NEW
YORK INSTITUTE OF
TECHNOLOGY
mgmt 605
organizational behavior
DR. STEPHEN
W. HARTMAN
MBA PROGRAM
NO PREREQUISITES
3
CREDITS
FALL, 2009
Organizational
Behavior Website
INTRODUCTION
This graduate seminar presents a
review of organizational theory and the dynamics of the participation of
management and employees in modern organizations. It deals with the areas of authority and
power, decision making, communication, interpersonal relations, organizational
change, and conflict resolution. Special
consideration is given to group participation in terms of its contribution to
the process of problem solving and decision making. Human values, motivation, and morale are also
reviewed particularly as they relate to the influences of supervision and
productivity expectations.
Each student enrolled in a course at
NYIT agrees that, by taking such course, he or she consents to the submission
of all required papers for textual similarity review to any commercial service
engaged by NYIT to detect plagiarism.
Each student also agrees that all papers submitted to any such service
may be included as source documents in the service’s database, solely for the
purpose of detecting plagiarism of such papers.
Plagiarism is the appropriation of
all or part of someone else’s works (such as but not limited to writing,
coding, programs, images, etc.) and offering it as one’s own. Cheating is using
false pretenses, tricks, devices, artifices or deception to obtain credit on an
examination or in a college course. If a faculty member determines that a
student has committed academic dishonesty by plagiarism, cheating or in any
other manner, the faculty has the academic right to 1) fail the student for the
paper, assignment, project and/or exam, and/or 2) fail the student for the
course and/or 3) bring the student up on disciplinary charges, pursuant to
Article VI, Academic Conduct Proceedings, of the Student Code of Conduct. The
complete Academic Integrity Policy may be found on various NYIT Webpages,
including: http://www.nyit.edu/about/administration/academic_affairs/academics/resources_faculty.html
All students can access the NYIT
virtual library from both on and off campus at www.nyit.edu/library. The same login you use to access NYIT e-mail
and NYITConnect will also give you access to the library’s resources from off
campus.
On the left side of the library’s
home page, you will find the “Library Catalog” and the “Find Journals”
sections. In the middle of the home
page you will find “Research Guides;” select “Video Tutorials” to find
information on using the library’s resources and doing research.
course objectives
1) Provide the student with an
appreciation of organizational behavior, and see its emergence as a research
field.
2) Broaden the understanding of basic
theories of human development and interaction within the organization.
3) Develop an understanding of the
administrative processes and change producing forces of an organization by
systematically analyzing its processes and subsystems.
4) Study the dynamics of the
organization and operation of small groups and assess their impact on the super
ordinate organization.
5) Increase the "Human Skills"
of the student, which are so necessary in the modern organization.
6) Understand the role of the manager
as it is actually experienced in an organizational setting by completing a
course research project.
course procedure
This seminar will be an interactive
process providing exposure to readings, forum discussions, and research. Students are expected to do the readings,
view the chapter PowerPoint presentations and Chapter Lectures, take the
chapter quizzes, complete the research project (see research project at the end of this course outline
starting on pg. 7) and
the final examination. Additionally
students will have exercises that must be completed in the Discussion Forum in
Blackboard.
STUDENT PARTICIPATION
As graduate students it is expected
that you participate in class discussion.
Toward this end students are asked to bring in a current article every
day of class that relates to organizational behavior. Students can use Canadian newspaper articles,
the Wall Street Journal, New York Times, as well as articles from the
Internet. Students are asked to include
a brief summary of the article (can be in handwriting) as well as the
article. These will be collected and used
both as attendance and evidence of completing the assignment. These articles are a major component of your
student participation grade.
Students are required to perform
three separate analyses relating to the subject of organizational behavior
during the semester in the Blackboard Discussion forum. These consist of an analysis of a Case, a
Business Week Article, and an Internet Exercise. The cases are found under the Course
Documents tab, while the Business Week Article and Internet Exercise will be
chosen from any chapter listed under the Course Documents tab. All Blackboard assignments are due by
November 20, 2009 posted in the Discussion Forum under the respective
topics.
required readings
McShane, and Von Glinow, Organizational Behavior, 4/e (New York: McGraw-Hill, Inc.,
2008). ISBN:
0073049778. You can also download the book through
McGraw-Hill’s eBook and save over 50%.
examinations
There will be practice chapter
multiple choice quizzes as well as the final examination based upon the
readings in the text and lecture material.
The quizzes consist of 10 multiple choice questions with a 30 minute
timed answer period. At least one quiz
should be completed weekly.
The final examination will be a 50
multiple choice question exam with a 2 ˝ hour timed answer period. When the timed period expires for both the
quizzes and the final examination respectively, the exam closes.
RESEARCH
PAPER
Students are required to
do a research project using the Mintzberg research paradigm. See the end of the course outline starting on
page 7. See sample research project at MGMT 605 Course Website. The link is at the bottom of the menu.
grade
weighting
Final Examination 30%
Term Paper 30%
Blackboard Discussion Assignments 30%
Class Participation (Articles) 10%
grading
90-100 = A
86-89 = b+
80-85 = B
76-79 = c+
70-75 = C
0-69 = F
a B
AVERAGE IS A PASSING GRADE
IN ALL graduate courses.
STUDENTS WHO DO NOT PASS the
EXAMINATIONS WILL NOT PASS THE COURSE!
reading assignments
November CHAPTER
2 Chapter
1 Introduction to the Field of
Organizational Behavior
3 Chapter 2 Individual Behavior, Values, and Personality
4 Chapter 3 Perception and Learning in Organizations
5 Chapter 4 Workplace Emotions and Attitudes. Chapter 5 Motivation in the
Workplace.
6
Chapter 6 Applied Performance Practices.
7 Chapter 7 Work-Related Stress and Stress Management
9 Chapter 8 Decision Making and Creativity
10 Chapter 9
Foundations of Team Dynamics. Chapter 10. High Performance
Teams
11 Chapter 11 Communicating in Teams and Organizations.
Chapter 12 Power
and Influence in the Workplace.
12 Chapter 13. Conflict and Negotiation in the Workplace
13 Chapter 14 Leadership in Organizational Settings
12 Chapter 15 Organizational Structure. Chapter 16 Organizational Culture.
13 Chapter
17 Organizational Change. TERM PAPER IS DUE November 30th,
2009! ALL LATE PAPERS ARE REDUCED BY AT LEAST ONE
FULL
LETTER GRADE!! Please email the papers to Dr. Hartman. The final exam
will be administered Monday, November 16, 2009. It will consist of fifty multiple
choice questions based on all of the assigned chapters.
reference
Dictionary of Business Terms, Third Edition (
Dictionary of International Business Terms, Third Edition (
Kate L. Turabian, A Manual for Writers of Term Papers, Theses and Dissertations Turabian
Academic Reference Guide.
bibliography
Argyris, Chris. Personality and Organization.
Argyris, Chris & D. A. Schon. Organizational Learning: A Theory of Action
Perspective.
Bennis, Warren. On
Becoming a Leader.
Cascio, Wayne F. Managing Human Resources. NY: McGraw-Hill Book Company, 1986.
Fayol, Henri. General
and Industrial Management, Constance Storrs (trans.).
Fiedler, Fred E. A
Theory of Leadership Effectiveness.
Friedman, Thomas, Up the Ladder: Coping with the Corporate
Climb. NY: Warner Books, 1986.
Hersey, Paul and Blanchard, Kenneth
H. Management of Organizational Behavior, 4th
ed.
Lawler, Ed, Motivation in Work Organizations.
Likert, Rensis. The Human
Organization. NY: McGraw-Hill,
1967.
Lodge, George C., The American Disease. NY:
Maslow, Abraham H., Motivation and Personality.
Mintzberg, Henry. The
Nature of Managerial Work. NY:
Harper & Row, 1973.
Organization theory: from
Rosen, Robert H. The
Healthy Company.
Thompson, Victor A., Modern Organization: A General Theory. NY:
Alfred Knopf Inc., 1961.
scholarly
management journals
Administrative Science
Quarterly
Journal
of Business Communication
Journal of Business and
Psychology
Journal of Occupational Psychology
Journal of
Organizational Behavior
Journal of Organizational
Behavior Management
Organizational
Behavior and Human Decision Processes
research
project
what
do managers do?
interviewing
questionnaire
At least three different managers,
preferably from three different organizations, should be interviewed for the
purpose of this paper. The managers
should have positions of as great authority as possible. Describe in the paper what their positions
are, what their responses are to the questionnaire, how the three different
managers compare in terms of their respective responses, and what you learned
from doing the exercise. These papers
will be discussed in class. ALL
PAPERS SHALL BE TYPED!
Based on research managers have been
shown to perform at least ten roles. Not
every manager performs every role; not every role is equally important in each
manager's job. There may be things
managers do that are not included on this list.
Indeed, there is an "Other" category for including those
things which are not found in this exercise.
The object of this assignment is to
provide an experience in which you can collect some information on what
contributions managers make to achieving organizational goals. For purposes of this study, a manager is
anyone whose job consists primarily of supervising other people in
organizations.
Since so many of our students are
using word processing to prepare their research papers, I strongly recommend
students use the spelling checker option to reduce the number of spelling and
typographical errors and the use of a Grammar Checker to check the grammar of
all written work. Grammar
and spelling will be a factor in the grade for all papers!
Instructions
1.
Find three managers and conduct the interviews, using the attached form
as a guide. Obtain numerical answers,
using the scale provided, for all of the questions, and place their answers in
the suggested summary sheet at the end of this outline. Determine:
a. Which are the most important
roles-those which contribute to effective performance on the job?
b.
Which are the most time-consuming?
c.
Ask the manager to give an example of the role in question.
2.
Discuss the results with the manager. Ask: Were there any roles that you
had expected to be more (or less) important before the interview? Were there any roles where the time consumed
seemed disproportionate to the importance of the role?
3.
Take notes on the interview and bring them with you to class for
reference in the class discussion when the project is considered.
4.
You do not need to supply the name of the manager interviewed. We are only interested in developing a sample
of managerial views of their job. The
responses will be anonymous, and you should treat the interview as a
confidential communication.
The ten roles and the typical
activities involved in them are listed below, together with a space for you to
list items that may be important but not provided for. For each role, enter the appropriate numbers
based upon the following scale.
For the category
"Importance", enter a number reflecting how important the role is to
effective job performance for the manager.
The scale of values for this category are: 1 = of no importance; 2 = of
minimal importance; 3 = of some importance; 4 = of considerable
importance; 5 = of very high importance.
The next category, "Time",
describes how time-consuming the role is for the manager. The scale values for this category are: 1 =
no time consumed; 2 = minimal time consumed; 3 = some time consumed; 4 = considerable
time consumed; 5 = a very high amount of time consumed.
Finally, in the category
"Example" briefly note an example of the job duties performed in
fulfilling this role. Complete each of
these categories for the three managers even if examples are difficult.
1.
Acts as legal and symbolic head; performs obligatory social, ceremonial,
or legal duties (retirement dinner, luncheon for employees, plant dedication,
annual dinner dance, civic affairs, signs contract on behalf of firm etc.)
Importance ______ Time
______ Example ____________________________
_________________________________________________________________
2.
Motivates, develops, and guides subordinates; staffing, training, and
associated duties (management by objectives, provides challenging assignments,
develops people, selects personnel, encourages subordinates, trains new
employees)
Importance ______ Time
______ Example
____________________________
_________________________________________________________________
3.
Maintains a network of contacts and information sources outside own
group to obtain information and assistance (attends staff meetings, takes
customer to lunch, attends professional meetings, meets with manager of
department X, keeps abreast of upcoming design changes etc.).
Importance ______ Time ______ Example _____________________________
_________________________________________________________________
4.
Seeks and obtains information to understand organization and
environment. Acts as nerve center for
organization (charts work flow, work-place meetings, audits expense control
statements, reviews exception reports, reviews quotations, meets with
production control)
Importance ______ Time
______ Example
_____________________________
_________________________________________________________________
5.
Transmits information to subordinates within own organizational area of
responsibility (workplace meetings, disseminates results of meetings, transmits
policy letters, briefs subordinates, sends out copies of information, posts
schedules and forecasts).
Importance ______ Time
______ Example
_____________________________
_________________________________________________________________
6.
Transmits information to persons outside of organizational area of
responsibility (works with product committee, prepares weekly status reports,
participates in meetings, deals with customer's coordinator, field sales).
Importance ______ Time
______ Example
_____________________________
_________________________________________________________________
7.
Searches organization and its environment for "improvement
projects" to change products, processes, procedures, and
organization. Supervises design and
implementation of change projects as well (cost reduction program, plant trip
to X Division, changes forecasting system, brings in subcontract work to level
work load, reorganizes department.
Importance ______ Time
______ Example
____________________________
_________________________________________________________________
8.
Takes corrective action in time of disturbance or crisis (handles union
grievances, negotiates sales problems, redistributes work during "crash
programs," handles customer complaints, resolves personal conflicts,
assigns engineers to problem jobs).
Importance ______ Time
______ Example
____________________________
_________________________________________________________________
9.
Allocates organizational resources by making or approving
decisions. Scheduling, budgeting,
planning, programming of subordinate's work, etc. (budgeting, program
scheduling, assigns personnel, strategic planning, plans manpower load, sets
objectives).
Importance ______ Time
______ Example
____________________________
_________________________________________________________________
10.
Represents organization in negotiating of sales, labor, or other
agreements. Represents department or
group negotiating with other functions within the organization (negotiates with
suppliers, assists in quoting on new work, negotiates with union, hires,
resolves jurisdictional dispute with department X, negotiates sales contract)
Importance ______ Time
______ Example
____________________________
_________________________________________________________________
11.
Other:
Importance ______ Time
______ Example
____________________________
_________________________________________________________________
The Mintzberg roles are given -
though not labeled - on the questionnaire in the following order:
Interpersonal Roles Information Roles Decisional Roles
1.
Figurehead 4. Monitor 7. Entrepreneur
2.
Leader ("Nerve
Center" 8. Disturbance
3.
Liaison in Mintzberg) Handler
5.
Disseminator 9.
Resource Allocator
6.
Spokesperson
10. Negotiator
In the body of the paper compare and
contrast the different managers in terms of the importance rating and time
consumed for each of the management functions.
Do this by function rather than by manager, i.e., compare all three
managers' responses functionally. Use
the examples they gave you to document your
conclusions. Discuss any
differences and the "other" category.
Original methods of interpreting and analyzing your data are encouraged.
Summarize the report in terms of why
you believe the managers agreed and disagreed on the importance rating and time
consumed for the functions discussed. Be
prepared to discuss your results in class.
Please use the following suggested
Report Format for summarizing your interviews.
Please average the importance and time categories for your three
managers. This will provide an index of
the most important and time consuming functions as well as giving an overall
importance/time indicator.
report format
importance rating and time consumed
for managers interviewed by function
(i = importance rating
t = time consumed)
Functional
Average Avg.
Ratio
Role Manager
A Manager B Manager C
Importance Time I / T
Interpersonal Roles
Figurehead I T I T I T
AVG. AVG. I / T
Leader I T I T I T
AVG. AVG. I / T
Liaison I T I T I T
AVG. AVG. I / T
Interpersonal Role
Averages I T I T I T
AVG. AVG. I / T
INFORMATIONAL ROLE
Monitor I T I T I T
AVG. AVG. I / T
Disseminator I T I T I T
AVG. AVG. I / T
Spokesman I T I T I T
AVG. AVG. I / T
Informational Role
Averages I T I T I T
AVG. AVG. I / T
DECISIONAL ROLE
Functional
Average Avg.
Ratio
Role Manager
A Manager B Manager C
Importance Time I / T
Entrepreneur
I T I T I T
AVG. AVG.
I / T
Disturbance Handler I
T I T I T
AVG. AVG.
I / T
Resource Allocator
I T I T I T
AVG. AVG.
I / T
Negotiator I T I T I T
AVG. AVG.
I / T
Decisional Role
Averages I T I T I T
AVG. AVG.
I / T
Total Average I T I T I T
AVG. AVG.
I / T
Manager I / T Ratio I /
T I / T 1 / T
In the body of the paper compare and
contrast the different managers in terms of the importance rating and time
consumed for each of the management roles and functions. Use the examples they gave you to document
your conclusions. All papers will
include a research report as detailed above.
Discuss any differences and utilize the "other" category. Do not simply itemize each manager. It is ESSENTIAL to compare and contrast all
three managers functionally by incorporating the overall findings from your
research report. What is required here
is critical comparative thinking. Use
the I / T ratio to compare the managers in terms of the importance they give to
an individual function and the time they actually spend doing it.
Summarize the report in terms of why
you believe the managers agreed and disagreed on the importance rating and time
consumed for the functions discussed. Draw conclusions as to why the managers
reached the judgments they did. Be prepared
to discuss your results in class.