Course Syllabus

MGT/1131 Version 4

Organizational Behaviour

Copyright
© 2010, 2009, 2008 Apollo Group, Inc. All rights reserved.
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Edited in accordance with Meritus University® editorial standards and practices.
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Course Description

This course in organizational behaviour encompasses the study of individual and group behaviour
in organizational settings. Managing organizational behaviour challenges individuals to
understand and embrace workforce diversity, elements of change, effective communication, and
performance systems. A comprehensive review of these processes, as well as others, will allow
students to examine their role in organizations in the new millennium.

Course Topics & Objectives

Introduction to Organizational Behaviour

• Discuss organizational behaviour.

• Explain the knowledge management process.
• Discuss course expectations.

Individual Behaviour and Processes: Perceptions and Learning

• Analyze individual behaviours in organizations.

• Compare personality types.
• Assess values that vary across cultures.

Individual Perception and Learning

• Interpret the effects of perceptions on individual behaviour.

• Explain how learning and behaviour modification occurs in organizations.

Motivation and Performance

• Explain motivation theories and methods.

• Contrast performance improvement practices.

Learning Team Development

• Develop a Learning Team Charter.

Workplace Environment and Effectiveness

• Critique team environment and address stress in the workplace.

• Explain the real decision-making and creative processes.

Team Dynamics and Performance

• Discuss the five-stage team life cycle.

• Apply team decision-making strategies.
• Explain the development of self-directed work teams.

Work Environment: Communications and Addressing Issues

• Address barriers to communication and conflict in the workplace.

• Describe the application of influence and power in organizations.

Leadership and Organizational Structure and Culture

• Apply leadership styles.

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• Analyze the elements of organizational structure.

• Describe organizational cultures and subcultures.

Capstone

• Explain the change management process in an organization.

• Discuss course learning outcomes.
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Course Materials

McShane, S. L. (2006).Canadian organizational behaviour (6th ed.). Whitby, ON, Canada:

McGraw-Hill Ryerson.

All electronic materials are available on the course page of your student website.

Weighting of Assignments
Weekly Point Values
Week One
Discussion Questions 17
Participation 16
Individual Assignment: Course Expectations Summary 30
Week Two
Discussion Questions 17
Participation 16
Individual Assignment: MMDI™ Questionnaire and Analysis 40
Week Three
Discussion Questions 17
Participation 16
Individual Assignment: Perceptions Paper 50
Week Four
Discussion Questions 17
Participation 16
Individual Assignment: Understanding Issues in Organizational
Behaviour Simulation 60
Week Five
Learning Team Charter 38
Week Six
Discussion Questions 17
Participation 16
Individual Assignment: Rational Choice Paper 60
Week Seven
Discussion Questions 17
Participation 16
Learning Team Assignment: Part 1 – Riordan Manufacturing
Relocation Team Proposal 110
Week Eight
Discussion Questions 17
Participation 16
Individual Assignment: Power in Organizations Paper 65
Week Nine
Discussion Questions 17
Participation 16
Learning Team Assignment: Part 2 – Riordan Manufacturing
Leadership Styles Presentation 150
Week Ten
Discussion Questions 17
Participation 16
Capstone 100
Point Total 1,000
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Week One
Introduction to Organizational Behaviour

• Discuss organizational behaviour.

• Explain the knowledge management process.
• Discuss course expectations.

Course Assignments

1. Course Preparation

• Due Day 1 [Post to the Chat Room forum.]

• Read the course description and objectives.
• Read the instructor’s biography and post your own.

2. Readings

• Read Ch. 1 of Canadian Organizational Behaviour.

3. Discussion Questions

• Respond to DQ 1 and, as directed by the instructor, either DQ 2A or DQ 2B.

• DQ1 Due Day 3: The workforce in organizations is becoming increasingly

diverse with various cultures, a multi-generational workforce, and an increase in
female workers. Considering this change in the workforce dynamic, what factors do
you think companies should possess to be successful, both internally and externally?

• DQ 2A Due Day 5: You are a manager in a large firm with an aging workforce.
Many of your seasoned and knowledgeable workers are retiring soon. What can you
do to retain the knowledge they have amassed?

• DQ 2B Due Day 5: The chief executive officer of your company would like you to
examine how the firm acquires and shares knowledge in order to determine the
effectiveness of the company’s management process. Based on your company’s
current knowledge management process, how might the company better use its
knowledge to benefit the organization?

4. Individual Assignment: Course Expectations Summary

• Due Day 7 [Post to the Individual forum.]

• Write a 350- to 700-word summary indicating your expectations for the course.
Consider the following questions:

o Organizational behaviour is the study of what people think, feel, and do in and
around organizations. What information do you hope to obtain when completing
this course?

o What interests you most about organizational behaviour?

o How might the study of organizational behaviour benefit you in your current or in
your future work environment?
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• Format your paper consistent with APA guidelines.

• Post your completed assignment as an attachment.
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Week Two
Individual Behaviour and Processes: Perceptions and Learning

• Analyze individual behaviours in organizations.

• Compare personality types.
• Assess values that vary across cultures.

Course Assignments

1. Readings

• Read Ch. 2 of Canadian Organizational Behaviour.

2. Discussion Questions

• Respond to DQ 1 and, as directed by the instructor, either DQ 2A or DQ 2B.

• DQ 1 Due Day 3: Individual behaviour has been described according to five

factors in the MARS model: motivation, ability, role perceptions, and situational
factors. How might these factors influence your behaviour? How might these factors
lead to shifts in employee engagement? Discuss at least two factors and how they
can improve employee engagement.

• DQ 2A Due Day 3: Five values that differ across cultures are individualism,
collectivism, power distance, uncertainty avoidance, and achievement-nurturing
orientation. In considering a merger between your company and an Asian company,
which of these five values might conflict? How would you resolve issues between the
cultures?

• DQ 2B Due Day 5: The textbook describes three ethical principles: utilitarianism,

individual rights, and distributive justice. Imagine you manager many employees.
How do you think each of these principles might affect your day-to-day duties? Do
you think any of these principles are more important than others? Explain your
rationale.

3. Individual Assignment: MMDI™ Questionnaire and Analysis

• Due Day 7 [Individual forum]

• Complete the MMDI™ questionnaire by following the link on Materials page.
• Research all of the MMDI™ questionnaire behavioural styles.
• Write a 700- to 1,050-word using the results from the MMDI questionnaire.

o Compare your behavioural style (function-attitudes) with that of a person

possessing an opposite behavioural style (function-attitudes).
o Describe the difference an observer might note in these styles.
o Provide examples of situations where the other style would be appropriate and
describe how you would modify your behaviour to be more like the opposite style
in those situations.

• Use a minimum of two references in your paper from the University Library.
• Format your paper consistent with APA guidelines.
• Post your completed assignment as an attachment.
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Week Three
Individual Perception and Learning

• Interpret the effects of perceptions on individual behaviour.

• Explain how learning and behaviour modification occurs in organizations.

Course Assignments

1. Readings

• Read Ch. 3 & 4 of Canadian Organizational Behaviour.

• Read this week’s Electronic Reserve Readings.

2. Discussion Questions

• Respond to DQ 1 and, as directed by the instructor, either DQ 2A or DQ 2B.

• DQ 1 Due Day 3: Emotional intelligence is the ability to perceive and express

emotion, assimilate emotion in thought, understand and reason with emotion, and
regulate emotion in oneself and others. What are the advantages of having leaders
with high levels of emotional intelligence? Do you think this is likely to become a
more desirable trait in the future?

• DQ 2A Due Day 3: You want to ensure that your staff exhibits the most
productive, positive behaviours. How might antecedents and consequences reinforce
or extinguish behaviour?

• DQ 2B Due Day 5: The A-B-C Model indicates behaviour change occurs by

altering its antecedents. As a manager of a large staff, which would be better at
ensuring productive employee behaviour, positive reinforcement or negative
reinforcement? Defend your answer.

3. Individual Assignment: Perceptions Paper

• Due Day 7 [Individual forum]

• Resources: Gingrich article and Canadian Organizational Behaviour

• Write a 350- to 700-word paper discussing the influence on behaviour of

stereotyping and at least two other perception problems from the following list.
Consider Gingrich’s remarks in which he states that categorization, a natural trait,
tends to lead to stereotyping because concepts such as race, gender, nationality, or
even disability are often obvious. Gingrich advocates changing various categories to
reflect skills and accomplishments, or even jobs.

o Attribution
o Self-fulfilling prophecy
o Primacy effect
o Recency effect
o Halo effect
o Projection bias
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• Format your paper consistent with APA guidelines.

• Post your completed assignment as an attachment.

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Week Four
Motivation and Performance

• Explain motivation theories and methods.

• Contrast performance improvement practices.

Course Assignments

1. Readings

• Read Ch. 5 & 6 of Canadian Organizational Behaviour.

2. Discussion Questions

• Respond to DQ 1 and, as directed by the instructor, either DQ 2A or DQ 2B.

• DQ 1 Due Day 3: Expectancy theory states that work effort is determined by the
perception that effort will result in a particular level of performance (E-to-P
expectancy), the perception that a specific behaviour or performance level will lead to
specific outcomes (P-to-O expectancy), and the expectations that the person feels for
those outcomes. Using the expectancy theory, how might one of the following
situations affect performance? Explain your answer.

o An organization fails to deliver the rewards it has promised

o Employees recognize that they cannot achieve the objectives set
o A promised reward is not valued by the employee

• DQ 2A Due Day 5: Job specialization has subdivided work into separate jobs for
different people, which was often advantageous when an organization was
manufacturing products. Your organization is in a service industry, so there are many
different jobs. You must ensure work is covered and that there are experienced
people in all jobs. What would you do to preserve job specialization?

• DQ 2B Due Day 5: You are a manager in a large office and you are concerned
about high staff turnover and absenteeism. To ensure that productivity improves and
employees are more engaged in their work, how might you redesign jobs to increase
engagement?

3. Individual Assignment: Understanding Issues in Organizational Behaviour

Simulation

• Due Day 7 [Individual forum]

• Resource: Understanding Issues in Organizational Behaviour Simulation.
• Complete the interactive simulation.
• Record the decisions you made, and why, and comment on whether you agree
with the simulation responses.
• Write a 350- to 700-word response to the following questions:
o How effective are non-monetary incentives in relieving stress?
o How does employee motivation affect organizational performance?
o In today’s business environment, what is the importance of a culturally
diverse workforce?
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• Research a minimum of two peer-reviewed references.

• Format your paper consistent with APA guidelines.
• Post your completed assignment as an attachment.
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Week Five
Learning Team Development

• Develop a Learning Team Charter.

Course Assignments

1. Readings

• Read the Learning Team Toolkit.

• Review the Weeks One through Four readings.

2. Individual Activity

Note. Although you are not required to participate in online discussion during the
Learning Team Development week of class, you must still adhere to the university’s
online attendance policy. To maintain attendance requirements, you must post at least
one message in any forum on 2 separate days of the academic week. Although the
instructor will not be facilitating discussion during the Learning Team Development week,
you must review upcoming course materials and assignments.

• Post to the Chat Room forum.

3. Learning Team Assignment: Learning Team Charter

In preparation for the Learning Team project on which you will be working in Weeks
Seven, Eight, and Nine, work in your teams to develop a Learning Team Charter.

• Due Day 7 [Individual forum]

• Resource: Learning Team Charter
• Review, as a team, the Learning Team Toolkit and identify tools that might be
helpful to your team.

o Within the toolkit, pay particular attention to the Learning Team Log and
the Learning Team Evaluation.
o Your team must complete and post a log at the end of the project.
o Each member of the team must complete an evaluation and submit it in
his or her Individual forum at the end of the project.

• Read the material in the Learning Team Toolkit located on the student website
under the Library tab.
• Create the Learning Team Charter with your assigned team.
• Select one team member to post the team’s assignment.
• Post your completed assignment as an attachment.
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Week Six
Workplace Environment and Effectiveness

• Critique team environment and address stress in the workplace.

• Explain the real decision-making and creative processes.

Course Assignments

1. Readings

• Read Ch. 7 & 8 of Canadian Organizational Behaviour.

2. Discussion Questions

• Respond to DQ 1 and, as directed by the instructor, either DQ 2A or DQ 2B.

• DQ1 Due Day 3: Consider the four creativity stages. Which of these stages do
you think is most neglected in your workplace or in a business with which you are
familiar? How might you encourage all four stages and improve creative
involvement?

• DQ2A Due Day 5: You are seeing symptoms of stress in your organization,
including lower performance, higher absenteeism, more workplace accidents, and
aggressive behaviour in your workers. How would you identify whether the stress is
work-related? What steps would you take to reduce stress?

• DQ 2B Due Day 5: As a manager in your organization, you are concerned that

many changes are increasing employees’ stress levels. How would you identify which
behaviours are symptoms of underlying stress?

3. Individual Assignment: Rational Choice Paper

• Due Day 7 [Individual forum]

• Resource: Canadian Organizational Behaviour
• Select an organizational problem or opportunity
• Write a 350- to 700-word paper in which you address the following items:
.
o Explain each of the six steps from the rational choice process by
describing your most likely actions.
o Use divergent thinking to create methods to mitigate the problems that might be
encountered using the rational choice paradigm to make good decisions.

• Include a minimum of two University Library references in your paper.

• Format your paper consistent with APA guidelines.
• Post your completed assignment as an attachment.
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Week Seven
Team Dynamics and Performance

• Discuss the five-stage team life cycle.

• Apply team decision-making strategies.
• Explain the development of self-directed work teams.

Course Assignments

1. Readings

• Read Ch. 9 &10 of Canadian Organizational Behaviour.

2. Discussion Questions

• Respond to DQ 1 and, as directed by the instructor, either DQ 2A or DQ 2B.

• DQ 1 Due Day 3: Teams tend to develop through stages named by Tuckman

and others as forming, storming, norming, performing, and eventually adjourning. In
your experience as a team member or as a team leader, how do team members
interact in each stage?

• DQ 2A Due Day 5: You are managing a team that is having problems making
decisions. What are some potential problems you might encounter? How could you
restructure the team to improve the decision-making process?

• DQ 2B Due Day 5: Your senior manager has come to you saying your team is
not making decisions on a timely basis and there is not enough creativity in proposed
actions. How might you improve team decision-making? What are some barriers to
effective decisions?

3. Learning Team Assignment: Part 1 – Riordan Manufacturing Relocation Team

Proposal

Your client, Riordan Manufacturing, has experienced extreme growth in the past year and
is moving into a larger office. Your human resources consulting group has been hired to
assemble a relocation team consisting of many of Riordan’s current employees to
coordinate the move. The team must be self-directed, work quickly, and work well
together to facilitate a quick and cost-effective move.

• Due Day 7 [Individual forum]

• Resource: Riordan Manufacturing Virtual Organization

• Visit the Riordan Manufacturing Virtual Organization on your student website.

• Research the information found on the Riordan Manufacturing company intranet

site for information about possible team members.

• Collaborate on a plan for how best to determine team size and its composition,
to help the team develop trust, and to handle decision-making and cross-cultural
issues.
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• Write a 1,050- to 1,400-word proposal to Riordan Manufacturing in which you

recommend a team of its employees for the upcoming relocation. Address the
following questions in your proposal:

o Who are your team members? How did you determine the team size and
composition?
o What are the potential benefits and drawbacks of having an internal self-directed
work team accomplish this task for Riordan?
o What strategies did you use to address potential cross-cultural issues in the
team?
o What are your recommendations to develop team trust?
o How do you recommend decision-making issues be handled? To whom does the
team report?

• Include a minimum of two University Library references in your paper.

• Format your paper consistent with APA guidelines.

• Select one team member to post the team’s assignment.

• Post your completed assignment as an attachment.

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Week Eight
Work Environment: Communications and Addressing Issues

• Address barriers to communication and conflict in the workplace

• Describe the application of influence and power in organizations.

Course Assignments

1. Readings

• Read Ch. 11–13 of Canadian Organizational Behaviour.

2. Discussion Questions

• Respond to DQ 1 and, as directed by the instructor, either DQ 2A or DQ 2B.

• DQ 1 Day 3: Consider influence tactics in the workplace. In your experience, how

effective are influence tactics? What are some potential problems with employing
influence tactics?

• DQ 2A Day 5: Consider a conflict you experienced previously or while working in

your current organization. What was the outcome? What conflict management style
was used? Which would have been better? Refer to Exhibit 13.3 in the textbook to
help you in your response.

• DQ 2B Day 5: You are managing a workforce with unresolved union conflicts

that must be addressed. What conflicts might fall under this category? Select two and
describe what you think would be the best conflict management style to use. Refer to
Exhibit 13.3 in the textbook.

3. Individual Assignment: Power in Organizations

• Due Day 7 [Individual forum]

• Resource: Canadian Organizational Behaviour
• Write a 700- to 1,050-word paper in which you describe real-world examples of
the five power bases described in the textbook.

o What can an organization do to ensure power is not misused in the organization?

• Include a minimum of two University Library references in your paper.

• Format your paper consistent with APA guidelines.
• Post your completed assignment as an attachment.
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Week Nine
Leadership and Organizational Structure and Culture

• Apply leadership styles.

• Analyze the elements of organizational structure.
• Describe organizational cultures and subcultures.

Course Assignments

1. Readings

• Read Ch.14–16 of Canadian Organizational Behaviour.

2. Discussion Questions

• Respond to DQ 1 and, as directed by the instructor, either DQ 2A or DQ 2B.

• DQ 1 Due Day 3: Consider the four main strategies for merging corporate
cultures: integration, deculturation, assimilation, and separation. Consider situations
with which you are familiar. When would each strategy be most productive and when
might they be counterproductive? Why?

• DQ 2A Due Day 3: If you were having issues with decision-making in your

organization, how would you determine when the organizational structure should be
reviewed? Using the four basic elements of organizational structure, describe the
ideal conditions for each.

• DQ 2B Due Day 5: You are the manager of a newly created organization. Using
the four basic elements of organizational structure, describe how you would decide
which structure was appropriate. When do you think you should review or revise your
organizational structure? What would be the trigger for reorganizing?

3. Learning Team Assignment: Part 2 – Riordan Manufacturing Leadership Styles

Presentation

Riordan Manufacturing was pleased with the internal team proposed to help with its
upcoming move into a larger building. Now that the team has been formed, Riordan
wants the team to act in a leadership role to the rest of the employees during the move.
Riordan would like all members of this team to be points of contact to address any
concerns or questions. Riordan would like you to prepare a presentation about different
leadership styles to the relocation team and recommend the style or styles that would be
best for the team to use to facilitate the move.

• Due Day 7 [Individual forum]

• Resources: Riordan Manufacturing Virtual Organization and Canadian
Organizational Behaviour
• Prepare a 10- to 15-slide Microsoft® PowerPoint® presentation with speaker
notes addressing the different leadership styles and which style or styles you would
apply to the Riordan situation.

o What are some major challenges the company might face regarding the
relocation?
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o Which leadership style or styles such as behavioural, contingency,

transformational, or implicit would help Riordan best deal with its relocation
challenges?

o Outline expectations of team members, leader actions, employee

behaviours, and the effectiveness of your methods based on the style or
combination of styles.

• Format your presentation consistent with APA guidelines.

• Select one team member to post the team’s assignment.
• Post your completed assignment as an attachment.
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Week Ten
Capstone

• Explain the change management process in an organization.

• Discuss course learning outcomes.

Course Assignments

1. Readings

• Read Ch. 17 of Canadian Organizational Behaviour.

2. Discussion Questions

• Respond to DQ 2 and, as directed by the instructor, either DQ 1A or DQ 1B..

• DQ 1A Due Day 3: Using the Four-D model of appreciative inquiry, how would
you, as a manager, lead a team to positive behaviour in your organization?

• DQ 1B Due Day 3: You are a manager in an organization which is undergoing

significant organization change. How would you implement appreciative inquiry in
your team? From a team and organizational view, what are potential problems with
implementing this type of technique?

• DQ 2 Due Day 5: Consider what you have learned about organizational

behaviour during the course. What information did you find most beneficial? How do
you see yourself implementing the information in your current and your future work
environment?

Note. Complete one of the following assignments as directed by your instructor:

3. Individual Assignment A: Capstone – Critique

• Due Day 7 [Individual forum]

• Resource: Canadian Organizational Behaviour

• Write a 700- to 1,050-word paper in which you critique another team’s Learning
Team assignments from Weeks Seven and Nine.

• Compare the organizational issues the other team addressed well and what
organizational behaviours it failed to address. Be sure to include the following in your
response:

o What are some key similarities and differences between the other team’s
presentation and your team’s presentation?

o What parts of the other team’s presentation do you wish you had considered
including in your team’s presentation? What aspects of your presentation do you
think could have benefited the other team?
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o Consider both teams’ responses to issues surrounding team dynamics and

leadership at Riordan. What observations might you make about the company’s
organizational structure and communication strategy?

o What recommendations would you make to ensure future changes in the

company are handled effectively and with minimal disruption?

• Format your critique consistent with APA guidelines.

• Post your completed assignment as an attachment.

OR

4. Individual Assignment B: Capstone – Organizational Culture Paper

• Due Day 7 [Individual forum]

• Resources: Riordan Manufacturing Virtual Organization and the Canadian
Organizational Behaviour textbook
• Write a 700- to 1,050-word paper in which you address the following:
o Describe Riordan Manufacturing in terms of the cultural artifacts found in
Exhibit 16.1 of the textbook. In addressing each element in the organization,
discuss whether this has been positive for the organization’s success and
whether the artifact will continue to be positive in the future or needs to change.

o How would you change these elements if you wished to limit their effect
on the organizational culture?

• Format your paper consistent with APA guidelines.

• Post your completed assignment as an attachment.