MGTK 350 Spring 17

MGTK 350-130 Organizational Behavior

Spring 2017
Wednesday 6-9pm in EWCHEC Room A207

I. INSTRUCTOR AND CONTACT INFORMATION

Instructor: Angela Patrick, PhD.

Office Phone: 254-501-5927 Cell Phone: 254-681-1416
Office: FH Room#: 323S
E-mail: abpatrick@tamuct.edu
Office Hours: Mondays & Wednesdays 10am – 1:00pm

College of Business Administration Department Information:

COBA Department Main Phone Number: 254‐519‐5437
COBA Department Main Email: cobainfo@tamuct.edu
COBA Department Main Fax#: 254‐501‐5825

a. Method of Instruction: This course is face to face, but does use TAMUCT’s Blackboard
system (Bb). http://tamuct.blackboard.com The instructions in section VI of this syllabus will
assist you with gaining access and technical support. Once you are in BB, there is tab on the
left labeled “Online Learning” that will have additional BB resources if you are unfamiliar with
Bb. Though no specific knowledge is required as a prerequisite to this course, it will be
essential that you have a familiarity with the use of Microsoft Word, the Internet, and attaching
documents at a minimum.

Time/Location Course Meets: This course starts on 1/18/17 and ends on 5/10/17. We will meet
every Wednesday from 6:00 pm – 9:00 pm in EWCHEC, Rm# A207.

b. Student/Professor Email: I am readily accessible through multiple means of communication

including Bb messaging, email, and phone/text. This is a face-to-face course; if you send me an email,
Bb message, or text please expect a response within a 24-48 hour period. I am readily accessible
during my office hours listed above. If a face-to-face appointment is needed outside my office hours
please call, text message, or email me requesting an appointment. I encourage students to interact
with me and to ask questions about upcoming assignments, get clarity on course concepts, and/or
review your grading status in the course.

I am accessible through Blackboard Message, which I check several times a day during the week and
usually once a day on weekends. I will try to get back to you within 24 hours during the week and
within 36 hours during the weekend. Do not use my TAMUCT email for course related matters. If your
concern needs my immediate attention, please text me and I will reply as soon as possible.

c. UNILERT: Emergency Warning System for Texas A&M University – Central Texas
UNILERT is an emergency notification service that gives Texas A&M University-Central Texas the
ability to communicate health and safety emergency information quickly via email, text message, and
social media. All students are automatically enrolled in UNILERT through their myCT email account.
 MGTK 350 Spring 17
Connect at Unilert [https://www.tamuct.edu/departments/security/unilert.php] to change where you
receive your alerts or to opt out. By staying enrolled in UNILERT, university officials can quickly pass
on safety-related information, regardless of your location.

II. COURSE INFORMATION

a. Course Overview and Description:

Organizational Behavior is a field of study that investigates the impact that individuals, groups and
structure have on behavior within organizations, for the purpose of applying such knowledge toward
improving an organization’s effectiveness.

b. Catalog Description:
This course provides a comprehensive analysis of the behavior of people at work in all types of
organizations. Topics include fundamentals of organizational behavior: values, ethics, motivation,
group dynamics, individual differences, attitudes, decision-making, conflict, power, change, stress,
leadership, rewarding behavior, communication, and organizational structure. Prerequisites:
MGTK 301 and GBK 301 or GBK 312.

c. Course Objective:
Student Learning Outcomes
Students completing this course will be able to understand the importance of taking a systematic
approach to the study of individual and group behavior in organizational settings. They shall analyze,
synthesize, comprehend, and explain all components of the OB model and its relationship to the
successful operation of modern organizations. An extensive study of the principles of psychology,
sociology, and social psychology will allow students to be more effective members of organizations to
which they might belong now or in the future.

At the close of the semester, students will be able to:

• Identify the factors that impact individual and group behavior in organizations and how
organizations manage their environments.
• Analyze, describe, and manage attitudes and behavior in organizations.
• Improve and change individual, group, and organizational behavior to attain individual, group,
and organizational goals.
• Analyze organizational behavior at three levels: the individual, the group, and the organization
as a whole.
• Use the tools of organizational behavior to increase individual, team, and organizational
effectiveness.

Specific Learning Objectives for each text chapter are included as Appendix A to this Syllabus.

d. Required Reading and Textbooks:

Organizational Behavior, 7th Edition

McShane, Steven L., Von Glinow, Mary Ann (2014)
New York: McGraw-Hill Irwin
Loose-Leaf text with Connect Plus
©2014, ISBN-13 9781260106237
 MGTK 350 Spring 17

Publication Manual of the American Psychological Association, 6th Edition

American Psychological Association
Softcover, 272 pages
©2010, ISBN-13 978-1433805615

III. COURSE REQUIREMENTS/ASSESSMENTS

a. Participation & Attendance (10%): You are expected to have read all assigned readings before
you come to class. You are also expected to participate actively in class discussions, group activities,
case analyses, and exercises. As a courtesy, please notify me via email, text, or telephone if you will
be missing class or missed a class. No late work will be accepted; please make arrangements to turn
your work in early if you will be missing a class meeting.

Participation includes attending class, participation in class discussions, reading assigned chapters,
bringing in requested materials or assignments. If for some reason a student is unable to attend class,
he/she will be responsible for obtaining notes, assignments, and other relevant course information
from other classmates. Please do not ask me the question “did I miss something important.”
Participation (assessed each class period worth 5%) is graded based on your level of attendance,
substantive discussion, demonstration of preparedness for class as well as overall above and beyond
engagement you demonstrate in class. Disruptive behavior will count negatively on your participation
within this course. Disruptive behavior includes, but is not limited to, talking amongst each other in-
class when it is not appropriate, working on other course work, sleeping in-class, disrupting your fellow
classmates’ learning environment. Please treat our learning environment the way you would treat your
employer. The final participation score will be the sole discretion of the professor.

b. Weekly Competency Assignments (15%): Each chapter in the text has cases and self-
assessment exercises that you will be required to complete each week. The Competency
Assignments is where you should be able to demonstrate that you have mastered and can apply
course concepts. Remember that it is not enough to just list your answers.

For “Case Studies” and “Critical Thinking Questions “read the case and then answer the questions at
the end of the case. Be sure to apply chapter concepts/models and also include the Case Questions in
bold along with your answers.

For “Exercises” be sure that you discuss what you have learned about yourself and how it affects your
behavior at your job. You are not required to duplicate or copy each exercise, just read and comply
with the instructions for that particular exercise. Be sure to apply chapter concepts/models as part of
your discussion. You are not required to give your score for each exercise. Again, a well thought out
and complete response to each self-assessment applies concepts/models from the text to fully support
your analysis.

Again, a well thought out and complete response to each case/self-assessment should apply the
concepts/models from the text to fully support your analysis. Expected length for responses is 1-2
complete paragraphs per question.
 MGTK 350 Spring 17

Submit all assignments as a word document via Bb. DO NOT email any assignments to me unless
specifically instructed to do so.

The competency assignments assigned each week are:

Week 1 - Chapter 1 Case p.27 - Improving Health By Getting Lean

Week 2 - Chapter 2 Critical Thinking Questions p.57 – Questions 1 and 2
Week 3 - Chapter 3 Self-Assessment p.90 - How Much Does Work Define Your Self-Concept?
Week 4 - Chapter 4 Case p.117 - Rough Seas On the Link650
Week 5 - Chapter 14 Prepare a memo describing the culture of an organization
Week 6 - Chapter 5 Self-Assessment p.154 - Need Strength Questionnaire
Week 7 - Chapter 6 Self-Assessment p.184 - What Is Your Attitude Toward Money?
Week 8 - Chapter 7 Self-Assessment p.216 - Measuring Your Creative Personality
Week 9 - Chapter 8 Case p.246 - ARBRECORP LTEE
Week 10 - Chapter 9 Self-Assessment p.280 - Are You an Active Listener?
Week 11 - Chapter 10 Case p.306 - Resonus Corporation
Week 12 - Chapter 11 Critical Thinking Questions p.333 – Questions 5
Week 13 - Chapter 12 Case p.364 - A Window On Life
Week 14 - Chapter 13 Case p.393 - Merritt’s Bakery
Week 15 - Chapter 15 Self-Assessment p.450 - Are You Tolerant of Change?

c. LearnSmart Assignments (15%): The required Connect portion of the course has “Learn-Smart”
applications for each assigned chapter of the text. The Learn‐Smart activities challenge your mastery
of the content in each chapter, and provide prompts for additional study if needed. Finishing these
activities will ensure a better understanding of the content and help prepare you for each Exam. For
more on the benefits of LearnSmart see Appendix C.

Completing each chapter’s Learn-Smart activity will be worth 1.0 percent of your grade or a total of
15% overall. If you only complete part of the activity, you will only be given partial credit for the portion
of the assignment that you completed. For example, if you only complete one half of an assignment, it
will cost 0.5 points on your final average.

You must complete each LearnSmart activity by its due date to get full credit. Although you can
continue working on the activity after the due date you will receive no credit for this extra work.

d. Exams (30%): There will be four required exams testing students’ knowledge of the key
frameworks, terms, and concepts included in the assigned text chapters. Exams will be grouped as
follows, and are not cumulative:

• Exam 1 will cover chapters 1-4

• Exam 2 will cover chapters 14,5,6,7
• Exam 3 will cover chapters 8-11
• Exam 4 will cover chapters 12,13,15

All exams will be administered in class. There will be no make-ups for missed exams unless there
is a documented medical emergency.

Reviewing the Chapter PowerPoint presentations, and using the Publisher Supplemental Materials
 MGTK 350 Spring 17
and self-quizzes are good ways to prepare for each Exam.
For further help in preparing for multiple-choice exams see: http://www.lib.uoguelph.ca/get-
assistance/studying/exam-prep/multiple-choice-exams

e. Observation Assignment (10%): This is a short project that will be presented in class. More
information will be posted on BlackBoard.

f. OB Project – Part 1 (10%):

This project will lay the foundation for the second project. You are to decide on an organization that
you want to evaluate. The organization can be a current or a past employer of yours. It must be a
company with which at least you have significant familiarity. It is important that you have some
knowledge of the inner workings of the company-- its struggles, its strengths, its culture, and so forth --
or have access to the organization to conduct interviews to collect the needed information. You will
produce a 2-3 page written report (excluding cover sheet, references and any figures, tables or
appendices). The paper should include the following sections:

1. Organization Background - Provide just enough details on the company for me to be able to
understand the problem that will be described. Resist the urge to provide irrelevant details and feel
free to omit or disguise any details that might be sensitive in nature.
2. Organizational Culture – Provide a brief description of the elements of the company’s culture in
terms of artifacts, shared values, and shared assumptions. Use Exhibit 14.1 page 399 as a guide
for this section.
3. Problem - Describe, specifically, one problem that the company is struggling with that will serve as
the focus of the paper. Resist the urge to discuss multiple problems--focus on one specific issue
with which the organization is struggling. Be sure to focus on a problem that within the scope of
this course.

All work submitted for grading shall be of collegiate quality, language, depth and organization. All work
should be proofread, free of grammatical errors, include proper citations, and be in accordance with
The Publication Manual of the American Psychological Association, 6th ed.
For information on APA standards and correct citation formats consult the APA Publication Manual,
and/or link to the following sources:
http://www.apastyle.org/learn/index.aspx
https://owl.english.purdue.edu/owl/resource/560/01/

Referencing multiple pages from the same organization’s web site only counts as one citation. When
using more than one page from the same company, provide a URL that links to the home page or
entry page for the document. Also, if there isn't a date available for the document use (n.d.) for no
date. All references must be cited in the body of your paper.

Submit this assignment through the Assignments Course link. The due date for the OB Project – Part 1
is posted in the Course Schedule. The required file format for the paper is a .doc or .docx file.
No late submission are accepted.

g. OB Project – Part 2 (10%): This project builds on the previous project. Based on the feedback
from the OB Project – Part 1 you will now produce another 2-3 page written report (excluding cover
sheet, references and any figures, tables or appendices). The paper should include the following
sections:
 MGTK 350 Spring 17
1. Theoretical Lens - Choose one topic from the list below, and apply that topic to the problem.
Describe very specifically how the concepts, principles, and findings represented in the topic
matter to the problem, and how they can be leveraged to articulate a solution.
• Job characteristics model
• MARS Model
• Expectancy theory
• Goal setting
• Equity theory
• Empowerment
• EVLN model
• Justice
• Ethical decision making: moral intensity, moral sensitivity, and situational influences
• Model of Emotions, Attitudes, and Behavior
• Emotional intelligence
• Team processes
• Types of power
• Transformational leadership
2. Recommendation – Provide a list (at least three) of very specific recommendations/action steps
that flow out of the discussion of the topic and that can help solve the problem. In thinking about
how to craft the topic into those recommendations, strike a balance between being practical and
being bold. Every organization has key constraints (culture, organizational stakeholders, and
competitive environment) that need to be taken into account when designing interventions.
Although those should be considered, resist the urge to “play it safe”, as that tendency often leads
to modest interventions that are ultimately ineffective.

All work submitted for grading shall be of collegiate quality, language, depth and organization. All work
should be proofread, free of grammatical errors, include proper citations, and be in accordance with
The Publication Manual of the American Psychological Association, 6th ed. Please refer to the grading
feedback for your fist group project to avoid making the same APA mistakes again.

Submit this assignment through the Assignments Course link. The due date for the OB Project - Part 2
is posted in the Course Schedule. The required file format for the paper is a .doc or .docx file.
No late submission are accepted.

IV. Professional Writing and Communication Standards

a. Course Standards: Professional level writing and communication are critical skills in the business
world. This standard should be displayed in all assignments for this class. All communications, both to
the Professor and student colleagues should be kept professional, including Discussion Board
postings and email correspondence. For written assignments, all work should be proofread, free of
grammatical errors, include proper citations, and be in accordance with American Psychological
Association (APA) standards.

b. The University Writing Center: Located in 416 Warrior Hall, the University Writing Center (UWC)
at Texas A&M University-Central Texas is a free workspace open to all TAMUCT students from 10am-
5pm Monday-Thursday. Students may arrange a one-on-one session with a trained and experienced
writing tutor by visiting the UWC during normal operating hours (both half-hour and hour sessions are
available). Tutors are prepared to help writers of all levels and abilities at any stage of the writing
 MGTK 350 Spring 17
process.

While tutors will not write, edit, or grade papers, they will assist students in developing more effective
composing practices. By providing a practice audience for students’ ideas and writing, our tutors
highlight the ways in which they read and interpret students’ texts, offering guidance and support
throughout the various stages of the writing process. In addition, students may work independently in
the UWC by checking out a laptop that runs the Microsoft Office suite and connects to WIFI, or by
consulting our resources on writing, including all of the relevant style guides. Whether you need help
brainstorming ideas, organizing an essay, proofreading, understanding proper citation practices, or just
want a quiet place to work, the University Writing Center is here to help!

If you have any questions about the University Writing Center, please do not hesitate to contact Dr.
Bruce Bowles Jr. at bruce.bowles@tamuct.edu.

V. Grading Points and Policies

Percentage of each assignment as it contributes to your final grade:

Activity Percentage of Final Grade

Participation & Attendance 10%
Exams (4@ 7.5% each) 30%
LearnSmart Assignments (15@ 1% each) 15%
Weekly Competency Journal (15@ 15%
1% each)
Observation Assignment 10%
OB Project – Part 1 10%
OB Project – Part 2 10%

TOTAL 100 %

NOTE #1: There is NO EXTRA CREDIT assignments available for this course.

NOTE #2: Requests for Incomplete Grades: Incompletes will only be given in emergency or other
extreme circumstances. Any request for an incomplete grade in this course must be approved by the
professor prior to the last week of classes. Where possible, requests should be submitted in written
form and must include an address and/or telephone number where you may be contacted throughout
the following semester.

NOTE #3: Questions concerning one’s grade on a particular task (e.g., test, case) This should be
resolved within one week after receiving the graded material. There will not be reviewing of previously
graded material at the end of the semester.

NOTE #4: NO LATE WORK ACCEPTED!

Course Grades are assigned as follows:

 MGTK 350 Spring 17

LETTERGRADE
“A”
“B”
“C”
“D”
“F” Below

Grading Policy:
Minimum points required for a specific course grade are noted on the above table.

Posting of Grades:
Grades for Exams will be posted the day after the availability period has expired. Grades for
Discussion Forums, and short Written Assignments will be posted by the Tuesday following the due
date. Grades for longer Written Assignments will be posted one week from the due date.

Evaluation of Work:

A: Performance is excellent and stands out due to sharp insight into material and discussion of many
sides of an issue. Submitted work is well articulated and logically and clearly written. “A” work indicates
an example for others to follow.

B: Performance is above the minimum requirements with an insight into the material at a level
considered to be good to very good. Submitted work is of high quality. A “B” is considered a high grade
and recognition for solid work.

C: Performance satisfies only the minimum requirements and displays little or no initiative. Insight into
the material is satisfactory and an acceptable understanding of all basic concepts was communicated.
A student receiving a “C” has met the requirements, including course deadlines.

D: Quality and quantity of work is below average and barely acceptable. “D” work is passing by a slim
margin.

F: Quality and quantity of work is unacceptable and does not warrant a passing of this course.

VI. TECHNOLOGY REQUIREMENTS AND SUPPORT

a. Blackboard Competency and Computer/Internet Access: This course will use the new TAMUCT
Blackboard Learn learning management system for class communications, content distribution, and
assessments.

• Logon to https://tamuct.blackboard.com to access the course.

• Username: Your MyCT username (xx123 or everything before the "@" in your MyCT email
address)
• Initial password: Your MyCT password

For this course, you will need reliable and frequent access to a computer and to the Internet. You will
 MGTK 350 Spring 17
also need a headset with a microphone or speakers and a microphone to be able to listen to online
resources and conduct other activities in the course. If you do not have frequent and reliable access to
a computer with Internet connection, please consider dropping this course or contact me (your email
and phone number) to discuss your situation.

Blackboard supports the most common operating systems:

PC: Windows 8, Windows 7, Windows Vista
Mac: Mac OS X Mavericks
NOTE: Computers using Windows XP, Windows 8 RT and OS X 10.6 or lower are NO longer
supported

b. Computer compatibility: Check browser and computer compatibility by following the “Browser
Check” link on the TAMUCT Blackboard logon page. (https://tamuct.blackboard.com) This is a
CRITICAL step as these settings are important for when you take an exam or submit an assignment.

Upon logging on to Blackboard Learn, you will see a link to Blackboard Student Orientation under My
Courses tab. Click on that link and study the materials in this orientation course. The new Blackboard is
a brand-new interface and you will have to come up to speed with it really quickly. This orientation
course will help you get there. There is also a link to Blackboard Help from inside the course on the left-
hand menu bar. The first week of the course includes activities and assignments that will help you get
up to speed with navigation, sending and receiving messages and discussion posts, and submitting an
assignment. Your ability to function within the Blackboard system will facilitate your success in this
course.
Technology issues are not an excuse for missing a course requirement – make sure your computer is
configured correctly and address issues well in advance of deadlines.

c. Technology Issues & Troubleshooting: For technological or computer issues, students should
contact Help Desk Central. 24 hours a day, 7 days a week:

Email: helpdesk@tamu.edu
Phone: (254)519-5466
Web Chat: http://hdc.tamu.edu

When calling for support please let your support technician know you are a TAMUCT student. For
issues related to course content and requirements, contact your instructor.

VII. COURSE AND UNIVERSITY PROCEDURES AND POLICIES

a. Academic Integrity: Texas A&M University - Central Texas values the integrity of the academic
enterprise and strives for the highest standards of academic conduct. A&M-Central Texas expects its
students, faculty, and staff to support the adherence to high standards of personal and scholarly
conduct to preserve the honor and integrity of the creative community. Academic integrity is defined as
a commitment to honesty, trust, fairness, respect, and responsibility. Any deviation by students from
this expectation may result in a failing grade for the assignment and potentially a failing grade for the
course. Academic misconduct is any act that improperly affects a true and honest evaluation of a
student’s academic performance and includes, but is not limited to, cheating on an examination or
other academic work, plagiarism and improper citation of sources, using another student’s work,
collusion, and the abuse of resource materials. All academic misconduct concerns will be reported to
 MGTK 350 Spring 17
the university’s Office of Student Conduct. Ignorance of the university’s standards and expectations is
never an excuse to act with a lack of integrity. When in doubt on collaboration, citation, or any issue,
please contact your instructor before taking a course of action.

b. Access and Inclusion: At Texas A&M University - Central Texas, we value an inclusive learning
environment where every student has an equal chance to succeed and has the right to a barrier free
education. The Department of Access and Inclusion is responsible for ensuring that students with a
disability receive equal access to the University’s programs, services and activities. If you believe you
have a disability requiring reasonable accommodations please contact the Department of Access and
Inclusion at (254) 501-5831. Any information you provide is private and confidential and will be treated
as such.
For more information please visit our Access & Inclusion webpage:
http://www.tamuct.edu/departments/access-inclusion.

c. Tutoring: Tutoring is available to all TAMUCT students, both on-campus and online. On-campus
subjects tutored include Accounting, Advanced Math, Biology, Finance, Statistics, Mathematics, and
Study Skills. Tutors are available at the Tutoring Center in Warrior Hall, Suite 111.
If you have a question regarding tutor schedules, need to schedule a tutoring session, are interested in
becoming a tutor, or any other question, contact Academic Support Programs at 254-519-5796, or by
emailing Kim Wood at k.wood@tamuct.edu.
Chat live with a tutor 24/7 for almost any subject on your computer! Tutor.com is an online tutoring
platform that enables TAMUCT students to log-in and receive FREE online tutoring and writing
support. This tool provides tutoring in over forty subject areas. To access Tutor.com, go to the ‘My
Courses’ tab in Blackboard.

d. Drop Policy: If you discover that you need to drop this class, you must go to the Registrar’s Office
and complete a Drop Request Form
[https://tamuct.blackboard.com/bbcswebdav/institution/studentforms/Drop_Request_Form.pdf ]
Professors cannot drop students; this is always the responsibility of the student. The Registrar’s Office
will provide a deadline on the University Calendar for which the form must be completed, signed and
returned. Once you return the signed form to the Registrar’s Office, you must go into Warrior Web and
confirm that you are no longer enrolled. If you still show as enrolled, FOLLOW-UP with the Registrar’s
Office immediately. You are to attend class until the procedure is complete to avoid penalty for
absence. Should you miss the drop deadline or fail to follow the procedure, you will receive an F in the
course, which may affect your financial aid and/or VA educational benefits.
Incompletes will be given in this class ONLY if a significant portion of the course has been completed
and there is a documented medical or family emergency warranting the incomplete.

e. University Library: The University Library provides many services in support of research across
campus and at a distance. We offer over 200 electronic databases containing approximately 250,000
eBooks and 82,000 journals, in addition to the 72,000 items in our print collection, which can be mailed
to students who live more than 50 miles from campus. Research guides for each subject taught at
TAMUCT are available through our website to help students navigate these resources. On-campus,
the library offers technology including cameras, laptops, microphones, webcams, and digital sound
recorders.
Research assistance from a librarian is also available twenty-four hours a day through our online chat
service, and at the reference desk when the library is open. Research sessions can be scheduled for
more comprehensive assistance, and may take place on Skype or in-person at the library. Assistance
may cover many topics, including how to find articles in peer-reviewed journals, how to cite resources,
 MGTK 350 Spring 17
and how to piece together research for written assignments.

Our 27,000-square-foot facility on the TAMUCT main campus includes student lounges, private study
rooms, group work spaces, computer labs, family areas suitable for all ages, and many other features.
Services such as interlibrary loan, TexShare, binding, and laminating are available. The library
frequently offers workshops, tours, readings, and other events. For more information, please visit our
homepage: https://tamuct.libguides.com/

VIII. POLICIES AND EXPECTATIONS

a. Copyright Notice
Students should assume that all course material is copyrighted by the respective author(s).
Reproduction of course material is prohibited without consent by the author and/or course instructor.
Violation of copyright is against the law and Texas A&M University-Central Texas’ Code of Academic
Honesty. All alleged violations will be reported to the Office of Student Conduct.
Copyright. (YEAR) by (FACULTY NAME) at Texas A&M University-Central Texas, (FACULTY
COLLEGE); 1001 Leadership Place, Killeen, TX 76549; 254-(FACULTY COLLEGE PHONE); Fax 254-
(FACULTY COLLEGE FAX); (FACULTY EMAIL)

b. Changes to Syllabus
A syllabus serves as an instructional and study planning document for both faculty and students.
Although every effort will be taken to complete the semester according to the syllabus, it may become
necessary to make certain changes to better facilitate the academic environment. In such an event,
changes will be announced in class and students will receive written notice within one week of the
change decision. Changes may be made within the last two weeks of the semester only in exceptional
circumstances.

c. What You Can Expect of Me

You can expect that I will create a respectful learning environment where everyone can express his/her
thoughts and ask questions. While we do not have to agree with each other, we will do so in a
respectful manner. I expect to learn from you as we spend the next 16 weeks together! I will be
available to answer your questions and help you be successful in this course.
 MGTK 350 Spring 17
IX. COURSE SCHEDULE

Like all schedules the following is tentative. If changes are necessary, they will be announced on
Blackboard. It is your responsibility to learn of any changes announced by your instructor.

WEEK DATES CHAPTER TOPIC ASSIGNMENTS

Syllabus review, introductions, LearnSmart
The Field of
assignment chapter 1, competency
1 18-Jan-17 1 Organizational
assignment case: Improving health by getting
Behavior
lean
LearnSmart assignment chapter 2,
25-Jan-17 Individual Behavior,
2 2 competency assignment self-assessment:
Values, & Personality
Are You Extraverted or Introverted?
Perceptions & LearnSmart assignment chapter 3,
3 1-Feb-17 3 Learning in competency assignment self-assessment:
Organizations Does Work Define Your Self‐Concept?
LearnSmart assignment chapter 4, exam 1
Workplace Emotions, (chapters 1-4), competency assignment
4 8-Feb-17 4
Attitudes, and Stress case: Rough Seas on the Link650, identify
organization to study for project

LearnSmart assignment chapter 14,

5 15-Feb-17 14 Organization Culture competency assignment: Prepare a memo
describing the culture of an organization
LearnSmart assignment chapter 5,
competency assignment self-assessment:
6 22-Feb-17 5 Employee Motivation
Need Strength Questionnaire, Observation
Assignment & Presentations.

LearnSmart assignment chapter 6,

Applied Performance
7 1-Mar-17 6 competency assignment self-assessment:
Practices
What is Your Attitude Toward Money?,

LearnSmart assignment chapter 7, exam 2

Decision Making & (chapters 14,5-7), competency assignment
8 8-Mar-17 7
Creativity self-assessment: Measure Your Creative
Personality

15-Mar-17 SPRING BREAK

 MGTK 350 Spring 17

LearnSmart assignment chapter 8,

9 22-Mar-17 8 Team Dynamics competency assignment case: ARBRECORP
LTEE; OB Project – Part 1

Communication In LearnSmart assignment chapter 9,

10 29-Mar-17 9 Teams and competency assignment self-assessment:
Organizations Are You an Active Listener?,

LearnSmart assignment chapter 10,

11 5-Apr-17 10 Power & Influence
competency assignment case: Resonus Corp

LearnSmart assignment chapter 11, exam 3

Conflict and (chapters 8-11), competency assignment
12 12-Apr-17 11
Negotiation self-assessment: What is Your Preferred
Conflict Handling Style?
LearnSmart assignment chapter 12,
Leadership in
13 19-Apr-17 12 competency assignment case: A Window on
Organizations
Life,

LearnSmart assignment chapter 13,

Organizational
14 26-Apr-17 13 competency assignment case: Merritt’s
Structure
Bakery

LearnSmart assignment chapter 15,

15 3-May-17 15 Organization Change competency assignment self-assessment:
Are You Tolerant of Change?

OB Project - Part 2
16 10-May-17
Exam 4 (chapters 12,13,15) due 10 May 2017

Important Dates:
Monday, January 16th – MLK Birthday – University Holiday
Tuesday, January 17th – Classes Begin
Friday, January 27th - Spring 2016 Graduation Applications Due
Spring Break – March 13th-17th
Saturday, May 13th – Graduation – 7:00 PM Bell County Expo Center
 MGTK 350 Spring 17
Appendix A
MGMT 350 Student Learning Outcomes by Text Chapter

On completing the learning activities for each chapter students will be able to do the following:

Chapter 1: Define organizational behavior and organizations, and discuss the importance of this field
of inquiry; Diagram an organization from an open systems perspective; Define intellectual capital and
describe the organizational learning perspective of organizational effectiveness; Diagnose the extent to
which an organization or one of its work units applies high performance work practices; Explain how
the stakeholder perspective emphasizes the importance of values, ethics, and corporate social
responsibility; Summarize the five types of individual behavior in organizations; Debate the
organizational opportunities and challenges of globalization, workforce diversity, and virtual work;
Discuss how employment relationships are changing, and explain why these changes are occurring;
Discuss the anchors on which organizational behavior knowledge is based.

Chapter 2: Describe the four factors that directly influence voluntary individual behavior and
Performance; Define personality and discuss what determines an individual’s personality
characteristics; Summarize the “big five” personality traits in the five--‐factor model and discuss their
in1luence on organizational behavior; Describe self--‐concept in terms of self--‐enhancement, self--‐
veri1ication, and self--‐ evaluation; Explain how social identity theory relates to a person’s self--‐concept;
Distinguish personal, shared, espoused, and enacted values, and explain why values congruence is
important; Summarize five values commonly studied across cultures; Explain how moral intensity,
ethical sensitivity, and the situation in1luence ethical behavior.

Chapter 3: Outline the perceptual process; Explain how social identity and stereotyping influence the
perceptual process; Describe the attribution process and two attribution errors; Summarize the self--‐
fulfilling prophecy process; Explain how halo, primacy, recency, and false--‐consensus effects bias our
perceptions; Discuss three ways to improve social perception, with speci1ic application to
organizational situations; Describe the A--‐B--‐C model of behavior modi1ication and the four
contingencies of reinforcement; Describe the three features of social learning theory; Outline the
elements of organizational learning and ways to improve each element.

Chapter 4: Explain how emotions and cognition (conscious reasoning) influence attitudes and Behavior;
Identify the conditions that require and the problems associated with emotional labor; Describe the four
dimensions of emotional intelligence; Summarize the consequences of job dissatisfaction in terms of
the exit--‐voice--‐loyalty neglect model; Discuss the effects of job satisfaction on job performance and
customer service; Distinguish affective and continuance commitment, and discuss their influences on
employee behavior; Describe 1ive strategies to increase organizational (affective) commitment; Define
stress and describe the stress experience; Explain why a stressor might produce different stress levels
in two people; Identify five ways to manage workplace stress.

Chapter 5: Diagram and discuss the relationship between human drives, needs, and behavior;
Summarize Maslow’s needs hierarchy and discuss Maslow’s contribution to the field of Motivation;
Summarize McClelland’s learned needs theory, including the three needs he studied; Describe four--‐
drive theory and discuss its implications for motivating employees; Diagram the expectancy theory
model and discuss its practical implications for motivating employees; Describe the characteristics of
effective goal setting and feedback; Summarize equity theory and describe how to improve procedural
 MGTK 350 Spring 17
justice; Identify the factors that influence procedural justice, as well as the consequences of procedural
justice.

Chapter 6: Discuss the advantages and disadvantages of the four reward objectives; Identify several
team--‐ and organizational--‐level performance--‐based rewards; Describe five ways to improve reward
effectiveness; Discuss the advantages and disadvantages of job specialization; Diagram the job
characteristics model of job design; Identify three strategies to improve employee motivation through
job design; Define empowerment and identify strategies to support empowerment; Describe the five
elements of self--‐leadership; Identify speci1ic personal and work environment influences on self--‐
leadership.

Chapter 7: Describe the six stages in the rational choice decision process; Explain why people have
dif1iculty identifying problems and opportunities; Explain why people do not follow the rational choice
model when evaluating alternative choices; Describe three ways in which emotions influence the
selection of alternatives; Outline how intuition operates; Describe four causes of escalation of
commitment; Describe four benefits of employee involvement in decision making; Identify four
contingencies that affect the optimal level of employee involvement; Outline the four steps in the
creative process; Describe the characteristics of employees and the workplace that support creativity.

Chapter 8: Define teams and discuss their benefits and limitations; Explain why people are motivated
to join informal groups; Diagram the team effectiveness model; discuss how task characteristics, team
size, and team composition influence team effectiveness. Summarize the team development process;
Discuss how team norms develop, and how they may be altered; List six factors that influence team
cohesion; Describe the three foundations of trust in teams and other interpersonal relationships;
Discuss the characteristics and factors required for success of self--‐directed teams and virtual teams;
Identify four constraints on team decision making; Discuss the advantages and disadvantages of four
structures that potentially improve team
decision making.

Chapter 9: Explain why communication is important in organizations; Diagram the communication

process and identify four ways to improve this process; Discuss problems with communicating through
electronic mail; Identify two ways in which nonverbal communication differs from verbal
communication; Appraise the appropriateness of a communication medium for a particular situation
based on social acceptance and media richness factors; Identify four common communication barriers;
Discuss the degree to which men and women communicate differently; Outline the key strategies for
getting your message across and engaging in active listening; Summarize three communication
strategies in organizational hierarchies; Debate the benefits and limitations of the organizational
grapevine.

Chapter 10: Define power and countervailing power; Describe the five sources of power in
organizations; Explain how information relates to power in organizations; Discuss the four
contingencies of power; Summarize the effects of power on the power holder’s own performance and
well--‐being; Summarize the eight types of in1luence tactics; Discuss three contingencies to consider
when deciding which in1luence tactic to use; Distinguish influence from organizational politics;
Describe the organizational conditions and personal characteristics that support organizational politics;
Identify ways to minimize organizational politics.

Chapter 11: Debate the positive and negative consequences of conflict in the workplace; Distinguish
 MGTK 350 Spring 17
constructive conflict from relationship conflict; Describe three strategies for minimizing relationship
conflict during constructive--‐conflict episodes; Diagram the conflict process model; Identify six structural
sources of conflict in organizations; Outline the five conflict--‐handling styles and discuss the
circumstances in which each would be most appropriate; Summarize six structural approaches to
managing conflict; Outline four situational influences on negotiations; Describe four skills of effective
negotiators; Compare and contrast the three types of third--‐party dispute resolution.

Chapter 12: Define leadership and shared leadership; List the main competencies of effective leaders
and discuss the limitations of the competency perspective of leadership; Describe the people--‐oriented
and task--‐oriented leadership styles; Outline the path--‐goal theory of leadership; Summarize leadership
substitutes theory; Distinguish transformational leadership from transactional and charismatic
leadership; Describe the four elements of transformational leadership; Describe the implicit leadership
perspective; Discuss similarities and differences in the leadership styles of women and men.

Chapter 13: Describe three types of coordination in organizational structures; Justify the optimal span
of control in a given situation; Discuss the advantages and disadvantages of centralization and
formalization; Distinguish organic from mechanistic organizational structures; Identify and evaluate the
six pure types of departmentalization; Describe three variations of divisional structure and explain
which one should be adopted in a particular situation; Diagram the matrix structure and discuss its
advantages and disadvantages; Compare and contrast network structures with other forms of
departmentalization; Identify four characteristics of external environments and discuss the preferred
organizational structure for each environment; Summarize the influence of organizational size,
technology, and strategy on organizational structure.

Chapter 14: Describe the elements of organizational culture; Discuss the importance of organizational
subcultures; List four categories of artifacts through which corporate culture is deciphered; Identify three
functions of organizational culture; Discuss the conditions under which organizational culture strength
improves organizational performance; Compare and contrast four strategies for merging organizational
cultures; Identify the four strategies for changing or strengthening an organization’s culture; Apply
attraction--‐selection--‐attrition theory to explain how organizational culture strengthens; Describe the
stages of organizational socialization; Explain how realistic job previews assist the socialization process.

Chapter 15: Describe the elements of Lewin’s force field analysis model; Outline six reasons why
people resist organizational change; Discuss six strategies for minimizing resistance to change; Outline
the conditions for effectively diffusing change from a pilot project; Describe the action research
approach to organizational change; Outline the “Four--‐D” model of appreciative inquiry and explain how
this approach differs from action research; Explain how parallel learning structures assist the change
process; Discuss three ethical issues in organizational change.
 MGTK 350 Spring 17

APPENDIX B: Required Connect Materials for the Course:

What you need: You will be required to have materials from McGraw-Hill Education which include the
textbook content and CONNECT (which houses Learnsmart, your adaptive online study tool).

Where and How to Get It: Student Options for Purchasing AND Registering Into the Course
1. Bookstore: Your bookstore has this package which includes the print book and the Connect
Code. (The Connect code you will need to access the online study modules is included in the
package.) To register you follow the same steps as below but you enter your code.
OR:
2. Online: All DIGITAL. You can purchase Connect or Connect Plus (no print book, Ebook and
access to all the Connect/Learnsmart content) directly from the course website.
• Go to Blackboard and click on the LearnSmart Chapter Assignments tab. The first time you
link to a LearnSmart Connect Assignments within your course web site, it will request an
access code. If you purchased one of the packages that includes Connect, the access code
will have come with your text. If the access code was not included with your text you
can purchase it the first time you link from within Bb to a LearnSmart Assignment.
• Click the “Register Now” Button.
• Enter your email address.
• Enter your access code, select “Buy Online” if you don’t have an access code.
• Complete the registration form, click “Submit”
EXAMPLE:

SUPPORT:
If you need any Technical Support (forgotten password, wrong code, etc) please contact McGraw--‐Hill
Education Customer Experience Group at
(800) 331-5094
(Please be sure to get your case number for future reference if you call the CXG line.)

FAQs: http://www.connectstudentsuccess.com/
 MGTK 350 Spring 17
APPENDIX C: LearnSmart Benefits

Also see: http://learnsmartadvantage.com/students/benefits/

The market--‐leading adaptive study tool proven to improve grades and designed to maximize
productivity and efficiency in learning
• Helps convert knowledge to long--‐term memory through deliberate practice
• Prioritizes key learning objectives to ensure that every minute spent studying is valuable

Everyone learns differently, but when it comes to school, we all have similar goals: to get better
grades and retain more knowledge. That’s why we created the LearnSmart Advantage suite of
products – the most widely used adaptive education tools available today.

LearnSmart Advantage was designed to help students like you make the most effective use of your
study time and achieve academic success. Available in a wide array of subject areas, the suite of
adaptive learning products helps you get a baseline understanding of what you know – and what you
don’t – and then builds a personalized plan for success.

BOOST GRADES
Studies have proven that LearnSmart, the engine that powers all LearnSmart Advantage products, is
effective in boosting students’ grades at least one letter, almost regardless of the starting point. It’s
the smartest way to get from B to A.

MAXIMIZE STUDY TIME

An at--‐a--‐glance view of strengths and weaknesses helps students gauge progress, pinpoint problem
areas and guide their efforts moving forward. With LearnSmart Advantage you’ll know what you
know and what you don’t – ensuring that your time spent studying is the most efficient and
productive time possible.

IMPROVE MEMORY RECALL

By providing interactive content at crucial points in the learning process, the LearnSmart Advantage
platform recharges key concepts right before you’re about to forget them. It simply never lets
students forget.

INCREASE RETENTION
By keeping students engaged and instructors aware, LearnSmart Advantage forges a strong
connection between student and teacher that helps significantly improve retention and pass rates.