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Professor Caroline Bartel
Phone: 471-8314 Office: CBA 4.254 Office hours: Wednesday 3:30-4:30pm & by appointment Email: Caroline.Bartel@mccombs.utexas.edu
Business organizations of all types face myriad management problems that pose significant challenges to them. Examples include developing strategies for hyper-competitive conditions, creating a corporate culture, managing politics and conflict between individuals and organizational units, motivating employees and designing attractive incentive systems, and dealing with an increasingly diverse and global workforce. Such challenges and how managers can deal with them are the subject of this course. The course has three major components. The first is “macro” in nature. It focuses on the “hardware” of organizations: strategy, structure and design. Issues that we will explore include: • •
What are the demands that organizations face in seeking to grow and thrive? How does an organization determine what its strategy is? What are the essential elements of structure available to a manager? How does a manager use these elements to implement its chosen strategy?
In the second component, we will learn about the “software” of organizations – culture, control systems, power and politics. Some issues that we’ll explore include: • How do you identify an organization’s culture, and how does it affect members’ goals and actions, and ability to coordinate effectively? How do the strategy, structure and culture of an organization affect how power is distributed across groups? What types of inter-group conflict does this produce? How do these dynamics, in turn, affect the culture that evolves? How can individuals and groups increase their power?
The third component is more “micro” in nature. It focuses on sharpening certain competencies that managers rely on everyday. To do this, we will review frameworks on how to manage work groups, facilitate effective group decision-making, motivate performance, handle conflict, and negotiate successfully. Our premise here is that day-today business success requires being able to understand and manage complex social interactions with diverse and differentially motivated groups of people. 1
financial analysts. Bartel’s section. prepare all exercises. Available at the Textbook Department in the basement of the Co-Op.This course will introduce you to some of the central theories and frameworks in management theory and will help you to understand how to apply them to analyze and address real management problems. 3. Grading Your learning in this course will be tracked over the course of the term through both individualand team-based assignments. To be distributed in each class session. Be sure to purchase the packet for Prof. Therefore. There will also be class exercises that require preparation. Additional materials to be distributed in class or posted on Blackboard. You can only develop these skills through practice. and participate in class case discussions because practice is the only way you can develop skills. the more accomplished you will become. and accountants require sophisticated knowledge of organizations and their management in order to make wise decisions within their respective responsibilities. Such knowledge is relevant regardless of whether you aspire to a management position. An understanding of organizations and their management is also important for anyone who plans to work within an organization. as career success generally hinges on one’s ability to accurately read and respond to the organizational context within which one operates. individual exams and papers. The more practice you have. In addition to providing you with theories and frameworks. despite financial and marketing synergies. In order to do this we will rely heavily on case analyses. It will also provide you with a better basis for understanding and evaluating organizations and their management practices. indicated as such in course schedule. and teambased assignments comprise the work that you will complete. Power Point slides. it is essential that you have considerable opportunity to work on actual management problems. and the more feedback you will receive. You are expected to carefully analyze all cases. Specific assignments include: Exam 1 and 2 Individual reflection papers (2) Class preparation & contributions Team business proposal & presentation 30% (15% each) 20% (10% each) 15% 35% 2 . Investment bankers. a second objective of this course is to teach you skills in applying those theories and frameworks to analyze management problems and develop appropriate solutions. Organizational Behavior: Readings and Cases. Class participation. It is generally acknowledged that most mergers fail and that the primary reason for this failure is the inability of management to create an adaptive common culture. Course Material 1. 2. Cases will provide the material to practice analyzing and addressing management challenges.
Both examinations are closed-book exams and will contain a blend of multiple choice. Examinations (30%) Exam 1 is on Monday October 16 and Exam 2 is on Wednesday December 6. If you are going to be late or absent. For more information. it is acceptable for you to discuss the case with your classmates. A student will earn a √+ if he/she provides a thoughtful analysis of the case (Paper 1) or situation (Paper 2) and applies course concepts appropriately. or does not apply course concepts at all. If your assignment is late. once you begin putting your thoughts in writing. fill-in. 2. Finally. Thus. you must not communicate with your classmates.if he/she provides incomplete answers or analyses. and short-answer questions. material from earlier readings may be relevant and must be applied even if it means using concepts that were not discussed for several weeks. you can email them to me. It is an honor code violation to view anyone else’s written material. Also note that the university provides. contact the Office of the Dean of Students at 471-6259. A student will earn a √ if he/she makes a good effort to thoughtfully assess the case or situation and applies course concepts without any gross inaccuracies. 471-4641.Individual Work 1. You will submit these reflection papers at the beginning of class on the day it is due. For the second reflection paper. applies course concepts incorrectly. appropriate academic accommodations for qualified students with disabilities. However. The material in the readings should play an important role in your papers. The first reflection paper will address the assigned questions for a particular case. 3 . Re-scheduling must occur more than 1-week in advance. I can arrange for you to take the exam on an alternate day/ time before the designated exam date. You have the choice of one of the following cases: Smile Factory (Wednesday September 27) or Kidder Peabody (Wednesday October 4). The questions you should address are listed in this syllabus. Individual reflection papers (20%) You will be responsible for two short papers during the semester. Each reflection paper should not exceed 2 pages. a student will earn a √. Remember that this course is cumulative. it will not be graded. upon request. Reflection papers received after this time period will not be accepted. Reflection papers delivered in this way must arrive no later than 15 minutes prior to the start of class to receive credit. except under conditions of completely documented emergencies. If you have a legitimate reason for not being able to attend a scheduled exam. I will evaluate papers on a “three-check” system. Late submissions will not be accepted under any circumstances. you will evaluate an experience or decision you made in a work environment in light of the material we’ve covered since Exam 1. In preparing your reflection papers. Absolutely no make-up exams will be administered.
Absence and lateness each have a negative impact on your class preparation grade. After this time period it is considered late. if 3 readings are due for a particular class session. Beginning with the fourth late assignment and beginning with the third missing (i. FAIL means you handed in nothing. Class preparation will be evaluated in terms of several factors. and any critical “take home points. Thus. A copy of the annotated bibliography is due at the beginning of class on the day that the readings are due. Accordingly. which should not exceed one-side of a page. If you are going to be late or absent. Bibliographies turned in after I have collected them at the start of class will be marked late and will receive only half-credit. Class discussions are intended to enrich your understanding of text and lecture material. your annotated bibliography should not exceed 3 pages (front side only). your class preparation grade will be lowered a full letter grade. If you turn in this type of annotation. These notes can be typed or handwritten.” Bibliographies should be stated in your own words. you can email your bibliography to me.3. I will return it to you and ask you to re-do it. Attendance: This is a course that uses learning methods that require active student involvement. no late bibliographies will be accepted under any circumstances. Notably. Beginning with the fourth absence and third late arrival. Class Preparation & Contributions (15%) I see class discussions as the primary vehicle through which learning will take place in this course. Homework Assignments: Annotated Bibliographies Part of your class preparation involves completing weekly (and sometimes bi-weekly) reading assignments from the coursepack and preparing an annotated bibliography. Don’t be. to help identify concepts and theories for which you need clarification. which are described below.. It should summarize the major premises of the reading. After this time. You will prepare a separate annotation for each assigned reading. your class preparation grade will be lowered a full letter grade with each subsequent occurrence. PASS means that you handed in an acceptable summary (in your own words) of the major points of the readings. to provide a context for you to share your own insights and experiences with other class members.e. Many students are intimidated by the “obligation” of speaking up in class. An annotated bibliography is a short summary. Your anxiety will be reduced only through practice. 4 . not turned in) assignment. Late bibliographies can be submitted for half-credit up to 1-week after their due dates. Lateness and failure to complete these homework assignments will have a negative impact on your class preparation grade. Annotated bibliographies are graded on a Pass/Fail basis. more than three absences and two late arrivals will reduce your class preparation grade. To actively participate will require that you read the assigned material and prepare the assigned case or exercise before coming to class. definitions or descriptions of major terms or concepts. The secret to cutting your stress level is to BE PREPARED. Be sure to keep a copy for your own records – you will find these annotations enormously useful in preparing for the Exams. attendance is required for every class session. Bibliographies delivered via email must arrive no later than 15 minutes prior to the start of class to receive full credit. It is not acceptable to simply copy full sections verbatim or to copy tables/charts. It therefore is important that you are actively engaged in all class discussions.
will not receive satisfactory grades for class participation. PASS means simply that you handed in something. Sometimes I will ask you to turn in your notes. perhaps due to fear of public speaking or not having English as a first language. and build upon. your grade is not affected by what you communicate to me on these memos. I emphasize positively productive because I am far more interested in the quality of what you have to say than in the amount of talking that you do. We can schedule your participation in advance so that you will know what points will be raised and you can prepare your comments. Handwritten notes are acceptable and bullet point lists are fine –these are not formal assignments. The purpose of these 2-minute memos is to establish a direct line of communication from you to me. which I will announce ahead of time in class. FAIL means you handed in nothing. If at any time the quality of the class discussions reflects inadequate preparation for the class as a whole. To encourage frankness and freedom of expression. they will be graded and will be used to calculate your class preparation grade. beginning with the fourth missing two-minute memo. As well. Your goal should be to contribute to the class discussions. and your grade will be affected. not simply to talk for the sake of talking. Students who do not adequately prepare undermine their own learning as well as the overall quality of class discussions. your class preparation grade will be reduced a full letter grade. or who repeatedly offer comments that detract from rather than add to the class discussion. the comments of your classmates. Attending class but not participating does not provide me with a sufficient basis for giving you a satisfactory grade. these memos are marked PASS/FAIL. Simply showing up to class on time is not sufficient for satisfactory class participation. However. In order to do so. I will administer a “pop-quiz” on the readings or facts of a case. please tell me before class if you are not prepared in order to avoid embarrassing you inadvertently. Specifically. Thus. Any student who is fearful of speaking spontaneously. students must be prepared for every class session. If you are not present. Students who repeatedly re-state what others have said. 5 . Thus. Since students will be called on at any time. there will be no 2-minute memo from you. students are advised to prepare substantially for each session. no student will receive an A grade who is disruptive or inattentive. regardless of his/her overall course average. you will be asked to complete a 2-minute memo once a week in class. No student will receive an A grade in the course who is not an active and positively productive participant. These should be an informal set of notes that you can draw on during class discussion. Two-Minute Memos: As part of your class participation. If quizzes are necessary. should see me within the first two class sessions so that we can arrive at common expectations for your performance. it will be necessary to listen to.Homework Assignments: Case Preparation Part of your class preparation involves preparing notes for the assigned reflection questions for each case or exercise (listed in this syllabus). Class Contributions: To have high quality class discussions. this communication is a required part of class participation.
Teams will write a one-page description that (1) describes the industry in which they will exist and compete and (2) develops a viable idea for a business that describes the products or services offered. You may deliver your report to my mailbox outside the 4th floor Management Dept. etc. target consumers and business objectives. teams should find they are gaining an increasingly improved sense of the management issues faced in their particular business and industry.g. Ultimately. marketing.Teamwork Team Business Proposal & Presentation (35%) Teamwork in this course will consist of a semester-long project that focuses on management issues faced by entrepreneurs who are trying to get a business started. Your team will also be asked to deliver a 10 minute presentation of your business plan to the class. and Internet and library searches to clarify how course concepts apply to their proposed business and to gather current evidence and examples of such applications. These outlines should not exceed 2 pages. reception area. teams will prepare three 2-page outlines that relate different course topics to specific management issues that are relevant for their proposed business. The first task for teams is to identify an industry they are interested in learning more about. Presentations will be arranged by random draw in class. December 11th by 11am. The presentation dates are November 15th and 20th. e-commerce. Strategy outline: Structure outline: Culture outline: Monday October 9th Monday October 23rd Monday November 6th The final report is due on Monday. students will self-select into 4-6 person teams based on personal business interests (e. accounting. This description is due on Wednesday September 20th. The final report should not exceed 10 pages. Reports received after 11am will be penalized a full letter grade.. Specifically. (2) structure and (3) culture. teams will provide an assessment of how issues associated with the course topic manifest themselves in their business. 6 . on the dates listed below. these outlines will serve as the basis for the final report. Early in the semester. In the strategy report. I will provide additional materials in class that describe the requirements for the outlines and final paper. For each outline. During the remainder of the semester. entertainment. Teams will then generate possible business ideas and select one of these options to pursue. for which I will provide feedback. for example. Specifically. which will elaborate and integrate the information contained in the outlines. investment banking.). teams will develop a strategic plan for their business that is well suited to the industry in which they will operate. your project team will develop a quasi-business proposal for a new entrepreneurial venture of your choosing. Your team should assume you are presenting to a group of potential investors as well as top managers in other firms who you may be interested in recruiting. Outlines should build on each other in the sense that through combining them. the outlines will focus on (1) strategy. Each report may require teams to conduct interviews. Teams will turn in these outlines.
This means that you not only must make a direct contribution to the development of the in-class presentation. Teams often ignore problems wishing that they would go away. they only get worse. including a copy of the evaluation form. Be reasonable. which documents each team members’ contributions to the team assignments. More often they don’t.You should feel free to distribute to the class any printed material that will assist with the presentation.” It is surprising how many people who have one problem have a series of other problems. Everyone in this class is expected to carry an equal share of the teamwork load. Your output for many of the assignments in this school will be a team product. but that you also have an obligation to make your team work effectively. An infrequent problem associated with group projects is a team member who does not do his/her share of the job. Try to solve the problem among yourselves. you are expected to get the work done and to manage each other.for any reason . You are on your honor that you will do your fair share. General Words about Teamwork The issue of equity is a concern that some students have about working in teams and about team grades. Team tasks should be given team rewards.social problems right now but I’ll make it up later. You are urged not to let problems develop to the point where they become serious. If you can’t. 7 . If I am convinced that someone has not carried his/her fair share . why should your grade be dependent on them? This view is generally a function of coming from educational environments that only ask for and measure individual performance. Giving feedback will be a large part of your job after graduating. the evaluation is for feedback purposes only. The presenting team’s grade will not be affected by the evaluation conducted by the other team. Each team also will provide me with a copy of its Powerpoint slides with Notes pages that summarize the main point for each slide. Rather.I will reduce that person’s grade as low as to 0 if I believe it is warranted.health . At the end of the term each team will turn in a Peer Evaluation Form (to be distributed in class). but don’t be a doormat. Your team will receive additional information about the presentation. Beware of excuses like: “I am too busy with urgent work . Each team will be assigned to evaluate another team’s presentation. bring it to me. If you work harder and do better work than your peers. I will not supervise the process any more closely than would most managers in similar circumstances. later on. such as a team case presentation.
5 x 11). please submit in writing a brief summary of what you feel needs further attention and submit this re-read request with your original work with my comments within 1 week of receiving your grade. I suggest that you obtain a copy of The Elements of Style by William Strunk and E. 11-point font or larger. All major assignments must adhere to the following guidelines: Single-sided. Policy Regarding Re-reads of Graded Assignments In the event that you feel something was missed in the grading of your work (be it mathematical error or other). The responsibilities of both students and faculty with regard to scholastic dishonesty are described in detail in the Policy Statement on Scholastic Dishonesty for the McCombs School of Business: 8 . If you request a re-read. White (New York Macmillan) or a similar text. Use only one term per concept or issue – avoid synonyms. Excessive grammatical and spelling errors could result in a lower grade. I will read the work again from scratch and your grade may go up or down. It is also critical that major assignments be proofread very carefully. Ensure that the use of course concepts is explicit and appropriate. pager.I do not accept any personal lobbying efforts on behalf of grades other than in writing. team business proposal) must be printed. Policy Regarding Class Professionalism Please turn off all electronic devices at the start of class. Text messaging during class also is not permitted. Be concise – avoid passive voice and long sentences. 2. please use both a dictionary and a good word processing program to check your spelling. I will not consider any questions about grades other than in writing. B.0 spacing. 471-4641 TTY. Emphasize the evidence – eliminate unfounded speculation and opinion. Do not attempt to use office hours as a forum to discuss grades -. Policy on Academic Integrity The McCombs School of Business has no tolerance for acts of scholastic dishonesty. standard paper (8. contact the Office of the Dean of Students at 471-6259.Administrative Policies Policy Regarding Assignment Formatting All major written assignments (reflection papers. Grades for each assignment are considered final one week after returned to the class and will no longer be open for re-reading or discussion. Policy on Academic Accommodations The University of Texas at Austin provides upon request appropriate academic accommodations for qualified students with disabilities. If you have difficulties with grammar. For more information. 1-inch margins Use subheadings (sections) to enhance clarity and readability. If you have difficulties with spelling. A $20 penalty (due on the spot!) will be imposed should your cell phone. or any other device go off during class. Also note that this class has a “No Laptops” policy. Handwritten reports are unacceptable under any circumstances and will not be graded.
utexas. Students who do not want their names included in the electronic class roster must restrict their directory information in the Office of the Registrar.edu/student/registrar/catalogs/gi02-03/app/appc09.html 9 . For information on restricting directory information see: http://www. including the possibility of failure in the course an/or dismissal from the University. you have agreed to observe all of the student responsibilities described in that document. You should refer to the Student Judicial Services website at http://deanofstudents. I have agreed to observe all of the faculty responsibilities described in that document. it is your responsibility to ask me for clarification. Main Building (Room 1). Policy on Blackboard and Student Privacy A password-protected Blackboard site exists for this course.edu/sjs/ or the General Information Catalog to access the official University policies and procedures on scholastic dishonesty as well as further elaboration on what constitutes scholastic dishonesty. By enrolling in this class. Since dishonesty harms the individual.utexas. and the integrity of the University.By teaching this course. Class e-mail rosters are a component of the site. policies on scholastic dishonesty will be strictly enforced. Policy on Scholastic Dishonesty: Students who violate University rules on scholastic dishonesty are subject to disciplinary penalties. all students. If the application of that Policy Statement to this class and its assignments is unclear in any way.
Analyze the case. Nonetheless. conflict among departments. material from earlier readings may be relevant and must be applied even if it means using concepts that were not discussed for several weeks. Finally.Case Analysis Guide This course uses cases as springboards for class discussions. Often a situation may be going well but contain the seeds of future problems. even more “wrong” answers. This is due to your likely inexperience dealing with the relative lack of structure that is characteristic of complex management issues. hostile employees. The material in the readings should play an important role in your analysis of the case. they are intended to help you orient your analysis. thus be sure to give yourself sufficient time to read and think about the issues in the case. cases are not necessarily examples of bad management. You should be able to identify the outcomes in the case and/or issues that the organization faces. Remember that case analysis in this course is cumulative. it would be important for the physician to determine what has caused the "problem. it may be useful for you to follow a process that has been successful with other students in this course in the past. Part of analysis is to define the issue(s). Clearly the cough is just a symptom of a deeper underlying problem. Often it is more difficult to explain why a situation is working than it is to analyze the causes of obvious problems. There may be numerous problems and issues. 2. Read the assigned readings. the disease of tuberculosis. The challenge of case analysis is to explain the underlying mechanism that is producing actions and behaviors observed in the situation. At the outset. These outcomes may be detrimental (e. In fact. there is no “right” solution to most managerial problems. other issues not raised in the questions may also be relevant. Most people initially find case analysis to be very difficult and uncomfortable. The assigned questions should be considered a guide to issues that you must consider. Thus. Another part is to explain the mechanisms that are causing the problem(s) or to explain why things are working well. Until you develop a process for case analysis that is most comfortable for you. In fact. However." If the cause of the cough is tuberculosis. much like we could treat worker dissatisfaction by paying higher wages. Take notes on important issues in the case as well as concepts in the reading material that seem applicable. inability to control operations) or they may be beneficial. rather there are apt to be many “right” answers. They may be about any quality of management.g. Consider the following example: You go to the doctor with the "problem" of a cough or a fever. then only treating the cough is apt to lead to serious long-run consequences because the underlying disease process will still be at work. It may be easy for the physician to treat the cough or fever with a number of medicines. you may find it difficult to identify and 10 . turnover. 3. Ultimately. you should aim to make the distinction between symptoms and casual mechanisms. and unfortunately. recommendations must be developed that are appropriate for the situation. Read the case and the assigned case analysis questions (listed in this syllabus). I will supply you with a set of questions for each case to help orient your analysis in preparation for class. Suggested Steps in Analyzing Cases: 1. No correctly answered list of questions or mechanical process will automatically lead to the “right” answer.
not necessarily examples of bad or even good management. 11 . some theory in the assigned readings and possibly earlier readings should be applicable to the case. If you considered multiple possible solutions. Remember. 4.separate symptoms from the underlying problem. it will come with practice. specific cases are assigned because they present good opportunities to give you practice in using theory and research. firing the boss and replacing him/her with a better manager may be a good "theoretic" solution but it may not be feasible in a given set of circumstances. Take the situation for what it is rather than approaching it with a point of view. You should develop the solution that has maximum positive impact and minimum negative consequences. Be alert for the danger that some information in some cases is coming from biased participants and therefore must be taken with a grain of salt. Solutions must be effective and efficient. There is often considerable information that is irrelevant. Therefore. develop a solution and an explanation of how you would implement the solution. trivial or even obfuscating. We will discuss these recommendations in class. For example. After you complete the analysis. It is a difficult and time-consuming process to develop strong analytical skills – be patient. Cases are situations. you may want to explain why you chose a certain solution over other options. Solutions often have positive and negative consequences. Also note that a characteristic of all cases is that you will never have all the information that you want. Solutions should logically follow the analysis and should be feasible. Killing a fly with a bomb is effective but not efficient.
Daiwa lost $1. 2. Peabody & Co. 1. Recreation Products. what is the basis of this commitment? Kidder. 1. Smile Factory 1. Describe the Disney culture and explain the specific advantages of this culture in terms of promoting its strategy. and its reward system. Southwest Airlines Analyze Southwest’s strategy using the assigned readings. Bring to class a chart of your recommended structure. Note: You should be aware that the events at Kidder while unique in some respects are not rare in the industry. and cultures of the two organizations. Analyze the merger and the relationship between Kidder and GE. Consider the organizational structures. What problems is RPI experiencing with its structure. Be aware of the pros and cons of your proposed structure. This is an important part of preparation for class discussion. strategies.Case Reflection Questions You should prepare a brief set of notes/answers to the assigned reflection questions for every case. control systems. How does Disneyland get employees to behave as they do? Are these methods effective? 3. How has Southwest been able to deliver consistent high performance over such a long period of time? What is its competitive advantage? 1. How was Kidder’s environment and strategy affected by becoming a subsidiary of GE? How did the merger contribute to the problems in the case? 2. 2. management and control systems. Recommend a new structure for RPI. Analyze Kidder’s culture. Barings was bankrupted by the activities of a "rogue" trader. and why? 4. Sumitomo lost $1. Are Disney employees committed to their organization? If so. What new external demands is RPI facing and what pressures have they created for RPI? 2. How would you characterize RPI’s current structure? 3. How did these contribute to the problems in the case? 12 . Inc.1 billion through the improper activities of a bond trader that extended over 11 years.8 billion as a result of the unauthorized trading of its head copper trader.
What sets of forces explain the responses and actions of Playskool. and why are they occurring? 2. What are the pros and cons of Lincoln Electric’s reward system and its approach to designing work? 13 . 4.Playskool Travel-Lite Cribs 1. What have Clendenin’s objectives been at Xerox? What obstacles did he confront in accomplishing those objectives? 2. What changes would you recommend to Hausser management. How does Clendenin utilize power? How effective are his attempts at influence. E. What interpersonal and organizational strategies did Clendenin use to accomplish his objectives? 3. How are macro variables such as Hausser’s strategy and structure affecting the situation? 3. 3. How was Lincoln able to grow and prosper for so long in such a difficult commodity industry that forced out other giants such as GE? What has been the source of Lincoln’s outstanding and enduring success in the US? 2. What should be done to improve the situation. and why? Lincoln Electric: Venturing Abroad 1. leadership. perceptual processes and communication processes. What should Eric do now? Hausser Food Products 1. management and control systems. and culture. explain why the salespeople are not motivated to sell as much as they can. What problems exist at Hausser. Managing Xerox’s Multinational Development Center 1. personal attributes. What are the causes of the problems that Keller is experiencing with Petrou? Consider factors such as structural demands. Briefly analyze Konigsbrau-Hellas’ strategy. 1. expectancy theory. Why are these problems occurring? Analyze the team’s design and its organizational context. and why? Konigsbrau-Hellas A. the following played: organizational structures. What implications do these have for the positions held by Keller and Petrou? 2. Analyze Lincoln Electric’s approach to motivating its employees. 3. and why? The Team that Wasn’t 1. equity theory. 2. Explain also why they are not motivated to share information about their new market. Making explicit use of appropriate theoretical frameworks (e. Which other organizations in this case have social responsibilities? How well did they fulfill those responsibilities? Be sure to characterize their actions based on the readings. To what extent are the problems due to how the team was put together as opposed to how it is being managed/coached? 4. goal-setting principles). Hasbro and Kolcraft? Consider what role. What is the nature of the problems that the team experiencing? 2.. if any.g.
M September 18 Organizational Structure: Part 1 Read 1. 4. 2. What is Organizational Behavior? (Note: no annotation due for this reading) Prepare 1. Personal Information Questionnaire (distributed first day of class and posted on Blackboard) 3.COURSE SCHEDULE FALL 2006 1. Bring this to class and be ready to discuss your decisions. W September 13 Organizational Strategy Read 1. Structure and Design: Basic Organizational Building Blocks 2. W August 30 Course Introduction: What is Organizational Behavior? • • • Course overview Handouts: Personal Information Questionnaire In-class exercise: United Airlines case (distributed in class) 2. Patterns of Strategic Organizational Design In-class Structure exercise & continued discussion of Southwest 14 . How Competitive Forces Shape Strategy 2. W September 6 Course Introduction: Organizational Behavior – Macro to Micro Read 1. Memo Exercise • Prioritize the memos. M September 11 Formation of Project Teams This session will be devoted to identifying those individuals with whom you will work to complete the semester-long team project. Consider the order you created— what overall logic guided you in assigning this order? • Provide a short description of the actions that you would take on your “top four” memos. Are You Sure You Have a Strategy? Prepare Southwest Airlines case 5. Course syllabus 2.
Socialization. Peabody & Co. Organizational Culture 2. Bring a recommended organizational chart to class along with your case notes. M September 25 Organizational Culture.6. M October 9 Organizational Social Responsibility: Part 1 Read Basic Principles of Social Responsibility (handout) In-class Vanatin exercise (Note: if you plan on being absent from this class I need to know in advance given the logistics of this exercise) Due: Strategy outline for team project 15 . 9. Due: One-page description of business idea for team project 7. & Control: Part 1 Read 1. M October 2 Team Consultation Day Project teams can use class time to work on their strategy & structure outlines. and Commitment In-class Analysis of IDEO video case 8. 11. either in our classroom or at another location. & Control: Part 2 Prepare The Smile Factory: Work at Disneyland case (Note: You may choose this case for your individual reflection paper). 10. case (Note: You may choose this case for your individual reflection paper). Inc. W October 4 Organizational Culture. Be prepared to turn these in. & Control: Part 3 Read Organizational Controls (handout) Prepare Kidder. Culture. Socialization. Corporations. W September 20 Organizational Structure: Part 2 Prepare Recreation Products. Professor Bartel will be on-hand in the classroom to answers questions and provide assistance if needed. W September 27 Organizational Culture. Socialization.
Work Teams in Organizations: An Orienting Framework 2. W October 11 Organizational Social Responsibility: Part 2 Prepare Playskool Travel-Lite Crib case (Parts A. 15. You will email me the results of your negotiation on Sunday November 5th by 5pm. Who Gets Power and How They Hold On to It 2. 18. W October 25 Read Structure outline for team project Designing High Performing Teams: Part 1 1. Team Decision Making Prepare Bring in answers to assigned questions to survival exercise (handout) 17. W November 1 Designing High Performing Teams: Part 3 Read Social Influence and Group Decision Making In-class View and discuss segments of the movie “12 Angry Men” 16 . B. W October 18 Exam 1 Power and Influence: Part 1 Read 1. This exercise will require working with a classmate AHEAD OF TIME. M October 16 14. M October 30 Designing High Performing Teams: Part 2 Prepare Team that Wasn’t case *Materials for the November 6 negotiation class distributed and negotiation pairs announced. M October 23 Power and Influence: Part 2 Prepare Managing Xerox’s Multinational Development Center case Due: 16. Power and Politics: Organizations as Political Entities In-class Power exercise.12. C) 13. Note: Bring $5 to class for this exercise.
Motivation: A Diagnostic Approach 2. W November 22 Team Presentations Team Presentations Team Consultation Day Project teams can use class time to work on their final written report. W November 8 Motivating People: Part 1 Read 1. On the Folly of Rewarding A While Hoping for B 21. Pairs were announced on Monday October 30. W November 29 Managing Organizations from a Systems Perspective Prepare Lincoln Electric case 17 . reception area) before class starts. M November 20 24. M November 6 Negotiating Effectively NOTE: This in-class exercise will requiring working with a classmate AHEAD OF TIME. Due: Culture outline for team project 20. Professor Bartel will be on-hand in the classroom to answers questions and provide assistance if needed. Theories of Motivation (handout) 3. You can drop off the paper at the start of class OR drop it off in my mailbox (outside the 4th floor Management Dept. M November 13 Motivating People: Part 2 Prepare Hausser Food Products case 22.19. M November 27 Motivating People: Part 3 Read Understanding People: Social Perception Prepare Konigsbrau-Hellas case 26. You should email me the results of your negotiation the day before class (Sunday November 5 by 5pm). 25. Due: Individual Reflection Paper #2. either in our classroom or at another appropriate location. W November 15 23.
27. 28. M December 4 Course Summary In-class Peer evaluation forms distributed. reception area. 18 . W December 6 EXAM 2 Prepare Peer Evaluation form due today M December 11 Final Team paper due by 11am. You can drop off the report in my mailbox outside the 4th floor Management Dept. You must complete this form as a requirement for this course.
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