MHR_300_Live_-_Course_Syllabus_Fall_2010_-_FINAL5-X

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MHR 300: Organizational Behavior

Fall 2010

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Fall 2010

Loren Kuzuhara

Lecturer & Course Coordinator

4176 Grainger Hall

Office Hours: T 10:00-12:00, W 1:00-3:00, TH

9:00-12:00, F 9:00-12:00 or by appointment Note: To ensure that you can get in to see me when

you need to, appointments are strongly

recommended especially before exams and close to the due date for the team project

Office Phone: 262-4453

Cell Phone: 209-0099 E-mail: [email protected]

Noah Kunin-Goldsmith

Teaching Assistant

1290 Grainger Hall

Office Hours: M 3:30-4:30, T 12:00-2:00 or by

appointment E-mail: [email protected]

Ben Williams

Teaching Assistant

1290 Grainger Hall

Office Hours: M 1:00-2:00, TH 1:30-3:30 or by

appointment E-mail: [email protected]

Lectures

Lecture #1: MW 9:55 a.m., 1100 Grainger Hall (Loren)

Lecture #2: MW 11:00 a.m., 1100 Grainger Hall (Loren)

Discussion Sections

Disc 301 – F 8:50 (1190 Grainger) – Ben Disc 302 – F 8:50 (1180 Grainger) - Noah Disc 303 - F 9:55 (1190 Grainger) - Ben Disc 304 - F 9:55 (1180 Grainger) - Noah

Disc 305 - F 11:00 (1190 Grainger) - Ben Disc 306 - F 11:00 (1180 Grainger) - Noah

Disc 307 - F 12:05 (2170 Grainger) - Ben Disc 308 - F 12:05 (1190 Grainger) -Noah Disc 309 - F 1:20 (1190 Grainger) - Ben Disc 310 - F 1:20 (1180 Grainger) - Noah

Course Objectives

1. To develop an understanding of the fundamental principles of the “art and science” of effective

leadership and management and how to apply them in real world organizations.

2. To develop an “OB Radar” that provides a strategic perspective for leading and managing real world

organizations.

3. To develop key skills in using practical management tools to enhance individual, team, and organizational performance and global competitiveness.

mailto:[email protected]

[email protected]

mailto:[email protected]

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Course Structure

Courses@Business Website

The MHR 300 course Web site on the School of Business Course Management System called

"Courses@Business" and it is located at http://courses.bus.wisc.edu/. You will need your UW Net ID and

password to access this Web site. This is an excellent general resource for lecture materials, readings, course announcements, review materials for exams, and information regarding the team project.

Required Course Materials

Textbook and Textbook Website: Aldag, R,J. & Kuzuhara, L.W. (2009). Organizational Behavior: A

Skills Approach.

Note: The textbook website (this is different from the UW course website above) contains an array

of valuable resources for students to maximize their learning from the textbook. This includes a large

bank of chapter content mastery quizzes that will reinforce your ability to understand text material and to do well on the semester exams as well as additional videos and learning activities that we will

use in the course. The website address is:

OB Textbook Website

http://webcom2.grtxle.com/orgbehavior

Important: You will need the access code that is located on the inside cover of your textbook to log

into this website.

i>Clicker Unit (Note: This unit is used to provide students with an opportunity to become

actively involved in the discussion of issues in lectures)

Note: All of the above items can be purchased from the University Book Store on campus.

OB in the News Readings

These readings address current issues related to organizational behavior in real world organizations. All of

these readings will be taken from business periodicals (e.g., Wall Street Journal, Fortune, Business Week). By Monday of each week, one article that pertains to the topics being covered in lecture will be posted to the

course Web site. A set of discussion questions will be included with each article to help you to focus on the

most important issues to think about and to understand. Some time will be spent analyzing these articles in

discussion sections.

Important: Please be sure to read all of the OB in the News readings and remember the key points based on

the discussion questions and the analysis of the articles in discussion section. The content that relates to the discussion questions in each reading is fair game for exams.

Lecture and Discussion Section

This course consists of two, 50-minute lectures and one 50-minute discussion section each week Lectures

will emphasize the conceptual foundation and the practical implications of key OB models and principles.

Video clips and guest speakers may be used on in lecture. Discussion sections will focus on providing support for the team project and on conducting case analyses and experiential exercises to develop students'

skills in applying course material.

http://courses.bus.wisc.edu/

http://webcom2.grtxle.com/orgbehavior

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Important: Attendance at lectures and discussion sections will be critical to your success in this course! Material covered in discussion section will be tested on all examinations. Please be sure to read the

discussion section attendance policy presented later in this syllabus.

i>Clicker System (Lectures Only)

The i>Clicker system that is used in other School of Business foundation courses at the UW-Madison has

been adopted in MHR 300 in order to create a more interactive environment for lectures. The clickers will be

used to poll students about issues and to assess student understanding of course material.

Important: Students should bring their clickers to lecture for every class. We will be using the clickers

on a regular basis starting in the second week of classes.

Important: The i>clicker system will track student attendance and participation in class activities using the

clickers. Please note that each student should only be using his/her own clicker during class and that giving

clickers to friends to "cover" for you if you are going to be absent is considered to be academic misconduct.

Attendance and participation in lectures using the clickers will be considered when determining final course

grades if a student is on the borderline (within 10 points) of a higher or a lower grade in the course.

Students who demonstrate excellent lecture attendance and participation using their clickers will be bumped to next higher grade if they end up on the borderline for a higher grade. Students who miss a large

percentage of lectures may have their final course grades lowered if they end up near the bottom of a

particular grade range.

Grading Course grades will be determined based on a “curve” using the standards shown below. Each student’s

course grade will be determined by a curve at the end of the semester after all scores (i.e., 1000 points) have

been compiled. These grading standards are approximate. Note that no formal grades are assigned for

your performance on individual elements of the course (e.g., a semester exam).

MHR 300 Approximate Grading Standards

Percentile Rank Approximate Letter Grade

Top 20% A

Next 5% AB

Next 30% B

Next 5% BC

Next 30% C

Next 5% D

Bottom 5% F

Important: The School of Business policy regarding grading in all undergraduate foundation courses including MHR 300 is that the average class GPA for course grades given at the end of the semester

must not exceed 3.0 (B).

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Course Grade Breakdown

Course Element Point Value

Exam #1 150 points

Exam #2 150 points

Final Exam 300 points

OB Consulting Project 250 points

Team-Building Exercises 50 points

Discussion Participation 50 points

Peer Evaluations 50 points

Optional Extra Credit Opportunity 25 points

Total 1000 points

Examinations

Exam #1 will consist of 30 multiple choice questions worth 4 points each and one scenario-based essay question worth 30 points each for a total of 150 points. Many of these questions will address practical

implications or the application of concepts discussed in the course as well as material from discussion

section. This exam will be administered during regular lecture time on Wednesday, October 13th. It will

cover all lectures, assigned textbook readings, OB in the News readings, and discussion section activities covered up through and including Monday, October 11th.

Exam #2 will consist of 30 multiple choice questions worth 4 points each and one scenario-based essay questions worth 30 points for a total of 150 points. Many of these questions will address practical

implications or the application of concepts discussed in the course as well as material from discussion

section. This exam will be administered during regular lecture time on Wednesday, November 17th It will cover all lectures, assigned textbook readings, OB in the News readings, and discussion section activities

covered up through and including Monday, November 15th.

Final Exam will consist of 50 multiple-choice questions (4 points each) and two scenario-based essay questions worth 50 points each. This exam will be cumulative, although only selected material from exam #1

and exam #2 will be fair game. More information about this will be posted to the course website later in the

semester.

Final Exam: Important Things to Remember

1. An alternate exam will be scheduled after the regular exam for those students who have direct exam conflict with the regular final exam or three exams in the 24 hours surrounding

the MHR 300 exam. Students will need to submit a course grid to their T.A. by the last day

of discussion section in order to obtain authorization to take the alternate final exam. An

announcement will be made in early December so that eligible students may sign up for this exam.

2. Please note that seating for this exam will be very limited so we must restrict eligibility for

taking the alternate exam to students who have direct exam conflicts or three exams in 24 hours.

3. Given the size of this course, it will not be possible to honor any requests to take the final

exam before the administration of the regular final exam.

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Students Working with the McBurney Disability Center

If you are a student working with the McBurney Disability Center and you are entitled to special testing

accommodations, please do the following:

a. E-mail a copy of your visa to your TA and to the instructor no later than the end of the

third week of the semester (Friday, September 24th at 11:59 p.m.)

b. Work with your TA and the instructor to make arrangements to take your exam.

OB Consulting Project

The objective of this project is to provide students with a "hands-on" learning opportunity to use course

material to study OB (e.g., organizational strategy, teamwork) in a real world organization and to develop recommendations for addressing this issue in order to enhance the effectiveness of the organization. This

project will be completed in teams of approximately seven students that will be formed in the third week of

the semester.

Important: Please note that detailed information regarding this project will be posted to the course

Web site prior to discussion section on September 17th.

Each team will be required to submit a written summary of their case analysis (minimum of 10 double-

spaced pages and a maximum of 15 double-spaced pages, not including appendices) at the end of the

semester. This assignment will be due on Friday, December 10th by 5:00 p.m. (no late assignments will

be accepted). More information about this assignment will be provided in discussion section and posted to the course Web site.

Team-Building Exercises

Each team will work through a series of team-building exercises in discussion section that are designed to

facilitate the development of the team. However, teams will only be required to submit team-building exercises #1, 2 and #3 (team formation information, team charter, Gantt chart and role responsibilities

matrix) to their TA. These exercises will require each team to define the scope and focus of its project as well

as to develop a formal timeline for managing the process for completing the project.. This exercise will be

worth 50 points.

Peer Evaluations

At the end of the semester, each student will be required to complete a peer evaluation of his or her team

members regarding their contributions to the team project. This peer evaluation is an important component of

the team project and it is worth 50 points. The peer evaluation form will be posted to the course Web site early in the semester.

Discussion Participation

Participation in discussion section activities will be worth 10% (100 points) of your course grade. This score

is assessed by your TA based on his/her evaluation of your attendance and the quantity and quality of your

involvement in discussion section activities. The general participation grading standards are shown below.

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General Discussion Participation Grading Standards

45-50 Outstanding: Quantity and quality of contributions to discussion section activities

40-44 Good: Quantity and quality of contributions to discussion section activities

35-39 Satisfactory: Quantity and quality of contributions to discussion section

activities

30-34 Marginal: Quantity and quality of contributions to discussion section activities

0-25 Poor: Quantity and quality of contributions to discussion section activities

Note: All students receive an initial grade of a 35/50 (satisfactory) for discussion participation at the beginning of the semester. This score may increase or decrease based a student’s attendance and quality and

quantity of discussion participation over the course of the semester. Students will also complete a self-

evaluation of their discussion participation that will be considered when determining final participation grades in the course. This self-evaluation form will be available for students to download and submit near the

end of the semester.

Important: Discussion Section Policy on Electronic Communication Devices

Please note that students should not use any electronic communication devices (e.g., Blackberrys or cell

phones, laptop computers, etc.) at any time during discussion section. Students who violate this policy will have heir participation grade lowered for each discussion in this occurs.

Discussion Attendance Policy

Attendance at discussion sections is critical to your success in this course. This is your opportunity to discuss

course material and to work through experiential exercises related to lecture topics. Given this, the following

attendance policy has been created.

General Information

Note: Each student will receive one “freebie” absence in which he/she can miss discussion section for any

reason during the semester. A freebie absence will not have any impact on a student’s discussion

participation grade. Please note that students who want to use their freebie absence will still need to inform

their TA in advance and complete and submit the make-up assignment by the following Monday. 1. Attendance at discussion section every week is mandatory. TAs will take attendance at the

beginning of section each week starting with week #2.

2. Students must attend the discussion section that they are registered for each week. 3. Each unauthorized absence from discussion section will result in the student receiving a “0” for

his/her participation grade for that week.

Definition of an Authorized Absence

1. Authorized absences will not have any adverse effect on a student’s discussion participation grade

unless he/she demonstrates a consistent pattern of missing classes.

2. Reasons that constitute an authorized absence are strictly limited to job interviews, official university events (e.g., student organization field trips or university athletic events), religious holidays, and

personal illness. Note that weddings and Bar Mitzvahs are considered to be religious holidays under

this policy.

Unauthorized Absences

1. Reasons that do NOT constitute an authorized absence include, but are not limited to: “family

affairs” (e.g., special get togethers, birthday parties, etc.), picking up other social events, non-emergency-related doctor's appointments, conflicts with part-time job schedules, having to drive

roommates to their jobs and personal events.

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Procedure for Obtaining an Authorized Absence from Discussion Section

If you are going to miss discussion section for a reason other than illness, you must do the

following:

1. E-mail your TA by noon of the day before the discussion section in question (Thursday) and provide

him or her with a clear explanation regarding your reason for needing to miss discussion that week.

Important: Be sure to submit appropriate documentation to verify your reason for missing

discussion at this time as well.

2. If the reason for missing is an illness, e-mail your TA no later than 8:00 a.m. on the day of the discussion section. Students who have to miss discussion due to illness must submit a letter from

their doctor to their TA by 11:59 p.m. on the Monday after the missed discussion section.

3. Students who miss discussion section with an authorized absence will be given a written discussion make-up assignment that must be e-mailed to their TA by 11:59 p.m. on the Monday after the missed

discussion section. Note: Failure to follow the procedure above will result in students receiving

an unauthorized absence for discussion that week.

Extra Credit Opportunities

Students can take advantage of a maximum of one of the six extra credit opportunities. Students will earn 25 points for successfully completing this opportunity. Information about these opportunities will be posted to

the course website in the second week of the semester.

Frequently Asked Questions (FAQ) – General Issues


Q1: No offense, but this class just seems to be a bunch of common sense to me. Also, I have a 3.8 GPA

so my intelligence will certainly give me the ability to solve any people or management issues I

encounter in the real world. Finally, the sole purpose of a corporation is to make a profit so how does

management have anything to do with this?

A: This is a common misconception among undergraduate students when they take MHR 300. The reality is, while some of the concepts presented in the class may appear to be "common sense" (e.g., reward

employees for a good job performance) in terms if understanding them, the key is being able to apply them to

achieve better business results in real world organizations. When it comes to implementing OB concepts and principles, effective real world managers and business leaders will tell you that this is extremely difficult to

do. So, the key is focus ultimately on how to ensure that "common sense" translates into "common

practice." You will see that the majority of managers in the real world do not do a good job of implementing many OB principles and as a result, they are not effective. This is one reason why so many employees can

provide you with many examples of why their bosses are not effective and why they demotivate and

demoralize them.

As for having a high GPA, congratulations. However, it would not be a good idea to assume that your high

GPA means that you know how to work with people in real world companies, how to get results based on

performing your job, or how to lead a work or project team. Your GPA does measure some important attributes such analytical and problem solving skills, ability to learn, ability to apply yourself, etc., but it does

not capture other important attributes such as interpersonal and communication skills, influencing and

leading skills, ability to motivate others or how to manage change effectively, etc. These other skills are important for your future success in your job and career in the real world. Fortunately, these are things that

we will address in MHR 300!

Finally, in terms of "OB doesn't matter" argument, it is not accurate to say that the profitability of a company is not influenced by OB or management. Profits come from things such as increasing sales of the company's

products and services, running the company in a cost-efficient manner, etc. OB and management are critical

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in terms of how you manage all of the people who research and develop new products, the type of systems

you develop to manufacture your products or to provide services, etc. Customer satisfaction in a service context is driven by how well your employees are managed and motivated to meet or exceed the expectations

of these customers whether you are in the hotel, retail, financial services, or telecommunications industry.

The bottom line is that OB and management in general clearly matter in terms of impacting the bottom line

of a corporation.

Q2: I really don't have any interest in becoming a manager after I graduate so what's in this class for

me?

A: You will find that if you want to get promoted into higher level positions that give you more

responsibility, status, and financial rewards in real world companies, you will need to learn how to develop the kinds of management skills we will focus on in MHR 300. We receive many e-mails from former

students who are now working in the real world saying that "OB is extremely important" to their success in

their jobs and they see many examples of how management in their companies does not handle OB issues

effectively in many situations.

Keep in mind also that you may not be given a choice as to whether you are going to be a manager. In many

cases, your boss or your company will simply tell you that they need you to assume a leadership position by leading a task force, project team, or other work unit. How well you do with these opportunities will be used

by your boss and others in management in your company to assess your future potential for promotions in

your company.

Q3: "Why do we have to have a team project in this class? I don't like having so much of my grade

dependent on other students. Also, it is hard to coordinate the schedules of all of the team members so

that we can meet. Why can't we just have another assignment that we do on an individual basis like

another exam or why can't we just do the project on our own?

A: We acknowledge that many students do not like working in teams for class projects. While we are always concerned about student reactions to various assignments in the course, it is important to remember also that

the employers that recruit at the UW-Madison as well as other employers in general, continue to say that

teamwork skills are one of the three most important skills they look for when hiring college graduates. So,

while many students may not want to work in teams for projects, we believe (the instructors of this course and employers who will hire you) that this is something that students need to learn how to do more

effectively in preparation for their jobs in the real world. The challenges you face in scheduling meetings,

coordinating work contributions of team members, maintaining communications between team members throughout the process, and dealing with problem team members are all issues that you will encounter with

teams in real world companies as well. Teams in class projects are not as different from work teams in real

world companies as you might think.

Q4: I need to switch discussion sections. How can I do this?

A: Go to the discussion section you would like to get into the first week of classes and discuss this issue with the TA. He/she will attempt to accommodate you, if at all possible.

Q5: How can I get a copy of PowerPoint slides and other class handouts?

A: You can download a copy of all course materials from the course Web site.

Q6: What's the best way to contact Loren or my T.A. during the semester?

A: The best way to contact your TA is to e-mail him/her or to come to his/her office hours.

The fastest way to get in touch with Loren is to e-mail him as he checks his e-mail many times each day. If you cannot make it to Loren's office hours, it is usually possible to set up an appointment at

another day and time. Finally, it's completely okay to call Loren on his cell phone, but be sure to

leave your name and phone number, if you get his voice mail.

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Q7: Why do we need to read a textbook? If we have to read it, what is the most effective and

efficient way to do so?

A: As discussed above, this course is given the responsibility of laying a strong foundation in

management that you can build on in the future when you graduate and start a career in a real world organization. The amount of time available for lecture and discussion section each week adds up to

just 2.5 hours which is nowhere near being enough time to cover all of the important material related

to each topic. Given this, we must rely on the textbook to expand the scope of the material we cover in lecture and to deepen your understanding of the material that is covered in lecture.

In terms of how to read the textbook, just read the textbook learning objectives that are listed

at the end of each lecture outline. In going through each chapter, focus only on the material

that is directly related to these textbook learning objectives. This is all you will need to know

for the exams. Note that you will also see a lot of other features in each chapter such as exercises,

cases, and self-assessments. Unless we specifically ask you to complete a Skill Practice exercise, self-assessment, or case study analysis, just skip over these features.

Note: After you complete the reading of each chapter, please go to the website for the textbook and complete the Chapter Content Mastery Quizzes. These will be invaluable to you in preparing for and

doing well on the exams. The website for the textbook (not the UW course website) is:

OB Textbook Website

http://webcom2.grtxle.com/index.cfm?cu=orgbehavior

You will need the access code that is located on the inside cover of your textbook to log into this website.

Q8: What should I do to maximize my chances for doing well in MHR 300?

A: Our discussions with students who have done well in the course in the past clearly indicate that there

are no magical strategies that guarantee an "A" in the course. However, students who have done

well:

Do not underestimate the level of difficulty in mastering course material and in

doing well on the exams and other assignments. Learning how to apply OB so

that you can use it to become more successful in your job and career in the real

world is a lot more challenging than it may seem initially.

Read the assigned textbook chapter(s) BEFORE coming to lecture.

Attend most or all lectures during the semester.

Review their lecture notes shortly after taking them in class.

Ask questions about any gaps in their lecture notes as they arise.

Complete all the practice exam questions and understand why the right answer was correct and why the other alternatives were wrong.

Attend most or all discussion sections during the semester.

Read the assigned article or case BEFORE coming to discussion section and consistently participate in class discussions.

Meet with their TA and/or the instructor to get extra help with course material.

Contribute significantly to the completion of their team project.

The key is that students who do well in MHR 300 stay on top of things and don't let themselves fall behind.

http://webcom2.grtxle.com/index.cfm?cu=orgbehavior

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Q9: I have to miss class due to a religious holiday (e.g., Passover, Good Friday). What is your

policy regarding this issue?

A: The university's policy is that we may not cancel class on religious holidays (sorry, but Good Friday

is not a university holiday). In addition, assignments to be handed-in and exams cannot be required

on religious holidays. However, you are still responsible for the content covered in class on the days that you miss. Please contact your TA in advance, if you will be missing class due to a religious

holiday.

Q10: What should I do if I am experiencing personal problems (e.g., personal health problems, sick

or terminally ill family member, a friend or relative who died) that are having an adverse

impact on my performance in the class?

A: The first thing to do is to inform your TA and the instructor so that we are aware of your situation. If

your personal situation is resulting in your missing meetings for your team project, then make sure

that you inform your team members as well. This does not mean that it is acceptable for you to not contribute to your team project. Most teams will be flexible with students who are experiencing

personal issues, but in the end, you will still need to contribute your fair share to the project.

If your personal situation becomes so bad that you are falling way behind in the course, you are not

completing assignments, and your exam performance is suffering badly, then you may need to

consider dropping the course. Again, talking to your TA and/or the instructor before doing anything like this may be helpful in identifying the most appropriate course of action.

Q11: I registered for MHR 300 for honors credit. What are the requirements for taking this class

for honors credit?

A: Please e-mail Loren Kuzuhara, the instructor, no later than the end of the third week of classes to set-

up a meeting to discuss the honors requirement for the course. Students cannot receive honors credit for taking MHR 300, if they do not meet this deadline.

Each honors student will be required to write a 20 page paper (double-spaced, 12 point font, 1”

margins, Times New Roman font) on a topic to which the student and instructor agree. A one-page honors paper proposal that outlines the issues to be covered in the paper must be e-mailed to the

instructor for approval no later than Friday at 5:00 p.m. in the seventh week of the semester.

The final honors paper must be submitted to the instructor by the last day of classes of the semester.

Please note that the honors paper requirement must be fulfilled in addition to all of regular course

requirements.

The honors paper will be worth an additional 200 points toward the student's final course grade

making the total number of points in the class worth 1200 points. The student's final course grade

for honors will be based on the student's performance in fulfilling the regular class requirements AND the quality of the honors paper.

Note: Students who register for the course, but do not follow the procedure above must drop the honors designation from their registration for the course at least one month prior to the last day of

classes. Failure to do this will result in a delay in reporting the student's final course grade.

Q12: How do I set-up my clicker to work with the lectures?

A: Please review the instructions provided for you by the clicker manufacturer.

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Q13: What do I do if I forget my clicker or my clicker does not work on a given day of lecture?

You should e-mail your name, lecture time, discussion section time, TA name, and answers to all of

the clicker questions for that day of class to Loren Kuzuhara at [email protected] no later

than 11:59 p.m. on the day of the class missed. Please put the words "Responses to Clicker

Questions for Lecture on____" (insert date) in the subject line of your e-mail.

Note: Students may e-mail in their responses to clicker questions for no more than three

lectures during the semester.

Q14:. What am I going to learn that will be of practical value to me in my job and career based on

taking MHR 300?

A: In addition to developing a thorough understanding of how real world organizations function and the

strategies that you will need to use to be effective as an individual contributor (non-managerial

employee) and as a leader and manager with workers that report to you, the technical management skills you will develop include, but are not limited to:

How to develop a cohesive team

How to design a team charter (team project definition chart)

How to design a Gantt chart (team project timeline)

How to create a role responsibilities matrix

How to design and facilitate an effective team meeting

How to work in groups to generate creative solutions to business problems using the

affinity technique

How to conduct a formal team process evaluation

How to develop formal action plans for solving business problems

How to analyze employee survey data and link this to action plan development

How to make business decisions with ethical implications

How to evaluate the effectiveness of an overall work unit or organization.

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Fall 2010 - Course Schedule Note: This schedule is tentative and subject to change.

Date ALC Leadership

Theme

Lecture Discussion Section Readings and

Activities

Textbook Readings/Text Web

Activities

F 9/3 No Discussion Sections this

Week

M 9/6 No Lecture –

Labor Day

Holiday

W 9/8 Vision Realization Leadership Styles

Leading with

Integrity

High Performing Teams

Dynamics of Power

Project Execution Managing Change

Course Overview Introduction to

OB

Accenture

Leadership Center (ALC) Leadership

Framework

Textbook: Chapter 1 Textbook Website

Chapter 1 Videos -

"Hiring Employees:

What Skills to Hire in Tough Times?" and

"What Skills Do I Need

to Get Hired?" Note: To access the

videos above, log-in, go

to Text Supplements, Chapter #, Videos, then

find the video name.

Textbook Website:

Chapter 1 Chapter Content Mastery Quiz

(for self-assessment

purposes only)

F 9/10 Overview of Discussion Section OB in the News Reading

Discussion (see course Web site)

M 9/13 Introduction to OB

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Date ALC Leadership

Theme

Lecture Discussion Section

Readings and Activities

Textbook Readings/Text

Web Activities

W 9/15 Vision Realization

Project

Execution

Strategic Management Readings: Strategy TBA (check course

website)

F 9/17 OB in the News Reading Discussion (see course

Web site)

OB Consulting Project Team Handbook

OB Consulting

Project Team

Formation Team-Building Exercise

#1

M 9/20 Vision

Realization Project

Execution

Strategic Management

W 9/22 Vision

Realization Project

Execution

Strategic Management

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Date ALC Leadership Theme Lecture Discussion Section Readings

and Activities


Web Activities

F 9/24 OB in the News Reading Discussion (see course Web

site)

Team-Building Exercise #2 (Team Charter)

M 9/27 Organizational Design Readings:

Organizational Design

TBA

W 9/29 Organizational Design

F 10/1 OB in the News Reading

Discussion (see course Web

site) Team-Building Exercise #3

(Project Timeline and Role

Responsibilities Matrix)

M 10/4 Organizational Design

W 10/6 Managing

Change

Organizational

Change

Textbook: Chapter 13

Textbook Website

Chapter 13 Videos -

"Managing Change - 12 O'Clock High" and

"Boston Legal:

Teaching Rhetoric" Note: To access the

videos above, log-in, go

to Text Supplements, Chapter #, Videos, then

find the video name.

Textbook Website:

Chapter 13 Chapter Content Mastery Quiz

(for self-assessment

purposes only)

16

Date ALC Leadership

Theme


Activities


Web Activities

F 10/8 OB in the News Reading Discussion (see

course Web site)

Exam #1 Q&A Discussion of OB

Consulting

Project

M 10/11

Managing Change

Organizational Change

Note: The end of this lecture is

the cutoff for material to be

covered on exam #1

W

10/13 EXAM #1 (IN-

CLASS)

F 10/15 OB Consulting

Project Team

Meetings - No

Discussion Sections

M

10/18

Leadership

Styles


Individual

Differences and

Personal Effectiveness

Textbook: Chapter 2

Textbook Website Chapter 2

Videos - "Generation Next: The Workplace" and "The

Seven Habits of Highly

Effective People in 5

Minutes or Less" Note: To access the videos

above, log-in, go to Text

Supplements, Chapter #, Videos, then find the video

name.

Textbook Website: Chapter 2 Chapter Content Mastery

Quiz (for self-assessment

purposes only)

17

Date ALC

Leadership

Theme


Activities


Activities

W 10/20 Leadership

Styles


Individual

Differences and

Personal Effectiveness

F 10/22 OB in the News Reading

Discussion (see course

Web site) Exercise: Data Analysis

(Job Satisfaction Case

Study)

Final Team Formation

Information, Team

Charter, Project

Timeline and Role

Responsibilities Matrix

Due (Team-Building

Exercises #1,2,3)

M 10/25 Project Execution

Leadership

Styles

Decision Making and Problem Solving

Textbook: Chapter 3 Textbook Website Chapter

3 Videos - "Inside IDEO

Parts I, II and III" Note: To access the videos

above, log-in, go to Text

Supplements, Chapter #,

Videos, then find the video name.

Textbook Website: Chapter

3 Chapter Content Mastery Quiz (for self-assessment

purposes only)

18

Date ALC Leadership Theme Lecture Discussion Section Readings

and Activities


Activities

W 10/27 Leadership Styles High Performing

Teams

Project Execution Managing Change

Work Motivation

and

Performance Management

Chapter 4 Textbook Website Chapter 4

Videos - "Positive Reinforcement:

The Big Bang Theory" Note: To access the videos above,

log-in, go to Text Supplements,

Chapter #, Videos, then find the

video name. Textbook Website: Chapter 4

Chapter Content Mastery Quiz (for

self-assessment purposes only)

F 10/29 OB in the News Reading Discussion

(see course Web

site) Team-Building

Exercise #4:

Running Effective Team Meetings

M 11/1 Living and Leading

with Integrity

Business

Ethics

Textbook: Chapter 6

Textbook Website Chapter 6 Videos - "Hiring Employees: "The

Madoff Affair"

Note: To access the videos above,

log-in, go to Text Supplements, Chapter #, Videos, then find the

video name.

Textbook Website: Chapter 6 Chapter Content Mastery Quiz (for


19

Date ALC Leadership Theme Lecture Discussion Section


Textbook Readings/Text Web Activities



Communication (No Formal

Meeting of

Class – Please Listen to

Podcast on this

Lecture Topic

Textbook: Chapter 7 Textbook Website Chapter 7

Videos - "Hiring Employees:

"Social Media Revolution" Note: To access the videos above,







(see course Web

site) Team-Building

Exercise #5: Team

Process Evaluation

M 11/8 Vision Realization Leadership Styles

Project Execution

Living and Leading with Integrity

Dynamics of Power

Managing Change

Leadership Textbook: Chapter 8 Textbook Website Chapter 8

Videos - "A Conversation with Jack

Welch" and "Independence Day Speech by the President"



Chapter #, Videos, then find the video name.

Textbook Website: Chapter 8

Chapter Content Mastery Quiz (for self-assessment purposes only)

20

Date ALC Leadership

Theme

Lecture Discussion

Section

Readings and

Activities


Activities


Leadership Styles Project Execution

Living and Leading with

Integrity Dynamics of Power

Managing Change

Leadership


(see course Web

site)

Exam #2 Q&A

M 11/15 Vision Realization

Leadership Styles

Project Execution Living and Leading with

Integrity

Dynamics of Power

Managing Change

Leadership Note: The end of this

lecture is the cutoff for

material to be covered on

exam #1

W 11/17 EXAM #2 (IN-

CLASS)

F 11/19 OB Consulting

Project Team

Meetings: No

Discussion

Sections

21

Date ALC Leadership

Theme

Lecture Discussion

Section

Readings and

Activities


Activities

M 11/22 Dynamics of

Power Leadership

Style

Living and Leading with

Integrity

Power and Politics Textbook: Chapter 9

Textbook Website Chapter 9 Videos - "Groupthink" and "Study

Finds Young People Remain

Apathetic About Office Politics" Note: To access the videos above,






W 11/24 Dynamics of Power

Leadership

Style Living and

Leading with

Integrity

Power and Politics Note: Class will be

held as usual but

this lecture will also be recorded

and posted as a

podcast to the course website.

TH 11/25 Happy Thanksgiving!

F 11/26 No Discussion Sections

22

Date ALC Leadership Theme Lecture Discussion Section


Textbook Readings/Text Web Activities

M 11/29 High Performing Teams Team Management


Videos - "Lance Armstrong - The

Road to Paris 1/11" and "Top 10 NBA Teamwork Plays of 2009"



video name.

Textbook Website: Chapter 11

Chapter Content Mastery Quiz (for self-assessment purposes only)

W 12/1 High Performing Teams Team

Management


(see course Web

site)

In-Class OB

Consulting Project

Team Meetings

M 12/6 Vision Realization Leadership Styles


Organizational Culture


Videos - "Hiring Employees:

"Google's Corporate Culture" and

"David Letterman Visits the GE Building"



video name.

Textbook Website: Chapter 12 Chapter Content Mastery Quiz (for


23

Date ALC Leadership

Theme

Lecture Discussion Section Readings

and Activities


Activities


High Performing

Teams Project Execution

Organizational Culture

F 12/10 “OB and Your Future” –

Key Takeaways

Self-Evaluation of Discussion Participation

Due by 11:59 p.m.

Discussion Section Evaluations (Note: These

will be e-mailed to students

from the School of

Business)

OB Consulting Project

Reports and Peer

Evaluations Due by 5:00

p.m.

M 12/13 Leadership Styles

High Performing

Teams

Conflict Management Textbook: Chapter 10


Videos - "The Power of Positive No" and "How to

Build Trust"

Note: To access the videos above, log-in, go to Text


Videos, then find the video

name. Textbook Website: Chapter 10

Chapter Content Mastery Quiz

(for self-assessment purposes only)

24

Date ALC Leadership

Theme


Activities


Activities


Leadership Styles

Leading with

Integrity High Performing

Teams

Dynamics of Power Project Execution

Managing Change

Course Summary and

Integration – “Top

Things to Remember”

Course Evaluations (Note: These will be

sent from the School of

Business to students via e-mail)

Chapter 14


Videos - "The Internship

Minute with the Internship Queen" and "Five Networking

tips to Advance your Career"

Note: To access the videos above, log-in, go to Text


Videos, then find the video name.

W 12/20 Final Exam, 2:45-4:45 p.m.,

room TBA

F 12/22 Alternate Final Exam, 10:05 a.m.-12:05 p.m., room TBA

(only for students with direct

exam conflicts or three exams in 24 hours)

MHR_300_Live_-_Course_Syllabus_Fall_2010_-_FINAL5-X

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