Last updated 12/14/06                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                       

Important Information 
Organizational Behavior
 F2006
R 7:00-9:45
 

THE COURSE

The purpose of the course is to help students understand organizations and to take effective action in them. The field of organization behavior includes a number of different conceptual perspectives.  We will view organizations through four lenses (frames) that encompass much of the existing theory and research on organizations. The idea of "reframing"  guides our learning; the four major diagnostic points of views are: the structural, the human resource, the political, and the symbolic frames.  This organizing schema, developed by Lee Bolman of our Bloch faculty and Terrence  Deal, is the foundation for their book, Reframing Organizations. Each frame derives from different assumptions about organizations and each advocates different avenues for action. These four frames encompass much of the existing theory and research about organizations and thus provide  comprehensive and integrated ways to understand behavior in organizations. The course builds on the idea that one's ability to diagnose and engage in successful organizational behavior is enhanced by  "multi-frame" thinking and action. The four frames provide perspectives  relevant across all kinds of organizations: churches, athletic teams, clubs, universities, sororities, hospitals, nonprofit organizations, government agencies, businesses, and even this class.
 

SPECIFIC OBJECTIVES OF THE COURSE.

• TO UNDERSTAND THE COMPLEXITY OF ORGANIZATIONAL LIFE. 
• TO BECOME MORE SKILLFUL IN RELATIONSHIPS AND INTERACTIONS WITH OTHERS.

TEXTS

• L. Bolman and T. Deal, Reframing Organizations: Artistry, Choice, and Leadership. (3rd ed.) San Francisco: Jossey-Bass, 2003. Be sure to purchase the third edition

• R. Fisher and W. Ury, Getting to Yes. Second Edition. New York: Penguin Books, 1991   

HOW WE'LL OPERATE

Activities of the class are organized around the skills of "four-frame analysis and action."

You will join a learning team in which you will work to understand each of the four frames.  In the learning teams,  you face the challenging  task of using and integrating the frames by conducting a hands-on Organizational Field Study (OFS) where theory meets practice in a "real" organization. Someone in your group will identify an organization to diagnosis. See: Organization Field Study Work Plan  OFS Presentation. You'll  provide  a portion of the grade of OFS for your fellow group mates and they, you. See: On Sharing Part of the Grade with Others.  See also: Peer Assessment Form and Guidelines and Grading Instructions Summary. You will also take peer assisted assessment exams in your learning teams. See Assessments

FORMAL REQUIREMENTS

• Guidelines and Grading Instructions Summary explain the expectations for the formal requirements for this course. Some of your grade is based on written work. See Writing  before turning in any written work. All deliverables are due at the start of class assigned. Grades are reduced for late submissions. 
  
• The Schedule provides topics covered by date, required readings, things to prepare for class, downloads,  and due dates of formal requirements. 
  
• There may be changes or corrections week-by-week to the schedule of classroom activities. While I attempt to adhere closely to the schedule of class activities, it is sometimes necessary to change them as the course progresses. Review the Schedule weekly.  You are responsible for keeping up with any changes that are made to course requirements throughout the semester.  
  
• The Bulletin Board should also be checked regularly. Announcements and changes in schedule are found there. Additions to the bulletin board  are noted by date on the course Homepage. In some cases, an email may suggest that you  check the schedule and/or bulletin board, so check your email regularly. I will  use your UMKC email address. See: Email registry.
• Review Techno Stuff.
  
• Can't remember where you saw something? Try the Table of Contents.
  
• Office hours  are by appointment. Meeting with me just before class  is sometimes awkward as I'm usually making last minute class preparations.  My goal is 24 hour turnaround for e or voice mail. I prefer talking by phone or using  voice mail rather than writing long email. You may call me at home 913-722-6275 if you can't reach me at my office 816-235-2345.

GRADE %'s and DUE DATES  

• Twenty sections of BMA505 over the last 15 years show a grade distribution of 24% A, 64% B, 8%C, 3%D, 1%F (N=520). Basically this means that 1 in 4 can expect an A,  2 of 3 can expect a B, and the remaining small balance, to varying degrees, either don't belong or don't want to be in graduate school. UMKC policy prohibits publicly  posting grades. Let me know anytime during the course if you'd like to know your grade status.  I use +/- grading.  See Grades.

OTHER IMPORTANT STUFF 

• Special Notes: disabilities, weather and class cancellation, withdraw, academic honesty, grade appeal
• International Students and Cross Cultural Learning 
• Attendance,  Participation, Helpful Norms
• Website and Course  Email
• Some Helpful Sites Bloch, U. of Mo, etc
• Bloch BA Division Syllabus Supplement This is a very important resource. Read it carefully. It speaks to grading policies, academic honesty, and other important things you should know.
• Emphasis Area: Leadership and Change in Human Systems
• Plagiarism
• Media Player