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MGT 513

:
ORGANIZATIONAL BEHAVIOR & MANAGERIAL
SKILLS
MON 5:45-8:35 PM-BA227
PROF. PAUL MIESING
SCHOOL OF BUSINESS FALL, 2008

Bulletin Description: “This course provides a basic understanding of individual, group, and organizational
processes and their effectiveness. … The emphasis is on building diagnostic skills
needed to understand organizational processes and the administrative and
interpersonal skills needed to carry out key responsibilities in any type of management
position. [These] will be demonstrated through the use of cases, role-plays, and
simulations.”
Prerequisite: Open only to part-time evening MBA students
Office/Telephone: BA-315 / 442-4942
Office Hours Monday before and after class; by appointment
E-Mail: The best way to reach me is at paul.miesing@albany.edu. I usually respond quickly at
any reasonable time, seven days a week.

TEXTS AND SUPPLEMENTARY MATERIALS
● Text: Bowditch, Buono, & Stewart, A Primer on Organizational Behavior (John Wiley & Sons, 2007, 7 th Ed.) ISBN:
9780470086957
● Supplementary Materials: Articles, cases, and Web sites are available at Electronic Reserves
http://eres.ulib.albany.edu.libproxy.albany.edu/eres/coursepage.aspx?cid=1318 (with password OBMS)

COURSE PURPOSE
Organizational Behavior and Managerial Skills is designed to enable professional MBA students to attain the
programmatic learning goal of improving business-related behavioral skills in order to work with others, including
leadership, organizational, interpersonal, team, and life-long learning skills. To achieve this goal, we will present the
basic tools necessary to understand most aspects of managing people and processes in organizations. My intent is
to provide you with a broad overview of the vast and varied literature concerned with the nature of management
and organizations. The course focus is on theory, research, and application to assist managers in understanding
human behavior as individual, inter-personal, and systemic processes and provide an opportunity for you to apply
your learnings. My objective is to enable you to do the following at the conclusion of the course:
 understand, critically analyze, and manage human behavior issues in various organization settings;
 know how organizations operate so as to make them more effective and change them in desired ways;
 define and explain key terms, concepts, and theories of Organizational Behavior; and
 improve your managerial, interpersonal, and diagnostic skills

LEARNING ASSESSMENT
I intend to achieve these objectives and evaluate your performance through discussing the text, readings, cases,
videos, and current events; engaging in role plays, self-assessments, and experiential exercises; examinations; and a
final group report. There is a maximum value of 100 points per student. Final letter grades will be based on a
relative curve of all points, awarded as follows:

“Understanding ‘People’ People. I will also subjectively assess your class participation and contribution. The basic requirements are: Prepare for every session. I do not want to sacrifice rigor. attendance and class participation are essential.” HBR October 2008. 1  Assignment: Form teams of approximately five members in each (the instructor retains the prerogative to switch members if necessary).” HBR November-December 1996  Case Analysis and Discussion: “The CEO’s Private Investigation” HBR February 2008 . and Apply by using your learnings. Groysberg. We will form groups to discuss the various self-assessments throughout the semester as well as prepare the final project. I create a learning environment where you. TENTATIVE OUTLINE Personally. 8 – TOPIC #2: PEOPLE. Compare your analysis with your classmates. Value Class Participation and Contribution 20 Examinations (3 @ 20 points each) 60 Group Project (presentation and paper) 20 Total Possible Points 100 All of these activities will expose you to the major issues. AND PERSONALITY ● Read: Ch.” HBR September 2001. I will assume that you have read and understood the material. fun. & Lee.” HBR July 2008  HBR Case Analysis and Discussion: “The Best-Laid Incentive Plans” HBR January 2003 SEP. Everyone is expected to participate in all group and classroom activities. “We Don’t Need Another Hero. experience. Gardner. “The Human Side of Management. challenges. PERCEPTION . 2. Nicholson.” HBR March 2007. Send an e-mail message to the instructor that briefly addresses the following in your own words: What is organization behavior? What do managers do? LEVEL OF ANALYSIS I: INDIVIDUAL PROCESSES SEP. My teaching philosophy is that since you have much to offer. Butler & Waldroop. BUSINESS ETHICS. problems. and the classroom time will be an opportunity to discuss. Nohria. Hence. “Employee Motivation: A Powerful New Model. “It’s Time to Make Management a True Profession. Ch. Share your ideas and experiences actively. and (hopefully) realities in managing within an organization. 25 – TOPIC #1: INTRODUCTION TO “OBMS” ● Read: this syllabus (you are responsible for all the information it contains!). frustrations.” HBR January 2003. “How to Motivate Your Problem People. 15 – TOPIC #3: MOTIVATION – CONCEPTS AND APPLICATIONS ● Read: Ch. can learn in your own unique ways. Khurana & Nohria. and very influential in developing your managerial skills – even organization survival! Yet. I want to facilitate a class that is interesting. Therefore. the students. OVERVIEW AUG.ORGANIZATIONAL BEHAVIOR AND MANAGERIAL SKILLS PAGE 2 Max. 22 – TOPIC #4: INDIVIDUAL VALUES.” HBR June 2004  HBR Case Analysis and Discussion: “What a Star – What a Jerk” HBR September 2001 SEP. AND CORPORATE SOCIAL RESPONSIBILITY ● Read: Badaracco. “The Ethical Mind. and apply these concepts. Teal. 3.

AND FEEDBACK ● Read: Ch. 9 & 10.” HBR July-August 1997. Goleman. “The Competitive Imperative of Learning. Beer. POWER. 4. CONFLICT. “Change the Way You Persuade. “The Discipline of Teams. “The Vasa Syndrome”  HBR Case Analysis and Discussion: “Welcome Aboard (But Don’t Change a Thing)” HBR October 2002 NOV. “The Uncompromising Leader. 24 – TOPIC #10: CROSS-CULTURE VALUES AND MANAGEMENT ● Read: Ch.” HBR March-April 1997.” HBR July 2008.” HBR September-October 1995. Leavitt. 11. “How Management Teams Can Have A Good Fight. “The Power of Talk: Who Gets Heard and Why. AND EMPOWERMENT ● Read: Ch. Eisenhardt. “The Knowledge-Creating Company.” HBR July 2008. 5 & 6.” HBR December 2001  HBR Case Analysis and Discussion: “The Micromanager” HBR September 2004 NOV.parsonscenter. 27 – TOPIC #7: LEADERSHIP – EXERCISING INFLUENCE . Manville & Ober. GROUPS DYNAMICS. “The Living Company. Kotter. 3 Exam #2 – 6:00-7:00 pm ● Teams meet to discuss final project LEVEL OF ANALYSIS III: SYSTEMIC PROCESSES NOV. AND CREATIVE DECISION MAKING ● Read: Chs. “The Right Way to Manage Expats. “What Leaders Really Do. Foote. Black & Gregersen. Katzenbach & Smith. 13 – TOPIC #5: H IGH-PERFORMANCE WORK TEAMS. “Cultural Intelligence. “Eight Ways to Build Collaborative Teams. 10 – TOPIC #8: ORGANIZATION STRUCTURE AND CULTURE ● Read: Chs. 6 Exam #1 – 5:45-6:45 pm ● 6:45-7:00 – Exam review ● 7:00-7:30 – Orientation to team building (pizza in BA 220) ● 7:30-9:00 –Parsons “REACH” program http://www.” HBR July-August 2007.” HBR March-April 1999. “Why Hierarchies Thrive. 7.” HBR May 2002  HBR Case Analysis and Discussion: “Bob’s Meltdown” HBR January 2002 OCT. Eisenstat. Edmondson.ORGANIZATIONAL BEHAVIOR AND MANAGERIAL SKILLS PAGE 3 OCT. Gratton & Erickson. 17 – TOPIC #9: ORGANIZATIONAL EFFECTIVENESS . LEARNING . Tannen. 8. de Geus.org/pages/services/rsREACH. Fredberg.” HBR October 2004 . Nonaka. “Beyond Empowerment: Building a Company of Citizens.” HBR November 2007. & Bourgeois. Williams & Miller. Early & Mosakowski. “What Makes a Leader?” HBR January 2004. 20 – TOPIC #6: COMMUNICATIONS .” HBR July-August 2005  HBR Case Analysis and Discussion: “Should This Team Be Saved?” HBR July-August 2001 OCT. & Norrgren.” HBR January 2003  HBR Case Analysis and Discussion: “The Cost Center that Paid its Way” HBR April 2002 NOV.” HBR March 2003. Kahwajy. AND CHANGE ● Read: Ch.asp LEVEL OF ANALYSIS II: INTER-PERSONAL PROCESSES OCT.

This means all of us must be respectful of others. The following guideline will determine your overall class contribution: ● A students “make things happen” by always seizing the initiative (17-20 points) ● B students “know what happened” and frequently provide insight (13-16 points) ● C students “watch things happen” and occasionally participate (9-12 points) ● D students. I will try to record class participation following each session. and avoid being preoccupied with an electronic gadget (e. and meaningful class participation is essential. Examples of contribution to class discussion include answering a question. 1 Exam #3 – 6:00-7:00 pm ● Teams meet to discuss final project DEC.”  Woody Allen Due to the complex nature of the materials. 15 – GROUP PROJECT PAPERS DUE EVALUATION CLASS PARTICIPATION AND CONTRIBUTION “Eighty percent of success is showing up.g. and participation. cell phone. furthering a point brought up. readings. etc. typically ask: “what happened?” (5-8 points) ● F students don’t care if anything happened (0-4 points) Be forewarned: Everyone starts at “ground zero” and has an equal opportunity to work up to the maximum points available. The time spent in class will include discussion and group work related to the self-assessments. with the average grade a 16 and very few 20s … and Fs are options! .ORGANIZATIONAL BEHAVIOR AND MANAGERIAL SKILLS PAGE 4  Case Analysis and Discussion: “The Case of the Floundering Expatriate” HBR March 2005 DEC. Your participation in group and class discussions will be subjectively assessed to determine your class performance.). cases.. taking a leadership role. which can only occur if you have done the homework in advance. Comments should be directed toward the entire class. 8 – G ROUP PROJECT PRESENTATIONS DEC. analyses. while appearing observant. presence. Obviously. It is necessary that each student be committed to the “4 Professional Ps” of student involvement for the course to be successful: preparation. the real value from this course will occur in the classroom. or supporting another class member. constructive in our comments. iPod. promptness. active. intelligent. and lectures. laptop. and reasoning – you can contribute these (and in turn understand those of others) only if you are present in class and adequately prepared! Appropriate classroom etiquette is also part of your participation grade. Your classmates deserve your thoughtful opinions. are attentive. I expect you to arrive on time ready to go and remaining engaged throughout the entire session. offering personal examples. and open to alternative views. Final class participation will be ranked.

and you may not leave the room during that time. What are some constraints or contexts that facilitate or inhibit applications (e. teams.M.g. However. executive summary.org/). or references as necessary. You will be provided with a coding sheet for your answers that require your name and 9-digit myUAlbany ID on the back of it – please bring it with you! The computer cannot provide a score for blank or partial names/IDs. (See Appendices A-C for further guidance.”  E.ORGANIZATIONAL BEHAVIOR AND MANAGERIAL SKILLS PAGE 5 EXAMINATIONS “As long as learning is connected with earning. values. all cited in the paper. What management and organization problems does it face? Based on your literature review and data analysis. true/false and multiple choice). 1-inch margins all around.) Here are some specific questions your presentation and report should address: 1) Literature Review: Focus on one aspect for each of your three topics. remember that good decisions (and thorough analysis of complex issues) are usually the synthesis of several ideas – and that is precisely the reason to form groups. We will review the answers in class. leadership. and/or applies its management practices. etc. does your team believe “best practices” exist in these areas? If so. and change to an actual example.e.”  Native American proverb (erroneously attributed as an anonymous Chinese proverb) The Group Project ideally applies your class learnings about personality. Based on your independent research and experiences. With an Essay on Style There will be three (3) examinations. and punctuation.apastyle. industry. and insights. communications. Involve me and I’ll understand. consist of objective questions (i. Each exam will last one hour. If not. challenge ideas. poor or incomplete erasures. tables. Creativity.. Collaboration.)? How can the company improve its performance in these three areas? 4) Generalizations: What are some of the general management trends you see over the next five years. and conforming to APA style and format for all sections (see http://www. Compromises may often be necessary to arrive at a solution acceptable to everyone. British novelist. Your group is likely to contain divergent viewpoints. please provide some ideal examples. Include a title page. and must be taken on the assigned date and class time: no make-up will be offered unless there is a clear and urgent situation. and Communication. culture. Content and style are evaluated. leadership. where does this company stand using global best practices as a standard? 3) Recommendations: Explain the extent to which global best practices are or are not applicable to your focal company and perhaps even the other companies your team members work for. 2) Practical Problem: Select one focal company that a team member works for as a specific example of how an organization obtains. or random marks. ethics. motivation. (Edward Morgan) Forster (1879–1970). Each exam will cover only the material in the respective Part. 1963) review of Walter Pater. ownership. This assignment must be typed using Times-Roman 12 pt font. figures. and arguments . Appreciations. GROUP CONSULTING PROJECT “Tell me and I’ll forget. New York Times (November 24. be based on the text material. one for each Part (Level of Analysis). history and legacy. Apply any three topics – one per level of analysis – and try to integrate them and apply them to a group member’s organization. overall and in your companies? How will you prepare for them? What are your overall learnings and take- aways of these three topics? The evaluation objectives are Critical thinking. including grammar. assumptions. as long as certain jobs can only be reached through exams. It is hoped you can learn from and help your teammates: Use each other to seek help. Every exam will be curved on a 20-point scale. As this is a group project. develops. so long must we take this examination system seriously. Show me and I may remember. essayist. Staple your work but do not include a folder or plastic cover. single-spaced. spelling. structure. what are the barriers? Your paper should be based on a minimum of ten academic articles. team dynamics and relationships among members will be important.

I expect everyone to agree to the following guidelines: ● Honor confidentiality (anything shared in this room stays within this group. or final examination students whose attendance is unsatisfactory to their instructors. To help keep groups on track. together. or how you expect to act differently in the future. Try to apply the readings and cases and relate to your personal experiences. during which you will be expected to share your reflections and insights. you must omit any identifying characteristic when discussing the other participants) ● Unconditionally respect yourself and others ● Speak only for yourself ● Actively listen. and diligent. and learn how to accept advice on controversial. Remember that working with others is the major programmatic learning goal of this course! Not everyone should make the actual presentation but everyone should be prepared to answer questions. Your group will engage in an experiential exercise for the first part of every class. Have a safe and enjoyable flight!” I apologize in advance to the majority of MBAs who are mature. Please submit a handout to the instructor prior to the presentation. course.ORGANIZATIONAL BEHAVIOR AND MANAGERIAL SKILLS PAGE 6 constructively. perhaps emotionally-charged. We will do our best to arrive at our destination safely. please turn off all electronic devices.  permission to make up missed work is not automatic. EXPERIENTIAL EXERCISES “Know thyself. avoid interpreting other people’s experiences ● Give caring feedback ● Engage in dialogues. This class airplane will depart on time. (The “Evening MBA Handbook” is available on ERES. Please limit your presentations to no more than a dozen overheads in total. Also consider examples of how the exercise has come up at work and how you might have thought and behaved differently than you did in the past. This is a no smoking flight. if you discuss this experience with others at a later time. The class doors are shut. thoughtful. consider other people’s words as gifts ● No put-downs or hostile analysis. and . issues. Avoid repeating what was repeated in class. As a precaution to the others.  the University reserves the right to exclude from a graduate program. try to tell the class something they don’t already know. and a hard copy of the final report one week later. Since we might be dealing with some sensitive issues in our exercises. I will notify you of remaining time. Please do not attempt to deplane while we are in flight (unless you must go to the rest room).) 1) The following University policies apply:  attendance by all graduate students must be regular. I am compelled to make this statement. instead.”  Delphi Oracle This is the “Managerial Skills” application of this OBMS course. and on time. not debates (there are no winners or losers in these exercises) ● Everyone has the right to pass on a decision or opinion ● It is okay to express your emotions ● No “rescuing” others members ● Take responsibility for you own learning – ask for what you need! MISCELLANEOUS NOTES ON PROFESSIONAL CONDUCT “This is your captain speaking.

you may not eat. 2) Late arrivals and early departures are disrespectful to fellow classmates and disrupt the class. sabotage. Plagiarism and cheating indicate a lack of respect for ethical considerations and peer responsibilities. You are responsible for knowing what others expect of you as well as what you must contribute to further our shared learnings. Consequently. please disable all electronic and mobile devices (e. dignified. and you may not bring food or drinks into this room. students must notify me as soon as possible. including plagiarism. Cheating will result in being dropped from the course with a letter grade of “F. In addition. 4) Ethical behavior is an important part of the course not only as it relates to professional conduct but also for your personal development.ORGANIZATIONAL BEHAVIOR AND MANAGERIAL SKILLS PAGE 7  regulations concerning attendance in a particular course are at the discretion of the instructor. Plagiarism. and  absences.  should an emergency situation arise. bribery. drink.g. You must abide by University policy on academic dishonesty. as well as theft. You are responsible for knowing the policies and adhering to them. here are Miesing’s rules:  attendance for the entire session at every class is mandatory (I round down partial attendance). 5) Although collaboration is encouraged and even required for much of the course assignments. here are Miesing’s rules:  an atmosphere of mutual respect is in order for the rights of others and the diversity of other cultures. and professional manner. or persistent tardiness will require handing in a make-up assignment. This is clearly stated in University and School policy. Please refrain from writing and passing notes or participating in other distractive behaviors. So is “side-talking” during class (you have no idea how your voice carries in a classroom). 6) Your enrolment in this class acknowledges your accepting personal responsibility for fulfilling its requirements and attaining its objectives. or smoke in classrooms.” Violations can also result in University sanctions. or misuse of University resources. cellular telephones. I expect you to conduct yourselves in an honest. audible pagers. either intentional or “unintentional. laptops. Smoking is not permitted in this building.  Have a pleasant semester!  . To avoid any misunderstandings. nationalities. This means you will perform individually where specified in this syllabus. These practices will not be tolerated. and  you will be held responsible for complete and active participation in group meetings or projects – academic and professional integrity means contributing your fair share. And do not pack up preparing to leave towards the end of the class until it is clear the session is over and we are through..  work submitted for other classes or other purposes may not be re-submitted (in part or whole) for credit in this class. 3) According to University policy.” will result in a grade of zero for the assignment. Academic dishonesty of any sort will not be tolerated. including being expelled. To avoid any misunderstandings. iPods) while in attendance. damage. and beliefs. I expect you to uphold the highest standards of academic integrity. early departures. falsification of material or information.