USF Sarasota-Manatee MAN 6055, Section 521 Organizational Behavior & Leadership Spring 2013

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1 1 USF Sarasota-Manatee MAN 6055, Section 521 Organizational Behavior & Leadership Spring 2013 Instructor: Jean D. Kabongo, PhD. Office: C235 second floor Office Telephone: (941) Office Hours: Wed 1:00 pm to 4:00 pm; Sat 12:30 pm to 1:30 pm, or by appointment. COURSE DESCRIPTION AND PURPOSE: Organizational Behavior & Leadership (MAN 6055) is an interdisciplinary and balanced approach to research, theory, and practice to the study of interpersonal relationships and problems in complex organizations. Students will be provided with the personal, conceptual and diagnostic skills appropriate to the resolution of these problems. Among topics to be discussed are organizational justice, ethics, and corporate social responsibility; personality, social perception, and learning; emotions and stress; job satisfaction; motivation; conflict; organizational communication; teamwork; leadership; and, organizational culture. The objective of this course is to provide a conceptual and empirical understanding of the structure and function of human behavior in organizations. We will explore behavioral influences which affect productivity, organizational effectiveness, and efficiency. We will look at such things as perception, motivation, decision making, communication, leadership, job and organizational design, and group behavior, as well as exploring a variety of other topics as they relate to the administrative process, including organizational power, politics, change, and development. To serve this purpose, we will be performing a wide variety of activities that go beyond lecture coverage of text material. A part of the course will include experiential exercises to enhance your learning of the chapter concepts via individual and group experiences and the analysis of cases where you will be applying what you ve learned in the chapter to solving real-world problems in organizations. This is a survey course in which several topics will be covered quickly. Students are therefore expected to work through details outside the class. In this perspective, students should plan to devote at least two hours outside of class for every one hour in class. COURSE LEARNING OUTCOMES: At the conclusion of the course, the student should be able to: 1. Develop an understanding of the elements of managing behavior in organizations. 2. Apply the organizational behavior concepts to real life business cases, including the functioning of organizations and the satisfaction of people who work in them. 3. Improve written and oral communication skills through the use of team and individual assignments.

2 4. Develop an appreciation for the general manager s cross-functional perspective of complex problems and the changing nature of organizations and the work people perform in them. TEXT AND MATERIALS: A. Text: Managing Behavior in Organizations, 6 th Edition, by Jerald Greenberg, Pearson, copyright ISBN-13: ISBN-10: All students are expected to keep abreast of contemporary developments in organizational behavior by reading the New York Times, Wall Street Journal, Washington Post, or other major daily, as well as selectively reading various journals such as The Economist, Forbes, Fortune, Business Week, and other journals. B. Materials: Additional reading materials will be provided as needed. GRADING, EVALUATION AND ATTENDANCE POLICIES: Project 1 (Individual): Impact of technology on managing behavior in organizations 20% Group Case Presentation 30% Project 2 (Group): Book review and briefing 40% Class Participation 10% TOTAL 100% A 10-point grading scale will be used throughout the course, as follows: Excellence A A A Good B B B Satisfactory C C C Poor D F 60 and below Group Grading: All group assignments are graded on a competitive basis between groups. Grading is on a curved distribution for these assignments after the instructor has established a benchmark passing grade for the class. Peer Evaluations: Individual and confidential evaluations will be done by each group member in order to fairly evaluate one s contribution to group work. This evaluation will have the ability to increase or decrease each individual student s group component grades by up to 20%. Attendance Policy: Attendance is expected and is taken at the beginning or the end of each class. More than two absences from class for any reason will result in your final course average being lowered. If you 2

3 3 accumulate three absences from class for any reasons or if you accumulate three absences in a row during the semester, you will be dropped from the class. Notification on selling notes: Students have the permission to sell class notes but not PPT slides of class lectures. COURSE REQUIREMENTS The class will be conducted as an interactive exchange. Students will take an active role in leading discussion of cases, presenting cases, and providing critical commentary. Each class will involve discussion and dialogue as major elements in the learning strategy, although lecture will be utilized to provide grounding for subject content. Individual participants will be responsible for completing reading assignments and participating in discussion of those readings. Project 1 (Individual): Impact of technology on managing behavior in organizations You will prepare a short analysis of the impact of technology on organizational behavior of a business you are familiar with. You should include specific attention to some of the main components of the current business model and the impact of technology on the dynamics of human behavior in that particular business. You should draw implications of the issues and their impact on the practice of organizational behavior. This analysis should be in the form of a 5-page double-spaced paper with references both from the Jerald Greenberg text and 3-4 outside sources. Due date: February 16 th, 2013 Group Case Presentation In groups of 3-4, you will answer the questions of one of the cases in our text, as assigned. Your presentations should be minutes maximum. Key dates: January 19 th, 2013 (Group 1) January 26 th, 2013 (Group 2) February 2 nd, 2013 (Group 3) February 9 th, 2013 (Group 4) Group book review and briefing In groups of 3-4, you will select and read a book on managing behavior in organizations. You will write a 5-6 page paper focusing on the following: a discussion of the author s main contentions; a critique of the strong points and limitations of the book based on the materials covered in class; and, a description of how the book changes the way one should think of managing behavior in organizations. You will share a copy of your paper with the class and make a brief presentation highlighting the main points described above. Your group will finally lead a discussion on the main topics covered by the author(s) of the book. A list of suggested readings is attached to this syllabus. You can also select a different book and consult with Dr. Kabongo. Your presentations should be minutes maximum. Due date: February 23 rd, 2013

4 Class Participation This course has been designed to foster discussion and interaction between and among students. As such, it is critical that you come to class prepared to make a meaningful contribution to that discussion. What I value is the quality of the contribution not its quantity. A few well-chosen comments will go much further than a constant verbal assault. It is impossible to get credit in this portion of your grade if you are not in class. However, simply being in class will not get you this credit. Note: class participation will be graded as follows: Significant and added quality insight to class discussion: 10.0 Significant participation: 9.0 Occasional participation: 7.0 One or two participations: 5.0 No participation at all: 0.0 COURSE CONTENT AND METHODOLOGY OF INSTRUCTION A. Methodology of Presentation The application of organizational behavior concepts will be practiced using a variety of methods including lecture materials, class discussions, case analyses, videos, presentations and guest speakers. Sat 1/5 B. Class Outline by Topic (subject to change from time to time) Sat 1/12 Sat 1/19 Sat 1/26 Sat 2/2 Sat 2/9 Sat 2/16 Sat 2/23 Course Introduction Chapter 1. The Field of Organizational Behavior Chapter 2. Organizational Justice, Ethics, and Corporate Social Responsibility Guest Speaker: Dr. Charles Steilen Chapter 3. Individual Processes: Personality, Social Perception, and Learning Chapter 4. Coping with Organizational Life: Emotions and Stress Chapter 5. Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment Chapter 6. Motivating People at Work Chapter 7. Interpersonal Behavior in the Workplace: Conflict, Cooperation, Trust, and Deviance Chapter 8. Organizational Communication Chapter 9. Group Processes and Work Team Chapter 10. Decisions Making by Individuals and Groups Chapter 11. The Quest for Leadership Chapter 12. Organizational Culture, Creativity, and Innovation Chapter 13. Designing Effective Organizations Chapter 14. Managing Organizational Change: Strategic Planning and Organizational Development Group Book review/briefing and discussions 4

5 5 C. Weekly Assignments Saturday, January 5 th, 2013 Course Introduction An overview of what the course is about: the understanding of the contexts of managing behavior in organizations and specific management challenges associated with it. We will go over the syllabus to get a sense of what materials will be covered during the semester and how you will be evaluated. A short bio sketch of you will be turned in. The bio should emphasize your work experience. Students will be asked to form groups of three or four persons. Chapter 1. The Field of Organizational Behavior The field of OB: What s it all about it? OB is responsive to socioeconomic conditions Historic overview of the field of OB Major economic systems and recent developments among countries that reflect those systems Discussion: Edward Jones: Investing in People, pp. 3 and 26 (questions). You Be the Consultant: Designing the Office Environment, p. 27. Saturday, January 12 th, 2013 Chapter 2. Organizational Justice, Ethics, and Corporate Social Responsibility Organizational Justice: Fairness matters Ethical behavior in organizations: What is it and why does it matter? Why some people behave unethically, at least sometimes? Ethics in the international arena Beyond ethics: Corporate Social Responsibility Discussion: AIG: Bailout and Outrage, pp. 32 and 57 (questions). You Be the Consultant: Employee Theft in Convenience Stores, p. 58. Guest Speaker: Dr. Charles Steilen, International Marketing Consultant Topic: Organizational Misbehavior Saturday, January 19 th, 2013 Chapter 3. Individual Processes: Personality, Social Perception, and Learning Personality: What makes us unique Social perception and attribution: Understanding and judging others The biased nature of social perception Learning: Adapting to the world of work Applications of learning in organizations

6 6 Discussion: The Taylor-Made Enterprise, pp. 67 and 93 (questions). Group 1 will lead the discussion. You Be the Consultant: Selecting, Training, and Appraising Employees, p. 93. Chapter 4. Coping with Organizational Life: Emotions and Stress Understanding emotions and mood The role of emotions and mood in organizations Stress: Its basic nature Major cause of stress in the workplace Adverse effects of organizational stress Reducing stress: What can be done? Discussion: Stressing-Free Jobs at Kaiser Permanente, pp. 100 and 129 (questions). You Be the Consultant: Stressed-Out Employees Are Resigning, p Saturday, January 26 th, 2013 Chapter 5. Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational Commitment Attitudes: What are they? Prejudice and discrimination: Negative attitudes and behavior toward others Strategies for reducing workplace prejudice: Managing a diverse workforce Job satisfaction: Its nature and major theories Job dissatisfaction: Consequences and ways to reduce them Organizational commitment: Attitudes toward companies Discussion: Domino s Pizza Takes a Bite out of Turnover, pp. 138 and 163 (questions). You Be the Consultant: Launching a Diversity Management Plan, p Chapter 6. Motivating People at Work What is motivation? Motivation by enhancing fit with an organization Motivation by setting goals Motivation by achieving equity Expectancy Theory: Believing you can get what you want Reducing stress: What can be done? Discussion: Daniel Pink video on motivation Costco: Doing Something Right, pp. 171 and 195 (questions). Group 2 will lead the discussion. You Be the Consultant: Boosting Low Morale Among Employees, p. 129.

7 7 Saturday, February 2 nd, 2013 Chapter 7. Interpersonal Behavior in the Workplace: Conflict, Cooperation, Trust, and Deviance Psychological contracts: Our expectations of others Trust in working relationships Organizational citizenship behavior: Prosocial behavior that goes beyond formal job requirements Cooperation: Providing mutual assistance Conflict: The inevitable result of incompatible interests Deviant organizational behavior Discussion: NASCAR: The etiquette of Drafting, pp. 203 and 230 (questions). You Be the Consultant: An Epidemic of Deviant Behavior in the Workplace, p Chapter 8. Organizational Communication Communication: Its basic nature Formal communication in organizations Informal communication: Beyond the organizational chart Communicating with and without words: Verbal and nonverbal communication Improving your communication skills Communication in today s global economy Discussion: Reducing Interruptions High-Tech Style at Microsoft and IBM, pp. 237and 263 (questions). You Be the Consultant: A Crisis in Communicating Coordination, p Chapter 9. Group Processes and Work Team Groups at work: Their basic nature The basic building blocks of group dynamics Individual performance in groups Teams: Empowered work teams Discussion: Making a Better Place in the World, pp. 269 and 291 (questions). Group 3 will lead the discussion. You Be the Consultant: Using Teams to Enhance Performance, p. 292.

8 8 Saturday, February 9 nd, 2013 Chapter 10. Decisions Making by Individuals and Groups A general, analytic model of decision making The board spectrum of organizational decisions Factors influencing individual decisions in organizations How are individual decisions made? The imperfect nature of individual decisions Group decisions: Do too many cooks spoil the broth? Techniques for improving the effectiveness of decisions Discussion: Three Decisions Made, Then Quickly Unmade, pp. 298 and 327 (questions). You Be the Consultant: Making Decisions Effectively, p Chapter 11. The Quest for Leadership The nature of leadership The trait approach to leadership: Having the right stuff Leadership behavior: What do leaders do? Leaders and followers Contingency theories of leader effectiveness Leadership development: Bringing out the leader within you Techniques for improving the effectiveness of decisions Discussion: The Woman Who Saved the Chicken Fajitas, pp. 334 and 358 (questions). Group 4 will lead the discussion. You Be the Consultant: A Controlling Leadership Style, p Saturday, February 16 th, 2013 Chapter 12. Organizational Culture, Creativity, and Innovation Organizational culture: Its basic nature Creating, transmitting, and changing organizational culture Creativity individuals and work teams Promoting creativity in organizations The process of innovation Discussion: Welcome to Google, Here s Your Desk, pp. 367 and 394 (questions). You Be the Consultant: Promoting a Creative Organizational Culture, p. 395.

9 9 Chapter 13. Designing Effective Organizations Organizational structure: The basic dimensions of organizations Departmentalization: Ways of structuring organizations Organizational design: Coordinating the structural elements of organizations Interorganizational designs: Joining multiple organizations Discussion: Verizon and McAfee Head for the Cloud Together, pp. 401and 431 (questions). You Be the Consultant: Designing a Rapidly Growing Company, p Project 1 (Individual): Impact of technology on managing behavior in organizations paper due Chapter 14. Managing Organizational Change: Strategic Planning and Organizational Development The relevance of change in organizations Strategic planning: Deliberate change Resistance to change: Maintaining the status quo Organizational development interventions: Implementing planned change Three critical questions about organizational development Discussion: Saving Campbell s from the Soup, pp. 436 and 463 (questions). You Be the Consultant: Promoting Organizational Change, p Saturday, February 23 rd, 2013 Group book review/presentations and discussions Groups 1, 2, 3, and 4

10 10 MAN 6055, Section 521 Organizational Behavior & Leadership Suggested Readings Title Author(s) ISBN Leadership/Coaching/ Management: Leadership Engine Noel Tichy Results Based Leadership Dave Ulrich, Jack Zenger & Norm Smallwood Managing the Total Quality Thomas Berry Transformation Flight of the Buffalo Belasco & Stayer Bringing Out the Best in People Aubrey Daniels Organizations: NUTS! Kevin & Jackie Freiberg Good to Great: Why Some Companies Make the Leap...and Others Don t Jim Collins Built to Last: Successful Habits of Visionary Companies Jim Collins & Jerry Porras When Giants Learn to Dance Rosabeth Moss Kanter Change Matters Rosbeth Moss Kanter Reframing Organizations Lee Bolman & Terrence Deal

11 11 MAN 6055, Section 521 Organizational Behavior & Leadership Impact of Technology on Managing Behavior in Organizations Paper Evaluation Rubric Student: Date: Score Level Criteria Comments Content Excellent to Very Good: Knowledgeable, substantive development of the article, relevant to assigned Impact of Technology on Managing Behavior in Organization Good to Average: sure knowledge of subject, adequate range, limited development of the article, mostly relevant to topic, but lacks detail Fair: limited knowledge of subject, little substance, inadequate development of the article Needs Much Improvement: does not show knowledge of subject, not many details, not relevant to assigned topic or not enough to evaluate. Organization Excellent to Very Good: fluent expression, ideas clearly stated/supported, succinct, well-organized, logical sequencing, cohesive Good to Average: somewhat choppy, loosely organized, but main ideas stand out, limited support, logical but incomplete sequencing Fair: non-fluent, ideas are confusing or disconnected, lacks logical sequencing and development Needs Much Improvement: does not communicate, no organization or not enough to evaluate. Organizational Behavior Concepts Usage Excellent to Very Good: sophisticated range of Organizational Behavior concepts used Good to Average: adequate range of Organizational Behavior concepts used Fair: limited range of Organizational Behavior concepts used. 9-7 Needs Much Improvement: no use of Organizational Behavior concepts at all. Mechanics 10 Excellent to Very Good: few errors of spelling, punctuation, capitalization, paragraphing. 8 Good to Average: some errors of spelling, punctuation, capitalization, paragraphing, but meaning understood. 6 Fair: frequent errors of spelling, punctuation, capitalization, paragraphing, poor typing, meaning confused or not understood. 2 Needs Much Improvement: many errors of spelling, punctuation, capitalization, paragraphing, typing is poor, or not enough to evaluate. TOTAL SCORE: Instructor Comments:

12 12 MAN 6055, Section 521 Organizational Behavior & Leadership Group Case Presentation Evaluation Form Case: Date: Presenting Group Members: Place comments after each rating. Ratings (circle the appropriate numbers). CONTENT Poor Below Average Average Above Average Superior 1. Understanding of the topic and issues 2. Analysis/questions for review Application/connection between the case and the concepts studied in class DELIVERY 1. Organization of presentation 2. Professionalism of presentation 3. Communication skills of team 4. Handling of questions

13 13 MAN 6055, Section 521 Organizational Behavior & Leadership Group Book Review/Briefing Evaluation Form Book complete reference: Presenting Group Members: Place comments after each rating. Ratings (circle the appropriate numbers). CONTENT Poor Below Average Average Above Average Superior 1. Introduction Name of the author(s) Relevant details about the author(s) The context of the book The thesis of the book 2. Summary of content Brief summary of the main arguments of the author(s) 3. Evaluation of the book Discussion of author s main contentions Critique of strong points and limitations of the book Links to topics covered in class How the book changes the way one should think of OB 4. Conclusion Final evaluation of the book Take away 5. Mechanics Spelling; punctuation; capitalization; paragraphing. PRESENTATION/DISCUSSION 1. Organization of presentation 2. Discussion leadership of the group 3. Handling of questions 4. Use of time

14 14 MAN 6055, Section 521 Organizational Behavior & Leadership Group Member Peer Evaluation Form Group: Student s name: This semester you worked with three or four other students on preparing a comprehensive case analysis. Please rate yourself and your team members on the relative contribution made to preparing and presenting the case. Your ratings will be confidential and anonymous. Be honest on this evaluation. This evaluation will assist the instructor in determining the team component of each individual s grade as fairly as possible. In rating yourself and your team members, use a one- to five-point scale, where 5 = superior, 4 = above average, 3 = average, 2 = below average, and 1 = really weak. Add the scores to obtain a total score for yourself and the other group members. Put any comments you like on the bottom or back of this page. Fold this sheet when you complete the ratings below. Thank you. Put your name and your team members names in the spaces provided, one name at the top of each column. Names: Yourself Ratings: On time for all group meetings: Helped keep the group cohesive: Number of useful ideas contributed: Quantity of work done: Quality of work done: Add Total Scores Here: Comments: CONFIDENTIAL