MGMT 302(01): Foundations of Management Syllabus Spring Time & Location: W 5:00 p.m. 6:50 p.m. Full Term (1/20/07 5/18/07) Markstein 107

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1 MGMT 302(01): Foundations of Management Syllabus Spring 2007 Time & Location: W 5:00 p.m. 6:50 p.m. Full Term (1/20/07 5/18/07) Markstein 107 Professor: Office Hours: Required Text: Jeffrey C. Kohles, Ph.D. 355 Markstein Hall College of Business Administration California State University San Marcos San Marcos, California Telephone: (760) Fax: (760) Tuesdays 12:00 p.m. 1:00 p.m. & 3:00 p.m. 4:00 p.m. And by appointment Office hours will be held in 355 Markstein Hall McShane, S. L., & Von Glinow, M. A Organizational Behavior, 3 rd Edition. McGraw-Hill. Additional readings may be assigned in class. Links to additional student learning resources can be found at Professor s Background Dr. Kohles is an Associate Professor of Management and Organizational Behavior in the College of Business Administration, as well as Director and founding member of the Center for Leadership Innovation and Mentorship Building (CLIMB), at California State University San Marcos. Prior to his current position he was a Research Fellow at the Center for International Leadership in Buffalo, New York, as well as a Research Associate at the Kravis Leadership Institute in Claremont, California. His research interests include leadership, organizational communication, and the implementation of organization-level vision and strategy at the individual level. His research has been published in the Academy of Management Review, Journal of Applied Psychology, The Leadership Quarterly, Leadership, Group & Organization Management, Journal of Managerial Psychology, Academy of Management Best Papers Proceedings, European Business Forum, and the European Journal of Social Psychology, and has been presented at national and international conferences. He enjoys teaching a variety of topics, including management & organizational behavior, as well as leadership. He has also helped a variety of both public and private sector organizations assess and improve their effectiveness in the areas of leadership development, organizational culture, strategy implementation, and general product and service assessments. 1

2 Dr. Kohles received his Ph.D. in Management and M.S. in Organizational Communication and Leadership from the State University of New York at Buffalo, as well as his B.A. from Pomona College. Course Overview Throughout our lives, we spend much of our time in various types of organizations, including commercial enterprises, educational institutions, families, and other social groups outside of the workplace. As an area of study, Management and Organizational Behavior seeks to understand and explain people's behavior and experiences in these organizations and groups. In this course, we will cover many of the key topics in Management and Organizational Behavior. We will also explore how research and knowledge of these topics can be applied in the workplace specifically, and in organizations more generally. Classes will be mixed-format in nature. I will lecture some of the time; however, much of our time will be spent on interactive activities and discussions. Activities will include small group work, video-based discussions, and other experiential activities. Course Objectives 1. Read about and understand the main concepts and theories of Management and Organizational Behavior. 2. Apply Management and Organizational Behavior concepts and theories to real world problems and issues. 3. Use real world problems and issues to better understand Management and Organizational Behavior concepts and theories. Course Requirements The course requirements include (1) reading, comprehending, and reflecting on the reading assignments; (2) regular attendance and full participation in class sessions; (3) completing a midterm examination and a final examination; (4) completing one Applications paper; and (5) completing one group case analysis. Grading will be as follows: Midterm Exam 20% Applications paper assignment 25% Group case analysis 25% Final Exam 25% Participation 5% Total 100% 2

3 Exams There will be a Midterm Exam during the middle part of the term, and a Final Exam at the end of the term, as detailed in the attached Course Outline. The intent of these exams is simple: To allow you to demonstrate that you have read, interacted with, and understood the course material (e.g., textbook and on-line readings, class activities, etc.). Under no circumstances will you be allowed to make up an exam. In addition, there is no extra credit given in this course. Warning: Because Management and Organizational Behavior reads 'easy,' students often believe a quick reading of the materials is sufficient to do well in this course and on these exams. It's not. You need to thoroughly read and understand the course materials in order to pass these exams. Applications Paper Assignment This assignment will give you the opportunity to apply Management and Organizational Behavior areas covered in class to situations or scenarios illustrated in a film. This assignment is designed to allow you to demonstrate your knowledge of course concepts, and apply it to management dilemmas or problems depicted in a film. The paper must be printed out from a word processing application or typed (i.e. not handwritten), double-spaced, and in a 12pt font. To meet the writing requirement established by the college/university, you will need to complete this paper assignment, as well as the other assignments and exams required for this course. Details of this assignment and grading criteria will be handed out during the semester. Group Case Analysis The group case analysis will give you the opportunity to investigate in detail a business organization of your choice. The result of your group's research will be presented in class, illustrating how Management and Organizational Behavior concepts are reflected in, or relevant to, your chosen organization. Again, details of this case analysis and the grading criteria will be handed out during the semester. Class Participation The format of this course involves a combination of lectures, videos, class discussion, and experiential exercises. Your participation is needed and required. To begin with, this means that you must arrive on time. Late arrivals disturb the flow of classroom activities. Attending class and contributing to the discussion helps you develop communication skills, problem-solving skills, cooperative learning skills, and interpersonal skills. Thus, participation is essential to the success of the class. And, obviously, you must attend class in order to participate. Finally, attendance is a necessary, but not sufficient, condition to obtain a high participation grade. You are expected to add value to class discussions and activities. The class participation component of your final course grade should not be taken for granted; it must be earned. 3

4 Handing in Assignments You may hand in your assignments in class, in person at 355 Markstein Hall, or slide them under the office door of 355 Markstein Hall. All assignments are due promptly at the beginning of class on the day they are due. I will not accept assignments by fax or . I will accept late papers, but the grade will be discounted one letter grade for each 24-hour period it is late. These deadlines and penalties will be strictly applied. Grading Scale The grading scale is as follows: % = A or A % = B+, B, or B % = C+, C, or C % = D+, D, or D- < 60% = F The cut-off points may change slightly according to the final distribution and clustering of grades, and according to my overall assessment of a student's performance. University Policies Regarding Sexual Harassment and Academic Honesty Sexual Harassment. Sexual harassment of students and employees is contrary to University policy and a violation of federal and state regulations. No university employee of either sex shall impose a requirement of sexual cooperation as a condition of employment or academic advancement or in any way contribute to or support unwelcome physical or verbal sexual behavior. Immediately bring matters of sexual harassment to the attention of the professor, dean, or other university authority. Academic Honesty and Integrity. Students are responsible for honest completion and representation of their work. Your course catalog details the ethical standards and penalties for infractions. There will be zero tolerance for infractions. If you believe there has been an infraction by someone in the class, please bring it to my attention. I reserve the right to discipline any student for academic dishonesty, in accordance with the general rules and regulations of the university. Disciplinary action may include the lowering of grades and/or the assignment of a failing grade for an exam, assignment, or the class as a whole. Statements on Prerequisites and Withdrawals The prerequisites for this course are listed in the course catalog. The professor reserves the right to administratively drop, at any point, any student who has not met the prerequisites. Students choosing to withdraw from this course are responsible for doing so according to university procedures and deadlines. In order to withdraw from a course after the official drop deadline, a student will need to see a CoBA Advisor for the appropriate form(s). Changes to the Syllabus The syllabus and/or class outline may be modified at my discretion. Changes will be announced in class. 4

5 MGMT 302(01) Course Outline Date Topic Covered Assignments & Exams 1/24 W Introduction to the Field of MOB Chapter 1, pg /31 W Individual Behavior, Values, Chapter 2, pg and Personality 2/7 W Perception and Learning Chapter 3, pg in Organizations 'Applications' Paper Guidelines 2/14 W Workplace Emotions Chapter 4, pg and Attitudes Group Case Analysis Guidelines 2/21 W Motivation in the Workplace Chapter 5, pg /28 W Decision Making and Creativity Chapter 8, pg /7 W Midterm Exam Midterm Exam 3/14 W Foundations of Team Dynamics Chapter 9, pg /21 W Developing High-Performance Teams Chapter 10, pg /28 W Spring Break No Class Spring Break No Class 4/4 W Communicating in Teams Chapter 11, pg and Organizations 4/11 W Power and Influence in Chapter 12, pg the Workplace 4/18 W Leadership in Organizational Settings Chapter 14, pg 'Applications' Paper Due 4/25 W Organizational Culture Chapter 16, pg /2 W Group Case Presentations Group Case Presentations 5/9 W Group Case Presentations Group Case Presentations 5/16 W Final Exam (4:00 p.m. 6:00 p.m.) Final Exam 5

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