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MG 440 Complex Organizations
Johansen, Laurence


Mission Statement: Park University provides access to a quality higher education experience that prepares a diverse community of learners to think critically, communicate effectively, demonstrate a global perspective and engage in lifelong learning and service to others.

Vision Statement: Park University, a pioneering institution of higher learning since 1875, will provide leadership in quality, innovative education for a diversity of learners who will excel in their professional and personal service to the global community.

Course

MG 440 Complex Organizations

Semester

F1T 2012 DL

Faculty

Johansen, Laurence

Title

Instructor

Degrees/Certificates

MBA, Management
BBA, Management & Organization/Marketing

Office Hours

Please do not call after 9:00 pm (EST)

Daytime Phone

937-429-4186

Other Phone

Fax:  614-573-7439

E-Mail

laurence.johansen@park.edu

ljohansen@woh.rr.com

Semester Dates

August 20 - October 14, 2012

Class Days

TBA

Class Time

TBA

Prerequisites

MG 352 and MG 365

Credit Hours

3


Textbook:
 

Organization Theory and Design, 11th ed., 2013
Author: Richard L. Daft 

ISBN:  978-1-111-22129-4
 
Publisher:  South-Western Cengage Learning

Textbooks can be purchased through the MBS bookstore

 

Additional Resources:

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

Educational Philosophy:
Using various means:  internet, supplemental reading, videos, threaded discussions, and writings, I will engage the student in a learning process meant to result in a practical application of the learned material.

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. Demonstrate approaches for measuring organizational effectiveness.
  2. Evaluate global strategic approaches and the application of various structural designs for global advantage.
  3. Discuss models of life cycle development stages.
  4. Understand the four  types of change and the models that help one to understand how to manage those types of change.
  5. Examine barriers to change and select implementation techniques which managers can use to overcome resistance.
  6. Demonstrate how power is used to attain organizational goals.
  7. Evaluate tactics managers can use to enhance collaboration.
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:
 

· Discussion Questions:  To earn the full twenty (20) points, you must answer all parts of each question and your answers must be submitted by the due date.  One or two sentence answers will not earn the full 20 points.

· Summary Questions:  To earn the full five points (5), you must answer each question and your answers must be submitted by the due date.

· Weekly Reports:  To earn the full fifty (50) points, all report criteria must be met for that specific week and submitted by the due date.  Also, all reports must be a minimum of 700 words in length, double-spaced, with font no larger or smaller than 12 pt.  Up to 20 points will be deducted for mistakes in English, spelling, punctuation, etc.  The Week 7 Report will be a case analyis worth 200 points.  This report is a Core Assessment.  This report will be a minimum of 2000 words in length, double-spaced, with font no larger or smaller than 12 pt.  Up to 50 points will be deducted for mistakes in English, spelling, punctuation, etc.

· Proctored Comprehensive Final Exam -- This will be a multiple choice exam within a specified time limit.  It will be worth 300 points.   This exam will be closed book, closed note and not a take home exam. 

Grading:
 

A =

 900 - 1000 points

B =

 800 - 899 points

C = 

 700 - 799 points

D =

 600 - 699 points

F =

 < 600 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 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.

Late Submission of Course Materials:
 

You may turn in the Week 1 assignments at anytime during the term with no late penalty. Beginning with Week 2, the following policy will be in effect for late assignments: One day late: 10% of the total possible points will be deducted. For example, if the assignment is worth 50 points and it is one day late, 5 points will be deducted from the final point total. Two days late: 30% of the total possible points will be deducted. For example, if the assignment is worth 50 points, and it is two days late, 15 points will be deducted from the final point total. Three days late: 50% of the total possible points will be deducted. For example, if the assignment is worth 50 points, and it is three days late, 25 points will be deducted from the final point total. More than three days late: No points for that assignment.   All assignments are due by midnight, Eastern Standard Time, on the due date.  I must have all assignments, to include your proctored exam, by the last day of the term. Any assignment received after the last day of the term, will not be graded and will earn zero (0) points. There will be no exceptions to this policy. There are no extra-credit or makeup assignments.

Classroom Rules of Conduct:
I expect all students to conduct themselves as if they were in a traditional classroom.  This means being professional and courteous in your dealings with the facilitator and your fellow classmates.

Course Topic/Dates/Assignments:
 

Weekly Topics



Discussion Questions
Wednesday of each week
 
(20 pts/wk = 160 pts (16%)

 

 

 

Summary Questions
Sunday of each week

5 pts/week = 40 pts ( 4%)

Reports
Sunday of each week

50 pts/week = 300 pts (30%)

Week 1: Organizations and Organization Theory  

 X

               X      

 X

Week 2: Structure and Design

 X

  X

 X

Week 3: The External Environment/Interorganizational Relationships

 X

X

  X 

Week 4: Organizations in the International Environment/Manufacturing and Service Technologies

X

X

X

Week 5: Information Technology and Control/Organization Size, Life Cycle, and Decline

X

X

X

Week 6: Culture and Ethics/Innovation and Change

X

X

X

Week 7: Decision-Making Processes

 X

X

 X

Week 8: Conflict, Power, and Politics

 X

X

 

Case Analysis - Core Assessment              200 points (20%)                 Sunday of Week 7
 
Final Exam - 300 points (30%)  Anytime during Week 8

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 students and faculty members are encouraged to take advantage of the University resources available for learning about academic honesty (www.park.edu/current or http://www.park.edu/faculty/).from Park University 2011-2012 Undergraduate Catalog Page 95-96
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. from Park University 2011-2012 Undergraduate Catalog Page 95

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  3. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  6. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.
ONLINE NOTE: Students must participate in an academically related activity on a weekly basis in order to be marked present in an online class. Examples of academically-related activities include but are not limited to: contributing to an online discussion, completing a quiz or exam, completing an assignment, initiating contact with a faculty member to ask a course related question, or using any of the learning management system tools.

Park University 2011-2012 Undergraduate Catalog Page 98

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: http://www.park.edu/disability .

Additional Information:



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:7/15/2012 6:03:18 PM