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MANAGING PEOPLE AND ORGANIZATIONS

Course 833:681Thursdays9:50 - 12:30, Civic Square Building, Room 113

Julia Sass Rubin CSB 544 732-932-2499, ext. 609

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 ( 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:

Week 1: September 2

Introduction and Course Overview

No class Thursday, September 8th

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 CreightonA

Assignment: Do the Lifeline, Personal Values Inventory, Fundamental Interpersonal Relations Orientation-Behavior Inventory, Locus of Control Inventory, Career Orientation Inventory and Emotional Intelligence self-assessment 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

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 15th class.

No class Thursday, September 29th 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:
  • 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 note9494080.
  • 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 inPsychological 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 inPsychological 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

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 10thclass.

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 Negotiating Organization, Harvard Business Press.
  • CASE STUDY: Windham, to be distributed during the November 17th 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.