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JOHN CABOT UNIVERSITY

COURSE CODE: "MGT 310-3"
COURSE NAME: "Organizational Behavior "
SEMESTER & YEAR: Fall 2019
SYLLABUS

INSTRUCTOR: Robert Christofferson
EMAIL: [email protected]
HOURS: MW 8:30-9:45 AM
TOTAL NO. OF CONTACT HOURS: 45
CREDITS: 3
PREREQUISITES: Prerequisite: MGT 301
OFFICE HOURS: by appointment before or after class

COURSE DESCRIPTION:
The course examines the disciplinary foundations of organizational behavior, the major conceptual models that purport to explain organizational behavior, the methods used to study organizations,  and the trends in the field. Content is based on basic concepts of motivation, control, change, and team building, as well as the development of effective relationships in a diverse work environment. Note: this course is intensive in that students are asked to write individual papers, work in groups to formulate plans to resolve real life situations as described in various case studies, and present their recommendations to the assembled class.
SUMMARY OF COURSE CONTENT:

1) Introduction: Competitve Challenges and Managing People
2) The Evolution of Management Thought
3) High Performance Work Systems
4) Foundations of Individual Behavior
5) Attitudes and Job Satisfaction
6) Personality,Values and Culture
7) Perception and Individual Decision-Making
8) Motivation Concepts
9) Motivation: From Concepts to Applications
10) Emotions and Moods
11) Foundations fo Group Behavior
12) Understanding Work Teams
13) Communication
14) Conflict and Negotiation
15) Interdependent Group Relations
16) Power and Politics
17) Best Approaches to Leadership
18) Contemporary Issues in Leadership
19) Foundations of Organizational Structure
20) Organizational Culture
21) Organizational Change

METHOD OF INSTRUCTION:

1. Lectures

2. Case studies

3. Video presentations

4. Analysis of relevant literature readings

5. Group presentations

LEARNING OUTCOMES:

- The development of interpersonal, communication and conceptual skills

- The development of specific technical skills

- The development of an understanding of the close links between organizational

   behavior concepts and skills with problems and issues actually faced by individuals, teams, and organizations

- The development of abilities and skills to diagnose and deal with ethical dilemmas and issues

- The development of knowledge and skills for positively dealing with culturally diverse individuals and groups in work settings

- The development of an understanding and appreciation of organizational behavior issues and problems across cultures

TEXTBOOK:
Book TitleAuthorPublisherISBN numberLibrary Call NumberComments
Organizational Behavior 18th EditionStephen P: Robbins and Timothy A. JudgePearson0134729323  
REQUIRED RESERVED READING:
NONE

RECOMMENDED RESERVED READING:
NONE
GRADING POLICY
-ASSESSMENT METHODS:
AssignmentGuidelinesWeight
Quizzes 5%
Group Presentations (2 per group) 40%
Final Exam  25%
Intermediate assessments (2) 30%

-ASSESSMENT CRITERIA:
AWork of this quality directly addresses the question or problem raised and provides a coherent argument displaying an extensive knowledge of relevant information or content. This type of work demonstrates the ability to critically evaluate concepts and theory and has an element of novelty and originality. There is clear evidence of a significant amount of reading beyond that required for t
BThis is highly competent level of performance and directly addresses the question or problem raised.There is a demonstration of some ability to critically evaluatetheory and concepts and relate them to practice. Discussions reflect the student’s own arguments and are not simply a repetition of standard lecture andreference material. The work does not suffer from any major errors or omissions and provides evidence of reading beyond the required assignments.
CThis is an acceptable level of performance and provides answers that are clear but limited, reflecting the information offered in the lectures and reference readings.
DThis level of performances demonstrates that the student lacks a coherent grasp of the material.Important information is omitted and irrelevant points included.In effect, the student has barely done enough to persuade the instructor that s/he should not fail.
FThis work fails to show any knowledge or understanding of the issues raised in the question. Most of the material in the answer is irrelevant.

-ATTENDANCE REQUIREMENTS:
Attendence concurs in the evaluation of the class participation grade component and  a maximum  of three unexcused absenses are permitted. 
ACADEMIC HONESTY
As stated in the university catalog, any student who commits an act of academic dishonesty will receive a failing grade on the work in which the dishonesty occurred. In addition, acts of academic dishonesty, irrespective of the weight of the assignment, may result in the student receiving a failing grade in the course. Instances of academic dishonesty will be reported to the Dean of Academic Affairs. A student who is reported twice for academic dishonesty is subject to summary dismissal from the University. In such a case, the Academic Council will then make a recommendation to the President, who will make the final decision.
STUDENTS WITH LEARNING OR OTHER DISABILITIES
John Cabot University does not discriminate on the basis of disability or handicap. Students with approved accommodations must inform their professors at the beginning of the term. Please see the website for the complete policy.

SCHEDULE

Session 1         Introduction: Competitive Challenges and Managing People
Session 2         The Evolution of Management Thought
Session 3         Foundations of Individual Behavior
Session 4/5      Personality,Values and Culture
Session 6         High Performance Work Systems
Session 7         Perception and Individual Decision-Making
Session 8/9      Motivation Concepts
Session 10       Attitudes and job satisfaction
Session 11       Emotions and moods
Session 12/13  Motivation: From Concepts to Applications
Session 14       Mid-term exam
Session 15/16  Foundations of Group Behavior
Session 17/18  Understanding Work Teams
Session 19       Communication
Session 20       Conflict and Negotiation
Session 21       Interdependent Group Relations
Session 22       Power and Politics
Session 23       Best Approaches to Leadership
Session 24       Contemporary Issues in Leadership
Session 25/26  Foundations of Organizational Structure
Session 27       Organizational Culture
Session 28        Organizational Change