OB 6301-001 Spring 2004

Dr. Sue Freedman

OB 6301: Introduction to Organizational Behavior Spring 2005

Sue Freedman, Ph.D.

Phone: 214-887-1106 Time: by appointment

Email: SueFreedman@sbcglobal.net Location: 1.117 SOM or by agreement

INTRODUCTION
OB 6301 helps you understand and affect behavior in organizations. The term organization is typically
used very broadly. A common definition describes an organization as “a system of two or more
persons, engaged in cooperative action, trying to reach some purpose”; another describes organizations
as “bounded systems of social interaction featuring authority relations, communications systems and
the use of incentives” The term organization is applied to families, businesses, churches, hospitals,
etc. The primary focus of this class, however, is on formal organizations with paid employees.
This course explores human behavior primarily at the group and organizational levels. The course
begins with a brief overview of the field and then addresses, in turn, organizational context, perception
and attitudes, motivation, group behavior, and the role of teams in organizations. The second half of
the course focuses on issues of leadership and management, including conflict, communications,
decision-making, power and political behavior, stress and organizational change.

The objective of the course is to provide you with a vocabulary and a set of concepts that can be help
you better understand, interpret, and affect things that happen in organizations. Your ability to that will
have a direct affect on your career and in your satisfaction with your work.

TEXT, READINGS, CASES

The course is structured around the Champoux text, supplemented by readings chosen either to provide
additional depth or present contrasting points of view. Case analyses and discussions are used to
illustrate the application of the concepts. The materials listed below are required. The book is available
at the bookstore. We will make a decision about which cases and projects we world during the first
class session. and are available at the UTD Bookstore or at Off Campus Books on Campbell Road.
(a) Text: Champoux: Organizational Behavior: Essential Tenets for a New Millennium (2/e),
South-Western College Publishing 2003. ISBN 0-324-11489-3 (Paperback)
(b) Readings: Natemeyer & McMahon: Classics of Organizational Behavior, Waveland Press, Inc.
2001. ISBN 1-57766-172-9 (Paperback)
(c) Course Pack: Cases & selected readings (Not available until after the first class)

GRADING AND ASSIGNMENTS

Grading is based on individual and group assignments and 2 objective exams, as detailed below.
Individual assignments and class participation are 60% of the course grade; group case analysis
assignments and presentation make-up the remaining 40%. The class participation grade is based on
four individual assignments and attendance and participation in class discussions.

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ASSIGNMENT DESCRIPTION LEVEL SESS # DUE DATE WEIGHT

A Case: The Strategy that Wouldn’t Individual 2 1/18/05 Participation
Travel
B Case: Southwest Airlines Team 3 1/25/05 10%
C Motivational Experiences Individual 4 2/1/05 Participation
D MBTI Assessment Individual 5 2/8/05 Participation
E Case: Karen Leary (A) Individual 6 2/15/05 10%
F Ideas and rationale for case Team 7 2/22/05 Participation
selection
G Mid-Term Exam Individual 8 3/1/05 10%
SPRING BREAK SPRING BREAK 3/8/05
H Case Decision and Outline of Team 9 3/15/05 Participation
Document & Presentation
I Decision-Making Worksheet Individual 10 3/22/05 Participation
J Case: It Wasn’t About Race. Or Individual 11 3/29/05 10%
Was It?
K Selected case analysis and Team (see below) 20%
presentation
L Evaluation of Assigned Team Team 10%
§ Team A: Conflict and Team A 12 4/5/05
Negotiation
§ Evaluation of Team A Team B 12 4/5/05
§ Team B: Teams & Team B 13 4/12/05
Organizations
§ Evaluation of Team B Team A 13 4/12/05
Final Exam Individual 14 4/19/05 10%
Participation Class Participation Credit Individual 20%

Grading criteria for individual and written assignments will include the following factors:
§ Fully addressed the requirements of the assignment
§ Quality of observations and insights
§ Effective application of course concepts and frameworks
§ Logical conclusions and recommendations
§ Effective communication

I am looking for evidence that you understand the models, frameworks and concepts provided in the
readings and lectures and are able to apply them effectively in your analysis of the problems or case
situations. The discussion questions for each case are provided to help you focus on the important
issues. Please address I each of the discussion questions in your response.

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GUIDELINES FOR WRITTEN ASSIGNMENTS

Due Dates. Written assignments are due at the beginning of class on the date assigned. Please email
me a soft copy (suefreedman@sbcglobal.net) and bring a hard copy to class. Late papers turned in at
or before the next class session after the due date are graded, but 5 points is deducted from the grade.
Late papers turned in at or before the second class session following the due date are also graded, but
10 points is deducted from the grade. Late papers not received by the beginning of the second class
session following the due date will typically receive a zero.
Format. The body of each written assignment should comply with the page length guidelines specified
for the assignment. The use of charts and exhibits is encouraged, to the extent that they help you make
your points. Charts and exhibits should be numbered and appropriately referenced in the body of the
document. A list of references should be attached as required. Cover pages, charts or exhibits, and lists of
references are not included in the page count. The manuscript should use 11-12 point type, double-
spaced, with 1” margins all around. Appropriate titles and section headings should be used. Number the
pages, put the course number and your name(s) at the top of each page and staple in the upper left corner.
Binders and report covers are neither necessary nor desired.
Outline Form Response. Several of the assignments specify an outline form response. Please state the
question and then follow with a bulleted or numbered list of the key items in your response.
Essay Form Response. Other assignments specify an essay form response. I will expect a well organized
paper that addresses the case questions and uses section headings, bulleted lists, charts and exhibits as
appropriate to clearly communicate your message.
Effective written and oral communications are critically important in the business world. It is equally
important that students "put their best foot forward" in classroom presentations and written
assignments. Poor organization, convoluted sentence structures, mangled grammar and misspelled
words is considered in the evaluation of your work and ideas.

EXAMS
The focus of OB 6301 is on the application of OB concepts to case studies provided in the program.
Concepts help you analyze a business issue or situation and make insightful conclusions. It also
provides a framework to better understand a challenge and provide potential solutions.

Exams evaluate how well the student understands the basic OB concepts. There will be two take home
exams given this semester.

CLASS DISCUSSION
Please come to class on time and prepared to participate in an active and spirited discussion of the
scheduled readings and cases. One of the strengths of an MBA class is that each of you brings different
perspectives from your personal background, education and work experiences, and the sharing of those
experiences as they bear on the material enriches us all. Class participation is an important factor in the
evaluation of your performance, and attendance and participation is noted.

CASE ANALYSIS GUIDELINES

Written assignments and class preparation assignments frequently require the analysis of case
situations. Case analysis assignments are designed to evaluate and develop your skills in:
• identifying key organizational issues (decisions or actions required in a given situation)

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• analyzing the situation (identifying problems; understanding the underlying causal

factors; and identifying and evaluating options)
• selecting and justifying specific actions to address the key issues.
The following approach to case analysis is recommended:
• Read the case quickly. Identify the key issues and decisions/actions required.
• Decide what kind of recommendations should be made (and to whom)
• Choose appropriate analytical tools/frameworks from those contained in the readings
• Reread the case. Analyze the situation thoroughly
• Draw logical conclusions based on your analysis
• Make specific recommendations for action (what should be done, who should do it,
when and in what sequence).
In general, there are no “right” or “for a specific case – different approaches and insights are possible,
depending on your individual perspective and approach. Regardless of your approach and conclusions,
I expect you to make recommendations that: (1) address the identified issues; (2) follow logically from
your analysis and conclusions; and (3) make sense (are feasible) in the context of the case situation.

TEAMS AND TEAM PROJECTS

Teams are used for a variety of purposes within the class. They provide a learning support system, an
opportunity to practice effective leadership and effective followership, and the means to accomplish
more sophisticated work on the topic.
You are jointly accountable with your team and we will measure your level of participation in the
team. Please try to be sure you are participating and encouraging other to participate as full member of
your team. Your colleagues on the team will evaluated your contribution to the team’s projects

GRADING CRITERIA

89 and above A 78-69 C Below 59 F

88-79 B 68-59 D

OFFICE HOURS AND CONSULTATIONS

Office hours are by appointment only. I have an office held on the 4th Floor of the School of
Management and we can meet there on Friday afternoons or at another time should you so desire.
Please let me know in advance if you would like to meet. Email (suefreedman@sbcglobal.net)is the
best way to reach me

UNAVOIDABLE ABSENCE
From time to time, it may be necessary to miss a class due to illness or travel. Please inform your team in
advance and make arrangements to get any missing information from them. Required assignments must
be turned in prior to the missed class (email is acceptable).

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Session 1 Introduction to Organizational Behavior

1/11/05

Reading Champoux: Chapters 1, 2 & 3

Assignment for
session 2 Natemeyer Taylor: Principles of Scientific Management (3-18)
Due 1/18/05 Argyris: The Individual and the Organization (358-374)
Weber: Bureaucracy (351-357)
Written Case: The Strategy that Wouldn’t Travel (HBR 96602)
Assignment A Following the case analysis guidelines (page 2 of the syllabus), address the following questions:
for session 2 1. What are the key issues facing Karen Jiminez at the end of the case?
Due 1/18/05 2. What are the root causes of her dilemma?
3. What actions would you recommend?
Address the case preparation questions in a 2-3 page outline form response. Email to me
(suefreedman@sbcglobal.net) with course #, title, and team name in subject line and
bring to class (Participation Credit, Individual Assignment)
Session 2 Topic: Organizational Behavior: History, Context & Ethics
1/18/05
Reading Champoux: Chapter 4: Organizational Culture
Assignment for Chapter 5: Perceptions, Attitudes & Personality
Chapter 6: Organizational Socialization
Session 3
1/25/05
Written Case: Southwest Airlines: Using Human Resources for Competitive Advantage (A)
Assignment B Preparation:
for session 3 1. Analyze the culture of Southwest Airlines, in terms of its artifacts, values and assumptions.
2. What indicators have you seen that confirm this view of Southwest?
Due 1/25/05
3. Review how well each of you would fit in the Southwest culture? Would you be hired?
Would you like it? Prepare 2-3 page outline form response. Email to me
(suefreedman@sbcglobal.net) with course #, title, and team name in subject line and
bring to class (Graded assignment, Team Assignment.)
Session 3 Topic: Organizational Culture/Organizational Socialization
1/25/05
Reading Champoux Chapter 7-9: Motivation: Need Theories; Motivation: Cognitive and Behavioral
Assignment Theories and Technologies
Due 2/1/05 Natemeyer Herzberg: One More Time: How Do You Motivate Employees? ( 81- 95)
Kerr: On the Folly of Rewarding A while Hoping for B (113-128)
Written Prepare brief written summaries (essay form) of two of your experiences with
Assignment C motivational techniques. Select one example of the successful application of motivational
Due 2/1/05 techniques and one example where the motivational approach was unsuccessful. Bring to
class(individual assignment, class participation credit).
Session 4 Topic: Motivation, Rewards and Job Design
2/1/05
Reading Champoux Chapter 10: Groups and IntraGroup Processes

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Assignment Natemeyer Tuckman & Jensen: Stages of Small Group Development (Natemeyer 241-251)
Due 2/8/05
Written Complete the MBTI Assessment found on Aprendiacorp.com. Copy your score sheet and bring it
Assignment D to class (Participation Credit, Individual Assignment)
Due 2/8/05
Session 5 Topic: Groups and Intergroup Process
2/8/05/ Film: 12 Angry Men

Reading Champoux Chapter 11: Conflict in Organizations

Assignment for
session 6
Due 2/15/05
Written Case: Karen Leary (A ) (HBS 9-487-020)
Assignment E Case Preparation:
for session 6 1. Describe Karen Leary’s agenda, style and effectiveness as general manager of the
Due 2/15/05 Elmville Branch.
2. Describe Ted Chung’s agenda, style and effectiveness in his position.
3. Why are Karen Leary and Ted Chung having a problem? (consider differences in
personal agenda, personality, and style, communications, and organizational culture
and socialization processes)
4. What decisions should Karen Leary make about Ted Chung’s office request? Why?
Address the case preparation questions in a 3-4 page outline form response. Email to me
(suefreedman@sbcglobal.net) with course #, title, and team name in subject line and
bring to class (graded team assignment). Name the attachment with your last name first, then
your first name, followed by the title of the assignment
Session 6 Conflict in Organizations
2/15/05
Reading Natemeyer Schein: Groups & Intergroup Relationships (Natemeyer 189-196)
Assignment for
session 7
Due 2/22/05
Written Prepare a list of at 3 cases that fit your team’s assigned topic. Address the following:
Assignment F 1) What is compelling about the case? What makes it interesting?
for session for 2) Which issues does it illustrate in terms of the topic your team selected?
7 3) What would be the “lessons learned” in the case? What benefit would your audience
receive? Email to me (suefreedman@sbcglobal.net) with course #, title, and team
Due 2/22/05
name in subject line and bring to class (team assignment participation credit)

Session 7 Topic: Teams in Organizations

2/22/05
Reading Champoux Chapter 12
Assignment Kotter: What Leaders Really Do
Due 3/01/05

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Written MID TERM EXAM:

Assignment
due 3/01/05
Session 8 Topic: Leadership and Management
3/1/05
Written .
Assignment G Summarize case, reasons for selecting, & presentation plans (Team Assignment,
participation credit)
Due 3/15/05
3/8/05
Spring Break ‰Š ”‹ Œ †
Session 9 Leadership: Current Perspectives
3/15/05
Reading Champoux Chapter 13: Communication
Assignment for Chapter 14: Decision-making.
session 10 HBR Informal Networks: The Company Behind the Chart
Due 3/22/05 Article: Aston-Blair, Inc. (HBS 9-494-015) and be prepared to discuss:
1. What are the problems facing Bacon at the end of the case?
2. What are the underlying causes and how did the problems evolve as a
result?
3. What actions would you recommend to Bacon and his sponsors at the end
of the case? Why?
Written Complete Decision-making worksheet (handout) and bring to class. (Team Assignment,
Assignment H participation credit)
for session 10
Due 3/22/05
Session 10 Topic: Communication and Decision-Making
3/22/05

Reading Champoux Chapter 15: Power and Political Behavior

Assignments
for session 11 Natemeyer Salancik & Pfeffer: Who Gets Power—and How they hold on to it. (303-
320)
Due 3/29/05
French and Raven: The Bases of Social Power (253-265)
Case Assigned by Team A

Written Case: It Wasn’t about Race. Or was it? (HBR R00502)

Assignment J 1) What are the issues here? Does Hope have a legitimate issue? Does Dillon?
for session 11 2) Why did it become a company-wide issue? What are the underlying issues?
Due 3/29//05 3) How should Jack resolve the issues – outline both a short term and long term strategy.
Session 11 Topic: Power and Political Behavior
3/29/05
Reading Champoux Chapter 17

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Assignments Natemeyer Hammer & Champy: Reengineering Work Processes

for session 12
Due 4/5/05
Session 12 Topic: Organizational Design
4/5/05 Team A Presentation and Team B Evaluation
Reading Champoux Chapter 18
Assignment for
Session13
Natemeyer Prahalad & Hamel: Competing for the Future
Due 4/12/05
Session 13 Topic: Organizational Change/Review
4/12/05 Team B Presentation and Team A Evaluation
Written Final Exam
Assignment for
session 14
Due 4/19/05
Session 14 Topic: Working Across Borders
4/19/05

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