Bishop s University. Evaluation Weight Date Mid-term 20% Oct 27 OR Nov 3 Final Exam 30% TBA Group Case #1 (average of 2 25% Oct 20

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1 Bishop s University Course: BHR 221A Organizational Behavior Fall 2009 Professor: Lissa McRae Office: H-208 (extension 2373) lmcrae@ubishops.ca Office hours: Monday & Wednesday 1:30 to 3:30 OBJECTIVES This course introduces students to the theory and management of individuals and groups in organizations. Understanding such behaviours is a critical component of being an effective manager, team player, and employee. Indeed whether you are acting in a leadership, team member, or a subordinate role your success in business will be partially determined by your ability to effectively deal with people in organizational settings, regardless of your field of study and employment. Through lectures, case studies, class exercises and group projects students will be familiarized with major OB theories and models as well as the application of this information to an organizational setting. REQUIRED READINGS Langton & Robbins. (2010). Organizational Behavior, 5 th Canadian edition. Pearson Canada. NOTE: If you have the 4 th Canadian edition, you may use that text Organizational Behaviour Readings Book (RB), fall 2009 course pack COURE REQUIREMENTS You are required to: attend class; read the assigned material before coming to class; be prepared to answer questions on this material during class, participate in class discussion; hand in assignments on time; write required tests/exams. GRADING SCHEME Evaluation Weight Date Mid-term 20% Oct 27 OR Nov 3 Final Exam 30% TBA Group Case #1 (average of 2 25% Oct 20 cases) Group Case #2 Nov 17 OR Nov 24 Quizzes (Best 2 out of 3) 15% Random dates Participation 10% (Includes case assignments collected on a ransom basis) 1

2 Group cases: (25%) These will be prepared in groups of three, with one typed report submitted. Case format instructions will be further clarified in class. Since cases are a group effort, each group must submit member s percentage contribution to the group effort. The average mark of the two cases will be your final grade for these cases. Quizzes: (15%) Three quizzes will be administered on a random basis throughout the semester. Final mark on the quizzes will be determined by the best marks from 2 out of the 3 quizzes. Quizzes will be composed of multiple choice questions focusing on the material that has been recently covered in class. Class Participation: (10%) To understand the material covered in this course and do well, it is important to read the material before class sessions so that you can contribute thoughtfully to the class discussions and exercises. Please consider that your comments and questions are more than welcome, will make the class more interesting, and will contribute to everyone s learning. Because this aspect of the class is so essential, I believe it is important for you to receive credit for it. Your participation mark will be based on your participation in class case and required readings discussions. As well, there are cases to be handed in and are indicated on your course outline. I will choose students case assignments on a random basis, each student will be called on twice to hand in these assignments. Policy: Correct spelling and grammar are required in all written work. Up to 5% of the value of the assignments may be deducted for incorrect spelling and grammar. All assignments must be submitted by the due date. A 2% per day penalty (e.g., 20-2) will be assessed of all work submitted late. Supplemental Exams: Supplemental exams will be available in exceptional circumstances only and provided the student received a final grade of at least 45. Bonus: Up to 2 BONUS points will be awarded to those students who choose to participate as subjects in research conducted at Bishop s University. The research must be formal research of a professor or a student conducting an honours project. Participation in class projects is not credited. You must participate in the study and have an appropriate participation form completed by your self and the researcher. Improving Writing Everyone can improve the quality of their written work. There are some excellent resources here at Bishop s of which I encourage you to take advantage. One of these is the Writing Centre. This is a free service for all students who would like help with their writing. The Writing Centre, Divinity House, ext

3 Referencing When using any ideas from the textbooks, journal articles, or another source, you must cite the rightful author(s). Within the text, direct quotes must have quotation marks around them plus the reference (e.g.:...<quote> (Rubin & Peplau, 1976, p. 10). For references other than direct quotes (i.e.: ideas, arguments) you do not have to include the page number, just the author(s) and publication year (e.g.: Barling, 2000). Cite a book in a reference list as follows: McShane, S.L. (2001). Canadian Organisational Behaviour. New York, NY: McGraw-Hill, Ryerson. References for articles taken from the internet must indicate where they were retrieved from. Cite an internet article based on print sources as follows. Sahellan, R. (1999, January). Achoo! Better Nutrition, 61, p. 24. Retrieved September 17, 2001, from Academic Index. Information taken from a web page must be included in your references. Cite such information as follows: GVU s 8 th WWW user survey. (n.d.) Retrieved September 19, 2001, from You must reference in the body of your essay and provide a reference list of your sources at the end. My Obligations to Students As your instructor for this course, I will work hard to engage your intellect and imagination in terms of the topics that we will cover. I will try to facilitate your learning by providing instruction on the core concepts of OB, by engaging you in exercises and cases that will illustrate these concepts, and by supporting a positive learning environment in the classroom where every student feels an equal opportunity to ask questions or bring up issues. I am available to discuss any concerns that you have about the course, the material, the assignments, or the tests. If you have any problems, concerns, or would like to discuss anything relating to the course, please let me know. My Expectations of Students I expect that you will attend class and be prepared to make a positive contribution. I expect that you will read the assigned material before coming to class and be prepared to discuss issues raised in the readings or ask questions if material is not understood. Making a contribution in the classroom also includes listening to what others have to say, and not dominating the class and group discussions. How can you make a positive contribute to the class? 1. Provide recapitulations and summaries. 2. Make observations that integrate concepts and discussions. 3. Cite relevant personal examples. 4. Ask key questions that lead to revealing discussions. 5. Ask questions when concepts are unclear. 6. Disagree with the instructor when the difference of opinion serves as both counterpoint and a way of exploring all sides of a concept, issue, or practice. 3

4 Tentative Schedule- subject to change; always check if you have missed a class Date Preparation for Class Topic/Discussion Class topic(s)discussion Sept 10 Introduction to course What is OB? Why study OB? Sept 15 What is OB, Langton, Chp 1 Conceptual Anchors of OB, RB p 8 Models & Variables, RB p 9 Performance Model, RB p 11 Sept 17 Perception & Attribution, Langton, chp 2 Perception Notes, RB p 13 Read for Discussion- Ethical Dilemma, Langton p 77 Case the Review Session, RB p 137 Lack of cultural awareness reading, RB p 15 Sept 22 Personality, Langton, chp 2 Personality Notes, RB p 19 Personality Self assessments, Langton p Personality Self Assessments, RB p 18 Person vs Situation article RB p Emotions Notes, RB p 24 Sept 24 Values & Attitudes, Langton chp 3 Notes, RB p 30 What do you value? Self assessment, Langton p 114 Read for discussion-ethical Dilemma, Langton p 116 Sept 29 Job Satisfaction, Langton, chp 3 Notes, RB p 35 Globe & Mail article, RB p Case- Michael Simpson, RB p 139- HAND IN CASE Oct 1 Theories of Motivation, Langton, chp 4 Notes, RB p 47, 53 Motivation self assessment exercises, RB p 48 Case-The Sales Contest that never got off the ground, RB p 144 Oct 6 Motivation, Langton, chp 4 Reinforcement Notes, RB 60 Case- Waiting Tables for Godot, RB p 145 Leader s Role in Pay Systems... RB p 65 Oct 8 Motivation, Langton, chp 4 Self efficacy RB p 57 Read for Discussion- Ethical Dilemma-Langton p 163 Case- Striking Oil, RB p HAND IN CASE October 13 Motivation in Action, Langton, chp 5 Notes, RB p 71 Is student Life Enriched exercise, RB 76 Higher order needs assessment, RB p 78 Loyalty reading RB p 79 OB and Management Variables Performance Equation Perception & attribution Ethical dilemma discussion Personality Self assessments discussion Article discussion Emotions Values, Attitudes, Self assessment discussion Job Satisfaction, causes and consequences; Job Involvement & Commitment Motivation theories, con t Motivation Theories Reinforcement theory Article Discussion Motivation theories integrated Money as an Extrinsic Motivator Job design as an Intrinsic Motivator-Job Characteristics Model Assessments discussion 4

5 October 15 Motivation In Action, Langton chp 5 Self assessment Ex Langton p 203 Read for discussion- Ethical Dilemma Langton p 206 October 20 Groups and Teamwork, Langton, chp 6 Beyond the Hype article, RB p 80 Notes, RB p 82 Stages of Group development article, RB p 85 October 22 Groups and Teamwork, Langton, chp 6 Notes, RB p 89 Team Roles Ex, RB p 94 Managerial Roles reading, RB p 95 Canadian Nuclear Industries, RB p 151 Read for discussion- Ethical dilemma, Langton p 250 Putting it all together Assessments discussion GROUP CASE # 1 DUE Teams Team effectives variables, con t Case Discussion October 27 Mid Term Test, Chps 1 to 5 inclusive MID TERM TEST 20% October 29 Groups & Teamwork, Langton, chp 6 Case-Levi Strauss, RB p 152- HAND IN CASE Case Discussion Team effectiveness Nov 3 Leadership, Langton, chp 11 (omit Fiedler s Theory ) A study of the Leadership Process article, RB p 106 Leadership vs management article, RB p 108 Notes RB p 110 Leadership vs management Leadership theories Nov 5 Leadership, Langton, Chp 11 Assessing your Leadership Style, RB p 116 Self assessment discussion November 10 Leadership, Langton, chp 11 Read for discussion- Ethical Dilemma, Lang p 444 Case-Computer Services at Avionics, RB p 154 HAND IN CASE November 12 Power & Politics, Langton, chp 8 Notes, RB p 120 Personal Power profile, RB p 122 Preferred Influence Strategies, RB p123 Empowerment Notes, RB p 125 November 17 Power & Politics, Langton, chp 8 Politics Notes, RB p 127 How Political are you? Assessment, Langton p 325 Read for discussion- Ethical Dilemma, Langton p 326 November 19 Conflict & Negotiation, Langton, chp 9 Notes, RB p 129 What is your Conflict Style ex, Langton p 339/361 Case- Pierre says No Way, RB p 157 Leadership Power Assessment discussion Empowerment Politics GROUP CASE #2 DUE Assessment discussion Conflict, causes and consequences Assessment discussion Case Discussion 5

6 November 24 Conflict & Negotiation, Langton, chp 9 Case-Conflict at Burger Mart, RB p 158 November 26 Stress, Langton p / Model, p135 Bargaining Stress, coping and consequences Dec 1 Make up class or Review Session-last class 6