Richard S. Mcpherson
Focuses on how managers become effective leaders. Examines basic principles of managing people, making use of theories that transcend the workplace, including the psychology of individual and group behavior. Emphasizes leadership, strategic thinking, team building, and performance. Offered: AWSpS.
This course will focus on organizational behaviors, management and leadership by learning about: • Individual’s personalities, behaviors and motivations • Understanding high performance dynamics in businesses, non-profit organizations and social organizations both as a team leader and/or a team member. • Learning how to utilize various tools for the areas of strategic planning, problem solving, conflict management, change management and control systems. • Understand the dynamics of ethical behavior, social responsibility and diversity.
Student learning goals
General method of instruction
The classroom will be a time to interact, discuss, ask questions, and get student and teacher input to subjects being discussed. It is expected that students will participate by relating personal experiences, providing insightful observations, identifying issues or answering questions on a particular subject. Since this is a class about organizational behaviors, we will have project teams that will perform various assignments and utilize those experiences to personally understand group/organizational dynamics, group performance models and isses, personal interaction styles and utilizing various tools to create success for an organization.
•Come prepared to each class to actively participate in discussions, debates, case studies and team projects. •Complete reading assignments prior to class. Bring textbook and any other assigned reading to class. •Actively participate as a member on project teams, fulfilling various roles and observing team interaction and performance as part of the learning environment. •Complete assignments on time and with quality (spelling, format, grammar) •Provide open and honest feedback regarding the quality, pace and assignments of the course to the instructor through formal feedback mechanisms or informal communications.
Class assignments and grading
* Individuals - Typically one chapter of reading per class session plus one assignment for understanding (short case analysis or exercise). Assignments will typically be the application of what has been learned. Assignments will be electroncially submitted via Catalyst E-Submit. * Project Teams - 3 projects working with classmate groups of 5-8 students.
There are five elements to the grading (see "Assignments" on Course Website: * 3 Exams (35%) * 3 Project Team Assignments (35%) * Personal Assignments/Homework and Class Participation (30%) * Class attendance and tardiness (see below) * Research Participation - each student in MGMT 300 is required to complete two "research segments"
Attendance and on-time arrival are expected at each class session, the Instructor is to be notified in advance via e-mail if you will not be in class or will be late. Excess in this include: * Unexcused Absences in excess of 2 (10% of classes) * Unexcused Tardiness in excess of 3 (15% of classes) * A combination of the two in excessive levels Absences and tardiness above these expectations may result in a 1/2 point reduction in final grade for each occurrence above these standards.
* Student work is expected to be professional in quality, thoughtful and provide explanations or rationales for their answers or responses.