Managing for Organizational Effectiveness

Winter Quarter 2000:

Course Description:

The purpose of this course is to introduce you to the theory and practice of organizational behavior. These concepts show how employees and managers can improve organizational effectiveness by attending to the human side of the enterprise.

At some point--as a manager or as an employee--you will be responsible for helping your organizations improve. Helping organizations become more healthy and effective, however, requires more than technical expertise. It requires excellent interpersonal and social skills. It requires an understanding of the complexities of human behavior. Interestingly, these are the skills that often determine promotions. This first calls for an individual focus; we need to become adequately self-aware and learn how and what to do to improve ourselves before we can effectively manage others. Therefore, a substantial amount of effort in this course will be devoted to self-analysis and personal skills development.

Course Objectives:

Upon completion of this course, you should be able to:

  1. Understand a broad range of concepts and theories that help explain behavior in organizations;
  2. Develop a better understanding of one's self, as an individual, organizational member, and manager;
  3. Apply behavioral theory to organizational settings; and
  4. Diagnose human resource issues in organizations through observation, interpretation, and analysis;

Course Materials:

Robbins, Stephen. (2001). Organizational Behavior, 9th Ed. Upper Saddle River, NJ: Prentice-Hall, Inc.

Additional material will be made available during the quarter, either as class handouts or posted on my web page.

Requirement and Grading:


2 Exams @ 50 Points each 100 Points 33%
Self-Assessment Paper 50 Points 17%
Formal Case Summary & Presentation 100 Points 33%
Attendance & Participation 50 Points 17%
Total Possible Points 300 Points  

In compliance with the department's recommendations, the class will be graded on a curve with the mean set at approximately 3.1. However, if the class as a whole demonstrates exemplary performance, the mean will be adjusted higher. Conversely, I also reserve the right to adjust the mean below 3.1 if the class, as a whole, falls significantly short of my expectations.

Make-up allowances are allowed only on extremely rare occasions, such as unexpected hospitalization. Should you unable to attend class or to complete an assignment by the time it is due, please contact me so that we can discuss the matter.

Classroom Procedure

The classroom procedure will be a combination of class discussion, case analysis, and role-plays. Students are urged to ask questions. Class participation is an essential part of the learning experience in this course. The student is expected to read the assigned chapter or case prior to class discussion.


There will be 2 exams throughout the quarter. The exams will consist of short answers and essay questions.

Self Assessment Paper

Each student will complete a variety of self-assessment instruments assigned by the instructor. The goal of these assessments is to give the student an "insight" into their behavior in the workplace and in a more informal setting. You will also ask a few other people who know you well to complete self-assessment instruments of your choice regarding your behavior. It will be interesting to examine how you see yourself as compared to others. For each of the assessments, you will answer the following questions:

Your Assessment:

  1. Describe your findings for each assessment. What did you find out about yourself? What kind of manager do you think you will be based on these assessments?
  2. Did the findings confirm or conflict with how you perceive yourself?
  3. What did you like and dislike?

Others Assessment and Comparison with Your Own Assessment:

  1. How did other people rate you? Why do you think they (i.e. the other raters) are similar or different?
  2. Was the assessment similar or dissimilar to how you rated yourself? Why? What does this tell you about how other people perceive you? What does this tell you about how you perceive yourself?

Development Plan:

  1. What will you try to change about yourself to help you be a better manager of others? Try to think of specific examples where you could utilize some of your findings to be a better manager.
  2. Describe some short and long-term goals that you can use to become the person or manager that you want to be.
  3. What are some of the constraints to accomplishing these goals or objectives?
  4. How will you measure your progress toward these goals?

Group Case

Group Case Report is a written analysis of a case that will be selected by your group during Week 2. You will be placed into small groups when the assignment is handed out, and more complete details will be provided at that time.

This assignment's grade is based on:

The final version of the group case report is due () at the beginning of class. No late reports will be accepted.


All students are expected to attend class on a regular basis. Consistent class attendance and participating is critical in the learning process.

Course Outline -- Winter 2000

Week Date Topic Assignment


M Introduction to OB  
  W Individual Difference & Personality  


M Individual Difference & Personality  
  W Motivation  


M Motivation  
  W Motivation  


M EXAM #1  
  W Groups & Teams  


M Groups & Teams  
  W Leadership  


M Leadership  
  W Power  


M Conflict & Negotiation  
  W Conflict & Negotiation  


M Organizational Culture  
  W Organizational Culture  


M EXAM #2  
  W Human Resource Management  


M Human Resource Management  
  W Additional topics  


M Additional topics  
  W Final Case Presentations  


M Final Case Presentations  

Instructor reserves the right to modify this course schedule if needed.