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
SPRING 2013
OFFICE
WISSER LIBRARY, RM. 312, 3RD FLOOR
Office Hours Mondays and Wednesdays 1-2 PM and by appointment
OLD WESTBURY OFFICE TEL.: (516) 686-7691 O.W.
Course Web Site
Blackboard Web Site
Dr. Hartman
ACADEMIC INTEGRITY AND PLAGIARISM POLICIES
Each student enrolled in a course at NYIT agrees that, by taking such course, he or she
consents to the submission of all required papers for textual similarity review to any
commercial service engaged by NYIT to detect plagiarism. Each student also agrees
that all papers submitted to any such service may be included as source documents in
the service’s database, solely for the purpose of detecting plagiarism of such papers.
Plagiarism is the appropriation of all or part of someone else’s works (such as but not
limited to writing, coding, programs, images, etc.) and offering it as one’s own. Cheating
2
is using false pretenses, tricks, devices, artifices or deception to obtain credit on an
examination or in a college course. If a faculty member determines that a student has
committed academic dishonesty by plagiarism, cheating or in any other manner, the
faculty has the academic right to 1) fail the student for the paper, assignment, project
and/or exam, and/or 2) fail the student for the course and/or 3) bring the student up on
disciplinary charges, pursuant to Article VI, Academic Conduct Proceedings, of the
Student Code of Conduct. The complete Academic Integrity Policy may be found on
various NYIT Webpages, including:
http://www.nyit.edu/about/administration/academic_affairs/academics/resources_faculty
.html
LIBRARY
All students can access the NYIT virtual library from both on and off campus at
www.nyit.edu/library. The same login you use to access NYIT e-mail and NYITConnect
will also give you access to the library’s resources from off campus.
On the left side of the library’s home page, you will find the “Library Catalog” and the
“Find Journals” sections. In the middle of the home page you will find “Research
Guides;” select “Video Tutorials” to find information on using the library’s resources and
doing research.
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.
COURSE OBJECTIVES
1) Provide the student with an appreciation of organizational behavior, and see its
emergence as a research field.
2) To analyze the 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 super ordinate organization.
5) Increase the "Human Skills" of the student, which are so necessary in the modern
3
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!
In order to access any of the following topics: Manager’s Hot Seat, Self Assessment or
a Video you will need to access the McGraw-Hill student resources. In order to do this
press the Documents tab in Blackboard and choose a chapter. Then click on McgrawHill Connect Library. Then click on Student Resources at the bottom left. Then go to
Content in the upper left hand corner under Student Edition. Then go to Course-Wide
Content. You should see a series of topics. Choose either the Manager’s Hot Seat,
Self-Assignment, or a Video. To complete any of these topics, just click on the icon and
follow the directions. For each assignment I would like to see a photo capture of your
results as well as a brief summary of your findings and conclusions.
ARTICLES
As a component of your class participation, students are required to submit two brief
summaries of articles published in any of the scholarly management journals listed
below. These summary articles should be no longer than five pages and use footnotes
and bibliography to document your article. You may be required to comment on these
articles in the Virtual Classroom discussions that will be posted as they are scheduled.
The spring 2013 online class is not required to submit these articles as the Go To
Meeting class interactions will be substituted for the class participation grade.
SCHOLARLY MANAGEMENT JOURNALS
Academy of Management Journal
Academy of Management Review
Administrative Science Quarterly
Decision Sciences
Industrial Relations
Journal of Business
Journal of Business Communication
4
Journal of Business and Psychology
Journal of Business Research
Journal of Management
Journal of Management Studies
Journal of Occupational Psychology
Journal of Organizational Behavior
Journal of Organizational Behavior Management
Management Science
Organizational Behavior and Human Decision Processes
Personnel Psychology
Public Administration Review
REQUIRED READINGS
McShane, and Von Glinow, Organizational Behavior, 6/e (New York: McGraw-Hill,
Inc., 2013). ISBN: 0078112648.
EXAMINATIONS
There will be two multiple choice type examinations based upon the readings in the text
and lecture material.
GRADE WEIGHTING
Quizzes 30%
Final Examination 30%
Research Paper
20%
Class Participation (Go To Meeting) 10%
Blackboard Student Exercises 10%
GRADING
90-100 = A
86-89 = B+
80-85 = B
76-79 = C+
70-75 = C
0-69 = F
5
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 GIVEN ON CAMPUS ONLY
STUDENTS WHO DO NOT PASS THE
EXAMINATIONS WILL NOT PASS THE COURSE!
READING ASSIGNMENTS
WEEKLY ASSIGNMENT SCHEDULE
Week
Tuesday,
January
2013
Sunday,
January
2013
Sunday,
February
2013
Sunday,
February
2013
Chapter
Chapter 1 Introduction to the Field of Organizational Behavior
22,
Chapter 2 Individual Behavior, Personality, and Values
27, Quiz 1 is due.
Chapter 3 perceiving Ourselves and Others in Organizations
03, Quiz 2 is due.
Chapter 4 Workplace Emotions, Attitudes, and stress. Chapter 5
10, Foundations of Employee Motivation Management: Self Assessment
Exercise due. Quiz 3 & 4 are due.
6
Sunday,
February
2013
Sunday,
February
2013
Sunday,
March
2013
Sunday,
March
2013
Chapter 6 Applied Performance Practices.
17, Quiz 5 & 6 are due.
Sunday,
March
2013
Sunday,
March
2013
Sunday,
March
2013
Sunday,
April
2013
Sunday,
April
2013
Sunday,
April
2013
Sunday,
April
2013
Chapter 10 Power and Influence in the Workplace
17, Quiz 10 is due.
Chapter 7 Decision Making and Creativity.
24, Quiz 7 is due.
Chapter 8 Team Dynamics
03, Quiz 8 is due.
Chapter 9 Communicating in Teams and Organizations Manager’s Hot
10, Seat Video Exercise due. Students should give a brief summary of the
video including what its subject was, and what conclusions were
reached regarding the outcome of the video. The conclusions should be
supported by pertinent material from the video. Quiz 9 is due.
Spring Break. No classes.
24,
Last day of Spring Break.
31,
Chapter 11 Conflict and Negotiation in the Workplace.
Quiz 11 is due.
07,
Chapter 12 Leadership in Organizational Settings
Quiz 12 is due.
14,
Chapter 13. Designing Organizational Structure. Quiz 13 is due.
21,
Chapter 14 Organizational Culture. MINTZBERG RESEARCH PAPER
28, IS DUE! ALL LATE PAPERS ARE REDUCED BY AT LEAST ONE
FULL LETTER GRADE!! Quiz 14 is due.
Sunday, May Chapter 15 Organizational Change. Quiz 15 is due.
05, 2013
Sunday, May Final Examination. Sunday May 12 – Thursday May 16th. The final
12, 2013
exam is a 50 question multiple choice exam. You have 2 ½ hours
to complete the exam online. The exam is comprehensive from
chapters 1 – 15.
7
REFERENCE
Dictionary of Business Terms, Third Edition (New York: Barrons Educational
Series, Inc., 2000).
Dictionary of International Business Terms, Third Edition (New York: Barrons
Educational Series, Inc., 2004).
Kate L. Turabian, A Manual for Writers of Term Papers, Theses and Dissertations
Turabian Academic Reference Guide.
BIBLIOGRAPHY
Argyris, Chris. Personality and Organization. New York: Harper Torch Books,
1957.
Argyris, Chris & D. A. Schon. Organizational Learning: A Theory of Action
Perspective. Reading, MA: Addison-Wesley Publishing Co., 1977.
Bennis, Warren.
On Becoming a Leader. Reading, MA: Addison-Wesley
Publishing Co., 1989.
Cascio, Wayne F. Managing Human Resources. NY: McGraw-Hill Book Company,
1986.
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,
1967.
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
Books published by The Putnam Publishing Group, 1991.
Taylor, Frederick Winslow. The Principles of Scientific Management. New York:
Harper & Brothers Publishing. 1919.
Thompson, Victor A., Modern Organization: A General Theory. NY: Alfred Knopf
Inc., 1961.
8
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?
9
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
10
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).
11
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
1. Figurehead
2. Leader
3. Liaison
4. Monitor
("Nerve Center"
in Mintzberg)
5. Disseminator
6. Spokesperson
Decisional Roles
7. Entrepreneur
8. Disturbance
Handler
9. Resource Allocator
10. Negotiator
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
12
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
13
DECISIONAL ROLE
Role
Functional
Average Avg. Ratio
Manager A Manager B Manager C Importance Time I / T
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
I
I
I
I
T
T
T
T
Decisional Role
Averages
I T
Total Average
Manager I / T Ratio
I
I
I
I
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.