Course Syllabus

Course Information
Course Number/Section OB 6301-002
Course Title Organizational Behavior
Term Fall 2018
Days & Times Fridays, 10:00 – 12:45
Location JSOM 12.210

Professor Contact Information

Professor Maria Hasenhüttl, PhD
Office Phone 972-883-5898 (during office hours)
Email Address Please use course messages in eLearning
Office Location JSOM 4.411
Office Hours Tuesdays and Fridays, 1:00 – 1:45 pm, and by appointment

Course Pre-requisites, Co-requisites, and/or Other Restrictions

No course pre/co-requisites.

Course Description
This course is an introduction to the field of Organizational Behavior which is a field of study aimed at
understanding, predicting, and changing human behavior in organizations. We will be discussing a wide
range of topics including how to motivate and reward people, what makes work groups function
effectively, the impact of leadership styles and communication, how to access and accumulate power and
influence, how to diagnose and manage change, etc. The class will be conducted using a variety of
methods, including but not limited to lectures, exercises, cases, class discussions, and videos.

The goal of this course is to provide you with theoretical frameworks and a vocabulary to help you
understand, analyze, and provide solutions to problems in organizations. My expectation is that when you
apply knowledge explored in this class you will be more effective in your work and career.

Your active engagement and sharing of experiences will be key factors in making this course a success.
Respect for the opinions of others is an essential characteristic for any learning community. Although it is
likely you may not agree with everything that is discussed or said in this course, you are expected to
express your viewpoints in a manner that is courteous and respectful.

“Organizations are not buildings or machinery or financial assets; rather, they are the
people in them. Organizations are human entities – full of life, sometimes fragile, and
always exciting”.
(McShane, Von Glinow)

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Student Learning Objectives/Outcomes:

1) Explain and apply major scholarly approaches and empirical findings in Organizational Behavior
at the individual, group, and organizational level.
2) Apply basic theories of motivation, evaluate the differences between motivational approaches and
assess the efficacy of motivational programs.
3) Recognize decision making (DM) problems and opportunities and apply the appropriate DM
models while considering ethical dilemmas and implications.
4) Demonstrate an understanding of the sources and consequences of multi-ethnic and multi-cultural
diversity and develop strategies to bridge the differences and capitalize on the benefits of diversity
in all its forms in organizations.
5) Increase self-awareness and understanding of your strengths and weaknesses so you can be more
effective in your career.
6) Analyze and explain the connection between OB concepts and personal work experiences.

Required Textbook and Materials

Required Textbook
Steven L. McShane, Mary Ann Von Glinow. Organizational Behavior, 8th edition, 2017. McGraw-Hill.
ISBN-13: 978-1259562792

Required Materials
 Reflected Best Self Exercise (RBSE). RBSE is available for purchase ($15 for students) with a
credit card on the website -https://reflectedbestselfexercise.com/products/rbse-in-education
Please do NOT purchase it until AFTER we discuss it in class!
 Articles. Select chapters require additional readings. These articles are available for free through
the UTD library website.

E-Learning and Communication

You will need to have access to eLearning. Class slides and other relevant materials will be posted on
eLearning. In addition, you are advised to check your messages on eLearning frequently, and prior to each
class session. This will be the main way to disseminate any messages or instructions relating to the
course. A university policy to protect student privacy directs that faculty are not required to answer
student e-mails unless they are from a UTD account. This means that I will not respond to e-mails unless
they come from a UTD account.

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Course Schedule
To ensure a high quality learning experience, it is critical that you prepare thoroughly before each class.
You will get the most from each class by participating actively in class discussions each day.
Contributions from everyone are critical to the success of the course and to the shared learning
experience.
This course outline provides a general plan for the course. I reserve the right to make changes to content,
requirements, and schedule. All changes will be announced in class.

Date Topic Readings/Assignments Due

Note: submit a 257 memo for each article
HBR (Harvard Business Review)
Aug 24 Introduction Chapter 1
Aug 31 Introduction to OB Chapter 1 (quiz chapter 1)
RBSE Post your introduction on the discussion board
Evidence-Based Management Roberts, Spreitzer, Dutton, Quinn, Heaphy, Barker.
“How to Play to Your Strengths”. HBR, January 2005,
75-80.
Jeffrey Pfeffer and Robert Sutton. “Evidence-Based
Management”. HBR, January 2006, 63-74.
https://www.cebma.org/wp-content/uploads/Pfeffer-
Sutton-Evidence-Based-Management.pdf
Sept 7 Individual Behavior, Personality, Chapter 2 (quiz chapter 2)
and Values Article: Congruence Model
http://ldt.stanford.edu/~gwarman/Files/Congruence_Model.pdf
Sep 14 Individual Behavior, Personality, Chapter 2
and Values (continued) Chapter 3
Perceiving Ourselves and Others Complete the MBTI Personality Assessment:
http://www.humanmetrics.com/cgi-win/jtypes2.asp
Print the results and bring to class.
Case Discussion Team 1
Case Memo 1
RBSE: submit your own best-self stories

Sep 21 Perceiving Ourselves and Others Chapter 3 (quiz chapter 3)

(continued) Chapter 4 (quiz chapter 4)
Emotions, Attitudes, and Stress Case Discussion Team 2
Case Memo 2

Sep 28 Motivation and Performance Chapter 5 (quiz chapter 5)

Practices Case Discussion Team 3
Case Memo 3

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Oct 5 Motivation and Performance Chapter 5 and 6
Practices (continued) Chapter 6 (quiz chapter 6)
Steven Kerr, “On the folly of rewarding A while hoping
for B”. The Academy of Management Executive. Feb.
1995.
http://www.ou.edu/russell/UGcomp/Kerr.pdf
Case Discussion Team 4
Case Memo 4
Last day to submit first Work Experience Journal (this
week it can only be about a topic from chapters 5 and 6).
Oct 12 Decision Making and Creativity Chapter 7 (quiz chapter 7)
Daniel Kahneman, Dan Lovallo, and Olivier Sibony:
“Before you Make That Big Decision”. HBR, June 2011,
51-60.
Oct 19 Teams Chapter 8 (quiz chapter 8)
J. Richard Hackman. “Why Teams Don’t Work”. HBR.
May 2009, 99-105.
Case Discussion Team 5
Case Memo 5
Oct 26 Communication Chapter 9 (quiz chapter 9)
Ideal Org: Draft (submit a word document and hard
copy in class)
Nov 2 Power and Influence Chapter 10 (quiz chapter 10)
Jeffrey Pfeffer. “Power Play”. HBR. May 2009
Case Discussion Team 6
Case Memo 6
Nov 9 Conflict and Negotiation Chapter 11 (quiz chapter 11)
Leadership Deepak Malhotra and Max H. Bazerman. “Investigative
Negotiation”. HBR. September 2007, 73-78.
Chapter 12 (quiz chapter 12)
Case Discussion Team 7
Case Memo 7
Nov 16 Organizational Culture Chapter 14 (quiz chapter 14)
Case Discussion Team 8
Case Memo 8
Nov 23 Happy Thanksgiving!
Nov 30 Organizational Structure and Chapter 13 (quiz chapter 13)
Change Chapter 15 (quiz chapter 15)
Case Discussion Team 9
Case Memo 9
Case Discussion Team 10
Case Memo 10
Last day to submit Complete Reflected Best Self Paper
(online only).
Dec 7 Ideal Organization Team Final Ideal Organization Project: submit a word
Presentations document and presentation outline; both online and as
a hard copy in class.

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Grading Policy

Team Projects
1. Ideal Organization, Paper and 25%
Presentation
2. Case Discussion, Paper and 6%
Presentation
Individual Assignments
3. RBSE 10 %
4. 2 Work Experience Journals, 8%
each 4 points
5. 8 Case memos, each 1.5 12%
points
6. Participation (includes 257 17%
memos)
7. 11 Quizzes (out of 15) 22%

100%

Grading Scale

Total Points Grade

90-100 A
80-89.9 B
70-79.9 C
Less than 70 F

Grading Policy
If you have questions about grades, please make an appointment with me. For quiz questions, be specific
about why you believe that your answer was correct. Include references to page numbers in the textbook
and/or slides. All grade inquiries must be made within two weeks of the posting of the grade.

Descriptions of Course Assignments

1. Ideal Organization, Paper and Presentation (25 points, or 25%)

Assignment: Design the ideal organization. Use course concepts to defend your answer.

The main objective is to put together concepts related to major topics in this course (such as personality,
motivation and rewards, team dynamics, interpersonal influence, leadership, power and politics,
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organizational change, organizational culture, etc.) and translate these concepts into concrete actions
(what companies can actually do) to implement the current knowledge in these areas.

Assume you are starting your own company. It will make it easier to discuss the various issues you are
planning to address if you make this specific. It can be a company like a CPA firm or you can be creative
and apply OB concepts to other settings. One of the teams in the past wrote this project for managing a
Pirate Ship. There are no limits to your imagination. The sole goal is for you to connect OB knowledge
with specific, concrete actions organizations can take to implement effective OB practices. Try to
think of this project as creating a proposal that tells potential employees and investors about your
approach to managing people in your organization. You want to convince them that you know how to
apply Organizational Behavior knowledge to effectively manage your employees.

The best way to get you started to think about what you might want to include in the paper is to think
(after each chapter), so what? How can the concepts in this chapter be applied and implemented in an
organization? Think about concrete action steps: what specific advice would you give your boss? How
can applying this knowledge help achieve a better outcome (increase productivity, increase job
satisfaction, reduce turnover, reduce absenteeism, increase OCB, etc.)?

Note: Include a discussion of what you will do to ensure ethical conduct of your employees. In addition,
discuss how you plan to manage diversity and multicultural issues in your organization.

Guidelines for group dynamics and policies for any non-participating group members:

All groups have hiring and firing capabilities. Individuals have the ability to resign a group. However,
every student must belong to a group. If you have conflicts with your group, you may resign – but you
interview and find a position with another group. Conversely, groups may discharge members, but the
students fired from a group must find another group. I have found this method greatly reduces social
loafing. You will be evaluated by your peers! At the end of the semester, each student will rate the
performance of their fellow team members. This rating will be used to adjust your individual grade for the
group assignment. The Peer Evaluation Sheet is posted in eLearning.

I will assign you to a team. A private discussion area is set up on the discussion board for internal group
communications. A group chat room can also be created for each group to use.

A Rubric for the Ideal Organization Project is posted in eLearning.

2. Case Discussion, Paper and Presentation (6 points, or 6%)

Teams will be responsible for leading the discussion of one case during the semester. Details and specific
requirements will be posted in eLearning.

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 3. RBSE Reflected Best Self Exercise (10points, or 10%)

Look at the RBSE link in eLearning for detailed instructions on how to purchase the RBSE.

Born from empirical research from University of Michigan’s Center for Positive Organizational
Scholarship, the Reflected Best Self Exercise™ (RBSE™) uses stories collected from people in all
contexts of your life to help you understand and articulate who you are and how you contribute when you
are at your best. With this new insight, you will feel immediately strengthened and connected to others,
experience clarity about who you are at your best, and refine personal development goals to be your best
self more often. The RBSE™ guides you step-by-step through the process of identifying potential
respondents, making the request for feedback, analyzing your reflected best-self stories, creating a new,
reflected best-self portrait, and translating that portrait into proactive steps for living at your best.

The Reflected Best Self Exercise (RBSE) is a four-step exercise that integrates external feedback and
personal reflection about participants’ strengths and ability to add value. This exercise provides
participants with a structured opportunity to consider who they are at their best.

After completing the exercise, participants should be able to:

 Identify and articulate their personal strengths and their capability to add value to work
organizations (and beyond).
 Understand what kinds of work situations bring out the best in people.
 Understand the power and impact of the reflected best-self portrait for personal development and
for individual and organizational performance.
Procedure:
1. Identify Potential Respondents (co-workers, supervisors, employees, family, friends)
2. Request Reflected Best-Self Stories (gather feedback from 15-20 individuals who know you well
and will be honest. Ask them to describe 3 instances when they saw you at your best.)
3. Reflect upon your own experiences of being at your best and write your own Best-Self Stories
(submit your own Best-Self stories)
4. Analyze All Best-Self Stories. Search for common themes across stories to discover how you add
value.
5. Compose your Reflected Best-Self Portrait (submit).
6. Analyze Context, List Enablers and Blockers
7. Create an Action Plan

Complete RBSE Paper:

Write a paper that captures your core learning from the RBSE exercise. The paper needs to have the
following format:
1) Introduction
2) My own three best self stories
3) Feedback Process: Analysis and Observations
4) My Final Best-Self Portrait (created after your analysis of all the feedback stories you
received)
5) Discoveries and Applications (Action Plan)
In this last section of the paper, reflect on the following questions:

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 a) How does your best-self portrait correspond with the sorts of things that you spend the bulk of
your time doing? What situations or contexts encourage your best self to emerge? What keeps
you from operating at your best more of the time?
b) How can you prioritize your life so that you maximize the potential for your best self every
day? What can you do differently? What might you consider not doing anymore? Are there
certain contexts you can put yourself in to maximize your potential?

You may post the result of your RBSE as a word cloud in eLearning (this is voluntary). Go to the
following website www.wordle.net. You then enter the block of text from your RBSE and it will
automatically generate a word cloud, or graphic representation of the words in your block. There are a lot
of options for color scheme, font, and layout. It’s a great graphic reminder! You can also use any other
website that allows you to create a word cloud.

Some Evidence:
The Gallup Organization asked 198,000 employees in 7,939 units of 36 companies, “At work, do you
have the opportunity to do what you do best every day?”
When employees answered “strongly agree”,
- They had significantly less turnover
- They had more productive business units
- They had higher customer satisfaction scores
But globally, only 20% of employees working in large organizations feel that their strengths are in play
every day.

4. 2 Work Experience Journals (4 points, or 4% each)

A very important part of this course is the experience that you bring to class. In order to draw on some of
your experience, you will be required to enter your thoughts in a journal over the course of the semester.
These are not intended to be major research papers. These are intended to be short written statements
describing an experience that you have had in an organization and relating it to the readings for the week.
You will be expected to post a journal entry on 2 of the units. You can choose any of the units to write on,
but my advice is to pick one earlier in the semester so that you can get feedback for your other journal
entry.
In order to get full credit for this assignment, you will need to discuss the question from your experiential
standpoint and use the assigned readings to explain your understanding of the situation. Let me make this
clear – this journal is about BOTH your personal opinions/experiences and the readings for that week. It
should include a brief description of your experience and a careful analysis of how the material
from our class helps you understand your experience from a broader perspective.
If you write only about your experience and do not tell me about how the readings link to your experience
then you will not get full credit for the assignment. If you talk about the readings but do not relate your
experience you will not get full credit for the assignment. Given that the point of this exercise is for you to
make the connection between the readings and “real life”, I expect to see you express your understanding
of the connection between the two.
Your journal will be both personal and private – I will be the only person who will access it over the
course of the semester. If you touch on an idea or have an example that I think others could learn from, I
might ask if you would be willing to share it on the public discussion board. However, you are not
required to share it and I will not share it without your permission.

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Journal postings are due online at the beginning of class. So, if you want to write about personality, it
is due before we are discussing the topic in class. Journal entries should be a minimum of 250 words and
a maximum of 450 words. Your journal entries are graded on a scale of 1 to 4. I will give you individual
feedback on the first journal entry to make sure that you are meeting the expectations.
You need to submit your first Work Experience Journal no later than on the last day of our
discussion of chapter 6. You are required to use the posted template to submit your journals! You
will receive an automatic zero on the journal if you do not use the template.

Use the following format (use the template provided in the submission link):
1. OB topic I am applying: e.g. job characteristics model (Motivation)
2. Brief description of your experience (no more than 5 to 7 sentences).
3. Applying the OB concept to your experience. This section needs to be the major part of the
journal. Make it very clear how the OB concept relates to your work experience.

Note: Follow the submission guidelines posted in the submission link.

5. Case memos (12 points, or 12%)

During the semester you will submit 8 case memos, worth 1.5 points each. Each case memo needs to
clearly address the case questions and needs to be submitted before the start of class on the day when we
discuss the case in class.

6. Participation (17 points, or 17%)

This is a discussion-based class. Participation in class activities and discussions is essential for this
course. I expect you to actively engage in all exercises and come to class on time, every day.

This will include written memos submitted prior to our discussion of articles (257 memos). Details
will be discussed in class. I will also periodically collect information on your participation. This may
include your participation in group activities as well as short in-class writing assignments, homework, etc.

Participation will count for 17% of your grade. The grade will be calculated according to the number of
points you accumulate over the course of the semester. There is a maximum of 17 points. There is ample
opportunity to receive the full 17 points, even if you have to miss a class. If you come to class regularly
and you read the material ahead of time, it should not be difficult for you to earn the maximum 17 points.

The success and value of this course depend on class discussion. We all have experiences that will enrich
the topics and direction of discussion in this course. This means that you need to be fully acquainted with
the readings for a given session. It is my expectation that you will have read the assigned material and be
prepared to participate in class discussions and activities.
1. You are expected to come prepared to ask questions that add to your understanding of the course
materials as well as that of your fellow students. You will be asked to complete some assignments

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 that are not graded. If they are completed, you will be one step further along on your personal
journey toward enlightenment. What an incentive system!
2. Readings: You are expected to read all assigned readings and while doing so, you should
continually ask yourself the following questions:
a) Do I understand the theory and/or principles of this material?
b) So what? What are its implications? How would I apply this as a manager/employee?
3. You are asked to actively participate by raising these questions as well as others during our class
time.

Class discussions provide the opportunity to practice speaking and persuasive skills, as well as the ability
to listen. Effective class comments may address questions raised by others, integrate material from this
and other courses, draw on real-world experiences and observations, or pose new questions to the class.
High-quality participation involves knowing when to speak and when to listen or allow others to speak.
Avoid comments that are vague, repetitive, unrelated to the current topic, disrespectful of others, or
without sufficient foundation.

The best class comments:

 make or raise issues that are relevant to the current focus of the class;
 show curiosity and a willingness to experiment;
 use facts and data to support arguments and conclusions;
 take into consideration the ideas already offered by others;
 help to build a positive learning environment for everyone;
 help others to feel safe about participating.

7. Quizzes (11 at 2 points each, or 22%)

Quizzes consist of ten questions that will test your understanding of key concepts from each chapter. You
need to complete the quiz before the next unit opens up. Overall, your 12 highest quiz scores will make up
this part of your grade.

You have 30 minutes for each quiz and you can attempt each quiz twice. Do not expect that you can finish
the quiz by looking up information in the textbook or on-line for the “first time” while you are completing
the quiz. Organize your information and do your best to understand the material before you attempt the
quizzes. Based on years of experience, I suggest that you do not wait until the last day to complete your
quiz – especially if you are not used to this delivery system. The quizzes are open book, open notes but
must be completed alone. Do not share quiz information in any form with anyone.

You can access quizzes/exams by clicking the quiz/exam link on the designated page. Each quiz is timed,
and the number of attempts allowed within a scheduled time window will be specified. Please read the
on-screen instructions carefully before you click “Begin”. After each quiz is graded and released, you
may go to My Grades page and click the score link of the quiz to view your graded submission.

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Course & Instructor Policies

Assignments:
 All assignments are due at the beginning of the class period for which they are assigned. All
written work is to be typewritten, font size 12, double spaced, stapled, and follow expected
standards of clarity, organization and grammar. Word processing programs have spelling and
grammar checking capabilities – use them!

 Visit the Business Communication Center BEFORE you hand in any papers if you feel you need
help – they are extremely helpful: http://bcc.utdallas.edu/
The Business Communication Center web site also has a lot of online writing tips and reference
materials. Take advantage of this resource!

 Late assignments will not be accepted.

 To get the most benefit from your time in this class, read the material to be discussed before we
discuss it in class. You will find classes to be much more interesting and engaging if you come
prepared to discuss each day's topic.

 Notice that there may be times when you have more than one assignment due on a particular day.
You will need to plan ahead so that you do not fall behind.

Class attendance:

Class attendance and participation are an important indication of your commitment and professionalism,
and are critical to your success in this course. This is a discussion-based class. Participation in class
activities and discussions is essential for this course. I expect you to actively engage in all exercises and
come to class on time, every day.
This course is your course – your input will determine your outcomes. There will be a sign-in sheet at
each class period. You are allowed 2 excused absences. After that, each absence results in a reduction of
5% of your total grade. Please let me know in advance if you need to miss a class. Keep in mind that
written assignments must still be handed in on the due date.

Missed Classes:

It is the individual student’s responsibility to acquire missed lecture notes, assignments, handouts and
announcements from a class member – not the Instructor. Each student is responsible for all information
given in class. This includes any changes to the syllabus, content and format of exams, and details given
regarding assignments.

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Team Rules:

All teams have hiring and firing capabilities. Individuals have the ability to resign a team. However,
every student must belong to a team. If you have conflicts with your team you may resign – but you must
interview and find a position with another group. Conversely, teams may discharge members, but the
students fired from a team must find another team. I have found this method greatly reduces social
loafing. You will be evaluated by your peers. At the end of the semester, each student will rate the
performance of their fellow team members. This rating will be included in your grade for the team
projects. Review the peer evaluation form posted in eLearning. If you fail to turn in the Team Peer
Evaluation on time, I will deduct 10 points from your individual grade for the project.

Classroom citizenship:

Students are expected to behave professionally as college learners, and not distract others or interfere with
their learning. Remember:
 Arrive on time, and don’t leave early
 Take good notes
 Silence all cell phones
 Mobile devices are NOT permitted during class time (unless instructed to use for course
purposes)

Etc.
 Please note: I will be highlighting info from the text. I will NOT repeat everything in all chapters.
If you do not understand something in your textbook, please ask questions!
 No folders and cover pages! Keep a copy of every paper and assignment you submit for a grade.
 It is your responsibility to READ THE SYLLABUS thoroughly and to keep track of all the
important dates and requirements.

Comet Creed
This creed was voted on by the UT Dallas student body in 2014. It is a standard that Comets choose to
live by and encourage others to do the same:

“As a Comet, I pledge honesty, integrity, and service in all that I do.”

UT Dallas Syllabus Policies and Procedures

The information contained in the following link constitutes the University’s policies and
procedures segment of the course syllabus.

Please go to http://go.utdallas.edu/syllabus-policies for these policies.

The descriptions and timelines contained in this syllabus are subject to change at the
discretion of the Professor.

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