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MG 440 Complex Organizations
Gresdo, Dennis J.


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

S1F 2013 MY

Faculty

Gresdo, Dennis J.

Title

Assistant Professor for Marketing and Management

Degrees/Certificates

BS, University of Nebraska: Business, Economics
MA, University of California: International Relations
MA, Central Michigan: Management and Supervision

Office Location

Ed. Center, Park University Classroom, Fort Myer, Virginia

Office Hours

Monday,1:00 - 5:00 PM or by Appointment

Daytime Phone

(H) 703-440-5962

Other Phone

(C) 703-470-8779

E-Mail

dennis.gresdo@park.edu

gresdod@aol.com

Semester Dates

14 January - 10 March 2013

Class Days

Monday

Class Time

5:00 - 10:20 PM

Prerequisites

MG 352 and MG 365

Credit Hours

3


Textbook:
 

Title:Organization Theory and Design
Edition:11th ed.
Author: Richard L. Daft 
ISBN:  9781111221294
Publisher:South-Western Publishing Co.
 

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

Additional Resources:

 
 - The Wall Street Journal
 
- Business Week
 
- Forbes
 
 - Current Daily Newspapers

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

Educational Philosophy:
The facilitator's educational philosophy is one of interactiveness based on lectures, Using various means:  internet, supplemental reading, videos, threaded discussions, 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.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. 1. Explain characteristics of organizations and organizations as systems.
  2. 2. Illustrate an understanding of organization theory and its value in becoming better managers in a rapidly changing world.
  3. 3. Demonstrate approaches for measuring organizational effectiveness.
  4. 4.  Differentiate between strategies for grouping organizational activities into functional, divisional, matrix, horizontal, or hybrid structures.
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:

2 Quizzes: Both announced and unannounced quizzes on core course material will be administered. Mid-Term and Final Exams. Students will complete two examinations. Business Case Analysis/Presentation: A topic is to be chosen, research material gathered, and a paper formulated. Research material should be information gathered from, but not limited to, academic journals. A minimum of three academic references must be used and cited. Use your textbook as reference to chose an appropriate business analysis topic. Your topic must be approved by the instructor. The body of paper should be 6-8 pages in length. You must use APA 5th Edition or the current version of MLA for your foematting. The paper will be considered in the grading (Spelling, punctuation, grammar and clarity) of this analysis and presentation. A minimum of three academic reference sources, in addition to the text, should be used.
 
 
The final course grade will be determined by the following measurements:
 
Mid-term Examination                   20% or 200 points
Final Examination                          20% or 200 points
Business Case Analysis                 20% or 200 points
Business Case Presentation           20% or 200 pointts
Quizs                                           15% or 150 points
Class Participation                        5% or   50 points
                                                  100% or 1000points

Grading:
 

A =

 900-1000 points

B =

 800-899  points

C = 

 700-799  points

D =

 600-699  points

F =

 < 599     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:
  All course work must be submitted on the date indicated in the syllabus, to include examinations. Late submissions will be handled on a case by case basis, along with associated penalties. Suspense dates are those listed in the syllabus or otherwise discussed within the classroom.

Classroom Rules of Conduct:

Academic dishonesty will result in immediate release from the class and a failing grade. Students are expected to attend all classes on time and be prepared to be an active participant in the class. Student participation will be reflected in the student's final grade. Attendance will be recorded at each class meeting. It is the student's responsibility to notify the instructor of any expected absence(s), and to arrange with the instructor to make-up any missed assignments. If an unanticipated absence should occur students are encouraged to contact the instructor at either of the telephone numbers listed on the first page of this syllabus. Students will at the very least be required to place their cell phones on vibrate. I understand that many of you may need to answer a call please exit class before answering. If you need to leave class early for any reason and it is during thelecture, please wait for the break so that you don't disturb or interrupt the class.

Course Topic/Dates/Assignments:

 Week 1. Read (prior to class session) Chapter 1, and 2; In-Class Lecture / Discussion; and Assignment of Course Assessment Paper / Presentation.
Week 2. Read (prior to class session) Chapters 3, 4, and 5; and In-Class Lecture / Discussion.
Week 3. Read (prior to class) Chapters 6, 7 and 8; In-Class Lecture / Disscussion; and Mid-term Exam Review.
Week 4 Mid-term Exam; Read (prior to class) Chapter 9. Lecture / Discussion/
Week 5. Read (prior to class) Chapters 10, 11 and 12,In-Class Lecture / Discussion.
Week 6. Read (prior to class) Chapters 13, In-Class Lecture / Discussion. Course Assesment Presentation.
Week 7 Course Assement Presentation, Course Assesment Papers Due;  Final-Exam. Review.
Week 8. Final Exam - Critiques;and End of Course Critique.

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.

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 .



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:12/14/2012 8:30:00 AM