OB 6301 – Introduction to Organizational Behavior
Project Management Certificate 2002-2003
INTRODUCTION TO
ORGANIZATIONAL BEHAVIOR
OB 6301 – PM Certificate (Classroom) 2002 - 2003
Dr. Joseph C. Picken
Hoblitzelle 2,808University of Texas at Dallas
PO Box 830688 MS HH15
Richardson, TX 75083-0688 / Email:
Phone (UTD office): (972) 883-4986
Fax (UTD office): (972) 883-6381
Phone: (McKinney office): (972) 562-5401
INTRODUCTION
The discipline of organizational behavior seeks to understand human behavior in organizations. The scope is broad: one definition describes an organization as “a system of two or more persons, engaged in cooperative action, trying to reach some purpose”; another describes organizations as “bounded systems of social interaction featuring authority relations, communications systems and the use of incentives”. Thus organizations might include families, businesses, churches, hospitals, etc.
This course will explore human behavior at the individual, group and organizational levels. The course begins with a brief overview of the field and then addresses, in turn, organizational context, perception and attitudes, motivation, group behavior, and the role of teams in organizations. The second half of the course focuses on issues of leadership and management, including conflict, communications, decision-making, power and political behavior, and organizational change.
The objective of the course is to provide you with a common vocabulary and a set of concepts and theoretical frameworks that can be used to better understand and interpret things that happen in organizations. It is useful to think of these as tools in your managerial tool kit. It is as important to choose the right tool for the situation as it is to apply it correctly. In order to prepare you to use these tools, we will use the text, readings and on-line lectures to introduce the concepts, and written case analyses and teleconference discussions to demonstrate their use and application.
TEXT, READINGS & CASES
The course will be structured around the Champoux text, supplemented by readings chosen either to provide additional depth or present contrasting points of view. Case analyses and discussions will be used to illustrate the application of the concepts. All of the materials listed below are required and will be provided by the program office.
(a)Text: Champoux: Organizational Behavior: Essential Tenets for a New Millenium (2/e), South-Western College Publishing 2003. ISBN 0-324-11489-3 (Paperback)
(b)Readings: Natemeyer & McMahon: Classics of Organizational Behavior, Waveland Press, Inc. 2001. ISBN 1-57766-172-9 (Paperback)
(c)Course Pack: Cases & selected readings
WRITTEN ASSIGNMENTS
Several brief written assignments will be required in addition to the integrated assignments, as detailed in the SESSION SUMMARY. Some of these will be individual assignments; others will be prepared as a group assignment. Some will be graded; others will be for class participation credit only, as detailed below under GRADING. Written assignments should be emailed to me at and will be due on the dates and at the times indicated on the SESSION SUMMARY.
Late Paper Policy. Late papers turned in less than one week after the due date will be graded, but 10 points will be deducted from the grade. Late papers turned more than one week, but less than two weeks after the due date will be graded, but 15 points will be deducted from the grade. Late papers not received within two weeks after the due date will receive a zero. I will grant you two “mulligans”. Each “mulligan” will be worth a one week extension of the due date for an assignment. A mulligan must be requested more than 24 hours prior to the date and time the paper is due. You may use one or both of your mulligans on the same assignment. Once used, they are gone, so use them judiciously.
Format Guidelines. The body of each written assignment should comply with the page length guidelines specified for the assignment. Page limits are established for two purposes: (a) to provide each of you with about the same number of words within which to address the assignment; and (b) to encourage you to be clear and concise in your writing. The use of charts and exhibits is encouraged, to the extent that they help you make your points. Charts and exhibits should be numbered and appropriately referenced in the body of the document. A list of references should be attached as required. Cover pages, charts or exhibits, and lists of references are not included in the page count.
The manuscript should use 11-12 point type, double-spaced, with 1” margins all around. Appropriate titles and section headings should be used. Number the pages, put the course and section number and your name (names of all group members on group papers) at the top of each page and staple in the upper left corner. Binders and report covers are neither necessary nor desired.
File Naming Convention. Papers should be emailed to me in MS Word format (Excel or Powerpoint exhibits are OK). The file name should identify the course, assignment number and your name. For example: “PM_CERT_ 6301_2_J Smith.doc” would identify John Smith’s written assignment #2.
Effective Communications. Effective written and oral communications are critically important in the business world. It is equally important that students "put their best foot forward" in written assignments. Papers should be written in a narrative style, unless otherwise indicated. The use of section headings, bullets, numbered lists, etc. is recommended, as appropriate, to the extent that they help you to communicate your message clearly and succinctly. Poor organization, convoluted sentence structures, mangled grammar and misspelled words have no place in effective communications, and will be considered in the evaluation of your work and ideas.
CASE ANALYSIS GUIDELINES
Written assignments and exams will often require the analysis of case situations. In addition, preparation for class discussions will frequently require the analysis of a case situation. Case analysis assignments are designed to evaluate and develop your skills in:
- identifying key organizational issues (decisions or actions required in a given situation)
- analyzing the situation (identifying problems; understanding the underlying causal factors; and identifying and evaluating options)
- recommending specific actions to address the key issues.
The following approach to case analysis is recommended:
- Read the case quickly. Identify the key issues and decisions/actions required.
- Decide what kind of recommendations should be made (and to whom)
- Choose appropriate analytical tools/frameworks from those contained in the readings
- Reread the case. Analyze the situation thoroughly
- Draw logical conclusions based on your analysis
- Make specific recommendations for action (what should be done, who should do it, when and in what sequence).
In general, there are no “right” or “wrong” answers for a specific case – different approaches and insights are possible, depending on your individual perspective and approach. Regardless of your approach and conclusions, I expect you to make recommendations that: (1) address the identified issues; (2) follow logically from your analysis and conclusions; and (3) make sense (are feasible) in the context of the case situation.
GRADING
Grading will be based on both integrated and course-specific assignments as detailed below. Integrated assignments will comprise 50% of the total course grade; group case analysis assignments will comprise 35% of the course grade; with class participation accounting for 15% of the course grade. The class participation grade will be based, in part, on five brief individual assignments. Contribution to class discussions will also be considered as a factor in class participation.
Integrated Assignments # 3 and # 5 will be primary assignments for OB 6301 and will be focused primarily on organizational behavior issues in the project management environment. Integrated assignments #6 and #8 will be secondary assignments for OB 6301 and will have a secondary focus on issues of organizational behavior. Grades on these assignments will be weighted accordingly in determining your final grade in OB 6301.
ASSIGNMENT / DESCRIPTION / GROUP/INDIVIDUAL / DUE DATE / WEIGHT
1 / Case: The Strategy that Wouldn’t Travel / Individual / 11/7/02 / Participation
2 / Cognitive Style Self Assessment / Individual / 11/7/02 / Participation
3 / Case: Karen Leary (A) / Group / 11/8/02 / 5%
4 / Personal experiences with motivational techniques / Individual / 11/9.02 / Participation
INTEGRATED #3 / Primary Integrated Assignment: to be assigned / Individual / 12/12/02 / 20%
5 / Case: Aston-Blair, Inc. / Group / 1/17/03 / 10%
6 / Personal experience with teams in organizations / Individual / 1/17/03 / Participation
INTEGRATED #5 / Primary Integrated Assignment: to be assigned / Individual / 2/20/03 / 20%
INTEGRATED #6 / Secondary Integrated Assignment: to be assigned / Individual / 3/20/03 / 5%
7 / Case: Changing the Culture at British Airways / Group / 3/22/03 / 10%
8 / Analysis of Organizational Change / Individual / 3/22/03 / Participation
9 / Case: General Electric: Jack Welch’s Second Wave / Group / 4/11/03 / 10%
INTEGRATED #8 / Secondary Integrated Assignment: to be assigned / Individual / 5/8/03 / 5%
Class Participation / Class Participation Credit / Individual / Entire Course / 15%
TOTAL / 100%
Grading criteria for individual and written assignments will include the following factors:
- Fully addressed the requirements of the assignment
- Quality of observations and insights
- Effective application of course concepts and frameworks
- Logical conclusions and recommendations
- Effective communications
I will provide you with a written grade sheet and critique of each graded assignment. I will be looking for evidence that you understand the models, frameworks and concepts provided in the readings and lectures and are able to apply them effectively in your analysis of the problems or case situations. The discussion questions provided for each case are provided to help you focus on the important issues. I expect you to fully address each of the discussion questions in your response. Page limits and format guidelines will be monitored; abuse will be noted in your communications grade.
GROUP WORK
You are encouraged to discuss the readings and cases for any of the assignments with your classmates, to the extent you find it helpful in developing a full understanding of the material. Individual and integrated assignments are to be prepared individually; group assignments are to be prepared as a group.
OFFICE HOURS & CONSULTATIONS
I welcome the opportunity to interact with you individually in order to clarify assignments, review your performance on specific assignments or address other issues of concern. I would recommend that you initiate any such discussions by email. If you feel the need for a more direct discussion, we can set a mutually convenient time for a phone call or arrange a face to face meeting in my office.
SESSION SUMMARY
Assignments for each of the eight sessions in this course are detailed in the table below
SESSION / DATE / ASSIGNMENT / SCHEDULE14 / Thurs 11/7/02 (PM) /
ORGANIZATIONAL BEHAVIOR: HISTORY/CONTEXT/ETHICS
Champoux: Chapters 1-3Taylor: Principles of Scientific Management (Natemeyer: 3-18)
Weber: Bureaucracy (Natemeyer 351-357)
Argyris: The Individual and the Organization (Natemeyer 358-374)
Reitz, Wall & Love: Ethics in Negotiation: Oil and Water or Good Lubrication (HBS BH004)
Case:The Strategy that Wouldn’t Travel (HBR 96602)
Case Preparation: Following the case analysis guidelines (page 2 of the syllabus), address the following questions:
- What are the key issues facing Karen Jiminez at the end of the case?
- What are the root causes of her dilemma?
- What actions would you recommend?
WRITTEN ASSIGNMENT # 2 – Individual Assignment. Complete the Cognitive Style Self-Assessment (time provided during class) and turn in last page (only) to instructor (class participation credit). / 1:00 – 2:00 Strategy that Wouldn’t Travel
2:00 – 3:00 Organizational Behavior: Key Questions/ History
3:00 – 3:15 Break
3:15 – 4:15 Organizational Behavior: Context/Ethics
4:15 – 4:45 Cognitive Style Self-Assessment
16 / Friday 11/8/02 (PM) /
INDIVIDUAL PERCEPTION/ATTITUDES & PERSONALITY/ ORGANIZATIONAL CULTURE AND SOCIALIZATION
Champoux: Chapters 4-6Hall: The Johari Window (Natemeyer (208-223)
Hire for Attitude, Train for Skill (Fast Company Aug 1996)
Case:Karen Leary (A ) (HBS 9-487-020)
Case Preparation:
- As general manager of the Elmville Branch, describe Karen Leary’s agenda, style and effectiveness.
- Describe Ted Chung’s agenda, style and effectiveness.
- Why are Karen Leary and Ted Chung having a problem? (consider differences in personal agenda, personality, and style, and organizational culture and socialization processes)
- What decisions should Karen Leary make about Ted Chung’s office request? Why?
Case:Southwest Airlines: Using Human Resources for Competitive Advantage A &B
(HBS HR-1A, HR-1B)
Case Preparation:
- What is the business strategy of Southwest Airlines?
- How and why is SW successful with this business strategy?
- How important are culture and socialization to the implementation of this strategy?
- What challenges does SW face in the decade ahead? How would you address them?
2:00 – 3:00 Karen Leary (A)
3:00 – 3:15 Break
3:15 – 4:00 Organizational Culture & Socialization
4:00 – 4:45 Southwest Airlines
18 / Saturday
11/9/02 (PM) /
MOTIVATION, REWARDS & JOB DESIGN
Champoux: Chapters 7-9Herzberg: One More Time: How Do You Motivate Employees? (Natemeyer: 81-95)
Kerr: On the Folly of Rewarding A while Hoping for B (Natemeyer 113-128)
Latham & Locke: Goal Setting – a Motivational Technique that Works (Natemeyer 129-140)
WRITTEN ASSIGNMENT #4 – Individual Assignment. Prepare brief written summaries of two personal experiences with motivational techniques (1-2 paragraphs per experience). Select one example of the successful application of motivational techniques and one example where the motivational approach was unsuccessful. Email to instructor () by 8:00 AM on Saturday, November 9, 2002 (Class participation credit).
Discussion Preparation: Come to class prepared to discuss your experiences with motivational techniques. I will select examples from your experiences for class discussion.
Case:Starbucks (Fortune: December 9, 1996)
Case Preparation:
- Apply the job characteristics model to Starbucks. What does the model reveal?
- What other insights have you gained about Starbucks from this article?
1:45 – 2:15 Motivation: Cognitive & Behavioral Theories
2:15 – 3:00 Discussion of personal experiences with movivational techniques.
3:00 – 3:15 Break
3:15 – 4:00 Intrinsic Rewards & Job Design
4:00 – 4:45 – Starbucks Case
4:45 – 5:00 Integrated Assignment #3
INTEGRATED ASSIGNMENT #3 (Primary) / Assigned: 11/9/02
Due: 12/12/02
25 / Thursday
1/16/03 (AM) / GROUPS & INTERGROUP PROCESSES
Champoux: Chapter 10
Schein: Groups and Intergroup Relationships (Natemeyer 189-196)
Tuckman & Jensen: Stages of Small Group Development (Natemeyer 241-251)
Handout: Model of Team Effectiveness; Team Process Observation Guide; Seating Chart
Film:Twelve Angry Men
Case Preparation:
Discussion assignments based on the readings and handouts will be made prior to viewing the film. You should be thoroughly familiar with the concepts and models presented in the Team Process Observation Guide. / 8:00 – 8:30 Discussion of Readings
8:30 – 9:00 Model of Team Effectiveness; Team Process Observation Guide
9:00 – 9:15 Assignments
9:15 – 10:00 Begin Film
10:00 – 10:15 Break
10:15 – 11:30 Film/Discussion
11:30 – 12:00 Wrapup Discussion
28 / Friday
1/17/03 (PM) / TEAMS IN ORGANIZATIONS
Schein: Groups & Intergroup Relationships (Natemeyer 189-196)
Katzenbach & Smith: The Discipline of Teams (HBR 4428)
Handout: Outward Bound: Linking Teams to Their Organizations; Incorporating the External Perspective; External Strategies of Teams
Case:Aston-Blair, Inc. HBS 9-494-015
Case Preparation:
- What are the problems facing Bacon at the end of the case?
- What are the underlying causes and how did the problems evolve as a result?
- What actions would you recommend to Bacon and his sponsors at the end of the case? Why?
WRITTEN ASSIGNMENT # 6 – Individual Assignment. Briefly summarize (1-2 paragraphs each) two examples of your experiences with teams in organizations, with particular focus on the management of external relationships with project sponsors, other teams, project opponents, etc. Email to instructor () by 8:00 am on Friday, January 17, 2003. I will use these as the basis for class discussion (class participation credit) / 1:00 – 2:00 Discussion of Readings
2:00 – 3:00 Aston Blair Case
3:00 – 3:15 Break
3:15 – 3:45 Aston Blair Case
3:15 – 4:45 Class discussion of experiences with teams in organizations
INTEGRATED ASSIGNMENT #5 (Primary) / Assigned: 1/17/03
Due: 2/20/03
36 / Saturday 2/22/03 (PM) / COMMUNICATIONS, DECISION-MAKING, POWER & POLITICAL BEHAVIOR Champoux: Chapters 13-16
Krackhardt & Hanson: Informal Networks: The Company Behind the Chart (HBS 93406)
Salancik & Pfeffer: Who Gets Power – and How They Hold On to It (Natemeyer 303-320)
French & Raven: The Bases of Social Power (Natemeyer: 253-265)
Handout: Sources & Uses of Power (Miller & Dess)
Case:Decision Making at the Top: The All Star Sports Catalog Division (HBS 9-398-061)
Case Preparation:
- Analyze ASC’s decision process. Is it “broken” or does is function effectively?
- What conclusions should ASC’s management team draw from each of the survey instruments (Exhibits 4, 5, and 7) and the communications data (Exhibit 8)
- Based on the information in the case, what recommendations would you make to improve decision-making at ASC?
Case Preparation:
- Erik Peterson is the general manager of GMCT. How much power does he really have? What are its sources? How effectively has he used his power?
- Who has real political power is this organization? Who are Erik’ allies and supporters? How are they helping him? Who are his challengers? How are they hurting him?
- The environment is rife with conflict. What are Erik’s top five challenges. Analyze the relationships and identify the sources of conflict.
- What kinds of political strategies would you recommend to Erik?
8:45 – 9:45 Decision-Making Case
9:45 – 10: 00 Break
10:00 – 10:45 Power & Political Behavior
10:45 – 12:00 Erik Peterson Case
INTEGRATED ASSIGNMENT # 6 (Secondary) / Assigned: 2/22/03
Due: 3/20/03
42 / Saturday 3/22/03 (PM) / LEADERSHIP & MANAGEMENT
Champoux: Chapter 12
Kotter: What Leaders Really Do (HBR 90309)
Kotter: Leading Change: Why Transformation Efforts Fail (HBR 95204)
Case:Changing the Culture at British Airways (HBS 9-491-009)
Case Preparation:
- Analyze the culture of BA in 1980 (see Champoux, Fig. 4.1). What are the external artifacts; what values and basic assumptions underly the company’s culture?
- What were the pivotal events in the transformation of BA during the 1980’s? Internal? External? How successful was the transformation?
- Analyze Marshall’s leadership using Kotter’s model of transformational leadership. What was done well? What was not?
- The issues in the 1990’s are different. How well do you think BA’s culture will serve the company in meeting these challenges?
WRITTEN ASSIGNMENT # 8 – Individual Assignment. Briefly analyze an organizational change with which you are familiar (successful or unsuccessful) , using Kotter’s process model. Prepare a brief (1-2 page) analysis in outline form and email to instructor () by 8:00 am on Saturday March 22, 2003. I will select 3 or four examples for class discussion. Be prepared to describe the situation and present your analysis to the class in a 10-15 minute discussion. / 1:00 – 2:00 Concepts of Leadership
2:00 – 3:00 Changing the Culture at British Airways
3:00 – 3:15 Break
3:15 – 3:45 Changing the Culture at British Airways
3:45 – 4:45 Discussion of examples of organizational change
45 / Friday 4/11/03 (AM) / LEADERSHIP & MANAGEMENT: CURRENT PERSPECTIVES
Goffee & Jones: Why Should Anyone Be Led by You? (HBR R00506)
Goleman: Leadership that Gets Results (HBR R00204)
Kets deVries: The Dark Side of Entrepreneurship (HBR 85609)
Case:General Electric: Jack Welch’s Second Wave (A) (HBS 9-391-248)
Case Preparation:
- Analyze the evolution of Welch’s management style (using Goleman’s typology) and priorities from the time he assumed the position of CEO in 1981 until the end of the case in 1991. Was the style consistent or did Welch adapt to the changing situation? Support your analysis with specific examples from the cases.
- Evaluate Welch’s performance as a transformational leader, using Kotter’s framework. Could his performance have been improved?
9:00 – 10:00 General Electric Case
10:00 - 10:15 Break
10:15 – 11:00 General Electric Case
11:00 – 12:00 Class Discussion
INTEGRATED ASSIGNMENT #8 (Secondary) / Assigned: 4/12/03
Due: 5/8/03
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