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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 2007 DLA

Faculty

Szathmary, Michael (Mike) L., CPCM, CFCM, CCCM, C.P.M.

Title

Adjunct Instructor

Degrees/Certificates

MCM (Contract Management) American Graduate University
MA (Management) Webster University
BA (Liberal Arts) Eastern Illinois University

Office Location

DeLand, Florida

Office Hours

9 AM EST - 6 PM EST

Daytime Phone

386-822-4547 (Home)

Other Phone

386-490-6216 (Mobile/Cell)

E-Mail

Michael.Szathmary@park.edu

mlszathmaryllc@cfl.rr.com

Semester Dates

June 4 - July 29, 2007

Class Days

On Line (Distance Learning)

Class Time

On Line (Distance Learning)

Prerequisites

MG 352 and MG 365

Credit Hours

3


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

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.
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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:
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: MG 352 and MG 365. 3:0:3

Educational Philosophy:

Education should be collaborative endeavor between students and the instructor. Students are empowered to learn through their active participation in course activities. The instructor facilitates the learning process through writing assignment feedback and interaction with students in the class discussion boards.

Learning Outcomes:
  Core Learning Outcomes

  1. Explain issues surrounding organizations and how best to deal with those issues and concerns.
  2. Explain the impact of Societal Pressures on Organizations.
  3. Explain classical and modern management theories.
  4. those issues relative to the context of real organizations and real events in today's global environment
  5. Explain the strategic design of organizations.
  6. Define organizational culture, its formation, and aspects of change.
  7. Discuss organizational decision-making, different decision making processes, and the impact of technology of those procedures.


Core Assessment:


Instrument used for assessment: Case

Link to Class Rubric

Class Assessment:

Grading Criteria -

  • Discussion Questions:  To earn the full ten points, you must answer all parts of each question and your answers must be submitted by the due date.  One or two sentence answers will not earn the full ten points.
  • Summary Questions:  To earn the full five points, you must answer each question and your answers must be submitted by the due date.One or two sentence answers will not earn the full five points.
  • Weekly Reports:  To earn the full 25 or 30 points, all report criteria must be met for that specific week and submitted by the due date.  Also, all reports must be a minimum of two full pages in length, double-spaced, with font no larger or smaller than 12 pt.  Up to 10 points will be deducted for mistakes in English, spelling, punctuation, etc.
  • Proctored Final Exam (Core Assessment):  This will be a case analysis where you will answer three to four questions within a specified time limit.  To earn the full 150 points, you must address all aspects of each question.  Points may be deducted for mistakes in English, spelling, punctuation, etc.

Grading:

Assignment

Points

Due Date

Discussion Questions

10 pts wk = 80 pts

Friday of each week

Summary Questions

5 pts wk = 40 pts

Sunday of each week

Weekly Reports

25-30 pts wk = 230 pts

Sunday of each week

Final Exam**

150 pts                               

Friday of Week 8


**The core assessment is a case study that is provided as part of the final exam during week 8 of the course. The final exam is worth 30% of the total grade.

Course Grading Scale 

A =

 450 - 500 points

B =

 400 - 449 points

C = 

 350 - 399 points

D =

 300 - 349 points

F =

 < 300 points


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:
9Since 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.  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:
Assignments will be posted on the course website for each course week. The instructor will also send out a weekly email reminder with assignment information.

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 core assessment is a case study that is provided as part of the final exam during week 8 of the course. The final exam is worth 30% of the total grade. The final exam is a closed book and
closed notes exam. The student must pass the final exam with a score
of 60% or better to pass the course.

Other Information on proctored
exams:



1.  It will be the responsibility
of the student to arrange for a proctor, by the 3rd week of the term, who
is accepted and approved by the course instructor.

2.  Approval of proctors is the
discretion of the Online instructor.
3.  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.
4. 
Failure to take a final
proctored exam will result in an automatic "F" grade.






Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
1 - Explain issues surrounding organizations and how best to deal with those issues and concerns.                                                                                                                                                                                                                                                                                                                                                                                                                    
Explains the issues surrounding the organization , recommends at least three ways to deal with the issues, and supports the recommendations by referring to specific theories and concepts. Explains the issues surrounding the organization and recommends at least two ways to deal with the issues. Provides an incomplete or inaccurate analysis and/or less than three alternative solutions. No answer or insignificant explanation 
Analysis                                                                                                                                                                                                                                                   
Outcomes
2 - Explain the impact of Societal Pressures on Organizations.                                                                                                                                                                                                                                                                                                                                                                                                                                                       
Provides an explanation of the impact of societal pressures on the organization, and projects the outcome if there isn't any change. Provides an limited explanation of the impact of societal pressures on the organization. Provides an incomplete or inaccurate explanation of the impact of societal pressures on the organization. No answer or insignificant explanation 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
Articulate those issues relative to the context of real organizations and real events in today's global environment.                                                                                                                                                                                                                                                                                                                                                                                                 
Submits a very complete, thorough articulation and descripti0n of the events and refers to the theory that would support change or a different response in the global environment. Articulates the a minimal number of  issues for the organization in the case and the events that are occurring. Provides an incomplete or inaccurate articulation of the  issues and the events. No answer or insignificant explanation 
Terminology                                                                                                                                                                                                                                                
Outcomes
2, 9 - To be able to define organizational culture, its formation, and aspects of change                                                                                                                                                                                                                                                                                                                                                                                                                             
Provides an accurate an complete definition of organizational culture, its formation, and aspects of change Provide 80% of the definitions of organizational culture, its formation, or the aspects of change Provide an incomplete or inaccurate definition of  organizational culture, its formation, and aspects of change No answer or insignificant explanation 
Concepts                                                                                                                                                                                                                                                   
Outcomes
6 - Communicative the classical and modern management  theories.                                                                                                                                                                                                                                                                                                                                                                                                                                                     
Explains the theories of the classical and modern management in the field of organizational behavior. Explains the theories of the classical or modern management in the field of organizational behavior Provides an incorrect or inaccurate explanation of the theories of the classical or modern management in the field of organizational behavior No answer or insignificant explanation 
Application                                                                                                                                                                                                                                                
Outcomes
7 - Articulate those issues relative to the context of real organizations and real events in today's global environment.                                                                                                                                                                                                                                                                                                                                                                                             
Articulate accurately those issues relative to the context of real organizations and real events in today's global environment using the current environment. Articulate accurately a minimum number of issues relative to the context of real organizations and real events in today's global environment using the current environment. Inarticulate the issues relative to the context of real organizations and real events in today's global environment using the current environment. No answer or insignificant explanation 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
10 - Explain organizational decision-making, different decision making processes, and the impact of technology of those procedures.                                                                                                                                                                                                                                                                                                                                                                                  
Explain accurately all of the process of organizational decision-making, different decision making processes, and the impact of technology of those procedures. Articulate 80% the process of organizational decision-making, different decision making processes, and the impact of technology of those procedures. Explain the 50%process of organizational decision-making, or different decision making processes or the impact of technology of those procedures. No answer or insignificant explanation 
Component                                                                                                                                                                                                                                                  
Outcomes
8 - Explain the process of strategic design of organizations and its impact on culture.                                                                                                                                                                                                                                                                                                                                                                                                                              
Discuss the process of strategic design of organizations and its impact on culture. Explain 80% of the process of strategic design of organizations and its impact on culture. Inaccurately explain all or part of the process of strategic design of organizations and its impact on culture. No answer or insignificant explanation 

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Last Updated:5/15/2007 7:13:30 PM