Organizational Behavior I Introduction to Organizational Behavior 70-311 (A,B,C) Spring 2013 Tepper School of Business Carnegie Mellon University

Instructor: Mark Fichman, Ph.D., Associate Professor of Organizational Behavior and Theory (email: mf4f@cmu.edu) Section A:Baker Hall A53 Section B and C: Simon Auditorium (Tepper School) T, Th, 9:00-10:20 (A); 12:00-1:20 (B); 1:30-2:50 (C) Tepper School Rm. 325

Class Room:

Class Schedule: Oce:

Teaching Assistants: Jin Wook Chang (email: jwchang@cmu.edu) Sophie Eustis (email: seustis@andrew.cmu.edu) Umair Khalid (email:ukhalid@tepper.cmu.edu) Course Objectives (1) to give you tools and concepts to help you be an eective organization member and/or manager. These tools help you analyze situations and take action as an organization member and as a manager. (2) to provide a foundation of knowledge for other courses in the BA curriculum. (3) to provide critical analysis skills for social and organizational problems and problem solving.

Reading Materials The readings are drawn from the textbook, Handbook of Principles of Organizational Behavior, 2nd edition edited by Edwin Locke (Handbook). In addition, there will be a course packet (Course Pack)with case materials. Lecture materials such as Powerpoint presentations will be distributed to you using Blackboard. Some readings will be on ereserve or linked to the syllabus. You may need to be sure to have the library VPN if you
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are reading from o campus. If you have any problem accessing readings, let me know immediately.

Policy on assigned readings. The class is most eective and fun when everyone contributes to and participates in the learning process. It is essential and required that you prepare for each class by doing the assigned reading before the scheduled class, doing assignments on time, thinking about the reading and assignments and attending class prepared to contribute to our learning.

Grading There are 3 hourly exams in class. They are closed book exams. Each exam is worth 150 points. The exams are not cumulative. Each exam covers only material learned since the last exam. There are 5 cases. Each case is worth 80 points. The cases will be done in assigned case groups. For group assignments, everyone in the group receives the same grade for the group work. Class participation is required. This means speaking up in class, answering questions, participating in exercises and contributing to class discussions. Class participation is worth up to 150 points. Instructions on writing cases and sample exams will be provided in class and on Blackboard. How are grades calculated? I do not grade on a curve. If everyone does well, then the average grade in the class could be quite high. Grades are calculated using the following procedure and cutos. (1) I rst drop your lowest exam score and substitute the mean of the other two exam scores for that dropped score. So if you have exam scores of 110, 130 and 80, I would drop the 80 and substitute 120. (2) The scores for the exams, the cases and participation are added together. (3) Scores of 900 or better get an A. Scores of 800 - 899 get a B, scores of 700-799 get a C, scores of 600-699 get a D, and then scores below 600 get an R grade.

Academic Integrity All class work must adhere to the highest standards of academic integrity. The statement of the relevant policies on academic integrity at CMU can be found at Academic Integrity at CMU.

Computers and Telephones in Class Students should not use computers or telephones or other communication devices in class unless explicitly instructed to do so. Using computers and/or phones or other electronic communication devices creates distractions and occasionally risks violating standards of academic integrity. Office Hours I am available on Wednesday from 9:00- 12:00. You can also drop by or see me by appointment. I can be reached by email at mf4f@cmu.edu. We can also use Blackboard to communicate with each other. Class announcements will be made on Blackboard.

Class Schedule and Assignments Date Topic Reading Assignment

8/27 8/29 9/3 9/5

Introduction Managers in Organizations Research in Organizations Research in Organizations Pfeer (1995) (e-reserve) Handbook, Ch. 1,3 Sutton & Hargadon (e-reserve) Mauboussin (2010)

Personality Measure

9/10 9/12 9/17 9/19 9/24 9/26

Individual Performance

Organizational Performance Meyer (2005) Personality Learning Perception Perception Handbook, Ch. 2 Handbook, Ch. 4 Handbook, Ch. 5 Case: Jamie Turner at MLI INc. (Course Pack) Handbook, Ch. 8,9 Hourly Exam 1 Motivation Kerr (1995) (e-reserve) Handbook, Ch. 12,13 Case: Harrahs Entertainment, Inc: Rewarding Our People (Course Pack) Handbook, Ch. 6,7,14

10/1 10/3 10/8

Motivation

10/10 Compensation 10/15 Compensation

10/17 Work Related Attitudes 10/22 Groups 10/24 Team Work

Handbook, Ch. 15 Handbook, Ch. 16

Date

Topic

Reading

Assignment

10/29 Teams 10/31 Team Dynamics

Handbook, Ch. 17,18 Case: Managing a Global Team: Greg James at Sun Microsystems, Inc. (A) (Course Pack) Handbook, Ch. 25

11/5 11/7

Decision Making Hourly Exam 2

11/12 Organizational Culture Handbook, Ch. 20 11/14 Organizational Culture Case: JetBlue Airways: Starting from Scratch (Course Pack) Handbook, Ch. 28 Handbook, Ch. 19 Handbook, Ch. 21,24 Case: Charlotte Beers at (Parcells, 2000) Ogilvy & Mather Worldwide (Course Pack) Handbook, Ch. 33

11/19 Negotiation & Conict 11/21 Power & Politics 11/26 Leadership

12/3

National Culture

12/5

Hourly Exam 3

Instructions and Questions for Case Assignments Jamie Turner at MLI Inc. For this case assignment, just answer the questions below. (1) How did Turner get into this predicament? What is Cardullos situation? (2) What did Cardullo and Turner each initially bring to the situation at MLI that would seem to predict success? What did they bring that seems to predit failure? (3) What were the key choice points where either of them could have done something dierently? (4) How, if at all, should Turner approach Cardullo at the end of the case? Harrahs Entertainment, Inc: Rewarding Our People. For this case assignment, just answer the questions below. (1) What are the strengths and weaknesses of Harrahs gainsharing program? (2) What advice would you have for Winn about her recommendations for Loveman? (3) How has Harrahs aligned its HR practices with its strategy? (4) Using Pfeers paper, score Harrahs on how they are doing on his 13 factors. In this question score means assess if their practices are moving in the direction Pfeer prescribes for using HR practices for competitive advantage. Managing a Global Team: Greg James at Sun Microsystems, Inc. For this case assignment, answer the following questions. (1) How well has Greg James managed his global team? Justify your evaluation. (2) Who is responsible for the HS Holding crisis? (3) What role, if any, did the Open Work environment play in the case? (4) What role, if any, did diversity play on this team? (5) What should James do in the short term? What should James do in the long term? Jet Blue Airways: Starting from Scratch. As an outside analyst for an investment rm, evaluate Jet Blue Airways use of human resource management as a source of competitive advantage, particularly their values-centered approach. Will they be able to grow at a rapid rate while maintaining high standards and a strong organizational culture. (1) What are the key success factors for JetBlue? (2) What is required to execute on these factors?

(3) If this organization were currently private and going public next week, would you invest? Why or why not? Charlotte Beers at Ogilvy & Mather Worldwide. In this case analysis, identify and evaluate the process Charlotte Beers uses in trying to turnaround Ogilvy & Mather Worldwide. Write this as a report to the Board of Directors of their parent company, the WPP group. (1) What is Beers trying to accomplish as CEO of Ogilvy & Mather Worldwide? (2) What is your assessment of her vision? (3) What is your assessment of the process Beers and her team went through to create the vision? (4) What are the key challenges facing Beers at the end of the case? (5) Can she learn anything from Bill Parcells? Or does she already know what he knows about turning around an organization?