SYLLABUS MGMT 3113: INTRODUCTION TO ORGANIZATIONAL ...

[Pages:14]SYLLABUS

MGMT 3113: INTRODUCTION TO ORGANIZATIONAL BEHAVIOR FALL 2018

Instructor:

Sukumar Debnath, Professor of Management

Section # and CRN: Office Location:

Office Phone: Email Address: Office Hours:

Mode of Instruction: Course Location: Class Days, Times: Catalog Description:

P02, 10841 Agriculture/Business Multipurpose Building Room # 354, PVAMU Main Campus (936) 261-9204 scdebnath@pvamu.edu PV Main Campus: M 1:30 PM - 2:00;

W 1:00 PM - 2:00 PM & 3:20 PM - 5 PM; F 2:00 PM - 5:00 PM. PV NWH Campus: M 5:30 PM- 6:00 PM & After Class. Via Online & Email: As needed Face to Face PVAMU Main Campus; Agri/Business Bldg., Room # 113 MW 2:00 PM ? 3:20 PM Credit 3 semester hours. Considers elements of several Management theories and the implications of individual and group behavior for organizational effectiveness. Topics include perception; learning; personality; group dynamics; norms; intergroup relations; motivation; conflict and change.

Prerequisites: Co-requisites: Required Texts: GREGORY

MGMT3103 None ORGANIZATIONAL BEHAVIOR BY RICKY GRIFFIN & MOORHEAD, NINTH EDITION, 2010, SOUTH-WESTERN. ISBN 978 0547 16733-6 (OR 0547 16733 4)

Recommended Texts:

Other Organizational Behavior Books Journal and Business Magazine Articles

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COURSE OVERVIEW:

Management involves getting things done through and with other people. Consequently, to be effective, managers must have a knowledge of the human behavior, its causes and its implications for the organization's success. Practical experience can provide this knowledge, but frequently knowledge generated in this way is incomplete, is not systematic, or is biased in that it represents only one's own perspective. Quality management education, however, provides for complete, systematic, and multiple perspectives on the management process.

The course--Introduction to Organizational Behavior-- is the initial undergraduate course that addresses human behavior in work settings. It attempts to expose students to the concepts and theories as well as recent research work in this area. Students should be able to: better understand individual, interpersonal, and group behavior; causes underlying such behavior; and managing them in an effective way to achieve organizational objectives.

Student Learning Outcomes:

Upon successful completion of this course, Program Learning Core

students will be able to:

Outcome #

Curriculum

Alignment

Outcome

Alignment

1 Understand the link between organizational BBA 1

CT

behavior and the management process.

2 Understand and analyze how perception affect BBA 1

CT

behavior in organizations.

3 Develop an understanding of various need-

BBA 1

CT

based and process-based motivational theories

and how they can be used to motivate

employees.

4 Identify approaches to job design and their role BBA 1

CT

in employee motivation.

5 Understand what is organizational

BBA 1

COM

communication and how to improve it.

BBA 4

CT

6 Develop insights regarding group dynamics BBA 1

CT

and how they influence group performance in

organizations.

7 Compare and contrast various approaches to BBA 1

CT

leadership as a framework to influence

subordinate behavior.

8 Identify and understand various sources/bases BBA 1

CT

of leader power.

9 Analyze a mini-case(s) or discuss an essay

BBA 1

COM

question(s) related to an above mentioned

BBA 4

CT

objective(s).

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MAJOR COURSE REQUIREMENTS AND METHODS OF DETERMINING FINAL COURSE GRADE

This course will utilize the following instruments to determine student grades and proficiency of the learning outcomes for the course.

Evaluation Methods

Allocation of points:

Two tests @200

400

Final exam

300

Quizzes 4@25

100

Research paper & presentation

50

Participation (case discussion, Experiential exercises,

in-class activities, quizzes 50

Total --------------------------------------------900

Grade distribution A: 90% & over B: 80-89.9% C: 70-79.9% D: 60-69.9%

COURSE PROCEDURES

In addition to the lecture/discussion format, this course involves the following:

1. Research using online academic database: You will have an individual assignment (to be given in the class) to collect one article, which should be related to your assigned topic/chapter. You would need to ensure that no one else, assigned the same topic, is using the same article. In other words, the same article must not be submitted or presented by more than one student. ? You are to submit one page typed (single space) summary for the article along with the articles collected, and present them in the class (to be scheduled). The presentation format will be provided in the class. ? The articles must be selected from the University (library) online journal database; otherwise, you will be penalized. ? Each article collected should have at least three pages of text (tables, picture, etc., excluded). ? Articles should be collected from business journal or magazine, and newspaper material or business news are not acceptable. ? The summary should be followed by copy of the article.(in submission) ? You are to cite the reference of the article at the top of the summary page (i.e.,

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name of author(s), title of the article, name of the journal with the volume and page numbers, etc.). ? The submission must be properly secured together using a folder or binder clip; otherwise, penalty will be imposed. ? Any late submission will be penalized by a 50% reduction in the grade given on the paper Further information on the assignments will be provided in the class.

PRESENTATION GUIDELINES: The presentation will be due in order of the names listed on a particular date as per the assignment (to be given). Any delay will reduce your time available for presentation. The following are some guidelines:

1. You will have 6-7 minutes to present. 2. You should have 5-7 powerpoint slides. 3. Be sure to cite the name of the presenter, the topic, and the reference

related to the article on first slide during the presentation of article. 4. Major highlights (content) of the article must be cited in the slides in

the form of phrases or anchor points. 5. Slides containing barely little information (say, a sentence or two) will

be given a reduced grade. 6. You also are required to submit a copy of powerpoint slides prior to

your presentation. 7. The font size must be large enough to be legible from the last row of

the class. 8. You may use notes but reading out must be avoided. The delivery

must indicate that you have command over the material that you are presenting. 9. You should have good voice projection and eye contact with the audience.

PENALTY: For failing to make the presentation on time will cost you 15/50 points on the assignment.

2. Examinations. You will be given two exams during the semester and a final exam. The exams will be based on the material covered in the class and involve mostly multiple choice questions. There may be essay questions as well.

3. Quizzes. There will be four quizzes given over the semester, which will be announced or unannounced. You must bring your textbook to the class as any of the quizzes may be open book and you will not be able to answer the questions without the book. You will not be allowed to borrow book from your peers.

4. For participation grades, you are required to participate in the experiential exercises, case discussions, and other class room activities. Homework involving cases and exercises will be

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announced one meeting ahead and will be graded. Surprise quizzes may be given at the beginning of a class meeting.

COURSE OUTLINE, TENTATIVE CALENDAR, AND ASSIGNMENTS

MEETING DATES:

AUGUST: 27, 29 SEPTEMBER: 5, 10, 12, 17, 19, 24, 26 OCTOBER: 1, 3, 8, 10,15, 17, 22, 24, 29, 31 NOVEMBER: 5, 7,12, 14, 19, 21, 26, 28 DECEMBER: 3

IMPORTANT DATES (Please verify yourself):

September 3: Labor day holiday September 12: Last day to drop a course without record October 31: Late deadline to apply for Fall 2018 graduation November 2: Last day to withdraw from course with a grade of `W' December 3: Course review day

TENTATIVE SCHEDULE**

For detailed topics/issues to be covered under each chapter, review the segment following this. RESEARCH PRESENTATION WILL BE SCHEDULED TO START TOWARD THE BEGINNING OF THE SEMESTER AND CONTINUE OVER THE DURATION OF THE SEMESTER.

MODULE 1: AUGUST 27 ? OCTOBER 8

Ch. 1: An overview of organizational behavior (OB)

Ch. 3: Foundations of individual behavior Experiential exercises: Testing self-perception and small group sharing--Handout Better Look Twice (perception about pictures) --Handout Stereotypes and attitudes ? Handout Assessing your locus of control, p. 78

Ch. 4: Motivation in organizations

Experiential exercises: Individual motives and behavior--The Money Auction (Handout) The McDonald $75 million scrabble game (Handout) Assessing your equity sensitivity, p. 114

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Mini-case: Equity motivates employees at American Flatbread, p. 112

OCTOBER 8: TEST I--CHAPTERS 1, 3, 4

(TENTATIVE DATE)

MODULE 2: OCTOBER 10 ? NOVEMBER 7

CHAPTER 5: Motivating employee performance through work

Mini-case: Flexible work arrangements at Hewlett-Packard, p. 133 Experiential exercises: The job characteristics inventory, p. 186

Analyze a course using the Job Characteristics theory

CHAPTER 9: Foundations of interpersonal and group behavior

Experiential exercise: Individual and group exercise--Lost at sea (Handout) Experiential exercise on conflict resolution: Prisoners' dilemma exercise (Handout) Mini-case: Effective group decisions at the Denver Broncos, p. 246

CHAPTER 11: Communications in organizations

Mini-case: With smart communications, Facebook courts business users, p. 301 Experiential exercise: Diagnosing your listening skills, p. 303

NOVEMBER 7: TEST II--CHAPTERS 5, 9, 11 (TENTATIVE DATE)

MODULE 3: NOVEMBER 12 ? DECEMBER 3

CHAPTER 12: Traditional models for understanding leadership

Mini-case: The "Reality-Distortion Field" of Steve Jobs, p. 327 Exercise on Leadership Orientation: LPC Scale

CHAPTER 13: Contemporary views of leadership in organizations

Mini-case: The transformational leadership of Ratan Tata, p. 348 Experiential exercise: Are you a charismatic leader? p. 350

CHAPTER 14: Power, politics, and organizational justice Mini-case: Justice for Wal-Mart's workers, p. 376 Experiential exercise: Assessing organizational justice where you work, p. 378

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CHAPTER 15: Conflict and negotiation in organizations Mini-case: Culture conflict at Kia and Hyundai, p. 398

Course Review Day: DECEMBER 3

FINAL EXAM--COMPREHENSIVE TO BE ANNOUNCED

**THE SYLLABUS IS TENTATIVE AND SUBJECT TO MODIFICATIONS OR CHANGES.

DETAILED LECTURE TOPICS FROM EACH CHAPTER

You can consider yourself sufficiently familiar with the material covered in the assigned textbook to perform well on the examinations if you have a clear understanding of the topics listed under each chapter and are able to explain them.

CHAPTER 1: An overview of organizational behavior (OB)

The meaning and importance of OB, OB and the management process, OB and the manager's job (basic managerial roles, critical managerial skills), characteristics of the field, basic concepts in the OB field, systems perspective, situational perspectives (universal and situational approach)

CHAPTER 3: Foundations of individual behavior

Psychological contract, person-job fit, individual differences, 'big five" personality traits, locus of control, self-efficacy, authoritarianism, Machiavellianism, risk propensity, self-esteem, attitude structure--three components of attitude, cognitive dissonance, key work related attitudes, perception, basic perceptual process, perception and attribution, types of work place behavior

CHAPTER 4: Motivation in organizations

The definition & importance of motivation, motivational framework, historical perspectives on motivation (traditional, human relations, & human resource approaches), need-based perspectives on motivation, the hierarchy of needs theory, Alderfer's ERG theory, the Dualstructure theory, other needs (achievement, affiliation, power), process-based perspectives on motivation, the equity theory, the expectancy theory, the Porter-Lawler model, learning-based perspectives, how learning occurs--classical conditioning and reinforcement theory/operant conditioning, types of reinforcement, schedules of reinforcement, behavior modification in organizations--steps in OB Modification, ethics of OB Mod.

CHAPTER 5: Motivating employee performance through work Motivation and employee performance, work design in organizations (job specialization, job rotation, job enlargement, job enrichment); the job characteristics theory; participation and

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empowerment; flexible work arrangements--variable and flexible work schedules, job sharing, telecommuting.

CHAPTER 9: Foundations of interpersonal and group behavior

Definition and nature of a group, types of groups (formal & informal groups), stages of group development, group performance factors (composition, size, norm, cohesiveness), group decision making in organizations (group polarization, groupthink, participation, group problem solving)

CHAPTER 11: Communications in organizations

The nature of communication (purposes and methods of communication, communication across cultures); the communication process; communication networks-small group networks; organizational communication networks--roles (gatekeeper, liaison, etc.); improving communication process; improving organizational factors in communication, communication fidelity.

CHAPTER 12: Traditional models for understanding leadership

Definition/meaning of leadership, leadership versus management, trait approaches to leadership, behavioral approaches to leadership (the Michigan studies, the Ohio state studies, the Leadership grid), leadership continuum, the LPC theory of leadership, the Path-goal theory

CHAPTER 13: Contemporary views of leadership in organizations

Contemporary situational theories (the leader-member exchange model, the Hersey & Blanchard model), leadership through the eyes of followers (transformational leadership, charismatic leadership, attribution and leadership), leadership substitutes, leadership neutralizers, leader as coaches, virtual leadership

CHAPTER 14: Power, politics, and organizational justice

Influence in organizations, impression management, nature of power, types/bases of power, position versus personal power, politics and political behavior, the model of ethical political behavior, managing political behavior--reasons and techniques of political behavior, limiting the effects of political behavior, organizational justice (distributive, procedural, interpersonal, & informational justice)

CHAPTER 15: Conflict and negotiation in organizations

The nature and forms of conflict in organizations, causes of conflict, reactions to conflict, managing conflict (stimulating conflict, conflict resolution, using structure and interpersonal techniques to manage conflict), negotiation in organizations--approaches to negotiation & winwin negotiation.

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