04-71-240-02

Management and Organizational Life

General Information
Class Meetings: Instructor: Office Hours: Office: Secretary: Tue. & Thu., 4pm-5:20pm, OB Building, Room 110, Winter 2014 Dr. Zhenzhong Ma T & R, 5:30-7pm or by appointment E-mail: Odette Building, Room 455 Ms. My Nhan Phone: Contact: maz@uwindsor.ca 253-3000 ext. 4251 OB 405, ext. 3094

COURSE DESCRIPTION
This course provides an overview of the basics of management theory, coupled with a more applied view of how that theory may work in an organizational setting. It will build upon the understanding of strategic positioning and context provided by its new prerequisite Introduction to Business (75-100) where stakeholders, the environment, and business issues provide the background for understanding the challenges facing todays managers. The course will provide some experiential opportunities to develop team and leadership skills, while looking at what affects the role of the individual and the group within the structure of the organization. An understanding of the influences upon and ways to motivate behavior in organizations will be developed.

COURSE PRE-REQUISITES
It is your responsibility to withdraw from this course during the two week add/drop period if you have NOT successfully passed the following pre-requisite courses: 71-100: Business Communications 75-100: Introduction to Business (for business students only) (for all students)

Failure to withdraw will result in your automatic withdrawal by the Registrars Office at any time during the term. NOTE: The student is responsible for fees and tuition incurred for the course until the withdrawal date.

LEARNING OBJECTIVES
At the completion of this course, it is expected that students will be able to

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1) Gain intrapersonal, interpersonal and managerial knowledge through the self assessment of managerial skills and abilities and through working with others in a team; 2) Learn about the behavior of people in organizations by examining theory, research, and managerial practice in areas such as leadership, group dynamics, communication, conflict resolution, motivation, and individual differences; 3) Acquire the skills necessary to manage effectively with a team; 4) Integrate personal experiences and learning from the group project with relevant theories in order to develop a useful framework for understanding human behavior in organizations and becoming more effective members and managers of organizations; 5) Practice and enhance oral and written communication skills.

TEACHING APPROACH
This course will combine traditional reading-lecturing-exam components with an intensive and nontraditional team-based personal learning experience. Students will form project teams and produce products or services in support of local, not-for-profit or charitable organizations in the community. Through the experience of starting and running a project team, students will learn about the problems and practice of organizational behavior in a way that is not possible in a traditional classroom. Group and individual reports will be used to encourage students to reflect upon what they learn from their experience and how it relates to the conceptual framework of organizational and human behavior presented in class. Class presentation and discussion will be used to evaluate the experiences of each project team. A major emphasis of this course is the development of personal leadership. Students will complete a set of personal leadership development assignments and through this process they will specify their development needs and create plans to execute their leadership visions. The Competing Values Framework will be used to build leadership and interpersonal knowledge and skills and intrapersonal awareness.

EVALUATION AND GRADE DISTRIBUTION

Grades for the course will be consisting of the following parts: 1. Participation & in-Class Exercises 10% 2. Leadership Development Assignments 20% 3. Group Assignments a) Team Charter 5% b) Project Proposal Plan & Presentation 10% c) Project Final Report & Presentation 10% 6. Midterm Exam (Feb 25, in class) 20% 7. Final Exam (April 15, 3:30 pm) 25% ________________________________________________ Total 100%

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Participation and Applied in-class Exercises (Individual Assignment - 10%) Attendance and Participation in the in-class exercises are important, as the goal of this class is not for you to simply memorize facts and concepts from the readings. Class activities will provide opportunities to practice application of theoretical concepts to concrete organizational problems, which also enables you to learn how to handle the questions you can expect in real life. Student participation in classroom activities class presentation, exercises and discussions, greatly enhances the learning in this course. The in-class activities include: Attending the class regularly; Class presentation on assigned materials; Completion of exercises and assignments discussed in class; Raising constructive questions on content issues; Contributing constructively to the class by building on ideas of others, sharing of experiences that illustrate theory concepts and processes.

There will be ten (10) graded in-class exercise reports, to be submitted in class by students as a group. These reports shall be completed in class (could be in point format) and not exceeding one page. All the exercises used will be from the text. As a result, reading the text and relevant application exercises and case incidents are important. There will be examination materials drawn exclusively from materials that are presented in class and are not in the text. Although this is a multiple section class, you are responsible for attending the section that you are enrolled in. Students will only be assigned a grade if they write exams and are assigned to a team in the section for which they are enrolled. Regular attendance facilitates team cohesiveness and effectiveness and should be a core value of each class member. In addition, your actual grade for team work will be adjusted based on the proportion of classes you attend/participate and your attendance/participation will be checked on a variable schedule. For example, if you only attend/participate in 50% of the classes that were checked, then a final adjustment will be made to all your team grades so that you will receive 50% of the grade awarded to the team on every team aspect of the course. Applied in-class Exercises Grading Criteria: Relevance to concepts discussed in class Demonstration of solid understanding of concepts Clear, well-organized, and carefully edited writing Your ability to exhibit creativity in presenting the ideas generated during group discussion.

Individual Personal Leadership Development Assignments (20%) Personal leadership development is one of the central components of this course. You will download the leadership development assignments from your course CLEW website. In total, you have five (5) individual assignments to complete. You must complete the assignments and submit

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them in class on the specified due date. Late assignments will be penalized 10% per day for the first 2 days. Assignment submitted later than 3 days following the official due date will receive a grade of zero. Team Assignments (25%) The purpose of this assignment is for you to experience some of the principles of organizational behavior to be discussed throughout the course. The class will be randomly divided into project teams of approximate six students each. Each team will be required to design a project and implement means to complete it using all human and material resources at its disposal. As a function of this project, two oral and two written reports are required. These reports will analyze and discuss the processes and behavior within the team, and how the lectures, test and readings may or may not facilitate understanding of organizational dynamics. In the first 3 weeks of the term, each project team will decide upon a project that will have an entrepreneurial and altruistic impact. The project will culminate in a real financial gain or loss to the project team, or will produce a cultural, political or social service impact in the community. The project must be substantial enough to consume at least 3 hours per week per individual. Some class time will be allotted for team work. The project must be determined by the week of Feb 04 and approved by the instructor before implementation. The project must meet the criteria for approval: 1) all encumbrances and potential consequences (financial or otherwise) shall be willingly assumed by each team member; 2) the project must be legal; 3) the project must encourage the highest standards of conduct; 4) all project activities must take place in WindsorEssex region; and 5) you may not repeat projects which have been performed previously by a member of your project group, either in a work setting or at school. A detailed guideline will be found from the project assignments. A spokesperson or official contact person for the instructor will be identified by each team. This person must be listed on the initial project proposal submitted for approval. This person may or may not be or become the leader or manager of the team. It is up to each team to decide on its own structure or you may choose not to have a formal leader, to have one, or to have several in different capacities. Instructor approval is NOT needed to choose or change a leader, but do notify your instructor if the spokesperson is changed. Project Reports Each team will make two oral presentations and three written reports as follows: 1. Team Charter (5%): The purpose of the team charter is to set the framework for success, effectiveness and rewarding interaction within the team. In essence, the charter contains the rules of engagement how you will work together. The charter is a key ingredient in creating the work and relationship culture of your team. You must submit a hard copy in class on Jan 30 (Team Assignment #1). 2. Project Proposal & Presentation (10%): a written report for your project proposal must be submitted with a ten-minute oral presentation to the class. 3. Final Team Report & Oral Presentation (10%). The final team report will consist of a written report and a 15 to 20-minute oral presentation to the class.

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Guidelines for Team Reports Your team will meet many times during the course of the semester, and you will deal with a number of organizational and interpersonal problems. In order to facilitate recall of these incidents and turn them into a good report, it is recommended that the group appoint some one to take notes and to lead a summary session at the end of each team meeting. This helps the team to process what happened and facilitate discussion of selected questions which appears as thought-starters for the team report. This task may remain with one person or be rotated. Project oral reports on the team activities will be approximately 10 to 15 minutes in length, depending on the number of teams in the class. These oral reports should cover team activities and highlight the major OB lessons learned and challenges that the team has faced in trying to complete their task effectively. The final written report should cover the major activities, processes and outcomes each team accomplishes. The major organizational behavior concepts which are pivotal to the performance of the team should be analyzed and discussed. Detailed requirements will be found from the project assignments. The primary goal of the team project is to analyze your teams experiences and tie them to various dimensions of OB discussed in the readings and lectures. Thus, the purpose of the team report is to record your observation of group behaviors, identify problem areas in organizational dynamics, note steps taken to resolve problems, and relate your team behavior to effectiveness, both in terms of task accomplishment and member satisfaction. In order to generate sufficient depth of analysis, you must exert considerable effort to the task itself. So while the amount of total fund raised or other measure of success is of secondary importance, recognizable and sustained effort is a vital ingredient in the overall success of your teams performance and will be reflected in your project grade. NOTE: Team members will not necessarily receive the same grade on their projects. A member that does not attend class regularly, frequently misses scheduled team meetings, does not stay in regular contact with the team or fails to fulfill team obligations may receive a grade of zero for the team aspects of the course. Your actual grade for team work will be adjusted based on the proportion of classes you attend/participate and your attendance/participation will be checked on a variable schedule. For example, if you only attend/participate in 50% of the classes that were checked, then a final adjustment will be made to all your team grades so that you will receive 50% of the grade awarded to the team on every team aspect of the course. Midterm (20%) and Final Exam (25%) Midterm and the final will be made up of a combination of multiple choice and short answer questions. They will cove materials from the textbook, classroom lectures, and in class discussions. Midterm will cover the materials to date while the final will be covering the rest of the text, i.e., it is NOT CUMULATIVE. The midterm will be held in the same classroom while the final will be administered during the officially-scheduled final exam slot. Both exams will be closed book, and no aids are allowed in exam room. Student ID card is required for both exams.

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TEXTBOOK and Course Website

Textbook: Langton, N., Robbins, S., & Judge, T. (2013). Organizational Behavior: Concepts, Controversies and Applications (6th Canadian Edition).Toronto: Pearson Education Canada. Students are responsible for checking the course website regularly. PowerPoint slides will be posted prior to lectures. To access the course website, go to https://clew.uwindsor.ca, enter your UWIN ID and password to log in. This will bring you to your My Workspace page. Click on the My Courses tab near the top, you will see all the courses you are registered in and which are using CLEW. Click on the course number will bring you to the course home page. If you have any difficulty logging in, please contact the Help Desk at helpdesk@uwindsor.ca or by phone at ext. 4440. Should you need to contact me, please use my email maz@uwindsor.ca. Remember to put 71-240-section # in the subject line so I can find your email.

Course Website:

Grading Policy at Odette School of Business

The grade distribution that will be used is as follows. Faculty guidelines prescribe a final class average for 200-level classes in the range of C- and B- (60%-72.9%).
Grade Point 13 12 11 10 9 8 7 Letter Grade A+ A AB+ B BC+ Range 93-100 86-92.9 80-85.9 77-79.9 73-76.9 70-72.9 67-69.9 Grade Point Letter Grade Range 6 5 4 3 2 1 0 C CD+ D DF F63-66.9 60-62.9 57-59.9 53-56.9 50-52.9 35-49.9 0-34.9

Unofficial grades will be posted to the course website as soon as they are available. You are cautioned that posted grades are neither final nor official until they are approved by the Deans Office, authorized by the Registrars Office and then posted on your transcript in the SIS. Please refer to the Odette School of Business Course Policies document for specific information on all the following subjects. This Course Policies document is available electronically on each course CLEW site and in paper form outside each Area Secretary office on the 4th floor of the Odette building.

Academic Integrity and Code of Conduct Missed Exams and Late Assignments Registration, Adding, and Dropping Courses Odette School of Business Grade Conversion Scale Odette School of Business Grading Policy Student Evaluation of Teaching (SET)

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CLASS SCHEDULE
Session 1 2 3 4 5 6 7 8 9 10 Week of Jan 7 Jan 14 Jan 21 Jan 28 Feb 04 Feb 11 Feb 18 Feb 25 Mar 04 Mar 11 Mar 18 11 12 13 Mar 25 Apr 01 Apr 08 Apr 15

Topic
(1): Introduction & Expectations (2): The nature of Organizational Behavior (1): Personality, Perception, and Emotions (2): Values, Attitudes, and Diversity (1): Project Team Formation (2): Motivation Theories (1): Motivation and Its application (2): Group and Teams (1): Communication Skills (2): Team Meeting Day (No Class) (Ind Assgmt #1 due)

Ch.
1 2&3 3&4 5&6 7 8

(Team Assg #1 due) (Ind Assgmt #2 due)

(1): Power and Politics (2): Project Proposal Presentation (Written report due) Study Break (No class) (1): Midterm Exam (Ch. 1-6, in class) (2): Negotiation Simulation (attendance required) (1): Conflict and Negotiation (2): Team Meeting Day (No Class) (1): Organizational Culture (2): Leadership and Theories Group work/field work (No Class) (1): Leadership and Theories (Contd) (2): Decision making and Ethics (1): Organizational Structure (2): Organizational Change and Development (1): Project Presentation (Final Reports due) (2): Project Presentation (Final Reports due) (Ind Assgmt #4 due)

(Ind Assgmt #3 due)

9 9 10&11

(Ind Assgmt #5 due)

12 13&14

Final Exam: Tuesday, April 15, 3:30 pm (Good luck!)

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