How people in organizations think and behave. Focuses on how leadership and motivation affect individuals and teams in the workplace and a global business context. Prerequisites: EC 011, EC 012, BSAD 060, and either Prerequisites: Business Administration, Computer Science & Information Systems, Engineering Management, Dietetics, Nutrition and Food Sciences major, Business Adminstration minor; Minimum Junior standing.
David Jones ()
Dates: May 18 - June 12, 2015; Minimum Junior standing; Required course specific fee of $20.00
In an increasingly globalized and competitive business environment, an organization's people can be a valuable source of sustained competitive advantage. The ways in which people are managed and led can enhance organizational performance through influencing employees' work attitudes, motivation, and performance-related behaviors. Employee participation, autonomy and teamwork are on the rise, making leadership and organizational behavior skills important for managers and non-managers alike. This course is about people in organizations, focusing on how management and leadership practices affect the attitudes, motivation, behaviors, and performance of employees and teams. Course content is derived mostly from contemporary theory, research, and practice in the organizational behavior and management disciplines. Students will be encouraged to use course material to be self-aware and mindful about how they lead and interact with others, and to adopt an ethic of continuous self-improvement in their leadership, teamwork, and interpersonal skills. This course is experiential and interactive. The capstone of experiential learning occurs through students working in teams in which they apply course material from all three units to diagnose events in a case involving multiple employment relationships in a complex organizational context. Teams will need to plan and coordinate to complete a critical analysis of the events in the case in a manner that demonstrates a deep understanding of course material and the ability to apply it to diagnose employees' reactions to events and the practices used by managers and leaders. Students will also be placed in the role of a team leader, drawing on course material to inform decisions and plans to enhance the team's ability to achieve its objectives. This analysis is designed to foster teamwork, leadership, critical thinking, writing, and presentation skills. Unit 1 - Employees: Job Performance & Work Behaviors; Psychological Needs, Employment Relationships, & Trust; Organizational Commitment & Withdrawal; Job Satisfaction & Job Characteristics; Organizational Justice & Perceived Fairness Unit 2 - Teamwork: Team Types, Composition, & Diversity; Personality & Cultural Values; Team Cohesion & Norms, Development, & Meeting Skills; Team Processes & Decision Making; Active Listening, Email, & Conflict Management Unit 3 - Leadership: Traits & Characteristics of Effective Leaders; Leader Behaviors, Styles, & Decision Making; Recognition, Rewards & Expectancy Theory, & Goal Setting; Transactional & Transformational Leadership; Implicit Leadership Beliefs & Gender; Ethical Climates & Reasoning; Change Management; & Shaping Organizational Culture
REQUIRED TEXT Colquitt, Lepine, & Wesson (2015). Organizational Behavior: Improving Performance and Commitment in the Workplace (4th Edition). New York, NY: McGraw-Hill. ISBN # 978-0-07-786256-5. (It might be listed under this alternative ISBN #: 9780077635596). The 4th Edition is required for this course (McGraw Hill's "Connect Plus" is NOT required). The ISBN number listed above is for the loose-leaf version of the textbook, which is available for purchase in the UVM bookstore. If you buy the textbook elsewhere, the hardcover version of the 4th Edition is identical to the loose-leaf version in content and pagination.
60%: Individual Tests 5%: Team Assignment 10%: Team Presentation 25%: Team Case Analysis Individual Tests: Test 1 = 15%, Test 2 = 20%, and Test 3 = 25%. Three or more days before each test a document will be posted on Blackboard about the format and applicable course content. Team Assignment: A team assignment worth 5% of the course grade is designed to assist teams with the final case analysis by providing feedback on their writing and ability to apply course material to a case. Team Presentation: A team presentation based on a portion of the team case analysis comprises 10% of the final grade. Half of this grade is based on the team's performance, and half is based on each team member's presentation performance. Grading criteria, presentation advice, and guidelines will be posted on Backboard. Team Case Analysis: A team case analysis comprises 25% of the final course grade. All team members will receive the same base grade, which will then be weighted by each student's Team Member Evaluation Score to account for potentially different contributions among team members. At the end of the semester, students will evaluate the contributions and teamwork behavior of all team members including themselves. Each student's Team Member Evaluation Score is then computed as an average of the self-evaluation and those provided by all other team members. To illustrate, consider a team case analysis paper that receives a grade of 90%. One team member was a leader of the team and did more than his or her share of the work, which is reflected in this student?s Team Member Evaluation Score of 105. In contrast, another student was a slacker who did little work, missed several meetings, and often was the source of conflict, resulting in this student receiving a Team Member Evaluation Score of 80. As a result, for the paper that received a raw grade of 90%, the strong team member receives a grade of 94.5% and the slacker receives 72%. Thus, it behooves each student to contribute meaningfully to the team and to maintain positive working relationships with all team members.
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