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Organizational Behavior, Syllabus Fall 2011, MGT 311, The Catholic University of America

July 6, 2011 | By | No Comments

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Organizational Behavior, MGT 311, Syllabus Fall 2011, The Catholic University of America

Following and linked are the two books for MGT 311 Organizational Behavior for the Fall 2011.

1) A Primer on Organizational Behavior, 7th Edition

James L. Bowditch (Boston College), Anthony F. Buono (Bentley College)

November 2007, ©2008

http://www.wiley.com/WileyCDA/WileyTitle/productCd-EHEP000080.html

2) Classics of Organizational Behavior Fourth Edition

Walter E. Natemeyer and Paul Hersey

http://www.waveland.com/Titles/Natemeyer-Hersey.htm

MGT 311-01

(3070)

Aug 29, 2011-

Dec 17, 2011

Mo 1:10PM – 3:40PM

McMahon 201

Organizational Behavior (Lecture)

Chapter 1. Management And Organizational Behavior.

Learning About Organizational Behavior.

Ethics and Organizational Behavior.

A Historical Framework for the Study of Management and OB.

Early Management.

Classical Management.

Neoclassical Management and Organization Theory.

Modern Management and Organization Theory.

Societal Change and Organizational Behavior.

OB and Advanced Information and Manufacturing Technologies.

The Quality Movement.

Discontent, Cynicism, and Fear in the Workplace.

Sociodemographic Diversity in the Workplace.

Fads and Foibles in Management.

Conclusion.

Notes.

Chapter 2. Perception, Attitudes, And Individual Differences.

Basic Internal Perceptual Organizing Patterns.

Gestalt Psychology.

External Factors in Perception.

Social and Interpersonal Perception.

Schemas and Scripts.

Perceptual Distortion.

Attribution Theory.

Perception and Individual Differences.

Personality.

Self-Concept.

Perception, Individual Differences, and Decision Making.

Attitudes and Attitude Formation.

Attitude Formation.

Attitude Change.

Emotional Intelligence.

Conclusion: The Social Context of Judgment and Choice.

Notes.

Chapter 3. Motivation.

Managerial Assumptions about Human Nature.

Static-Content Theories of Motivation.

Maslow’s Hierarchy of Needs.

Alderfer’s ERG Theory.

McClelland’s Theory of Socially Acquired Needs.

Needs and Goal Orientation.

Herzberg’s Motivator-Hygiene Theory.

Managerial Application: Work Design and Job Enrichment.

Process Theories of Motivation.

Expectancy Theory.

Path-Goal Theory of Motivation.

Goal-Setting Theory.

Managerial Application: Management by Objectives.

Environmentally Based Theories of Motivation.

Operant Conditioning and Reinforcement Theory.

Managerial Application: Organizational Behavior Modification.

Punishment and Discipline.

Social Comparison Theory.

Intrinsic and Extrinsic Rewards and Motivation.

Managerial Application: Gainsharing.

Motivation and the Psychological Contract.

Organizational Commitment and the Psychological Contract.

Choosing an Appropriate Motivational Model.

Contrasting Motivation and Learning.

Conclusion.

Notes.

Chapter 4. Communication.

The Communication Process.

Interpersonal Communication.

Communication Modes.

Barriers to Effective Communication.

Improving Interpersonal Communication.

Organizational Communication.

Knowledge Management.

Communication Networks

Organizational Symbols and Rituals.

In-House Publications.

Communication Roles.

Media Richness and Communication Effectiveness.

Envisioning and Communicating Organizational Change.

Ethics in Organizational Communication.

Conclusion.

Notes.

Chapter 5. Group Dynamics.

Types of Groups.

Primary and Secondary Groups.

Formal and Informal Groups.

Heterogeneous and Homogeneous Groups.

Interacting and Nominal Groups.

Permanent and Temporary Groups.

Basic Attributes of Groups.

Individual and Group Status.

Roles.

Norms.

Cohesiveness.

Group (Organizational) Commitment.

Groupthink.

Choice-Shift (Risky-Shift) Phenomenon.

Social Loafing.

Group Process and Development.

Group Development.

Group and Organizational Socialization.

Observation of Group Process.

Conclusion.

Notes.

Chapter 6. Work Teams And Intergroup Relations: Managing Collaboration And Conflict.

Work Teams.

Managing Teams.

Teams and Social Identity Theory.

Trust Building and Teamwork.

Teams in Action.

Virtual Teams.

Team Conflict.

Intergroup Relations.

Group Interdependence.

Intergroup Conflict.

Conclusion: Implications for Managers.

Notes.

Chapter 7. Leadership, Power, And The Manager.

Leadership and Power.

Power and Authority.

Types of Power.

The Need for Power in Managerial Performance.

Theories of Leadership.

Trait Theory.

Behavioral and Functional Theories.

Contingency Theories.

Attribution Theory.

Leader-Member Relations.

Leadership and Management.

Mintzberg’s Managerial Role Set.

The Role of the General Manager.

Implications for Management and Leadership.

Substitutes for Leadership as Supervision.

Transformational Leadership and Organizational Change.

Gender, Power, and Leadership.

Leadership: A Synthesis.

Notes..

Chapter 8. Macro-Organizational Behavior: The Organization’s Environment.

Organizational Environment.

Defining Organizational Environment.

Environmental Change and Uncertainty.

Organization-Environment Relations.

Controlling the Environment.

The International Environment.

Globalization and Organizational Behavior.

Transferability of Management Practices.

Societal Culture and Management.

Conclusion.

Notes.

Chapter 9. Organization Structure And Design.

Organizational Structure.

Complexity.

Formalization.

Centralization.

Key Organization Structure Challenges.

Determinants of Structure.

Organization Design.

Simple Structure.

The Functional Organization.

The Divisionalized Form.

Adhocracy.

Market-Based, Network Organizational Forms.

Conclusion.

Notes.

Chapter 10. Organizational Culture And Effectiveness.

Organizational Culture.

Uniqueness of Organizational Cultures.

Objective and Subjective Organizational Culture.

Organizational Subcultures.

Summary.

Diagnosing Organizational Culture.

Culture Change in Organizations.

Culture as Sustained Competitive Advantage.

Ethical Considerations and Organizational Culture.

Organizational Climate.

Organizational Effectiveness.

One-Dimensional Views of Effectiveness.

Competing Values and Organizational Effectiveness.

Conclusion.

Notes.

Chapter 11. Organization Development And Change.

Organization Development.

Laboratory Training.

Survey Research and Feedback.

Sociotechnical Systems.

The Nature of Organization Development.

Intervention Strategies and Change.

Managing Organizational Change.

Changemakers.

Approaches to Organizational Change.

Enabling Large-Scale Organizational Change.

Interventions and Organizational Politics.

Resistance, Support, and Coping with Change.

Organizational Downsizing, Retrenchment, and Resizing.

Conclusion.

http://www.wiley.com/WileyCDA/WileyTitle/productCd-EHEP000080.html

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)

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)

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 V: 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)

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)

Organizational Behavior,Syllabus Fall 2011, MGT 311,The Catholic University of America

July 6, 2011 | By | No Comments

THE CATHOLIC UNIVERSITY OF AMERICA

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

McMahon 201

Instructor contact information:

Professor John Wesley Yoest, Jr.

Cell phone 202.215.2434

Yoest@CUA.edu

JackYoest@gmail.com

Offices Hours Tuesdays at 3:30 p.m. or by appointment.

Course Description

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

Course Goals

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.

Course Requirements

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.

(From http://policies.cua.edu/academicundergrad/integrityprocedures.cfm).

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.

Cell Phone

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.

Attendance

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

Hours 5077

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.

Assessment

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 Topic

7 Content

5 Supporting statements

3 Grammar

3 Appearance/delivery

2 Follow directions

==

25 total

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.

COURSE OUTLINE

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

Test #1

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

Test #2

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

Test #3

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.

***
Jack Yoest

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.’

Chapter 9, Attracting and Retaining the Best Employees; and Chapter 10, Motivating & Satisfying Employees & Teams; BUSiness 100 Quiz, Northern Virginia Community College

February 21, 2011 | By | No Comments

BUSiness 100 Quiz, Chapter 9 Attracting and Retaining the Best Employees, and Chapter 10, Motivating and Satisfying Employees and Teams

Define and explain following words and phrases:

Define HRM

What is SKA?

Internal vs External Recruiting

Can a resume get you a job?

Define “Orientation”

Commission

Name one piece of major legislation affecting HRM

Chapter 10 Motivating and Satisfying Employees and Teams

Define Motivation

Morale

Piece-Rate system

What was the conclusion of the Hawthorne Studies?

What is at the bottom or base of Maslow’s Hierarchy of Needs

Theory X vs Theory Y

Equity Theory

Goal-setting theory

Define “Team”

Best size for a team is _____ to _____ members

BUSiness 100 Quiz Chapter 9 Attracting and Retaining the Best Employees.doc

Management Training in Northern Virginia & DC in July and August

June 11, 2009 | By | No Comments

jack_yoest_washington_post_2008.jpg Management is getting things done through the active support of others.

These “others” are more than your direct reports. And they are key to the Manager’s success.

In this six week course we will review how the experienced manager,

1) Gains the support of his network,

2) Practices followership as well as leadership, and

3)Trains his staff to be self-reliant, not boss-reliant

We will review strategies that women can use to break the glass ceiling.

Your Business Blogger(R)

interviewed in The Washington Post

Watch the video clips at the end for a preview: The One Minute Manager Meets The Monkey.

The class is perfect for the manager looking for his next assignment.

***

The best time to look for a job is when you have a job.

Question: But what if you don’t have a job?

How to look?

And what to do meanwhile?

Answer: Go back to school.

Alert Reader, FaceBook and Twitter Friend, Janet, asks Your Business Blogger(R) about a common challenge:

What do I do about gaps in employment history; gaps on my resume?

If you are in this situation here’s what the job seeker can do to ‘mind the gap.’

Enroll in a course at your local community college.

Continuous learning is, well, continuous.

And it doesn’t have to be expensive.

Here are three F.A.B.’s, the Features, Advantages and Benefits of going back to class.

If you have a job or not.

First Feature

Meet a professor

Advantage

Learn subject matter.

Learn presentation — interview — life skills.

Get referrals.

Benefit

Cheaper than a personal coach.

Get a character reference letter.

Get employed faster

Second Feature

Meet other inquisitive minds

Advantage

Expand your Friend contact database.

Challenge assumptions.

Increased network of contacts for job referrals.

Benefit

Faster learning.

Cheaper than a job placement agency.

Get employed faster

Third Feature

Regularly scheduled class times.

Advantage

Encourages the student to get out of bed, out of the house.

Provides structure to the job seekers’ week.

Forces the student to walk past career counselors’ office.

Benefit

Get more done in less time.

Spend less time in Starbucks.

Get employed faster.

The purpose of continuing education is the gaining of new knowledge, skills and abilities. But this is even more important when one is out of work. A perspective employer is going to ask you a number of questions.

The first interview question will be, “What are you doing now?”

The perfect answer is, “As I look for my next position, I am taking a business refresher course at my local community college.”

Remember: the best time to find a job is when you are working — going to class is your job.

You may be unemployed, but you are busy: You are using your time wisely while you look for work.

As it happens, the Northern Virginia Community College has the perfect solution to help you find your next job.

Sit in my class.

NOVA has openings in my Business 200 class, Principles of Management. We will meet every Monday & Wednesday nights at the Arlington Campus, near the Ballston Metro. Beginning July 1 for six weeks.

Alert Readers know that Your Business Blogger(R) charges outrageous fees for a two day management seminar.

The same instructor at NOVA will set you back about 100 bucks a credit hour or about 500 bucks fully loaded for a three credit-hour class.

Course topics covered in Principles of Management:

1. Intro to Management

2. History of Management

3. Organizational Environments and Culture

4. Ethics and Social Responsibility

5. Planning and Decision Making

6. Organizational Strategy

7. Innovation and Change

8. Global Management

9. Designing Adaptive Organizations

10. Managing Teams

11. Managing Human Resource System

12. Managing Individuals and a Diverse Workforce

13. Motivation

14. Leadership

15. Managing Communication

16. Control

17. Managing Information

18. Managing Service and Manufacturing Operations

Call now to register. Operators are standing by.

Or apply on-line.

JYoest@NVCC.edu www.Yoest.com

This after hours, summer evening class is the perfect career-management strategy and allows the attendee to job-hunt early in the day.

Come join my class. And get employed faster.

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Thank you (foot)notes:

For more on your job search: tattoos, lying, resume enhancement and trick questions follow links below.

Read Job Search? PASS This Test

See how “Sarah” is getting it right. To get your next job, assignment or project PASS this test! See how the mythical composite Sarah learned new behaviors to find new opportunities.

As first appeared in The Daily Progress, Charlottesville, Virginia, January 20, 2002

To get a job, first get a plan and then get busy…

Your Business Blogger(R) is of a certain age from a certain generation with teenage children and is confused by various body art. I do not understand tattoos. (Except on my dad, who was in the Navy…) A future employer also may not understand body art. Not even Starbucks. Tiny URL: http://tiny.cc/4FMr3

What is the first question hiring managers ask themselves? Get a Blog; Get Hired — And the First Question

Be sure to ask some questions in your job interview, Job Interview: 3 Questions for Your Prospective Boss.

The Lie: A Guide to Fibbing in the Job Interview, it’s not what you think.

Here’s what your interviewer is really looking for, Job Interview: How To Tell If the Candidate Will Lie, Cheat, Steal?

There is actually controversy on hiring competence, Hiring Super Stars vs Tolerating Turkeys

Yes, High School still counts. Forever. What’s the One Best Question to Ask a Job Candidate?

Why Were You Really Hired? The Two Qualities That Count.

Follow me on Twitter: @jackyoest

Watch The One Minute Manager Meets the Monkey; short video

Part One

Watch the other videos at the jump.

Read More

Dawn Eden, Author and Blogger Joins Americans United for Life

June 9, 2009 | By | No Comments

Alert Readers following Your Business Blogger(R) on Twitter know that Charmaine has recently hired some world-class talent.

dawn_eden.jpgWhere does she look for the best people?

The blogosphere.

Dawn Eden Senior Fellow, Publications and New Media Outreach

Start a blog. Follow on Twitter. You might find a job. An employer might find you.

From an AUL press release,

Author and Blogger Dawn Eden Joins Americans United for Life,

Washington, DC — Dawn Eden has joined Americans United for Life (AUL) as Senior Fellow, Publications and New Media Outreach. Her focus will be on writing and research to promote AUL’s legal expertise through both traditional media and “new media” outlets.

Dr. Charmaine Yoest, AUL President & CEO commented: “I am very pleased Dawn is joining our team. As a best-selling author and award-winning journalist, she brings a strong set of skills to the AUL team. With her dedication to the pro-life cause, Dawn will be a key part of our efforts to protect human life.”

Miss Eden said: “It is my honor to join the team at AUL, America’s oldest national pro-life organization. AUL is known for its unparalleled expertise across the spectrum of life issues and for its demonstrated success in motivating the grassroots. My goal as Senior Fellow is to expand the organization’s publications and media presence in ways that will increase the public’s recognition and support of not only AUL, but the entire pro-life movement.”

Miss Eden is author of The Thrill of the Chaste (2006), a guide for young adults on being counterculturally virtuous. Now in its eighth printing, the book has been translated into Spanish, Polish, and Chinese.

A graduate of New York University, Miss Eden began her career as a music journalist in New York City. In 2004, she was awarded the Associated Press’ top award for her work as a copy editor and headline writer for the New York Post.

In February 2002, she became a pro-life blogger (The Dawn Patrol), and has since contributed articles on politics and culture to the Wall Street Journal and National Review Online. In addition, she has been featured on NBC’s “Today” and on EWTN, and has spoken throughout North America, England, Ireland, Poland, and Australia.

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Get a job, start a blog.

Be sure to follow Jack and Charmaine on Twitter; jackyoest; charmaineyoest

Heather Smith, Top Radio Talk-Show Producer Joins Americans United for Life

June 8, 2009 | By | No Comments

Alert Readers following on Twitter know that Americans United for Life is making numerous key, high talent, hires,

Top Radio Talk-Show Producer Heather Smith Joins Americans United for Life.

heather_smith_aul.jpg

Heather Smith

Washington, DC — Heather Smith has joined Americans United for Life (AUL) as Director of Communications. Her focus will be to oversee corporate communications including traditional media, internet, and new media.

Dr. Charmaine Yoest, AUL President & CEO commented: “I am very pleased Heather is joining our team. As a veteran producer of radio, television, and film, she brings a wealth of experience and an insider’s perspective to our communications efforts.”

Miss Smith said: “It is a great honor to join the foremost pro-life organization in the country. I look forward to expanding AUL’s media outreach and working with the AUL legal team toward our goal of seeing a nation in which everyone is welcomed in life and protected in law.”

She has produced three top-10 nationally syndicated radio programs: The G. Gordon Liddy Show, The Laura Ingraham Show, and most recently, The Lars Larson Show. She has also worked at FOX News Channel, where she produced Weekend Live with Tony Snow and FOX News Live, and booked guests for FOX’s breaking news special programming. In addition, she has produced film documentaries hosted by former Speaker of the House Newt Gingrich and by Dick Morris. Previously she booked interviews for WFLA-AM’s The Shannon Burke Show and worked on several documentaries for PBS and History Channel.

Miss Smith has been in front of the microphone as well, having begun her media career in 1997 as an alternative rock disc jockey and radio talk show host. She has also been interviewed on FOX News Channel, CNN, MSNBC, and nationally syndicated talk radio programs about grassroots-activism campaigns she oversaw in Florida.

Please join us in welcoming Heather Smith to the Pro-Life professional legal-eagles at Americans United for Life.

Americans United for Life Makes Big Hire: Bill Saunders

May 23, 2009 | By | No Comments

Well published and very expensive, Harvard JD, Bill Saunders has just been hired by Americans United for Life.

AUL’s, president and CEO, Charmaine Yoest, Ph.D., says,

We were lucky to get him.

The press release,

By Melanie Johnson | May 22, 2009

FOR IMMEDIATE RELEASE

Washington, DC — William L. “Bill” Saunders today joined Americans United for Life (AUL) as Senior Counsel. Mr. Saunders will be leading the development of an international edition of AUL’s definitive legal guide Defending Life and contributing to AUL’s work on bioethics, rights of conscience, and end of life issues.

Dr. Charmaine Yoest, AUL President & CEO said: “I am very pleased Bill is joining our team. As a Harvard-trained attorney with extensive publications and a prominent reputation in the pro-life movement, Bill’s addition is a strategic move for AUL as we head into our next phase of development. He will be an important resource for us as we move toward the coming Supreme Court nomination.”

Mr. Saunders said: “It is a great honor to be a part of AUL, an organization with a reputation for excellence and unparalleled expertise. Working to expand the protection of human life beyond our national borders and to provide more resources to pro-life allies around the globe is a significant venture. This new project is critical as we see the targeted threats to life growing internationally.”

Mr. Saunders was featured in Harvard’s first Guide to Conservative Public Interest Law in 2003, and again in the 2008 edition, and he served on Harvard’s Advisory Committee for its 2008 celebration of public interest law.

He speaks and writes frequently on international law and life-related topics such as stem cell research and cloning. He has submitted testimony on several occasions to the President’s Council on Bioethics and has briefed Congressional staff multiple times on stem cell research and cloning. He delivered the annual J. Michael Miller Lecture at the University of St. Thomas (on international law) in February 2007, the annual R. Wayne Kraft Memorial Lecture (on bioethics) at DeSales University in February 2004, and the annual James Moore Lecture (on Sudan) at Millikin University in 1999. He has also lectured, and/or has been published, in many countries, including Italy, Germany, Poland, Slovakia, Mexico, Qatar, Malaysia, Romania, Hong Kong, and the United Kingdom.

President Bush appointed Mr. Saunders to serve on the United States delegation to the UN Special Session on Children in 2001-2002. In 2004, he served on the NGO Working Committee in connection with the Doha Intergovernmental Conference for the Family. He served on the organizing committee for the conferences of the World Congress of Families in Mexico City (2004), in Poland (2007), in Amsterdam (2009), and is a member of that organization’s Management Committee.

Mr. Saunders served previously as Senior Fellow, Human Rights Counsel, and Director of the Center for Human Life and Bioethics at the Family Research Council. He has also practiced law with the firm Covington and Burling and taught law at the Catholic University of America. A member of the Supreme Court bar, he has authored numerous legal briefs in state and federal (and foreign) courts.

Follow us on Twitter: @jackyoest @charmaineyoest

Charmaine Quoted in Politico. What Does Obama Think of Pro-Lifers?What Does Obama Think of Veterans?

April 16, 2009 | By | No Comments

ronald_reagan_with_charmaine_smaller.jpgYour Business Blogger(R) teaches business at the local college and loves the ‘continuous learning’ life style. So when Jack Welch, Ph.D., former CEO of GE has something to say about management, this student takes notes.

Welch appeared on CNBC’s Squawk Box this morning and graded president Obama on leadership.

Welch said Obama on leadership earned an “A.”

(On leadership, said Welch; Not so on policy…)

Personnel is Policy, Ronald Reagan & Charmaine

Welch mentioned his criteria: Vision, Mission, Communication and Team Building.

Welch explained the value of having the right people on the president’s team — and how well the team works together because they each share the vision and mission of Obama’s America.

This is what president Reagan talked about in “Personnel is Policy” when Charmaine worked in the West Wing. You hire people who think as you would think — the boss should hire like minded deputies.

And this is exactly what Obama has done. Jack Welch is right. Obama’s managers want us all to love and worship Obama’s world (view).

So when an Obama Deputy – Napolitano — publishes a directive to law enforcement officials — those with the power to arrest — that Pro-Lifers and Veterans are a danger to America; all Americans know that this is exactly how Obama thinks.

What happens next? Obama is dividing our nation. People are not buying Obama’s vision for America. Texas talks about seceding (again). But this time the abolitionists Pro-Lifers will be in the south — not Massachusetts. Salena Zito writes,

Texas Gov. Rick Perry last week declared the federal government had become “oppressive in its size, intrusion into the lives of our citizens and its interference with the affairs of our state.”

Obama will push for the so called ‘Freedom of Choice Act’ or FOCA. Which will remove all local regulation of abortion and the offices where abortions are preformed. A social worker in a dirty back alley could do the baby-cutting.

Obama will allow open homosexuals to serve in the military which will destroy unit cohesion and effect our ability to complete any mission and will certainly cost American lives.

But red-blooded Americans are fighting back.

Charmaine was interviewed by Politico on the Obama backlash. CARRIE BUDOFF BROWN writes in Obama boosts anti-abortion efforts,

The first hint of a stir came just after Election Day, when the computer servers at Americans United for Life crashed. People were swamping the Web site to sign a petition urging President-elect Barack Obama to stand firm against abortion.

“I got a call from one of our guys, ‘We have a problem,’ ” said Charmaine Yoest, the group’s president and chief executive officer. “And I was like, ‘The problem would be what?’”

Tech-savvy Charmaine knows that servers being overwhelmed with internet traffic is a high-quality problem.

Obama does not care for veterans such as Your Business Blogger(R) nor the Pro-Lifers such as Americans United for Life.

.


Join Fight FOCA

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Thank you (foot)notes:

An Alert Reader, fred5676 writes on Michele Malkin’s Confirmed: The Obama DHS hit job on conservatives is real,

So NumbersUSA and Americans United for Life are terrorist groups??? COUNT ME IN!!

Visit the Baptist Bulletin world news.

See the Pregnancy Resource Center at UAB; A student organization serving pregnant and parenting students on our campus,

More than 261,000 people have signed an online petition calling on Notre Dame to withdraw its invitation for Obama to speak at the Catholic university’s May 17 commencement. The petition says Obama has carried out “some of the most anti-life actions of any American president,” including expanding taxpayer-funded research on embryonic stem cells.

And Americans United for Life plans to expand its plans to expand its staff in Washington and, after the post-election crash, recently upgraded its computer system to handle the bump in online activism.

The King’s Good Servant and God’s First

Jill Stanek has excellent analysis at Anti-life (on steroids) Obama energizes pro-life movement

See Peter Shinn from Pro-Life Unity interview Dr. Charmaine Yoest.

Fight for Life here.

AUL Defends Doctors and Nurses

Oklahoma legislature would allow pregnant mother to use deadly force to protect unborn

Love Life no matter how small.

Catholic Pro-Life Committee

CNA — Oklahoma legislature would allow pregnant mother to use deadly force to protect unborn

Career Management: Get a Promotion; Get a Job

April 7, 2009 | By | No Comments

The Ultimate Human Resource Management: Your Own.

You are in control of your own career. Start now.

Learn how to earn that promotion. Learn how to get that job.

On April 29, 2009 from 11am to 12:15 a career management seminar will be conducted at The NOVA Theater at the Alexandria Campus of the Northern Virginia Community College.

Save the date. The seminar is at no-charge and is open to the public. Space is limited and registration is required. Email me to hold your seat.

We will cover:

The five rules to getting promoted:

1) Don’t make the boss nervous.

2) Deliver Completed Staff Work.

3) Adopt the US Army’s definition of discipline (and it’s not what you think).

4) Find a friend.

5) Get your boss promoted.

Your next big job. It will be:

A) From someone you know (slightly).

B) A created position.

C) In high technology.

The thoughtful professional knows that he is constantly selling his knowledge, skills and abilities to his boss and to his peers.

The professional knows also that each position on the company organization chart can be an opportunity to be groomed with a track record of success — to move easily to a higher level…or another company.

The professional in a job search has the choice of pro-actively conducting a sales and marketing campaign to move to his next assignment by selling the intangible of his talent.

If the seminar attendee is on the job market, his choice is networking or not working.

The seminar reviews the steps needed to secure more responsibility within an organization or even another position inside his company — or outside his current employer.

The purpose of this career management seminar is to increase your value to your current employer and to your future company.

And to prepare the attendee to move and to be ready to change jobs in a fast changing, uncertain world.

Who: Professionals interested in earning a promotion or seeking increased responsibilities or in conducting a job search.

What: The career management seminar will equip the attendee with strategies and tactics on how to increase the attendees’ value in the marketplace of talent and to command greater compensation in another position.

When: Wednesday, April 29, 2009, 11:00am to 12:15pm

Where: Northern Virginia Community College,

Alexandria Campus, campus map

The NOVA Theater; the new Bisdorf Auditorium, room 196

3001 North Beauregard Street, Alexandria, VA 22311 street map

Why: To enable the attendee to gain the greatest return on the attendees’ time and talent in his income-producing career.

Cost: No Charge. Register here at JYoest@NVCC.edu. Space is limited.

Jack Yoest, Adjunct Professor of Business at NOVA and President of Management Training of DC, LLC, is a former Armored Cavalry Officer in Combat Arms. For over 30 years he has managed software, health care and international human resource management companies. His experience spans the military, Fortune 500, government, start-ups, non-profits, media and academia.

He conducts career management training for professionals in industries from law to government, from for-profit businesses to non-for-profit organizations, from military to media.

He has participated in hundreds of personal interviews of job candidates and has been instrumental in the hiring of thousands of employees.

Jack also served in the Governor’s Office of the Commonwealth Virginia as Assistant Secretary for Health and Human Resources where he acted as the Chief Technology Officer for the secretariat. He was responsible for the successful Year 2000 (Y2K) conversion for the 16,000-employee unit.

He was also a sales account manager with a medical device start-up and helped move sales from zero to over $12 million, opening over 300 accounts, resulting in a buy-out by Johnson & Johnson.

Jack has consulted across industries and in China and India.

Questions? www.Yoest.com, JYoest@NVCC.edu or call Jack at 202.215.2434.

Come to this class.

Parking info at the jump.

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Thank you (foot)notes and suggested class reading:

Four steps to getting a job.

Helping sentences for employee evaluations.

Tattoos on your job search.

The secret on how to get a letter of recommendation.

Save the Date: April 29, 2007

Please pass this link on to a friend who might be interested.

Event registration is also available to Friends on Facebook.

Details also at Management Training of DC, LLC.

Read More

Save The Date 29 April: Career Management; Get Promoted, Find a Job

March 31, 2009 | By | One Comment

The Ultimate Human Resource Management: Your Own.

Learn how to earn that promotion. Learn how to get that job.

On April 29 from 11am to 12:15 a career management seminar will be conducted at The NOVA Theater at the Alexandria Campus of the Northern Virginia Community College.

Save the date. Seminar is at no-charge and open to the public. Registration is required.

There are five rules to getting promoted:

1) Don’t make the boss nervous.

2) Completed Staff Work.

3) Adopt the US Army’s definition of discipline (and it’s not what you think).

4) Find a friend.

5) Get your boss promoted.

Your next big job will be:

A) From someone you know (slightly).

B) A created position.

C) In high technology.

The purpose of the seminar is to increase your value to your current company so that additional responsibility will, like a magic cape, float down from on high and rest lightly on your shoulders.

And to prepare the attendee to move and to be ready to change jobs in a fast changing, bailed-out world.

Please pass this link on to a friend who might be interested.

Details will follow here and to Friends on Facebook.

Details also at Management Training of DC, LLC.

###

Thank you (foot)notes:

Four steps to getting a job.

Helping sentences for employee evaluations.

Tattoos on your job search.

The secret on how to get a letter of recommendation.