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MG 365 Organizational Behavior
Molina, Joseph G.


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 DLH

Faculty

Molina, Joseph G.

Title

Senior Faculty

E-Mail

joseph.molina@park.edu

Semester Dates

October 23-December 17, 2006

Class Days

TBA

Class Time

TBA

Credit Hours

3


Textbook:

Management of Organizational Behavior, Leading Human Resources, 8th ed.,

Textbooks can be purchased though the MBS bookstore

Textbooks can be purchased though the Parkville Bookstore

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville 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:
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:

This course provides a thorough introduction to the field of management of organizational behavior. This course focuses on the fundamental behavioral science concepts and the tools needed to be a successful leader in today's global economy. My responsibility as your Instructor is to guide you and help you form ideas and opinions of your own.

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:

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

Individual and Team Assignments
Mid Term Exam 
Comprehensive Examination 
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 each week.
        3. Team work - which includes joining/forming a team and submitting with your team.
        4. Having a completed, correct proctor form submitted by the end of week 4. 

        5. Attending class each week   
        6. Other course related activities.

 

A final proctored examination will be taken in a proctored testing environment during the 8th week at one of the Park University sites around the country or at an alternative location.  

"The comprehensive final is not a take-home test”.

“Student must pass the final with 60% to pass the course”.

"The Final Exam is comprehensive, closed book and closed notes".

 

For proctored examinations, photo identification is required at the time of the test.  Guidelines for selecting an acceptable proctor can be found on the Park University Website. 

     è Other Information on proctored exams:
                   + It will be the responsibility of the student to arrange for a proctor, by the 6th week of the term,    who is accepted and approved by the course instructor.


                   + Approval of proctors is the discretion of the Online instructor.

 
                   + A proctor request form will be made available to you during the first week of class so that you can send your requested proctor to your instructor for approval.


                   + Failure to take a final proctored exam (or submit your final project for some online graduate courses) will result in an automatic "F" grade.

Grading:

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

Homework Questions - 20 points per assignment.....Assignment Breakdown:

10 points for the Assignment and 10 points for 2 peer reviews.

20 points/week x 7 weeks = 140 points or 17.5%

 

Individual/Team Assignment - 20 points per assignment ...........Assignment Breakdown:

10 points for the Assignment and 10 points for 2 peer reviews.

20 points/week x 8 weeks = 160 points or 20%


Reading Assignment Summary -  20 points per assignment...... Assignment Breakdown:

10 points will be assigned for the Summary and 10 points for 2 peer reviews.

20 points/week x 7 weeks = 140 points or 17.5%

Mid Term Exam - 100 points or 12.5%


Final Exam (Comprehensive) 210 points or 26.25%


Class participation - 50 points or 6.25% ….. Participation Breakdown:
Posting your introduction to the conference during the first week of the course.
Posting comments on the videos and other related activities in the discussion threads each week.
Having a completed, correct proctor form submitted by the end of week 4.  

Attending class each week - meaning being active with your team. 
Complete all other course related activities.

Grading:
90% - 100% = A
80% - 89%   = B  
70% - 79%   = C  
60% - 69%   = D  
Below 60%  = F



 

Late Submission of Course Materials:

Submission of Late Assignments: Late assignment(s) will not be accepted without prior approval from the instructor. Weekly eCollege discussion, reading assignment and quizes will not be accepted late.
Student departing on TAD, TDY, or other Emergency, excused absences, previously approved by the instructor, should complete assignments prior to departure. No exceptions

Classroom Rules of Conduct:

Observation of "Netiquette": All your Online communications need to be composed with fairness, honesty and tact.  
General email: Students should use email for private messages to the instructor and other students. When sending email other than assignments, you must identify yourself fully by name, team number and class in all email sent to your instructor and/or other members of our class.

Online threaded discussions:
are public messages and all writings in this area will be viewable by the entire class or assigned group members.

Course Topic/Dates/Assignments:

Directions: Analyze and prepare answers/solutions for the following questions and/or case studies. The text should be your primary source of information throughout this course. Name every message with your name or team name, i.e. Joe1 or Mary1 AND Team1.

Course Topic/Dates/Assignments:

Week 1:

Complete the WK 1 discussion, Individual and Team Assignment “Homework” - - Analyze and Prepare answers to the following questions based on the information in the text.

1. Discuss the powerful new trends identified by the authors that are affecting Management decisions today.

2. Many Authors consider the managerial functions of planning, organizing, motivating , and controlling as central to the management process. Define each term and give an example of each.

3. Discuss the motivating situation. What are the components and how do they work together?

4. Discuss the original purpose of the Hawthorne studies, as opposed to what they ended up demonstration. List the ideas illustrated by the Hawthorne studies.

5. Explain McGregor's "Theory X - Theory Y" hypothesis.

Week 2:

Complete the WK 2 discussion, Individual and Team Assignment “Homework” - - Analyze and prepare answers/solutions for the following questions and/or case studies. The text should be your primary source of information.


1. Identify and discuss the components of the Group Dynamics Studies and of Rensis Likert's Management Systems. What are some (at least two) similarities?

2. Why do the authors recommend studying situational approaches to leadership?

3. Discuss the Tridimensional Leader Effectiveness Model.
What are the three dimensions?
What are some of the features that make it more directly relevant to actual managers than some other theories?

4. Consider the following, and decide whether they are examples of successful or unsuccessful, effective or ineffective management.

a. Mary Jones is the head of accounting, a position she has held for two years. The complete budget for her division is due in two months. In the past, the head of accounting has had to resort to yelling, screaming, threats, and pulling rank to get departmental budgets, which are due six weeks before the division budget has to be finished, in on time.

Mary has spent most of the last two years getting to know the other department managers and solidifying alliances with them. Last year she made a point to send a note to each manager six weeks before departmental budgets were due, and she continued with notes every two weeks until the due date. She also dashed off a note of appreciation to each manager as she received the departmental budget.

This year she sent notes six weeks before the due date, but dispensed with the other reminders. The departmental budgets still aren't due for two more weeks, but Mary is spending this afternoon writing notes of thanks to more than half the managers whose budgets are already on her desk.

b. Lester Pierce is young for a department supervisor. Most of the people working for him are his age, and they generally have the same level of education as he. Pierce is highly regarded by his boss and by other high-level managers.

The people working for Pierce tend to be bright, and they will eventually all move on to more interesting jobs, but for now, what they do in this department is very structured and quite boring. When he sees his people chatting between their cubicles, or it appears that someone is getting ready to leave at exactly 5 p.m. or a few minutes before, Pierce strolls out of his office and asks in a carrying voice, "Are we working, or are we not?" Productivity tends to be relatively high in his department, but, whenever Pierce is out of sight, productivity takes a nosedive.

c. Marsha Cooper supervises a group of insurance claims processing clerks. There are standards set for processing these claims: a certain number completed per day is satisfactory, 5% less is unsatisfactory, 5% more good, 10% more excellent. Supervisors are evaluated based on the percentage of their fully trained people who achieve good and excellent standards. Employees are disciplined only if they fall below the satisfactory standard. Most of Marsha's peers supervise groups that have general makeup of: 10% unsatisfactory, 50% satisfactory, 30% good, and 10% excellent employees. Marsha's group is 10% unsatisfactory, 85% satisfactory, 5% good.

Week 3

Complete the WK 3 discussion, Groupwork and Team Assignment “Homework” - Analyze and prepare answers/solutions for the following questions and/or case studies. The text should be your primary source of information throughout this course.

1. You are the manager of a restaurant with employees who range in age from 18 to 65. Describe the categories of generations the employees fit and discuss the special needs of each group.

2. Discuss the difficulties of changing leadership style.

3. What are the three key factors in Situational Leadership? Discuss how these form the basis of Situational Leadership.

4. What is the difference between personal power and position power?

5. Why does a person "sell" up and "manage" down?

Week 4:

Complete Midterm. Complete the WK 4 discussion, Individual and Team Assignment “Homework” -- Analyze and prepare answers/solutions for the following questions and/or case studies. The text should be your primary source of information.


1. Describe what might happen in the following example if (a) Fred's boss was into psychotherapy, or (b) Fred's boss was into behavioral modification.

Fred is late to work at least two and sometimes three days a week. Most of the time he is only 5 to 10 minutes late, but occasionally he has been as much as 25 minutes late. Lately, this has been becoming more frequent. Fred's boss wants Fred to start coming in on time.

2. How can a leader recognize a regressive cycle, and what should the response be?

3. When there's a problem in an organization, there are four possible owners. What leadership style is appropriate for each owner? Why?

4. Explain Contracting for Leadership Style. How can it increase the effectiveness of a management by objectives (MBO) program?


Week 5:

Complete the WK 5 discussion, Individual and Team Assignment “Homework” -- Analyze and prepare answers/solutions for the following questions and/or case studies. The text should be your primary source of information throughout this course.

1. What is active listening ? How can you improve your active listening skills?

2. Why is it important to study behavior in teams?

3. Name the four types of modes, and explain how they can help in resolving team problems.

4. How can a firm use human esources to sustain an edge over its competitors?

5. List and briefly describe the seven factors of performance.

Week 6:

Complete the WK 6 discussion, Individual and Team Assignments “Homework” - - Analyze and prepare answers/solutions for the following questions and/or case studies. The text should be your primary source of information.


1. What are the four basic decision-making styles found in the Situational Leadership model of decision-making and in what situations are they effective?

2. What is the relationship between "commitment to the customer" and managerial excellence?

3. There are three steps in the diagnostic process. What are they, and how do you accomplish them?

4. What are the advantages and disadvantages of the participative and directive change styles?

5. Why is it inappropriate to view quality management as a tool or technique?

Week 7:

Complete the WK 7 discussion, Individual and Team Assignment “Homework” Analyze and prepare answers/solutions for the following questions and/or case studies. The text should be your primary source of information.


1. How does organizational transformation differ from other types of change?

2. How does transformational leadership differ from day-to-day leadership actions?

3. Describe management and leadership responsibilities according to the Organizational Cone model.

4. How does an organization's culture influence its strategies?

5. How does the Situational Leadership Model correspond with organizational change?

Week 8: Complete Final Exam. Complete the WK 8 discussion, Individual and Team Assignment “Homework”

- - Additional Student Responsibilities this week:
1. Complete Course/Instructor Evaluations.
2. Complete final 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

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
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:10/15/2006 2:00:46 PM