MBA510 Ethics and Organizational Behavior
Course Syllabus
Ethics & Organizational Behavior
Syllabus Overview
This syllabus contains all relevant information about the course: its objectives and outcomes,
the grading criteria, the texts and other materials of instruction, and weekly topics, outcomes,
assignments, and due dates.
Consider this your roadmap for the course. Please read through the syllabus carefully and ask
questions if you would like anything clarified. Please print a copy of this syllabus for reference.
Course Description
3 Credits
Prerequisite: None
This course is designed to provide insight into business ethics and human dynamics in modern
organizations. Students will explore what managers need to know about organizations and
people within organizations. This class will develop an understanding of the key issues
managers need to master in order to manage the interface between people and organizations.
The course begins with a focus on the individual within the organization, including topics of
attitudes, motives, and personality. The course then progresses to a broader focus on groups in
organization, decision making, and the dynamics of change in organizations as a whole. The
theme of ethics and organizational behavior is woven throughout the course and emphasized in
the final week.
Course Outcomes
At the completion of this course, students should be able to:
1. Demonstrate an understanding of theory and research related to current issues and
future trends in organizational behavior.
2. Demonstrate an understanding of the links between individual behavior and its social
and organizational context.
3. Diagnose and develop constructive proposals for dealing with work issues from an OB
perspective.
Faculty Information
Faculty information will be emailed to you prior to the start of class. Your section will be taught
by the course author or an instructor with experience in Organizational Behavior.
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MBA510 Ethics and Organizational Behavior
Materials and Resources
Required Text or Resources:
1. Bauer, T., Erdogan, B. Customized by Marrapodi, J. (2010). Organizational Behavior V1.1.
FlatworldKnowledge.
This text is from Flatworld Knowledge for this course. The textbook is available for free
access online through Flatworld, but you may order a print version if you prefer. Access the
text at http://www.flatworldknowledge.com/node/438161#web-0
Note that you may need to look around for the link to read the book for free.
2. Change Management Simulation. Harvard Business Publishing. Online. Purchase for
$12.50. Begin in week 1. http://forio.com/signup/F1744760
3. Hagel, J., Brown, J.S., Davison. (2010). The power of pull: How small moves, smartly made
can set big things in motion. New York: Basic Books/Deloitte Development, LLC ISBN:
0465019358
This book will be discussed in Week 4.
4. Kotter, J., et.al. (2006). Our Iceberg is Melting: Change and Succeeding Under Any
Conditions. St. Martin’s Press. ISBN: 9780312361983
This book is discussed in Week 5.
Library Services:
Detailed information about online and on-ground library services can be found in the Getting
Started section of the course.
Help Desk and Technical Questions:
If you experience problems accessing your course, downloading content items, or posting
discussion threads, your first troubleshooting resource is the Technical Services Help Desk.
There are 3 ways to contact them:
Using the Student Support Request Form at http://www.necb.edu/support_epic.asp
By email at support@necb.edu
By phone at 1-800-997-1673
Additional Epic support and resources, including the Student Support Request Form
(generates a ticket # to track your resolution) and Student Reference Guides, are available on
our website: http://www.necb.edu/support_epic.asp.
Be sure to notify your professor of any technical difficulties you are experiencing since it may be
impacting other students as well.
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MBA510 Ethics and Organizational Behavior
Week by Week Schedule
Week 1
Outcomes
Readings
Lectures
Videos
Discussion
Question 1
What is Organizational Behavior and the Impact on the Individual
Examine the influence of the individual in a group or organization
Analyze and compare personality assessments
Apply the elements of Hofstede’s Cultural Framework, personality traits
and moral identity to describe an individual
Organize the ethical implications of using personality testing
Bauer & Erdogan text Organizational Behavior, Chapters 1-3
o Understanding Organizational Behavior
o Understanding People at Work: Individual Differences and
Perception
o Managing Demographic and Cultural Diversity
Drucker, P. (2005). Managing Oneself. Harvard Business Review.(83)
1. Online: EBSCOHost via Business Source Premier
Swaidan, Z. and Hayes, L.A. (2005). Hofstede theory and cross cultural
ethics conceptualization: Review and research agenda. Journal of
American Academy of Business. 6 (2). Online: from Business Source
Premier.
Bernstein, A., Radosevich, D J, Clesca, C F, & Masco, J. L. (Nov 2008).
Personality predictors of teamwork behaviors and decision-making
style. Review of Business Research, 8, 6. p.205(6). Retrieved
November 22, 2010, from Academic OneFile via Gale
McFerran, B., Aquino, K. and Duffy, M. (2010). How personality and
moral identity relate to individuals’ ethical ideology. Business Ethics
Quarterly. 20 (1). From EbscoHost in Business Source Premier
The Individual in the Organization
Workplace Diversity
How Does Diversity Impact Business Today
Diversity DNA
Cultural Dimension – Communication
Cultural Dimension – Time
Cultural Dimension – Me or We
Cultural Dimension – Display of Emotion
Cultural Dimension – Power Distance
Is it ethical to use personality tests for hiring employees? Choose one of the
debate boards (yes/no) and state your rationale for your answer, considering
what you read about in the Bernstein, et al. article, and the practices at Kronos
your read about in your textbook. For your follow on postings, provide a
rebuttal to two of the students who answered on the opposite board.
Week by Week Schedule (continued…)
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MBA510 Ethics and Organizational Behavior
Discussion
Question 2
Assignments
Walk a mile in my shoes: Choose three characteristics about yourself (i.e.
race, gender, age, religion, cultural background, body type, etc) then name the
opposite of two. Consider how your world would be different based on the
characteristics you selected to change and write about the impact of those
changes.
As a self assessment to your expertise with Organizational Behavior,
begin the Change Management Simulation, Power and Influence in
your first role. You will play one role this week, as you are new to
organizational behavior, and another the in Week 5 after you have
studied the subject. Pay attention to your thoughts and decisions as you
go through the simulation
Determine your type at TypeFocus. Online: http://www.typefocus.com
You will need to follow the directions on the assignment screen to
obtain the password.
John, O. (2000). The Big Five Personality Test. Online:
http://www.outofservice.com/bigfive/
Complete the TypeFocus and BigFive Personality assessments to
determine your individual results. Create a mindmap about yourself
including the attributes that were revealed in these assessments, and
others you may have considered from your reading. In a 2-5 page
paper, describe the accuracy of the MBTI and Big Five from a personal
perspective of what you know about yourself, then cite research
regarding their reliability and validity from an academic perspective.
Work on your final project, part 1: Create a mind map identifying how
individual differences can be described based on what you have studied
this week
Week 2
Groups and Teams
Outcomes
Contrast strengths and weaknesses of several models of group
development
Identify group member roles using the Parker Team Player and Belbin
Team roles
Describe the elements of a successful team
Explain barriers to team effectiveness
Lectures
Groups
Teams
Videos
Leading and Developing Teams
The Abilene Paradox
Readings
Organizational Behavior, Chapter 4: Managing Groups and Teams
Hellerstedt, K. and Aldrich, H.E. (2008). The impact of initial team
composition and performance on team dynamics and survival.
Academy of Management Annual Meeting Proceedings 2008. P. 1-6
Gratton, L.and Erickson, T. (2007). 8 ways to build collaborative teams.
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MBA510 Ethics and Organizational Behavior
Harvard Business Review. 85 (11). p100-109
Post, C. et al. (2009).Capitalizing on thought diversity for innovation.
Research Technology Management. 52(6). p14-25
Kuipers, B.S. and Stoker, J.I. (2009). Development and performance of
self-managing work teams: A theoretical and empirical examination.
International Journal of Human Resource Management. 20(2). p399419
Sarker, S. and Suhay, S. (2003). Understanding virtual team
development: An interpretive study. Journal of the Association for
Information Systems. v4. p1-36
Parker Team Player Survey
Burkhardt, V. and Duncan, G. (2008). An interview with Glenn Parker,
author of Team Players and Teamwork: New Strategies for Developing
Successful Collaboration. IdeaConnection. Online:
http://www.ideaconnection.com/articles/00080-Effective-Teams.html
Belbin Associates. (2007-2010). Belbin Team Role Theory. Online:
http://www.belbin.com/rte.asp?id=8
Kennedy, R. (2010). Four Stages of Area Based Team Development.
CTPM Australia. Personal Correspondence.
Tuckman, B.W. and Jensen, M.A.C. (1977). Stages of small-group
development revisited. Group and Organization Studies. Dec. 1977; 2
(4) p 419-427
Wheelan, S.A., Davidson, B., Tilin, F. (2009). Group development
across time. Small Group Research. 34(2) April 2003. 223-245.
Druskat, V.U. and Wolff, S.B. (2001). Building the emotional intelligence
of groups. Harvard Business Review. March. p80-90
Week by Week Schedule (continued…)
Lab &
Discussion 1
Mapping Group Dynamics: Observe a group you are familiar with and chart
the interactions. Post the map of their interactions on the discussion board.
What can you tell about the group after watching the discussion?
Discussion 2
Reflect on a time in your life when you have been part of a group or team that
was/is excellent (it can also be one that you have observed). Describe this
team when it was at its best—what were the indicators of excellence? Identify
what you believe are the major contributors to this team’s excellence. Justify
why you single these out as contributors.
Assignments
Analyze a team that you have been part of for an extended time, and describe
how it developed using two of the frameworks from your reading in a 4-6 page
paper. Cite pertinent references, using at least 3 sources from the eLibrary.
Final Project
Work on your final project, part 2: Create a mind map identifying team
development theories along with discoveries you made this week.
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MBA510 Ethics and Organizational Behavior
Week by Week Schedule (continued…)
Week 3
Outcomes
Motivation, Stress, Decision-Making and Conflict
Compare and contrast theories of motivation
Apply motivation theories to workplace problems
Identify ways to motivate the workforce
Explain the impact of stress on the individual and the organization
Identify emotions and explain the five level model of emotions in
organizations
Identify different types of conflict and apply conflict resolution strategies
Lectures
Theories of Motivation
Designing a Motivating Work Environment
Stress and Emotions
Conflict and Negotiations
Videos
Jumping for Jelly Beans, Parts 1&2
B.F. Skinner and Behaviorism
Employee Motivation
The Surprising Truth About What Motivates Us
The Marshmallow Challenge
TED Talks – Kathryn Schultz: On Being Wrong
Susan Boyle – Organizational Behavior
Readings
Organizational Behavior Text: Chapters 5-7
o Theories of Motivation
o Designing a Motivating Work Environment
o Managing Stress, Emotions and Conflict
Shah, K. & Shah, P.J. (2010). Theories of Motivation. Laynetworks.
Online: http://www.laynetworks.com/Theories-of-Motivation.html
Gagne, M. and Deci, E. (2005). Self-determination theory and work
motivation. Journal of Organizational Behavior. 26, p331-362. DOI:
10.1002/job.332 Online:
http://onlinelibrary.wiley.com/doi/10.1002/job.322/pdf
Linder, J.R. (1998). Understanding Employee Motivation. Journal of
Extension. 36(3) June 1998. Online:
http://www.joe.org/joe/1998june/rb3.php
Nohria, N., Groysberg, B. and Lee, L.E. (2008). Employee motivation.
Harvard Business Review. 86(7/8). p78-84
Schweitzer, M.E., Ordonez, L. and Douma, B. (2004). Goal setting as a
motivator of unethical behavior. Academy of Management Journal.
47(3). P422-432
Week by Week Schedule (continued…)
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MBA510 Ethics and Organizational Behavior
Bazerman, M.H. and Tenbrunsel, A.E. (2011). Ethical Breakdowns.
Harvard Business Review. 89(4) p58-65
Ashkanasy, N.M. (2003). Emotions in organizations: A multi-level
perspective. Multi-Level Issues in Organizational Behavior and
Strategy. Research in Multi-Level Issues, Volume 2. p. 9-54. Online:
http://icos.groups.si.umich.edu/Ashkanasy%20%28RMLI,%202003%29.
pdf
TypeFocus exercises on conflict
Conflict Resolution Network. (n.d.) CR Kit. Conflict Resolution Network,
Chatswood, Australia. Online: http://www.crnhq.org/pages.php?pID=12
The crowd and judges initially made a wrong decision about Susan Boyle.
Kathryn Schultz devotes her career to being wrong.
Part 1: Reflect a time you were wrong in a business setting, whether it was
about an individual, project, or decision. What did you learn from it?
Discussion 1
Part 2: Imagine you are a manager, and the new hire assigned to your team
generates a first impression similar to what Susan Boyle did in her audition
with your staff responding in a similar way. How will you handle the situation to
motivate your team to accept this new colleague?
Discussion 2
Imagine that you are a manager at a consumer products company. Your
company is in negotiations for a merger. If and when the two companies
merge, it seems probable that some jobs will be lost, but you have no idea
how many or who will be gone. You have five subordinates. One is in the
process of buying a house while undertaking a large debt. The second just
received a relatively lucrative job offer and asked for your opinion as his
mentor. You feel that knowing about the possibility of this merger is important
to them in making these life choices. At the same time, you fear that once you
let them know, everyone in the company will find out and the negotiations are
not complete yet. You may end up losing some of your best employees, and
the merger may not even happen. What do you do? Do you have an ethical
obligation to share this piece of news with your employees? How would you
handle a situation such as this?
Assignments
Google and China case study. What should Tom do?
Students will choose to debate for or against moving forward.
Final Project
Continue working on your final project, adding a mindmap about motivation,
decision-making, stress and conflict.
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MBA510 Ethics and Organizational Behavior
Week 4
Thinking About the Organization
Outcomes
Define Organizational Structure and identify its basic elements
Explain what influences organizational structure
Describe the culture shift in today’s workforce and explain the difference
between pull and push organizations
Contrast two organizations using organizational culture and structure
terms
Lectures
Organizational Structure
Organizational Culture
Videos
Google’s Culture
Monsters, Inc.
Readings
Organizational Behavior, Chapters 8&9
o Organizational Structure and Change
o Organizational Culture
Hagel, Brown, Davison. (2010). The power of pull: How small moves,
smartly made can set big things in motion
Erickson, T.J. and Gratton, L. (2007). What it means to work here.
Harvard Business Review. March 2007. P104-112
Hagel, Brown, Davison. (2010). The power of pull: How small moves,
smartly made can set big things in motion
o Read options from http://www.edgeperspectives.com/pop.html
o Listen to lecture from
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2425
Discussion 1
Apply the metaphors of the given illustration (Square Wheels) to the
functioning of organizations.
Discussion 2
Consider what you learned from reading The Power of Pull. Does the culture
of your organization fit more into the push or pull organization? Are you
functioning on the edge? Should you be?
Assignments
Rent and watch the movie Monsters, Inc. making note of the culture of the
organization.
Create a chart to analyze and compare the culture at Monsters, Inc. and the
company you currently work for, or one that you have worked at previously,
answering the following questions:
1. What is the company’s business model?
2. Describe the external environment that the company operates in.
3. What are the visible roles within Monsters, Inc.?
4. What is the structure of the company?
5. Describe the environment inside the company.
6. What are some of the rituals?
7. What are the underlying shared values and beliefs?
Final Project
Continue your work on your final project, creating a mind map about
organizational development and structure.
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MBA510 Ethics and Organizational Behavior
Week 5
Change Management
Outcomes
Identify and describe the impacts of organizational change on individuals
Apply change management strategies in the workplace
Lectures
A Compass for Change
Organizational Change
Videos
Change Management - 30 Second Management Training
How Organizations Change, Part 1
How Organizations Change, Part 2: Obstacles to Learning
How Organizations Change, Part 3: Drive Out Fear
Our Iceberg is Melting
John Kotter: Leading Bold Change
Readings
Kotter, J., et.al. (2006). Our Iceberg is Melting: Change and Succeeding
Under Any Conditions. St. Martin’s Press.
Kotter, J.P., Schlesinger, L.A. (2008) Choosing strategies for change.
Harvard Business Review. 86 (7/8). p130-139. Online:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=32709
007&site=ehost-live
Kotter, J.P. (1995). Leading Change: Why transformation efforts fail.
Harvard Business Review. 73 (2). p59-67. Online:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=95032
81992&site=ehost-live
Myerson, D.E. (2001) Radical change, the quiet way. Harvard Business
Review. 79 (9). p92-100 Online:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=53292
85&site=ehost-live
Aiken, C. and Keller, S. (2009). The irrational side of change
management. McKinsey Quarterly. 2009 (2). p100-109. Online:
http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=37817
229&site=ehost-live
Zigarmi, P. and Hoekstra, J. (2011, July). What's killing your change
initiatives? Chief Learning Officer. p20-22. Online:
http://www.nxtbook.com/nxtbooks/mediatec/clo0711/index.php?startid=2
0#/22
Discussion 1
Discussion 2
Describe a change you have personally experienced, and relate it to the
materials that have been covered this week. Now that you know about change
management, is there anything you might have done differently or that might
have helped you during that time?
Repeat the simulation from the beginning of the course in your second
assigned role.
Discuss what you learned in the simulation playing your different roles.
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MBA510 Ethics and Organizational Behavior
What did you discover? What did you do differently in the second trial?
What did you discover about change management?
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MBA510 Ethics and Organizational Behavior
Week by Week Schedule (continued…)
In The Power of Pull, a huge paradigm shift is advocated for the world of
business. In The Iceberg is Melting, no one wants to believe that a change is
needed, yet is it critical that it occur for survival. Do you believe that
Assignments organizations of the 21st century are sitting on a melting iceberg, oblivious to the
need for change? Write an essay discussing your perspective on this issue,
considering what, if any, your role should be in your organization as a change
agent knowing what you now know as a result of this course.
Final Project
Complete and submit your final project, adding a mind map about change
management with this week’s content..
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MBA510 Ethics and Organizational Behavior
Grading and Evaluation
Your grades will reflect the way in which you present and support your topics and positions in
the various learning activities used in this course. The grades will be based on the quality and
quantity of your comments and responses in the various activities.
The grades for the course will be based on an accumulation of points throughout the course.
The various graded activities are weighted as follows:
Course Element
% of Grade
Discussions
40%
Individual Assignments
40%
Final Project
20%
Total
100%
Please refer to the rubrics provided in the course for specific grading criteria.
The final course grading criteria is described in the table below.
Letter Grade
Grade %
Description
A
94 – 100%
A-
90 – 93%
Very Good to Excellent. Comprehensive
knowledge and understanding of the
subject matter.
B+
87 – 89%
B
83 – 86%
B-
80 – 82%
C+
77 – 79%
C
73 – 76%
C-
70 – 72%
D
60 – 69%
Marginal. Minimum knowledge and
understanding of subject matter.
F
Below 60%
Failing. Unacceptable level of knowledge
and understanding of subject matter.
Good. Moderately broad knowledge and
understanding of the subject matter.
Satisfactory. Reasonable knowledge and
understanding of the subject matter.
Make-Up Exams or Assignments
To be determined by the instructor on a one-to-one basis.
All Assignments are due on time and the Mid Term and Final Exams must be completed during
the stated exam period. There will be NO exceptions.
Reasonable Accommodations Policy – Individuals with Disabilities
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MBA510 Ethics and Organizational Behavior
NECB does not discriminate against individuals on the basis of physical or mental disability and
is fully committed to providing reasonable accommodations, including appropriate auxiliary aids
and services, to qualified individuals with a disability, unless providing such accommodations
would result in an undue burden or fundamentally alter the nature of the relevant program,
benefit, or service provided by NECB. To request an auxiliary aid or service please contact the
VP for Academic Affairs at NECB, 10 High Street, Boston, MA 02110
Individuals requesting an auxiliary aid or service will need to complete an Application for
Auxiliary Aid. To enable NECB to timely provide an auxiliary aid or service, NECB requests that
individuals complete and submit the Application for Auxiliary Aid six weeks before the first day of
classes, or as soon as practicable. Disagreements regarding an appropriate auxiliary aid and
alleged violations of this policy may be raised pursuant to NECB’s grievance procedures.
Course Policies and Procedures
Learner Success Guidelines
These policies and guidelines will help you complete this course more successfully:
 Participate in the class introduction activity on the first day of class.
 Submit ALL assignments and take the Mid Term and the Final Exam by the posted due
dates and times.
 Check your emails daily.
 Put your first and last name and your course number (i.e., Joan Brown, ENG101), on
each of the emails you send to your Professor and/or other NECB staff.
 Participate fully in all threaded discussions.
 Contact the help desk by email (preferable) at support@necb.edu for resolutions to your
technology problems.
 Contact your Professor (by telephone or by email) if you have questions about an
assignment or need additional help completing your work successfully.
 Academic dishonesty is grounds for dismissal from the program.
Student Attendance
It is strongly recommended that students post class introductions the first day of class. In line
with the College’s Add/Drop Policy, it is required that students post attendance (log into the
class and introduce themselves) within the first three days of the term. Students who are
registered for a course must officially withdraw from the course within the first three days of the
Term if they do not plan on continuing in the course. Registered students are not automatically
withdrawn from any course. Students who withdraw from the course after the third day
(Wednesday) will be subject to partial to full tuition charges as outlined in the College’s
Withdrawal Policy. NECB’s add/drop and withdrawal policies can be reviewed on NECB’s
website in the Academic Catalog or Student Handbook.
Additional Expectations
Students will be expected to meet all the deadlines of the class as indicated throughout the
course and in the syllabus. This is primarily so we don't get behind in the course. In addition,
discussions cannot overlap from one unit to the next. This is to ensure that all discussions and
submissions take place within the week they are scheduled in order to be of value to the entire
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MBA510 Ethics and Organizational Behavior
class as well as to help you not get behind. If there are extenuating circumstances, you will
need to communicate that to the professor and make arrangement accordingly, if appropriate.
Asynchronous and Synchronous Work
All required work for the course may be done asynchronously; i.e., students can login to the
course, read/download materials, post to the Discussions, and submit assignments throughout
the course week. Please carefully follow syllabus and the weekly checklists to help manage
your time throughout the course week; once we enter week 2 or 3, students typically become
much more comfortable with the pace and flow of the course.
Students are strongly encouraged to post questions to the Questions & Answers section in each
of the modules. The Q & A is the optimum place for a discussion about questions that could
affect the entire class with responses from the instructor/TA that could affect the entire class.
Feedback
You can expect frequent and consistent feedback from your instructor.
Academic Honesty, Student Integrity & Plagiarism
Academic honesty and student integrity are of fundamental importance at NECB. We want
students to understand this clearly. Every member of the NECB Community is expected to
maintain the highest standards of academic honesty. Plagiarism or self-plagiarism in any form
is a serious violation of those standards and will not be tolerated at NECB.
A student shall not receive credit for work that is not the product of a student’s own effort. A
student's name on any written document constitutes a statement that the work is the result of
the student's own thought and study, stated in the student’s own words, and produced without
the assistance of others, except in quotes, in-text citations, footnotes or references with
appropriate acknowledgement of the source. Students must be aware that material (including
ideas, phrases, sentences, etc.) taken from the College’s eLibrary, the Internet and other
resources must be appropriately cited using APA Style Guidelines in any written work turned in
for any NECB class.
‘Self Plagiarism’ or submitting one’s own work to more than one course is absolutely prohibited
by NECB. NECB does not allow a student to turn in the same assignment to more than one
course without prior explicit written permission from the instructor of the second course. The
reason for this is that a grade and credit for completed work has already been previously
received in a course. If a student submits work to a second course, the student is expecting to
receive credit twice for a previously submitted assignment. In addition, a student is not allowed
to submit work that has been completed in collaboration with someone else without prior explicit
permission from the instructor. (This excludes ‘group work’ within a course as part of the course
requirements.)
Failure to properly cite resources may result in a referral from the instructor to the VicePresident of Academic Affairs. The outcome of this action may involve academic and
disciplinary sanctions, which could include but not be limited to such penalties as receiving no
credit for the assignment in question, receiving no credit for the related course or suspension or
dismissal from NECB.
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MBA510 Ethics and Organizational Behavior
Caveat
The above schedule, content, and procedures in this course are subject to change in the subject
field, changes in the knowledge base or other unforeseen circumstances.
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