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MGMT 341-071: Organizational Behavior and Interpersonal Skills Course Objectives
The objectives of the course are to develop your knowledge and skills in the application of behavioral science concepts and principles to
individual, group and organizational level issues in organizations, particularly business organizations. These behavioral science concepts and principles form the field of Organizational Behavior.
Course Orientation Organizational Behavior builds on concepts and principles of several disciplines, primarily psychology, sociology and social psychology, and new concepts and principles are introduced in this
course. These are important foundations for understanding the behavior of individuals and groups in organizations. The orientation in this course, however, is on the applied and practical: how you can
use these concepts and principles to manage better. This has two important implications: (1) you must understand fully the conceptual material so that you can apply it to situations (understanding and good
application are inseparable) and (2) you must be an active participant in the class activities designed to build your behavioral and interpersonal skills necessary for effective management.
Course Text and Materials Text: Organizational Behavior: Foundations, Realities and Challenges, 3rd Edition, Debra Nelson and James Quick, South-Western College Publishing, 2000.
Supplemental material: cases, articles, and exercises as supplied by instructor Course Requirements and Performance Evaluations Performance evaluations will be based on the following requirements:
1. Class Contribution
(25% of course grade): This is the single largest component of your performance evaluation. In order to make the class more stimulating and interesting for you and for me, a good deal of in-class activity will take place: discussions, group exercises, short individual presentations, simulations, role plays, case analyses, brief group presentations, and the like. You are expected to be an
active contributing participant in these activities. What this means is:
My evaluation of your performance in these areas will be based on two sources: (1) my assessment of what you have contributed to the class and (2) your team members' evaluations of your contribution to the team activities. At mid-semester, I will share with each of you my assessment of your performance to date. This gives you ample opportunity to improve, if necessary. Clearly, this is an imperfect process, but probably not much more imperfect than other forms of performance appraisal used in business. In fact, multiple and peer sources are commonly used in performance appraisals in many leading companies (often called "360-degree appraisals"). I am systematic in recording my judgments of your class contribution soon after each class session.
2. Two Individual Mini-case Analyses (5% and 10%, respectively, of course grade): Analysis is the foundation of successful managerial action. Mini-cases will be assigned at two points in the semester. They will be designed to allow you to synthesize material we are covering in the course, analyze a real-world situation using course concepts, and suggest logically-derived managerial actions to address the issues in the case. Requirements for the write-ups of the case analysis will be provided and discussed early in the course. This first mini-case counts less since it is an opportunity to hone your case analysis skills.
3. Group Case Analysis (20% of course grade): Your work team also will be assigned a case to analyze and write up. The case will be assigned early in the semester so that you can apply insights gained as we go through the course material. The team case is a vehicle for you to grapple with appropriate team roles and processes that enable you to produce a high-quality outcome from the talents of many people and to create shared accountability for the group's effort -- both characteristic of group assignments in the business world. A brief team presentation of the analysis and recommendations is required.
4. Midterm and Final Exam
(each 10% of course grade): The exams are intended to test your knowledge of the concepts from the readings and lectures as well as your ability to apply these concepts to real organizational issues. The exams will consist of short essays and analysis of "mini cases."
5. Writing Assignments/Reading Quizzes
(10% of course grade): It is imperative that you read for comprehension the assigned material prior to class. Periodically, there will be short quizzes or writing assignments focused on the material to be read for a particular class period. Some writing assignments will be assigned to do prior to coming to class; some will be done in class. In-class quizzes and in-class writing assignments will be unannounced beforehand.
6. Formal Oral Presentation (10% of course grade): Each student is responsible for a brief (5-10 minute) formal presentation on a topic related to the substance of the course. Students will (1) select a contemporary topic in organizational behavior from the popular and academic business literature, (2) tie the material to the text and two other reference sources, and (3) present a summary and analysis of the topic to the class. Students also will be responsible for, and evaluated on, getting the class involved in some form of participation related to the presentation topic. Details of the assignment, the schedule of presentations and evaluation criteria will be discussed early in class.
Writing and Fatal Error Policy Formal written work in this course is expected to conform
to professional business standards. In-class opportunities for peer review of your cases will be provided. I will be happy to read and give you feedback on any drafts of team or individual cases if you
provide them to me at least two weeks before the cases are due. As business students, you must practice professional standards of writing. To this end, all written assignments done out of class must meet
minimal standards to be acceptable. These are minimal standards and address such things as spelling, punctuation, format and basic grammar. Mistakes of this sort make readers question your basic competence
and have negative consequences for career advancement. The following "fatal error policy" will be used in this course. The term fatal errors
refers to technical errors in language and errors of form. Specifically, fatal errors include the following:
1) Misspelled words 2) Sentence fragments 3) Run-on sentences and comma splices 4) Mistakes in capitalization 5) Errors in punctuation
6) Errors in verb tense or subject/verb agreement 7) Improper citation/references 8) Lack of consistency in format
One way of avoiding some of these errors is to pay careful attention to what you write. Another way is to use spelling and grammar software (available in our computer and writing labs); these programs will
detect some kinds of fatal errors, but not others. Another way is to make sure you have someone else help proof your document (your team members can help here). Another way is to write a draft then edit it
into a final product well before it is due; this allows you to do a careful final check. Another way is to take advantage of the assistance available in the Writing Lab. In the end, you
are responsible for producing a document that meets acceptable standards of writing. These minimal standards are quite reasonable for university-level work. Cases or writing assignments with more than
three fatal errors on any one page or ten or more in the entire document are unacceptable and will result in a failing grade on the assignment. Communicating with others is one of the critical
components of managerial effectiveness. I am convinced that it is even more important to your career success than are intellectual development, hard work, or technical knowledge. Let's take it seriously in
this class.
Tentative Course Outline (subject to change as we monitor our progress)
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