MQM 421 Organizational Behavior - Illinois State University

Spring 2012 Illinois State University
COURSE:
PREREQUISITE:
RESOURCES:
INSTRUCTOR:
MQM 421 Organizational Behavior
MQM 402; Student must have met the
prerequisites to remain in the class.
1.) Jerald Greenberg, Behavior in
Organizations, 5th ed., Mason, OH:
Thomson, 2010. ISBN-10: 0131992384
2.) C. Neck and C. Manz. Mastering Self-
Leadership, Upper Saddle River, NJ.
Prentice-Hall, 2010. ISBN-10: 0136066453
3.) Articles, PPT’s, and Handouts are stored on
the COB u:drive.
4.) Cases, available for purchase at Harvard
Business School
Dr. Michael P. Dumler
TIME AND LOCATION: M: 6:00 - 8:50; SFHB 133
OFFICE HOURS:
OFFICE/PHONE:
E-MAIL
By Appointment
SFHB 210; 438-8564 (Leave MSG on Voice-
Mail)
mpdumler@ilstu.edu
COURSE DESCRIPTION:
The course provides a broad exposure to many topics in the field of organizational behavior.
Organizational behavior focuses on understanding individual, and group behavior in applied
organizational contexts. Common topics in the study of organizational behavior include learning,
perception, conflict, power, leadership, motivation, and organizational change. One goal of the
course is to review current theories of individual and group behavior and apply theoretic
explanations for common situations that managers often experience. Articles, cases, and group
discussion are used to achieve this goal. Students are expected to voluntarily participate in each
the aforementioned activities.
COURSE OBJECTIVES:
1. Identify explanatory factors that contribute to understanding human
behavior in organizations.
2. Use and evaluate assessment tools for understanding individual
differences.
3. Understanding individual and group behavior at work through the use of
articles, cases, experiential exercises, and topic research.
4. Develop critical thinking skills applied to understanding our own attitudes
and behavior at work and those of other members of the organization.

MQM 421 Organizational Behavior Spring
2012
5. Enhance leadership skills and written and oral communication skills. The
student will present the results of management research to the class, as
well as, write a graduate-level paper in an area of organization behavior.
RESEARCH PAPER [DUE: 4-16]
A graduate-level paper is a course requirement. The paper should review current research or
writing about a particular issue or topic (e.g., Emotional Intelligence, Emotional Labor, Goal
Setting, Self-leadership, Organizational Culture, Burnout, Leader-Member Exchange, Fairness
and Justice at Work, Impression Management, etc.). Pick a topic that you have interest in or
examine the topic in a specific context (e.g., health care, sports, insurance). In any event, the
topic chosen should have a solid theoretical foundation and demonstrate the theory's practical
utility to managers. Remember, this is not an exercise in theory but rather a source of
information that should be useful to managers.
I
RESEARCH PAPER (10 pgs. minimum). The purpose of this type of paper should be to review
a topic discussed in the literature. The focus of the paper should be on new or recent research
findings over the past 10 years. It is best to pick a well-defined topic or body of literature (e.g.,
Organizational Citizenship Behavior) and write your paper on that topic. By Week 5 (2/20) each
student doing a issue/topic review should submit: (1) an annotated (one paragraph annotation
per article) bibliography (i.e., complete citation in APA style) that lists about 15 articles for the
topic review paper, and (2) include a table that organizes the articles on some basis
appropriate to the topic under investigation. Your classification schema should serve to group
articles into workable sub-topics. This simply means that you organize your articles in a table
with the articles as rows and columns that separate or classify your articles in some manner
(e.g., classify as empirical or conceptual).
TEAM WORK
The class will be divided into five teams (e.g., teams will be designated T1, T2; “shadow teams”
designated as S1, S2).
Presenting Team (T) is responsible for delivering class content for two class sessions. This
task includes presenting an article and/or case, leading article/case discussion, and creating
and transmitting to the instructor a PowerPoint presentation of the article or article/case and a
written analysis of the case (during the second rotation, you only need a written analysis for the
case. However, you may still choose to use PPT in your presentation). A written case analysis
should include: (1.) an introduction to the general situation or problem, (2.) a review of case
facts that clarify the specific issue(s) (this includes any analysis), (3.) at least two alternatives,
and (3.) a recommendation for action. For all written assignments, please include a cover page
with team number, members names, assignment name, date (Please number every page,
except the cover page).
Shadow Team (S) is responsible for questioning the presenting group and critiquing the group
presentation. The shadow team submits a one page critique of the case (Due at the time of the
presentation) indicating major issues, and recommendations to resolve issues or problems.
Other Teams should read the case and offer any ideas of suggestions during discussion.
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Illinois State University

MQM 421 Organizational Behavior Spring
2012
This will be a time when the instructor expects voluntary participation from group members and
records your participation quantity and quality. Successful team work requires planning,
coordinating, leadership, and motivation -- to name a few managerial skills. Remember that
while two teams are responsible for the nightly topic and case, all class members should
read all required material and be prepared to voluntarily contribute to the general
discussion. All articles are on the u:drive and cases can be purchased at:
http://cb.hbsp.harvard.edu/cb/access/12329004
ATTENDANCE AND PARTICIPATION
Attendance is mandatory for active involvement in the class.
Participation means:
Reading all Material prior to class.
Being prepared to get involved in class discussion.
Taking notes or record ideas for future reference.
Be a good Team member - help your team succeed.
Trusting your experience and judgment -- it got you this far.
Helping create the social environment and not react to it.
EVALUATION PROCEDURE
EXAM # 1 25% 100
EXAM # 2 25% 100
PAPER 25% 100
Participation 10% 40
Cases 15% 60
TOTAL
100% 400pts
3
Illinois State University

MQM 421 Organizational Behavior Spring
2012
All Articles and Handouts are available on the COB u:drive.
Neck Article/Exercise
Session
Greenberg and
Content
Manz
1 1-23
Class organization
and responsibilities
2 1-30
Introduction to
Organizational
Behavior
Chapter 1,2
#0 Drucker, P. (2005). Managing
Oneself. Harvard Business Review, 83
(1).
#00 Livingston, J. S. (2003). Pygmalion
in management (HBR Classic). Harvard
Business Review, 81(1), 97-106
3 2-6
T1
Perception and
Personality
Changing
Employee Behavior
Chapter 3 1-2
#1 Rousseau, D. M. (2004).
Psychological contracts in the workplace:
Understanding the ties that motivate.
Academy of Management Executive,
18(1), 120-127.
#2 Levinson, Harry. Abrasive Personality.
Harvard Business Review. (Nov. Dec.),
1999 (also 1967).
T1 Discussion of Chapters 1-2 (N&M)
Self-Assessment/Exercise Greenberg
(Self-Efficacy exercise, p 97)
4 2-13
T2 Motivation Chapter 6 #3 McClelland and Burnham. (1995, also
1976). Power is a Great Motivator.
Harvard Business Review, (Jan-Feb).
#4 Kerr, s. (1995). On the Folly of
Rewarding A While Hoping for B.
Academy of Management Executive,
9(1), 7-14.
Self-Assessment/Exercise Greenberg
(What Rewards do you value?, p. 188)
5 2-20 T3 Decision Making Chapter 10
#5 Pfeffer, J., & Sutton, R. I. (2006).
Evidence-based management. Harvard
Business Review
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Illinois State University

MQM 421 Organizational Behavior Spring
2012
#6 Garvin, David and M. Roberto. (2001)
What you don't know about making
decisions. Harvard Business Review,
September, 108-116.
Self-Assessment/Exercise Greenberg
(Are you risk seeking or risk averse?, p.
307)
#7 Ferris et al. (2000) Political Skills at
work. Organizational Dynamics, 26, 25-
37.
#8 Perrewe et al. (2000) Political Skill: an
antidote for workplace stressors.
6 2-27 Power and Political
Academy of Management Executive, 14,
Behavior
115-123.
Self-Assessment/Exercise Greenberg
T4
(T4 will need to find an appropriate
assessment for power)
7 3-5 Exam1
8 3-12 Spring Break
Chapter 11 3 #9 Goffee and Jones. (2000). Why
should anyone want to be lead by you?
Harvard Business Review, Sep-Oct.
T5
9 3-19 Leadership
#10 Zalesnik, A. (1992, also 1977).
Managers and Leaders: Are they
different? Harvard Business Review.
Mar-Apr.
Discussion of Chapter 3 (N&M)
T5 SLQ1, p. 16 or Self-
Assessment/Exercise
Greenberg,(Determining your leadership
style, p. 337)
10 3-26
#11 Bill George, et al. (2007) Discovering
your Authentic Leadership, Harvard
Chapter 11 4 Case #1 A Day in the life of Alex Sanders
T1
Business Review, 2, 1-8.

MQM 421 Organizational Behavior Spring
2012
Discussion of Chapter 4 (N&M)
T2
5-6 Case #2 Engstrom Auto Mirror Plant
S4
11 4-2
#12 Schrank, Robert (1994). Two
Groups, Teams and
Chapter 9
Women, Three Men on a Raft. Harvard
Teamwork
Business Review, (May-June).
Discussion of Chapters 5-6 (N&M)
7-8 Case #3 Thomas Green: Power, Office
Politics, and A Career in Crisis.
12 4-9
Managing Conflict,
#13 Amason, A., Hochwarter, W.,
Burnout and Stress
Thompson K., and Harrison, A. (1995).
[Research Paper
Conflict: An Important Dimension in
Due]
Successful Management Team.”
Organizational Dynamics, 24(2), 20-35.
T3
S2
Discussion of Chapters 7-8 (N&M)
Chapter 8
Chapter 12
9-10 Case #4 Stone Finch, Inc
13 4-16
Communication
Organizational
#14 Tannen, D. (1995). The power of talk:
Who gets heard and why? Harvard
Culture
Business Review, 73 (5), 138-148.
T4
S3
Discussion of Chapters 9-10 (N&M)
Chapter 14 11-12 Case #5 Campbell and Bailyn’s Office
14 4-23
Organizational
#15 Kotter, J. P. (1995). Leading change:
Change
Why transformation efforts fail. Harvard
Organizational
Business
Change
Review, 73(2), 59-67.
T5
S1
Discussion of Chapters 11-12 (N&M)
15 4-30 EXAM 2
16 5-7
Return Papers and
Final exam Grades