DATETOPIC FOR LECTURE/DISCUSSION/CASES READING



THE UNIVERSITY OF NORTH CAROLINA AT GREENSBOROThe Bryan School of Business and EconomicsDepartment of Business AdministrationMGT 312.02: ORGANIZATIONAL BEHAVIOROffice: 364 B & EWilliam L. Tullar Tel: 334-4526Fall Semester 2010 e mail: wltullar.uncg.edu COURSE OBJECTIVES: To provide students with some fundamental understanding of international, ethical, political, environmental, technological, and demographic issues of human behavior in work organizations.CATALOG DESCRIPTION: Businesses as a generic class of organization. Relation of individual worker and manager to the organization and its impact on them. Formal and informal groups. Management from a behavioral point of view. Stability and change within business organizations.PREREQUISITES for MGT 312:Students enrolled in MGT 312 must have achieved at least sophomore standing at the beginning of the semester in which you take MGT 312 and a minimum GPA of 2.0. Any student who does not meet this requirement will be administratively dropped from the course.NOTE: If you are a Bryan School major, you will be tested on the material we cover in MGT 312 in a comprehensive written examination in MGT 491. Your score on this exam will comprise a part of your grade for MGT 491. It is recommended that, at a minimum, you retain your notes for MGT 312 for review in preparation for the comprehensive exam in MGT 491.MGT 312 COURSE OBJECTIVES:?At the end of this course, you should be knowledgeable about major concepts and theories of Organizational Behavior. The learning outcomes for this course are the following: ?Explain the value dimensions of assessing national cultures using Hofstede's model.? Give specific examples of how to manage a more heterogeneous in terms of gender, race,?ethnicity, and age.? Identify?the stages of group development and explain the?managerial responses appropriate to each stage.??Demonstrate an understanding of interpersonal awareness by explaining?different styles of conflict resolution and negotiation techniques.??Provide an example of an ethical issue pertinent to organizations today.? Predict how perception and attribution affect the decision making process. Explain and give examples of how personality, values and motivation affect employees’ performance. Identify and explain the dimensions of organizational structure and culture and the steps of organizational change.Required TextbookOrganizational Behavior, 8th edition. Kreitner, Robert & Kinicki, Angelo. McGraw-Hill/Irwin. The book is available in the UNCG Bookstore, ISBN 0078187907. General Description of Course ActivitiesDISCUSSION FORUMS. Students will be divided into virtual small groups so they can discuss cases from the text and movie segments. The online discussions will be a threaded discussion on the Discussion Forum section of blackboard. Students do not have to be logged on at the same time, thus this is an asynchronous exercise. You will be graded on the extent to which you use OB concepts in your posts. Quality and quantity of comments for each student will be evaluated. Discussions cannot be ‘made up’ so watch carefully for window times and do not miss out on an enriching part of this course.QUIZZES. Each class will begin with a short quiz. In the schedule below you will find all the quiz questions. Study all of them. At the beginning of the class, I will choose one of the questions. You will then answer the question (closed book, of course). NO QUIZ MAKEUPS WILL BE GIVEN. I will drop your two lowest quiz grades. If you are absent for illness or any other reason, you cannot make up a quiz, so please save your two free quizzes for as long as you can. If you come in late to class after the quizzes have been taken up, you may not make up the quiz at that point.EXAMS. Before the midterm and the final exam I will give you a review sheet detailing all the terms & concepts that you are responsible for. Exams will consist of two types of questions: Multiple choice and True/False/Correct. True/False/Correct questions are essay questions. This means you must provide a short answer (three or four sentences) explain why you have answered true or false.PERFORMANCE EVALUATION: Mid-term Exam . . . . . . . . . . . . . . . 15% Final Exam . . . . . . . . . . . . . . . . . . 25% Case Discussions . . . . . . . . . . . . . 20%Daily Quizzes . . . . . . . . . . . . . . . . 30%Class Participation . . . . . . . . . . . .10%GRADING POLICYGrading Scale:A+ 97-100B+ 87-89.99C+ 77-79.99D+ 67-69.99F below 60A 94-96.99B 84-86.99C 74-76.99D 64-66.99?A- 90-93.99B- 80-83.99C- 70-73.99D- 60-63.99? MANNERS: A brief word about etiquette in the classroom. I am appalled when students read the newspaper, surf the web, or do their homework during a class. I do not waste class time covering topics which you can just as easily read in the text book. Of course, I am always willing to answer questions on the text, but the class is a different learning format than reading. I intend to use every minute of every class to try to teach. I put a lot of time into preparing for these classes. You have a choice. There are other sections. If you insist on paying attention to other things during class time, please choose another 312 section.I also object to students leaving during class. It is disruptive to me and to other students. If there really is a legitimate reason for you to leave in the middle of class, please TELL ME BEFORE THE CLASS STARTS. Then when you do sit down, please sit in the back row where you can leave with a minimum of disturbance. If you leave without telling me before the class begins, I WILL ASSUME YOU HAVE NO PLANS TO COME BACK, AND YOU WILL BE DROPPED FROM THE ROLL. BEST CASE: YOU WILL LOSE A FULL LETTER GRADE ON YOUR FINAL GRADE. YOU MAY THINK I DON’T KNOW WHO YOU ARE OR THAT I DON’T SEE YOU. I KEEP A SEATING CHART. I KNOW WHO LEAVES DURING CLASS. IF YOU DO THIS, BE PREPARED TO SUFFER THE CONSEQUENCES.ATTENDANCE AND PARTICIPATION: This course is preparation for a business career. I don't know of any business organization which is casual about the attendance and work of its employees. I'm not casual about it either. Your manager will never be indifferent as to whether you come to work in the morning, and for that reason I can't be indifferent as to whether you come to class. We have two meetings a week together for sixteen weeks. Make plans to be there for the classes. STUDENTS WHO MISS THEIR THIRD UNEXCUSED CLASS WILL BE DROPPED FROM THE ROLL WITHOUT NOTICE. IF IT IS PAST THE DROP DATE YOU WILL DROP WITH A “WF.”MGT 312.02 SCHEDULEDATETOPIC FOR LECTURE/DISCUSSION/CASES READING1/11What is OB? Chapter 1Contrast Theory X and Theory Y assumptions about employees.Explain the findings and the drawbacks of the Hawthorne Studies.Explain the four principles of TQMDistinguish between human capital and social capital.1/13Research MethodsLearning Module D Explain what a correlation coefficient is.Explain the difference between a field survey and a field experiment..Explain the relative advantages of field experiments and laboratory experiments.List and explain the five levels of analysis in OB. (See your ppt slides for this lecture)1/18Managing Diversity Chapter 2Identify and describe the four layers of diversityDefine affirmative action.Explain the positive and negative effects of diversity.1/20Organizational Culture and SocializationChapter 3Identify and describe the three layers of organizational culture.Explain the four functions of organizational culture.Describe the three phases of Feldman’s model of organizational socialization.Explain the Competing Values Framework.1/25International OBChapter 4 Define ethnocentrism and distinguish between high and low context cultures.Explain the concept of cultural intelligence.Distinguish between individualism and collectivism.Identify and define the four dimensions of the Hofstede Model for cross-cultural management.1/27Individual Differences (in class assessment)Chapter 5Define self-efficacy and explain where it comes from.Identify and define each of the five dimensions of the Big Five Personality model.Know the definition for any of the ten different kinds of intelligence.Explain the concept of emotional intelligence.2/1 Values, Attitudes, & Job Satisfaction Chapter 6Name and explain the 3 components of attitudes.Distinguish between job involvement and job satisfaction.Identify and define five causes of job satisfactionIdentify eight important correlates or consequences of job satisfaction.2/3Perception and AttributionChapter 7Explain the information processing model of perception.Explain the process of stereotype formation.Describe how a self fulfilling prophecy is created.Explain how causal attributions are formulated.2/8Motivation: Theory (pp. 229-234 deferred until 11/18)Chapter 8Distinguish between motivators and hygiene factorsExplain Expectancy pare and contrast Maslow’s, Alderfer’s, and McClelland’s need theories.2/10Motivation: ApplicationChapter 91. Distinguish between intrinsic and extrinsic rewards.Distinguish among positive and negative reinforcement, punishment, and extinction.Explain the differences between continuous and intermittent schedules of reinforcement and note the differences in effectiveness.2/15 Group DynamicsChapter 10List in correct order the five stages of group development.Distinguish between role conflict and role ambiguity.Explain the problem issues in mixed gender task groups.Define and differentiate between social loafing and free riding.2/17Work TeamsChapter 11Explain the difference between a work group and a work team.Define and describe four types of work teams.Explain how group cohesiveness affects team performanceDifferentiate between virtual teams and self-managed teams.2/22Midterm***********2/24Individual Decision-Makingpp. 335-351Compare the rational model of decision making with Simon’s normative model and the garbage can modelBe prepared to define each of the eight decision making biases.Explain the decision making styles model.3/1Group Decision-Makingpp. 352-362Explain the pros and cons of group decision makingContrast brainstorming, nominal group technique, and Delphi.Explain how computer aided decision making facilitates better group decision making3/3Conflict Chapter 13Distinguish between functional and dysfunctional conflict.List six antecedents of conflict and identify desired outcomes of conflict.Explain how to minimize cross-cultural conflictExplain how functional conflict can be facilitated.3/15NegotiationChapter 13Explain the significance of conflict triangles and alternative dispute resolution for third-party conflict intervention.Differentiate between distributive and integrative bargaining. 3/17Power and InfluenceChapter 15Explain the concept of mutuality of interest.Identify and define French and Raven’s five bases of power.Define the term empowerment and explain its degrees.Define organizational politics and explain what triggers political activity.3/22Leadership Chapter 16Differentiate among trait, behavioral, and contingency models of leadership.Differentiate among Laissez-faire, transactional and transformational leadership.Explain the LMX model of leadership.Describe and explain House’s Path-Goal Model of Leadership.3/24Leadership (in class exercise) Learning Module C3/29Organizational Communication Chapter 14. Contrast the communication styles of assertiveness, aggressiveness, and nonassertiveness.Discuss the primary sources of nonverbal communication.List and define the five dominant listening styles.3/31Organizational CommunicationChapter 14Describe the communication differences between men and women.Differentiate between formal and informal communication channels.Explain the contingency approach to media selection.4/5Organizational StructureChapter 17Differentiate between open and closed systems.Define the term learning organization.Differentiate between mechanistic and organic organizations4/7Organizational Designpp. 514-522Explain differentiation and integration.Discuss the effects that organizational size has on other relevant design variablesDiscuss the effects of centralization.Explain the contingency approach to organizational design.4/12Work Redesignpp. 229-234Explain the five core dimensions of the Job Characteristics Model.Explain the concept of motivating potentialDifferentiate among the motivational, ergonomic(biological), mechanistic, and perceptual-motor approach4/14Organizational Effectiveness pp. 508-513 List four different measures of organizational effectiveness.Give a brief definition of sustainability and explain how organizational decline takes place4/19 Stresspp. 551-560Define the term stress and identify the physical changes it triggers in the body.Discuss the stress moderators of social support, hardiness, and Type A behavior.Explain how Employee Assistance programs help employees to solve their personal problems.4/21Organizational Change & Organizational Development pp. 532-550Contrast Lewin’s model of change with the system model of change.Explain Kotter’s eight steps for leading organizational change.Explain the concept of Organizational Development.5/3Final Exam3:30-6:30 ................
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