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MG 440 Complex Organizations
Szathmary, Michael 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

Semester

U1T 2006 DLA

Faculty

Szathmary, Michael L.

Title

Adjunct Faculty

Degrees/Certificates

AA (Procurement) Community College of the Air Force
BA (Liberal Arts) Eastern Illinois Univeristy
MA (Management) Webster University

Office Location

DeLand, Florida

Office Hours

9AM EST - 5PM EST

Daytime Phone

386.738.7880 (Home Office)

Other Phone

386.822.4547 (Home)

E-Mail

Michael.Szathmary@pirate.park.edu

mikeszath@cfl.rr.com

Semester Dates

June 5 - July 30, 2006

Class Days

On Line (Distance Learning)

Class Time

On Line (Distance Learning)

Credit Hours

3


Textbook:
Organization Theory: A Strategic Approach, 6E, Hodge, Anthony & Gates

Textbooks can be purchased though the MBS bookstore

Textbooks can be purchased though the Parkville Bookstore


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.  Prerequisites: MG352  and MG365.  3:0:3

Educational Philosophy:

Education should be collaborative endeavor between students and the instructor. The use of case studies to model and synthesize complex organizations is a valuable tool for student learning. Students are empowered to learn through their active participation in course activities. The instructor facilitates the learning process through lectures, homework assignments, case study projects and interaction with students in the class discussion boards.

Learning Outcomes:
  Core Learning Outcomes

  1. Describe the issues surrounding organizations and how best to deal with those issues and concerns.
  2. Explain the impact of Societal Pressures on Organizations.
  3. Develop a term paper project on a complex organization.


Core Assessment:

Class Assessment:
Homework Questions:  To earn credit, you must answer each question and your answers must be submitted by the due date [midnight (EST) Sunday of the course week]. Answers to weekly Homework questions should be provided in complete sentences. Points may be deducted for mistakes in English, spelling, punctuation, etc.

Weekly Discussion & Peer Interaction Questions:  To earn credit, you must answer all parts of each question and your answers must be submitted by the due date [midnight (EST) Wednesday of the course week]. Each student will comment and critique at least two other student replies to discussion questions. Students are expected to be professional and courteous in providing feedback and comments to each other. Comments should reflect an understanding of course concepts and provide meaningful responses. Appropriate language will be used for student feedback and comments. Students will be evaluated on the quantity and quality of comments provided. Short or abbreviated answers will not earn full weekly discussion credit.

Term Writing Projects 1 & 2 (Two Case Studies): Each student will be required to write two informational case analyses (term writing projects). An informational case study is designed to provide a top down view of corporate operations (e.g., type of business, markets, technology, finances, organizational structure, etc.) and demonstrates a students understanding of how the corporation is organized, how it operates, and provide some rationale explaining why the corporation operates in the manner set out in the case study. Finally, an informational case should conclude with a summary statement by the student which assesses the teaching goal of the case study and the reasons why the case study is a good or bad teaching tool for others to learn from. The format of the informational case study shall include four parts: (1) an introduction, (2) informational case analysis (3) a summary (teaching goal of case) and (4) answers to case questions provided in the course text for each case.  Each case should consist of about four to six double-spaced, word processed pages (title pages and reference pages are not included in the page count to meet the minimum 4 page standard).  Your case projects should have headings and subtitles as necessary. As a minimum, your reference page will cite the case study title and relevant reference page information from the course text. Font size shall be no larger than 12 pt or smaller than 10 pt. Points may be deducted for mistakes in English, spelling, punctuation, etc.  

Parts 1-3 (intro, case analysis, & summary) of your case projects will be posted in the case project discussion area (see menu on left of course screen) no later than noon (EST) Thursday during the course week that the case project is due according to the syllabus (Weeks 4 & 8). Part 4, answers to case text discussion questions IS NOT TO BE POSTED in the case project discussion area. As part of the presentation/discussion grade of the project cases, each student will comment and critique at least two other student presentations. In addition, all comments submitted by student peers for a particular case will receive at least one response to their comments from the student who submitted the case project. In sum, to receive full credit for the this phase of each case project, you will: (1) post your case parts 1-3, (2) comment on two other student cases and (3) respond/reply to each critique/comment you receive from fellow student peers on your case project. Students are expected to be professional and courteous in providing feedback and comments to each other. Appropriate language will be used for student feedback and comments. Comments should reflect an understanding of course concepts and provide meaningful responses. Students will be evaluated on the quantity and quality of comments provided. Short one or two sentence answers will not earn full discussion points for the case project. The case project discussion and comments phase is to be treated like a term paper or written project that is presented in front of student peers in a real-time class setting with student peers in the audience. This phase of the case project will comprise 10% of the overall grade for your case project.

Finally, a complete copy of the project case (Parts 1-4) will also be submitted to the instructor no later than midnight (EST) Sunday of the same week. This additional time will allow you to make changes or improvements that have been recommended by student peers and the instructor for Parts 1-3 of your case project.

Proctored Final Exam:  The final exam will be comprehensive and consist of multiple choice/T-F questions and a selection of essay questions. The choices of essay questions will be provided by the instructor at the end of Week 7 to help you study for the exam.

Grading:
The final course grade will be determined using the following measurements:

Homework -- 15%
Weekly Discussion Questions & Peer Interaction -- 25%
Term Writing Projects & Presentation (Two Cases) -- 30% (each worth 15%) Project Case I due week 4 and Project Case II due week 8
Comprehensive Final -- 30%

The following Grading Scale will be used to assign letter grades:
A = 93-100%
B = 83-92%
C = 73-82%
D = 66-72%
F = Below 66%

Late Submission of Course Materials:
Since timeliness is a critical aspect of management, the instructor may assess a late penalty on assignments turned in after the due date that are not mitigated by extenuating circumstances. This is an on-line class and many students are enrolled for the flexibility of balancing work, home and educational commitments.  There should be adequate time in a working adult or student's schedule to meet course requirements. Late work is not condoned unless a prior arrangement has been made between the student and the instructor.

Classroom Rules of Conduct:
Students are expected to conduct themselves in a professional manner with the instructor and other student peers.

Course Topic/Dates/Assignments:
Week 1 Starts June 5, 2006:  Organization Theory and the Manager/ Structure & Design --Basic Organizational Building Blocks

Weekly Activities and Due Dates:  
1. Read chapters 1 & 2 and the Lecture (see Lecture under Week 1 in menu at left of screen).  
2. Weekly discussion questions are posted on the course site. Submit answers to the weekly discussion questions no later than midnight (EST) Wednesday of Week 1.  
3.  Homework questions for Week 1: Chapter 1 - questions 2-4 (pg.24) & Krispy Kreme case study questions 1-4 (pg. 27), Chapter 2 - questions 1-7 (pp. 45-46). Submit answers to the weekly homework questions no later than midnight (EST) Sunday of Week 1.  

Week 2 Starts June 12, 2006:  Organizational Goals & Effectiveness/The Global Environment for Organizations

Weekly Activities and Due Dates:  
1.  Read chapters 3 & 4 and the Lecture (see Lecture under Week 2 in menu at left of screen).  
2.  Weekly discussion questions are posted on the course site. Submit answers to the weekly Discussion Questions no later than midnight (EST) Wednesday of Week 2.  
3.  Homework questions for Week 2: Chapter 3 - Questions 1-3, 5-8 (pg.77), Chapter 4 - Questions 2, 4-6 (pp. 103-104) & Budweiser case study questions 1-3 (p. 107).  Submit answers to the weekly homework questions no later than midnight (EST) Sunday of Week 2.  

Week 3 Starts June 19, 2006:  Managing the Environment /Organizational Technology

Weekly Activities and Due Dates:  
1. Read chapters 5 & 6 and the Lecture (see Lecture under Week 3 on menu at left of screen).  
2.  Weekly discussion questions are posted on the course site. Submit answers to the weekly Discussion Questions no later than midnight (EST) Wednesday of Week 3.  
3.  Homework questions for Week 3: Chapter 5 - Questions 2, 4-7 (pg.136) and Proctor & Gamble case study questions 1-4 (p.139), Chapter 6 - Questions 1, 4-5 (pp.161-162). Submit answers to the weekly Homework Questions no later than midnight (EST) Sunday of Week 3.
4.  Read and preview Integrative Case 2 “Always Low Prices, Always Wal-Mart's Mantra” (pp.364-372) in preparation for the Week 4 informational case study analysis and presentation (Term Writing Project 1)
 
Week 4 Starts June 26 2006:  Organizational Size, Growth, & Life Cycles/Term Writing Project 1

Weekly Activities and Due Dates:  
1. Read chapter 7 and the Lecture (see Lecture under Week 4 on menu at left of screen).  
2.  Weekly discussion questions are posted on the course site. Submit answers to the weekly Discussion Questions no later than midnight (EST) Wednesday of Week 4.
3.  Parts 1-3 (intro, case analysis, & summary) of Term Writing Project 1, Integrative Case 2 “Always Low Prices, Always Wal-Mart's Mantra” (pp.364-372), will be posted in the case project discussion area (see menu on left of course screen) no later than noon (EST) Thursday. A complete copy of the project case (Parts 1-4) is to be submitted no later than midnight (EST) Sunday. Part 4 case questions are on page 372. Student critique comments of other projects and replies by case study owners must be completed no later than midnight (EST) Sunday
4.  Homework questions for Week 4 Chapter 7 - Questions 1, 3-5, 8 & 9 (pg.186) Homework questions for Week 4: Submit answers to the weekly Homework Questions no later than midnight (EST) Sunday of Week 4.  

Week 5 Starts July 3, 2006:   Patterns of Strategic Organizational Design/ Organizational Governance and Control

Weekly Activities and Due Dates:  
1. Read chapters 8 & 9 and the Lecture (see Lecture under Week 5 on menu at left of screen).  
2.  Weekly discussion questions are posted on the course site. Submit answers to the weekly Discussion Questions no later than midnight (EST) Wednesday of Week 5.  
3.  Homework questions for Week 5: Chapter 8 - Questions 1-6, 8 (pg.216), Chapter 9 - Questions 1-5 (pp.237-238), & Mars case study questions 1-4 (p.241).  Submit answers to the weekly Homework Questions no later than midnight (EST) Sunday of Week 5.  

Week 6 Starts July 10, 2006:  Organizational Culture /Information and Organizational Decision Making

Weekly Activities and Due Dates:  
1. Read chapters 10 & 11 and the Lecture (see Lecture under Week 6 on menu at left of screen).  
2.  Weekly discussion questions are posted on the course site. Submit answers to the weekly Discussion Questions no later than midnight (EST) Wednesday of Week 6.  
3.  Homework questions for Week 6: Chapter 10 - Questions 1-2 (pg.270) & Siemens case study questions 1-3 (p.274), Chapter 11 - Questions 2-6 (p.297). Submit answers to the weekly Homework Questions no later than midnight (EST) Sunday of Week 6.  

Week 7 Starts July 17, 2006:  Power and Politics: Organizations and Political Entities

Weekly Activities and Due Dates:  
1. Read chapters 12 & 13 and the Lecture (see Lecture under Week 7 on menu at left of screen).  
2. Weekly discussion questions are posted on the course site. Submit answers to the weekly Discussion Questions no later than midnight (EST) Wednesday of Week 7.  
3.  Homework questions for Week 7: Chapter 12 - Questions 1, 5-6 (pg.322), Chapter 13 - Questions 1-5, 8 (pg.347) & Motorola case study questions 1-2 (p.351).  Submit answers to the weekly Homework Questions no later than midnight (EST) Sunday of Week 7.
4.  Read and preview Integrative Case 4 “Enron Corp.: Outdistancing the Competition and Then Collapsing” (pp.392-411) in preparation for the Week 8 informational case study analysis and presentation (Term Writing Project 2)

Week 8 Starts July 24, 2006:   Current Topics in Complex Organizations/Term Writing Project 2

Weekly Activities and Due Dates:  
1. Read the Lecture (see Lecture under Week 8 on menu at left of screen).  
2.  Weekly discussion questions are posted on the course site. Submit answers to the weekly Discussion Questions no later than midnight (EST) Wednesday of Week 8.  
3.  Parts 1-3 (intro, case analysis, & summary) of Term Writing Project 2, Integrative Case 4 “Enron Corp.: Outdistancing the Competition and Then Collapsing” (pp.392-411), will be posted in the case project discussion area (see menu on left of course screen) no later than noon (EST) Thursday. A complete copy of the project case (Parts 1-4) is to be submitted no later than midnight (EST) Sunday. Part 4 case questions are on pages 402-403. Student critique comments of other projects and replies by case study owners must be completed no later than midnight (EST) Sunday.

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 2005-2006 Undergraduate Catalog Page 85-87

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 2005-2006 Undergraduate Catalog Page 85-87

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 "WH".
  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 2005-2006 Undergraduate Catalog Page 89

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 .

Copyright:

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

Last Updated:5/11/2006 6:23:11 PM