Syllabus Entrance
Printer Friendly
Email Syllabus

MG 365 Organizational Behavior
Campbell, Darin Scot


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

S2T 2007 DLA

Faculty

Campbell, Darin S

Title

Senior Instructor

Degrees/Certificates

Master of Arts in Human Resource Management

Office Location

I get an office?

Office Hours

Varies

Daytime Phone

801-643-0973

E-Mail

darin.campbell@park.edu

Semester Dates

19 March to 13 May 2007

Class Days

TBA

Class Time

TBA

Prerequisites

MG352

Credit Hours

3


Textbook:
Management of Organizational Behavior, Leading Human Resources, 8th ed., Author: Paul Hersey, Kenneth H. Blanchard, Dewey E. Johnson ISBN: 0-13-017598-6

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:
The Wall Street Journal, not required, but is an excellent resource for the course

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.

http://www.wsj.com

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: MG352.  3:0:3

Educational Philosophy:
The instructor's educational philosophy is that through the groupwork, the midterm and final exams that the student will be able to immediately apply what is learned in the course to their daily lives.

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:

All Park University courses must include a core assessment that measures the course's Core Learning Outcomes. The purpose of this assessment is to determine if expectations have been met concerning mastery of learning outcomes across all instructional modalities. 

For this course, the core assessment is a Comprehensive Final Examination to be administered in all sections of MG 365. This exam is worth at least 20 percent of the student's final grade and will test students' mastery of the Core Learning Outcomes (as listed on this syllabus) through definitions, essay, and/or multiple choice questions. 

This core assessment is a CLOSED BOOK, CLOSED NOTES examination that must be administered and proctored in the classroom and may not be given as a take-home examination. Students should not have access to the exam or its questions before it is administered. The duration of the exam can be no longer than two hours. 

No computers, or materials other than a writing instrument and a calculator without text functions and communication may be used for the exam; this applies to all students, regardless of whether the exam is for on-line or face-to-face students. Completion of the exam is strictly individual; students may not work in groups to complete the exam.

The Comprehensive Final Examination for online courses must be passed with a grade of at least 60% in order to pass the course regardless of the student’s overall average in the course.

Link to Class Rubric

Class Assessment:
Assessment will be through midterm exam, final exam,  weekly groupwork assignments, case study and individual participation within the course. 

Grading:
There will be a total of 600 points available. Midterm exam will be worth 100 points/17% of grade, participation will be worth 10 points a week times 8 for a total of 80/13% of grade, groupwork will be worth 20 points per week times 8 for a total of 160/27% of grade, final exam will be worth 200 points/33% of grade, and case study will be worth 60 points/10% of grade.

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.

Late Submission of Course Materials:
Assignments turned in late, but within seven days of original due date, will be given one half the credit points it would have normally received. If after seven days, no credit will be given for late submission.

Classroom Rules of Conduct:
Rules of conduct include being respectful of others' opinions, their status, and other personal matters of fellow students.

Course Topic/Dates/Assignments:
Topics will vary by the week, all assignments will be available the Friday prior to the assigned week and due the Sunday of that week - thus giving students 9 days to complete assignments.

 

Class Activities

Assignments

Tests

Meeting - 1

Participate in discussion thread

Complete questions from homework thread as a group, post web site relevant to week's readings in groupwork area and in webliography

No test

Meeting - 2

Participate in discussion thread

Complete questions from homework thread as a group, post web site relevant to week's readings in groupwork area and in webliography

No test

Meeting - 3

Participate in discussion thread

Complete questions from homework thread as a group, post web site relevant to week's readings in groupwork area and in webliography

Midterm exam, sent to instructor via email (individual activity)

Meeting - 4

Participate in discussion thread

Complete questions from homework thread as a group, post web site relevant to week's readings in groupwork area and in webliography

No test

Meeting - 5

Participate in discussion thread

Complete questions from homework thread as a group, post web site relevant to week's readings in groupwork area and in webliography

No test

Meeting - 6

Participate in discussion thread

Complete questions from homework thread as a group, post web site relevant to week's readings in groupwork area and in webliography

No test

Meeting - 7

Participate in discussion thread

Complete questions from homework thread as a group, post web site relevant to week's readings in groupwork area and in webliography

No test

Meeting - 8

Participate in discussion thread

Complete questions from homework thread as a group, post web site relevant to week's readings in groupwork area and in webliography

Final exam, proctored, due to instructor no later than Saturday of week eight


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:



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. 

Copyright:

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

Last Updated:3/2/2007 9:25:56 PM