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MG 440 Complex Organizations
Lee, Roger D.


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

S1QQ 2009 HI

Faculty

Lee, Roger D. Ph.D.

Title

Professor

Degrees/Certificates

Ph.D.
M.B.A.
M.P.A. and B.S.

Office Location

classroom

Office Hours

before and after class

Daytime Phone

801.957.4354

Other Phone

801.786.1891

E-Mail

roger.lee@park.edu

roger.lee@slcc.edu

Web Page

http://leesuits.com

Semester Dates

S1QQ2009

Class Days

-M-W---

Class Time

7:30 - 10:15 PM

Prerequisites

MG 352 and MG 365

Credit Hours

3


Textbook:
Organizational Theory and Design, 9th edition, by Richard L. Daft, published by Southwestern. 

Additional Resources:
Read current newspaper articles.

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Course Description:
MG440 Complex Organizations: A sociological approach to the study of organizations. Focuses on theoreticalperspectives, characteristics or organizations, the interrelationship of organizational variables, and other related topics. 3:0:3 Prerequisites: MG352 and MG 365

Educational Philosophy:
The instructor will use the Socratic teaching method, whereby he will pose questions for students' comments.  Thus, the course will not be taught in the traditional lecture style but rather a discussion style.  Students will be encouraged to raise questions and make salient comments throughout the class time.

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. Articulate 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:
The assessment device is a comprehensive case that is written in class during week 13 of sixteen week classes and during week 7 of eight week classes. 
 
A CLOSED BOOK, CLOSED NOTES comprehensive examination that must be administered and proctored in the classroom and is not to be given as a take-home examination. Students should not have access to the exam or its questions before it is administered. 

Link to Class Rubric

Class Assessment:

There will be five assessment measurements:
1.  the core assessment comprehensive case
2.  the comprehensive exam
3.  one midterm exam.
4.  one written case analysis from the cases listed in the textbook
5.  one written experiencial based case analysis from the student's organizational environment
 

Grading:

The basis  on which the final grade is based is as follows:
 
1.  The core assessment case will count 100 points. 
2.  The comprehensive exam will count 150 points and 30% of the total course grade..
3.  The midterm exaam will count 100 points.
4.  One written case analyses will count 100 points.
5.  One written experiencial based case analysis will count 100 points.
 

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:
Late submissions will be allowed for mitigating measures determined by the instructor.

Classroom Rules of Conduct:
Students should feel free to raise questions and make comments throughout the class discussions.

Course Topic/Dates/Assignments:

Week 1  Read Chapters 1 and 2.  Introduction to Organizations
Week 2  Read Chapters 3 and 4.  Organizational Purpose
Week 3  Read Chapter 5.  Open System and Design Elements.  Submit written case analysis. 
Week 4  Read Chapter 6.  Internal Design Systems.  Take midterm examination.
Week 5  Read Chapters 7 and 8.Organizational Size and Life Cycle.
Week 6  Read Chapters 9 and 10. Organizational Culture and Ethical Values.  Submit experiencial base case analysis.
Week 7  Read Chapter 11 and 12. Organizational Change. Write core case analysis
Week 8  Read Chapter 13.  Conflict, Power, and Politics. Take comprehensive examination.

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:
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: http://www.park.edu/disability .

Additional Information:
Read current articles in the newspapers and magazines regarding organizational issues.



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:12/4/2008 5:02:40 PM