MGMT 601 MANAGING ORGANIZATIONS AND LEADING SYLLABUS FALL 2011 COURSE INFORMATION

CREDITS DAYS AND TIMES 3 Sunday 19:00-21:30

PEOPLE

PRE-REQUISITES
LOCATION B 108

INSTRUCTOR INFORMATION
NAME OFFICE Vagelis (Evagelos) Dedoussis (Dr) B 217 E-MAIL OFFICE HOURS ededoussis@aud. 04PHONE edu 3183302 Monday/Wednesday 12:30-15:00 Sunday/Thursday 13:00-14:30 Sunday 17:00-19:00

DESCRIPTION This course provides MBA students with a rigorous, intensive introduction to the applied fields of organizational behavior and human resource management. The course considers microorganizational issues: motivation, job design, leadership, conflict and stress management, group dynamics and individual perception. In addition, the macro-organizational issues of organization structure and design, organizational culture and operating in inter-cultural environments are presented. The course concludes with the important human resource issues of performance evaluation, HRM planning, staffing, compensation, and legal and work environments.

LEARNING OUTCOMES
Upon completion of this course students will be able to:
1.

Critically evaluate the historical and theoretical foundations, tools, and concepts of Management, OB, and HRM.

2. Demonstrate critical thinking and skills of comprehension, analysis, synthesis, and application with respect to material covered in the course.

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3. Synthesize real-life business situations and theoretical frameworks to produce a plan for organization development. 4. Discuss and demonstrate the impact of inter-cultural diversity upon the practice of Management, OB, and HRM.
TEXTBOOKS
1.
AND

ADDITIONAL REFERENCES

Textbook (*): Thomas Bateman and Scott Snell (2011), Management. Leading & Collaborating in the Competitive World, (9th ed.) McGraw-Hill. (*) Given the inter-disciplinary nature of the course selected articles in the Journal of Organizational Behavior, Journal of Cross-Cultural Management, Journal of International HRM and other international journals are used as required.

2.

TEACHING METHODOLOGY Several teaching methodologies including class discussion, self-study, individual research, and lectures are employed. STUDENT EVALUATION PLAN The break-down of the grade and dates for assignments is as follows: Exam. I - Evaluation/application of key concepts Research paper (instructions at end of syllabus) Project (instructions at end of syllabus) Exam. II - Evaluation/application of key concepts TOTAL 20% 30% 30% 20% 100% LO 1/4 LO 2 LO 3 LO 1/4 Topics 1-5 1-8 all all

COURSE REQUIREMENTS Essay type questions only for examination I and II. GRADING SCALE
LETTER CODE
A

PERCENTAGE
90-100

LETTER CODE
C

PERCENTAGE
70-73

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AB+ B BC+

8789 84-86 80-83 77-79 74-76

CD+ D F W

67-69 64-66 60-63 < 60 n/a

Note: To obtain a W grade, students must withdraw from the course prior to week 9 for Fall and Spring semesters or before the end of week 4 for the Summer term. After this date, it is not possible to withdraw from the course.

ACADEMIC POLICIES
Academic Integrity Academic honesty is of utmost importance at AUD, as described in the Student Handbook. Students are expected to demonstrate academic integrity by completing their own work, assignments and other assessment exercises. Submission of work from another person, whether it is from printed sources or someone other than the student; previously graded papers; papers submitted without proper citations; or submitting the same paper to multiple courses without the knowledge of all instructors involved can result in a failing grade. Incidents involving academic dishonesty will be reported to university officials for appropriate sanctions. Furthermore, students must always submit work that represents their original words or ideas. If any words or ideas used in a class posting or assignment submission do not represent the students original words or ideas, all relevant sources must be cited along with the extent to which such sources were used. Words or ideas that require citation include, but are not limited to, all hard copy or electronic publications, whether copyrighted or not, and all verbal or visual communication when the content of such communication clearly originates from an identifiable source. Attendance Due to the nature of the course, attendance and class participation are both important aspects of the learning experience. For this reason, students are expected to arrive to class on-time, to attend all classes, and actively participate in class discussions. Students are required to abide by the University policy on attendance published in the Undergraduate Catalog and the Student Handbook. Make-up Scheduled class meetings that do not take place because of declared holidays, instructor illness or any unforeseen circumstances will be rescheduled by the University or the instructor. These make up class sessions will be scheduled during the Study/Make-up period allotted at the end of the semester, or by arrangement with the instructor. Any class activity (lecture, exam, class presentation, etc.) that cannot be performed because of such class
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cancellations will take place during the first class meeting held after reconvening, in order to preserve the order of the class schedule as much as possible.

COURSE TOPICS
WEEK TOPICS

Ethics and corporate social responsibility (CSR). Ethical dilemmas in the workplace. Codes of conduct. Ethical relativism vs. moral universalism. The greening of management. MNCs and human rights. Costs of social responsibility. Case studies. Chapter 5 Organization structure and design. New forms of organization. Bureaucracies and organic organizations. Re-engineering, tall and flat organizations. The learning organization. Network and virtual organizations and the proliferation of outsourcing. Interorganizational relationships such as joint ventures and strategic alliances. Case studies. Chapters 1, 8, 9 Organizational (corporate) culture and performance. Organizational values, socialization, visible and hidden aspects of the organizations soul. Developing a culture that enhances organizational performance and facilitates change. Activity: Evaluate the culture in your organization. Chapter 2 Employee personality. Major dimensions of employee personality, perceptions, and stereotypes. The role of emotions and emotional intelligence (EQ). Is there an ideal employee personality profile? The (mis)/match between employee personality & organizational culture. Activity: Outline your personality profile. Is there a relationship between your personality and the type of job you are performing? Managing cross-culturally Variables of culture. The impact of cultural differences upon effective motivation and leadership in cross-cultural management. The one best way approach versus the when in Rome approach in cross-cultural management. Case studies Chapter 6

Examination I
Decision making and organizational politics.
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Decision making styles and organizational constraints on decision making. Biases in decision making, group decision making, and groupthink. Political behavior in organizations. Activity: Define your decision-making style and evaluate implications when making group decisions. Chapter 3

Research paper due

Job enrichment, employee empowerment, and motivation. Perspectives on motivation. The job itself as a major motivating factor. Designing jobs with motivators and intrinsic rewards. Empowerment, decentralized decision making and employee motivation. Activity: Assess the MPS of your job. Chapter 13 Challenges of effective leadership. Types of power. Major leadership styles with emphasis on situational leadership. Case studies. Activities: Describe your own leadership style. Assess leadership style of your favorite business leader. Chapter 12 Conflict and stress in organizations. Employee burn-out. Dysfunctional (destructive) and functional (constructive) conflict. Personality, value, and cross-cultural conflict. Conflict in negotiations. Occupational stress. Attitudinal characteristics of burn-out. Case studies. Activities: Define your conflict resolution approach and assess your resistance to stress. Chapters 3 & 14 Organizational decline, change, renewal, and sustainable effectiveness. Organizational decline and change management. Measures of organizational effectiveness including goal accomplishment, resource acquisition, and internal processes. Strategic choices, and the role of structure and culture in the survival, renewal, and growth of organizations. Case studies. Activity: Assess the readiness for possible change in your organization. ............................................................................. ............................................................................. ............................................................................. ............................................................................. ............................................................................. Chapter 18 Informal organization, group dynamics, and teamwork.
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10

11

12

Inter-personal, inter-group, intra-group, and other hidden and powerful aspects of organization. Compatibility between objectives of the formal organization and informal organization and group dynamics. Team development, effectiveness, and self-managed teams. Case studies. Chapters 14 & 15
13

HRM functions across countries (1): US and Europe. Major characteristics and differences in HRM practiced in North America and Europe (Eastern, Central, and Western). Cultural, institutional, economic, legal and other forces shaping HRM across countries. Case studies Chapter 10 Project

due

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15 16

HRM functions across countries (2): Japan, East Asia, and the Arab world. A survey of salient HRM practices in Japan, China, South Korea and the Gulf. The Arab style of management. Case studies. Review and concluding notes

Examination II (Final)

(*). Depending on students background and special interests some additions and/or changes in the contents and order of topics shown above may take place. Please note that activities in class cannot be made up by study at home. Put differently, regular attendance and participation are essential to get the maximum benefit from the course. Good Luck in the course September 11, 2011 E Dedoussis

-------------------------------------------------------------------------------------------------------Research paper
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Conduct a three-way comparison of motivation and leadership practices in Arab, EU, and Japanese companies. Evaluate factors (e.g. structural, institutional, legal, economic, social culture, corporate culture, etc) that can help explain similarities and differences observed in motivation and leadership practices in companies operating in the above three regions/countries. (*) You may discuss US and Chinese companies instead of EU and Japanese companies if you wish; however Arab companies must be included in your comparison. Notes 1 2 Care should be taken to compare companies of similar size, industrial sector, and line of business. You may refer to either specific companies, for instance companies A B and C operating in an Arab country, a country in EU, and Japan respectively, or to a group of companies established in the three countries/regions. You need to use a minimum of five (5) sources to write your paper. The textbook does NOT count as a source. The sources must not be dated before 2005. Only academic sources may be used, that is sources found in the Library databases. Unreferenced/undated Internet sources are NOT acceptable. You may discuss as many or as few motivation and leadership practices you decide. Be careful though as the more practices you decide to discuss the higher the possibility that the discussion may be thin. Length of the paper is around 4000 words. List of sources used must be provided at end of the paper. You should cite publications in the text: (Adams, 2006) using the first named author's name or (Adams and Brown, 2006) citing both names of two, or (Adams et al., 2006), when there are three or more authors. At the end of the paper a reference list in alphabetical order should be supplied:
o

5 6 7

For books: Surname, Initials (year), Title of Book, Publisher, Place of

publication. e.g. Harrow, R. (2005), No Place to Hide, Simon & Schuster, New York, NY. For book chapters: Surname, Initials (year), "Chapter title", Editor's Surname, Initials, Title of Book, Publisher, Place of publication, pages.
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e.g. Calabrese, F.A. (2005), "The early pathways: theory to practice a continuum", in Stankosky, M. (Ed.), Creating the Discipline of Knowledge Management, Elsevier, New York, NY, pp. 15-20. For journals: Surname, Initials (year), "Title of article", Journal Name, volume, number, pages. e.g. Capizzi, M.T. and Ferguson, R. (2005), "Loyalty trends for the twenty-first century", Journal of Consumer Marketing, Vol. 22 No. 2, pp. 7280. For published conference proceedings: Surname, Initials (year of publication), "Title of paper", in Surname, Initials (Ed.), Title of published proceeding which may include place and date(s) held, Publisher, Place of publication, Page numbers. eg Jakkilinki, R., Georgievski, M. and Sharda, N. (2007), "Connecting destinations with an ontology-based e-tourism planner", in Information and
communication technologies in tourism 2007 proceedings of the international conference in Ljubljana, Slovenia, 2007, Springer-Verlag, Vienna, pp. 12-32. For unpublished conference proceedings: Surname, Initials (year), "Title of

paper", paper presented at Name of Conference, date of conference, place of conference, available at: URL if freely available on the internet (accessed date). eg Aumueller, D. (2005), "Semantic authoring and retrieval within a wiki", paper presented at the European Semantic Web Conference (ESWC), 29 May-1 June, Heraklion, Crete, available at: http://dbs.unileipzig.de/file/aumueller05wiksar.pdf (accessed 20 February 2007). For working papers: Surname, Initials (year), "Title of article", working paper [number if available], Institution or organization, Place of organization, date. e.g. Moizer, P. (2003), "How published academic research can inform policy decisions: the case of mandatory rotation of audit appointments", working paper, Leeds University Business School, University of Leeds, Leeds, 28 March. For encyclopedia entries (with no author or editor): Title of Encyclopedia (year) "Title of entry", volume, edition, Title of Encyclopedia, Publisher, Place of publication, pages. e.g. Encyclopaedia Britannica (2001) "Psychology of culture contact", Vol. 1, 13th ed., Encyclopaedia Britannica, London and New York, NY, pp. 765-71. (For authored entries please refer to book chapter guidelines above.) For newspaper articles (authored): Surname, Initials (year), "Article title", Newspaper, date, pages. e.g. Smith, A. (2008), "Money for old rope", Daily News, 21 January, pp. 1, 3-4.

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For newspaper articles (non-authored): Newspaper (year), "Article title", date,

pages. e.g. Daily News (2008), "Small change", 2 February, p. 7. For electronic sources: if available online the full URL should be supplied at the end of the reference, as well as a date that the resource was accessed. e.g. Castle, B. (2005), "Introduction to web services for remote portlets", available at: http://www-128.ibm.com/developerworks/library/ws-wsrp/ (accessed 12 November 2007). Standalone URLs, i.e. without an author or date, should be included either within parentheses within the main text, or preferably set as a note (roman numeral within square brackets within text followed by the full URL address at the end of the paper). The research paper is worth 30% of your grade

Submission deadline: 23 October 2011.

HARD COPY ONLY !!!!!

MGMT 601: Project. Submission deadline - 4 December, 2011

You will decide the topic!

The major objective of the project is to link theory with practice by analyzing and evaluating workplace issues for instance, motivation systems, leadership styles, conflict, change, corporate culture, and stress - from the viewpoint of theoretical perspectives discussed in the course. Though some description will need to take place, it is primarily the analysis and evaluation of issues discussed that are expected in a MBA project. General guidelines helpful in producing a good project which is a piece of independent work are listed below. 1 A specific topic you have a genuine interest in should be the starting point for the project. Deciding on a specific topic may be frustrating as it often tends to take some time but unless it is clear what you are interested in and want to research and
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where exactly you are heading to, you may end up going nowhere in particular and find yourself faced with the awkward situation let the contents decide the topic! 2 Any area within the context of the topics discussed in the course is acceptable. However you should keep in mind that it is important that you are genuinely interested in the topic you will be working on for almost one month. Just imagine people working on something they have no genuine interest in or, worse, they may even dislike! Put it differently, the job (project) itself should act as motivator! 3 The sharper the topic is defined the more likely it is that the project will stay focused giving you a clear direction of what exactly you are trying to accomplish and where you are going. Of course, it is tempting to choose a broad topic, say motivation and leadership in companies in the UAE, under the misconception that anything and everything can find a place in a project with such a title. However, the line separating anything and everything on the one hand and nothing in particular on the other hand is often very thin. 4 There are no word limits for this assignment. However, it is unlikely that anything below 4000 words will allow you to discuss the topic you have chosen in the detail and depth appropriate for a project in a graduate course. 5 You may find it helpful to start thinking about a topic you really have a genuine interest in, and wish to know more about. Once this is done, you may start putting on a piece of paper your plans and thoughts that is, what you want to discuss, why this is important, where you will obtain the information from, whether you will require access to company sources, what literature you will need to use (checking on existing research in the area), whether the findings may be of some use to the company you are working for, as well as a timeline for completing different steps. 6 For starters, an outline of 1-2 pages including the points mentioned under 5 above may prove very helpful. The project is worth 30% of your grade Good Luck

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