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School of Hospitality and Tourism Management
Winter 2006
HTM 2200
Organizational Behaviour I
Instructor Thomas W. McKaig
Email pres@tm-int.com
Office MINS B47
Extension 58517
Lecture: Tuesday Evenings 7-10 p.m.
Teaching Asisstants Lyn Yuan lyuan@uoguelph.ca and John Ianni gianni@uoguelph.ca
Office both are in MINS 210
Extension
Should you need to miss class for religious purposes, please advise Professor McKaig in advance.
Text Required Johns, Gary and Alan Saks. Organizational Behaviour: Understanding and
Managing Life at Work. 6th ed. (Pearson, 2005) (ISBN: 0-13-127049-4
Course Description
This course introduces organizational behaviour. It focuses on individual perception, learning, communication, motivation and decision-making and leadership. Group effectiveness through improved problem-solving in organizations is also introduced.
Course Objectives
Any organization requires that the organization’s purpose be achieved with and through other people. It is not possible for one person to do everything; others must be depended on to assist. For this reason, a crucial part of the subject of management involves the study of how to work effectively with others. Organizational behaviour examines what makes people “tick” at work. It draws from many behavioural and social sciences. This course will attempt to provide an overview of these influences, paying particular attention to those employee behaviours which management can influence. This organizational behaviour course will focus on the behaviour of individuals and small groups.
Course WebCT Site
The course may be posted on WebCT. If so, it is a work in progress. Each semester we attempt to add more tools and more activity to this site. Access the site by going to http//courselink.uoguelph.ca and clicking on the “Login to my WebCT”. For your user name you should use your University of Guelph central login ID and for you initial password you will use the seven-digit student number including any leading zeros. This will take you to the WebCT page where you will find a link to the course. There is a link to change your password at the top of the WebCT page and it is recommended that you do this as soon as possible.
Teamwork:
Each student will become a member of a team. The performance of teams in two major areas will be evaluated and this performance will be a part of your grade.
Course Evaluation:
Group Case Study Analysis: (25%)
Teams are assigned a case study. A case study outline will be discussed in the first class. The groups are responsible for analyzing the case and submitting their group analysis. This case study will follow the Case Study Outline distributed in the first class. References contained in the Case Study must follow APA format. The submissions will not exceed 8 pages, including Executive Summary, references, any exhibits, or appendices. The submission should be 12-point, 1.5 spaces, and 1” margins. The submission should provide an Executive Summary as the first page and a References page, in APA format, at the end.
Individual and Group Quizzes: Individual (27%) Group (18%)
Individual Quizzes:
The INDIVIDUAL mini-quizzes are based solely on the textbook chapter readings that have been assigned. Individual quizzes will be completed outside class. The quiz will be available to each student on the WebCT HTM 2200 website. The weekly quizzes will be available commencing at 8:00am on Mondays and must be completed before 12:00 midnight Thursday of each week. The weekly quizzes will begin the week of January 16th, 2006. The material tested in the individual quiz will be drawn from the chapter covered that week. You will have only 15 minutes to complete all the questions, so you will not have time to complete this as an open-book quiz. The intention is that you have already read and reviewed the material as if this were an in-class quiz.
Your goal is to achieve a score of at least 12/15 on each quiz. For each student receiving 12/15 on the weekly quiz you will receive 3 marks for that weekly quiz. For students receiving less than 12/15 you will receive 0 (zero) marks for that weekly quiz.
Group Quizzes
There will be a GROUP quiz given in the class. Time will be given in class for your teams to discuss answers and come to a consensus. These discussions will provide the mechanism whereby you teach each other and explain to team members what you understand about the material. During the quiz class each group will answer approximately 15 quiz questions. The material tested in the group quiz will be drawn from the chapter material, the readings presentations and the class discussions. One group quiz mark will be given to each group, and assigned to each individual within that group. In order for the group to write the group quiz, the group must have 80% of the membership in attendance. Any quiz questions left “blank” on the scantron sheet will be penalized one mark. Incorrect group quiz answers will be penalized two marks.
For groups receiving 12 or more out of 15, each individual on that team will receive 2 marks for that weekly group quiz. For groups less than 12/15 each individual on that team will receive 0 (zero) marks for that weekly group quiz.
Final Examination: (30%)
There will be a final exam during the regular exam schedule. The exam format will be discussed at the end of semester. The exam will be inclusive and could include any of the material covered in the readings, the class discussions, or the class presentations.
Academic Integrity:
“The University of Guelph is committed to upholding the highest standards of academic integrity and enjoins all members of the University community – faculty, staff and students – to be aware of what constitutes academic misconduct and to do as much as possible to prevent academic offences from occurring. The University of Guelph takes a serious view of academic misconduct and it is your responsibility as a student to be aware of and to abide by the University’s policy. Included in the definition of academic misconduct are such activities as cheating on examinations, plagiarism, misrepresentation, and submitting the same material in two different courses without written permission. To better understand your responsibilities, read the Undergraduate Calendar for the full Academic Misconduct Policy. You are also advised to make use of the resources available through the Learning Commons to discuss any questions you may have with your course instructor, TA, or academic counsellor. www.learningcommons.uoguelph.ca . “Students should be aware that faculty have the right to use software to aid in the detection of plagiarism or copying and to examine students orally on submitted work. For students found guilty of academic misconduct, serious penalties, up to and including, suspension or expulsion can be imposed. “Students who find themselves unable to meet course requirements by the deadlines or criteria expected because of medical, psychological or compassionate circumstances beyond their control, should review the regulations on academic consideration in the calendar and discuss their situation with the instructor, program counsellor or other academic counsellor as appropriate.”
Lecture Outline – HTM 2200 Winter Semester 2006
Date |
Topic and Text Readings |
Jan10 |
Course Overview, Introduction to Organizational Behaviour and Management Ch 1
Integrative case: Ace Technology |
Jan17 |
Groups and Teamwork Ch 7: Formal and informal groups; group development; member diversity influences in groups; group roles and status and their affect on social interaction; causes and consequences of group cohesiveness; the dynamics of social loafing; self-managed teams; cross-functional teams and how they can operate effectively.
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Jan24
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Personality and Learning Ch 2: Define personality and its general role in influencing organizational behaviour; dispositional, situational, and interactionist approach to organizational behaviour; the Five-Factor Model; locus of control, self-monitoring, and self-esteem; positive and negative affectivity, proactive personality, general self-efficacy, and core self-evaluations; learning and what is learned in organizations; operant learning theory and differentiate between positive and negative reinforcements; continuous versus partial reinforcement; extinction and punishment; social learning theory.
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Jan31
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Perceptions, Attribution, and Judgment Ch 3: Perception and the general factors that influence perception; Bruner’s model of the perceptual process and the main biases in person perception; how people form attributions about the causes of behaviour; biases in attribution; workforce diversity and valuing diversity; racial, ethnic, gender, and age stereotypes what organizations can do to manage diversity; trust perceptions and perceived organizational support how organizations can foster employee perceptions of trust and support.
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Feb7
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Values, Attitudes, and Work Behaviour Ch4: Values and the implications of cross-cultural variation in values for organizational behaviour; attitudes how people develop and change attitudes; job satisfaction and some key contributors; the consequences of job satisfaction and the relationship between job satisfaction and absenteeism, turnover, performance, organizational citizenship behaviour, and customer satisfaction; organizational commitment.
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Feb14 |
Theories of Work Motivation Ch 5: Motivation, its basic properties, distinguish it from performance; intrinsic and extrinsic motivation; factors that predict performance and general cognitive ability and emotional intelligence; need theories of motivation; expectancy theory; equity theory; goal setting theory; cross-cultural limitations of theories of motivation; the relationship among the various theories of motivation, performance, and job satisfaction
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FEB20 Reading Week |
Feb28
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Motivation in Practice Ch 6: How to tie pay to performance on production jobs; wage incentive plans; how to tie pay to performance on white-collar jobs; merit pay plans; how to use pay to motivate teamwork; Job Characteristics Model; motivational properties of job enrichment; the connection between goal setting and Management by Objectives; alternative work schedules respect employee diversity.
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March 7
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Leadership Ch 9: Role of both formal and emergent leadership; evaluate the trait approach to leadership; the task function and social-emotional function of emergent leadership; of consideration and initiating structure and their consequences; Hersey and Blanchard’s Situational Leadership; Fiedler’s Contingency Theory; House’s Path-Goal Theory; transformational leadership and charisma.; developmental leadership; strategic and global leadership.
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March14 |
Executive-in-Residence - Mr. Corey Dalton, Chief Operating Officer of SIR Corp
Research in Organizational Behaviour: Review Case Study Format
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March21 |
Social Influence, Socialization and Culture Ch 8: Understand the difference between information dependence and effect dependence; compliance, identification, and internalization as motives for social conformity; socialization process and the stages of organizational socialization the main methods of socialization and what newcomers can do to socialize themselves; define organizational culture and discuss the contributors to a culture; diagnose an organizational culture; assets and liabilities of strong organizational cultures. |
March28
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Groups Submit Group Case Study
Communication Ch 10: Communication and why communication by the strict chain of command is often ineffective; barriers to effective manager-employee communication; the organizational grapevine and its main features; the role of both verbal and nonverbal communication at work; gender differences in communication and how they can cause communication problems; challenges relating to cross-cultural communication and useful strategies to deter miscommunication. Activity: Video Spanish Broadcasting Discussions
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April 4
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Integrative Case: Ace Technologies
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