Spring 2014
Cohort 14F (C22) Spring
2/17/15 - 4/14/15
Class Sessions: 2/17, 3/3, 3/17, 3/31, 4/14
Meets Tuesday nights for five alternating weeks
6:00 PM to 10:00 PM
Room: D114
Jessica Hanson, MBA
Office Hours by Request
Cell Phone: 217-891-9399
jhanson@ben.edu
jhanson61578@gmail.com
PRE-ASSIGNMENT: Read Chapters 1-4, and be prepared to discuss. Send email to instructor
introducing yourself. Complete the Myers-Briggs Personality Type Indicator Test. The link will
be sent to your email.
MGT 320 – ORGANIZATIONAL BEHAVIOR
I.
COURSE DESCRIPTION
Overview of organizational structures and group dynamics. Examines job satisfaction,
motivation, performance evaluation, decision-making and goal setting.
II.
TEXTBOOK AND MATERIALS
Organizational Behavior, Robbins S.P., and T.A. Judge, Pearson/Prentice Hall, 15th edition, 2013,
ISBN 0-13-283487-1. Additional materials will be provided to supplement the text. Students will
use D2L as an instructional tool for this course. Prior to the beginning of this class students must
make necessary arrangements to have access to essential Information Technology resources
including, but not limited to, a computer, internet connection, Microsoft word, D2L User ID and
Password.
III.
MISSION STATEMENT
Benedictine University is dedicated to the education of undergraduate and graduate students
from diverse ethnic, racial and religious backgrounds. As an academic community committed to
liberal arts and professional education distinguished and guided by our Roman Catholic tradition
and Benedictine heritage, we prepare our students for a lifetime as active, informed and
responsible citizens and leaders in the world community.
IV.
GOALS, OBJECTIVES, AND STUDENT LEARNING OUTCOMES
The College of Business degree program goals are as follows:
A.
1. Evaluate the role of economics and business in the social environment of our
culture. 2. Articulate how the functional areas of business interrelate within
organizations. 3. Improve skills in communication, analytical thinking and
appreciating the human element in organizations. 4. Develop specific skills
applicable to the various aspects of the functional areas of business.
B.
Common Student Learning Objectives (Terminal Objective): Through participation
in this course, students will understand Organizational Behavior as a field of
Management and relate OB to their own careers.
C.
Course-based student learning objectives (Enabling Objectives):
Through participation in this course, students will
 Demonstrate an understanding of the roles and functions of Organizational
Behavior as a field of study and practice
 Place Organizational Behavior within the context of the science and practice
of Management
 Discuss the application of Organizational Behavior principles and techniques
to firms and governmental agencies, and democratic institutions
 Identify the role of diversity in Organizational Behavior
 Discuss the application of Organizational Behavior principles and practices
to individuals careers
 Describe how individual professionals apply the principles and practices of
Organizational Behavior to their specific professions.
V.
TEACHING METHODS/DELIVERY SYSTEM
The course will include lecture sessions, class discussion, audio-visual presentations, and
participatory student activities, information distributed via D2L and possibly presentations by
guest speakers. This class is very interactive. In order to complete the course successfully,
students must come to class and must be prepared to discuss the reading assignments and to
do the in-class work.
VI.
COURSE REQUIREMENTS
Attendance Policy
This course is highly accelerated, and students will need to take a great deal of responsibility for
their own learning outcomes. Attendance is required in each class meeting for the full period.
Any absence must be due to extraordinary circumstances and will require documentation for it
to be considered excused. Documentation must be provided immediately in order to determine
what, if any, accommodations are reasonable or possible. Class attendance will directly impact
your final grade. Each undocumented absence will be considered unexcused and will result in a
20% reduction in the final grade for the course. Students who miss class will be expected to
complete an alternate assignment to make up for missed material.
Due to the accelerated nature of the course, should you experience a medical condition which
prevents you from attending any class(es), appropriate medical documentation must be
provided immediately so it may be determined what, if any, accommodations are reasonable or
possible.
Reading Assignments
Week 1 Text Chapters 1-4
Week 2 Text Chapters 5-8
Week 3 Text Chapters 9-12
Week 4 Text Chapters 13-16
Week 5 Text Chapters 17-18
Written Assignments and Projects
A) Two Research article abstracts are required (Please see handout for paper and ppt
format). Each article is due on class meetings 2 and 3, respectively. Research articles will
be selected out of those in the textbook, which are provided at the end of each chapter.
Select a topic relating to OB that interests you as these sources will tie into your final
paper and presentation. Students are to complete a literature review of each article and
ppt to present findings to the class.
B) Students are expected to actively participate in class activities to include case studies,
appraisals, etc. If a student misses an activity, he or she will be required to complete an
alternate assignment.
C) A five to seven page paper and presentation is required which is to be on a topic chosen
by the student and the research articles selected. (Please see handout for paper and
power point format)The paper is to be prepared using APA style. References for the
final paper must include at least three sources two of which are the research articles.
The APA style of writing dictates that it must be written in Times New Roman font size
12, double-spaced, with 1 inch margins on all sides, and must include a cover page and a
reference page. The cover page and reference page do not count as part of your page
requirement. The APA style further requires the use of headings.
For further information about the APA style of writing, please go to this website:
http://apastyle.org
Class Participation
Students will be evaluated on the basis of participation in discussion as outlined in the rubric.
Points for participation will only be awarded if students are present.
Benedictine University at Springfield Student Academic Honesty Policy
The search for truth and the dissemination of knowledge are the central missions of a university.
Benedictine University at Springfield pursues these missions in an environment guided by our
Roman Catholic tradition and our Benedictine heritage. Integrity and honesty are therefore
expected of all University students. Actions such as cheating, plagiarism, collusion, fabrication,
forgery, falsification, destruction, multiple submission, solicitation, and misrepresentation are
violations of these expectations and constitute unacceptable behavior in the University
community.
Student’s Responsibility
Though there is no formal honor code at Benedictine University at Springfield, students are
expected to exhibit academic honesty at all times. Violations against academic honesty are
always serious and may result in sanctions that could have profound long-term effects. The final
responsibility for understanding the Academic Honesty Policy of the institution, as well as the
specific policies for individual courses normally found in syllabi, rests with students. If any doubt
exists about what constitutes academic dishonesty, students have the responsibility to talk to
the faculty member. Students should expect the members of their class to be academically
honest. If students believe one or more members of the class have been deceitful to gain
academic advantage in the class, students should feel comfortable to approach the faculty
member of the course without prejudice.
Violations of the Academic Honesty Policy will be reported to the Office of the Dean of
Academic Affairs. Along with a verbal warning, the following are consequences a student may
face for academic dishonesty:
 a failing grade or “zero” for the assignment;
 dismissal from and a failing grade for the course; or
 dismissal from the Institution.
VII.
MEANS OF EVALUATION
Assignments/Points
Final Paper/Presentation
Exam I, II, & III
Research Article/ PPT (2)
Participation (5)
Points Possible: 750
200 Points
300 Points (100pts each)
150 Points (75pts each)
100 Points (20pts/class)
Grades
A: 750-675
B: 674-600
C: 599-525
D: 524-450
F: 449-0
Final Paper and Presentation grade breakdown
300 points total
100 Points for paper
100 Points for presentation
Assignments that are turned in late will receive a 10% reduction in grade for every day they
are late. No projects or assignments will be accepted more than one week past the due date.
Projects or assignments turned in more than one week late will receive zero (0) points.
If a student believes that an error has been made in reporting a grade, an appeal must be made
in writing to the instructor and must be initiated within 60 calendar days after the end of the
term for which the grade in question was reported. The appeal should contain specific
information about why it is believed the grade reported is inaccurate. See the Student
Handbook for additional details.
Add/Drop Dates
Please refer to the current Academic Calendar for add/drop dates.
Incomplete Request
To qualify for an “I” grade, a minimum of 75% of the course work must be completed with a “C”
or better, and a student must submit a completed “Request for an Incomplete” form to the
Registrar’s Office. The form must be completed by both student and instructor, but it is the
student’s responsibility (not the instructor’s) to initiate this process and obtain the necessary
signatures.
Student Withdrawal Procedure
It is the student’s responsibility to officially withdraw from a course by completing the
appropriate form, with appropriate signatures, and returning the completed form to the
Advising Office. Please refer to the Student Handbook for important financial information
related to withdrawals.
VIII.
TOPICAL COURSE OUTLINE
Week
Week 1
Meeting 1
Week 3
Meeting 2
Week 5
Meeting 3
Week 7
Meeting 4
Week 9
Meeting 5
Topics & Chapters Covered
 Welcome and Introductions
 Discuss Syllabus and handouts
 Select topics and articles for final paper
 Discuss Chapters 1-4
 Research for your 1st Research Article
 Students Present Findings of Research Article #1
 Select 2nd Article
 Discuss Chapters 5-8
 Q&A from prior week
 Research for 2nd Research Article
 Discuss Myers Briggs
 Receive Exam I
 Students Present Findings of Research Article #2
 Go over final paper requirements
 Discuss Chapters 9-12
 Go over Exam I
 Q&A from prior week
 Receive Exam II
 Discuss Chapters 13-16
 Q&A from prior week
 Go over Exam II
 Receive Exam III
 Chapters 17-18
 Go over Exam III
 Q&A from prior week
 Final Presentations
Class Activities and Work Due
 Introduction to the course,
grading, syllabus review and
distribution.
 Read chapters 5-9
 1st Research Article Due Class 2
 Lecture and in-class discussions
 1st Research Article Due
 Read Chapters 10-14
 2nd Research Article Due Class
3
 Exam I Due Class 3
 Lectures and In-class
discussions
 Exam I Due
 2nd article review due
 Read Chapters 13-16
 Exam II Due Class 4
 Lectures and In-class discussion
 Exam II due
 Read Chapters 17-18
 Student Presentations
 Exam III due
 Final Paper due
Chapter by Chapter Learning Objectives
Chapter 1: What is Organizational Behavior?
LEARNING OBJECTIVES
Demonstrate the importance of interpersonal skills in the workplace.
Describe the manager’s functions, roles, and skills.
Define organizational behavior (OB).
Show the value to OB of systematic study.
Identify the major behavioral science disciplines that contribute to OB.
Demonstrate why there are few absolutes in OB.
Identify the challenges and opportunities managers have in applying OB concepts.
Compare the three levels of analysis in this book’s OB model.
Chapter 2: Diversity in Organizations
LEARNING OBJECTIVES
Describe the two major forms of workforce diversity.
Recognize stereotypes and understand how they function in organizational settings.
Identify the key biographical characteristics and describe how they are relevant to OB.
Define intellectual ability and demonstrate its relevance to OB.
Contrast the two types of ability.
Describe how organizations manage diversity effectively.
Chapter 3: Attitudes and Job Satisfaction
LEARNING OBJECTIVES
Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior.
Compare and contrast the major job attitudes.
Define job satisfaction and show how it can be measured.
Summarize the main causes of job satisfaction.
Identify four employee responses to dissatisfaction.
Chapter 4: Emotions and Moods
LEARNING OBJECTIVES
Differentiate emotions from moods and list the basic emotions and moods.
Discuss whether emotions are rational and what functions they serve.
Identify the sources of emotions and moods.
Show the impact emotional labor has on employees.
Describe affective events theory and identify its applications.
Contrast the evidence for and against the existence of emotional intelligence.
Identify strategies for emotion regulation and their likely effects.
Apply concepts about emotions and moods to specific OB issues.
Chapter 5: Personality and Values
LEARNING OBJECTIVES
Define personality, describe how it is measured, and explain the factors that determine an
individual’s personality.
Describe the Myers-Briggs Type Indicator personality framework and assess its strengths and
weaknesses.
Identify the key traits in the Big Five personality model.
Demonstrate how the Big Five traits predict behavior at work.
Identify other personality traits relevant to OB.
Define values, demonstrate the importance of values, and contrast terminal and instrumental
values.
Compare generational differences in values and identify the dominant values in today’s
workforce.
Identify Hofstede’s five value dimensions of national culture.
Chapter 6: Perception and Individual Decision Making
LEARNING OBJECTIVES
Define perception and explain the factors that influence it.
Explain attribution theory and list the three determinants of attribution.
Identify the shortcuts individuals use in making judgments about others.
Explain the link between perception and decision making.
Apply the rational model of decision making and contrast it with bounded rationality and
intuition.
List and explain the common decision biases or errors.
Explain how individual differences and organizational constraints affect decision making.
Contrast the three ethical decision criteria.
Define creativity and discuss the three-component models of creativity.
Chapter 7: Motivation concepts
LEARNING OBJECTIVES
Describe the three key elements of motivation.
Identify early theories of motivation and evaluate their applicability today.
Apply the predictions of self-determination theory to intrinsic and extrinsic rewards.
Understand the implications of employee engagement for management.
Compare and contrast goal-setting theory and management by objectives.
Contrast reinforcement theory and goal-setting theory.
Demonstrate how organizational justice is a refinement of equity theory.
Apply the key tenets of expectancy theory to motivating employees.
Compare contemporary theories of motivation.
Chapter 8: Motivation: From Concepts to Application
LEARNING OBJECTIVES
Describe the job characteristics model and evaluate the way it motivates by changing the work
environment.
Compare and contrast the three main ways jobs can be redesigned.
Identify three alternative work arrangements and show how they might motivate employees.
Give examples of employee involvement measures and show how they can motivate employees.
Demonstrate how the different types of variable-pay programs can increase employee
motivation.
Show how flexible benefits turn benefits into motivators.
Identify the motivational benefits of intrinsic rewards.
Chapter 9: Foundations of Group Behavior
LEARNING OBJECTIVES
Define group and differentiate between different types of groups.
Identify the five stages of group development.
Show how role requirements change in different situations.
Demonstrate how norms and status exert influence on an individual’s behavior.
Show how group size affects group performance.
Contrast the benefits and disadvantages of cohesive groups.
Understand the implications of diversity for group effectiveness.
Contrast the strengths and weaknesses of group decision making.
Compare the effectiveness of interacting, brainstorming, nominal, and electronic meeting
groups.
Chapter 10: Understanding Work Teams
LEARNING OBJECTIVES
Analyze the growing popularity of using teams in organizations.
Contrast groups and teams.
Compare and contrast four types of teams.
Identify the characteristics of effective teams.
Show how organizations can create team players.
Decide when to use individuals instead of teams.
Show how the understanding of teams differs in a global context.
Chapter 11: Communication
LEARNING OBJECTIVES
Identify the main functions of communication.
Describe the communication process and distinguish between formal and
informal communication.
Contrast downward, upward, and lateral communication, and provide examples of each.
Contrast oral, written, and nonverbal communication.
Analyze the advantages and challenges of electronic communication.
Show how channel richness underlies the choice of communication channel.
Differentiate between automatic and controlled processing of persuasive messages.
Identify common barriers to effective communication.
Show how to overcome the potential problems in cross-cultural communication.
Chapter 12: Leadership
LEARNING OBJECTIVES
Define leadership and contrast leadership and management.
Summarize the conclusions of trait theories of leadership.
Identify the central tenets and main limitations of behavioral theories.
Assess contingency theories of leadership by their level of support.
Compare and contrast charismatic and transformational leadership.
Define authentic leadership and show why effective leaders exemplify ethics and trust.
Demonstrate the role mentoring plays in our understanding of leadership.
Address challenges to the effectiveness of leadership.
Chapter 13: Power and Politics
LEARNING OBJECTIVES
Define power and contrast leadership and power.
Contrast the five bases of power.
Explain the role of dependence in power relationships.
Identify nine power or influence tactics and their contingencies.
Show the connection between sexual harassment and the abuse of power.
Identify the causes and consequences of political behavior.
Apply impression management techniques.
Determine whether a political action is ethical.
Chapter 14: Conflict and Negotiations
LEARNING OBJECTIVES
Define conflict.
Differentiate between the traditional, interactionist, and managed-conflict views of conflict.
Outline the conflict process.
Define negotiation.
Contrast distributive and integrative bargaining.
Apply the five steps of the negotiation process.
Show how individual differences influence negotiations.
Assess the roles and functions of third-party negotiations.
Chapter 15: Foundations of Organization Structure
LEARNING OBJECTIVES
Identify the six elements of an organization’s structure.
Identify the characteristics of a bureaucracy.
Describe a matrix organization.
Identify the characteristics of a virtual organization.
Show why managers want to create boundary-less organizations.
Demonstrate how organizational structures differ and contrast mechanistic and organic
structural models.
Analyze the behavioral implications of different organizational designs.
Chapter 16: Organizational Culture
LEARNING OBJECTIVES
Define organizational culture and describe its common characteristics.
Compare the functional and dysfunctional effects of organizational culture on people and the
organization.
Identify the factors that create and sustain an organization’s culture.
Show how culture is transmitted to employees.
Demonstrate how an ethical culture can be created.
Describe a positive organizational culture.
Identify characteristics of a spiritual culture.
Show how national culture may affect the way organizational culture is transported to a
different country.
Chapter 17: Human Resources Policies and Practices
LEARNING OBJECTIVES
Define initial selection, and identify the most useful methods.
Define substantive selection, and identify the most useful methods.
Define contingent selection, and contrast the arguments for and against drug testing.
Compare the four main types of training.
Contrast formal and informal training methods
Contrast on-the-job and off-the-job training.
Describe the purposes of performance evaluation and list the methods by which it can be done.
Show how managers can improve performance evaluations.
Describe how organizations can manage work-family conflicts.
Chapter 18: Organizational Change and Stress Management
LEARNING OBJECTIVES
Identify forces that act as stimulants to change and contrast planned and unplanned change.
List the forces for resistance to change.
Compare the four main approaches to managing organizational change.
Demonstrate two ways of creating a culture for change.
Define stress and identify its potential sources.
Identify the consequences of stress.
Contrast the individual and organizational approaches to managing stress.
IX.
AMERICANS WITH DISABILITIES ACT (ADA)
Benedictine University at Springfield provides individuals with disabilities reasonable
accommodations to participate in educational programs, activities, and services. Students with
disabilities requiring accommodations to participate in campus-sponsored programs, activities,
and services, or to meet course requirements, should contact the Resource Center as early as
possible: springaccess@ben.edu or (217) 717-9253.
X.
ASSESSMENT
Goals, objectives, and learning outcomes that will be assessed in the class are stated in this
syllabus in Sections IV and VI. Instructor will use background knowledge probes, one-minute
papers, reflective essays and/or other Classroom Assessment Techniques as deemed necessary
in order to provide continuous improvement of instruction.
Jr 5/19
Lsa 5/14