DescriptionOffice hoursSCHEDULEReadingsPfeffer, "Six Dangerous Myths about Pay"Nelson, "Dump the Cash, Load on the Praise"Discussion of the ReadingsPeople Variables IIReadingsSalancik, "Commitment is Too Easy"Pfeffer, "Perverse Norms about Good Management"Discussion of the ReadingsGroups and TeamsReadingsVecchio, “Impact of Group Properties on Performance”Katzenbach and Smith, "The Discipline of Teams"Discussion of the ReadingsII. ORGANIZATIONAL VARIABLESA. BureaucracyReadings Robbins, "Bureaucracy--A Closer Look"Discussion of the ReadingsB. Organization DesignReadingsMcShane and Von Glinow, "Structure"Casio, "Strategies for Responsible Restructuring"Discussion of the ReadingsLeadershipReadingsNorthcraft "Leadership: Theory and Practice"Khurana, "The Curse of the Superstar CEO"Gladwell, “The Talent Myth”Discussion of the ReadingOrganizational Change and DevelopmentReadingsBeer and Nohria, "Cracking the Code of Change" Discussion of the Readings Reminder: Week ten: Prepare for examGMAN 311Organizational Behavior and ManagementSyllabusDescriptionIn this course, you will (l) obtain a working understanding of both the roots and contemporary components of organizational behavior, (2) encounter a variety of learning methods including experiential exercises and small group discussion, and (3) develop an integrated view of how organizations and the people in them affect, and are affected by, each other as well as outside environments. The course is theory-based, drawing from a variety of old and new materials designed to show you the value of using theory to understand and make some sense of the world of organizations as well as your own behavior within them.This course is also a survey of the field. This means two things. First, we will take up a rather large number of different topics and subject areas. Second, the readings I have selected reflect a wide range of work done in the field since its inception in the fifties. (I want you to gain a modest understanding of the evolution of thought in organizational behavior, from the rise of the corporate bureaucracy in the forties to the myriad of business arrangements found in modern firms, together with their attendant management practices.) As a field, organizational behavior is characterized by a large number of theories and research findings which occasionally may appear to be either conflicting, on the one hand, or duplicative, on the other. In part, contradictions result from necessary refinements of existing theory and empirical findings, as newer work becomes available.The duplication that often seems to crop up, the nagging feeling that many "new" theories look disturbing familiar, is due in large part to the simple fact that "new" theory in any field usually has strong roots in old.Because there are few "laws" of organizational behavior of any meaningful complexity that can be applied willy-nilly, those managers seeking insights from the behavioral sciences (andthere are obviously more of them all the time as answers are sought to such contemporary problems as global competition and retaining high-priced talent) must apply the same careful thought and analytical judgment to the use of behavioral science techniques that they would apply to any other business decision. As is the case with ethics, for example, such thought should include self-examination and introspection as well as consideration of external events and circumstances.As you move through the course, you will discover that there usually exist a number of possible solutions to any behavioral problem. Thus, I want to equip you with a broad range ofknowledge to aid in identifying problems, evaluating possible solutions, and deciding on a final choice based on the likelihood of obtaining a specific outcome.The reading for the course is fairly extensive. I do not expect you to become equally conversant with all of it. Ideally, you will find the time to diligently sample everything and concentrate on that which most interests you. Further, we do not have time to fully consider in class each of the various readings (though we should get to most of them). Thus, some of what I expect you to become acquainted with must come by your own effort.Lastly, a glossary of behavioral terms is included at the end of the binder. You might it find occasionally helpful as you do the reading.Note that there are no readings for week five and week eleven. Week five is devoted to a mid-term exam, composed of group and individual elements. Week eleven is set aside for group project presentations. Occasionally, you will come across news clippings from the WSJ, the NYT, or other sources interspersed in the reading. These are included because they give some practical flavor to the topic, which might help anchor the theory.Office hoursI do not hold formal daytime office hours, since most of you could not take advantage of them anyway. However, I will meet with you individually before class or at any other mutually convenient time. Feel free to call me at home: 510-339-7086. If you want to fax something to me: 925-376- 6521. My on-campus number is 925-631-4582. Although I am not in my office every day, I can certainly arrange to meet you during the day if that is desirable.You can also reach me at: [email protected] Course WeightsMidterm exam 20 per centFinal exam 35Course project 30Attendance/participation 15 100 per centSCHEDULEPEOPLE VARIABLES I(How much does money motivate?)(week 2)ReadingsKohn, "Why Incentive Plans cannot Work" and "Challenging Behaviorist Dogma"Gupta and Shaw, "Let the Evidence Speak: Financial Incentives are effective"Pfeffer, "Six Dangerous Myths about Pay" Robbins, "Point-Counterpoint"Nelson, "Dump the Cash, Load on the Praise"Durham and Bartol, "Pay for Performance"Discussion of the ReadingsIn a survey course, a lot of material comes at you in a manner that makes integration difficult.Adopting a conceptual framework of some kind can make things easier by imposing some kind of order on the material, even if that order is somewhat artificial or simplistic. Here, we will use a simple framework adapted from a model developed several years ago by RaymondMiles (see graphic). We will treat the model briefly in class, and link it to the "theories of management" developed in the pre-reading by Miles.A