MG365 Organizational Behavior

for F1T 2007

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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


F1T 2007 DLG


Kerr, Lydia "Gabie"


Adjunct Faculty in Communication Arts & Management


BA in Communication Studies
MA in Administrative Management, Public Administration Concentration
Certificate in Electronic Government

Office Location

Sanford, North Carolina

Office Hours


Daytime Phone

(208) 590-3286

Other Phone

Fax (919) 499-9617


Semester Dates

20 August - 14 October 2007

Credit Hours



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

Author: Paul Hersey, Kenneth H. Blanchard, Dewey E. Johnson
ISBN: 0-13-017598-6

Textbooks can be purchased through the MBS 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.
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Resources for Current Students - A great place to look for all kinds of information
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Online Classroom Technical Support - For technical assistance with the Online classroom, email or call the helpdesk at 866-301-PARK (7275). To see the technical requirements for Online courses, please visit the 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:
My educational philosophy is one of interactiveness based on lectures, readings, dialogues, examinations, internet, videos, web sites, and writings.  I will engage each student to encourage the lively exploration of ideas, issues, and contradictions. School should be fun not a chore. Anyone who works at it with diligence and courage can learn to think more clearly, accurately, and efficiently and express ideas with clarity and poise.

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:

Grading for Course Participation


 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.   
Your initial response to the MAIN discussion question must be thorough and must be posted no later than Thursday of each week.   You can earn up to 4 points for your answer and you can earn up to an additional 3 points for providing feedback to 3 of your peers throughout the week.   To earn the additional points you must post comments to at least 3 other students per week in the "Discussion" folder.  This requirement is designed to generate further discussion, to offer feedback to class members and to further explore concepts. I will review and assess participation statistics through my gradebook and the eCollege platform.  

Your initial response to the TEAM discussion question must be thorough and must be posted no later than Wednesday of each week. Your task will be to discuss the issues and answer homework questions as a team and to assess team performance.  Your team will select one person to be the moderator/facilitator for each week.  This person will be responsible for encouraging active participation, focusing on the level of commitment of the team members, fostering team dynamics, assisting with conflict resolution if necessary and submitting the final weekly homework for the team. Each team member will be responsible for tracking their own observations as well, and in week 8 will submit a summary of the activity to the dropbox.  Your participation will be monitored by the instructor.  You can earn up to 5 points for your answer and you can earn up to an additional 3 points for providing feedback to 3 of your peers throughout the rest of the week.   To earn the additional points, your posts should promote additional thought, offer personal opinion, express concern, pose additional questions, seek clarification, and/or provide clear feedback.
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 for the Weekly Progress Checks

Progress checks are weekly open 
book/open note assessments. The test is designed to help you study and prepare for the final examination. This test will encompass material and concepts covered in the weekly readings. After week 6, all progress checks will be comprehensive which means I can ask you a chapter 3 question in week 7. Again, to keep the material fresh in your mind for the final exam in week 8. You are asked to gather all materials prior to sitting down to take the assessment and you will be allowed 3 hours to complete the progress check.
Note: Once you enter the exam, you cannot leave and come back to the test without requesting permission to re-enter the exam.


The final course grade will be determined using the following measurements:   
  • Homework Assignments/Group projects    
  • Weekly Progress Checks (Individual)  
  • Comprehensive Eighth Week Exam (Individual Proctored), The comprehensive final is not a take-home test. The comprehensive final is a open book and open notes exam. For all online courses, the student must pass the final exam with 60% or better to pass the course.        
  • Instructor evaluation, class participation, and team particpation 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 - which includes joining/forming a team during week 1 and submitting the week 2 assignment with your team.        
      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 - meaning being active with your team. I ask each team leader to report if someone did not participate during a week because Park makes me report to it.        
      6. Responding to my request for teammate evaluations during week 8.        
      7. 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 = 40% of grade  700 points per week    
  • Weekly Progress Checks (Individual) = 15% of grade 140 points    
  • Comprehensive Examination (8th week) = 30% of grade    300 points    
  • Instructor evaluation, class participation, and team particpation, etc. = 15% of grade 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:

Computers make writing and revising much easier and more productive.  Students must recognize though that technology can also cause problems.  Printers run out of ink and hard drives crash.  Students must be responsible for planning ahead and meeting deadlines in spite of technology.  Be sure to save copies of your work to disk, hard drive, and print out paper copies for backup purposes.

Course Topic/Dates/Assignments:

Week 1

Chapters 1-3

Individual homework (graded same as a team), Progress Check, Participation

Week 2

Chapters 4-6

Team homework, Progress Check, Participation

Week 3

Chapters 7-9

Team homework, Progress Check, Participation

Week 4

Chapters 10-12

Team homework, Progress Check, Participation

Week 5

Chapters 13-15

Team homework, Progress Check, Participation

Week 6

Chapters 16-18

Team homework, Progress Check, Participation

Week 7

Chapters 19-21

Team homework, Progress Check, Participation

Week 8


Final exam, Team Evaluation, Particpation

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 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: .


CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
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. 
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. 
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. 
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. 
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. 
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                                                                                                                                                                                                                                             
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. 
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:7/31/2007 10:31:41 PM