MHR 300 Live - Course Syllabus Fall 2010 - FINAL5-X

MHR 300: Organizational Behavior
Fall 2010
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Fall 2010
Loren Kuzuhara 4176 Grainger Hall
Lecturer & Course Coordinator Office Hours: T 10:00-12:00, W 1:00-3:00, TH
9:00-12:00, F 9:00-12:00 or by appointment
Note: To ensure that you can get in to see me when
you need to, appointments are strongly
recommended especially before exams and close to
the due date for the team project
Office Phone: 262-4453
Cell Phone: 209-0099
E-mail: lkuzuhara@bus.wisc.edu
Noah Kunin-Goldsmith 1290 Grainger Hall
Teaching Assistant Office Hours: M 3:30-4:30, T 12:00-2:00 or by
appointment
E-mail: nmkuningolds@wisc.edu
Ben Williams 1290 Grainger Hall
Teaching Assistant Office Hours: M 1:00-2:00, TH 1:30-3:30 or by
appointment
E-mail: bdwilliams3@wisc.edu
Lectures
Lecture #1: MW 9:55 a.m., 1100 Grainger Hall (Loren)

Lecture #2: MW 11:00 a.m., 1100 Grainger Hall (Loren)
Discussion Sections
Disc 301 – F 8:50 (1190 Grainger) – Ben Disc 302 – F 8:50 (1180 Grainger) - Noah
Disc 303 - F 9:55 (1190 Grainger) - Ben Disc 304 - F 9:55 (1180 Grainger) - Noah
Disc 307 - F 12:05 (2170 Grainger) - Ben Disc 308 - F 12:05 (1190 Grainger) -Noah
Course Objectives
1. To develop an understanding of the fundamental principles of the “art and science” of effective
leadership and management and how to apply them in real world organizations.
2. To develop an “OB Radar” that provides a strategic perspective for leading and managing real world
organizations.
3. To develop key skills in using practical management tools to enhance individual, team, and
organizational performance and global competitiveness.
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Course Structure
Courses@Business Website
The MHR 300 course Web site on the School of Business Course Management System called
"Courses@Business" and it is located at http://courses.bus.wisc.edu/. You will need your UW Net ID and
password to access this Web site. This is an excellent general resource for lecture materials, readings,
course announcements, review materials for exams, and information regarding the team project.
Required Course Materials
Textbook and Textbook Website: Aldag, R,J. & Kuzuhara, L.W. (2009). Organizational Behavior: A
Skills Approach.
Note: The textbook website (this is different from the UW course website above) contains an array
of valuable resources for students to maximize their learning from the textbook. This includes a large
bank of chapter content mastery quizzes that will reinforce your ability to understand text material
and to do well on the semester exams as well as additional videos and learning activities that we will
use in the course. The website address is:
OB Textbook Website
http://webcom2.grtxle.com/orgbehavior
Important: You will need the access code that is located on the inside cover of your textbook to log
into this website.
i>Clicker Unit (Note: This unit is used to provide students with an opportunity to become
actively involved in the discussion of issues in lectures)
Note: All of the above items can be purchased from the University Book Store on campus.
OB in the News Readings
These readings address current issues related to organizational behavior in real world organizations. All of
these readings will be taken from business periodicals (e.g., Wall Street Journal, Fortune, Business Week).
By Monday of each week, one article that pertains to the topics being covered in lecture will be posted to the
course Web site. A set of discussion questions will be included with each article to help you to focus on the
most important issues to think about and to understand. Some time will be spent analyzing these articles in
discussion sections.
Important: Please be sure to read all of the OB in the News readings and remember the key points based on
the discussion questions and the analysis of the articles in discussion section. The content that relates to the
discussion questions in each reading is fair game for exams.
Lecture and Discussion Section
This course consists of two, 50-minute lectures and one 50-minute discussion section each week Lectures
will emphasize the conceptual foundation and the practical implications of key OB models and principles.
Video clips and guest speakers may be used on in lecture. Discussion sections will focus on providing
support for the team project and on conducting case analyses and experiential exercises to develop students'
skills in applying course material.
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Important: Attendance at lectures and discussion sections will be critical to your success in this course!
Material covered in discussion section will be tested on all examinations. Please be sure to read the
discussion section attendance policy presented later in this syllabus.
i>Clicker System (Lectures Only)
The i>Clicker system that is used in other School of Business foundation courses at the UW-Madison has
been adopted in MHR 300 in order to create a more interactive environment for lectures. The clickers will be
used to poll students about issues and to assess student understanding of course material.
Important: Students should bring their clickers to lecture for every class. We will be using the clickers
on a regular basis starting in the second week of classes.
Important: The i>clicker system will track student attendance and participation in class activities using the
clickers. Please note that each student should only be using his/her own clicker during class and that giving
clickers to friends to "cover" for you if you are going to be absent is considered to be academic misconduct.
Attendance and participation in lectures using the clickers will be considered when determining final course
grades if a student is on the borderline (within 10 points) of a higher or a lower grade in the course.
Students who demonstrate excellent lecture attendance and participation using their clickers will be bumped
to next higher grade if they end up on the borderline for a higher grade. Students who miss a large
percentage of lectures may have their final course grades lowered if they end up near the bottom of a
particular grade range.
Grading
Course grades will be determined based on a “curve” using the standards shown below. Each student’s
course grade will be determined by a curve at the end of the semester after all scores (i.e., 1000 points) have
been compiled. These grading standards are approximate. Note that no formal grades are assigned for
your performance on individual elements of the course (e.g., a semester exam).
MHR 300 Approximate Grading Standards
Percentile Rank Approximate Letter Grade

Top 20% A
Next 5% AB
Next 30% B
Next 5% BC
Next 30% C
Next 5% D
Bottom 5% F
Important: The School of Business policy regarding grading in all undergraduate foundation courses
including MHR 300 is that the average class GPA for course grades given at the end of the semester
must not exceed 3.0 (B).
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Course Grade Breakdown
Course Element Point Value

Exam #1 150 points
Exam #2 150 points
Final Exam 300 points
OB Consulting Project 250 points
Team-Building Exercises 50 points
Discussion Participation 50 points
Peer Evaluations 50 points
Optional Extra Credit Opportunity 25 points
Total 1000 points
Examinations
Exam #1 will consist of 30 multiple choice questions worth 4 points each and one scenario-based essay
question worth 30 points each for a total of 150 points. Many of these questions will address practical
implications or the application of concepts discussed in the course as well as material from discussion
section. This exam will be administered during regular lecture time on Wednesday, October 13th. It will
cover all lectures, assigned textbook readings, OB in the News readings, and discussion section activities
covered up through and including Monday, October 11th.
Exam #2 will consist of 30 multiple choice questions worth 4 points each and one scenario-based essay
questions worth 30 points for a total of 150 points. Many of these questions will address practical
implications or the application of concepts discussed in the course as well as material from discussion
section. This exam will be administered during regular lecture time on Wednesday, November 17th It will
cover all lectures, assigned textbook readings, OB in the News readings, and discussion section activities
covered up through and including Monday, November 15th.
Final Exam will consist of 50 multiple-choice questions (4 points each) and two scenario-based essay
questions worth 50 points each. This exam will be cumulative, although only selected material from exam #1
and exam #2 will be fair game. More information about this will be posted to the course website later in the
semester.
Final Exam: Important Things to Remember

1. An alternate exam will be scheduled after the regular exam for those students who have
direct exam conflict with the regular final exam or three exams in the 24 hours surrounding
the MHR 300 exam. Students will need to submit a course grid to their T.A. by the last day
of discussion section in order to obtain authorization to take the alternate final exam. An
announcement will be made in early December so that eligible students may sign up for this
exam.
2. Please note that seating for this exam will be very limited so we must restrict eligibility for
taking the alternate exam to students who have direct exam conflicts or three exams in 24
hours.
3. Given the size of this course, it will not be possible to honor any requests to take the final
exam before the administration of the regular final exam.
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Students Working with the McBurney Disability Center
If you are a student working with the McBurney Disability Center and you are entitled to special testing
accommodations, please do the following:
a. E-mail a copy of your visa to your TA and to the instructor no later than the end of the
third week of the semester (Friday, September 24th at 11:59 p.m.)
b. Work with your TA and the instructor to make arrangements to take your exam.
OB Consulting Project
The objective of this project is to provide students with a "hands-on" learning opportunity to use course
material to study OB (e.g., organizational strategy, teamwork) in a real world organization and to develop
recommendations for addressing this issue in order to enhance the effectiveness of the organization. This
project will be completed in teams of approximately seven students that will be formed in the third week of
the semester.
Important: Please note that detailed information regarding this project will be posted to the course
Web site prior to discussion section on September 17th.
Each team will be required to submit a written summary of their case analysis (minimum of 10 double-
spaced pages and a maximum of 15 double-spaced pages, not including appendices) at the end of the
semester. This assignment will be due on Friday, December 10th by 5:00 p.m. (no late assignments will
be accepted). More information about this assignment will be provided in discussion section and posted to
the course Web site.
Team-Building Exercises
Each team will work through a series of team-building exercises in discussion section that are designed to
facilitate the development of the team. However, teams will only be required to submit team-building
exercises #1, 2 and #3 (team formation information, team charter, Gantt chart and role responsibilities
matrix) to their TA. These exercises will require each team to define the scope and focus of its project as well
as to develop a formal timeline for managing the process for completing the project.. This exercise will be
worth 50 points.
Peer Evaluations
At the end of the semester, each student will be required to complete a peer evaluation of his or her team
members regarding their contributions to the team project. This peer evaluation is an important component of
the team project and it is worth 50 points. The peer evaluation form will be posted to the course Web site
early in the semester.
Discussion Participation
Participation in discussion section activities will be worth 10% (100 points) of your course grade. This score
is assessed by your TA based on his/her evaluation of your attendance and the quantity and quality of your
involvement in discussion section activities. The general participation grading standards are shown below.
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General Discussion Participation Grading Standards
45-50 Outstanding: Quantity and quality of contributions to discussion section activities

40-44 Good: Quantity and quality of contributions to discussion section activities
35-39 Satisfactory: Quantity and quality of contributions to discussion section
activities
30-34 Marginal: Quantity and quality of contributions to discussion section activities
0-25 Poor: Quantity and quality of contributions to discussion section activities
Note: All students receive an initial grade of a 35/50 (satisfactory) for discussion participation at the
beginning of the semester. This score may increase or decrease based a student’s attendance and quality and
quantity of discussion participation over the course of the semester. Students will also complete a self-
evaluation of their discussion participation that will be considered when determining final participation
grades in the course. This self-evaluation form will be available for students to download and submit near the
end of the semester.
Important: Discussion Section Policy on Electronic Communication Devices
Please note that students should not use any electronic communication devices (e.g., Blackberrys or cell
phones, laptop computers, etc.) at any time during discussion section. Students who violate this policy will
have heir participation grade lowered for each discussion in this occurs.
Discussion Attendance Policy
Attendance at discussion sections is critical to your success in this course. This is your opportunity to discuss
course material and to work through experiential exercises related to lecture topics. Given this, the following
attendance policy has been created.
General Information
Note: Each student will receive one “freebie” absence in which he/she can miss discussion section for any
reason during the semester. A freebie absence will not have any impact on a student’s discussion
participation grade. Please note that students who want to use their freebie absence will still need to inform
their TA in advance and complete and submit the make-up assignment by the following Monday.
1. Attendance at discussion section every week is mandatory. TAs will take attendance at the
beginning of section each week starting with week #2.
2. Students must attend the discussion section that they are registered for each week.
3. Each unauthorized absence from discussion section will result in the student receiving a “0” for
his/her participation grade for that week.
Definition of an Authorized Absence

1. Authorized absences will not have any adverse effect on a student’s discussion participation grade
unless he/she demonstrates a consistent pattern of missing classes.
2. Reasons that constitute an authorized absence are strictly limited to job interviews, official university
events (e.g., student organization field trips or university athletic events), religious holidays, and
personal illness. Note that weddings and Bar Mitzvahs are considered to be religious holidays under
this policy.
Unauthorized Absences
1. Reasons that do NOT constitute an authorized absence include, but are not limited to: “family
affairs” (e.g., special get togethers, birthday parties, etc.), picking up other social events, non-
emergency-related doctor's appointments, conflicts with part-time job schedules, having to drive
roommates to their jobs and personal events.
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Procedure for Obtaining an Authorized Absence from Discussion Section
If you are going to miss discussion section for a reason other than illness, you must do the
following:
1. E-mail your TA by noon of the day before the discussion section in question (Thursday) and provide
him or her with a clear explanation regarding your reason for needing to miss discussion that week.
Important: Be sure to submit appropriate documentation to verify your reason for missing
discussion at this time as well.
2. If the reason for missing is an illness, e-mail your TA no later than 8:00 a.m. on the day of the
discussion section. Students who have to miss discussion due to illness must submit a letter from
their doctor to their TA by 11:59 p.m. on the Monday after the missed discussion section.
3. Students who miss discussion section with an authorized absence will be given a written discussion
make-up assignment that must be e-mailed to their TA by 11:59 p.m. on the Monday after the missed
discussion section. Note: Failure to follow the procedure above will result in students receiving
an unauthorized absence for discussion that week.
Extra Credit Opportunities
Students can take advantage of a maximum of one of the six extra credit opportunities. Students will earn 25
points for successfully completing this opportunity. Information about these opportunities will be posted to
the course website in the second week of the semester.
Frequently Asked Questions (FAQ) – General Issues

Q1: No offense, but this class just seems to be a bunch of common sense to me. Also, I have a 3.8 GPA
so my intelligence will certainly give me the ability to solve any people or management issues I
encounter in the real world. Finally, the sole purpose of a corporation is to make a profit so how does
management have anything to do with this?
A: This is a common misconception among undergraduate students when they take MHR 300. The reality
is, while some of the concepts presented in the class may appear to be "common sense" (e.g., reward
employees for a good job performance) in terms if understanding them, the key is being able to apply them to
achieve better business results in real world organizations. When it comes to implementing OB concepts and
principles, effective real world managers and business leaders will tell you that this is extremely difficult to
do. So, the key is focus ultimately on how to ensure that "common sense" translates into "common
practice." You will see that the majority of managers in the real world do not do a good job of implementing
many OB principles and as a result, they are not effective. This is one reason why so many employees can
provide you with many examples of why their bosses are not effective and why they demotivate and
demoralize them.
As for having a high GPA, congratulations. However, it would not be a good idea to assume that your high
GPA means that you know how to work with people in real world companies, how to get results based on
performing your job, or how to lead a work or project team. Your GPA does measure some important
attributes such analytical and problem solving skills, ability to learn, ability to apply yourself, etc., but it does
not capture other important attributes such as interpersonal and communication skills, influencing and
leading skills, ability to motivate others or how to manage change effectively, etc. These other skills are
important for your future success in your job and career in the real world. Fortunately, these are things that
we will address in MHR 300!
Finally, in terms of "OB doesn't matter" argument, it is not accurate to say that the profitability of a company
is not influenced by OB or management. Profits come from things such as increasing sales of the company's
products and services, running the company in a cost-efficient manner, etc. OB and management are critical
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in terms of how you manage all of the people who research and develop new products, the type of systems
you develop to manufacture your products or to provide services, etc. Customer satisfaction in a service
context is driven by how well your employees are managed and motivated to meet or exceed the expectations
of these customers whether you are in the hotel, retail, financial services, or telecommunications industry.
The bottom line is that OB and management in general clearly matter in terms of impacting the bottom line
of a corporation.
Q2: I really don't have any interest in becoming a manager after I graduate so what's in this class for
me?
A: You will find that if you want to get promoted into higher level positions that give you more
responsibility, status, and financial rewards in real world companies, you will need to learn how to develop
the kinds of management skills we will focus on in MHR 300. We receive many e-mails from former
students who are now working in the real world saying that "OB is extremely important" to their success in
their jobs and they see many examples of how management in their companies does not handle OB issues
effectively in many situations.
Keep in mind also that you may not be given a choice as to whether you are going to be a manager. In many
cases, your boss or your company will simply tell you that they need you to assume a leadership position by
leading a task force, project team, or other work unit. How well you do with these opportunities will be used
by your boss and others in management in your company to assess your future potential for promotions in
your company.
Q3: "Why do we have to have a team project in this class? I don't like having so much of my grade
dependent on other students. Also, it is hard to coordinate the schedules of all of the team members so
that we can meet. Why can't we just have another assignment that we do on an individual basis like
another exam or why can't we just do the project on our own?
A: We acknowledge that many students do not like working in teams for class projects. While we are always
concerned about student reactions to various assignments in the course, it is important to remember also that
the employers that recruit at the UW-Madison as well as other employers in general, continue to say that
teamwork skills are one of the three most important skills they look for when hiring college graduates. So,
while many students may not want to work in teams for projects, we believe (the instructors of this course
and employers who will hire you) that this is something that students need to learn how to do more
effectively in preparation for their jobs in the real world. The challenges you face in scheduling meetings,
coordinating work contributions of team members, maintaining communications between team members
throughout the process, and dealing with problem team members are all issues that you will encounter with
teams in real world companies as well. Teams in class projects are not as different from work teams in real
world companies as you might think.
Q4: I need to switch discussion sections. How can I do this?
A: Go to the discussion section you would like to get into the first week of classes and discuss this issue
with the TA. He/she will attempt to accommodate you, if at all possible.
Q5: How can I get a copy of PowerPoint slides and other class handouts?
A: You can download a copy of all course materials from the course Web site.
Q6: What's the best way to contact Loren or my T.A. during the semester?
A: The best way to contact your TA is to e-mail him/her or to come to his/her office hours.
The fastest way to get in touch with Loren is to e-mail him as he checks his e-mail many times each
day. If you cannot make it to Loren's office hours, it is usually possible to set up an appointment at
another day and time. Finally, it's completely okay to call Loren on his cell phone, but be sure to
leave your name and phone number, if you get his voice mail.
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Q7: Why do we need to read a textbook? If we have to read it, what is the most effective and
efficient way to do so?
A: As discussed above, this course is given the responsibility of laying a strong foundation in
management that you can build on in the future when you graduate and start a career in a real world
organization. The amount of time available for lecture and discussion section each week adds up to
just 2.5 hours which is nowhere near being enough time to cover all of the important material related
to each topic. Given this, we must rely on the textbook to expand the scope of the material we cover
in lecture and to deepen your understanding of the material that is covered in lecture.
In terms of how to read the textbook, just read the textbook learning objectives that are listed
at the end of each lecture outline. In going through each chapter, focus only on the material
that is directly related to these textbook learning objectives. This is all you will need to know
for the exams. Note that you will also see a lot of other features in each chapter such as exercises,
cases, and self-assessments. Unless we specifically ask you to complete a Skill Practice exercise,
self-assessment, or case study analysis, just skip over these features.
Note: After you complete the reading of each chapter, please go to the website for the textbook and
complete the Chapter Content Mastery Quizzes. These will be invaluable to you in preparing for and
doing well on the exams. The website for the textbook (not the UW course website) is:
OB Textbook Website
http://webcom2.grtxle.com/index.cfm?cu=orgbehavior
You will need the access code that is located on the inside cover of your textbook to log into this
website.
Q8: What should I do to maximize my chances for doing well in MHR 300?
A: Our discussions with students who have done well in the course in the past clearly indicate that there
are no magical strategies that guarantee an "A" in the course. However, students who have done
well:
Do not underestimate the level of difficulty in mastering course material and in
doing well on the exams and other assignments. Learning how to apply OB so
that you can use it to become more successful in your job and career in the real
world is a lot more challenging than it may seem initially.
Read the assigned textbook chapter(s) BEFORE coming to lecture.
Attend most or all lectures during the semester.
Review their lecture notes shortly after taking them in class.
Ask questions about any gaps in their lecture notes as they arise.
Complete all the practice exam questions and understand why the right
answer was correct and why the other alternatives were wrong.
Attend most or all discussion sections during the semester.
Read the assigned article or case BEFORE coming to discussion section
and consistently participate in class discussions.
Meet with their TA and/or the instructor to get extra help with course
material.
Contribute significantly to the completion of their team project.
The key is that students who do well in MHR 300 stay on top of things and don't let
themselves fall behind.
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Q9: I have to miss class due to a religious holiday (e.g., Passover, Good Friday). What is your
policy regarding this issue?
A: The university's policy is that we may not cancel class on religious holidays (sorry, but Good Friday
is not a university holiday). In addition, assignments to be handed-in and exams cannot be required
on religious holidays. However, you are still responsible for the content covered in class on the days
that you miss. Please contact your TA in advance, if you will be missing class due to a religious
holiday.
Q10: What should I do if I am experiencing personal problems (e.g., personal health problems, sick
or terminally ill family member, a friend or relative who died) that are having an adverse
impact on my performance in the class?
A: The first thing to do is to inform your TA and the instructor so that we are aware of your situation. If
your personal situation is resulting in your missing meetings for your team project, then make sure
that you inform your team members as well. This does not mean that it is acceptable for you to not
contribute to your team project. Most teams will be flexible with students who are experiencing
personal issues, but in the end, you will still need to contribute your fair share to the project.
If your personal situation becomes so bad that you are falling way behind in the course, you are not
completing assignments, and your exam performance is suffering badly, then you may need to
consider dropping the course. Again, talking to your TA and/or the instructor before doing anything
like this may be helpful in identifying the most appropriate course of action.
Q11: I registered for MHR 300 for honors credit. What are the requirements for taking this class
for honors credit?
A: Please e-mail Loren Kuzuhara, the instructor, no later than the end of the third week of classes to set-
up a meeting to discuss the honors requirement for the course. Students cannot receive honors credit
for taking MHR 300, if they do not meet this deadline.
Each honors student will be required to write a 20 page paper (double-spaced, 12 point font, 1”
margins, Times New Roman font) on a topic to which the student and instructor agree. A one-page
honors paper proposal that outlines the issues to be covered in the paper must be e-mailed to the
instructor for approval no later than Friday at 5:00 p.m. in the seventh week of the semester.
The final honors paper must be submitted to the instructor by the last day of classes of the semester.
Please note that the honors paper requirement must be fulfilled in addition to all of regular course
requirements.
The honors paper will be worth an additional 200 points toward the student's final course grade
making the total number of points in the class worth 1200 points. The student's final course grade
for honors will be based on the student's performance in fulfilling the regular class requirements
AND the quality of the honors paper.
Note: Students who register for the course, but do not follow the procedure above must drop the
honors designation from their registration for the course at least one month prior to the last day of
classes. Failure to do this will result in a delay in reporting the student's final course grade.
Q12: How do I set-up my clicker to work with the lectures?
A: Please review the instructions provided for you by the clicker manufacturer.
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Q13: What do I do if I forget my clicker or my clicker does not work on a given day of lecture?
You should e-mail your name, lecture time, discussion section time, TA name, and answers to all of
the clicker questions for that day of class to Loren Kuzuhara at lkuzuhara@bus.wisc.edu no later
than 11:59 p.m. on the day of the class missed. Please put the words "Responses to Clicker
Questions for Lecture on____" (insert date) in the subject line of your e-mail.
Note: Students may e-mail in their responses to clicker questions for no more than three
lectures during the semester.
Q14:. What am I going to learn that will be of practical value to me in my job and career based on
taking MHR 300?
A: In addition to developing a thorough understanding of how real world organizations function and the
strategies that you will need to use to be effective as an individual contributor (non-managerial
employee) and as a leader and manager with workers that report to you, the technical management
skills you will develop include, but are not limited to:
How to develop a cohesive team
How to design a team charter (team project definition chart)
How to design a Gantt chart (team project timeline)
How to create a role responsibilities matrix
How to design and facilitate an effective team meeting
How to work in groups to generate creative solutions to business problems using the
affinity technique
How to conduct a formal team process evaluation
How to develop formal action plans for solving business problems
How to analyze employee survey data and link this to action plan development
How to make business decisions with ethical implications
How to evaluate the effectiveness of an overall work unit or organization.
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Fall 2010 - Course Schedule
Note: This schedule is tentative and subject to change.
Date ALC Leadership Lecture Discussion Section Readings and Textbook Readings/Text Web
Theme Activities Activities
 F 9/3  No Discussion Sections this
Week
 M 9/6  No Lecture –
Labor Day
Holiday
 W 9/8 Vision Realization  Course Overview  Textbook: Chapter 1
Leadership Styles  Introduction to  Textbook Website
Leading with OB Chapter 1 Videos -
Integrity  Accenture "Hiring Employees:
High Performing Leadership Center What Skills to Hire in
Teams (ALC) Leadership Tough Times?" and
Dynamics of Power Framework "What Skills Do I Need
Project Execution to Get Hired?"
Managing Change  Note: To access the
videos above, log-in, go
to Text Supplements,
Chapter #, Videos, then
find the video name.
 Textbook Website:
Chapter 1 Chapter
Content Mastery Quiz
(for self-assessment
purposes only)
 F 9/10  Overview of Discussion Section
 OB in the News Reading
Discussion (see course Web site)
 M 9/13   Introduction to
OB
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Date ALC Leadership Lecture Discussion Section Textbook Readings/Text
Theme Readings and Activities Web Activities
 W 9/15  Vision  Strategic Management  Readings: Strategy
Realization TBA (check course
 Project website)
Execution
 F 9/17  OB in the News Reading
Discussion (see course
Web site)
 OB Consulting Project
Team Handbook
 OB Consulting
Project Team
Formation
 Team-Building Exercise
#1
 M 9/20  Vision  Strategic Management
Realization
 Project
Execution
 W 9/22  Vision  Strategic Management
Realization
 Project
Execution
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Date ALC Leadership Theme Lecture Discussion Section Readings Textbook Readings/Text
and Activities Web Activities
Discussion (see course Web
site)
 Team-Building Exercise #2
(Team Charter)
 M 9/27  Organizational Design  Readings:
Organizational Design
TBA
 W 9/29  Organizational Design
Discussion (see course Web
site)
 Team-Building Exercise #3
(Project Timeline and Role
Responsibilities Matrix)
 M 10/4  Organizational Design
 W 10/6  Managing  Organizational  Textbook: Chapter 13
Change Change  Textbook Website
Chapter 13 Videos -
"Managing Change - 12
O'Clock High" and
"Boston Legal:
Teaching Rhetoric"
 Note: To access the
videos above, log-in, go
to Text Supplements,
Chapter #, Videos, then
find the video name.
 Textbook Website:
Chapter 13 Chapter
Content Mastery Quiz
(for self-assessment
purposes only)
15
Date ALC Leadership Lecture Discussion Section Readings and Textbook Readings/Text
Theme Activities Web Activities
 F 10/8  OB in the News
Reading Discussion (see
course Web site)
 Exam #1 Q&A
 Discussion of OB
Consulting
Project
 M  Managing  Organizational Note: The end of this lecture is
10/11 Change Change the cutoff for material to be
covered on exam #1
 W  EXAM #1 (IN-
10/13 CLASS)
 F 10/15  OB Consulting
Project Team
Meetings - No
Discussion Sections
 M  Leadership  Individual  Textbook: Chapter 2
10/18 Styles Differences and  Textbook Website Chapter 2
 High Performing Personal Videos - "Generation Next:
Teams Effectiveness The Workplace" and "The
Seven Habits of Highly
Effective People in 5
Minutes or Less"
 Note: To access the videos
above, log-in, go to Text
Supplements, Chapter #,
Videos, then find the video
name.
Textbook Website: Chapter
2 Chapter Content Mastery
Quiz (for self-assessment
purposes only)
16
Date ALC Lecture Discussion Section Readings and Textbook Readings/Text Web
Leadership Activities Activities
Theme
 W 10/20  Leadership  Individual
Styles Differences and
 High Performing Personal
Teams Effectiveness
Discussion (see course
Web site)
 Exercise: Data Analysis
(Job Satisfaction Case
Study)
Final Team Formation
Information, Team
Charter, Project
Timeline and Role
Responsibilities Matrix
Due (Team-Building
Exercises #1,2,3)
 M 10/25  Project  Decision Making and  Textbook: Chapter 3
Execution Problem Solving  Textbook Website Chapter
 Leadership 3 Videos - "Inside IDEO
Styles Parts I, II and III"
name.
 Textbook Website: Chapter
3 Chapter Content Mastery
Quiz (for self-assessment
purposes only)
17
Date ALC Leadership Theme Lecture Discussion Section Readings Textbook Readings/Text Web
and Activities Activities
 W 10/27  Leadership Styles  Work  Chapter 4
 High Performing Motivation  Textbook Website Chapter 4
Teams and Videos - "Positive Reinforcement:
 Project Execution Performance The Big Bang Theory"
 Managing Change Management  Note: To access the videos above,
log-in, go to Text Supplements,
Chapter #, Videos, then find the
video name.
 Textbook Website: Chapter 4
Chapter Content Mastery Quiz (for
self-assessment purposes only)
Reading Discussion
(see course Web
site)
 Team-Building
Exercise #4:
Running Effective
Team Meetings
 M 11/1  Living and Leading  Business  Textbook: Chapter 6

with Integrity Ethics  Textbook Website Chapter 6
Videos - "Hiring Employees: "The
Madoff Affair"
 Note: To access the videos above,
video name.
Textbook Website: Chapter 6
18
Date ALC Leadership Theme Lecture Discussion Section Textbook Readings/Text Web Activities
Readings and Activities
 W 11/3 Vision Realization  Communication  Textbook: Chapter 7
Leadership Styles (No Formal  Textbook Website Chapter 7
High Performing Teams Meeting of Videos - "Hiring Employees:
Class – Please "Social Media Revolution"
Listen to  Note: To access the videos above,
Podcast on this log-in, go to Text Supplements,
Lecture Topic Chapter #, Videos, then find the
video name.
Reading Discussion
(see course Web
site)
 Team-Building
Exercise #5: Team
Process Evaluation
 M 11/8 Vision Realization  Leadership  Textbook: Chapter 8
Leadership Styles  Textbook Website Chapter 8
Project Execution Videos - "A Conversation with Jack
Living and Leading with Welch" and "Independence Day
Integrity Speech by the President"
Dynamics of Power  Note: To access the videos above,
Managing Change log-in, go to Text Supplements,
video name.
19
Date ALC Leadership Lecture Discussion Textbook Readings/Text Web
Theme Section Activities
Readings and
Activities
 W 11/10 Vision Realization  Leadership
Leadership Styles
Project Execution
Living and Leading with
Integrity
Dynamics of Power
Managing Change

Reading Discussion
(see course Web
site)
 Exam #2 Q&A
 M 11/15 Vision Realization  Leadership Note: The end of this
Leadership Styles lecture is the cutoff for
Project Execution material to be covered on
Living and Leading with exam #1
Integrity
Dynamics of Power
Managing Change
 W 11/17  EXAM #2 (IN-
CLASS)
 F 11/19  OB Consulting
Project Team
Meetings: No
Discussion
Sections
20
Date ALC Leadership Lecture Discussion Textbook Readings/Text Web
Theme Section Activities
Readings and
Activities
 M 11/22 Dynamics of  Power and Politics  Textbook: Chapter 9
Power  Textbook Website Chapter 9
Leadership Videos - "Groupthink" and "Study
Style Finds Young People Remain
Living and Apathetic About Office Politics"
Leading with  Note: To access the videos above,
Integrity log-in, go to Text Supplements,
video name.
 W 11/24 Dynamics of  Power and Politics
Power  Note: Class will be
Leadership held as usual but
Style this lecture will
Living and also be recorded
Leading with and posted as a
Integrity podcast to the
course website.
 TH 11/25 Happy Thanksgiving!
 F 11/26 No Discussion Sections
21
Date ALC Leadership Theme Lecture Discussion Section Textbook Readings/Text Web Activities
Readings and Activities
 M 11/29 High Performing Teams  Team  Textbook: Chapter 11
Management  Textbook Website Chapter 11
Videos - "Lance Armstrong - The
Road to Paris 1/11" and "Top 10
NBA Teamwork Plays of 2009"
video name.
 W 12/1 High Performing Teams  Team
Management
Reading Discussion
(see course Web
site)
 In-Class OB
Consulting Project
Team Meetings
 M 12/6 Vision Realization  Organizational  Textbook: Chapter 12
Leadership Styles Culture  Textbook Website Chapter 12
High Performing Teams Videos - "Hiring Employees:
"Google's Corporate Culture" and
"David Letterman Visits the GE
Building"
video name.
22
Date ALC Leadership Lecture Discussion Section Readings Textbook Readings/Text Web
Theme and Activities Activities
 W 12/8 Vision Realization  Organizational Culture
Leadership Styles
High Performing
Teams
Project Execution
 F 12/10  “OB and Your Future” –
Key Takeaways
 Self-Evaluation of
Discussion Participation
Due by 11:59 p.m.
 Discussion Section
Evaluations (Note: These
will be e-mailed to students
from the School of
Business)
 OB Consulting Project
Reports and Peer
Evaluations Due by 5:00
p.m.
 M 12/13 Leadership Styles  Conflict Management  Textbook: Chapter 10
High Performing  Textbook Website Chapter 10
Teams Videos - "The Power of
Positive No" and "How to
Build Trust"
name.
Chapter Content Mastery Quiz
(for self-assessment purposes
only)
23
Date ALC Leadership Lecture Discussion Section Readings and Textbook Readings/Text Web
Theme Activities Activities
 W 12/15 Vision Realization  Course Summary and  Chapter 14
Leadership Styles Integration – “Top  Textbook Website Chapter 14
Leading with Things to Remember” Videos - "The Internship
Integrity  Course Evaluations Minute with the Internship
High Performing (Note: These will be Queen" and "Five Networking
Teams sent from the School of tips to Advance your Career"
Dynamics of Power Business to students via Note: To access the videos
Project Execution e-mail) above, log-in, go to Text
Managing Change Supplements, Chapter #,
name.
 W 12/20 Final Exam, 2:45-4:45 p.m.,
room TBA
 F 12/22 Alternate Final Exam, 10:05
a.m.-12:05 p.m., room TBA
(only for students with direct
exam conflicts or three exams in
24 hours)
24

MHR 300 Live - Course Syllabus Fall 2010 - FINAL5-X

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MHR 300 Live - Course Syllabus Fall 2010 - FINAL5-X

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MHR 300: Organizational Behavior

Lecture #1: MW 9:55 a.m., 1100 Grainger Hall (Loren)

Required Course Materials

OB in the News Readings

Lecture and Discussion Section

i>Clicker System (Lectures Only)

MHR 300 Approximate Grading Standards

Percentile Rank Approximate Letter Grade

Course Element Point Value

Final Exam: Important Things to Remember

45-50 Outstanding: Quantity and quality of contributions to discussion section activities

Important: Discussion Section Policy on Electronic Communication Devices

Discussion Attendance Policy

Definition of an Authorized Absence

Extra Credit Opportunities

Frequently Asked Questions (FAQ) – General Issues

Q4: I need to switch discussion sections. How can I do this?

Q12: How do I set-up my clicker to work with the lectures?

 M 11/1  Living and Leading  Business  Textbook: Chapter 6

 F 11/12  OB in the News

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