Course:
Management and Organizational Behavior
MAN 6156 MSA Program or by Permission
Class
Fully online with Desire2Learn software
Credits:
3 semester hours
Professor:
Dr. Marian C. Schultz
Email: mschultz@uwf.edu
Office
FWB Campus, Building 4, 464
Courses at the FWB campus in Bldg 3 on Mondays and Wednesdays
Hours:
By appointment
Home Phone: 897-3115 (no phone calls after 10:00 pm)
Fax 897-3130
Textbook:
Organizational Behavior , Nelson & Quick, 8th edition (2011)
Thomson/Southwestern Publishers (ISBN: 9781111825867).
Course:
Appreciation and understanding of the field of organizational behavior and its
application in managing human and other resources. Emphasizes understanding
individual behavior (motivation, self-awareness, leadership, etc.) and group
dynamics (decision-making, group development and work) Conflict, climate,
learning styles, power, stress, process/content, human rights and quality are also
discussed. This course may not be taken for credit by students having credit for
INP 6397. Permission is required.
The course is intended to assist students in understanding the field of
organizational behavior and its applications in managing corporate resources. It
emphasizes both individual behavior and group dynamics through experiential
and other appropriate designs. This course is designed to teach perspectives
and practicing managers the major behavioral theories and concepts at work in
an organizational setting. A primary course objective is to teach students the
complex behavioral dynamics of individuals and groups in organizations.
Student Learning Outcomes:
1. Analyze the origins of organizational behavior, including processes and their
consequences.
2. Distinguish the various theories of leadership, comparing and contrasting
them, showing similarities, and differences.
3. Apply the major theoretical approaches to motivation in designing reward
systems that tie reward to performance in varied organizational settings.
4. Examine group dynamics and power and influence in organizations, and
explain how they are all interrelated.
5. Formulate how the process of perception influences the management
processes and contributes to individual differences.
6. Classify the various means of managing conflict, power, and political action
in an organization.
7. Explain and analyze the issues relating to management ethics and social
responsibility. Describe and assess the processes of individual and group
decision making, illustrating when each should be used in the context of
Organization Learning.
8. Diagnose the effectiveness of a work team and prescribe ways for increasing
group effectiveness within the context of Organization Learning.
9. Propose and evaluate a plan for implementing and evaluating changes
within an organization.
Teaching Format:
The course will consist primarily of experiential course work, discussions on the forum,
virtual team work, chat rooms, and mini discussions online. Students will be organized
into teams so as to simulate real life work situations. The experiential work focuses on
both individuals and group learning concepts. As graduate students, it is expected that
you share in the learning process. The students are responsible for reading all assigned
materials. Overall, students are encouraged to analyze situations relying on more than
one perspective, thereby enhancing their potential for managing the issue at hand.
Emphasis will be placed on interpreting and intermingling concepts and theories
presented so as to develop stronger diagnostic skills. Students will learn how to
incorporate concepts of conflict resolution, power, leadership, communication,
motivation, stress and change into the management of human resources. Students will
gain additional insight into responding to various learning styles and cultural
differences.
Special Needs Assistance:
Students with special needs must inform the instructor within the first week of the
course term of any personal circumstances that may require special consideration in
meeting course requirements or adhering to course policies. Students with special needs
who require specific examination-related or other course-related accommodations
should contact Barbara Fitzpatrick, Director of Student Disability Resource Center,
SDRC@uwf.edu, (850) 474-2387. Student Disability Resource Center will provide the
student with a letter for the instructor that will specify any recommended
accommodations.
Make-up Policy:
All exams and assignments are expected to be completed by the predetermined date set
by the professor. If there is a personal emergency, the student must contact the
professor as soon as possible to coordinate a make-up for any exam or assignment.
Make-up exams will cover the same material as the regularly scheduled exam, but will be
taken during final exam week or at the discretion of the professor. The specific format
will be at the discretion of the professor.
Academic Conduct Policy:
As members of the University of West Florida, we commit ourselves to honesty. As we
strive for excellence in performance, integrity – both personal and institutional – is our
most precious asset. Honesty in our academic work is vital, and we will not knowingly
act in ways to erode that integrity. Accordingly, we pledge not to cheat, nor to tolerate
cheating, nor to plagiarize the work of others. We pledge to share community resources
in ways that are responsible and that comply with established policies of fairness.
Cooperation and competition are means to high achievement and are encouraged.
Indeed, cooperation is expected unless our directive is to individual performance. We
will compete constructively and professionally for the purpose of stimulating high
performance standards. Finally, we accept adherence to this set of expectations for
academic conduct as a condition of membership in the UWF academic community.
Plagiarism:
UWF is committed to maintaining and upholding intellectual integrity. The faculty,
departments, divisions, or campuses of the University may impose sanctions on
students who commit the following academic integrity violations: cheating, plagiarism,
and other related acts. Sanctions may include a failing grade on the assignment, a failing
grade for the course, suspension, or dismissal from the University. Plagiarism, which is
the “uncredited” use of another's words or ideas, includes the act of submitting a paper
that you didn't write. To avoid plagiarism, follow these guidelines:

If you use someone else's words, be sure to put quotation marks around them so as to assign full
credit to the source.
 If you paraphrase someone else's words or use their ideas in your own words, again, be
sure to provide full credit to the source.
 Any plagiarized work or work that does not meet the course requirements will not be
accepted, resulting in a zero and being dropped from the course.
Graded Items
Graded Items
Midterm Exam
35%
Final Exam
35%
Focused Team Research Paper
15%
15 pages, DS, 12 font, 12 references minimum
Approximately 3 pages per team member;
APA 6th edition formatting requirement
Participation and Team Contribution
10%
Personal Assessment (no raw scores, just a narrative
assessment of what you have learned about yourself)
5%
Integrating analysis of self assessments – 2-3 pages
See directions under content
Total
100%
Class participation includes interaction in the virtual classroom and timely completion of course
materials. Class participation at the graduate level is an important component of the educational
experience. Students are expected to participate in classroom discussion by logging on to the
virtual classroom. Superior participation grades will be given to active students, those that
exchange ideas in a thoughtful manner that reflect preparation as well as
personal opinion, while exercising the courtesies due others
93-100
A
Research: (behavioral topic assigned)
th
 APA format required 6 edition
 Typed (15 pages of text) double-spaced
 Approx. 3-4 pages per team member
 Professional appearance for final copy
 Complete References & Citations
 Items to be integrated into the text: purpose, statement of problem
review of literature, discussion of findings, summary of research
90-92
A-
87-89
B+
83-86
B
80-82
B-
77-79
C+
73-76
C
70-72
C-
68-69
D+
63-67
D
Below
F
Schedule of Modules: For easy reference, the modules are color-coded. Here is how
our discussion week will work: On Monday of each week I will post a discussion
question or article to the discussion board. The team will take that question and go
back to your private discussion boards (which has been created for each team) and
discuss it. Each team will come up with a single consolidated team response, which
will then be posted to the public discussion board where you found the original
question. The team posting should be clearly identified by the module number and
your team name. Be sure to take turns within your team so that each person takes
on the responsibility of posting. Communication is critical within your team. The
team post MUST be posted no later than Sunday morning at 7 AM central time.
This will allow me time to respond to each of the teams with my response. Be sure
to read the postings from each team. The remainder of Sunday the board will stay
open so the teams can read the postings. The teams are always encouraged to
post early. You are always welcome to post comments. If a team posts late, do not
expect credit.
Each discussion week starts on Monday (7 a.m. and ends on the following Monday
7 a.m. central time).
This means that the boards will close down and no new postings can be made. If
there is a problem with a team member “not participating,” please work with the
student or contact me to have the student removed. If a student is removed from
a team, the student may be placed with another team or may become a team of
one with all requirements remaining. Each Monday a new module opens while the
old one closes down. Individual Assignments (“you” assignments are self
assessments; self assessments do not need to be submitted individually. The selfassessments will be used to develop a 2-3 page personal assessment to be
submitted NLT due date posted. Any late work will automatically lose half
credit.
Module 1
January 7
Course Introduction
Create a logo and team name; post it to the appropriate discussion
board.
Post Brief Introduction on the discussion board along with your
Keirsey Bates (http://www.keirsey.com/cgi-bin/newkts.cgi).
Chapter 1 – Behavior and Opportunity
Objectives
 Identify today’s challenges
 Describe today’s workforce roles
 Define the organization context
 Define Organizational Behavior
You. 1.1 (Individual effort, no submission of the assessments is
required…just use them to develop the personal assessment paper.
Module 2
January 14
Module 3
January 21
Chapter 2 -- Challenges for Managers
Objectives
 Diagnose dimensions of cultural differences
 Ethical dilemmas
 Discuss the impact of gender, race, age, and physical
disabilities in the workplace
 Identify how some dimensions of personality influence
behavior within organizations
You 2.2
Chapter 3 – Personality, Perception and Attribution
Objectives
 Understand Value diversity
 Examine Theories of personality
 Examine personality characteristics and their influences on
behavior
 Understand social perception
 Apply the attribution process


Module 4
January 28
You 3.1
You 3.2
Chapter 4 – Attitudes, Emotions and Ethics
Objectives
 Understand ABC Model of attitude
 Understand Locus of control
 Examine the impact of persuasion
 Describe instrumental and terminal values
 Apply Massey’s value system
 Machiavellianism
 You 4.1
 You 4.2
Module 5
February 4
Chapter 5 – Motivation at Work
Objectives
 Understand needs achievement, power and affiliation
 Examine motivation
 Analyze two factor theory
 Understand cultural differences in motivation
 You 5.2
Module 6
February 11
Chapter 6 – Learning and Performance Management
Chapter 7 – Stress and Well Being at work
Objectives
 Learning, Reinforcement, punishment, extinction
 Classical and operant conditioning
 Rewarding performance
 Strategies of reinforcement, punishment and extinction
 Positive and negative consequences of behavior
 Individual and team oriented reward systems
 Describe strategies for managing teams effectively
 Describe benefits of eustress and costs of distress
 You 6.1
 You 6.2



Tinker Toy exercise is conducted as an Individual effort. After
completing the exercise then compare your results with your other
team members and post each person’s assignment in one single word
document to the appropriate board. For this module each individual
may choose to use a family team, neighbor team, social team, drinking
team, or any other team you can entice into helping out. After
conducting the activity. The questions to address will be posted under
handouts. (The Tinker Toy Exercise)
You 7.1
You 7.2
Module 7: *MIDTERM EXAMINATION SCHEDULED as MODULE 7*
February 18 (Chapters 1-6) Chapter 7 will not be on this exam or the final exam. Use this week to
prepare for the exam and push forward on your personal assessment paper. No
discussion question.
The exam will open on February 22 @ 7 am central time and closes on February 25 at
7:00 am central time. The essay will be graded after all of the exams are completed.
Module 8
February 25
Chapter 8 – Communication
Objectives
 Distinguish between defensive and nondefensive communication
 Understand reflective listening skills
 Describe ICT
 You 8.1
 You 8.2
Module 9
March 4
Chapter 9 – Work Teams and Groups
Objectives
 Understand and apply team and group membership
 Implement group dynamics and formation
 Examine task and maintenance functions
 Examine empowerment
 You 9.1
 You 9.2
Chapter 10 – Decision Making by Individuals and Groups
Objectives
 Identify Bounded Rationality
 Understand the Garbage can model
 Discuss and understand Groupthink
 Apply group decision making
 You 10.1
 You 10.2 (Be sure to request answer after completion of exercise)
Module 10
March 11
Spring Break – no postings this week
Module 11
March 18
Chapter 11 – Power and Political Behavior
Objectives
 Discuss and understand interpersonal and intergroup sources of
power
 Apply power analysis and theory of power
 Identify and formulate ethical uses of power
 You 11.1
 You 11.2
Module 12
March 25
Chapter 12 – Leadership and Followership
Objectives
 Understand the impact of leadership and followership
 Discuss contingency theory of leadership
 Discuss situational leadership model
 Understand the differences between transformational, transactional
and charismatic leaders
 You 12.1
 You 12.2
Module 13
April 1
Chapter 13 – Conflict and Negotiation
Chapter 14 – Job Design
Objectives
 Functional and dysfunctional conflict
 Techniques for managing conflict
 Styles of conflict management
 Discuss theoretical approaches to job design
 You 13.2
 You 14.1
Module 14
April 8
No discussion this week
Finalize Work on Research Project
Module 15
April 15
Chapter 15 – Organizational Design and Structure
Chapter 16 – Organizational Culture
Objectives
 Define Differentiation and Integration as organizational design
processes
 Discuss six basic design dimensions of an organization
 Briefly describe five structural configurations for organizations
 Explain the four forces reshaping organizations
 Discuss emerging organizational structures
 Identify two cautions about the effect of organizational structures on
people

Evaluate four functions of culture




Module 16
April 22
Module 17
April 29th
Describe three stages of organizational socialization
Understand and apply the concept of incremental change
You 16.1
You 17.1 (This particular activity is included, although we are not
integrating the full chapter)
Chapter 18 – Managing Change
Objectives
 Understand and discuss strategic change and change agents
 Formulate examples of resistance to change
 Apply Lewin’s change model
 You 18.1
 You 18.2
Final Exam to be available at the end of this week
SUMMARY OF IMPORTANT DUE DATES:
Due Date: Paper - April 22 by 7 am central time
The exam will open on February 22 @ 7 am central time and closes on February 25 at
7:00 am central time. The essay will be graded after all of the exams are completed.
Final exam: May 3rd @ 7 am central time and closes on May 4th at 11:59 pm central
time; Final grades are due in the registrars office by May 7th at 9 am
“You” personal paper: April 29th at 7 am central time; submit only one copy to the
drop box. The drop box availability will close after this time. No assignments will be
accepted after this time period.
Professor Bio:
Dr. Marian Schultz holds an Associate degree and a Bachelor’s degree from the
University of Detroit-Mercy, a Master’s degree from Pepperdine University, and a
Doctorate from the University of Southern California. She has taught various
business courses for The University of Hawaii, Chaminade University and Hawaii
Pacific University while living in Hawaii. While in San Antonio she taught in the
Marketing and Management Department for The University of Texas at San
Antonio, and later at St. Mary’s University School of Business and Administration.
In addition to her
teaching, she is also actively
involved in
consulting work to include Pace
Foods of San
Antonio (known for their taco &
picante sauce),
The Winning Edge, 149th Tactical
Fighter Group of
the Texas Air National Guard,
First City Bank,
Eglin AFB, Eglin Supervisory
Group, and Health
America. Dr. Schultz currently
holds professional
memberships in the Academy of
Management,
American Educational Research
Association, and
the American Society for Training
and Development,
The Council on Employee
Responsibilities
and Rights, The Association of
Management, The Economic and Business Historical Society, The Association of
Business Communication, The Association of Business Research, and The Atlantic
Economic Society. She has presented her research regionally, nationally and
internationally. Her publications and research include such topics as Stress,
Comparable Worth, Crisis Management, Aeronautics, Crew Rest, Diversity Issues,
Leadership, Gender Diversity, Human Factors, Humorology, Online Education,
and Power. She is currently a Board member for the JAAER, the Journal of
American Academy of Business, Business Review Cambridge, and The Journal of
American Business Review, Cambridge. She joined the Management faculty of The
University of West Florida as an Associate Professor in the fall of 1989, received
tenure in 1993 and was promoted to full professor in 2008.