Syllabus Entrance
Printer Friendly
Email Syllabus
Education Major Version

MG 365 Organizational Behavior
Molina, Joseph G.


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

F1T 2007 DLC

Faculty

Molina, Joseph G.

Title

Sr Instructor

Office Hours

On-line

E-Mail

joseph.molina@park.edu

Semester Dates

8/20 - 10/14, 2007

Class Days

On-Line

Class Time

On-Line

Prerequisites

MG352

Credit Hours

3


Textbook:

Management of Organizational Behavior, Leading Human Resources, 8th ed., by 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:

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.


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. 3:0:3 Prerequisite: MG352

Educational Philosophy:
This course is part of Park’s degree completion program, which is designed for adult’s who have previous college/university credits and/or work experience.  Students are expected to read and follow all instructions as to how to format work, where to send it, and when it is to be completed, etc.  If any of the materials in the course or instructions about what to do are unclear, it is the studen

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 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.

The Comprehensive Final Examination for 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:
 

The final course grade will be determined using the following measurements:

  • Homework Assignments/Group projects
  • Mid Term Exam
  • Comprehensive Examination
  • Instructor evaluation/class participation which is made up of the following factors:

1.      Posting your introduction to the conference during the first week of the course.

2.      Posting comments on the videos and other related activities in the discussion threads each week.

3.      Team work - Working with your team to submit weekly assignments.

4.      Having a completed, correct proctor form submitted by the end of week 4. There is a link to the proctor form provided below.

5.      Attending class each week - Completing homework and being active with your team. 

Other course related activities.

Grading:
 

The following percentages will be used to assign course grades:

  • 90% - 100% = A (900+ weighted points)
  • 80% - 89% = B (800 to 899 weighted points)
  • 70% - 79% = C (700 to 799 weighted points)
  • 60% - 69% = D (600 to 699 weighted points)
  • Below 60% = F (less then 600 weighted points)

The work you do in this class is valued as follows:

  • Homework = 40% of grade (up to 400 points)
  • Mid Term Exam (4rd week) = 15% of grade (up to 150 points)
  • Comprehensive Examination (8th week) = 30% of grade (up to 300 points)
  • Instructor evaluation/class participation etc. = 15% of grade (up to 150 points)

The final exam for all School of Business and Management 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 final exam must address only material which the student has been taught in class.

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 Associate Dean.

Late Submission of Course Materials:
 

Each week's work must be completed by Midnight EST on Sunday. Homework not turned by the due date, but which is turned in no more then 7 days late, will receive 1/2 the score it would have received otherwise. Homework not received within 7 days of the due date will not be scored. No work received after the last Saturday of the online term will be scored.

Classroom Rules of Conduct:

o      Kep in mind that Students should use eMail for private messages to the instructor and other students. The Conference Area is for public messages and all writings in this area will be viewable by the entire class.

o       All students will participate in weekly Online discussions. Conventions of "on-line etiquette," which include courtesy to all users, will be observed.

Course Topic/Dates/Assignments:
 

Week 1: Introduction to Organizational Behavior

Readings:

Text: Read Chapters 1, 2, and 3.

Class Activities: Introduction to online computer conference learning. Introduction & discussion of syllabus/assignment schedule.

  • On-line Conference Assignment: Check into the conference room. Leave a brief introductory message in the Introductions thread telling me and your classmates a little about yourself - where you are, what experience you have related to the course subject matter, and anything else you think might be relevant to this course. Feel free to experiment. Try to get comfortable with the format.

If there is anything in the readings that you don't understand or would like to discuss further, post a question to the Q & A thread in the conference. Everyone can learn from the questions others post.

  • Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 1, look into the Assignment 1 thread in the conference for questions and/or cases studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions. Send your solutions to me by Midnight on Sunday. 

Make sure that this assignment is delivered to the instructor via e-mail not later than Sunday. Please name the assignment/attachment with your name.  Remember that late assignments will not receive full credit! :)

 

Week 2: Leadership and Leadership Effectiveness

Readings: Read Chapters 4, 5, and 6 of the text.

Class Activities:

  • On-line Conference Assignments:

1.      This week's assignment is to be submitted by the team.

View the first part of the video related to the course. Links will be provided in the conference to the videos. Post your comments (good, bad, or indifferent) in the discussion thread.

With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week.

--If there is anything in the readings that you don't understand or would like to discuss further, post a question to the Q & A/ Discussion thread in the conference and I will respond as quickly as I can.

---Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 2, look into the Assignment 2 thread in the conference for questions and/or case studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions. Team Leaders: Consolidate your answers into one e-mail with each member's name on it and submit it to the Thread.Assignments are due by Midnight on Sunday.

--Proctors: If you haven't yet located someone to proctor your exam you should begin looking now. You can't complete the course without one and finding one at the last minute may be impossible. I'd like to know who your proctor is not later then week 4. As soon as Park has the proctor forms ready for you to use, I'll let you know.


Week 3: Diagnosing the Environment and Situational Leadership.

Readings:

Text: Read Chapters 7, 8, and 9.

 

Class Activities:

1.      On-line Conference Assignment: If you haven't already done so, either work out a rotation schedule of who will lead the team; someone who will consolidate team member's answers and submit them. The team leader can decide how the work is to be done, lead discussions on any topic, and make sure everyone has copies of the material submitted. Teams will be evaluated based  on the quality of the work submitted and the quality of team participation/communication.

2.      View the second part of the video related to the course. Links will be provided in the conference to the videos. Post your comments (good, bad, or indifferent) in the discussion thread.

  • Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 3, look into the Assignment 3 thread in the conference for questions and/or case studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions. Consolidate your team's answers into one e-mail with each member's name on it and submit to the thread.
  • Make sure that this assignment is posted not later than Sunday!
  • Proctor Forms: Proctor forms are due next week. Send a properly completed proctor form to the instructor not later than the Saturday that ends the fourth week.


Week 4: Applications of Situational Leadership and Building Effective Relationships.

·  Individual Activity

Mid-Term exam: The exam will be based on the readings up to this week and will require you to demonstrate that you understand what you have read so far. This should take no more then one hour - probably less then 30 minutes if you are up to speed on the readings. :)

Readings:

Text: Read Chapters 10, 11, and 12.

Class Activities:

    • On-line Conference Assignments:

1.      Work with your team to prepare thoughtful, insightful answers to the questions and case situations posed.

2.      With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week. Use the Week 4 Discussion thread.

3.      View the third part of the video related to the course. Links will be provided in the conference to the videos. Post your comments (good, bad, or indifferent) in the discussion thread.

    • Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 4, look into the Assignment 4 thread in the conference for questions and/or case studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions.
    • Team Leaders: Consolidate your team's answers into one e-mail with each member's name on it and submit it to the thread.
    • post assignment by Midnight on Sunday.
    • If you haven't sent your proctor form to the instructor already, it is due now.

 

Week 5: Communicating with Rapport, Leading Teams, and Managing People to Perform.

Readings:

Text: Read Chapters 13, 14, and 15.

Class Activities:

    • On-line Conference Assignments:

1.      Work with your team to prepare thoughtful, insightful answers to the questions and case situations posed.

2.      With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week. Use the Week 5 Discussion thread.

3.      View the fourth part of the video related to the course. Links will be provided in the conference to the videos. Post your comments (good, bad, or indifferent) in the discussion thread.

    • Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 5, look into the Assignment 5 thread in the conference for questions and/or cases studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions.
    • Team Leaders: Consolidate your team's answers into one e-mail with each member's name on it and submit it to the thread.
    • Due by Midnight on Sunday.


Week 6: Building Committments, Change, and Quality.

Readings:

Text: Read Chapters 16, 17, and 18.

Class Activities:

    • On-line Conference Assignments:

1.      Work with your team to prepare thoughtful, insightful answers to the questions and case situations posed.

2.      With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week. Use the Week 6 Discussion thread.

    • Weekly Discussion Questions/Writing Assignment: after you finish the readings for Week 6, look into the Assignment 6 thread in the conference for questions and/or cases studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions.
    • Team Leaders: Consolidate your team's answers into one e-mail with each member's name on it and submit it to the thread.
    • Due by Midnight on Sunday.


Week 7: Putting it all together.
Organizational Transformation, the Organizational Cone and Synthesizing Management Theory.

Readings:

Text: Read Chapters 19, 20, and 21.

Class Activities:

    • On-line Conference Assignments:

1.      Work with your team to prepare thoughtful, insightful answers to the questions and case situations posed. The assignment is due by Midnight of the Sunday that follows the end of this week (week 7).

2.      With the team, find a web site that relates to our topics this week and post it in the conference. This means that each team is to find one web site for the week. Use the Week 7 Discussion thread.

    • Weekly Discussion Questions/Writing Assignment: after you finish the readings assigned for Week 7, look into the Assignment 7 thread in the conference for questions and/or cases studies. I (your instructor) will post questions and/or case studies for you to analyze and prepare answers/solutions.
    • Team Leaders: Consolidate your team's answers into one e-mail with each member's name on it and submit it to the thread.
    • Due by Midnight on Sunday.

 

Week 8: Comprehensive Examination

Readings:

Text: The examination is comprehensive

Class Activities:

    • *** Comprehensive Examinations will be administered this week. *** Arrange a time with your proctor to take the Examination so that it can be in my hands not later than Friday of this week (week 8). The exam will consist of mostly multiple choice questions with the possiblitiy of a few true or false questions.

There are additional details under the Comprehensive Examination and Proctors threads in the conference.

Be sure your proctor sends your answer sheet to me not later than Friday. You must find a proctor who can send it electronically, either via FAX or email. Snail mail is no longer acceptable. It must be in my hands by FRIDAY of week 8.

Please complete the Student Opinion Survey form. I'll provide the address as soon as Park provides it to me.

    • Everything must be to me by Midnight Friday of week 8...  Nothing submitted after this time can be considered for your grade!

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

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

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.
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 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 .



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 protected by copyright and can not be reused without author permission.

Last Updated:7/27/2007 11:55:03 PM