Effective: Late Fall 8-Week, 2018/2019

MGMT 362: Organizational Behavior

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  Course Description

Provides a strong conceptual framework for understanding organizational efficiency as the result of the interactions of people and organizations. 

Prerequisite: MGMT 330 or PSYC 101

Proctored Exams: None



  Textbooks

As part of TruitionSM, students will receive their course materials automatically as described below.

Required

  •  Kinicki, A. and Fugate, M. Organizational Behavior: A Practical, Problem-Solving Approach with access to Connect. 2nd ed, New York: McGraw Hill, 2018.  eText

Bookstore Information

Visit https://www.ccis.edu/bookstore.aspx for details.

eText Information

If a course uses an eText, (see Textbook information above) the book will be available directly in Desire2Learn (D2L) and through the VitalSource eText reader the Friday before the session begins, if registered for courses prior to that date.  Students will have a VitalSource account created for them using their CougarMail email address. Upon first login to VitalSource, students may need to verify their account and update their VitalSource password.  More information about how to use the VitalSource platform, including offline access to eTexts, can be found in D2L.  Students that would like to order an optional print-on-demand copy of eligible eTexts can do so through the VitalSource bookshelf at an additional cost.  Once orders are placed, it can take approximately five to seven business days for students to receive their print-on-demand books.

Physical Course Materials Information

Students enrolled in courses that require physical materials will receive these materials automatically at the address on file with Columbia College.  Delivery date of physical materials is dependent on registration date and shipping location.  Please refer to confirmation emails sent from Ed Map for more details on shipping status.

Returns: Students who drop a course with physical course materials will be responsible for returning those items to Ed Map within 30 days of receipt of the order.  More specific information on how to do so will be included in the package received from Ed Map.  See here for Ed Map's return policy. Failure to return physical items from a dropped course will result in a charge to the student account for all unreturned items.

Note: Students who opt-out of having their books provided as part of TruitionSM are responsible for purchasing their own course materials.

  Course Overview

Provides a strong conceptual framework for understanding organizational efficiency as the result of the interactions of people and organizations. 

  Technology Requirements

Participation in this course will require the basic technology for all online classes at Columbia College:
  • A computer with reliable Internet access
  • A web browser
  • Acrobat Reader
  • Microsoft Office or another word processor such as Open Office

You can find more details about standard technical requirements for our courses on our site.

  Course Learning Outcomes

  1. Demonstrate knowledge concerning employee behavior in an organizational environment.
  2. Describe the major theories, concepts, and research findings in the field of organizational behavior.
  3. Explain organizational behavior from both individual and group levels.
  4. Demonstrate skills, knowledge, and tools as they influence the roles and techniques of management.
  5. Prepare and deliver a professional case study using OB theory.

  Grading

Grading Scale

Grade Points Percent
A 1012-1125 90-100%
B 900-1011 80-89%
C 788-899 70-79%
D 675-787 60-69%
F 0-674 0-59%

Grade Weights

Assignment Category Points Percent
Self-Evaluation Exercise 25 2%
Introduction to SMARTBOOK Assessment 75 7%
Discussions (8) 200 18%
Case Study Analysis (3) 375 33%
Midterm Exam 225 20%
Final Exam 225 20%
Total 1125 100%

  Schedule of Due Dates

Week 1

Assignment Points Due
Introductions -- Sunday
Introduction to SMARTBOOK Assessment 75
Self-Evaluation Exercise 25

Week 2

Assignment Points Due
Discussion 1 25 Thursday/Sunday
Discussion 2 25

Week 3

Assignment Points Due
Discussion 3 25 Thursday/Sunday
Discussion 4 25

Week 4

Assignment Points Due
Case Study Analysis 1 125 Sunday
Midterm Exam 225

Week 5

Assignment Points Due
Discussion 5 25 Thursday/Sunday
Discussion 6 25

Week 6

Assignment Points Due
Case Study Analysis 2 125 Sunday

Week 7

Assignment Points Due
Discussion 7 25 Thursday/Sunday
Discussion 8 25

Week 8

Assignment Points Due
Case Study Analysis 3 125 Saturday
Final Exam 225
Total Points: 1125

  Assignment Overview

Self-Evaluation Exercise

After you complete the Connect Self-Evaluation Quiz, "How Strong is Your Motivation to Manage?", write a brief (2-3 paragraphs) review of your results and interpretation of your motivation to manage.

Your evaluation should include explaining how you see yourself (strengths and weaknesses as a manager), and how you envision this course can help you improve and hone your skills. An example is provided in the Content area of the course. Submit your assignment in the Dropbox. In future weeks, the Self-Evaluation Quizzes are optional.


Discussions

Initial responses to discussion prompts are due on Thursday, 11:59 PM CST, with two responses to classmates due on Sunday, 11:59 PM CST (except in Week 8 when they are due Saturday). The expected length is 3-4 paragraphs, or for prompts with multiple questions, 1-2 paragraphs per question. Three supporting references with citations are required (two outside resources and the textbook) formatted in MLA or APA style. 25 points total are possible for each graded discussion.

Case Study Analysis

You will complete three (3) Case Study Analysis assignments during this course. Submit your completed assignments to the appropriate Dropbox folder in the week it is due. Case Study assignments are due Sunday at 11:59 PM CST of the assigned week, except Case Study Analysis 3, which is due at 11:59 PM Saturday of Week 8.

Submissions should be double spaced, using 12 pt font, with 1 inch margins, and 5-7 pages in length. Each analysis should be properly formatted in APA or MLA style. A total of 125 points are possible for each Case Study Analysis. See the Instructional Materials topic in the Content area for the week assigned for detailed instructions.

Introduction to SMARTBOOK Assessment

The Introduction to SMARTBOOK Assessment is to be completed using McGrawHill Connect. It is worth a total of 75 points. Information on accessing Connect is available in the Content area of the course.

Midterm Exam

The 225 point Midterm Exam is due Sunday by 11:59pm of Week 4. It consists of 50 randomized multiple choice questions from chapters 1-8, and covers material included in the discussions, weekly assignments, and material from the textbook. The test is not proctored. You will be given a 75 minute time limit to complete the exam, which is available in the Quizzes area of D2L. Only one attempt is permitted.

Final Exam

The 225 point Final Exam is due Saturday by 11:59pm of Week 8. It consists of 50 randomized multiple choice questions from chapters 9-16, and covers material included in the discussions, weekly assignments, and material from the textbook. The test is not proctored. You will be given a 75 minute time limit to complete the exam, which is available in the Quizzes area of D2L. Only one attempt is permitted.

  Course Outline

Click on each week to view details about the activities scheduled for that week.

Readings and Exercises
  • Readings: Chapters 1-2
  • Connect Self-Evaluation Quiz: How Strong is Your Motivation to Manage? (optional)
  • Connect Exercise: Employee Engagement
  • Connect Exercise: Schwartz’s Value Theory
Introductions
Submit a biographical sketch that describes who you are, your family, where you work, and your future goals. I have posted information about myself that you may use as an example. I encourage you to utilize this forum to introduce yourself and interact with your classmates.
Introduction to SMARTBOOK Assessment

The Introduction to SMARTBOOK Assessment is to be completed using McGrawHill Connect. It is worth a total of 75 points. Read Chapter One utilizing the SMARTBOOK feature in Connect and complete the assessment. Information on accessing Connect is available in the Content area of the course.

Self-Evaluation Exercise

After you complete the Self-Evaluation Quiz, "How Strong is Your Motivation to Manage?", write a brief (2-3 paragraphs) review of your results and interpretation of your motivation to manage.

Your evaluation should include explaining how you see yourself (strengths and weaknesses as a manager), and how you envision this course can help you improve and hone your skills. An example is provided in the Content area of the course. Submit your assignment in the Dropbox.

Readings and Exercises
  • Readings: Chapters 3-4
  • Connect Self-Evaluation Quiz: What is My Big Five Personality Profile? (optional)
  • Connect Case: 64-Year-Old Male Sues Staples
  • Connect Exercise: Diversity in Hiring
  • Connect Exercise: Some Days You’re the Fire Hydrant
  • Connect Exercise: Mediating Morality
Discussion 1

(Problem Solving Approach). Utilizing the example outlined, post your response to Connect Case: 64-Year-Old Male Sues Staples.” Your posting will look like:

Stop 1: (Define the problem in the case.)

Stop 2: (Identify the OB concepts or theories to use to solve the problem.)

Stop 3: (Explain what you would do to correct the situation.)

Discussion 2

Once you have completed Connect Exercise: Mediating Morality, complete the questions at the end of the video and provide your response to each of the questions and justify/explain your position. Your answer for each question should be 1-2 paragraphs, double-spaced.

  1. Is the employee being discriminated against?
  2. How would you have handled the meeting? What changes would you have made?
  3. What other issues do you see related to diversity?
  4. Was the supervisor effective in communicating her ideas? Why/Why not?
Readings and Exercises
  • Readings: Chapters 5-6
  • Connect Self-Evaluation Quiz: What is My Desire for Performance Feedback? (optional)
  • Connect Self-Evaluation Quiz: What Rewards do I Value Most? (optional)
  • Connect Case: Gravity Payments
  • Connect Case: Employee Motivation at Hot Topic
  • Connect Exercise: Equity Theory
  • Connect Exercise: Expectancy Theory
Discussion 3

Post your response to Connect Case: Gravity Payments. Your posting will look like:

Stop 1: (Define the problem in the case.)

Stop 2: (Identify the OB concepts or theories to use to solve the problem.)

Stop 3: (Explain what you would do to correct the situation.)

Discussion 4

Post your response to Connect Case: Employee Motivation at Hot Topic. After responding to the questions at the end of the video, explain how your company’s philosophies (or organization) are either different from or similar to the practices at Hot Topic.

Readings and Exercises
  • Readings: Chapters 7-8
  • Connect Case: Optimizing Team Performance at Google
  • Connect Exercise: 10 Most Frequent Positive Emotions
  • Connect Exercise: Building an Effective Team
  • Connect Exercise: How to Build Trust
Case Study Analysis 1

Case Study Analysis 1 is due Sunday at 11:59 PM CST. Submissions should be double spaced, 12 pt font, 1 inch margins, and 5-7 pages in length. All should be properly formatted in APA or MLA style. A total of 125 points are possible. See the Instructional Materials topic in the Content area for this week for detailed instructions on completing the assignment.

Submit your completed assignment to the appropriate Dropbox folder.

Midterm Exam
The 225 point Midterm Exam is due Sunday by 11:59pm. It consists of 50 randomized multiple choice questions from chapters 1-8, and covers material included in the discussions, weekly assignments, and material from the textbook. The test is not proctored. You will be given a 75 minute time limit to complete the exam, which is available in the Quizzes area of D2L. Only one attempt is permitted.
Readings and Exercises
  • Readings: Chapters 9-10
  • Connect Self-Evaluation Quiz: Assessing Your Communication Competence (optional)
  • Connect Self-Evaluation Quiz: Preferred Conflict-Handling Style (optional)
  • Connect Self-Evaluation Quiz: Interpersonal Conflict Tendencies (optional)
  • Connect Case: What About McDonald’s Other Customers
  • Connect Exercise: Listening Skills: Yeah, Whatever
  • Connect Exercise: Interpersonal Conflict
Discussion 5

(Problem Solving Approach). Utilizing the example outlined, post your response to Connect Case: What About McDonald’s Other Customers. Your posting will look like:

Stop 1: (Define the problem in the case.)

Stop 2: (Identify the OB concepts or theories to use to solve the problem.)

Stop 3: (Explain what you would do to correct the situation.)

Discussion 6

Once you have completed Connect Exercise: Listening Skills, Yeah Whatever, provide your response to each of the questions and justify/explain your position.

  1. Generally, what are your observations of the video?
  2. Do you see some of your colleagues, classmates or family members exhibit the same tendencies in their communication styles? How does it affect productivity?
  3. What communication strengths and weaknesses presented in the video can you apply to your own communication processes?
Readings and Exercises
  • Readings: Chapters 11-12
  • Connect Self-Evaluation Quiz: Your Impression of Management – How and Who (optional)
  • Connect Self-Evaluation Quiz: Assessing Your Intuition (optional)
  • Connect Case: Don’t Drink the Water in Flint, Michigan
  • Connect Exercise: Rational Model of Decision Making
Case Study Analysis 2

Submit your completed assignment to the appropriate Dropbox folder. Case Study Analysis 2 is due Sunday at 11:59 PM CST. Submissions should be double spaced, 12 pt font, 1 inch margins, and 5-7 pages in length. All should be properly formatted in APA or MLA style. A total of 125 points are possible. See the Instructional Materials topic in the Content area for this week for detailed instructions on completing the assignment.

Readings and Exercises
  • Readings: Chapters 13-14
  • Connect Self-Evaluation Quiz: Assessing Your Leader-Member Exchange (optional)
  • Connect Self-Evaluation Quiz: What Type of Organizational Culture Do I Prefer? (optional)
  • Connect Exercise: Transformational Leadership
  • Connect Exercise: House’s Path-Goal Theory
  • Connect Exercise: Organizational Culture at Pike Fish Market
Discussion 7

Respond to the questions presented at the end of the Legal/Ethical Challenge: “Martin Shkreli, former CEO of Turing Pharmaceuticals, Exorbitantly Raises the Price of a Much-Needed Drug” on page 542. Be sure to explain your position and justify your responses.

Discussion 8

Complete Connect Exercise: Organizational Culture at Pike Place Fish Market and tell us about your observations. For instance, what levels of organizational culture do you see? What aspects of culture awareness are present? Did you see evidence of a cultural change?

Readings and Exercises
  • Readings: Chapters 15-16
  • Connect Self-Evaluation Quiz: Assessing My Level of Mentoring (optional)
  • Connect Exercise: Organizational Design at One Smooth Stone
  • Connect Exercise: Overcoming Resistance to Change
  • Connect Exercise: iSeeIt! Systems of Change
  • Connect Exercise: iSeeIt! Stress Reduction Techniques
Case Study Analysis 3

Submit your completed assignment to the appropriate Dropbox folder. Case Study Analysis 3 is due Saturday at 11:59 PM CST. Submissions should be double spaced, 12 pt font, 1 inch margins, and 5-7 pages in length. All should be properly formatted in APA or MLA style. A total of 125 points are possible. See the Instructional Materials topic in the Content area for this week for detailed instructions on completing the assignment.

Final Exam

The 225 point Final Exam is due Saturday by 11:59pm. It consists of 50 randomized multiple choice questions from chapters 9-16, and covers material included in the discussions, weekly assignments, and material from the textbook. The test is not proctored. You will be given a 75 minute time limit to complete the exam, which is available in the Quizzes area of D2L. Only one attempt is permitted.

  Course Policies

Student Conduct

All Columbia College students, whether enrolled in a land-based or online course, are responsible for behaving in a manner consistent with Columbia College's Student Conduct Code and Acceptable Use Policy. Students violating these policies will be referred to the office of Student Affairs and/or the office of Academic Affairs for possible disciplinary action. The Student Code of Conduct and the Computer Use Policy for students can be found in the Columbia College Student Handbook. The Handbook is available online; you can also obtain a copy by calling the Student Affairs office (Campus Life) at 573-875-7400. The teacher maintains the right to manage a positive learning environment, and all students must adhere to the conventions of online etiquette.

Plagiarism and Academic Integrity

Academic integrity is a cumulative process that begins with the first college learning opportunity. Students are responsible for knowing the Academic Integrity policy and procedures and may not use ignorance of either as an excuse for academic misconduct. Columbia College recognizes that the vast majority of students at Columbia College maintain high ethical academic standards; however, failure to abide by the prohibitions listed herein is considered academic misconduct and may result in disciplinary action, a failing grade on the assignment, and/or a grade of "F" for the course.

Additionally, all required papers may be submitted for textual similarity review to Turnitin.com for the detection of plagiarism. All submitted papers may be included in the Turnitin.com reference database for the purpose of detecting plagiarism. This service is subject to the Terms and Conditions of Use posted on the Turnitin.com site.

Non-Discrimination

There will be no discrimination on the basis of sex, race, color, national origin, sexual orientation, religion, ideology, political affiliation, veteran status, age, physical handicap, or marital status.

Student Accessibility Resources

Columbia College is committed to creating a learning environment that meets the needs of its diverse student body. If you anticipate or experience any barriers to learning, communicate your concerns with the instructor. In addition to speaking with the instructor, the following resources are available to ensure an opportunity to learn in an inclusive environment that values mutual respect.

  • For students with disabilities/conditions who are experiencing barriers to learning or assessment, contact the Student Accessibility Resources office at (573) 875-7626 or sar@ccis.edu to discuss a range of options to removing barriers in the course, including accommodations.
  • For students who are experiencing conflict which is impacting their educational environment, contact the Office of Student Conduct at studentconduct@ccis.edu or (573) 875-7877.
  • For students who have concerns related to discrimination or harassment based on sex, gender identity, sexual orientation, pregnancy or parental status, please contact the Title IX Office at titleixcoordinator@ccis.edu. More information can be found at http://www.ccis.edu/policies/notice-of-non-discrimination-and-equal-opportunity.aspx

Online Participation

You are expected to read the assigned texts and participate in the discussions and other course activities each week. Assignments should be posted by the due dates stated on the grading schedule in your syllabus. If an emergency arises that prevents you from participating in class, please let your instructor know as soon as possible.

Attendance Policy

Attendance for a week will be counted as having submitted any assigned activity for which points are earned. Attendance for the week is based upon the date work is submitted. A class week is defined as the period of time between Monday and Sunday (except for week 8, when the work and the course will end on Saturday at midnight.) The course and system deadlines are based on the Central Time Zone.

Cougar Email

All students are provided a CougarMail account when they enroll in classes at Columbia College. You are responsible for monitoring email from that account for important messages from the College and from your instructor. You may forward your Cougar email account to another account; however, the College cannot be held responsible for breaches in security or service interruptions with other email providers.

Students should use email for private messages to the instructor and other students. The class discussions are for public messages so the class members can each see what others have to say about any given topic and respond.

Late Assignment Policy

An online class requires regular participation and a commitment to your instructor and your classmates to regularly engage in the reading, discussion and writing assignments. Although most of the online communication for this course is asynchronous, you must be able to commit to the schedule of work for the class for the next eight weeks. You must keep up with the schedule of reading and writing to successfully complete the class.

Discussion assignments cannot be made up except in extenuating circumstances.

Case Studies submitted late will result in the paper’s grade being reduced by 20%. Late assignments with the exception of the final paper will not be accepted if they are more than one week overdue. Final papers will not be accepted after Sunday at midnight following the last day of the class. Non-submission of a given assignment will result in a grade of 0 (zero) for that requirement.

Course Evaluation

You will have an opportunity to evaluate the course near the end of the session. A link will be sent to your CougarMail that will allow you to access the evaluation. Be assured that the evaluations are anonymous and that your instructor will not be able to see them until after final grades are submitted.

  Additional Resources

Orientation for New Students

This course is offered online, using course management software provided by Desire2Learn and Columbia College. The course user guide provides details about taking an online course at Columbia College. You may also want to visit the course demonstration to view a sample course before this one opens.

Technical Support

If you have problems accessing the course or posting your assignments, contact your instructor, the Columbia College Technology Solutions Center, or the D2L Helpdesk for assistance. If you have technical problems with the VitalSource eText reader, please contact VitalSource. Contact information is also available within the online course environment.

Online Tutoring

Smarthinking is a free online tutoring service available to all Columbia College students. Smarthinking provides real-time online tutoring and homework help for Math, English, and Writing. Smarthinking also provides access to live tutorials in writing and math, as well as a full range of study resources, including writing manuals, sample problems, and study skills manuals. You can access the service from wherever you have a connection to the Internet. I encourage you to take advantage of this free service provided by the college.

Access Smarthinking through CougarTrack under Students -> Academics -> Academic Resources.