Bruno Dyck
Organizational Behavior
The vision for this class is that you will critically examine various approaches to
understanding organizational behavior and take away knowledge, skills, and a personal
perspective on practicing organizational behavior.1
Objectives: This course is designed to achieve the following objectives.
 Learn to understand and apply two different approaches to OB: (1) conventional OB
tends to be based on materialist-individualist assumptions and principles, and (2)
sustainable OB tends to be based on principles and assumptions consistent with Catholic
Social Thought
 Understand and apply organizational behavior as it applies to you personally.
 Understand and apply organizational behavior as it applies to interpersonal relationships.
 Understand and apply organizational behavior as it relates to the organizations in which
you have and will work.
 Deepen your understanding of ethics and ethical decision making.
 Utilize feedback from assessment tools to increase your self-awareness.
 Experience the principles of effective teamwork in team projects.
 Enhance your diagnostic, critical thinking, and planning skills.
 Expand communication skills through opportunities to present plans and ideas, discuss or
debate course content, and provide constructive feedback to colleagues.
Textbook. Neubert, M., and B. Dyck (2014) Organizational Behavior. New York: Wiley.
Agenda: Each week will consist of discussing our readings, responding to presentations, and
spending time working on team projects. Readings are due to be read and assignments are to be
handed in on the dates indicated on the syllabus. We will flexibly follow the tentative schedule
included at the end of this syllabus. Changes to the schedule will be announced on blackboard.
Roles: As the professor, I will facilitate your learning through a combination of focused
lectures, discussions, readings, notes, videos, and experiential activities. As a participant, you
are expected to contribute to the learning experience by actively discussing the reading material,
assignments, and activities. You also are a team member!! You also have the following
individual and group assignments:
Individual Assignments: (280 points).
A. Comprehension Quizzes (CQ) (120 points total: four quizzes 30 points each). These are
scheduled throughout the semester. The content of the CQ will come from the content of our
class discussions as well as the readings, with most of the weight towards covering what we
1
This syllabus is a variation of a class that is currently taught by Dr. Mitchell Neubert using the Neubert/Dyck
textbook.
discuss in class. Expect the questions to be difficult and specific. A CQ cannot be made up
unless there are exceptional extenuating circumstances.
B. Leader Interviews (30 points total: Part 1 – 20 points; Part 2 – 10 points). This two-part
project involves interviewing three managers/supervisors of your choice (Do not conduct
interviews with professors, university staff or officers – choose business or non-profit
leaders). In addition to the short list of standard questions provided in the appendix, you
should add at least one open-ended question of your own that will help you better understand
the issues surrounding this manager’s leadership challenges. To receive credit for each
interview, it must be in the correct format and have answers to each question. Part 2 is a one
page single-spaced memo that synthesizes the interviews into a series of integrated
conclusions you have drawn from the interviews; answer the question of what you learned
through the interviews. Please bring a paper copy of the memo to class and send me the Excel
version of your interviews to me via email. Keep a paper copy of your interviews for class
discussions throughout the semester.
C. Application Journal Paper (50 points). Drawing upon self-assessment instruments,
chapter content, and the actions specified in each the application journal at the end of each
chapter, prepare a two-page single-spaced memo SWOT (Your Strengths, Weaknesses,
Threats, and Opportunities) analysis and a personal vision statement that includes your
personal mission and both short and long-term actions. This is due the last week of class.
D. Participation (80 points). This is my evaluation of the quantity and quality of your
contribution to class discussions, participation assignments or activities, and your attendance.
Participation is critical and rewarded! Missing class automatically results in a loss of two
points.
Team Projects (120 points)
A. Team Building Report: (20 points). Your team will be expected to deliver a two-page
report includes four sections: 1) Team member names and contact information (phone &
email); 2) Team ground rules; 3) Team MBTI composition and analysis of implications for
your team; 4) Conflict style and analysis of implications for your team.
B. Ethics Case Presentation: (50 points).* Each team will deliver a 10 minute presentation
of a recent ethics failure in business (in the news the last three years) that includes a
description of contributing causes (20 points) and recommendations for how to avoid this type
of failure in the future (20 points). The focus of the ethics presentation (i.e. organization or
person) must be approved by the professor – first come, first choice. Points also will be
awarded based on overall style, flow, and enthusiasm of the session (10 points). Your
presentation must be accompanied by a one-page memo that includes the following: 1) a brief
description of the incident and its contributing causes, 2) a summary of your
recommendations (bullets are fine), and 3) four or more sources related to the incident.
C. OB Exemplar Presentation: (50 points).* Each team will be required to identify and
research an individual or organization that demonstrates either conventional or sustainable OB
practices. The team will be allowed 10 minutes of class time to provide a description of an
organization or organizational leader who exemplifies behavior that can be a role model for us
(20 points) and suggest recommendations for how we can apply this example to our current
and future organizational experiences (20 points). The focus of the exemplar presentation (i.e.
organization or person) must be approved by the professor – first come, first choice. Points
also will be awarded based on overall style, flow, and enthusiasm of the session (10 points).
Your presentation must be accompanied by a one-page memo that includes the following: 1) a
brief description of the exemplar, 2) a summary of your recommendations (bullets are fine),
and 3) four or more sources related to the exemplar.
Each team also is required to develop FIVE multiple choice questions (with five potential
answers for each) from your presentation for possible inclusion in a Comprehension Quiz.
The citations for your sources supporting your presentation and the questions must be handed
in before your presentation.
* Grades on the team presentations/projects are a combination of audience and professor
evaluations. In addition, your team members’ evaluation of your perceived contribution may
be factored into the score. Any team members who peers agree did not make satisfactory
contributions to team projects will have points deducted from their team project scores.
Rules (a few ground rules):
1. Be professional in all your written communication: A) Type all assignments, B) Print out
assignments using a high quality printer, and C) Proofread all assignments to minimize
spelling and grammar errors. A lack of professionalism will reduce your grade.
2. Hand in assignments on time (assignments handed in after class will be considered late).
A deduction of 10% will be taken for each class day an assignment is late.
3. Be respectful of one another: A) Do not interrupt another person, B) Do not criticize
another person, and C) Do your fair share in team and class exercises.
4. Be on time to class. Being late to class will negatively affect your participation score
(loss of a point). It also may cause you to miss a quiz.
5. Do not bring food or drink, other than water, to class.
6. Ask questions if another person is not being clear (including the professor).
7. Give credit where credit is due. Use appropriate citations or references in presentations.
Plagiarism will not be tolerated and will result in a zero for the assignment.
8. Failing to attend at least 75% of classes will result in automatic failure. Excused absences
count as a missed class, but advanced notice or documentation explaining your absence
will allow you an opportunity to earn these attendance points by submitting an article
covering the content of the day you missed.
9. Grading will follow a percentage scale with: A – at least 90% of possible points, B+ 89.99- 87% of points, B -86.99-80%, C+-79.99-77%, C-76.99-70%, D-69.99-60%, and F59.99% or below.
10. DO NOT TEXT IN CLASS. Texting may result in being asked to leave the class and
receiving a zero for participation and on any class related activity.
Resources
 Readings: Organizational Behavior Neubert/Dyck (2014) and other readings will be
posted on blackboard for your personal use. Additional readings or videos may be
assigned.

Blackboard: I will post discussion notes, readings, and grades on blackboard. In
addition, I will send out information via the email addresses on blackboard.
TENTATIVE Schedule
Week 1:
Introduction to OB
Read – N/D Chapters 1 & 2
Week 2:
Teams
Read – N/D Chapter 10
Week 3:
Understanding Individuals
Read – N/D Chapter 3
Week 4:
Individual States
Read – N/D Chapter 4
Week 5:
Comprehension Quiz #1
Ethics Presentations
Team Building Report Due
Week 6:
Motivation
Read – N/D Chapters 5 & 14
Week 7:
Decision Making-Teaching Note
Read – N/D Chapter 6
Week 8:
Leading Self
Read – N/D Chapter 7
Week 9:
Comprehension Quiz #2
Week 10:
Understanding Relationships
Read – N/D Chapter 8
Week 11:
Leading Others
Read – N/D Chapter 9 Leadership Interviews Due
Week 12:
Communicating
Read – N/D Chapter 11
Week 13:
OB Exemplars
Comprehension Quiz #3
Week 14:
Understanding Organizations
Read – N/D Chapters 12 & 13
Week 15:
Leading Change
Read – N/D Chapter 15
Week 16:
Creating Organizations
Comprehension Quiz #4
Read – N/D Chapter 16
APPENDIX
A. Leadership Interview Questions
1.
Background information: Name, Position/Job title, Company name/years in this company
2.
Describe your most significant challenges as a leader?
3.
What are the personal characteristics or behaviors that contribute most to your effectiveness as a leader?
4.
What are your top three recommendations for creating a work environment where everyone is fully
engaged? Explain your reason for each?
5.
What are the most common ethical challenges you face as a leader?
6.
What are the main principles that are central to your leadership philosophy?
7.
YOUR QUESTION(S)