MG 365 Organizational Behavior
S1T 2007 DLH
Williams, Beverly J.
Bachelor of Art in Business Administration/CIS MA, Administration with a Concentration in Human Resource ManagementMS, Acquisition and Contract Management
7PM MST - 9PM MST Wednesday through Friday; Saturday through Sunday: Any time prior to 10PM MST
540-429-4732 (Cell Phone)
540-809-0144 (Alternate Cell Phone)
email@example.com (Blackberry - Alternate)
15 January 2007 - 11 March 2007
As determined by the University
Management of Organizational Behavior, Leading Human Resources, 8th ed., by Paul Hersey, Kenneth H. Blanchard, Dewey E. Johnson ISBN 0-13-017598-6 The Wall Street Journal (WSJ).
Textbooks can be purchased through the MBS bookstore
Textbooks can be purchased through the Parkville Bookstore
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Learning Outcomes: Core Learning Outcomes
Link to Class RubricClass Assessment:
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.
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.
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:
The final course grade will be determined using the following measurements:
The following percentages will be used to assign course grades:
The work you do in this class is valued as follows:
All final exams will be comprehensive and will be closed book and closed notes. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Associate Dean.
The Proctored final exam for online courses must be passed with a grade of 60% or higher in order to pass the course regardless of the overall average. The grade for students who pass the proctored final will be based on the overall average of homework and tests taken during the course. The proctored final exam must address only material which the student has been taught in class.
Each week's work must be completed by Midnight EST on a designated due date. 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.
Classroom Rules of Conduct:
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?
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.
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 .
Last Updated:12/29/2006 2:14:30 PM