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MG 365 Organizational Behavior
Woody, David A.


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

F2T 2006 DLA

Faculty

Woody, David A.

Title

Adjunct Faculty

Degrees/Certificates

MBA
B.S. Management

E-Mail

david.woody@park.edu

woodpkr1@netzero.com

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 through the MBS bookstore

Textbooks can be purchased through 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.

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:
(PS 374) 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: MG 352. 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:
Grading for Course Participation

 

Each student brings different life experiences, points of view, and ways of knowing to our classroom and our learning environment.  Everyone should plan to become an active member of the learning community.  “Participation” means 1) forming supportive and inquiring relationships with other students in the class through postings to one another, sharing points of view, and providing encouragement and constructive critique, 2) reading the assigned readings before beginning your assignments and online development, and 3) applying readings to the virtual discussions and course development. 

Assessment and Evaluation:
Grading of Weekly Homework Assignments

 

Each team member is to contribute to answering each question.  Ideally each team member will answer each question/case study independently, and then share his/her answers with the other team members.  The team will decide on a composite answer that 1) answers all parts of the discussion question/case study, 2) provides enough detail to make it clear that the question/case study is understood, and 3) does not include any extraneous material.  In the event that the teammates do not agree on the answer the team may submit multiple answers with a note as to who thinks which is the correct answer.

 

Grading for the Mid Term Examination

 

The midterm examination is to be done individually.  It will consist of a brief introduction and then some short answer essay questions.

 

Grading for Overall Course Grade

 

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

  • Homework Assignments/Group projects
  • Mid Term Examination (Individual)
  • Research Paper
  • Comprehensive Eighth Week Exam (Individual Proctored)
  • Instructor evaluation/class participation which is made up of the following factors:

 

 

 

Grading:

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

  • Homework Assignments/Group projects
  • Mid Term Exam
  • Comprehensive Examination 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.
  • Instructor evaluation/class participation which is made up of the following factors:
    1. Posting your introduction to the conference during the first week of the course.
    2. Posting comments on the videos and other related activities in the discussion threads each week.
    3. Team work - which includes joining/forming a team during week 1 and submitting the week 2 assignment with your team.
    4. Having a completed, correct proctor form submitted by the end of week 4. There is a link to the proctor form provided below.
    5. Attending class each week - meaning being active with your team. I ask each team leader to report if someone did not participate during a week because Park makes me report to it.
    6. Responding to my request for teammate evaluations during week 8.
    7. Other course related activities.

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)

The work you do in this class is valued as follows:

  • Homework = 30% of grade  100 points per week
  • Mid Term Exam (3rd week) = 15% of grade    100 points
  • Research Paper = 10% of grade  100 points
  • Comprehensive Examination (8th week) = 30% of grade    100 points
  • Instructor evaluation/class participation etc. = 15% of grade   Based on 100% of perticipation and attendance

How are assignments scored?

How is my participation score figured?

How will the Midterm be scored?

How will my overall course grade be determined?

 

 

Late Submission of Course Materials:

Each week's work must be completed by Midnight EST on Sunday. Homework not turned by the due date, but which is turned in no more then 7 days late, will receive 1/2 the score it would have received otherwise. Homework not received within 7 days of the due date will not be scored. No work received after the last Saturday of the online term will be scored.

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 .

Additional Information:
The following additional Course Policies are and integral part of the Course Syllabus

Policy : E-Mail Procedures and Submitting Assignments



  • General e-mail: When sending e-mail other than assignments, you must identify yourself fully by name and class in all e-mail sent to me and/or other members of our class. (You might be surprised at how many emails I get with nothing but something like "slick@yahoo.com" as an identifier.)

  • My Response Policy: I will check my e-mail frequently. I will respond to course-related questions within 24-48 hours (unless I notify you previously that I will be unavailable).

  • When files are sent attached to an email, the files should be in RTF or txt formats only. To save a file in either of these formats, click the drop down triangle next to the "Save as" box at the bottom of the save window. Because of viruses being transmitted via Word documents, I will not open any sent to me in "doc" format. (The link that indicates that it is ok to send Word documents (doc files) is incorrect!)  Here is why.  Every time I click on a doc file to open it, this warning pops up:  warningOne DOC file from a student wiped out my computer's hard drives, then wiped out hers also.  It was not her fault, but it still took me two days of very hard work to reformat my hard drives and get my computer back online.  It is just not worth the risk.

Policy : Workload/Due Dates. Each week's work must be completed by Midnight EST on Sunday. Homework not turned by the due date, but which is turned in no more then 7 days late, will receive 1/2 the score it would have received otherwise. Homework not received within 7 days of the due date will not be scored. No work received after the last Saturday of the online term will be scored.


Policy : Mid Term Examination A Mid Term Examination will be administered during the fourth week of the class. It will be sent to each student via email and is to be done alone and returned to the instructor via email.


Policy  Submission of Late Work: Each week's work must be completed by Midnight EST on Sunday. Homework not turned by the due date, but which is turned in no more then 7 days late, will receive 1/2 the score it would have received otherwise. Homework not received within 7 days of the due date will not be scored. No work received after the last Saturday of the online term will be scored.


Policy  Proctors:  If you will need to use a non-Park proctor, you must notify me before you submit the proctor form of the reason for using the non-Park proctor.  I realize that some of you are out of the country on military duty and other such things and I am willing to approve your proctors if they meet Parks rules for being a proctor.  I use your email as my justification for approving such proctors so that if there is ever a question about it, I will have documentation.



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:10/5/2006 5:44:56 PM