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BSAD 120, Summer 2012

SYLLABUS BSAD 120, Summer 2012 Principles of Management and Organizational Behavior

INSTRUCTOR: David Jones, Ph.D. Contact: dajones@bsad.uvm.edu Office: Kalkin 311 Office Hours: After class, or by Appointment Course Meets: Tues/Wed/Thurs 1:00-3:30 PM, Aiken Center 102 Course Dates: Begins Monday May 22 and ends Thursday June 28

GOALS & OBJECTIVES Modern organizations operate in an increasingly globalized environment that creates fierce competition for their products and services. For many organizations, its people are a source of sustainable competitive advantage. As such, the ways in which human resources are managed can influence organizational performance through its affects on employees work attitudes, motivation, and performance-related behaviors. Because employee participation, autonomy, and work within teams are on the rise, leadership and organizational behavior skills are not only important for managers, but for everyone. This course is about people in organizations: how they think and why they behave in the ways they do. Students will learn about contemporary theory, research, and practice in the Organizational Behavior discipline, which draws predominantly from psychology, organizational development, and management sciences. In this course, emphasis is placed on how principles of leadership and motivation affect individuals and teams in the workplace. This course also exposes students to concepts relating to business ethics, workplace diversity, and corporate social responsibility in a global business environment. This course is experiential and interactive. Students are therefore expected to share in the responsibility for their learning and the collective learning of the class.

COURSE CONTENT Job Performance & Work Behaviors, Satisfaction & Commitment; Motivation & Perceptions of Fairness; Leadership & Ethics; Teamwork, Personality, Cultural Values, Diversity, & Conflict Management; Organizational Culture, Change, & Structure; & Corporate Social Responsibility.

BSAD 120, Summer 2012

REQUIRED TEXT Organizational Behavior: Improving Performance and Commitment in the Workplace (2nd Edition, with Connect Plus). Colquitt, Lepine, & Wesson, 2011. New York, NY: McGraw-Hill. ISBN: 007-801173-6 This is an excellent textbook written by some of the very best scholars in the organizational behavior field, and it is also one of the least expensive among comparable alternatives. The 2nd Edition of this textbook is required for this course. If you purchase a new textbook with the correct ISBN number, you will also receive Connect Plus at no additional cost, which provides access to an e-book version of the text and on-line learning resources; however, Connect Plus is not required for the course. The ISBN number listed above (007-801173-6) is for the loose-leaf version with Connect Plus, and these will be available for purchase in the UVM bookstore. For students who purchase their textbook elsewhere, the 2nd Edition in the hardbound version (hardbound ISBN with Connect Plus: 007-739822-X) is identical to the loose-leaf version in content and pagination (but not in price!). For students who wish to purchase it directly from the publisher the cost is just over $80 (http://www.mhlearningsolutions.com/vermont). For those purchase a textbook without access to Connect Plus, those who want it can purchase it on its own, and another option is to purchase only the e-book version with Connect Plus for less than the cost of a physical copy through the Connect Plus/McGraw-Hill website.

GRADING Tests Team Assignments Team Presentation 50% 40% 10%

Tests: Four tests comprise 50% of the final grade in the course: Test 1 = 10%, Test 2 = 15%, Test 3 = 15%, and Test 4 = 10%. Make-up tests are not offered unless there is a legitimate absence. Legitimate absences are limited to (a) medical reasons that are accompanied by appropriate documentation and, if discussed with the instructor in advance, (b) athletic obligations, (c) religious holidays, and (d) career management opportunities. Religious Holidays: Students have the right to practice the religion of their choice. Each semester students should submit in writing to their instructors by the end of the second full week of classes their documented religious holiday schedule. If a religious holiday schedule is submitted in time, students who miss course work for the purpose of religious observance will have the opportunity to make up the work. Athletic Obligations: As soon as possible, student athletes should submit in writing to their instructors the days on which they will be absent due to athletic obligations.

BSAD 120, Summer 2012

Career Management Opportunities: Students who must schedule job interviews and other career related opportunities during class time should inform the instructor in advance in order for the absence to be considered legitimate. Team Assignments: Working in teams, students will complete three assignments: analyses of Motivation (worth 10%), Leadership (worth 15%), and Teamwork (worth 15%). All team members will receive the same base grades on the assignments. However, each students base grade will be weighted by his or her team member evaluation score. At the end of the semester, all team members will evaluate each other and themselves in terms of their teamwork behavior and contributions to the team. For each student, a team member evaluation score is computed by averaging the evaluations provided by other team members with his or her self-evaluation. This team member evaluation score is then used to weight each students base grade on the team assignments to account for the different contributions among team members. To illustrate, consider a team assignment grade of 90% (the average percentage across the three assignments). One team member was an exceptional leader of the team and did more than his or her share of the work, which is reflected in this students team member evaluation score of 105. In contrast, another student was a slacker who did less than his or her share of the work, missed several meetings, and was often the source of conflict; this students team member evaluation score was 80. As a result, for the team assignment grade of 90%, the strong team member receives 94.5% and the slacker receives 72%. Thus, it behooves each student to contribute meaningfully to the team and to maintain positive working relationships with all team members. Team Presentation: Team presentations, worth 10% of the final course grade, will occur during the last class. Information about the topic and structure will be provided well in advance. Percentage to Letter Grades: 99-100 = A+ 92-98 = A 90-91 = A88-89 = B+ 82-87 = B 80-81 = B78-79 = C+ 72-77 = C 70-71 = C68-69 = D+ 62-67 = D 60-61 = D0-59 = F Attendance: To do well in this course students must attend class regularly. Attendance is rewarded in several ways. First, students will have a deeper understanding of the material, which will assist them during and after course. Second, the instructor will often explain in class (and only in class, barring a legitimate absence) what material will and will not be tested. Third, in many classes material not presented in the textbook will be covered.

BSAD 120, Summer 2012

TEACHING PHILOSOPHY In this course, you are expected to be an active participant in the learning process. This means that you take responsibility for your learning. Part of being an active learner is to seek help about concepts with which you are having trouble: Do not hesitate to email me, set a time to meet with me, or use your classmates as a learning resource. In the classroom, although I will review many key concepts from the textbook, my role goes beyond reiterating and clarifying the textbook material. I do not merely teach for the test. This means that material will be covered in the classroom that will not be tested. In the classroom, I aim to link theory and research to the real world. This is accomplished through linking the material to events in real organizations, your own experience, the shared experiences of your classmates, and my experiences working in teams and organizations. Experienced-based learning will occur through group discussion of concepts and short cases, facilitated reflection, in-class exercises, and team-based assignments and case analyses. My overall aim as an instructor is to push you to learn and achieve more than you might on your own. I am not just a disseminator of information; I am a coach and facilitator of your learning and development as a future business leader and as a person. Former students say that this course is not an easy one and that it requires hard work to achieve a high grade. The good news is that most students say they find the course highly enjoyable, rewarding, and applicable to both their work and non-work lives.

ACADEMIC HONESTY The principal objective of the policy on academic honesty is to promote an intellectual climate and support the academic integrity of the University of Vermont. Academic dishonesty or an offense against academic honesty includes acts that may subvert or compromise the integrity of the educational process. Such acts are serious offenses that insult the integrity of the entire academic community. Offenses against academic honesty are any acts that would have the effect of unfairly promoting or enhancing one's academic standing within the entire community of learners which includes, but is not limited to, the faculty and students of the University of Vermont. Academic dishonesty includes knowingly permitting or assisting any person in the committing of an act of academic dishonesty. The academic honesty policy distinguishes between minor and major offenses. Offenses purely technical in nature or in which the instructor does not perceive intent to achieve advantage are deemed minor and handled by the instructor. Major offenses are those in which intent to achieve academic advantage is perceived. A full statement of the policy can be found in the Cat's Tale. Each student is responsible for knowing and observing this policy.

BSAD 120, Summer 2012

Plagiarism: Assignments plagiarized in whole or in part from the Internet or published sources automatically receive a grade of 0. Plagiarism includes (a) the verbatim copy of paragraphs, sentences, and parts of sentences, and (b) the use of ideas without giving due credit (i.e., without citing and referencing the source of the idea). If you have questions about what does and does not constitute plagiarism, please ask.

CLASSROOM CODE OF CONDUCT Faculty and students will at all times conduct themselves in a manner that serves to maintain, promote, and enhance the high quality academic environment befitting the University of Vermont. To this end, it is expected that all members of the learning community will adhere to the following guidelines: Faculty and students will attend all regularly scheduled classes, except for those occasions warranting an excused absence under the policy detailed in the catalogue (e.g., religious, athletic, medical). Students and faculty will arrive prepared for class and on time, and they will remain in class until the class is dismissed. Faculty and students will treat all members of the learning community with respect. Toward this end, they will promote academic discourse and the free exchange of ideas by listening with civil attention to the comments made by all individuals. Students and faculty will maintain an appropriate academic climate by refraining from all actions which disrupt the learning environment (e.g., making noise, ostentatiously not paying attention, and leaving and reentering the classroom inappropriately).

BSAD 120, Summer 2012

SCHEDULE Date Day Topic Readings


Chpt. 1 Chpt. 2 Chpt. 3 & 4 Motivation Assignment (10%) Test 1

Notices

May 22 Tues

Course Introduction OB I: Introduction to OB May 23 Wed OB II: Job Performance OB III: Commitment & Job Satisfaction May 24 Thurs OB III (Continued) Motivation I: Psychological Needs & Recognition May 29 Tues Test 1 (10% on OB I-III) Motivation II: Expectancy Theory & Rewards Motivation III: Goal Setting May 30 Wed Motivation IV: Job Characteristics, Empowerment & Employee Involvement Motivation V: Equity Theory & Perceived Fairness May 31 Thurs Leadership I: Leadership Traits & Characteristics Leadership II: Leadership Behaviors, Styles, & Decision Making June 5 Tues Leadership III: Transformational Leadership, Implicit Leadership, & Gender Leadership IV: Leadership Integrity & Ethics June 6 Wed Test 2 (15% on Motiv. I-V & Lead. I-IV) Teamwork I: Team Types & Composition June 7 Thurs Teamwork II: Personality & Cultural Values June 12 Tues Teamwork III: Team States, Development, & Meeting Skills June 13 Wed Teamwork IV: Team Processes & Constraints on Decision Making Teamwork V: Communication, Email, & Active Listening June 14 Thurs Teamwork VI: Conflict Management June 19 Tues Test 3 (15% on Teamwork I-VI) Larger Org I: Organizational Culture June 20 Wed Larger Org I (Continued) Larger Org II: Organizational Change June 21 Thurs Larger Org II (Continued) Larger Org III: Organizational Structure June 26 Tues Larger Org IV: Corporate Social Responsibility June 27 Wed Test 4 (10%) Presentation Preparation June 28 Thurs Team Presentations (10% on Larger Org I-IV)

Chpt. 6 pp 111-117, 198-199

pp 192-197, Chpt. 7 Chpt. 14 Leadership Assignment (15%)

Motivation Assignment Due pp 223-224, 232-240 Chpt. 11 Chpt. 9 Chpt. 12 Test 2 Teamwork Assignment (15%)

Leadership Assignment Due

pp. 462-466 Test 3 Chpt. 16

Teamwork Assignment Due Chpt. 15 pp 241-243

Team Evaluations Due

* All tests are taken during class time. All due dates are at 8:00 pm, which applies to the three team assignments (Motivation, Leadership, and Teamwork) and the Team Member Evaluations.