Issues in
Organizational Behavior and Leadership
Spring 2007
Professors
Murrah Hall 127 Murrah Hall 103
Email: fiserhl@millsaps.edu Email: bakerdf@millsaps.edu
This course focuses on issues related to building, leading
and motivating the workforce. This
includes the study of the social and legal responsibilities involved in
managing people and the organization.
Many of the organizational behavior and legal topics we address in this
class are interrelated and we hope that our integrated approach will enhance
your understanding of how the issues play out in organizations.
By the end of this course, you will be able to identify and, with theories learned in class, analyze behavioral and legal issues critical to leading an organization. In addition, given a situation or case study, you will be able to recognize the relevant theory, understand its application and recommend appropriate action.
Daft,
R.L. (2005). The Leadership Experience
(3rd Edition).
Note: Learning objectives for the Daft text are
available from http://home.millsaps.edu/bakerdf/
Final Exam: 30%
Because
this course assembles such a broad range of subjects, theories and ideas, no one
textbook would suffice. The textbook
required will serve as sources for many of the readings in organizational
behavior and management. In addition,
you will read cases and other law-related materials gleaned from diverse
sources. And, with the power and reach
of the Internet, on occasion reading assignments will be found on the web
rather than in hand. To some extent, the
Internet will give us the ability to customize the course’s readings and
respond to events in the business world that happen during the semester;
therefore, some readings will be assigned a week or so in advance.
An essential component of this course, and your participation in this course, is writing – reflective, critical and analytical writing. To that end, there will be three case papers assigned during the semester. These papers are intended to help you apply and integrate the legal and behavioral concepts that we address in the course. Your grade will be based on the extent to which you are able to identify and analyze the key issues in the case using theories and concepts that have be covered in the readings and class discussion. Writing counts!! Use 12-point font and double-space.
The
Midterm and Final exams will be in-class exercises. The Final Exam will be cumulative.
Please
do not discount or ignore the intellectual and educational significance of
speaking up and engaging the class in dialogue as you grapple aloud with the
topic. This is an essential part of the
learning process for you, your peers and us.
The participation grade will be determined by our evaluations of your
participation in class discussions and group activities.
Any student who
has a disability that may prevent him or her from fully demonstrating his or
her abilities should contact us personally as soon as possible to discuss
accommodations necessary to ensure full participation and facilitate the
student's educational opportunity.
Each student
will be expected to conform to the attendance policy and Honor Code as
explained in the student handbook.
Course Outline
1/24 Legal Ethics
1/31 Corporate Structure, Liability and Government Regulation
2/7 Legal
Implications of Leadership
Case
Paper Assigned
2/14 Employment Law I
Case
Paper Due
2/21 Employment
Law II
2/28 Midterm
3/7 Moral Leadership
3/14 Spring
Break
3/21 Hiring a Competent Workforce
3/28 Building a Motivating Work Environment
Case Paper Assigned
4/4 Performance Management and Compensation
Case
Paper Due
4/11 Leading Teams
Case
Paper Assigned
4/18 Intersection of Law and Behavior
Case
Paper Due
4/25 Intersection of Law and Behavior