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MG 365 Organizational Behavior
Williams, Beverly J.


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 DLF

Faculty

Williams, Beverly J.

Title

Adjunct Faculty

Degrees/Certificates

Bachelor of Art in Business Administration/CIS
MA, Administration with a Concentration in Human Resource Management
MS, Acquisition and Contract Management

Office Location

Virginia

Office Hours

7PM MST - 9PM MST Wednesday through Friday

Daytime Phone

540-429-4732 (Cell Phone)

Other Phone

540-809-0144 (Alternate Cell Phone)

E-Mail

Beverly.Williams@pirate.park.edu

bjwilli986@comcast.net

bjwilli986@tmail.com (Blackberry - Alternate)

Semester Dates

August 20, 2007 - October 14, 2007

Class Days

TBA

Class Time

TBA

Prerequisites

As determined by the University

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 The Wall Street Journal (WSJ).

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

The Wall Street Journal (WSJ). The WSJ is an excellent reference for this course. (It never fails to amaze me how many companies do the wrong thing in managing people!) It is available at most libraries, in many offices, and other places. While not required for this course, it will enhance your understanding immeasurably.  Hard copy subscriptions that include the online subscription are available to you as a student at special discounted rates. You can subscribe on-line. Click here to subscribe online! Follow this link and fill in the requested information.  You will get instant access to the online version with hardcopy to follow.  Park's zip code is 64152.  Delivery will start in a few days and they will bill you directly, usually within 3 or 4 weeks. Alternatively, you can send me an e-mail that includes: First and last name, address (street, city, state, zip), length of subscription you want, and the month and year you expect to graduate. I'll transfer your information to a WSJ form and send it to them. 

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:
(PS 374) 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. PREREQUISITE: MG 352. 3:0:3

Educational Philosophy:

The facilitator’s educational philosophy is one of interactiveness based on lectures, readings, quizzes, dialogues, examinations, internet, videos, web sites and writings. The facilitator will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues and contradictions.

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.

Link to Class Rubric

Class Assessment:

Each student brings different life experiences, points of view, and ways of knowing to our classroom and our learning environment.  Everyone should plan to become an active member of the learning community.  “Participation” means 1) forming supportive and inquiring relationships with other students in the class through postings to one another, sharing points of view, and providing encouragement and constructive critique, 2) reading the assigned readings before beginning your assignments and online development, and 3) applying readings to the virtual discussions and course development. 

Assessment and Evaluation: Grading of Weekly Homework Assignments

Each team member is to contribute to answering each question.  Ideally each team member will answer each question/case study independently, and then share his/her answers with the other team members.  The team will decide on a composite answer that 1) answers all parts of the discussion question/case study, 2) provides enough detail to make it clear that the question/case study is understood, and 3) does not include any extraneous material.  In the event that the teammates do not agree on the answer the team may submit multiple answers with a note as to who thinks which is the correct answer.

Grading:

Grading for the Mid Term Examination  

The midterm examination is to be done individually. It will consist of a brief introduction and then some short answer essay questions.

Grading for Overall Course Grade

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

  • Homework Assignments
  • Threaded Discussions (Individual)
  • Mid Term Examination (Individual)    
  • Comprehensive Eighth Week Exam (Individual Proctored)    
  • Instructor evaluation/class participation which is made up of the following factors:  

Grading:

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

  • Homework Assignments
  • Threaded Discussion
  • Mid Term Exam      
  • Comprehensive Examination The comprehensive final is not a take-home test." "The comprehensive final is a CLOSED book and CLOSED notes exam."
  • Instructor evaluation/class participation which is made up of the following factors:    
    1.        
    2. Posting your introduction to the conference during the first week of the course.        
    3. Posting comments on the videos and other related activities in the discussion threads each week.        
    4. Team work - which includes joining/forming a team during week 1 and submitting the week 2 assignment with your team.        
    5. Having a completed, correct proctor form submitted by the end of week 4. There is a link to the proctor form provided below.        
    6. Attending class each week - meaning being active with your team. Each group are required to keep the majority of the communication under his/her private group threaded discussion. 
    7. Threaded discussions - Active participation in class discussion is required.  Therefore, all students will be required to address discussion topic and post two additional comments to his/her peers on or prior to 11:59 p.m. on each Sunday.  All comments to your peers must be well-thought out and consist of 50 or more words.  Responses to the discussion topic must consist of 100 or more words. 
    8. Other course related activities.       

The following percentages will be used to assign course grades:   

  • 90% - 100% = A (90+ weighted points)    
  • 80% - 89% = B (80 to 89 weighted points)    
  • 70% - 79% = C (70 to 79 weighted points)    
  • 60% - 69% = D (60 to 69 weighted points)    
  • Below 60% = F (less then 60 weighted points)

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

  • Homework = 30% of grade  300 points per week    
  • Mid Term Exam (3rd week) = 15% of grade    150 points    
  • Quizzes = 10% of grade  100 points    
  • Comprehensive Examination (8th week) = 30% of grade    300 points    
  • Threaded Discussion = 15% of grade  150 points  Based on 100% of participation and attendance

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:

Each week's work must be completed by Midnight EST on a designated due date. 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:

Policy #1:  Submission of Work:

All class members are required to be a part of a team for homework assignments.  Students will be assigned to a team during week one. However, the assigned groups will be subject to changes during the first two weeks of class to add additional students. All students should use the first week to get to know your team members. Teamwork will not start until week 2, at that point the only individual assignment that will be accepted and graded are those from week one and the threaded discussion responses.  We will have threaded discussion topics each week. Anyone submitting an individual assignment for the “group” homework questions will receive a grade of zero for that assignment, for not following the rules as assigned.  There will be no exception for this rule.  NOTE:  All teamwork and week one homework questions shall be posted under the appropriate drop box.

A class week is defined as the period of time between Monday 12:01 am MST and Sunday at 11:59 PM MST. The first week begins the first day of the term/semester.  Assignments scheduled for completion during a class week should be completed and successfully submitted by the posted due date

Create a back up file of every piece of work you submit for grading. This will ensure that a computer glitch or a glitch in cyberspace won't erase your efforts.

When files are posted to the drop box, the files should be in Microsoft Word, RTF, ASCII, txt, or PDF file formats. Please do not send any answers to the homework questions via email.

Policy #2: Ground Rules for Online Communication & Participation

General communication:
Students should use email for "private" messages to the instructor and other students. When sending email, you must identify yourself fully by name and class in all email sent to your instructor and/or other members of our class. A private threaded discussion will be developed under the collaboration tab.  The private threaded discussion is to be used by each team to collaborate on the group assignment.    

Online threaded discussions are public messages and all writings in this area will be viewable by the entire class or assigned group members. The only restricted threaded discussion will be your assigned group threaded discussion.  Only members within your team will be able to view the private group threaded discussion.

Online Instructor Response Policy:  Online Instructors will check email frequently and will respond to course-related questions within 24-48 hours. Questions posted to the “office” tab will be responded to within 24 hours of posting.

Observation of "Netiquette":  All your online communications need to be composed with fairness, honesty, and tact.  Spelling and grammar are very important in an online course.  What you put into an online course reflects on your level of professionalism.  Here are a couple of online references that discuss writing online: http://goto.intwg.com/ and netiquette http://www.albion.com/netiquette/corerules.html.

Please check the announcements and/or office tab before you ask general course "housekeeping" questions (i.e., how do I submit assignment 3?).  If you don't see your question there, then please post your question under the office tab, if it is one which others will benefit from.  Any grade book related questions should always be sent to the instructor via email.   
 
Policy #3: What to do if you experience technical problems or have questions about the online classroom.  

If you experience computer difficulties (need help downloading a browser or plug-in, you need help logging into the course, or if you experience any errors or problems while in your online course, click on the  button in your Online Classroom, then click on the helpdesk menu item, and then fill out the form or call the helpdesk for assistance.  

If the issue is preventing you from submitting or completing any coursework, contact your instructor immediately.

Course Topic/Dates/Assignments:

Week 1: Complete the WK 1 discussion, Threaded Discussion Response, and Individual Assignment “Homework” - - Analyze and Prepare answers to the following questions based on the information in the text. 1. Discuss the powerful new trends identified by the authors that are affecting Management decisions today. 2. Many Authors consider the managerial functions of planning, organizing, motivating, and controlling as central to the management process. Define each term and give an example of each. 3. Discuss the motivating situation. What are the components and how do they work together? 4. Discuss the original purpose of the Hawthorne studies, as opposed to what they ended up demonstration. List the ideas illustrated by the Hawthorne studies. 5. Explain McGregor's "Theory X - Theory Y" hypothesis.

Week 2: Complete the WK 2 discussion, Individual Threaded Discussion Response and Team Assignment. “Team Homework Questions” - - Analyze and prepare answers/solutions for the following questions and/or case studies. The text and internet should be your primary source of information.

1. Identify and discuss the components of the Group Dynamics Studies and of Rensis Likert's Management Systems. What are some (at least two) similarities? 2. Why do the authors recommend studying situational approaches to leadership? 3. Discuss the Tridimensional Leader Effectiveness Model. What are the three dimensions? What are some of the features that make it more directly relevant to actual managers than some other theories? 4. Consider the following, and decide whether they are examples of successful or unsuccessful, effective or ineffective management. a. Mary Jones is the head of accounting, a position she has held for two years. The complete budget for her division is due in two months. In the past, the head of accounting has had to resort to yelling, screaming, threats, and pulling rank to get departmental budgets, which are due six weeks before the division budget has to be finished, in on time. Mary has spent most of the last two years getting to know the other department managers and solidifying alliances with them. Last year she made a point to send a note to each manager six weeks before departmental budgets were due, and she continued with notes every two weeks until the due date. She also dashed off a note of appreciation to each manager as she received the departmental budget. This year she sent notes six weeks before the due date, but dispensed with the other reminders. The departmental budgets still aren't due for two more weeks, but Mary is spending this afternoon writing notes of thanks to more than half the managers whose budgets are already on her desk. b. Lester Pierce is young for a department supervisor. Most of the people working for him are his age, and they generally have the same level of education as he. Pierce is highly regarded by his boss and by other high-level managers. The people working for Pierce tend to be bright, and they will eventually all move on to more interesting jobs, but for now, what they do in this department is very structured and quite boring. When he sees his people chatting between their cubicles, or it appears that someone is getting ready to leave at exactly 5 p.m. or a few minutes before, Pierce strolls out of his office and asks in a carrying voice, "Are we working, or are we not?" Productivity tends to be relatively high in his department, but, whenever Pierce is out of sight, productivity takes a nosedive. c. Marsha Cooper supervises a group of insurance claims processing clerks. There are standards set for processing these claims: a certain number completed per day is satisfactory, 5% less is unsatisfactory, 5% more good, 10% more excellent. Supervisors are evaluated based on the percentage of their fully trained people who achieve good and excellent standards. Employees are disciplined only if they fall below the satisfactory standard. Most of Marsha's peers supervise groups that have general makeup of: 10% unsatisfactory, 50% satisfactory, 30% good, and 10% excellent employees. Marsha's group is 10% unsatisfactory, 85% satisfactory, 5% good.

Week 3: Complete the WK 3 discussion, Individual Threaded Discussion Response, Groupwork and Team Assignment “Homework” - Analyze and prepare answers/solutions for the following questions. The text and internet should be your primary source of information throughout this course. 1. You are the manager of a restaurant with employees who range in age from 18 to 65. Describe the categories of generations the employees fit and discuss the special needs of each group.

2. Discuss the difficulties of changing leadership style.

3. What are the three key factors in Situational Leadership? Discuss how these form the basis of Situational Leadership.

4. What is the difference between personal power and position power?

5. Why does a person "sell" up and "manage" down?

Week 4: Complete Midterm. Complete the WK 4 discussion, Individual Threaded Discussion Response, and Team Assignment “Homework” -- Analyze and prepare answers/solutions for the following questions. The text and internet should be your primary source of information.

1. Describe what might happen in the following example if (a) Fred's boss was into psychotherapy, or (b) Fred's boss was into behavioral modification. Fred is late to work at least two and sometimes three days a week. Most of the time he is only 5 to 10 minutes late, but occasionally he has been as much as 25 minutes late. Lately, this has been becoming more frequent. Fred's boss wants Fred to start coming in on time. 2. How can a leader recognize a regressive cycle, and what should the response be? 3. When there's a problem in an organization, there are four possible owners. What leadership style is appropriate for each owner? Why? 4. Explain Contracting for Leadership Style. How can it increase the effectiveness of a management by objectives (MBO) program? Week 5: Complete the WK 5 discussion, Individual Threaded Discussion Response/Comments, and Team Assignment “Homework” -- Analyze and prepare answers/solutions for the following questions and/or case studies. The text/internet should be your primary source of information throughout this course. 1. What is active listening? How can you improve your active listening skills? 2. Why is it important to study behavior in teams? 3. Name the four types of modes, and explain how they can help in resolving team problems. 4. How can a firm use human esources to sustain an edge over its competitors? 5. List and briefly describe the seven factors of performance.

Week 6: Complete the WK 6 discussion, Individual Discussion Response, and Team Assignments “Homework” - - Analyze and prepare answers/solutions for the following questions and/or case studies. The text/internet should be your primary source of information.
1. What are the four basic decision-making styles found in the Situational Leadership model of decision-making and in what situations are they effective? 2. What is the relationship between "commitment to the customer" and managerial excellence? 3. There are three steps in the diagnostic process. What are they, and how do you accomplish them? 4. What are the advantages and disadvantages of the participative and directive change styles? 5. Why is it inappropriate to view quality management as a tool or technique?

Week 7: Complete the WK 7 discussion, Individual Discussion Response, and Team Assignment “Homework” Analyze and prepare answers/solutions for the following questions and/or case studies. The text/internet should be your primary source of information. 1. How does organizational transformation differ from other types of change? 2. How does transformational leadership differ from day-to-day leadership actions? 3. Describe management and leadership responsibilities according to the Organizational Cone model. 4. How does an organization's culture influence its strategies? 5. How does the Situational Leadership Model correspond with organizational change?

Week 8: Complete Final Exam. Complete the WK 8 discussion, Individual Threaded Discussion Response, and Team Assignment “Homework”- - Additional Student Responsibilities this week:
1. Complete Course/Instructor Evaluations. 2. Complete final exam

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. 

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Last Updated:8/7/2007 11:23:18 AM