Course:
Management and Organizational Behavior
MAN 6156 MSA Program or by Permission
Class
Fully online with Desire2Learn software
Credits:
3 semester hours
Professor:
Dr. Marian C. Schultz
Email: [email protected]
Office
Eglin Education Center, Bldg. 251, Rm 127
Hours:
By appointment
Work phone: 678-3727
Home Phone: 897-3115 ( no phone calls after 10:00 pm)
Fax 897-3130
Textbook:
Organizational Behavior Nelson & Quick (2009)
Thomson/Southwestern Publishers (ISBN: 978-324-57873-7).
Course:
Appreciation and understanding of the field of organizational behavior and its
application in managing human and other resources. Emphasizes understanding
individual behavior (motivation, self-awareness, leadership, etc.) and group
dynamics (decision-making, group development and work) Conflict, climate,
learning styles, power, stress, process/content, human rights and quality are also
discussed. This course may not be taken for credit by students having credit for
INP 6397. Permission is required.
The course is intended to assist students in understanding the field of
organizational behavior and its applications in managing corporate resources. It
emphasizes both individual behavior and group dynamics through experiential
and other appropriate designs. This course is designed to teach perspectives
and practicing managers the major behavioral theories and concepts at work in
an organizational setting. A primary course objective is to teach students the
complex behavioral dynamics of individuals and groups in organizations.
Student Learning Outcomes:
1. Analyze the origins of organizational behavior, including processes and their
consequences.
2. Distinguish the various theories of leadership, comparing and contrasting
them, showing similarities, and differences.
3. Apply the major theoretical approaches to motivation in designing reward
systems that tie reward to performance in varied organizational settings.
4. Examine group dynamics and power and influence in organizations, and
explain how they are all interrelated.
5. Formulate how the process of perception influences the management
processes and contributes to individual differences.
6. Classify the various means of managing conflict, power, and political action
in an organization.
7. Explain and analyze the issues relating to management ethics and social
responsibility. Describe and assess the processes of individual and group
decision making, illustrating when each should be used in the context of
Organization Learning.
8. Diagnose the effectiveness of a work team and prescribe ways for increasing
group effectiveness within the context of Organization Learning.
9. Propose and evaluate a plan for implementing and evaluating changes
within an organization.
Teaching Format:
The course will consist primarily of experiential course work, discussions on the forum,
virtual team work, chat rooms, and mini discussions online. Students will be organized
into teams so as to simulate real life work situations. The experiential work focuses on
both individuals and group learning concepts. As graduate students, it is expected that
you share in the learning process. The students are responsible for reading all assigned
materials. Overall, students are encouraged to analyze situations relying on more than
one perspective, thereby enhancing their potential for managing the issue at hand.
Emphasis will be placed on interpreting and intermingling concepts and theories
presented so as to develop stronger diagnostic skills. Students will learn how to
incorporate concepts of conflict resolution, power, leadership, communication,
motivation, stress and change into the management of human resources. Students will
gain additional insight into responding to various learning styles and cultural
differences.
Special Needs Assistance:
Students with special needs must inform the instructor within the first week of the
course term of any personal circumstances that may require special consideration in
meeting course requirements or adhering to course policies. Students with special needs
who require specific examination-related or other course-related accommodations
should contact Barbara Fitzpatrick, Director of Student Disability Resource Center,
[email protected], (850) 474-2387. Student Disability Resource Center will provide the
student with a letter for the instructor that will specify any recommended
accommodations.
Make-up Policy:
All exams and assignments are expected to be completed by the predetermined date set
by the professor. If there is a personal emergency, the student must contact the
professor as soon as possible to coordinate a make-up for any exam or assignment.
Make-up exams will cover the same material as the regularly scheduled exam, but will be
taken during final exam week or at the discretion of the professor. The specific format
will be at the discretion of the professor.
Academic Conduct Policy:
As members of the University of West Florida, we commit ourselves to honesty. As we
strive for excellence in performance, integrity – both personal and institutional – is our
most precious asset. Honesty in our academic work is vital, and we will not knowingly
act in ways to erode that integrity. Accordingly, we pledge not to cheat, nor to tolerate
cheating, nor to plagiarize the work of others. We pledge to share community resources
in ways that are responsible and that comply with established policies of fairness.
Cooperation and competition are means to high achievement and are encouraged.
Indeed, cooperation is expected unless our directive is to individual performance. We
will compete constructively and professionally for the purpose of stimulating high
performance standards. Finally, we accept adherence to this set of expectations for
academic conduct as a condition of membership in the UWF academic community.
Plagiarism:
UWF is committed to maintaining and upholding intellectual integrity. The faculty,
departments, divisions, or campuses of the University may impose sanctions on
students who commit the following academic integrity violations: cheating, plagiarism,
and other related acts. Sanctions may include a failing grade on the assignment, a failing
grade for the course, suspension, or dismissal from the University. Plagiarism, which is
the “uncredited” use of another's words or ideas, includes the act of submitting a paper
that you didn't write. To avoid plagiarism, follow these guidelines:

If you use someone else's words, be sure to put quotation marks around them so as to assign full
credit to the source.

If you paraphrase someone else's words or use their ideas in your own words, again, be
sure to provide full credit to the source.
Graded
Assignments
Graded Items
Midterm Exam
30%
Final Exam
30%
Focused Team Research Paper
10%
10 pages, DS, 12 font, 10 references minimum
Video Assessment (Individual effort)
10%
Tinker toy exercise and other assignments
Personal Assessment
10%
Analysis of self assessments
Participation and Contribution
10%
Total
100%
Class participation includes interaction in the virtual classroom and timely completion of course
materials. Class participation at the graduate level is an important component of the educational
experience. Students are expected to participate in classroom discussion by logging on to the
virtual classroom. Superior participation grades will be given to active students, those that
exchange ideas in a thoughtful manner that reflect preparation as well as
personal opinion, while exercising the courtesies due others
93-100
A
Research: (behavioral topic assigned)
 APA format required
 Typed (10 pages of text) double-spaced
 Professional appearance for final copy
 Complete References & Citations
 Items to be integrated into the text: purpose, statement of problem
review of literature, discussion of findings, summary of research
90-92
A-
88-89
B+
83-87
B
80-82
B-
78-79
C+
73-77
C
70-72
C-
68-69
D+
63-67
D
60-62
D-
Below
F
Individual Assignments (“you” assignments are often self assessments; self
assessments do not need to be submitted individually. The self assessments will
be used to develop a 1-4 page personal assessment to be submitted NLT the first
day of the final exam.
Questions posted to the Discussion Board will be posted new each week on
Mondays at 7 a.m. (central time)
Schedule of Modules: For easy reference the modules are color coded. All assignments
are submitted through the dropbox. If you have any questions, don’t hesitate to ask. Each
week I will post a discussion question or article to the discussion board. The first week
starts on the 25th of August. Each week starts on Monday (7 a.m. and ends on the
following Monday 7 a.m. central time)
Module 1
8/25
Course Introduction
Create a logo and team name; post it to the discussion board
Post Brief Introduction on the discussion board along with your
Keirsey Bates (http://www.keirsey.com/cgi-bin/newkts.cgi).
Chapter 1 – Behavior and Opportunity
Objectives
 Identify today’s challenges
 Describe today’s workforce roles
 Define the diagnostic approach
 Define Organizational Behavior
You. 1.1 p. 16 (Individual)
Module 2
9/1
Chapter 2 - Challenges for Managers
Objectives
 Diagnose dimensions of cultural differences
 Ethical dilemmas
 Discuss the impact of gender, race, age, and physical
disabilities in the workplace
 Identify how some dimensions of personality influence
behavior within organizations
You 2.2 p. 55
Module 3
9/8
Chapter 3 – Personality, Perception and Attribution
Objectives
 Understand Value diversity
 Examine Theories of personality
 Examine personality characteristics and their influences on
behavior
 Understand Social perception
 Apply the attribution process



Module 4
9/15
Module 5
9/22
Module 6
9/29
You 3.1: p. 86
You 3.2 p. 89
Individually complete exercise 3.1 p. 109 part I
Chapter 4 – Attitudes, Values and Ethics
Objectives
 Understand ABC Model of attitude
 Understand Locus of control
 Examine the impact of persuasion
 Describe instrumental and terminal values
 Apply Massey’s value system
 You 4.1 p. 122
 You 4.2 p. 127
Chapter 5 – Motivation at Work
Objectives
 Understand needs achievement, power and affiliation
 Examine motivation
 Analyze two factor theory
 Understand cultural differences in motivation
 You 5.2 p. 163
Chapter 6 – Learning and Performance Management
Chapter 7 – Stress and Well Being at work
Objectives
 Learning, Reinforcement, punishment, extinction
 Classical and operant conditioning
 Positive and negative consequences of behavior
 Individual and team oriented reward systems
 Describe strategies for managing teams effectively
 Describe benefits of eustress and costs of distress
 You 6.1 p. 192



Individual effort: For this module each individual may choose to use a
family team, neighbor team, social team, drinking team, or any other
team you can entice into helping out. After conducting the activity.
The questions to address will be posted under handouts. (The Tinker
Toy Exercise)
You 7.1 p. 219
You 7.2 p. 233
Module 7: *MIDTERM EXAMINATION
10/6 – 10/12 (Chapters 1-7)
SCHEDULED as MODULE 7*
Module 8
10/13
Chapter 8 – Communication
Objectives
 Distinguish between defensive and nondefensive communication
 Understand reflective listening skills
 Describe ICT
 You 8.1 p. 263
 You 8.2 p. 267
Module 9
10/20
Chapter 9 – Work Teams and Groups
Objectives
 Understand and apply team and group membership
 Implement group dynamics and formation
 Examine task and maintenance functions
 Examine empowerment
 You 9.1 p. 298
 You 9.2 p. 307
Module 10
10/27
Chapter 10 – Decision Making by Individuals and Groups
Objectives
 Identify Bounded Rationality
 Discuss and understand Groupthink
 Apply group decision making
 You. 10.1 p. 330
 You 10.2 p. 335 (Be sure to request answer after completion of
exercise)
Module 11
11/3
Module 12
11/10
Chapter 11 – Power and Political Behavior
Objectives
 Discuss and understand interpersonal and intergroup sources of
power
 Apply power analysis and theory of power
 Identify and formulate ethical uses of power
 You 11.1 p. 379
 You 11.2 p. 382
Chapter 12 – Leadership and Followership
Objectives
 Understand the impact of leadership and followership
 Discuss contingency theory of leadership
 Discuss situational leadership model
 Understand the differences between transformational, transactional
and charismatic leaders
 Experiential Activity: Diagnosing Group Dynamics
For this individual activity, you may view any one of the following
videos: Twelve Angry Men, The Flight of the Phoenix (only the old
version with Jimmy Stewart), Twelve O’Clock High, Norma Rae, or
Molly Maguires. You will view the video and prepare a paper which
assesses the behavioral issues. See handouts.
 You 12.1 p. 402
 You 12.2 p. 420
Module 13
11/17
Chapter 13 – Conflict and Negotiation
Chapter 14 – Job Design
Objectives
 Functional and dysfunctional conflict
 Techniques for managing conflict
 Styles of conflict management
 Discuss theoretical approaches to job design
 You 13.2 p. 458
 You 14.1 p. 484
Module 14
11/24
Chapter 16 – Organizational Culture
Chapter 18 – Managing Change
Objectives
 Evaluate four functions of culture
 Describe three stages of organizational socialization
 Understand and apply the concept of incremental change
 Understand and discuss strategic change and change agents
 Formulate examples of resistance to change
 Apply Lewin’s change model
 You 16.1 p. 551
 You 17.1 p. 603(This particular activity is required although we are
not integrating the full chapter)
 You 18.1 p. 625
 You 18.2 p. 631
Module 15
12/1 – 12/7
Final Exam to be available during this week
Professor Bio:
Dr. Marian Schultz
holds an Associate degree and a Bachelor’s
degree
from
the
University of Detroit-Mercy, a Master’s degree
from
Pepperdine
University, and a Doctorate from the
University of Southern
California. She has taught various business
courses
for
The
University of Hawaii, Chaminade University
and Hawaii Pacific
University while living in Hawaii. While in San
Antonio she taught in the Marketing and Management Department for The University of
Texas at San Antonio, and later at St. Mary’s University School of Business and
Administration. In addition to her teaching, she is also actively involved in consulting
work to include Pace Foods of San Antonio (known for their taco & picante sauce), The
Winning Edge, 149th Tactical Fighter Group of the Texas Air National Guard, First City
Bank, Eglin AFB, Eglin Supervisory Group, and Health America. Dr. Schultz currently
holds professional memberships in the Academy of Management, American Educational
Research Association, and the American Society for Training and Development, The
Council on Employee Responsibilities and Rights, The Association of Management, The
Economic and Business Historical Society, The Association of Business Communication,
The Association of Business Research, and The Atlantic Economic Society. She has
presented her research regionally, nationally and internationally. Her publications and
research include such topics as Stress, Comparable Worth, Crisis Management, Diversity
Issues, Leadership, Gender Diversity, Human Factors, Humorology, Online Education, and
Power. She joined the Management faculty of The University of West Florida as an
Associate Professor in the fall of 1989, received tenure in 1993 and was promoted to full
professor in 2008.