Eastern Illinois University, Lumpkin College of Business and Applied Sciences, School of Business – Management
MBA 5680 – Organizational Behavior and Group Dynamics
Fall 2007
Eastern Illinois University, Lumpkin College of Business and Applied Sciences, School of Business – Management
Faculty: Melody Wollan, PhD, PHR
Email:
Dr. Wollan’s Office: Lumpkin Hall 3004
Dr. Wollan’s Phone: (217) 581-6034
Class Meets: Tuesday, 7:00 – 9:30 pm
Lumpkin Hall 2020
Office Hours:
9 – 11 am Tuesday and Thursday
2 – 3 pm Tuesday
By appointment other days/times
Eastern Illinois University, Lumpkin College of Business and Applied Sciences, School of Business – Management
Catalog Description: Organizational and business application of theory and research in individual differences, interpersonal relations, and small group dynamics. 3 credits
Prerequisites: BUS 3010 and admission to the MBA degree program.
Required Text and Materials:
Greenberg, J. (2005). Managing behavior in organizations (4th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Manager’s Hot Seat (2005). McGraw-Hill. I have some used DVD copies from previous semesters for $15. Also available for approximately $15-$22 on E-bay, Amazon.com; McGraw-Hill will sell you the on-line web-access card for $13.13 (plus $2 tax/shipping) at: https://books.mcgraw-hill.com/getbook.php?isbn=0073312126&template=
Supplemental readings as assigned are available in EIU’s Library Resources. (See syllabus for list and weeks assigned).
Course Description: This class is largely based on management scenarios and practices in the context of self-assessment activities, student and faculty experiences at work, mini-cases, managerial simulations, with the integration of faculty lecture, theoretical materials and practical examples from the textbook and current events, and in-class discussion that focus on managing people effectively.
Teaching Method: Course materials, student projects with individual researching assignments, and case studies will provide students with the opportunity to develop and enhance critical thinking, creative problem solving, and presentation skills vital for success in the business environment. In addition, each student is expected to bring his or her experiences into discussions, lectures, presentations and other exercises as an integral part of this course in an effort to facilitate integration of management techniques and practices into your repertoire as a future or current manager.
My primary teaching method is a combination of lecture, activities, and facilitating student learning of concepts through presentations (peer instruction) and discussions of management articles. Lectures will be used to present content, but often in combination with other learning methods to encourage thinking about management issues. Evaluation of student learning is accomplished through the use of three exams, a book review, managerial cases, and in-class activities.
I believe that students in my courses should:
1) Develop awareness and ability to competently utilize terminology, understand concepts within the course scope, and apply these in case scenarios to assess potential managerial responses;
2) Develop confidence as professionals in their ability to effectively manage organizational human resources, human resource functions and activities;
3) Continue their skill-building in providing concise, thoroughly researched, and analytical presentations to peers in a professional setting;
4) Continue development of their abilities to enact managerial decision-making in routine situations and scenarios in an ethical, effective, and efficient manner.
Course Objectives:
Upon successful completion of the course, the student should:
Content Knowledge (K):
1. Identify key challenges and emerging trends in management related to the impact of effective productivity and performance of existing employees.
2. Identify and evaluate alternative decisions that can be made when managing employees individually, in groups, and as a collective part of an organization.
3. Awareness of theoretical explanations and how they can be applied to provide the basis for managerial practices and decision-making.
Skills Development (S):
1. Be able to diagnose causes of organizational problems and to develop alternatives based on judgment and experience to address those problems.
2. To proactively organize employees for effective interactions between two or more individuals.
3. Suggest alternatives to employee responses (attitudes, behaviors, and performance adjustments) to managerial actions and ways managers can approach those for organizational effectiveness.
Attitude/Values Development (A/V):
1. Respect and value employee responses in the context of managerial practices.
2. Understand the complexity of managerial decision-making in bridging different stakeholder needs and implementation difficulties relating to the management of individual and groups of employees.
3. Value research in developing more effective managerial practices.
4. Develop self-awareness of managerial style, philosophy, and communication strengths and weaknesses.
Grading and Evaluation: Final Grades Determined:
Exams: 100 points each 590 points – 531 points = A (90%)
Self-Assessment/ Participation/ 530 points – 472 points = B (80%)
Class Activities: 50 points 471 points – 413 points = C (70%)
Business Book Review: 50 points 412 points – 354 points = D (60%)
Individual Case Studies: 140 points under 354 points = F
Group Case Study Presentation: 50 points
Exams In-Class Projects
(300 points) (50 pts) (240 points)
Exam 1 / Exam 2 / Exam 3 / Self-Assessments & Participation / BookReview / Case Studies
Individual (MHS) / Group MHS Presentation
100 / 100 / 100 / 50 / 50 / 140 (7*20) / 50
Assignment Descriptions:
1. Attendance and Participation: Students are expected to attend class and participate in class discussions. Generally, I collect in-class activities and self-assessment homework routinely and use these for attendance/participation documentation. Attendance is not a graded input to the class, but participation is, and attendance is a necessary requirement for participation in class activities and discussions. Participation activities in class will be recorded and points deducted for absences or non-participation accordingly. My definition of participation is a willingness to provide insight, explanation, ask questions of your classmates in presentations or in Manager’s Hot Seat scenario discussions, and examples of ideas presented in class that are a “contribution” to the class. Self-Assessment and participation scores will be assigned each unit, such that units 1 and 2 are worth 15 points each, and unit 3 is worth 20 points. Each class period is assessed independently, and calculated scores will be posted at the end of each unit. Participation by students should be a voluntary effort on your part, not a mandated inquisition on my part.
2. Examinations: Three examinations will be administered during the course. The examinations will include, but are not limited to, multiple choice, fill in the blank, true/false, short-answer (addressing self-assessment and articles largely), essay questions, case analysis, or verbal interviews. Exams will include material from lectures, assigned readings, handouts, videos, and case presentations. The final exam will be in two parts. First, a comprehensive case (50%) that you will be asked to discuss and analyze using concepts and material that you’ve learned during this entire course. The second part of your final exam (50%) will be an “interview style” discussion one-on-one to assess key aspects of what is expected of MBA graduates students by employers. A separate handout with a set of 8 potential questions (I’ll ask you to respond to 4 of them during each interview), along with the grading evaluation sheet for this part of your final exam will be handed out 2 weeks prior to the designated Final Exam period. Interviews may be held in the last week of the course or during finals week in a prearranged appointment lastly 20 minutes each. All exams are mandatory. A missed exam will automatically be assigned a score of zero (0). Incompletes, “make-up” exams or extra credit will not be given (except in extreme documented circumstances).
3. Book Review: Each student is required to write a 5-8 page book review (double-spaced, 10 or 12 point font, 1” margins). The book must come from the list located within this syllabus, or be approved during the first two weeks of the term by Dr. Wollan. Each book will only be reviewed once in this class, therefore, it is first-come, first-serve. The book review requires an overview of the book’s content and a critique of the book’s quality and contribution to managerial practices and/or decision-making. Note that this is not a “book report” and that a book review differs in content and approach. In your activities packet and WebCT, you have been provided with detailed guidelines and a sample book review. As part of the book review, integrate text, class materials, and principles that have been addressed as part of this course. Presentation of your book review should be concise and with concern for your audience’s needs (Should they read this book? What was most important about it? What is the value as a manager? Major lessons? Effectiveness?). My goal of this assignment is four-fold: 1) I want you to become accustomed to evaluating the credibility of authors and evaluating sources of materials you read or are exposed, 2) What is “new” material in these bestsellers and the value of “classic” education?, 3) Value in general of reading business books, and most importantly, 4) Seeing an integration of course concepts and issues in management integrated into your analysis of the book.
There will be two class dates dedicated to book reviews (see syllabus schedule). In your presentation, you will be limited to 5 total minutes (excluding questions), and no more than 3 Power Point slides (total). Your book review grade is based on 50 points total; 25 for the presentation, 25 for the written critique.
4. Case Studies: We will be using the DVD “Manager’s Hot Seat” for case analysis. Each student will be required to complete each of the Manager Hot Seat scenarios (one per week as scheduled on the syllabus for a total of 8), and each week, a group of 2-3 students will be responsible for leading the class discussion of that week’s case scenario (no written aspect to group Hot Seat). See the Manager’s Hot Seat packet on WebCT with further instruction and parameters of the assignment individually and for the group leadership guidelines.
5. Articles: A number of current business articles, columns and classic managerial articles will be integrated into the course discussions. There is no written article report to write-up, but you are expected to read and participate in class discussions of these articles. Articles will also be utilized in exams. Questions to ponder during your reading: (1) What does this article provide to you as a manager in terms of improving your management approach? (2) How does this article relate to specific (identify them, discuss them, integrate them into your argument) concepts identified in this class and textbook? (3) Does the article go far enough? What suggestions for improvement, future research, or development should be considered next?
Course Policies:
Technology: Article and book reviews should be submitted by utilizing EIU’s access to Turnitin.com (our class code is 1947905, password is 5680). We will also be using WebCT. It is your responsibility to log into these accounts to upload assignments, the gradebook, other supplementary materials provided to you by the instructor. If you need help, please ask me for assistance.
Attendance: Attendance at each class session is not required, but will be taken each session as a component of participation that is evaluated for final course grade. It is important that students do the assigned readings prior to class and come to class prepared to discuss these readings and participate in class discussions. University policies regarding drop-add, withdraw, incompletes and final exams will be observed.
Class Appeals Process: All multiple choice and true/false items on the first two exams are eligible for the grade appeals process. Exams and score sheets will be returned in class for review by students the class period immediately following the exam, but hard copies of the exams must be returned during the class period. Within 24 hours of the exam results being returned in class (i.e., by Wednesday night 7 pm), students must email their request for up to five test items that they wish to evaluate and potentially appeal, and questions will be returned by email. Individual students may prepare a written email appeal and submit (by email) to Dr. Wollan within 72 hours of the night that the exam results are returned (i.e., by Friday night 7 pm), explaining their interpretation and answer of the particular question.
Academic Integrity: Eastern Illinois University is committed to the learning process and academic integrity that is defined in the Student Conduct Code (1.1). To encourage original and authentic written work, any written assignment created in this course may be submitted for review to Turnitin.com and will become a searchable document with the Turnitin-protected and restricted use database.
Students with Disabilities: Appropriate academic support is available for students with a documented disability. Please notify your professor and contact the Office of Disability Services (581-6583) for further information.
Emergency preparedness plan: Instructions about what to do in the event of an emergency are posted in all class rooms on Eastern’s campus. Students and faculty are responsible for acquainting themselves as to the specific instructions so that they will be prepared in the event of an emergency.
APA style examples: An expectation of your performance in this class is to utilize a standard approach to formatting and presentation of reference materials. I am asking you to use APA style, and am providing you with a brief handout (also posted to WebCT) with some examples and explanations of this reference style and require you to use it for your work in this class.
Book Review List of Choices
The list below represents some of the business/management related books on the bestseller lists of BusinessWeek, New York Times, and Amazon.com in 2006, and books published by McGraw-Hill or discussed in business trade publications during 2006. Other books for review may be considered with the permission and prior approval of Dr. Wollan. (Note: some descriptions taken from source listings such as the bestseller lists as listed above)
Alpha Male Syndrome Kate Ludeman and Eddie Erlandson Useful, if not startling advice for alphas and their put-upon co-workers
Bag the Elephant! Steve Kaplan Winning and keeping that important large customer
Confronting Reality : Doing What Matters to Get Things Right Larry Bossidy, Ram Charan
Crucial Conversations Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler Talk that counts