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PS 374 Organizational Psychology
Sienrukos, John


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

PS 374 Organizational Psychology

Semester

U1B 2008 BL

Faculty

Sienrukos, John, Ph.D

Title

Professor

Degrees/Certificates

Ph.D. Organization & Management
M.S. Counseling
B.A. History

Daytime Phone

(915) 539-7599

Other Phone

(915) 539-7599

E-Mail

jsienrukos@park.edu

jsdm46@excite.com

Semester Dates

26 May – 16 Jul 2008

Class Days

-M-W---

Class Time

5:00 - 7:30 PM

Prerequisites

PS 101

Credit Hours

3


Textbook:
 Muchinsky, P. (2006). Psychology Applied to Work (8th Ed.). Belmont, CA. The Thompson Corporation.

Additional Resources:

Class Handouts
Practical exercises

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/.


Course Description:
Study of the intrapersonal, interpersonal and group dynamics in organizational behavior, group problem solving, task functions and process functions, motivation and morale, models of organization and their psychosocial costs and benefits, including impact on the culture and the family. 3:0:3 Prerequisite: PS 101.

Educational Philosophy:

This course is designed as an instructor-to-student discussion and instructor-to- student and student-to-student discussion formats of personal experiences that will expand on leadership concepts and issues.   Practical exercises, such as case studies and leadership assessment instruments will be introduced to expand upon concepts and current issues. There will be two examinations: A mid-term and final examination as indicated on the course calendar. Projects outside the classroom may be assigned.

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 PS374. 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:
 

Mid-term Examination--100 Points 

Final Examination--100 Points.   The comprehensive final is not a take-home test. The comprehensive final is a closed book and closed notes exam.

Class Participation--35 Points

Literature Review paper—65 Points

Total points for course= 300 Points

 

Grading:


A – 90% - 100%
B – 80% - 89%
C – 70% - 79 %

D – 60% - 69%

F - 00 – 59%

Late Submission of Course Materials:
Late assignments will not be accepted.

Classroom Rules of Conduct:


Academic dishonesty will result in immediate release from the class and a failing grade. Students are expected to attend all classes on time and be prepared to be an active participant in the class. Student participation will be reflected in the student's final grade. Attendance will be recorded at each class meeting. It is the student's responsibility to notify the instructor of any expected absence(s), and to arrange with the instructor to make-up any missed assignments. Unexcused absences will be forwarded to the Park University Administrative Office. Please refer to the Park University Handbook for the attendance policy. If an unanticipated absence should occur students are encouraged to contact the instructor at either of the telephone numbers listed on the first page of this syllabus.

Course Topic/Dates/Assignments:
  Week 1 

Mon (26 May)

Administrative notes and course overview
Introductions

No prior reading assignment


Wednesday (28 May)
 
Chapter summary for chapter 1
Discussion
Practical exercises

 

Week 2

 

Mon (2 June)


Chapter summaries for Chapters 3 & 5

Discussion

Practical Exercises                 

Wednesday (4 Jun)

Chapter summary for Chapter 6

Discussion

Practical Exercises

 

Week 3

 

Monday (9 June)
 
Chapter summary for Chapter 7
Discussion

Practical exercises

Wednesday (11 June)

Chapter summary for Chapter 8
Discussion
Practical Exercises

Week 4 

Monday (16 June) 

Mid Term Review (Optional)

Wednesday (18 June) 

Mid-Term Exam

Week 5 

Monday (23 June) 

Mid Term Results (Optional)

Wednesday (25 June) 

Chapter summary for Chapter 9
Discussion
Practical Exercises

Week 6

Monday (30 June) 

Chapter summary for Chapter 10
Discussion
Practical Exercises

Wednesday (2 July)                        

Chapter summaries for Chapters 12 & 13
Discussion
Practical Exercises

Week 7 

Monday (7 July)
 
Chapter summary for Chapter 14
Discussion
Practical Exercises

Wednesday (9 July)

Review for Final exam (Optional) 

Week 8 
Monday (14 July)
 
Final Exam

Wednesday (16 July)
 
Final exam results (Optional)

 

 

 

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 2007-2008 Undergraduate Catalog Page 85-86
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

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 2007-2008 Undergraduate Catalog Page 85
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 2007-2008 Undergraduate Catalog Page 85

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.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. 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 "F".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. 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.
  7. 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.

Park University 2007-2008 Undergraduate Catalog Page 87-88
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
Work missed through unexcused absences must also be made up within the semester/term of enrollment.
Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
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 "F".
A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
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.
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.
Park University 2007-2008 Undergraduate Catalog Page 87-88

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 .
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:
None.



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 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:4/14/2008 8:59:18 AM