15 %                                               Class Participation                           15

10 %                                               Current Issue Reports                       10

20%                                                Final Exam                                          20


______                                                            ______

100 %                         Total                             100

Grade Standard

90 to 100   = A

80 to  89    = B 

70 to  79    = C 

60 to  69    = D

Below 60     = F 

INFORMATION SHEET FOR TERM PAPERS

Suggested Topics:

Business Ethics

Organizational Sociology

Peter Drucker Organization Structure & Technology

W.E. Deming

Systems Theory

Fredrick Taylor

Change Management

Power Conflict in Organizations

Elton Mayo 21st Century Organizations

Participative Management

Organizational Effectiveness

Maslow's Hierarchy of Need Humans 

Work

Change and revolution: Which comes first?

The Best Organization Structure

MBO Organization

Culture WorkplaceDemocracy

Employee Motivation

Students may want to suggest other topics.  The acceptance of these topics will be considered and approved on a case by case basis.

Term Papers Grading:

                Category                                                   Per cent of Grade

Form: 60 %

General introduction of subject                                        10 %

Specific issues involved with subject                                10 %

Focus on main issue or situation                                      10 %

Reasons that the issue(s) are important                          10 %

Solutions to issues or situation                                         10 %

Recommendations and conclusions                                   10 %

Requirements: 40 %

1000 words minimum (three or more letters per word)     10 %

Three references and the text                                           10 %

Typewritten double-spaced                                               10 %

APA documentation format                                                   5 %

References                                                                           5 %

Late Submission of Course Materials:
Make-up Work: Any class session that is missed will require a make-up assignment.  This assignment for that class period missed is due at the beginning of the next class period. Late Submission of Course Material: All work must be handed in at the end of the class session when it is due.  Any work that is late will receive a grade reduced by 25% per week.

Classroom Rules of Conduct:
The expectation of the classroom being conducive to learning is valid.  Therefore, students are asked to engage the course text and material in a serious manner.  All outside distractions are to be eliminated if possible, and held to a minimum if not.  Cell phones, pagers, and other electronic devices should be set on silent modes of operation.  No phone conversations are to be conducted during class sessions in the classroom. There is to be an atmosphere of academic freedom in the classroom.  All students are expected to conduct their selves in a manner that encourages the opinions of others when expressed as a response to course issues.  Issues of race, religion, ethnicity, politics, gender orientation, and other social considerations may be topics for academic discussion, however no discrimination will be tolerated.

Course Topic/Dates/Assignments:
Course Schedule:

Session 1 Expectations - Grading - Introduction to Course and Lecture Lecture Chapter 1 Why Bureaucracy-Quiz

Session 2 Managerial Ideologies and the Origins of the Human relations Movement Ch. 2 Current Issues Class Discussion-Quiz

Session 3 The Human Relations Model Ch. 3 Current Issues Class Discussion—Quiz-Presentation

Session 4 The Neo-Weberian Model: Decision Making, Conflict, and Technology Ch. 4 Current Issue Class Discussion—Quiz Presentation Term Paper Draft Due in Class Session 5 The Institutional School

Ch. 5 Current Issues Class Discussion—Quiz-Presentation

Session 6 The Environment Ch. 6 Current Issues Class Discussion—Quiz-Presentation

Session 7 Economic Theories of Organization Ch. 7 Current Issues Class Discussion—Quiz- Presentation All term papers due

Session 8 Power in Organizational Analysis: Illustrations, Summary, and Conclusion Ch. 8 Current Issues Class Discussion-Presentation—Quiz--Final Exam  
"The comprehensive final is not a take-home test and is a closed book and closed notes 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 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
Plagiarism:
Plagiarism —the appropriation or imitation of the language or ideas of another person and presenting them as one's original work—sometimes occurs through carelessness or ignorance.  Learners who are uncertain about proper documentation of sources should consult their facilitator.

To prevent misunderstanding and error related to the documentation of the term paper, it is important that APA format is used for the papers.  It is important that all students know this format and that assumptions not be made that other formats will do.  In addition, it is best not to cite large blocks of data in the paper.  Rather, it is best to paraphrase and document the information.  Large blocks citations of information do not demonstrate the ability of student to research, understand, and explain the information or the subject.

      At the end of each paper, the following notice to readers of the paper must be attached.  This notice is to acknowledge that the student is responsible for all work on the paper.


I have researched and written this term paper in accordance with the policies of Park University and the requirements of the course as described in the course syllabus.  I have not plagiarized, contracted this paper to be written by another, copied or reproduced any or all parts of the paper.

Student's Name:

Date:

 Signature: ______________________________________________________

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.

Park University 2006-2007 Undergraduate Catalog Page 89-90
Attendance:

Attendance is expected, and missed sessions will require special make?up assignments.  Any student missing two (2) or more class sessions will be dropped from the course.

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:



Attachments:
APA Basics for Term Paper

Disclaimer

APA Basics

Disclaimer

Electronic Submissions

Validation of Sources

Forces of the Environment

LEADERSHIP THEORY MATRI 8x11.doc

BIBLIOGRAPHY-MG 440.doc

LEARNING AGREEMENT and REGISTRATION FORM CO.doc

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 copyrighted and cannot be reused without author permission

Last Updated:9/15/2006 10:40:04 PM