Topics include employee motivation

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					                             Organizational Behavior:
                              MANA 5320 (Taipei)


Professor:   Jim Lavelle, PhD
Office:      211 Business Building
Phone:       817-272-3854
E-Mail:      Lavelle@uta.edu
Course web page: http://management.uta.edu/lavelle/default.htm
(Click on “courses” then click on “MANA 5320: Taipei)


Readings:    1) A number of required readings are listed on the course schedule. These
             readings will be highly emphasized during class lecture and discussion and
             can be accessed by clicking on the designated links on the course web
             page.

             2) A second set of required readings and cases will be highly emphasized
             and are available for purchase through Harvard Business School
             Publishing. These readings are noted on the syllabus as (HBSP) with
             questions for you to think about and to be prepared to discuss during
             class.
             You will need to purchase and download these cases from Harvard’s
             website. I think you can choose to be billed or to use a credit card.

             The link you will need is listed below. You will be asked to register and
             then you can download the four cases listed – you may also need to
             download an “unsealer” plug-in. All in all, I think it should be fairly
             painless.

             http://cb.hbsp.harvard.edu/cb/access/4899927



             3) The supporting text for the course is:
                    Essentials of Organizational Behavior, 9th edition. Stephen
                    Robbins and Timothy Judge (authors).




Slides:      A number of slides will be used to present course information. Students
             can obtain these slides through the course web page. Although we may not
             have enough time to cover each one in detail, these slides contain useful
             information for students. The slides are arranged on the course web page
             by segment as noted on the course outline contained in this syllabus.
Objectives:

This course covers a range of essential topics in the field of organizational behavior.
Topics include employee motivation, compensation strategies, performance appraisal,
groups & teams, influence, organizational change, organizational culture, and cross-
cultural issues.



When you have finished this course you will be able to:

   1. Describe and successfully apply the critical concepts in organizational behavior
      and human resource management.

   2. Use organizational behavior concepts to understand, evaluate, and recommend
      improvements in the effectiveness of individuals, groups, and organizations.


Teaching Philosophy

I believe that one of the best ways to learn is to become mentally involved in the subject
at hand. Students become mentally involved when they are asked to apply course
material. I will attempt to encourage such behaviors throughout the course. To assist
your efforts to become mentally involved in the subject, I expect each student to be
prepared for class and actively take charge of their individual learning experience. The
ultimate goal is to help generate in the student a sense of long term interest in and
application of course related issues and to enjoy the course at the same time.



COURSE REQUIREMENTS & EVALUATION:

Quizzes: (40%)
Participation: (15%)
Group Written Case Analyses: (45%): Southwest Airlines: Using Human Resources for
Competitive Advantage” and Peter Browning at Continental White Cap (HBSP)


LETTER GRADES:
Letter grades will be earned using the traditional percentage system.

         Percentage          Letter Grade
         90-100              A
         80-89               B
         70-79               C
         60-69               D
         59 & below          F
Brief description of course requirements.

   1. Quizzes: The quizzes will consist of short answer and perhaps multiple-choice
      questions. The quizzes will emphasize the information on the PowerPoint
      slides as discussed during class and other information discussed in class.

   2. Participation: Student participation is critical to the learning environment and
      thus, is valued and rewarded. Participation includes (1) being prepared for class
      discussion based on assigned readings and cases, (2) discussing ideas in class, (3)
      completing tasks in class, and (4) being prepared to discuss the questions noted on
      the syllabus.

   3. Group Written Case Analyses: Working in groups, students will complete two
      written case analyses and integrate the key themes from each. The details of this
      assignment will be given on the last day of class. The assignment will be due two
      weeks after the last day of class.


                                COURSE SCHEDULE


COURSE SEGMENT                       TOPICS & ASSIGNED READINGS
Segment 1                    Introduction, Time Management, & Historical
                             Perspectives
                             In-class survey: Time Management
                             Video: Time management strategies video

                             “Management Time: Who’s Got the Monkey?” (This reading can be
                             downloaded from the course web page)

                             In-class survey: Philosophy of Management

Segment 2                    Employee Motivation
                             “One More Time, How Do You Motivate Employees?” (This
                             reading can be downloaded from the course web page)

                             Video: “Assembly line teams”

                             In-class reading: “Open Book Management”
                             In-class reading: “Not a Fool, Not a Saint”
                             In class survey: Equity Survey

                             In-class reading: Sears Auto Repair
                             In-class survey: Equity Survey

                             Supporting text info: Chapter 5 (motivation concepts)
Segment 3   Employee Motivation & Pay for Performance
             “The Balanced Scorecard: Measures that Drive Performance” (This
            reading can be downloaded from the course web page)

            In-class reading: “Whirlpool & Pay for Performance”

            “Blind Ambition” (This reading can be downloaded from the course
            web page)

            “PepsiCo’s SharePower Program” (This reading can be downloaded
            from the course web page)

            “The HR Side of Sears’ Comeback” (This reading can be
            downloaded from the course web page)

            Supporting text info: Chapter 6 (Motivation: from concepts to
            applications)

QUIZ # 1    QUIZ #1
Segment 4   Judgment Issues & Performance Evaluation
            In-class exercise: Gordon Manufacturing


Segment 5   Performance Appraisal & Decision Making Traps
             “Rob Parson at Morgan Stanley” (HBSP)
            Be prepared to respond to the following questions pertaining to
            the above reading:
            a) Should Parson be promoted? How do you support your position?
            b) What do you think Parson’s colleagues and subordinates would
            say about whether to promote him? What would John Mack say?

            “Face your problem subordinates now!” (This reading can be
            downloaded from the course web page)

            In-class exercise: Management problem case vignettes

            “The hidden traps of decision making” (This reading can be
            downloaded from the course web page)

Segment 6   Negotiation & Conflict Management
            In-class exercise: Conflict Handling Styles Survey Assignment.

            “Thomas Green” (HBSP)
            Be prepared to respond to the following questions pertaining to
            the above reading:
                1. Describe the work styles and personalities of Thomas Green
                   and Frank Davis.
                2. What is you analysis of Green’s actions and job performance
                   in his first five months? What mistakes has he made?
                3. What are the possible underlying agendas of Davis and
                   McDonald?
                4. Consider the article “Managing Your Boss.” What would
                   you recommend to Green based upon this article?
                5. Consider the five conflict handling styles/intentions we
                   discussed in class. At the end of this case, what actions could
                   Green take in terms of each of these styles (in other words,
                   apply the styles to identify options Green could take: For
                   example, if Green took a compromise approach what would
                   that look like? Is it a good idea?) Which of these approaches
                   might be best in this situation? Why?


             In-class negotiations
             “How management teams can have a good fight” (This reading can
             be downloaded from the course web page)

             Supporting text info: Chapter 13 (Conflict and Negotiation)

Segment 7    Personality, Self-Esteem, & Emotional Intelligence
             “What Makes a Leader?” (This reading can be downloaded from the
             course web page)

             Supporting text info: Chapter 3

QUIZ # 2     QUIZ # 2
Segment 8    Group Process
             In-class exercise: NASA task

             Text pages 338-349
             Video: Groupthink

             Supporting text info: Chapter 8 (Foundations of Group Behavior)

Segment 9    Persuasion & Influence
             Video: 12 Angry Men

             “The Necessary Art of Persuasion” (This reading can be
             downloaded from the course web page)

Segment 10   Leadership & Organizational Culture
             Video: Herb Kelleher on Leadership
             Supporting text info: Chapter 15 (Organizational Culture) &
             Chapter 11 (Leadership)

             Case: Southwest Airlines: Using Human Resources for
             Competitive Advantage” (HBSP)
             Be prepared to respond to the following questions pertaining to
             the above reading:

                  1. What is Southwest’s business strategy?
                  2. How does Southwest get its competitive advantage? How
             does the organizational culture of Southwest support and/or drive
             its’ competitive advantage?


Segment 11   Work-Non-work Issues / Alternative Work
             Arrangements
             Video: The Joys and Risks of the Daddy Track
             Video: SAS Institute

                         Microsoft: Competing on Talent (HBSP)

                        1)        Bill Gates believes that Microsoft’s ability to
                                  attract, motivate, and retain superior people is
                                  its source of competitive advantage. Do you
                                  agree or disagree? Why?
                        2)        Please describe key human resource policies
                                  and practices such as recruiting, compensation,
                                  and performance evaluation approaches. Have
                                  the processes of the 1980’s been appropriately
                                  adapted to the company’s growth during the
                                  late 1990s? What do you think of Ballmer’s
                                  recent changes to Microsoft’s human resource
                                  policies and practices? Why did he make these
                                  changes?

QUIZ # 3     QUIZ #3
Segment 12   Downsizing & Organizational Justice

             “Managing Organizational Decline: Lessons Learned from Atari”
             (This reading can be downloaded from the course web page)

             “Agilent: How to cut pay, layoff 8,000 people and still have workers
             who love you” (This reading can be downloaded from the course
             web page)


Segment 13   Ethical Issues & Corporate Social Responsibility
             “Why Should My Conscience Bother Me?” (This reading can be
             downloaded from the course web page)

             Video: Whistle Blowing

             Case: Accounting Fraud at WorldCom (HBSP).
             Be prepared to respond to the following questions pertaining to
             the above reading:

                1. What pressures lead executives and managers to “cook the
                   books”?
                2. Why were the actions taken by WorldCom executives not
                   detected earlier? What processes or systems should be in
                   place to more quickly detect or prevent the types of actions
                   that occurred at WorldCom?
                3. Were the external auditors and board of directors
                   blameworthy? Why or Why not?


Segment 14   Managing Change

             Supporting text info: Chapter 16 (Organizational Change and
             Development)

             “Leading Change: Why Transformation Efforts Fail” (HBSP)


             Case: “Peter Browning and Continental White-cap” (HBSP)
             Be prepared to respond to the following questions pertaining to
             the above reading:

                1. What was Browning’s predicament at White Cap? (Use this
                   question to identify the important issues facing Browning)

                2. Overall, what do you think Browning must do and how
                   should he do it? What does he need to consider/think about
                   in this situation? What should Browning’s change objectives
                   and time frame be?


Segment 15   International Organizational Behavior

             “Motivation, Leadership, and Organization: Do American Theories
             Apply Abroad?” (This reading can be downloaded from the course
             web page)

             Case: “Sealed Air Taiwan” (HBSP)
             Be prepared to respond to the following questions pertaining to
             the above reading:

                1. Find Taiwan on the various dimensions of Hofstede’s
                   dimensions of national culture (see the article entitles
                   “Motivation, Leadership, and Organization: Do American
               Theories Apply Abroad?”). In what ways does Taiwan
               differ from the USA? Based on this comparison what should
               a U.S. manager be prepared for in terms of managing
               people?
            2. What other cross-cultural differences are apparent in this
               case? What do these differences mean for a U.S. manager
               working in Taiwan? What major lessons should Bob Keyser
               learn? What should he have known before going to Taiwan?


QUIZ #4   QUIZ #4

				
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