OBE 150 | Syllabus
Fall 2006 Professor Jerry D. Estenson
CALIFORNIA STATE UNIVERSITY, SACRAMENTO
College of Business Administration
OBE 150 - The Management of Contemporary Organizations
Section 13: 3:00 - 4:15, Sections 14 & 15: 6:00 - 7:15
Tuesday and Thursday (Televised)
OFFICE: Tahoe 2048
OFFICE HOURS: T/TH 2:15 - 2:45 p.m.& 4:30 - 5:30 p.m
OFFICE PHONE CSUS Office 278-6781 (Phone)
Voice Mail: 557-5738
Personal Fax: 967-6410
EMAIL: University Email estenson@csus.edu
Private Email jestenso@ns.net
WEBSITE: www.csus.edu/indiv/e/estenson
TEXT (required)
Daft, William, Nelson, Quick and Durbrin. (2005). The Management of Contemporary Organizations: Custom Edition prepared exclusively for California State University. Mason, Ohio: Thomson South-Western.
COURSE OBJRCTIVE
In their critique of management theory, management consultants and academicians specializing in management theory, Micklethwait and Wooldridge claim that these self-appointed groups of Gurus are “the unacknowledged legislators of mankind (They borrowed and modified Shelly). They support their theory by asking us to look around and note how theorist and consultants are laying down the law, reshaping institutions, refashioning language, and reorganizing people’s lives. As a side note they propose that neither the President of the United States nor the Governor of California may directly impact your daily organizational life but a consultant could seriously change your work life. (The Witch Doctors: Making Sense of the Management Gurus).
Some thinkers about the future of management like Charles Handy and Peter Senge tell us the future will not be a continuation of the past but will be a series of discontinuities. If what they say is true, the future is up for grabs. Organizations and individuals that economically survive and thrive will be those that challenge old models, old ways of thinking, old rules, old strategies, old assumptions, and old recipes for success. (Rethinking the Future). This view of the world resulted in Handy and Senge challenging the complacency of a group of future Chief Executive Officers by asking them to think about the proposition: “What would you do if the behaviors and skills that made you a success to this point in your career will cause you to fail in the future?”
Before one can challenge the way people’s organizational life is ordered, it is important to understand the basics (the old way). It is through understanding the roots of past thinking that we can move forward to new and creative ways to solve organizational problems. My job is to assist you on a journey to understanding will start with the world in which managers live and operate. Once there is understanding of that terrain, we will explore the specific tools managers use to focus human behavior. These tools include planning, organizing, leading and controlling the activities of those who have chosen to work in an organization.
As we explore past techniques we will integrate current thinking on various topics. In these explorations we will discuss difficult issues such as downsizing, re-engineering, workplace diversity, quality of work life, role of unions, globalization, market expectations, and the recruitment and retention of skilled workers.
Together we will build a base of knowledge, which will serve you well in future business courses, and help you start to shape the future..
COURSE GOALS AND OBJECTIVES
• You will be provided the opportunity to understand the nature of organizations, internal and external forces that influence organizational behavior, and the factors contributing to organizational effectiveness.
• You will be given the opportunity to analyze and solve complex organizational problems using the frameworks, perspectives and models provided during the course.
• You will gain an appreciation for the role of human behavior in determining organizational effectiveness.
• You will have the opportunity to improve your team management skills by studying the theory and process of team activity.
• You will be exposed to the complexity of global operations and understand the impact the global economy has on organizations.
• You will study the relationship between organizations and society and appreciate the nature of ethical dilemmas created by this relationship.
• You will have a solid informational foundation to further your study of business administration.
These goals will be accomplished by narrowing the focus to certain aspects of behavior in organizations. While narrowing limits the subjects covered, you will have the opportunity to probe human interaction at the following levels:
• Organizations in a global setting
• Organizations in a society
• Activities between organizations
• Behavior of individuals in an organization
• Behaviors of individuals in groups
• Behavior of individuals
COURSE ACTIVITIES
Lectures:
Several methods of instruction will be used. Because of class size and the limits of distance education, each subject will be covered by a lecture. The lectures will take on the flavor of an open discussion not stand and deliver. Lectures will be supplemented by videos and when possible guest speakers. Like the subject matter, method of instruction will be fluid and respond to resources available each week.
Examinations
There will be three full period examinations during the semester. The exams will be divided into two parts: Multiple choice and short essay. Each exam will cover material in a specific number of chapters, lectures and information provided by guest speakers. The exams are NOT CUMMULATIVE.
Each student or team (approximately five students) will preferably work on a live case study. The goal is to study a situation occurring in the organization employing the individual or a team member. If there is no opportunity for a live study, the instructor will place book of strategic cases in the library's reserve bookroom. To assist you with this project, material related to preparation of a case study are provided through the course web site.
Using the methodology presented in the hand outs each student or team will clearly state the context in which a management problem is occurring, Next a critical problem will be selected. With the problem defined the student or team will develop a set of alternative solutions. These solutions will be constructed using theories and models presented in the text. The last part of the study will be a recommended course of action to fix the problem. This recommendation will be supported by theories and models used by the authors or shared with the class by our executive guests.
Your case will be graded using the following criteria:
| Description | Maximum Percentage |
| Clarity of problem statement | 15% |
Exploration of options |
15% |
Persuasiveness of material and arguments used to support recommended solution |
15% |
| Use of theories, models, and processes provided in the text | 25% |
| Presentation (Writing mechanics, appropriate writing style, use of graphics, and general appearance of document) | 30% |
| TOTAL | 100% |
GRADES
The feedback provided by grades indicates how well you are performing against a standard set at the beginning of the semester. There is no curve provided and the points you accumulate on each activity will determine your final grade.
| DESCRIPTION | POINTS |
| Three Exams (250 points per exam) | 750 |
| Case Project (As an incentive, extra credit or bribery) for turning the project in early the point value for the case is as follows:
• Before midnight March 9 = 400 possible points • After midnight March 9 and before midnight March 30 = 350 possible points • After midnight March 30 before midnight April 18 = 300 possible points • After midnight April 18 before midnight April 25 = 275 possible points • After midnight April 25 before midnight May 2 = 250 possible points • Each class day after midnight May 2 the total possible points are reduced 10% of base value per class meeting. This makes the case worth 175 points if turned in with the final. No cases will be accepted after the final is given. | 250 |
| Total Possible Points | 1,000 |
POINT/GRADE DISTRIBUTION
Grade Break Down
A = 1,000-940 C+ = 799-780
A- = 939-900 C = 779-740
B+ = 899-880 C- = 739-700
B = 879-840 D+ = 699-680
B- = 839-800 D = 679-640
CLASS WORK PLAN
(The dates set forth below are target dates and subject to change. This course is taught in a dynamic manner which means we will flow with learning opportunities presented to us.)
DATE/ WEEK |
CHAPTER |
TOPIC | GUEST/ACTIVITY |
Week One January 24 |
1 | Each week read the assigned chapter and listen carefully to instructions. | |
|
January 26 Thursday |
2 | Evolution of Management Thinking |
|
Week Two January 31 |
Finish discussion of early management thinking. | To be on track for early extra credit a case should be selected this week. If you are having a problem, contact Instructor. | |
|
February 2 Thursday |
3 | Competition and Strategy | Case value = 400 |
Week Three February 7 |
3 | Competition and Strategy | Case value = 400 |
|
February 9 Thursday |
13 | International Business | Case value = 400 |
Week Four February 14 |
13 & 12 | International Business and strat Ethics and Social Responsibility |
Case value = 400 |
| February 16 Thursday |
12 | Ethics and Social Responsibility | Case value = 400 |
Week Five February 21 |
12 | Finish discussion on Social Responsibility and Review for Exam | Case value = 400 |
|
February 23 Thursday |
Chapters |
EXAM | EXAM |
Week Six February 28 |
4 | Planning and Decision Making | Discuss Exam Results Case value = 400 |
|
March 2 Thursday |
4 | Planning and Decision Making Systems | Case value = 400 |
Week Seven March 7 |
5 | Organizational Design | Case value = 400 |
| March 9 Thursday |
5 | Organizational Design |
Case value = 400 |
Week Eight March 14 |
SPRING BREAK NO CLASS |
||
March 16 |
SPRING BREAK NO CLASS |
||
Week Nine March 21 |
6 | Teams | Case value = 350 |
|
March 23 Thursday |
6 | Teams | Case value = 350 |
Week Ten March 28 |
7 | HRM Systems | Case value = 350 |
| March 30 Thursday |
7 | HRM Systems | Case value = 350 |
Week Eleven April 4 |
7 | Finish HRM Systems Review for Exam |
Case value = 300 |
|
April 6 Thursday |
Chapters 4, 5, 6, &7 |
EXAM | EXAM |
Week Twelve April 11 |
8 | Motivation | Discuss Exam Case Value = 300 |
|
April 13 Thursday |
8 | Motivation | Case Value = 300 |
Week Thirteen April 18 |
8 | Motivation | Case Value = 300 |
|
April 20 Thursday |
9 | Power and Political Behavior | Case Value = 275 |
Week Fourteen April 25 |
9 | Power and Political Behavior | Case Value = 275 |
April 27 |
10 | Leadership | Case Value = 250 |
Week Fifteen
May 2 |
10 | Leadership | Last day to turn in Case Study for full credit Case Value = 250 |
May 4 |
11 | Innovation and Change | Case Value = 225 |
Week Sixteen May 9 |
11 | Innovation and Change | Case Value = 200 |
May 11 |
Review for Final Exam | Case Value = 175 |
|
Finals Week |
Chapter 8, 9, 10, & 11 |
EXAM | EXAM |