BA U1 Course Syllabus School of Management The University of Texas at Dallas

Transcription

1 Course Information Course Number/Section BA U1 Course Title Organization Behavior Term and Dates Summer 2012 BA U1 Course Syllabus School of Management The University of Texas at Dallas Professor Contact Information Instructor: Agnieszka Skuza Office: SOM Tel. (972) Office hours: Thursdays, 5:00-6:00; or by appointment Course Description This course concentrates on the major dimensions of organizational behavior: fundamentals of organizational behavior, knowledge management, learning process, cultural differences in management styles, factors influencing individual behavior and motivations, perceptual process, personal versus organizational values and emotional intelligence at work. The course gives basic knowledge on team dynamics, group work, internal communication, organizational conflict and negotiations, organizational culture as well as organizational change and development. Students will also learn what leadership is and how important it is in managing people. Student Learning Objectives/Outcomes Upon finishing this course, students are expected to recognize and understand the following course objectives: 1. Describe team processes and explain the characteristics associated with effective team performance. 2. Apply ethical and value-related issues as they relate to human behavior in organizations to making ethical and responsible decisions. 3. Explain and apply major theoretical and scholarly approaches, empirical findings, and historical trends in Organizational Behavior. 4. Explain how diversity and multiculturalism affects the workplace environment and develop some strategies to bridge differences to capitalize on the benefits of multiculturalism. 5. Explain and apply the multicultural aspects and international dimensions of the societies and world in which we live and be familiar with knowledge and methods necessary to deal with related problems. Assignments Project Presentation and Report Format: Each group of students will be expected to prepare one major group case presentation. The presentation will be accompanied by a 5-7 page (double space, font 12 Times New Roman) research report. Each group will submit the final written report to the instructor on the day of the presentation. Case should also be Course Syllabus Page 1

2 outlined and given to the whole class before the presentation. The outline should be one page in length and should include: the title of the class, the main problem of the case, alternatives for solving the problem, and a concluding statement. Work is expected to be divided among members of the group. During presentation, all group members should participate equally to obtain full credit for the assignment. The whole presentation should take 30 minutes and must not exceed 40 minutes (presentations longer then that will have to be stopped). Team performance will be graded on the base of quality of presentation, and effectiveness as a team. Reading the presented materials is not recommended and might negatively influence credit for the presentation. Students are expected to identify the main theme of the case, apply appropriate research method and chose the best solution of all possible available alternatives. The form of report and presentation should include: - Situation background (if the case is based on a real company, a company background is necessary - conduct additional Internet research and provide company overview); - Problem presentation most important issues ask yourself which ones are worth attention. - Solutions presentation, different alternatives evaluation; - Recommendation, the best solution presentation. Case report will be graded on the basis of methods of analysis, form of presentation, depth of research study and references (at least 5 references are expected from refereed journals - prime business, economic and international journals). Required Textbook Textbook: Steven McShane, Mary A. Von Glinow, Organizational Behavior, 6th Ed., McGraw Hill, 2013 Recommended Readings: Bartlett and S. Ghoshal, What Is a Global Manager?, C.A. Harvard Business Review, August 2003 Daniel Goleman, Leadership That Gets Results, HBR, March-April 2000, and HBR on What makes a Leader, HBS Press, Boston 2001 Frederick Herzberg, How do you motivate employees, HBR, January 2003 Harry Levinson, Management by whose objectives, HBR January 2003 Anthony J. Rucci, Steven P. Kirii, and Richard T. Quinn, The employee - customer profit chain at Sears, HBR, January-February 1998 Peter M. Senge, Team learning, The McKinsey Quarterly, Number 2/ 1991 Chris Brown and Stephen Markham, Innovation learning at BP, Industrial Research Institute, May-June 2007 Course Syllabus Page 2

3 Course Schedule DATE June 4 June 11 June 18 COURSE CONTENT Introduction to The Field of Organizational Behavior (Ch.1.) The Field of Organizational Behavior Organizational Behavior Trends The Five Anchors of Organizational Behavior The Multidisciplinary Anchor Individual Behavior, Values, and Perception (Ch.2.) MARS Model of Individual Behavior and Results Types of Individual Behavior in Organizations Task Performance Values in the Workplace Values across Cultures Personality in Organizations Perception and Learning in Organizations (Ch.3.) The Perceptual Process Social Identity Theory Stereotyping in Organizational Settings Attribution Theory Self-Fulfilling Prophecy Improving Perception Case Study 2.1. Case Study 2.2. June 25 Workplace Emotions and Attitudes (Ch.4.) Emotions in the Workplace Managing Emotions at Work Emotional Intelligence Job Satisfaction Organizational Commitment Work-Related Stress Case study 3.1. Case study 4.2. July 2 July 9 July 16 MIDTERM (Ch.1-4) Foundations of Employee Motivation (Ch.5 and Ch.6) Motivating Employees Needs, Drives, and Employee Motivation Expectancy Theory Model Goal Setting and Feedback Financial Reward Practices Job Design Practices Empowerment Practices Case study 7 from Additional cases Case study 5.2. Decision Making and Creativity (Ch.7) Course Syllabus Page 3

4 Rational Choice Paradigm of Decision Making Identifying Problems and Opportunities Evaluating and Choosing Alternatives Evaluating Decision Outcomes Employee Involvement in Decision Making Creativity Case study 7.1. Case study 7.2. July 23 Foundations of Team Dynamics (Ch.8) Teams and Groups A Model of Team Effectiveness Organizational and Team Environment Team Design Features Team Processes Self-Directed Work Teams Virtual Teams Case study 8.1. Case study 8.2. July 30 Communicating in Teams and Organizations (Ch.9) A Model of Communication Communication Channels Improving Interpersonal Communication Communicating through the Grapevine Case study 9.1. Case study 9.2. August 6 Leadership in Organizational Settings (Ch.12) What Is Leadership? Perspectives of Leadership Competency Perspective of Leadership Behavioral Perspective of Leadership Contingency Perspective of Leadership Path-Goal Theory of Leadership Transformational Perspective of Leadership Case study Case study August 13 FINAL (Ch. 5,6,7,8,9,12) Grading Policy Course Syllabus Page 4

5 Final Grade Calculation will be as follows (percent of total points): 97 and above A A A B B B C C D D D- anything below 60%, is a grade of F Grade evaluation mix Midterm Exam 30% Final Exam 40% Team Project 30% (15%-presentation; 15% - report) Course & Instructor Policies No late assignments are accepted and no late tests, and examinations are offered. The above restrictions may be waived under special situations; nevertheless, the maximum grade for late assignments, tests and examinations will be only 80% of the respective possible grades. Students must bring textbook to each class. Policies on Make-up Exams and Late Work Make-up exams Make-up exams are allowed only if the situation was extraordinary. A student who takes a make-up exam will earn a maximum of 80% of a perfect grade. Late Work Not accepted unless there is any special situation preventing a student from completing the work on time. UT Dallas Syllabus Policies and Procedures The information contained in the following link constitutes the University s policies and procedures segment of the course syllabus. Please go to for these policies. The descriptions and timelines contained in this syllabus are subject to change at the discretion of the Professor. Course Syllabus Page 5