NEW YORK INSTITUTE OF TECHNOLOGY
SCHOOL OF MANAGEMENT
MGMT 605
ORGANIZATIONAL DEVELOPMENT AND BEHAVIORAL FACTORS
DR. STEPHEN W. HARTMAN
MBA PROGRAM
NO PREREQUISITES
3 CREDITS
FALL, 2005
Vancouver, CAN
OLD WESTBURY OFFICE TEL.: (516) 686-7972 O.W.
Reference Web Site http://members.aol.com/shart62475
Course Web Site http://iris.nyit.edu/~shartman
INTRODUCTION
This graduate seminar presents a review of organizational theory and the dynamics of
the participation of management and employees in modern organizations. It deals with
the areas of authority and power, decision making, communication, interpersonal
relations, organizational change, and conflict resolution. Special consideration is given
to group participation in terms of its contribution to the process of problem solving and
decision making. Human values, motivation, and morale are also reviewed particularly
as they relate to the influences of supervision and productivity expectations.
2
COURSE OBJECTIVES
1) Provide the student with an appreciation of organizational behavior, and see its
emergence as a research field.
2) Broaden the understanding of basic theories of human development and interaction
within the organization.
3) Develop a deeper understanding of the administrative processes of an organization
by systematically analyzing its subsystems.
4) Study the understanding of the organization and operation of small groups and
assess their impact on the superordinate organization.
5) Increase the "Human Skills" of the student which are so necessary in the modern
organization.
COURSE PROCEDURE
This seminar will be an interactive process providing exposure to lectures, case studies,
discussions and research. The students are expected to have done all of the readings
and course related work prior to the actual class session. Failure to do the readings
and related work prevents the student from adequately participating in the classroom
discussions and thus detracts from the overall quality of the seminar. Please do your
part!
DAILY ARTICLES
As graduate MBA students in this course it is expected that each student will at least
read the Wall Street Journal. While it is impossible to keep up with everything,
students should at least be aware of the major developments of the day. Consistent with
this philosophy students are asked to cut out and bring to class one business article
from the business press each class session along with a brief summary of the article.
Prepare to be called on to discuss the contents of the article with the class. READ
YOUR BUSINESS PUBLICATIONS!
REQUIRED READINGS
Luthans, Fred, Organizational Behavior, 10th ed. (New York: McGraw-Hill, Inc., 2004).
ISBN 0-07-287387-6.
EXAMINATIONS
There will be two multiple choice and true and false type examinations based upon the
3
readings in the text and lecture material.
GRADE WEIGHTING
Examination #1 30%
Examination #2 30%
Term Paper
30%
Class Participation (Articles) 10%
GRADING
90-100 = A
86-89 = B+
80-85 = B
76-79 = C+
70-75 = C
0-69 = F
ATTENDANCE
If you stay current in your readings, get the notes, and do the assignments, isolated
absences should not, in general, have any adverse effects. However, more than three
absences may force your withdrawal.
Please exchange phone numbers with those sitting around you. Please do not call to
notify me of your absence unless you have an unusual problem. Your absence will be
obvious. If you do miss a class, stay current by calling one of your classmates and get
the notes etc.
A B AVERAGE IS A PASSING GRADE
IN ALL GRADUATE COURSES.
MAKEUP EXAMINATIONS ARE NOT GIVEN.
STUDENTS WHO DO NOT PASS AT
LEAST ONE EXAMINATION WILL NOT PASS THE COURSE!
READING ASSIGNMENTS
4
WEEK
12/08/05
12/09/05
12/10/05
12/12/05
12/13/05
12/14/05
TOPICS AND CASE STUDIES
CHAPTER
Luthans, Organizational Behavior, Chapter 1, "Introduction
to Organizational Behavior." Introduction to the subject and
detailing of the challenges twenty-first century organizations
face. Research methodology will be explored. Chapter 2,
"Environmental Context: Information Technology and
Globalization.” This chapter examines the role that
information technology plays in today’s organizations and
discussed the impact of globalization as an environmental
context for organizational behavior.
1, 2
Luthans,
Organizational
Behavior,
Chapter
3,
"Environmental Context: Diversity and Ethics.” Discusses
the topic of diversity and examines the meaning of ethics
and the major factors of ethical behavior. Chapter 4,
"Organizational Context: Design and Culture", and Chapter
5, "Organizational Context: Reward Systems." Chapter 4
discusses the modern organization theories of open
systems
and
information
processing,
discusses
organizational design and culture while Chapter 5 discusses
the topic of compensation systems for motivating
employees.
Luthans, Organizational Behavior, Chapter 6, "Perception
and Attribution." This chapter discusses the perceptual
process and perceptual errors including attribution. Chapter
7, "Personality and Attitudes.” Here we discuss personality
and its interrelationship with emotions, attitudes, and job
satisfaction.
Luthans, Organizational Behavior, Chapter 8, "Motivational
Needs and Processes." This chapter discusses the critical
topic of motivation, needs, equity and justice theories.
Chapter 9, “Positive Organizational Behavior”, discusses the
positive psychology movement, emotional intelligence,
theory and research, and
Luthans, Organizational Behavior, Chapter 10,
"Communication,” Chester Barnard, nonverbal,
interpersonal, downward, upward and interactive
communication. Chapter 11, "Decision making." Models of
decision making, the process of creativity, group decision
making and the Delphi technique.
Chapter 12, "Stress and Conflict." The causes of stress,
emergence of stress, effects of stress and intraindividual
3, 4 & 5
6, 7
8, 9
10, 11
12, 13
5
12/15/05
12/16/05
conflict. Chapter 13, "Power and Politics." What is power?
Classifications of power, empowerment, and political
implications.
Luthans, Organizational Behavior, Chapter 14, "Groups and
Teams," nature of groups, informal group dynamics,
dysfunctional characteristics of groups, and Chapter 15,
“Managing and Leading for High Performance.” Job design,
job enrichment, quality of work life and goal setting.
Luthans, Organizational Behavior, Chapter 16, “Behavioral
Performance management,” discusses the theoretical
processes of learning, reinforcement and organizational
reward systems, and Chapter 17, “Effective Leadership
Processes.” Historical review of leadership studies,
traditional and modern theoretical processes of leadership.
12/17/05
TERM PAPER IS DUE. ALL LATE PAPERS ARE
REDUCED BY AT LEAST ONE FULL LETTER GRADE!!
12/20/05
Final Examination. The final examination shall consist of 50
multiple choice questions covering chapters 1-15.
14, 15
16, 17
REFERENCE
Dictionary of Business Terms, Third Edition (New York: Barrons Educational Series,
Inc., 2000). ISBN 0-7641-1200-7.
Dictionary of International Business Terms, 3rd edition (New York: Barron's
Educational Series, Inc., 2004). ISBN 0-7641-2445-5.
Kate L. Turabian, A Manual for Writers of Term Papers, Theses and Dissertations
(Chicago: The University of Chicago Press).
The Vest-Pocket MBA, 3rd Edition. NY: Penguin Group. 2004. ISBN: 1-59184-051-1.
BIBLIOGRAPHY
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Argyris, Chris & D. A. Schon. Organizational Learning: A Theory of Action
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Bennis, Warren.
On Becoming a Leader. Reading, MA: Addison-Wesley
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Cascio, Wayne F. Managing Human Resources. NY: McGraw-Hill Book Company,
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Fayol, Henri. General and Industrial Management, Constance Storrs (trans.).
London, England: Pitman, 1949.
Fiedler, Fred E. A Theory of Leadership Effectiveness. New York: McGraw-Hill,
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Friedman, Thomas, Up the Ladder: Coping with the Corporate Climb. NY: Warner
Books, 1986.
Hersey, Paul and Blanchard, Kenneth H. Management of Organizational Behavior,
4th ed. Englewood Cliffs, NJ: Prentice-Hall, 1982.
Lawler, Ed, Motivation in Work Organizations. Monterey, CA: Brooks/Cole
Publishers, 1973)
Likert, Rensis. The Human Organization. NY: McGraw-Hill, 1967.
Lodge, George C., The American Disease. NY: New York University Press, 1986.
Maslow, Abraham H., Motivation and Personality. New York: Harper & Row, 1970.
Mintzberg, Henry. The Nature of Managerial Work. NY: Harper & Row, 1973.
Organization theory: from Chester Barnard to the present and beyond. New York
Oxford University Press, 1990. 89-38918:
Rosen, Robert H. The Healthy Company. New York: Jeremy P. Tarcher / Perigee
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Thompson, Victor A., Modern Organization: A General Theory. NY: Alfred Knopf
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p. cm.
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SCHOLARLY MANAGEMENT JOURNALS
Academy of Management Journal
Academy of Management Review
Administrative Science Quarterly
Decision Sciences
Group and Organization Studies
Industrial Relations
11
International Studies of Management and Organization
Journal of Business
Journal of Business Communication
Journal of Business and Psychology
Journal of Business Research
Journal of Management
Journal of Management Studies
Journal of Occupational Behavior
Journal of Occupational Psychology
Journal of Organizational Behavior Management
Management Science
Organizational Behavior and Human Decision Processes
Personnel Management
Personnel Psychology
Public Administration Review
12
RESEARCH PROJECT
WHAT DO MANAGERS DO?
INTERVIEWING QUESTIONNAIRE
At least three different managers, preferably from three different organizations, should
be interviewed for the purpose of this paper. The managers should have positions of as
great authority as possible. Describe in the paper what their positions are, what their
responses are to the questionnaire, how the three different managers compare in terms
of their respective responses, and what you learned from doing the exercise. These
papers will be discussed in class. ALL PAPERS SHALL BE TYPED!
Based on research managers have been shown to perform at least ten roles. Not every
manager performs every role; not every role is equally important in each manager's job.
There may be things managers do that are not included on this list. Indeed, there is an
"Other" category for including those things which are not found in this exercise.
The object of this assignment is to provide an experience in which you can collect some
information on what contributions managers make to achieving organizational goals.
For purposes of this study, a manager is anyone whose job consists primarily of
supervising other people in organizations.
Since so many of our students are using word processing to prepare their research
papers, I strongly recommend students use the spelling checker option to reduce the
number of spelling and typographical errors and the use of a Grammar Checker to
check the grammar of all written work. GRAMMAR AND SPELLING WILL BE A
FACTOR IN THE GRADE FOR ALL PAPERS!
INSTRUCTIONS
1. Find three managers and conduct the interviews, using the attached form as a guide.
Obtain numerical answers, using the scale provided, for all of the questions, and place
their answers in the suggested summary sheet at the end of this outline. Determine:
a. Which are the most important roles-those which contribute to effective
performance on the job?
b. Which are the most time-consuming?
c. Ask the manager to give an example of the role in question.
2. Discuss the results with the manager. Ask: Were there any roles that you had
expected to be more (or less) important before the interview? Were there any roles
where the time consumed seemed disproportionate to the importance of the role?
13
3. Take notes on the interview and bring them with you to class for reference in the
class discussion when the project is considered.
4. You do not need to supply the name of the manager interviewed. We are only
interested in developing a sample of managerial views of their job. The responses will
be anonymous, and you should treat the interview as a confidential communication.
The ten roles and the typical activities involved in them are listed below, together with a
space for you to list items that may be important but not provided for. For each role,
enter the appropriate numbers based upon the following scale.
For the category "Importance", enter a number reflecting how important the role is to
effective job performance for the manager. The scale of values for this category are: 1
= of no importance; 2 = of minimal importance; 3 = of some importance; 4 = of
considerable importance; 5 = of very high importance.
The next category, "Time", describes how time-consuming the role is for the manager.
The scale values for this category are: 1 = no time consumed; 2 = minimal time
consumed; 3 = some time consumed; 4 = considerable time consumed; 5 = a very high
amount of time consumed.
Finally, in the category "Example" briefly note an example of the job duties performed in
fulfilling this role. Complete each of these categories for the three managers even if
examples are difficult.
1. Acts as legal and symbolic head; performs obligatory social, ceremonial, or legal
duties (retirement dinner, luncheon for employees, plant dedication, annual dinner
dance, civic affairs, signs contract on behalf of firm etc.)
Importance ______ Time ______ Example ______________________
_________________________________________________________________
2. Motivates, develops, and guides subordinates; staffing, training, and associated
duties (management by objectives, provides challenging assignments, develops people,
selects personnel, encourages subordinates, trains new employees)
Importance ______ Time ______ Example ______________________
_________________________________________________________________
3. Maintains a network of contacts and information sources outside own group to obtain
information and assistance (attends staff meetings, takes customer to lunch, attends
professional meetings, meets with manager of department X, keeps abreast of
14
upcoming design changes etc.).
Importance ______ Time ______ Example ______________________
_________________________________________________________________
4. Seeks and obtains information to understand organization and environment. Acts as
nerve center for organization (charts work flow, work-place meetings, audits expense
control statements, reviews exception reports, reviews quotations, meets with
production control)
Importance ______ Time ______ Example ______________________
_________________________________________________________________
5.
Transmits information to subordinates within own organizational area of
responsibility (workplace meetings, disseminates results of meetings, transmits policy
letters, briefs subordinates, sends out copies of information, posts schedules and
forecasts).
Importance ______ Time ______ Example ______________________
_________________________________________________________________
6. Transmits information to persons outside of organizational area of responsibility
(works with product committee, prepares weekly status reports, participates in
meetings, deals with customer's coordinator, field sales).
Importance ______ Time ______ Example ______________________
_________________________________________________________________
7. Searches organization and its environment for "improvement projects" to change
products, processes, procedures, and organization.
Supervises design and
implementation of change projects as well (cost reduction program, plant trip to X
Division, changes forecasting system, brings in subcontract work to level work load,
reorganizes department.
Importance ______ Time ______ Example ______________________
_________________________________________________________________
8. Takes corrective action in time of disturbance or crisis (handles union grievances,
negotiates sales problems, redistributes work during "crash programs," handles
customer complaints, resolves personal conflicts, assigns engineers to problem jobs).
15
Importance ______ Time ______ Example ______________________
_________________________________________________________________
9. Allocates organizational resources by making or approving decisions. Scheduling,
budgeting, planning, programming of subordinate's work, etc. (budgeting, program
scheduling, assigns personnel, strategic planning, plans manpower load, sets
objectives).
Importance ______ Time ______ Example ______________________
_________________________________________________________________
10. Represents organization in negotiating of sales, labor, or other agreements.
Represents department or group negotiating with other functions within the organization
(negotiates with suppliers, assists in quoting on new work, negotiates with union, hires,
resolves jurisdictional dispute with department X, negotiates sales contract)
Importance ______ Time ______ Example ______________________
_________________________________________________________________
11. Other:
Importance ______ Time ______ Example ______________________
_________________________________________________________________
The Mintzberg roles are given - though not labeled - on the questionnaire in the
following order:
Interpersonal Roles
Information Roles
Decisional Roles
1. Figurehead
2. Leader
3. Liaison
4. Monitor
("Nerve Center"
in Mintzberg)
5. Disseminator
6. Spokesperson
7. Entrepreneur
8. Disturbance
Handler
9. Resource Allocator
In the body of the paper compare and contrast the different managers in terms of the
importance rating and time consumed for each of the management functions. Do this
by function rather than by manager, i.e., compare all three managers' responses
functionally. Use the examples they gave you to document your conclusions. Discuss
16
any differences and the "other" category.
analyzing your data are encouraged.
Original methods of interpreting and
Summarize the report in terms of why you believe the managers agreed and disagreed
on the importance rating and time consumed for the functions discussed. Be prepared
to discuss your results in class.
Please use the following suggested Report Format for summarizing your interviews.
Please average the importance and time categories for your three managers. This will
provide an index of the most important and time consuming functions as well as giving
an overall importance/time indicator.
REPORT FORMAT
IMPORTANCE RATING AND TIME CONSUMED
FOR MANAGERS INTERVIEWED BY FUNCTION
(I = IMPORTANCE RATING
T = TIME CONSUMED)
Role
Functional
Average Avg. Ratio
Manager A Manager B Manager C Importance Time I / T
INTERPERSONAL ROLES
Figurehead
Leader
Liaison
I T
I T
I T
I T
I T
I T
I T
I T
I T
AVG.
AVG.
AVG.
AVG. I / T
AVG. I / T
AVG. I / T
Interpersonal Role
Averages
I T
I T
I T
AVG.
AVG. I / T
I T
I T
I T
I T
I T
I T
I T
I T
I T
AVG.
AVG.
AVG.
AVG. I / T
AVG. I / T
AVG. I / T
Informational Role
Averages
I T
I T
I T
AVG.
AVG. I / T
INFORMATIONAL ROLE
Monitor
Disseminator
Spokesman
17
decisional role
Role
Functional
Average Avg. Ratio
Manager A Manager B Manager C Importance Time I / T
Entrepreneur
I T
Disturbance Handler I T
Resource Allocator
I T
Negotiator
I T
I
I
I
I
Decisional Role
Averages
I T
Total Average
Manager I / T Ratio
T
T
T
T
I
I
I
I
T
T
T
T
AVG.
AVG.
AVG.
AVG.
AVG.
AVG.
AVG.
AVG.
I/T
I/T
I/T
I/T
I T
I T
AVG.
AVG. I / T
I T
I T
I T
AVG.
AVG. I / T
I/T
I/T
1/T
In the body of the paper compare and contrast the different managers in terms of the
importance rating and time consumed for each of the management roles and functions.
Use the examples they gave you to document your conclusions. All papers will include
a research report as detailed above. Discuss any differences and utilize the "other"
category. Do not simply itemize each manager. It is ESSENTIAL to compare and
contrast all three managers functionally by incorporating the overall findings from your
research report. What is required here is critical comparative thinking. Use the I / T
ratio to compare the managers in terms of the importance they give to an individual
function and the time they actually spend doing it.
Summarize the report in terms of why you believe the managers agreed and disagreed
on the importance rating and time consumed for the functions discussed. Draw
conclusions as to why the managers reached the judgments they did. Be prepared to
discuss your results in class.