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MG 440 Complex Organizations
Onick, Robert L.


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

S1B 2008 BL

Faculty

Onick, Robert L.

Title

Senior Instructor of Social Psychology/Adjunct Faculty

Degrees/Certificates

M.Ed. in Secondary Curriculum and Instruction
M.Ed. in Educational Psychology
Certification at the Secondary Level in Sociology

Office Location

To be negotiated as needed

Office Hours

To be arranged or negotiated by phone

Daytime Phone

(915) 821-0660

E-Mail

robert.onick@pirate.park.edu

Semester Dates

January 11 - February 29, 2008

Class Days

Friday

Class Time

5:00 - 10:00 P.M.

Credit Hours

3


Textbook:

Daft Organization Theory and Design, 9th edition, Thompson/South Western, 2007. 
ISBN: 10:0324405421
ISBN: 13: 9780324405422. 

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/.


Course Description:
A sociological approach to the study of organizations.  Focuses on theoretical perspectives, characteristics of organizations, the interrelationship of organizational variables, and other related topics.  3:0:3

Educational Philosophy:
Lectures, presentations, and discussions will be used as well as structured experiential activities for students.  Student presentations and possible interviews will be integrated throughout the course.  Since an experiential, student-centered learning approach will be utilized, authentic performance assessments will be incorporated in alignment with the principles of change (CBAM--Concerns-Based Adoption Model for Change).  Activities will focus on mastering higher order critical thinking skills and problem-solving techniques.  Additionally, an emphasis will be placed on examining organizational activities and mechanisms as they relate to and align with essential organizational and sociological theories and principles.

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.


  Instructor Learning Outcomes
  1. Understand and comprehend theories, concepts and principles related to work activities at an organizational level in a variety of complex organizations.
  2. Describe, re-create, define and make comparisons and contrasts concerning the different sociological approaches to organizations and complex human behavior related to organizations.
  3. Analyze, synthesize, and apply various aspects of the course content and activities to your personal life in organizations.
  4. Observe and disclose personal reactions related to the course content issues and activities at the organizational level.
  5. Commit to and keep class agreements and negotiations concerning ground rules for this organization or re-negotiate the agreements as needed with the instructor throughout the course.
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:

Readings and Journal Reaction Sheets/Synthesis Papers (5 - 6 per semester--150 points each, then averaged at the end of the semester for a maximum of 150 points)

Essay Questions/Applications (2 - 3 exams per semester--150 points each, then averaged at the end of the semester for a maximum of 150 points)

Class Participation/Demonstrated Class Activities (continuous and ongoing--100 points maximum) 

Core Assessment--A comprehensive case written in class during week 7 (200 points maximum)
 
Final Exam--Comprensive, Closed Book, Closed Notes (300 points)

Demonstration of Negotiated Course Agreements (assessed twice per semester and averaged for a maximum of 100 points)

Class Activity Reaction Sheets (optional for extra credit only)

A.  The comprehensive final exam is worth 30% of the semester grade, the core assessment is worth 20%, journal reaction sheets/synthesis papers, essay questions/applications, class participation, and negotiated course agreements will make up the remaining 50%.

B.  Students will communicate their intentions in writing to the class instructor as to the quantity of reaction sheets/synthesis papers and these will be binding unless renegotiated by both parties during the course of the term or at the end of the term.  

C.  Students will also be asked to personally evaluate their achievements in the course based on the stated course objectives and on the evidence of record from the above categories.  

D.  Course grades will be determined equally from the instructor's assessments of students' performance and students' self-evaluations, with the exception of the core assessment and comprehensive final exam.

Grading:

Individual written assignments to be graded will be assessed points on the basis of completeness, accuracy and validity.  Points for class participation will be determined according to the degree to which students complete their class presentations; actively engage in small group, experiential activities; and participate in large group discussions of class content material within this complex organization.

Final Letter Grade Assessments:

A--900 - 1000 points

B--800 - 899 points

C--700 - 799 points

D--600 - 699 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:
Students who are absent and excused will be given one week to complete assignments with no penalty.  Assignments turned in after one week will have 20 points deducted from the total possible points.  Unexcused absences will result in zeroes unless renegotiated with the instructor prior to the next class.

Classroom Rules of Conduct:
Students and instructor will negotiate and agree on a set of mutually workable ground rules during the first weeks of the course.

Course Topic/Dates/Assignments:

A. Readings and Journal Reaction Sheets/Synthesis Papers: Read all material, both text readings and class handouts, in advance of assigned dates. Examine the material carefully in terms of the personal meaning it holds for you. Assignments correspond directly and support planned class activities and provide a background for understanding and realizing what is taking place. Assessment of readings (for grading purposes) will be done by periodic examination of reaction sheets entered in the student's journal. Examination of journal entries by the instructor will take place two or three times during the course; however entries from the readings are to be made each week (weeks 3 - 7).

NOTE: After reading assigned material, and in advance of assigned dates, write a concise two-page analysis for one chapter from the assigned readings each week. The two-page reaction sheets are to be dated and entered in the student's journal on the appropriate dates assigned. The "summary" will go on the front side of the first page while the student's personal reactions to the readings are to be written on the front side of the second page.

B. Class Activities Reaction Sheets: Reaction sheets may be entered in the journal (for grading purposes) on a weekly basis which summarize the previous week's classroom activities and your personal reactions to the activities. These reaction sheets would be in addition to the reading reaction sheets. These are not required and may be negotiated by individual students. The format is the same as reaction sheets to the assigned readings.

C. Essay Questions/Applications: Questions pertaining to class activities and assigned readings will be distributed to students on three occasions during the course. The number of questions on these exams will range from 3 to 7 for each distribution. Assessment will be based on the student's ability to recreate personal and interpersonal experiences from class activities and personal interpretation of the content material.

D. Core Assessment: Although this project will be due the 7th week, the organization, planning, and collaborating will occur in a continuous process beginning in the 3rd week.

E. Class Participation: Since the course focuses on people and since all sessions will involve experiential activities and exercises involving class participants, active and consistent attendance and participation is needed from all students enrolling in the course. Assessment will be based on the instructor's observation of student performance and will be communicated and negotiated with each student during the course of the class and again at the end of the course.

F. Negotiated Course Agreements: Once the course ground rules have been negotiated, students will be assessed a grade by the instructor based on the extent to which the negotiated agreements have been actualized, demonstrated, and performed. Students will assess the degree to which they have done what they agreed to dothroughout the course.

Tentative Class Schedule:

Week 1: ( January 11, 2008)

Introduction to Course/Syllabus/Handouts/Organizations

Creating a Context for the Course as a Complex Organization

Negotiating the Syllabus for the Course/Organizational Theories 

Negotiations of Class Ground Rules for the Course as a Complex Organization

Background Material from Students (Historical Perspectives)

Week 2 (January 18, 2008)

Readings: Handouts/Chapters 1, 2, & 3 

Class Discussion of Handouts/Readings

Continuation/Completion of the Negotiation of Class Ground Rules/Syllabus

Assignments of Research Abstract/Reaction Sheets/Synthesis Papers (Weekly Schedule)

Experiential Activity on Organizational Activities/Tasks/Purpose

Experiential Activities on Sociological Perspectives of Complex Organizations

Week 3 (January 25, 2008)

Readings: Chapters 4, 5, & 6 

Class Discussion of Readings (Open System Design Elements)

Experiential Activity on Complexity in Organizational Relationships

Experiential Activity with Case (Orientation/Organizing)

Collection of 1st Set of Reaction Sheets/Synthesis Papers 

Assignment of 1st Set of Essay Questions

Week 4 (February 1, 2008)

Readings: Chapters 7, 8, & 9 

Class Discussion of Readings (Internal Design Elements)

Experiential Activity on Organizational Norms/Values/Culture/Division of Labor/Resources

Collection of 1st Set of Essay Questions

Experiential Activity with Case (Planning)

Experiential Activity on Managing the Organization as a Context (Continuous Improvement--TQM/Deming's Systems Principles)
 
Experiential Activity on Organizational Mechanisms

Week 5 (February 8, 2008)

Readings: Chapter 10 (Case Study TBA) 

Class Discussion of Readings (Culture and Ethics)

Experiential Activity with Case (Collaboration)

Experiential Activity on Organizational Principles

Collection of 2nd Set of Reaction Sheets/Synthesis Papers 

Experiential Activity on Organizational Change/Learning/Resistance
 

Week 6 (February 15, 2008)

Readings: Chapter 11 (Case Study TBA)

Class Discussion of Readings (Innovation, Adoption, Change)

Experiential Activity on Organizational Processes and Politics

Collection of 2nd Set of Essay Questions

Experiential Activity on Organizational Development/Design/Improvement
 
Possible Validation Activity

Experiential Activity with Case (Refinement)

Week 7
(February 22, 2008)

Readings: Chapter 12 (Case Study TBA)

Class Discussion of Readings (Decision-making/Problem-solving Processes)

Collection of 3rd Set of Reaction Sheets/Synthesis Papers 

Assignment of 3rd Set of Essay Questions

Core Assessment of Comprehensive Case (written during class) 

Week 8 (February 29, 2008)

Readings:  Chapter 13 (Case Study TBA)

Discussion of Final Chapter (Power, Politics, Conflict)

Collection of 3rd Set of Essay Questions

Comprehensive Final Exam (Closed book, closed notes, must be completed during final class)
 
Initiation of Course Completion Activities

Final Course "Completing" Activity as an Organization

NOTE: Extra credit is optional and can be negotiated individually from week-to-week with the instructor. It is not a requirement for the course and is intended to be fun, enlightening, and "risking" in nature. It would involve the case studies within the course text.

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.

Park University 2007-2008 Undergraduate Catalog Page 87-88
1.  Students will be expected to be in class on time according to the negotiated times given.

2.  Students are to give maximum possible notice should they be unable to attend as agreed.  If they are unable to attend, they will communicate their intentions to the instructor and complete missing assignments prior to the next class meeting.

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
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:11/17/2007 2:01:45 PM