Management 336: Organizational Behavior

The University of Texas at Austin - Spring 2015

Dennis S. Passovoy (Professor)
(512) 471-2195
GSB 5.124G (in McCombs)
via Canvas INBOX

Ricky Vazquez (TA)

Phone:
Office:
E-Mail:
Office
Hours:

M T W TH 11:00am 12:00pm,
or by appointment

T 4:00 5:00pm
W 11:00am 12:00pm

Class:

#04560 (Jan 20 May 7)

TTH 3:30 4:45 pm
UTC 4.110

CBA 4.304A (in McCombs)

via Canvas INBOX

Prerequisites

Credit or registration for Business Administration 324 or 324H; and credit or registration for three
semester hours of coursework in psychology, sociology, or anthropology.

May be counted toward the ethics and leadership flag requirement.

Course Description
The purpose of this course is to provide a basic knowledge of the management of organizations. This
course surveys issues pertaining to people in the context of organizations, including behavior and
processes related to individuals, teams, and organizational systems. Many of the courses in the business
school curriculum teach you to manage information, money, and other material organizational resources.
All of those skills will help you become a better manager. But it is your people skills that will ultimately
have the most impact on your success as a leader. The course is designed to provide an understanding
of the fundamental theories of organizational behavior, to build critical thinking skills by analyzing how
those theories apply to current management trends and issues, and to develop teamwork, problem
solving, and written and oral communication skills.
Lectures follow and/or compliment the text and will build upon the readings from text and assigned
articles. Students are expected to be prepared for each lecture by completing the relevant assignment
before class. Discussions are an integral part of each class session. Each of you may expect to be
called upon to contribute ideas, opinions and insights based on the readings, videos, exercises, etc.
Please see the attached course schedule for assignments and important dates.

Ethics and Leadership Flag

This course carries the Ethics and Leadership flag. Ethics and Leadership courses are designed to equip
you with skills that are necessary for making ethical decisions in your adult and professional lives. You
should therefore expect a substantial portion of your grade to come from assignments involving ethical
issues and the process of applying ethical reasoning to real-life situations. In this course, leadership and
ethics are covered throughout chapters in the textbook, additional readings, and cases. The material is
reflected on all exams and in all assignments.

Course Objectives
1. Provide an introduction to the management of human behavior in organizations by exploring
concepts and information associated with the process of managing organizations and the
behavior of the individuals and teams within the organizational setting
2. Analyze how cognitive, behavioral, and emotional outcomes contribute to
and sustain
organizations, identifying processes and methods that can improve the behavior, attitudes, and
effectiveness of organizational members, with a particular emphasis on ethical decision making
and change management
3. Explore the management functions of planning, organizing, leading, and controlling at the
individual, team, and organizational level
4. Apply organizational behavior and management theories to practice in the classroom,
organization, and society through readings from modern management literature

MAN 336 / Passovoy

Spring 2015

Page 1

Textbook & Other Class Resources

Book:
Author(s):
ISBN:
Course:
Professor:
URL:

Organizational Behavior, v1.1 (required)

Bauer, Talya, and Erdogan, Berrin
978-1-4533-2768-5
Organizational Behavior
Dennis Passovoy
https://students.flatworldknowledge.com/course/1772757
(You may access and / or order the book online no need to go to the Co-op to buy it)

This textbook is published by Flat World Knowledge and they have a low-cost popular option (AllAccess Pass - $39) that assumes you will read the textbook online. If you instead want a printed and
bound copy, its available direct from the publisher for a modest fee of $59 (B&W) or $139 (color).
(Allow 10 business days for delivery).

A Supplemental Reading Packet (Organizational Behavior Slides & Articles) is available at the
University Co-op. It contains all of the lecture slides and articles that are part of the required reading
for the course. It is required.

The Harvard Business Cases (Organizational Behavior Cases) are available at the University Coop in a packet. They are required.

The Leadership and Team Simulation Everest is available from Harvard Business School
Publishing (https://cb.hbsp.harvard.edu/cbmp/access/31722710) and is required.

Desert Survival Situation Participants Booklet SM 13101. This is published by Human

Synergistics International. It is available at the Co-op and is required.

SAGrader this is an online, real-time essay grading tool we will use to submit the case homework
assignments. You will need to go to www.sagrader.com and sign up as a Student. The cost is $15.
If you are on financial aid and require this be done thru the Co-op, there are a limited number of
access code cards available from the Co-op. This is required.

Additional materials may be distributed in class (readings, exercises, etc.), through online sites or on
Canvas (http://utexas.instructure.com). Some of these materials may have an additional cost.

Grades and Assignments

Exams / Paper:
There will be two exams during the semester, plus a paper (the nature of which will be discussed in class
the week before it is due). There will be no final exam. The exams are likely to be made up of multiple
choice plus short answer questions and an essay question (subject to change). Material covered on the
exams will include the text, any articles and cases assigned for reading, as well as class discussions.
Exams are not comprehensive and only cover the materials assigned in that section of the course.
Case Study Homework (individual preparation):
The case method is one of the most effective means of management education. It is widely used in
business schools throughout the world; and this use is predicated upon the belief that tackling real
business problems is the best way to develop practitioners. Real problems are messy, complex, and very
interesting.
Unlike other pedagogical techniques, many of which make you the recipient of large amounts of
information but do not require its use, the case method requires you to be an active participant in the
closest thing to the real situation. It is a way of gaining a great deal of experience without spending a lot
of time. It is also a way to learn a great deal about how certain businesses operate, and how managers
manage. There are few programmable textbook solutions to the kinds of problems faced by real general
managers. When a problem becomes programmable, the general manager gives it to someone else to
solve on a repeated basis using the guidelines he or she has set down. Thus the case situations that you
will face will require the use of analytical tools and the application of your personal judgment.
There is only one secret to good case teaching and that is good preparation on the part of the
participants. Since the course has been designed to build as it progresses, regular class attendance
and active participation are essential. The instructors role in the class discussion is to help you develop
MAN 336 / Passovoy

Spring 2015

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your ideas through questioning. The instructors primary role is to manage the class process and to insure
that the class achieves an understanding of the case situation. There is no single correct solution to any
of these problems. There are, however, a lot of wrong solutions. Therefore, my role will be to point out the
faulty logic and assumptions and steer us toward identifying several possible scenarios that would deal
effectively with the problems presented in the case.
Your assignment is to answer a few questions after reading each case. The key to answering these
questions correctly is to think critically about the case. Your submission will be done through SAGrader,
an online, real-time feedback grading tool. Late submissions will not be accepted. See Canvas for
further details.
Case Study Homework (team preparation):
By the second week of class you will be assigned to a team. You and your teammates will be required to
present one case study (assigned by your instructor) to the rest of the class. You will work in your team
to prepare the case by answering all of the questions for that case noted on Canvas (both required and
optional questions). In addition, the class audience may ask you additional questions about the
case. Please prepare a PowerPoint presentation. Presentations should be no longer than 15
minutes. Since everyone in the class will have read the case, you should focus your time on answering
the questions rather than going over the case history (although a short history can be helpfulso as to
get everyone on the same page). Each member of the team will be required to participate in both the
preparation and the presentation. Your grade will be determined by the average of two factors: class
audience grade and instructor grade. If your team is presenting, you are excused from having to turn in
the individual case write-up for that case assignment. In this situation, Canvas will record a zero for the
written case homework; and instead will record your grade for the oral presentation. At the end of the
semester Canvas will drop your lowest case homework grade (presumably the zero noted above).
Team Exercises:
If you are not present for a given Team Exercise, you will receive a zero grade on that assignment.
The only exception to this will be a documented absence, with my prior approval and with the
appropriate documentation turned in to me within a week of returning to class. Legitimate excuses
include 1) traveling on University sponsored business, 2) you or a family member are sick or hospitalized,
3) you need to attend a funeral, or 4) something of that nature, including a job interview that cannot be
rescheduled. If I approve the absence, you may be given a make-up assignment. Do not attempt to
present your excuse at the end of the semester when you discover you are just short of the next grade.
Again, approval needs to be secured in advance of your absence and the necessary documentation must
be presented to me within a week of returning to class.
Leadership and Team Simulation Everest:
This team exercise is a computer simulation where each team member plays a different role as part of
expedition attempting to assent Mt. Everest. Since it is a computer simulation, it requires that you
REGISTER ON THE HARVARD BUSINESS SITE BEFORE YOU PARTICIPATE, and that you WATCH
THE INTRODUCTORY VIDEOS, ALSO BEFORE YOU PARTICIPATE. I will ask you to do both of these
things several days prior to the exercise. Your failure to do so on time will result in zero credit for this
exerciseeven if you attended the exercise.
You will also need to bring a computer to class in order to participate & get credit. In the event you
do not have a computer of your own, you may go to the McCombs Media Center (on the third floor) and
check one out. There will be no excuse for not having a computer on the day we do this exercise.
Team Project:
Once you are assigned to a team (by the second week of class) you and your teammates will be
expected to formulate and execute a semester-long team project that will be due at the end of the
semester (see calendar for exact due-datesthere are several).
The project requires that you examine a current people-related problem (as opposed to a process-related
problem) in a real organization. A problem that has already been resolved or is historical in nature is not
acceptable. Examples of people-related problems might include employee engagement or cultural
issues, but would not include the company asking you to come up with a new set of reports or hiring
proceedures (these might be examples of process-related problems).
MAN 336 / Passovoy

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The purpose of the project is to give your team an opportunity to apply what has been learned in the
course to organizational problems in an organization of the teams choice. Your team should identify a
public, private, or not-for-profit organization (or part of one) to study. You may select an organization in
which one or more of the team members has worked or has been a member of. This is not a
requirement, but is often helpful. I advise you to be selective in choosing an issue or problem within an
organization, as a lack of depth in the issue itself will not be an acceptable excuse for lack of depth in the
analysis. You will want to ensure that you conduct primary research and that you document this primary
research in your report. Gathering first-person information is important in any project.
Your team is required to gather first-hand (primary) information from people in the organization through
direct contact with them. To obtain a balanced unbiased view, you should speak with more than one
person to fully understand the scope of the problem. This information must be documented and
verifiable. In-person meetings are best although you can have conference calls with the individuals as
well as follow up questions via e-mail. However, e-mail should not be your primary form of
communication. You may supplement this information with secondary data. Secondary data will only be
accepted if it comes from a reliable source. For purposes of this project, data is considered reliable if 1) it
comes from the web site of the organization you are studying or 2) if the data comes from any book,
magazine, database or journal that is available at any UT library either in paper or electronic format
(www.lib.utexas.edu). You should identify a current problem to analyze rather than an historical one.
You should focus your analysis by applying the concepts from the course.
At some point, you may find one member of your team who is not pulling his/her own weight. You are
urged not to let problems develop to the point where they become serious. Beware of excuses such as
Im too busy or I have work/health/social problems. Be reasonable, but dont let the problem continue
to grow. Try to solve the problem yourselves. If you cant, bring it to me but dont wait until the end of the
project. If I am convinced that someone has not carried his/her fair share for any reason I will reduce
that persons grade to as low as a zero if I believe it is warranted. I suggest that you openly communicate
with the individual. During your career, you will find people who will take advantage of the other team
members. Learn to deal with this situation now.
Grading of Team Project:
Your team project is worth 125 points in total and will be graded as follows.

The Team Project Proposal Memo is worth 6.25 points

The Team Project Agreement is worth 6.25 points
The Team Project Presentation is worth 25 points
o 50% of your oral presentation grade will be determined by the average grade you receive
from your classmates
o 50% of your oral presentation grade will determined by the instructor.
The Team Project Paper is worth 87.5 points.
o You must submit both a written, bound copy of your report and an electronic copy of your
report. Electronic copies must be uploaded to the proper assignment section on Canvas.
Only one person in the team needs to submit the electronic version. Both must be
received by the due date otherwise it is considered a late submission.
Confidential Team Project Evaluation Form
o Each team member is required to submit a copy of the Confidential Team Project
Evaluation Form (see schedule for due-date). I will provide a URL towards the end of the
semester for you to complete this form online. Failure to submit the form will result in
12.5 points being deducted from your grade.

Note: Any team member receiving an average of less than 90% of the team average
on the evaluation will receive the ratio of their team average compared to the
combined team average applied to each project grade. For example, a team
receives 67.5 out of 75 points on the written project report. The team evaluation at
the end of the semester shows a team evaluation average of 90%, based on all team
members. One member of the team received a 60% average on their evaluation.
Since their score is below the 90% cutoff score (.9 x 90 = 81%), they will receive
60/90 (or 67%) of the score received by the team on the project. This will yield a
score of 45 points on the team project (.67 x 67.5 points earned by the team) for that
individual student (other team members receive 67.5 points each).
If there are no point deductions as noted above, your score for this in the
Gradebook should be blank or zero. If there is a deduction, it will show under this

MAN 336 / Passovoy

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Page 4

assignment as a negative score & will reflect a deduction off your team project
paper and presentation scores.
Business News:
This is a business course. And all of you are business students. Therefore, it is important that you pay
attention to what is going on around you every day in the world of business. Many of you already do this
you listen to NPR, or read the Wall Street Journal, or check in with Yahoo News, or any number of other
possible sources to see whats new and affecting our lives. But if you dont, you need to.
Most class sessions - at the very beginning - we will spend about 5 minutes talking about business news.
This is a team discussion; which means that you need to come to class prepared to share with your fellow
classmates something you feel is interesting and/or impactful. The only rule: it needs to be about
business in some fashion. As you take a moment to research this, also take the necessary time to
actually understand it; and be prepared to answer questions if someone should ask.
Extra Credit:
Planned extra credit is available to all students and is worth a maximum of 10 points. The assignment is
called What Have You Learned?, and consists of up to 5 posts to a class blog located on Canvas. You
will receive 2 points for each submission you make (i.e., up to 5 submissions). You're welcome of course,
to make more submissions than 5 if you like.
Consider it to be like a blog or a journal. I'm interested in what you've learned in this course - not the little
stuff, but rather the things that might have been a surprise or epiphany to you. For instance, "I learned
that not everything in the business world is black and white; but rather, most things are very complicated
and therefore result in there being more than one option of how to proceed with that issue. This surprised
me because ....".
Don't do these all at once. You could; but I think it would be best to spread them out, as you will likely
learn some pretty cool things later on in the semester. However, the last day to post these and receive
credit is class time on the last day of regular classes. And dont hesitate to comment on another students
postings. Maybe youve had some experience with the issue, or maybe you have an opinion about it.
I will reserve the right to add other extra credit if I see merit in doing so.
All extra credit points simply add to your total number of points which will serve to push you toward the
next grade. In every class there will be a significant number of students that are just a few points away
from the next higher grade. Doing extra credit is an easy way to get there.
Grade Calculation:
Your overall course grade will be based on the total number of points you have at the end of the semester
out a possible 500 points.

Assignment

% of
Grade

Exam #1
20%
Exam #2
20%
Paper
20%
Team project paper
17.5%
Team project presentation
5%
Team project proposal memo 1.25%
Team project agreement
1.25%
Case write-ups (9)
7.2%
Team case presentation
0.8%
Team exercises (4)
7%
TOTAL
100%

MAN 336 / Passovoy

Points
Possible
100
100
100
87.5
25
6.25
6.25
36
4
35
500

Final Grade Scale

93.0 100% = A
90.0 92.9% = A86.7 89.9% = B+
83.4 86.6% = B
80.0 83.3% = B76.7 79.9% = C+
73.4 76.6% = C
70.0 73.3% = C66.7 69.9% = D+
63.4 66.6% = D
60.0 63.3% = D0.0 59.9% = F

Spring 2015

(4.00)
(3.67)
(3.33)
(3.00)
(2.67)
(2.33)
(2.00)
(1.67)
(1.33)
(1.00)
(0.67)
(0.00)

(465 or more)
(450 464.4)
(433.4 449.4)
(417 433)
(400 416.4)
(383.4 399.4)
(367 383)
(350 366.4)
(333.4 349.4)
(317 333)
(300 316.4)
(299.4 or fewer)

Page 5

If your grade is borderline (3 or fewer points out of 500 away from the next half letter grade), it will
ONLY be considered (not guaranteed) for the higher value if I feel your attendance and class participation
has been sufficient to warrant the higher grade. For example, if you do all the work but dont EVER, or
rarely, participate in class discussions and your attendance is less than stellar, and your point score at the
end of the semester is 449, you WILL receive a B+.
In addition to the team exercises that contribute to your grade, there may be additional in-class games or
exercises that will not be graded; however as noted above, if your grade is borderline your contribution
will be noted.
Major grade assignments (e.g., exams and papers) may be reviewed by you for a period of 2 weeks after
that assignment is due. After that, the grade is locked and the assignments are filed away. During that
review period, you may come to my office to look over your exams and graded assignments and discuss
them with me or with the TA; however, under no circumstance may you remove the assignments
from my office, nor make any manner of copy for your own or anyone elses use.
There will be no curve and no extra credit (other than noted below). DO NOT LOBBY ME FOR
THAT ONE OR TWO OR FIVE POINTS YOU ARE AWAY FROM THE NEXT GRADE. You alone are
responsible for how well you do in this class. No one deserves a grade; they earn a grade.

Work Turned in Late

Late work will NOT be accepted unless additional time is approved by the instructor prior to the original
due date. Work that is not turned in by the approved date will not be accepted.

Communication
I encourage every student to contact me whenever there is a question or concern. Sooner is better than
later and dealing with a potential problem in advance is far better than making an excuse after the fact. I
expect that emergencies will arise for some members of the class. If an emergency arises that impacts
your class performance or contribution, please contact me. To facilitate contact, my home number is
listed above.
I may be using Canvas for e-mails (for instance, to change a due date or assignment), so please be sure
that your e-mail information is correctly registered. You may update your address by starting at
www.utexas.edu, clicking on UT Directory, choosing Frequently Asked Questions. The first question will
provide you with a method for updating your contact information.

Attendance
To perform as well as possible, students are advised to attend every class. If that is not possible, you
may get lecture notes from Canvas and contact other members of the class to clarify information. If, after
doing that, you still have questions about the information presented on a given day, please contact me.

Class Participation
Class participation is important and critical in this class. Active class participation will be one measure of
your ability to make and communicate sound decisions. Unexcused absences will negatively affect your
grade. Your on-going preparation for, participation in, and contribution to the various discussions and
activities of the class will be assessed. In addition, attendance, quantity, and quality of contribution count.
In short, my expectation is simple--You are expected to come to every class prepared. More specifically
though, what does it mean to come to class prepared? It means that:
1. you will have read the material and have completed all of the assigned cases, exercises and
readings;
2. you will be able to articulate the central thesis and the arguments that supported it (them);
3. you will have already mentally critiqued each reading;
4. be able to see how readings relate to and combine with each other;
5. you will be able to provide your answers (and support for those answers) to the questions
discussed in class; and
6. you will place your name tag in front of you for each class
In short, I expect that you will come to class prepared and ready to actively participate. Regarding inclass discussions, some of the characteristics of effective class participation are as follows:
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1. Do your comments show evidence of a thorough reading and analysis of the materials?
2. Are your points relevant to the discussion in terms of increasing everyone's understanding, or are
they merely a regurgitation of the readings?
3. Do your comments take into consideration the ideas offered by others earlier in the class, or are
the points isolated and disjointed? (The best class contributions following the lead-off tend to be
those which reflect not only excellent preparation, but also good listening, and interpretative and
integrative skills as well.)
4. Do you show a willingness to test new ideas or are all comments cautious and "safe"?
5. Do you interact with class members by asking questions or challenging conclusions?
Clearly, you must participate if you are going to share your ideas with others; but excellent participation
does not mean simply contributing in every class. The best contributors in past classes have been those
whose contributions were both insightful and persuasive. The issue is one of quality, not simply quantity.
If I call on you and you do not want to answer, you are allowed to simply pass on the opportunity to
respond. Passing once or twice is acceptable, however passing regularly is not advised.

University Standards and Expectations

The University of Texas has standards that apply to all classes. Below are excerpted pertinent standards.
Prerequisites:
Students should be advised of specific prerequisites for a course and encouraged to drop the class if they
have not been met. These prerequisites will be enforced and students will be dropped from the course.
Instructors may not make exceptions to prerequisites.
Class Web Sites and Student Privacy:
As part of the e-University Initiative, the University is creating Web sites for all classes using software
called Canvas. In addition to these sites, many faculty members have created their own sites using other
tools like WebCT. A very common and useful feature in these class Web sites is a class e-mail roster
which is available to both the instructor and the students in a class. While this electronic class roster can
facilitate collaboration it also raises some privacy concerns. For example, under the Family Educational
Rights and Privacy Act (FERPA) individual enrollment information cannot be released, even to other
students in the same class, without consent of the student.
A recent opinion from the US Department of Education states that the University must inform students in
advance if their name will be appearing on an electronic class roster. Because these electronic rosters
exist in many class Web sites, we must inform students of this fact. The paragraph below, which
addresses this issue, appeared in the fall 2001 Course Schedule. In addition, this paragraph should be
an included statement in both online and print syllabi for faculty members using an electronic class roster
with their class Web sites.
Beginning fall 2001, web-based, password-protected class sites will be available for all accredited
courses taught at The University. Syllabi, handouts, assignments and other resources are types of
information that may be available within these sites. Site activities could include exchanging e-mail,
engaging in class discussions and chats, and exchanging files. In addition, class e-mail rosters will be a
component of the sites. Students who do not want their names included in these electronic class rosters
must restrict their directory information in the Office of the Registrar, Main Building, Room 1. For
information on restricting directory information see: www.utexas.edu/student/registrar/catalogs/gi0001/app/appc09.html.
Students with Disabilities:
Students with disabilities may request appropriate academic accommodations from the Division of
Diversity and Community Engagement, Services for Students with Disabilities, 512-471-6259,
http://www.utexas.edu/diversity/ddce/ssd/.

MAN 336 / Passovoy

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Religious Holy Days:

By UT Austin policy, you must notify me of your pending absence at least fourteen days prior to the date
of observance of a religious holy day. If you must miss a class, an examination, a work assignment, or a
project in order to observe a religious holy day, you will be given an opportunity to complete the missed
work within a reasonable time after the absence.
Policy on Scholastic Dishonesty:
The McCombs School of Business has no tolerance for acts of scholastic dishonesty. The
responsibilities of both students and faculty with regard to scholastic dishonesty are described in detail
in the BBA Programs Statement on Scholastic Dishonesty at
http://www.mccombs.utexas.edu/BBA/Code-of-Ethics.aspx. By teaching this course, I have agreed to
observe all faculty responsibilities described in that document. By enrolling in this class, you have
agreed to observe all student responsibilities described in that document. If the application of the
Statement on Scholastic Dishonesty to this class or its assignments is unclear in any way, it is your
responsibility to ask me for clarification. Students who violate University rules on scholastic dishonesty
are subject to disciplinary penalties, including the possibility of failure in the course and/or dismissal from
the University. Since dishonesty harms the individual, all students, the integrity of the University, and
the value of our academic brand, policies on scholastic dishonesty will be strictly enforced. You should
refer to the Student Judicial Services website at http://deanofstudents.utexas.edu/sjs/ to access the
official University policies and procedures on scholastic dishonesty as well as further elaboration on
what constitutes scholastic dishonesty.
Campus Safety:
Please note the following recommendations regarding emergency evacuation from the Office of Campus
Safety and Security, 512-471-5767, http://www.utexas.edu/safety:
Occupants of buildings on The University of Texas at Austin campus are required to evacuate
buildings when a fire alarm is activated. Alarm activation or announcement requires exiting and
assembling outside.
Familiarize yourself with all exit doors of each classroom and building you may occupy.
Remember that the nearest exit door may not be the one you used when entering the building.
Students requiring assistance in evacuation should inform the instructor in writing during the first
week of class.
In the event of an evacuation, follow the instruction of faculty or class instructors.
Do not re-enter a building unless given instructions by the following: Austin Fire Department,
The University of Texas at Austin Police Department, or Fire Prevention Services office.
Behavior Concerns Advice Line (BCAL): 512-232-5050
Further information regarding emergency evacuation routes and emergency procedures can be found
at: http://www.utexas.edu/emergency.

MAN 336 / Passovoy

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Course Schedule (subject to change)

Session

Date

1/20

Topic
Course Overview

1/22

Organizational
Behavior

Readings (prior to class)

Syllabus

Case

Other
Video: The Office

Assignments Due (prior to class)

BUSINESS N EWS

No case write-up due

T EXT C HAPTER 1

ARTICLE :
How To Recruit, Retain, and Engage Your Most
Valuable Corporate Asset

Consolidated
Products (on Canvas)

BUSINESS N EWS

1/27

Managing
Demographic
& Cultural Diversity

1/29

Understanding
People at Work

T EAM P ROJECT WORK DAY

T EXT C HAPTER 2

Vanatin (on Canvas)

TEAM A SSIGNMENTS:
Posted on Canvas and
announced in class

No case write-up due

BUSINESS N EWS

T EXT C HAPTER 3

VIDEO: Pike Place Fish

PROJECT A GREEMENT DUE

VIDEO: SAS Institute

Individual Attitudes
& Behaviors

2/3

2/5

Theories of
Motivation

TEXT C HAPTER

TEXT C HAPTER

Conflict on a Trading
Floor

BUSINESS N EWS

CASE HOMEWORK DUE on SAGrader

T EAM 1 CASE PRESENTATION

VIDEO: Google recruiting

2/10

2/12

2/17

TEAM EXERCISE 1:
Marshmallow Challenge
Designing a
Motivating Work
Environment

TEXT C HAPTER

ARTICLE :
Why Incentive Plans Cannot Work

BUSINESS N EWS
Lincoln Electric

CASE HOMEWORK DUE on SAGrader

T EAM 2 CASE PRESENTATION

EXAM I REVIEW:
Come prepared with questions you
have about the material for the
upcoming exam

EXAM I: Chapters 1-6, all articles, lectures, cases, exercises

Jensen Shoes:

10

2/19

Managing Stress /
Emotions

TEXT C HAPTER

Ladies Read Jane

Kravitzs story

BUSINESS N EWS
T EAM 3 CASE PRESENTATION

Gentlemen Read
Lyndon Brooks story
MAN 336 / Passovoy

Spring 2015

Page 9

CASE HOMEWORK DUE on SAGrader

Session

Date

Topic

Readings (prior to class)

TEXT C HAPTER

11

2/24

Communication

12

2/26

Managing Groups &

Teams

13

3/3

Conflict &
Negotiations

Case

Other

BUSINESS N EWS

ARTICLE :
Gallups Workplace Jedi
TEXT C HAPTER

Assignments Due (prior to class)

TEAM EXERCISE 2:
Win as Much as You Can

BUSINESS N EWS

ARTICLE :
The EE Engagement Movement

VIDEO:
The Magic of We

TEXT C HAPTER

10

Managing Diversity at
Cityside Financial
Services

TEXT C HAPTER

11

Army Crew Team

BUSINESS N EWS
T EAM 4 CASE PRESENTATION

CASE HOMEWORK DUE on SAGrader

Making Decisions

14

15

3/5

LECTURE :
A Winning Business
Plan

PREP FOR T EAM EXERCISE 3:

Read Desert Survival Situation Participants
Booklet & do Step 1 prior to class

3/10

TEXT C HAPTER

16

3/12

17

3/17

Leading People
Within Organizations

BUSINESS N EWS

GEs Two-Decade
Transformation:

T EAM 5 CASE PRESENTATION

TEAM EXERCISE 3:
Desert Survival

T EAM P ROJECT P ROPOSAL M EMO DUE :

All teams on Canvas

T EAM 6 CASE PRESENTATION

CASE HOMEWORK DUE on SAGrader

12

ARTICLE :
T-P Global Workforce Study

BUSINESS N EWS
Mt. Everest 1996

CASE HOMEWORK DUE on SAGrader

T EAM 7 CASE PRESENTATION

CASE HOMEWORK DUE on SAGrader

PREP FOR TEAM EXERCISE 4A:

Do prep no later than today, including,
purchasing the simulation, registering
for the simulation exercise (on HBSP
site), and viewing the intro videos.

SPRING BREAK NO CLASS

18

3/19

19

3/24

T EAM EXERCISE 4A:

Leadership & Team
Simulation Mt. Everest

B RING LAPTOP COMPUTER TO CLASS:

Make sure it works on the classroom
WiFi before coming to class.

3/26

T EAM EXERCISE 4B :
Leadership & Team Sim
Mt. Everest debrief
(no laptop required)

EXAM II REVIEW: Come prepared with

questions you have about the material
for the upcoming exam

20

LECTURE :
Shift Happens

21

3/31

MAN 336 / Passovoy

BUSINESS N EWS

LECTURE :
Human Resource
Policies & Practices
Spring 2015

Page 10

Session

Date

22

4/2

Topic

Readings (prior to class)

Case
Other
EXAM II: Chapters 7-12, all articles, lectures, cases, exercises

Assignments Due (prior to class)

BUSINESS N EWS

23

4/7

Power & Politics

TEXT C HAPTER

13

Royal Dutch Shell in

Nigeria

T EAM 8 CASE PRESENTATION

CASE HOMEWORK DUE on SAGrader

EXPLANATION: AES paper

BUSINESS N EWS

24

4/9

Organizational
Culture

TEXT C HAPTER

15

T EAM 9 CASE PRESENTATION

Oil & Wasser

CASE HOMEWORK DUE on SAGrader

Video:
Ben & Jerrys Ice Cream
BUSINESS N EWS

25

4/14

VIDEO: Enron: The Smartest

Guys In The Room, Part I
BUSINESS N EWS

26

4/16

27

4/21

VIDEO: Enron: The Smartest

Guys In The Room, Part II

Organizational
Structure & Change

28

4/23

29

4/28

BUSINESS N EWS

LECTURE :
How To Become A
Great Company

LECTURE :
Systems Thinking

CLASS EXERCISE :
AES board meeting

AES PAPER D UE : Submitted on Canvas

and in class (printed and stapled)

BUSINESS N EWS
TEXT C HAPTER

14

Dave Armstrong

T EAM 10 CASE
PRESENTATION

TEAM P ROJECT WORK D AY NO CLASS

CASE HOMEWORK DUE on SAGrader

Feel free to use the classroom

BUSINESS N EWS

30

TEAMS 1-3: PROJECT

PRESENTATIONS

4/30

ALL T EAMSP RESENTATION SLIDES DUE

Submitted on Canvas

COURSE EVALUATION
BUSINESS N EWS

31

32

5/5

TEAMS 4-6: PROJECT

PRESENTATIONS

T EAMS 7-10: P ROJECT

PRESENTATIONS

5/7

TEAM P ROJECTS D UE :
Submitted on Canvas and in class
CONFIDENTIAL P ROJ EVAL SURVEYS D UE
WHAT H AVE Y OU LEARNED? E.C. DUE

MAN 336 / Passovoy

Spring 2015

Page 11