NEW
YORK INSTITUTE OF
TECHNOLOGY
mgmt 605
organizational
development and behavioral factors
DR. STEPHEN
W. HARTMAN
MBA PROGRAM
NO PREREQUISITES
3
CREDITS
spring, 2009
office
wisser library, Rm. 312, 3rd floor
old westbury OFFICE TEL.: (516) 686-7972 O.W.
Reference Web Site http://members.aol.com/shart62475/
Course Web Site http://iris.nyit.edu/~shartman
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.
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 a
deeper understanding of the administrative processes of an organization by
systematically analyzing its subsystems.
4) Study the
understanding 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 and
be able to perform the role of the manager as it is actually experienced in an
organizational setting by performing structured managerial interviews in at
least three organizations. SEE
RESEARCH PROJECT P. 7.
course procedure
This seminar will be an interactive
process providing exposure to lectures, case studies, discussions and
research. The students are expected to
have done all of the readings and course related work prior to the actual class
session. Failure to do the readings and
related work prevents the student from adequately participating in the
classroom discussions and thus detracts from the overall quality of the
seminar. Please do your part!
student
subscriptions
As graduate MBA students it is
expected in this course that each student will at least read the Wall Street Journal. The instructor will make available a special
student discount subscription form for those not having access to the
paper.
In recent years there has been a
flood of business journalism as the environment of business assumes center
stage importance in current day events.
Students are therefore asked to consult other publications such as the
New York Times Business Section, Forbes magazine, Money magazine, and the ETV
program Wall Street Week, as well as TV business wrap-up programming.
While it is impossible to keep up
with everything, students should at least be aware of the major developments of
the day. Consistent with this
philosophy students are asked to cut out and bring to class one business article
from the business press each class session.
Prepare to be called on and discuss the contents of the article with the
class. READ YOUR BUSINESS PUBLICATIONS!
required
McShane, and Von Glinow, Organizational Behavior, 4/e (New York: McGraw-Hill, Inc.,
2008). ISBN:
0073049778.
examinations
There will be two multiple choice
examinations based upon the readings in the text and lecture material.
grade weighting
Mid Term 30%
Final Examination 30%
Term Paper 30%
Class Participation (Articles) 10%
grading
90-100 = A
86-89 = b+
80-85 = B
76-79 = c+
70-75 = C
0-69 = F
attendance
If you stay current in your readings,
get the notes, and do the assignments, isolated absences should not, in
general, have any adverse effects.
However, more than three absences may force your withdrawal.
Please exchange phone numbers with
those sitting around you. Please do not
call to notify me of your absence unless you have an unusual problem. Your absence will be obvious. If you do miss a class, stay current by
calling one of your classmates and get the notes etc.
a B AVERAGE IS A PASSING GRADE
IN ALL graduate courses.
MAKEUP EXAMINATIONS ARE given on campus only
STUDENTS WHO DO
EXAMINATIONS WILL NOT PASS THE COURSE!
reading assignments
WEEK CHAPTER
1 Chapter
1 Introduction to the Field of
Organizational Behavior
2 Chapter 2 Individual Behavior, Values, and Personality
3 Chapter 3 Perception and Learning in Organizations
4 Chapter 4 Workplace Emotions and Attitudes. Chapter 5 Motivation in the
Workplace.
5
Chapter 6 Applied Performance Practices.
6 Chapter 7 Work-Related Stress and Stress Management
7 Chapter 8 Decision Making and Creativity. Mid Term examination. Fifty
question multiple choice.
8 Chapter 9 Foundations of Team Dynamics. Chapter 10. High Performance
Teams
9 Chapter 11 Communicating in Teams and Organizations
10 Chapter 12 Power and Influence in the Workplace. Chapter 13. Conflict and
Negotiation in the Workplace
11 Chapter 14 Leadership in Organizational Settings
12 Chapter 15 Organizational Structure.
13 Chapter
16 Organizational Culture. TERM PAPER IS DUE April 30, 2009!
ALL LATE PAPERS ARE REDUCED BY AT LEAST ONE
FULL LETTER
GRADE!!
14 Chapter 17 Organizational Change
15. Final Examination, May 14th, 2009. Fifty question multiple choice.
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.