MG365 Organizational Behavior

for S1QQ 2009

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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.


MG 365 Organizational Behavior


S1QQ 2009 HIH


O'Rourke, Vincent


Assistant Professor of Management


BS, Accounting
PhD, Business Administration (Management Policy/Information Systems)

Office Location

Bldg 383, Room 111

Office Hours

Monday, Tuesday, 9:30 – 11:15 AM and 3:00 – 4:00 PM, or by appointment

Daytime Phone

(801) 773-4692


Web Page

Semester Dates

1/12 – 3/9 2009

Class Days


Class Time

4:30 - 7:15 PM



Credit Hours



Organizational Behavior, Robbins & Judge 12th Edition, Pearson/Prentice-Hall, 2007.  ISBN 0132391082

Textbooks can be purchased through the MBS bookstore

Additional Resources:

Supplemental Handouts
Hill AFB and public libraries

Park University Library:

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 or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information

Course Description:
MG365(PS374) Organizational Behavior: 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. 3:0:3 Prerequisite: MG352

Educational Philosophy:

I expect, as adult learners, for you to fully participate and engage in the weekly assignments, activities, and facilitated discussions, including the discussion thread on the class web page.  It is your responsibility to read the theory and foundation of the subject in the textbook, and come to class prepared to discuss the weekly chapters.  I do not expect any students to memorize the subject matter and regurgitate it back; I am more interested in you understanding and being able to use the concepts presented. Participation in discussions is required, as well as other requirements posted on the class web page. You are expected to surf online or read current articles (periodicals or newspapers) that apply to the course and be prepared to discuss them.  My responsibility is to bring my experience in real-world application of the topic to the classroom, to introduce principles and practices as they apply to the subject, to engage each student in discussion, and to introduce you to the concepts of critical thinking. Each student will be a member of a small group ‘team' for class discussions, presentations, and case analysis; I hope that each team member will ensure that all team members participate fully in the group endeavors.  These requirements will provide the student with real-world experience in problem solving, decision-making, public speaking, and written communications; all of which are valuable elements of leadership and management in today's world.  Together, we will make a great educational team, working together to both learn and have fun.

Learning Outcomes:
  Core Learning Outcomes

  1. Illustrate what a manager can do to diagnose and improve motivation. (Application)
  2. Differentiate between leadership and management and tell when each is appropriate in an organization. (Analysis)
  3. Assess the impact of Situational Leadership methods on organizational performance (Evaluation)
  4. Analyze the types of informal and formal communication in organizations (Analysis)
  5. Examine how effective teams are part of a competitive strategy (Analysis)
  6. Evaluate the skills necessary in conducting change processes within an organization (Evaluation)

  Instructor Learning Outcomes
  1. Explain basic systems theory, the scientific method of problem solving, and how to apply them to leadership and managerial situations.
  2. Explain the organization as a system that interacts with its environment and the individual as a system in the organizational environment.
  3. Describe the management by objectives (MBO) process.
  4. Define the hierarchy of organizational ends and means.
  5. Discuss the strategic management process and how it relates to the management structure.
  6. Explain the relationship of communication to the management process.
  7. Apply the course learning to actually define and solve problems in an organization.
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 30 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 comprehensive 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.

Link to Class Rubric

Class Assessment:


In-class: During the term, each individual student will receive a qualitatively based score, which is determined by the value of the participation to the class discussions; 5 points per week. (40 pts)

On-line: During the term, each student will receive a score which is determined by a rubric for on-line discussions; 15 points per week. (120 points)

Quizzes:  Two quizzes will be given, posted on the class web site, and submitted through the dropbox. (50 points)

Comprehensive case:  You will receive a case to analyze, which will involve many of the concepts discussed during the course.  No rubric will be published for the analysis, as that would define the concepts actually involved; your grade will depend on recognition of the concepts and how you describe and treat them.  (150 points)

Oral presentation:  Assessment will be influenced by preparedness, speaking flow, thought transition, content, and communication ability (voice control, animation, training aids, etc.  It is expected that you will use PowerPoint; you may use other training aids in lieu of or in conjunction with the PP).   (40 points)

Midterm exam:  The midterm exam will cover the concepts presented in Chapters 1 – 11 of the text. It will be a closed-book and notes test and will be administered in class during week 4. See rubric on the class web site ( (150 points)

Systems exam:  This will be an open book and notes test, submitted as a Word [.doc] document into the dropbox, covering the first week’s topics.  See rubric on the class web site ( (150 points)

Core Assessment/Final exam: The core assessment will be a comprehensive exam, covering all concepts covered during the course. It will be a closed-book and notes test and will be administered in class during week 7. (300 points)

The final grade will be determined using the following categories:

Class participation                    4%   (40 points)
Discussion thread                   12%   (120 points)
Quizzes                                    5%    (50 points)
Comprehensive case             15%   (150 points)
Case presentation                    4%   (40 points)
Systems exam                       15%   (150 points)
Midterm exam                        15%   (150 points)
Core assessment                   30%   (300 points)
    Total                                  100%  (1000 points)

Grading impacts:
Did your response indicate that you followed directions?
Were the other team members satisfied with your participation?  (As team work has a team grade, they will have no problem reporting if you don't pull your share of the load!)
Did your response reflect 300-level work?  (spelling, grammar, appropriateness, clear expression, depth of material)
Did your class responses indicate that you prepared for the class?  (read text and any other outside readings/research)?

Grade scale:
901 – 1000 points = A
801 –   900 points = B
701 –   800 points = C
601 –   700 points = D
    0 –   600 points = F (or 4 unexcused absences)

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. 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 Dean of the School of Business and Management.

Late Submission of Course Materials:

Initial response to the weekly discussion thread must be submitted no later than midnight on Wednesdays; meaningful response to other students’ initial responses must be submitted no later than midnight on Fridays. Late responses that are trivial will receive a grade of zero points; late responses that are non-trivial will receive some credit.

A response to the weekly ‘lessons learned’ thread is not required; however, a meaningful response received before midnight Sunday may earn extra credit. The amount of extra credit is determined by the value of the response to the class.


Late assignments are not accepted without prior approval of the instructor.  Even with approval, points may be deducted for late assignments.  5% loss each day and after one week, late assignments will no longer be accepted.  If students have a medical or work related absence, they may be asked to provide proper documentation if any assignments were late.

Course Topic/Dates/Assignments:

Week 1:   Introduction to the course and critical thinking

Assignments:  Read and follow instructions for week 1 on the class web site

Class activities:  Discuss syllabus and assignment schedule; demonstrate eCompanion; discuss systems theory, scientific method, and basics of organizations and management; establish class groups.

Week 2:   Introduction to operations management and the individual

Assignments:  Read and follow instructions for week 2 on the class web site

Class activities:   Submit systems exam.  Discuss organizational and individual behavior, job satisfaction.

Week 3:   Motivation

Assignments:  Read and follow instructions for week 3 on the class web site

Class activities:   Discuss motivation concepts.  Submit Quiz #1 (from chapters 1 – 7). 

Week 4:   Group dynamics and communication; Mid-term exam.

Assignments:  Read and follow instructions for week 4 on the class web site

Class activities:  Discuss group dynamics and communication.  Review concepts from chapters 1 - 11.   Mid-term exam  (from chapters 1 – 11)..

Week 5:   Leadership and management

Assignments:  Read and follow instructions for week 5 on the class web site

Class activities:  Discuss leadership vs. management, power and politics.

Week 6:   Organizational dynamics

Assignments:  Read and follow instructions for week 6 on the class web site

Class activities:  Submit Quiz #21 (from chapters 9 - 19) Discuss organization structure, culture, and change dynamics.

Week 7:  Putting it all together

Assignments:  Read and follow instructions for week 7 on the class web site

Class activities:  Discuss any concepts (as required) that need review from scan of class notes and lesson plans. Take comprehensive final exam.  Work on comprehensive case.

Week 8:  Testing your knowledge of the concepts

Assignments:  Read and follow instructions for week 7 on the class web site

Class activities:  Complete and submit comprehensive case; and make presentations.

* Specific dates for each of the weekly activities will be posted in the course schedule on the eCompanion web site.

* The instructor reserves the right to revise, alter, or change this schedule for unforeseen or extenuating circumstances.

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 2008-2009 Undergraduate Catalog Page 87

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 2008-2009 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 "F".
  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.

Park University 2008-2009 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: .


CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Essay questions requiring synthesis, analysis, evaluation and application with a maximum value of 40 points  per question. Includes CLOs 1-6                                                                                                               
Nearly all organizational behavior processes are perfectly identified and related to outcomes.  Average of 35 points or more per essay question. Most organizational behavior processes are identified and related to outcomes.  Average of 25 to 35 points per essay question. Most organizational behavior processes and not correctly identified nor are they related to outcomes.  Average of 15 to 25 points per essay question. Few organizational behavior processes are recognized and none are related to outcomes.  Average of less than 15 points per essay question. 
Essay question responses demonstrate content and technical skill in  communicating.  Includes CLOs 1-6                                                                                                                                                     
Nearly all definitions and behavioral models described relate to the problem stated and lead to organizational behavior outcomes. Most definitions and behavioral models described relate to the problem stated and lead to organizational behavior outcomes. Most definitions and behavioral models described are incorrect or do not relate to the problem stated or lead to organizational behavior outcomes. Few definitions and behavioral models are correctly described and none  relate to the problem stated or lead to organizational behavior outcomes. 
Outcomes that examine recognition and use of organizational behavior descriptions, definitions, and concepts using multiple choice questions with a maximum score of 100 points.  Includes CLOs 1-6                                                        
Student demonstrates complete understanding of organizational behavior descriptions, definitions and concepts.  Score is 90 points or more. Student demonstrates   understanding of organizational behavior descriptions, definitions and concepts.  Score 70 to 89 points. Student demonstrates little   understanding of organizational behavior descriptions, definitions and concepts.  Score is 50 to 69 points. Student does not demonstrate an understanding of organizational behavior descriptions, definitions or concepts.  Score is less than 49 points. 


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Last Updated:1/2/2009 9:49:55 AM