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MANAGEMENT 371: ORGANIZATIONAL BEHAVIOR
IOWA STATE UNIVERSITY
COLLEGE OF BUSINESS
Spring 2008 Semester
COURSE SYLLABUS
Instructor:
Dr. Ellen J. Mullen
Class Time:
Credits:
Prerequisite:
Section A: MWF 9:00-9:50 a.m.;
Section C: MWF 10:00-10:50 a.m.;
Section D: MWF 12:10-1:00 p.m.
Section A: Gerdin 2118;
Section C: Gerdin 0129;
Section D: Gerdin 2117
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MGMT 370
Office:
Telephone:
Email:
3282 Gerdin
294-2645
emullen@iastate.edu
Office Hours:
MWF 11:00-12:00 and MF 2:00-2:50 and/or by appointment.
I have an Open Door Policy, but you may want to schedule an appointment to
ensure a meeting.
Class Site:
COURSE OVERVIEW:
The purpose of MGMT 371 is to survey the field of Organizational Behavior (OB), its theories
and applications for effectively understanding and managing people at work. The course covers
OB on three levels: individual, group, and organizational. Topics discussed in MGMT 371 include
organizational culture, managing diversity, and managing across cultures. Individual
differences, including personality, values, attitudes, and perceptions are explored, as are job
satisfaction and intrinsic and extrinsic motivation. On the group level, we address group
dynamics, decision-making, managing conflict/agreement, and teamwork. Organizational level
processes, such as communication, influence, politics, leadership and managing change are also
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discussed. Students are provided theoretical foundations of OB as well as their work
applications. If you plan to work in an organization, you can benefit from this course.
YOUR PART:
In MGMT 371, we will aim to address your personal learning style within the structure the
syllabus provides. Learning is active! Thus, to maximize your learning, it is necessary that you
come to class and come prepared. Your contribution to the class via questions, ideas, personal
experiences, etc., is essential to your learning and others’. The course delivery is based on a
constructivist approach (which we will discuss), meaning your participation is essential to the
learning process in MGMT 371. The class will involve lecture; large and small group discussion;
team activities and assignments; and individual assignments to accomplish overall course
objectives while maximizing individual student learning.
MAJOR COURSE LEARNING OBJECTIVES:
After completion of this course, students should be able to:
1.
Define Organizational Behavior and its relevance and importance to organizations and
work.
2.
Understand theories, concepts and terms related to the field of organizational behavior.
3.
Understand the application of the organizational behavior discipline on three levels:
Individual, group, and organizational.
4.
Recognize the many differences between individuals and how they can be effectively
managed.
5.
Apply theories of intrinsic and extrinsic motivation to maximize human performance in
organizations.
6.
Apply strategies for effectively managing teams, conflict and agreement in organizations.
7.
Recognize the implications of current organizational trends and issues related to the
organizational behavior discipline and its applications.
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LEARNING MATERIALS:
1.
Organizational Behavior: Key concepts, skills & best practices (3rd Ed.). (2007).
Kreitner, R., & Kinicki, A. NY: McGraw-Hill/Irwin. ISBN 978-0-07-340496-7.
2.
Readings online
COURSE REQUIREMENTS:
The requirements of MGMT 371 include the following. Each will contribute to your overall point
total and grade as described below:
1.
Examinations
There will be two examinations during the term and an optional final examination. If you are
satisfied with your course grade, have completed all other assignments, and have no absences
the last 2 weeks of class (no exceptions), you may opt not to take the final exam. If you choose
to take the final exam, it will count. Chapter discussion questions will serve as exam review.
The two exams during the term will be multiple choice and short answer and will cover reading,
lecture and discussion material (150 points possible per exam). The final exam will be multiple
choice and noncomprehensive (Final exam worth a possible 100 points). See the course schedule
for exam dates.
2.
“12 Angry Men” Individual Analysis Assignment
Each student in MGMT 371 will be required to write an approx. 3-4 page paper examining how
the application of MGMT 371 concepts and topics is illustrated through the film “12 Angry
Men”, which we will be viewing in class. The paper should be typed (double-spaced), thoughtful,
well-organized and professionally written. We will discuss further the format and expectations
for the paper before we watch the film (175 points possible).
3.
Leadership Analysis Paper
Each student in Management 371 will also be required to describe and analyze in writing a
prominent leader. There needs to be enough published or available information about the leader
you choose to complete an approx. 3-4 page paper (typed, double-spaced) (200 points possible.).
Your paper will consist of two parts:

The first section of your leadership analysis paper should be a description

5.
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of the leader’s style of leadership and how it is manifested. This will
require you to research the individual and summarize what you learn about
him/her. (Approx. 1-2 page)
The second section of your paper should be an analysis of this leader’s style
and behaviors from the perspectives of the various theories, models and
ideas covered in the text and in class. Why/when is he/she effective or
ineffective as a leader? What model(s) and/or theories does he/she apply?
Not apply? What principles does he/she exemplify? Defy? This section
should really analyze (Approx. 1-2 pages)
Team Project
At the beginning of the term, you will become a member of a team for class activities,
discussion and assignments. The team’s major assignment for the semester is to compose a
“research paper.” A 20-minute presentation summarizing the team’s work will also be required.
Each team will examine an assigned topic, generate a research question, and conduct research
on their topic. More specific instructions will be provided early in the term. Some time will be
provided in class to coordinate the team project and periodic informal conferences between the
team and the instructor as well as incremental deadlines will be scheduled to maintain effective
progress on the project and coordination of the team. (200 points possible: 125 possible on
the paper and 75 possible on the presentation.)
6.
Sharing OB in the News
Issues directly and indirectly related to Organizational Behavior frequently appear in the news.
Each student is required to find 2 news items related to OB this semester and briefly share
them with the class. You can choose from any news source, e.g., newspapers and print
publications, internet, or television. This will help to illustrate OB principles and models in the
“real world”. Bring your news item to class and notify the instructor that you have an item to
share (25 points total for 2 news items).
NOTE: Much more detail about assignments will be provided in class and/or on the
website (don’t assume everything will be on the website) as needed. Assignments are
expected on the due dates that will be given. You are expected to respect all deadlines.
Late assignments will lose 5% daily. Please notify the instructor in advance if, under
extreme circumstances, a deadline cannot be met.
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LEARNING ASSESSMENT:
Each student’s course grade will be determined as follows:
1.
2.
3.
4.
5.
a. 2 Examinations (150 each)
b. Final Exam (optional & 100)
Leadership Analysis Paper
“12 Angry Men” Paper
Team Project
Paper
Presentation
Sharing OB in the news
TOTAL
300 points possible
100
200
175
125
75
25
1000 points possible
(900 total without final exam)
Grading Scale:
Grades are figured as a percentage of the points possible. Curving is
rare and would be minimal. Final grades will be assigned as follows:
A = 93.0-100%
A- = 90.0-92.9%
B+ = 87.0-89.9%
B = 83.0-86.9%
B- = 80.0-82.9%
C+ = 77.0-79.9%
C = 73.0-76.9%
C- = 70.0-72.9%
D = 60.0-69.9%
F = 0-59.9%
CLASSROOM GROUNDRULES:
In order to have productive class time and discussion, we need to follow these guidelines at all
times. We may add to this list as we collectively generate other guidelines. Thank you for
maintaining these courtesies so that learning can be maximized.

Only one person speaks at a time. Please respect others in the classroom and refrain from
talking when the instructor or a classmate is speaking. Sidebar conversations make it very
hard for other students to hear the lecture or main discussion.
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





Individual differences are valued.
You may comment on another’s comment, but must refrain from criticizing or attacking.
Keep your comments/insights/questions relevant to the topic.
No cell phones, pagers or headphones.
No ISU Daily during class.
If you are using a laptop during class, it must be only for class purposes.
CLASS ATTENDANCE:
Attendance is essential in order to achieve maximum learning. Instructors typically cover
material in class that they deem particularly important as well as material not found in the text,
so it is important to be there. Further, a significant portion of Management 371 class time will
involve large and small group discussion and your input is needed! Finally, much of Management
371 will also be team-based and you need to contribute. Your team reserves the right to
“report” you to the instructor if you are not contributing consistently to the team’s activities
and assignments.
Your team will be asked to sit in the same general seats each class period, so that I can learn
your names more easily and know if you are present. If you miss more than 10% of our class
periods for any reason(s), you will be required to take the optional final exam. If absences are
excessive, the instructor reserves the right to take away points consistent with the extent of
the absenteeism and lack of contribution.
SPECIAL LEARNING NEEDS
If you have a documented disability that may affect your ability to participate fully in the
course or if you require special accommodations, you are encouraged to notify the instructor, so
that appropriate accommodations can be arranged. A form indicating the type of
accommodation needed can be obtained from the Office of Disability Resources (294-1020).
Please be assured that such information will be treated as strictly confidential.
STUDENT ETHICS: ACADEMIC DISHONESTY AND PLAGIARISM
Academic dishonesty occurs when a student uses or attempts to use unauthorized information
in the taking of an exam; or submits as his or her own work themes, reports, drawings,
laboratory notes, or other products prepared by another person; or knowingly assists another
student in such acts or plagiarism. Such behavior is abhorrent to the university, and students
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found responsible for academic dishonesty face expulsion, suspension, conduct probation, or
reprimand. Instances of academic dishonesty ultimately affect all students and the entire
university community by degrading the value of diplomas when some are obtained dishonestly,
and by lowering the grades of students working honestly. Please be advised that, as a member
of this institution, measures will be taken to eliminate academic dishonesty.
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TENTATIVE COURSE SCHEDULE
DATE
1/141/18
TOPIC
Introduction and overview; objectives; Student
introductions. Teams form.
Ch. 1: Defining OB; people-centered mgmt.
Ch. 9: Group dynamics and teams.
READING ASSIGNMENTS
Text Chapter 1 and 9
1/211/25
Mon 1/21: MLK Jr. Holiday. NO CLASS.
Wed/Fri: I.Working collaboratively (social
dynamics):
Ch. 9: Groups and teams.
Text Chapter 9
1/282/1
Ch. 14: Leadership.
Teams meet.
Text Chapter 14
Mon and Wed: Ethics. Teams meet.
Ch. 2: Culture; socialization; and mentoring.
Ethics Learning Module and Text
Chapter 2
2/112/15
WED., 2/13: LEADERSHIP ANALYSIS
PAPER DUE IN CLASS
Ch. 3: Managing globally
Teams meet. Exam review.
Text Chapter 3
2/182/22
MON, 2/18: EXAM I in class (covers
Chapters 1, 9, 2, and Ethics Learning
Module)
Ch. 4: Social perceptions and attributions.
Managing diversity. Teams meet.
Text Chapters 3 and 4
2/252/29
II.Individual-Level OB:
Ch. 5: Individual differences: Self-concepts;
values and attitudes. Teams meet.
Text Chapter 5
3/33/7
Fri: Ch. 6, INTRINSIC MOTIVATION:
Need Theories, Job design, and satisfaction.
Text Chapter 6
3/103/14
Ch. 7: MOTIVATION
Equity, Expectancy and Goal-setting theories.
Teams meet.
Text Chapter 7
3/173/21
SPRING BREAK. NO CLASSES.
ENJOY!
3/24-
Ch. 8: EXTRINSIC MOTIVATION
Text Chapters 8
2/42/8
9
3/28
3/314/4
Feedback, Rewards, and Positive Reinforcement.
MON, 3/31: EXAM II (covers Chapters 37)
Ch. 9: Decision-making. Teams meet.
Text Chapter 9;
4/7 & 4/9: Watch “12 Angry Men”
Review Chapters, especially 9, 10, and
14, related to the film
4/144/18
Influence, Power and Politics (Ch. 13).
“12 Angry Men” PAPER DUE BY WED, 4/16
Chapter 13
4/214/25
MON: Work day
Wed, 4/23: TEAM PAPERS DUE in class
4/23 and 4/25: TEAM PRESENTATIONS
4/285/2
TEAM PRESENTATIONS.
Review Chapters 8, 9, and 13
FINAL EXAM WEEK: OPTIONAL FINAL
EXAMINATION.
See Final Exam schedule.
4/74/11
5/55/9
NOTE: Reading assignments in Course Schedule above are subject to changes announced in
class or on the class website, so it is essential that you check the website routinely to ensure
that you are current on class assignments and announcements.