MANAGING PEOPLE AND ORGANIZATIONS
Course 833:681 Thursdays 9:50 - 12:30, Civic Square Building, Room 113
Julia Sass Rubin CSB 544 732-932-2499, ext. 609 jlsrubin@rutgers.edu
Fall Office Hours: Tuesdays and Thursdays 1:00 – 3:00
This course is designed to enhance your understanding of your own motivation and behavior, as well as that of others, in order to increase your effectiveness in present and future positions and (more importantly) your satisfaction with your career.
Course Readings
Class participants can access the course readings on Sakai (https://sakai.rutgers.edu/portal) under the
Managing People and Organizations heading. The readings are available under the modules tab. There will be a charge for use of the case studies that will be collected in class.
Course Requirements
Class Participation
Because this is a seminar, active and informed participation in class discussions is critical and will count for
35 % of the overall course grade. It is difficult to participate if you’re not in class, so participation will include attendance. Each course participant will be allowed one absence. Any additional absences, with the exception of those caused by emergencies, will result in a 5-point reduction off the total grade. Anyone who knows in advance that s/he will miss class must let the professor know as soon as possible.
Weekly Response Papers/Assignments
In addition to regular participation in seminar discussions, course participants will be required to write short
(one to two pages, single spaced), weekly response papers analyzing that week’s readings and case study.
These will not be returned with individual grades and comments, but will be read carefully by me in preparation for each week’s class and will count for 40% of the overall grade.
These must be uploaded to the Sakai site by noon on the Wednesday before class. Any papers submitted later than that will not be accepted.
Final Paper
Course participants will write a 10 to 15 page paper that analyzes their personality, motivations, interests and career options going forward. The purpose of this paper is to help you reflect on where you are right now in terms of personal and professional development, and to consider where you would like to be in the future and how to get there. This paper will be read only by me and will be graded only on the quality of the work you have done in putting it together and not on your findings. Additional information about the paper is available on the course Sakai site under Assignments. The paper will count for 25% of the overall course grade and is due by 5 pm. on Friday, December 23rd.
The Rutgers University policy on academic integrity and plagiarism is available at: http://academicintegrity.rutgers.edu/integrity.shtml
Week 1: September 2
Introduction and Course Overview
No class Thursday, September 8 th
Week 2: September 15
Knowing Yourself

R. B. Denhardt, J. V. Denhardt and M. P. Aristigueta (2009) , Knowing and Managing Yourself, Chapter
2 in Managing Human Behavior in Public & Nonprofit Organizations , pp. 17-30.

CASE STUDY: Jonah Creighton A
Assignment: Do the Lifeline, Personal Values Inventory, Fundamental Interpersonal Relations Orientation-
Behavior Inventory, Locus of Control Inventory, Career Orientation Inventory and Emotional Intelligence selfassessment exercises in Chapter 2 of Managing Human Behavior. Incorporate your findings into your response paper, which also should analyze the case study.

Week 3: September 22
2
Understanding Others

R. P. Vecchio (2003), Personality and Perception, Chapter 2 in Organizational Behavior-Core
Concepts , p. 26-43.

M R. Banaji, M. H. Bazerman and D. Chugh (2003), How (Un)ethical Are You? Harvard Business
Review , 81(12); p. 56-64.

J-F. Manzoni and J-L Barsoux (1998), The Set Up To Fail Syndrome, Harvard Business Review , 76(2); p. 101-113.

CASE STUDY: Jensen Shoes, to be distributed during the September 15 th class.
No class Thursday, September 29 th in honor of Rosh Hashanah holiday
Week 4: October 6
Motivating Yourself and Others

F. Herzberg (2003), One More Time: How Do You Motivate Employees, Harvard Business Review ,
81(1), p. p. 87-96.

J. Pfeffer (1998), Six Dangerous Myths About Pay, Harvard Business Review , 76(3), p. 109-119.

A. Sutherland (2006), What Shamu Taught Me About a Happy Marriage? The New York Times , June
25. Available at: http://www.nytimes.com/2006/06/25/fashion/25love.html

CASE STUDY: Ben and Jerry
Week 5: October 13
Leadership

R. B. Denhardt, J. V. Denhardt and M. P. Aristigueta , Leadership in Public Organizations, Chapter 7 in
Managing Human Behavior in Public & Nonprofit Organizations , (2009), pp. 167-202.

L. D. Schaeffer (2002). The Leadership Journey, Harvard Business Review , 80 (10), p. 42-47.

D. Goleman (2004). What Makes a Leader, Harvard Business Review , 76 (6), p. 93-102.

D. Goleman, R. Boyatzis and A. McKee (2001). Primal Leadership: The Hidden Driver of Great
Performance. Harvard Business Review , December, 79(11), p. 42-51.

W. G. Bennis and R. J. Thomas (2002). Crucibles of Leadership, Harvard Business Review , 80(9), p.
39-45.

A. H. Eagly and L. L. Carli (2007). Women and the Labyrinth of Leadership, Harvard Business Review ,
85 (9), p. 63-71.

CASE STUDY: Martin Luther King, Jr.
Week 6: October 20
Power and Influence

R. B. Denhardt, J. V. Denhardt and M. P. Aristigueta , Power and Organizational Politics, Chapter 8 in
Managing Human Behavior in Public & Nonprofit Organizations , (2002), pp. 221 – 246.

A. R. Cohen and D. L. Bradford, Influence Without Authority: The Use of Alliances, Reciprocity, and
Exchange to Accomplish Work, Chapter 28 in Psychological Dimensions of Organizational Behavior ,
Barry M. Staw (ed), pp. 378 – 387.

L. Hill (1994). Exercising Influence, Harvard Business School note 9494080.

CASE STUDY: Katherine Graham
Week 7: October 27
Understanding an Organization's Culture
 C. M. Christensen (2006). What Is an Organization’s Culture? Harvard Business School note
9399104.

J. B. Sorensen (2009). Note on Organizational Culture. Stanford Graduate School of Business.

E. H. Schein, The Role of the Founder in Creating Organizational Culture, Chapter 23 in Psychological
Dimensions of Organizational Behavior , Barry M. Staw (ed), (1991), pp. 312 - 326.

CASE STUDY: Suzanne de Passe at Motown Productions.

Week 8: November 3
Working in Groups and Teams

R. P. Vecchio, Group Dynamics, Chapter 9 in Organizational Behavior: Core Concepts , (2003), pp. 210 – 224.

I. L. Janis, Groupthink, Chapter 38 in Psychological Dimensions of Organizational Behavior , Barry M.
Staw (ed), pp. pp. 514
– 533.

M. A. Hogg (2008). From Group Conflict to Social Harmony: Leading Across Diverse and Conflicting
Social Identities, Chapter 2 in Crossing the Divide: Intergroup Leadership in a World of Difference , pp.
1-14.

V. U. Druskat and S. B. Wolff (2001). Building the Emotional Intelligence of Groups, Harvard Business
Review, 79 (3), p. 80-90.

CASE STUDY: The Lithium Fire
Week 9: November 10
3
Managing Conflict

Vecchio, Managing Conflict, Chapter 10 in Organizational Behavior: Core Concepts , (2003), pp. 230 –
242.

C. K. W. De Dreu and N. K. De Vries, Minority Dissent in Organizations, Chapter 5 in Using Conflict in
Organizations , (1997), pp. 72 – 86.

A. Donnellon and D. M. Kolb, Constructive for Whom? The Fate of Diversity Disputes in Organizations.
Chapter 11 in Using Conflict in Organizations , (1997), pp. 161- 176.

J. Weiss and J. Hughes (2005). Want Collaboration? Accept -- and Active Manage
– Conflict,
Harvard
Business Review , 83 (3), p. 93-101.

CASE STUDY: Role play exercises, to be distributed during the November 10 th class.
Week 10: November 17
Communicating Effectively with Others and Managing Meaning

J. G. Thomas and R. W. Griffin, The Power of Social Information in the Workplace, Chapter 18 in
Psychological Dimensions of Organizational Behavior , Barry M. Staw (ed), pp. 249 –257.

S. Denning (2004), Telling Tales, Harvard Business Review , 82(5), p. 122-129.

L. Perlow and S. Williams (2003), Is Silence Killing Your Company? Harvard Business Review , 81(5), p. 52-58.

R. Cross and L. Prusak (2002), People Who Make Organizations Go--or Stop, Harvard Business
Review , 80(6), p. 104-111.

CASE STUDY: Kay Sunderland
Week 11: TUESDAY, November 22
Decision-Making

R. B. Denhardt, J. V. Denhardt and M. P. Aristigueta , Decision Making, Chapter 5 in Managing Human
Behavior in Public & Nonprofit Organizations , (2002), pp. 121 - 145.

A. Campbell, J. Whitehead and S. Finkelstei (2009). Why Good Leaders Make Bad Decisions, Harvard
Business Review, 87(2), p. 60-66.

J. S. Hammond, R. L. Keeney and H. Raiffa (2006). The Hidden Traps in Decision Making, Harvard
Business Review , 84 (1), p. 118-126.

D. A. Garvin and M. A. Roberto (2001). What You Don't Know About Making Decisions, Harvard
Business Review , 79 (8), p. 108-116.

CASE STUDY: Dave Armstrong

Week 12: December 1
Negotiating Effectively

J. K. Sebenius (2001). Six Habits of Merely Effective Negotiators, Harvard Business Review , 79 (4), p.
87-95.

D. Ertel (2004). Getting Past Yes: Negotiating As If Implementation Mattered, Harvard Business
Review , 82 (11), p. 60-68.

D. M. Kolb and J. Williams (2001). Breakthrough Bargaining, Harvard Business Review , p. 88-97.

H. Movius and L. Susskind (2009). Negotiation Checklists, Build to Win: Creating a World-Class
4
Negotiating Organization , Harvard Business Press .

CASE STUDY: Windham, to be distributed during the November 17 th class.
Week 13: December 8
Fostering Creativity and Innovation

R. B. Denhardt, J. V. Denhardt and M. P. Aristigueta , Fostering Creativity, Chapter 3 in Managing
Human Behavior in Public & Nonprofit Organizations , (2002), pp. 57 - 82.

T. M. Amabile (1998). How to Kill Creativity, Harvard Business Review , 76(5), p. 76-87.

T. M. Amabile and S. J. Kramer (2007). Inner Work Life: Understanding the Subtext of Business
Performance, Harvard Business Review , 85 (5), p. 72-83.

T. M. Amabile and M. Khaire (2008). Creativity and the Role of the Leader, Harvard Business Review ,
86 (10), p. 100-109.

Teresa M. Amabile, Steven J. Kramer (2011). The Power of Small Wins, Harvard Business Review , 89
(5), p. 70-80.

CASE STUDY: Creativity Under the Gun at Litmus Corporation
Week 14: December 15
Organizational Change

R. B. Denhardt, J. V. Denhardt and M. P. Aristigueta , Organizational Change, Chapter 12 in Managing
Human Behavior in Public & Nonprofit Organizations , (2002), pp. 353 - 383.

J. P. Kotter (2007). Leading Change: Why Transformation Efforts Fail, Harvard Business Review , 85
(1), p. 96-103.

D. A. Garvin and M. A. Roberto (2005). Change Through Persuasion, Harvard Business Review , 83
(2), p. 104-112.

D. E. Meyerson (2001). Radical Change, the Quiet Way, Harvard Business Review , 79 (9), p. 92-100.
GUEST SPEAKER: Gregory M. Stankiewicz, Chief Operating Officer of New Jersey Community
Capital (NJCC), a non-profit community development financial institution with more than $180 million under management. Mr. Stankiewicz has spent his professional career in the public and nonprofit sectors, focusing on domestic policy issues. Prior to NJCC, he served as a state budget specialist in the New
Jersey Office of Management and Budget. In that role, he focused on issues with broad impacts that cut across numerous agencies, including helping implement the State’s performance management initiative and helping coordinate the writing of the State’s annual budget documents. Mr. Stankiewicz earned an
M.P.A. and Ph.D. in Public Affairs from Princeton University’s Woodrow Wilson School, Bachelor’s and
Master’s degrees from Harvard University, and a Graduate Diploma in International Law from the
Australian National University as a Rotary Foundation Scholar.