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Berkeley UGBA 105 - Syllabus

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4. Participation in Research Experiments (5%)UNIVERSITY OF CALIFORNIA CourseOutlineHaas School of Business Administration Fall, 2006BA 105: Organizational Behaviorhttp://courses.haas.berkeley.edu/fall2006/ugba105/INSTRUCTOR: Professor James R. Lincoln, F499 Haas School of Business, 642-3657 (also, Institute of IndustrialRelations, 2521 Channing Way, 643-5863). Email: [email protected]. Office hours: 3:30-4:30 Th or byappointment. GRADUATE STUDENT INSTRUCTORS: Jennifer Kurkoski ([email protected]) and NydiaMacGregor ([email protected]).TIME AND PLACE:105-1 Th 8:00-9:30 AM F295 Haas (Andersen Auditorium) J. Lincoln105-101 T 8:00-9:30 AM C220 Cheit N. MacGregor105-102 T 8:00-9:30 AM C110 Cheit J. Kurkoski105-103 T 9:30-11:00 AM C325 Cheit N. MacGregor 105-104 T 12:30- 2:00 AM F320 Cheit J. Kurkoski105-105 T 12:30- 2:00 PM C10 Cheit N. MacGregor105-106 T 2:00- 3:30 PM C330 Cheit J. KurkoskiCOURSE DESCRIPTION: Managing a modern organization, whether a Fortune 500 company, an e-businessstartup, or a not-for-profit, is the leading, motivating, and coordinating of an interdependent and often highlydiverse set of people. It is also the design and cultivation of jobs, teams, networks, hierarchies, incentives, andvalue systems for accomplishing those tasks. These are the themes of this course. Much business school education is about mastering the tools of a functional specialty. You will use those tools inyour management career, but you won't use them in a vacuum; you'll be part of an organization-- or at least anetwork-- of people whose work is interdependent with your own. Moreover, if your career is going anywhere, youare apt to discover early on-- whether you are growing your own business or rising within someone else’s -- thatmost of what you do consists of leading and organizing the work of others. You'll do less of the specialist work;you'll hire the specialists. Most of your day will be spent on people problems of one sort or another, and the fartherup you are in the organization, the more that will be true. Learning to work with and through people is arguablythe most important business skill you'll ever acquire. Moreover, good people management requires systematic thinking: principles of leadership, design, motivation, andthe like, from which practical guidelines flow. Sheer hands-on, seat-of-the pants intuition is not likely to succeedover the long haul. The proliferation of fads and gimmicks in people management is testimony to managers'ongoing search for easy and complete solutions. Executives are often quick to embrace the latest guru's best-sellingformula for visionary leadership, strong culture, or exotic structure in hopes of driving their organizations to newpeaks of competitive success. Wall Street fuels this tendency by favoring companies that make big, flashy, andtrendy changes—TQM, reengineering, and the like. Fads are sometimes useful for identifying and spreading bestpractices, but they can also lead organizations dangerously astray. We search in this course for general principles ofmanagement that meet the criteria of internal consistency and "fit" to an organization's environment, strategy,tasks, and people. But every organization is unique to some degree, and often the principles don't exist or they don'tsuit the problem at hand. So we also seek to develop a tolerance in managers for ambiguity and uncertainty; asensitivity to the tradeoffs in any solution; and a critical and analytical eye to problems of people and organization.Book and classroom learning is no substitute for hands-on experience. At the same time, hands-on experience isno substitute for what business education has to offer: exposure to management theory and research; teamwork andBA105: Organizational Behavior, Fall 06, Lincolndiscussion with smart colleagues; and the time and resources to step back and think broadly and analyticallybeyond what is usually possible under the day-to-day pressures of life on the job. The success and value of thiscourse, perhaps more than some others, depend on the extent to which you are engaged in it and support it. COURSE FORMAT: In general, each week will address a separate topic. At the Thursday lecture ProfessorLincoln will introduce the topic and lecture/lead a discussion regarding it. At the following Tuesday discussionsection the GSI’s will typically discuss a management case study that bears on that topic and to which the lectureand reading materials apply. In most weeks, this will be one of the written cases included in your reader. However,in some weeks we will also see and discuss videos of management situations in particular firms. The discussionsection will also be the time to clarify and debate points in the lectures and reading, address concerns about thecourse, and work on team projects. COURSE REQUIREMENTS:A. Readings. An understanding of the literature on management and organizational behavior comes from readingbroadly and analytically, not committing to memory everything a textbook. The course reader is organized withthat in mind.- Electronic Course Reader on Study.Net. Login to http://catalyst.haas.berkeley.eduand then click on the Study.Net button to access the course reader. - Additional readings are posted on the websitehttp://courses.haas.berkeley.edu/fall2006/ugba105/or will be handed out in classB. Assignments (approximate weight toward final grade is in parentheses):1. Class participation: (15%). High-quality student participation is essential to the success of the class. Theevaluation of your class participation has multiple components: a. Preparation, attendance, and discussion: You are expected to be prepared for each class session.Assignments should be read in advance of the class that will discuss them. We will typicallyanalyze one case per week, and you will be called on (maybe even cold-called!) to contribute tothe case analysis. The evaluation of this part of your participation will be based on your ability tocontribute comments that are insightful, relevant, and progressive (e.g., comments that move thediscussion along, rather than restate what has already been said). Please try to keep


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