July 6, 2011
Organizational Behavior,Syllabus Fall 2011, MGT 311,The Catholic University of America
DEPARTMENT OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS AND ECONOMICS
Organizational Behavior (Lecture), MGT 311, Syllabus, Fall Semester 2011
Credit Hours 3
Enrollment Requirements: MGT323 or 423; Junior status or above
Time and Location of class meetings:
MGT 311-01 (3070)
Aug 29 to Dec 17, 2011
Mondays 1:10 to 3:40PM
Instructor contact information:
Professor John Wesley Yoest, Jr.
Cell phone 202.215.2434
Offices Hours Tuesdays at 3:30 p.m. or by appointment.
Organizational Behavior (OB) is the study of individuals and groups in organizations and is also concerned with the behavior of organizations as whole systems.
This class considers each of these dimensions and their interrelations relevant to the functioning, performance, viability and vitality of human enterprises.
Specific topics addressed include the history of management and organization concepts; perception, attitudes and individual differences; motivation; communication; group dynamics; work teams and intergroup relations including managing collaboration and conflict; leadership, power and decision making; the organizational environment; organization structure and design; organizational culture and effectiveness; organization development and change; and OB research methods.
Instructional Methods, Lecture and Discussion
Required Texts (Two)
1. Primer on Organizational Behavior, Author: Bowditch, Publisher: John Wiley & Sons, Incorporate, Edition: 7th, Year Published: 2008, Price: 102.25 USD, ISBN 9780470086957
2. Classics of Organizational Behavior, Author: Natemeyer, Publisher: Waveland Press, Incorporated, Edition: 4th, Year Published: 2011, Price: 49.95 USD, ISBN 9781577667032
Overview of human behavior in work organizations. Theoretical, empirical and applications issues examined from individual, interpersonal, group and organizational perspectives. Including an overview and history of the field, perceptions, attitudes, learning processes, personality, motivation, stress, performance appraisal, group dynamics, leadership, communication, decision making, job design, organizational structure and design, organizational change and development.
Goals for Student Learning
This Primer on Organizational Behavior, places attention on information technology in the workplace and how it’s reshaping organizations and the management practices within them. The class will cover early management thought, workplace incivility, social justice, conformity in groups, virtual teams, team conflict, leader-member relations, and organizational change.
The Alert Student should learn all the terms and concepts needed to understand OB and its application in modern organizations, and to comprehend practitioner and scholarly publications.
Quizzes at Random; short answer
Examinations; Multiple choice, short answer
Case Studies; turned in, oral presentation
Class Participation; reviewed below
Expectations and policies
Academic honesty: Academic honesty is expected of all CUA students. Faculty are required to initiate the imposition of sanctions when they find violations of academic honesty, such as plagiarism, improper use of a student’s own work, cheating, and fabrication.
The following sanctions are presented in the University procedures related to Student Academic Dishonesty.
The presumed sanction for undergraduate students for academic dishonesty will be failure for the course. There may be circumstances, however, where, perhaps because of an undergraduate student’s past record, a more serious sanction, such as suspension or expulsion, would be appropriate. In the context of graduate studies, the expectations for academic honesty are greater, and therefore the presumed sanction for dishonesty is likely to be more severe, e.g., expulsion. In the more unusual case, mitigating circumstances may exist that would warrant a lesser sanction than the presumed sanction.
Please review the complete texts of the University policy and procedures regarding Student Academic Dishonesty, including requirements for appeals, at http://policies.cua.edu/academicundergrad/integrity.cfm.
Don’t. Cell phone or PDA usage including texting and e-mailing is not allowed in class. Do not open a laptop in class. If you anticipate an emergency call, please inform Your Business Professor at the beginning of class and excuse yourself from the classroom to take the call.
Punctuality is the courtesy of kings. All students are expected to attend every class on time. Attendance will be recorded for each class. The best tactic to earn class participation points is to show up. If for some reason you will not be in class, please notify Your Business Professor 24 hours ahead of time.
Campus Resources for student support:
Library: Information 5070
Writing Center 111 OB 4286
Counseling Center 127 OB 5765
Accommodations for students with disabilities: Any student who feels s/he may need an accommodation based on the impact of a disability should contact the instructor privately to discuss specific needs. Please contact Disability Support Services (at 202 319-5211, room 207 Pryzbyla Center) to coordinate reasonable accommodations for students with documented disabilities. To read about the services and policies, please visit the website: http://disabilitysupport.cua.edu.
Your final grade will be calculated as follows:
Grade Point Allocation:
3 Tests and the Final Exam: 10 points each; 40 points total
Two Case Studies: 25 points each
Class Participation/Pop quizzes 10 points total
Total = 100 points/percent
Course Grading System:
Test #1 10%
Test #2 10%
Test #3 10%
Final Exam 10%
1st Case 25%
2nd Case 25%
Class Participation 10%
Case Study: Two case studies will be solved in writing (Typed, 12 pt type, double-spaced with a cover sheet) 800 words in length and returned to the instructor on — or before — the date due. The Alert Student will be prepared to deliver a five-minute oral presentation to the class.
See How to Write a Business Case Study. http://www.yoest.com/2009/10/23/how-to-write-a-business-case-study/
Case Study points grading scale:
5 Supporting statements
2 Follow directions
Additional information and public speaking helps. http://www.yoest.com/2008/07/31/current-event-presentation-helps/
The Final Exam is comprehensive and will cover material from the entire semester. The Final will be a take-home, open-book and notes exam. All Exams are the individual work and intellectual property of the student with no contact with other individuals permitted.
The Alert Student will expect a quiz in every class.
There is no make up for quizzes or exams-unless approved by the Instructor.
If an assignment is accepted late, a letter-grade grade penalty or at least a 10 percent reduction will be imposed
Class Participation is a subjective measure at the discretion of the Instructor. This is like a job interview: No show; no offer.
Class attendance is mandatory for a number of reasons:
1) Examinations will contain course lecture material that is not in the assigned reading;
2) Your Business Professor asks a lot of questions. It is convenient to attend so that the student might answer;
3) A variety of in-class activities are not available for make-up;
4) The Class Participation portion of the course grade is based upon the significance and quality of the student’s contribution to the discussion and activities
If the Student fears any difficulty with participating in class please see Your Business Professor.
Reports of grades in courses are available at the end of each term on http://cardinalstation.cua.edu.
When Your Business Professor says “Tomorrow” he means the next class meeting – not the next day.
It is normal and customary to wait for any late Professor for 20 minutes.
Draft Your Own Reference Letter. http://www.yoest.com/2011/04/22/how-to-write-a-letter-of-recommendation-or-an-endorsement-from-a-third-party/
See Job Search Tips. http://www.yoest.com/2009/03/30/looking-for-a-job-pass-this-test/
There will only be 14 class sessions.
1. August 29
Introduction and Expectations
Chapter 1. Management And Organizational Behavior.
September 5 No Class
2. September 12
Chapter 2. Perception, Attitudes, And Individual Differences.
Chapter 3. Motivation.
Chapter 4. Communication.
3. September 19
Chapter 5. Group Dynamics.
Chapter 6. Work Teams And Intergroup Relations: Managing Collaboration And Conflict.
Chapter 7. Leadership, Power, And The Manager.
4. September 26
5. October 3
First Case Study
October 10 No Class
6. October 17
Chapter 8. Macro-Organizational Behavior: The Organization’s Environment.
Chapter 9. Organization Structure And Design.
Chapter 10. Organizational Culture And Effectiveness.
Chapter 11. Organization Development And Change.
7. October 24
8. October 31
Section I: ORIGINS OF ORGANIZATIONAL BEHAVIOR
1. The Principles of Scientific Management (Frederick Winslow Taylor)
2. The Giving of Orders (Mark Parker Follett)
3. The Hawthorne Experiments (Fritz J. Roethlisberger)
4. Overcoming Resistance to Change (Lester Coch and John R. P. French, Jr.)
5. The Human Side of Enterprise (Douglas M. McGregor)
Section II: MOTIVATION AND PERFORMANCE
1. A Theory of Human Motivation (Abraham H. Maslow)
2. Achievement Motivation (David C. McClelland)
3. One More Time: How Do You Motivate Employees? (Frederick Herzberg)
4. Existence, Relatedness, and Growth Model (Clayton P. Alderfer)
5. Expectancy Theory (John P. Campbell, Marvin D. Dunnette, Edward E. Lawler, III, and Karl E. Weick Jr.)
6. On the Folly of Rewarding A, While Hoping for B (Steven Kerr)
7. Goal Setting–A Motivational Technique That Works (Gary P. Latham and Edwin A. Locke)
9. November 7
Section III: INTERPERSONAL AND GROUP BEHAVIOR
1. Cosmopolitans and Locals (Alvin W. Gouldner)
2. Assets and Liabilities in Group Decision Making (Norman R. F. Maier)
3. Origins of Group Dynamics (Dorwin Cartwright and Alvin Zander)
4. Group and Intergroup Relationships (Edgar H. Schein)
5. Groupthink (Irving L. Janis)
6. Transactional Analysis (Muriel James and Dorothy Jongeward)
7. The Johari Window (Jay Hall)
8. The Abilene Paradox: The Management of Agreement (Jerry B. Harvey)
9. Stages of Group Development (Bruce W. Tuckman and Mary Ann C. Jensen)
10. Self-Directed Work Teams (Ralph Stayer)
10. November 14
11. November 21
Section IV: LEADERSHIP
1. The Managerial Grid (Robert Blake and Jane Mouton)
2. How to Choose a Leadership Pattern (Robert Tannenbaum and Warren H. Schmidt)
3. Leadership Decision Making (Victor H. Vroom and Arthur G. Jago)
4. One Minute Management (Kenneth H. Blanchard)
5. Fundamental Leadership Practices (James M. Kouzes and Barry Z. Posner)
6. Management and Leadership (John P. Kotter)
7. Servant Leadership (Robert K. Greenleaf)
8. Situational Leadership (Paul Hersey)
9. Crucibles of Leadership (Warren G. Bennis and Robert J. Thomas)
Section V: POWER AND INFLUENCE
1. Is It Better to Be Loved of Feared? (Niccolo Machiavelli)
2. The Bases of Social Power (John R. P. French, Jr. and Bertram Raven)
3. Position Power and Personal Power (Amitai Etzioni)
4. Who Gets Power–and How They Hold on to It (Gerald R. Salancik and Jeffrey Pfeffer)
5. The Power of Leadership (James MacGregor Burns)
6. Situational Leadership and Power (Paul Hersey and Walter E. Natemeyer)
Section VI: ORGANIZATIONS, WORK PROCESSES, AND PEOPLE
1. Bureaucracy (Max Weber)
2. The Individual and the Organization (Chris Argyris)
3. Mechanistic and Organic Systems (Tom Burns and G. M. Stalker)
4. Management Systems 1-4 (Rensis Likert)
5. Management by Objectives (George S. Odiorne)
6. Differentiation and Integration (Paul R. Lawrence and Jay W. Lorsch)
7. What’s Missing in MBO? (Paul Hersey and Kenneth H. Blanchard)
8. Reengineering Work Processes (Michael Hammer and James Champy)
12) November 28
Section VII: INCREASING LEADERSHIP AND ORGANIZATIONAL EFFECTIVENESS
1. Skills of an Effective Administrator (Robert L. Katz)
2. Leadership Effectiveness Can Be Learned (Peter F. Drucker)
3. Organization Development (Wendell French)
4. In Search of Excellence (Thomas J. Peters and Robert H. Waterman)
5. The Learning Organization (Peter M. Senge)
6. Competing for the Future (Gary Hamel and C. K. Prahalad)
7. Emotional Intelligence (Daniel Goleman)
8. The Level 5 Leader (Jim Collins)
9. Feedforward (Marshall Goldsmith)
13. December 5
2nd Case Study
14. December 12, 2011 In-class exam and take home
Final Exam ______________________________________
If the student would like his/her graded final exam returned, please submit a stamped-self-addressed-envelope to Your Business Professor before the examination on December 5, 2011.
NOTE: This syllabus is subject to change by the instructor without
notification. It may be changed at anytime for any reason without notice by Your Business Professor. The class schedule, course content or tests may be amended or guest speakers may be added without any prior notification.
John Wesley (Jack) Yoest Jr., is a senior business mentor in high-technology,medicine, non-profit and new media consulting. His expertise is in management training and development, operations, sales, and marketing. He has worked with clients in across the USA, India and East Asia.
Mr. Yoest is an adjunct professor of management in the Science, Technology and Business Division of the Northern Virginia Community College. Mr. Yoest also teaches graduate business students at The Catholic University of America. He is also the president of Management Training of DC, LLC.
He has been published by Scripps-Howard, National Review Online, The Business Monthly, The Women’s Quarterly and other outlets. He was a columnist for Small Business Trends, and was a finalist in the annual 2006 Weblog Awards in the Best Business Blog category for Reasoned Audacity at charmaineyoest.com which covers the intersection of business, culture and politics. The blog has grown to receive over a million unique visitors in five years.
Mr. Yoest served as a gubernatorial appointee in the Administration of Governor James Gilmore in the Commonwealth of Virginia. During his tenure in state government, he acted as the Chief Technology Officer for the Secretary of Health and Human Resources where he was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit. He also served as the Assistant Secretary for Health and Human Resources, acting as the Chief Operating Officer of the $5 billion budget.
Prior to this post, Mr. Yoest managed entrepreneurial, start-up ventures, which included medical device companies, high technology, software manufacturers, and business consulting companies. His experience includes managing the transfer of patented biotechnology from the National Institutes of Health to his client, which enabled the company to raise $25 million in venture capital funding.
He served as Vice President of Certified Marketing Services International, an ISO 9000 business-consulting firm, where he assisted international companies in human resource certification.
And he also served as President of Computer Applications Development and Integration (CADI), the premier provider of software solutions for the criminal justice market. During his tenure, Mr. Yoest negotiated a strategic partnership with Behring Diagnostics, a $300 million division of Hoechst Celanese, the company’s largest contract.
Mr. Yoest served as a manager with Menlo Care, a medical device manufacturer. While at Menlo, Mr. Yoest was a part of the team that moved sales from zero to over $12 million that resulted in a buy-out by a medical division of Johnson & Johnson.
Mr. Yoest is a former Captain in the United States Army having served in Combat Arms. He earned an MBA from George Mason University and completed graduate work in the International Operations Management Program at Oxford University.
He has been active on a number of Boards and competes in 26.2-mile marathon runs.
Mr. Yoest and his wife, Charmaine Yoest, Ph.D., who is president and CEO Americans United for Life, a public interest law firm, live in the Washington, DC area with their five children.
Be sure to grade Your Business Professor at www.RateMyProfessors.com Key word search ‘Yoest.’