MGMT504
ORGANIZATIONAL BEHAVIOR AND
HUMAN RESOURCE MANAGEMENT

Course Description
This course satisfies the MBA core requirements in Organizational Behavior and Human Resource Management. It is designed to provide students with a foundation of knowledge in those areas upon which to build management competencies necessary for the changing world of work. Beginning with a focus on the individual, course coverage progresses to interpersonal and team work issues. Leadership, selection, motivation, performance assessment, and ethical, international and legal considerations related to these activities are explored. Emphasis will be placed on effective oral and written communication throughout the course.

Course Objectives
Students completing this course will have:
1. An appreciation of the behavioral and human resource challenges facing managers as they strive for innovation and excellence in their organizations;

2. An understanding of what it means to manage ethically in an organization comprised of diverse people in team settings and in a global environment;

3. A better understanding of themselves as people, employees, and managers and of the skills to work collaboratively in team settings with a diversity of people;

4. An understanding of how key human resource functions, such as recruiting, performance appraisal, compensation, and training impact the motivation and development of an organization's human resources MGMT504.

5. Experience working both individually and in teams on activities, such as cases and exercises, to develop a facility with current behavioral and human resource skills that are essential in creating excellence in organizations.

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Student Responsibilities
1. Completion of all assigned questionnaires, exercises, readings, and case preparations before each class meeting.

2. Active involvement and participation in the activities of each class meeting.

3. Demonstration of respect for other class members by using their time carefully, listening to others' contributions, engaging in meaningful dialog.

4. Adherence to the University of Baltimore Academic Integrity Policy:

"Academic honesty is based on the principle that one's work is one's own. The University of Baltimore Academic integrity Policy encourages all members of the University to accept responsibility for taking academic honesty seriously by being well informed, by contributing to a climate in which honesty is valued, and by considering responsible ways to discourage dishonesty in the work of others. Students, faculty, administrators, and staff shall not condone or tolerate cheating, plagiarism, or falsification, since such activity negatively affects all members of the academic community." Academic Integrity Policy and Procedures. Student Handbook: 2,II.B.,1994

Grading
Written Assignments, Graded Exercises,
Quizzes, and Case Analyses............. .................40%
Learning Outcomes Portfolio............................. 40%
Interview With an HR Specialist........................ 10%
Attendance/Participation................................... 10%

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The Learning Outcomes Portfolio
Listed below are the themes that have guided course design and selection of reading assignments. These themes will be addressed in lectures and class activities sometimes directly and sometimes subtly. Your responsibility is to actively participate in the process of learning by developing your own account of what you have learned about each theme.
Some of you may have had experience with keeping a journal or developing a reading log for other courses. This assignment should go beyond either of those activities in content, thought and effort.

For each theme, you should include a one-page typed summary of the key points that you personally wish to remember about the theme based on assigned course work and class experiences. This should be followed by a one-page typed summary of a reading or experience that enhances your knowledge about the theme. This summary must provide the full citation for the reading (author, title, book, journal or periodical in which it appeared; date; pages). A reading may be chosen from literature, drama, history, business periodicals, newspapers, or any other printed source. An experience may be drawn from TV, video, movies, CD-ROM, real life, the Internet or any other experiential source and should provide as complete a citation as possible.

The development of this learning outcomes portfolio will help you to think and reflect on what you are learning as well as encourage you to go beyond the confines of the course material. The skills you will gain from this assignment will serve you well in the process of life-long learning that must continue for you to be successful and employable in the professional world.

Relax and have fun with this project. Work on it every week in order to enrich your learning and enhance your ability to think creatively about the themes.

Interview with a Human Resources specialist
Please see pages later in this packet.

Themes to be covered in the course
1. The changing context of organizational behavior and human resource management, brought on by diversity, globalization, technology, increased competition, and the need for life long learning.

2. The importance of self-knowledge in perception, values, and learning as a starting point for greater understanding of others in a diverse and cross-cultural world.

3. Management of human resources and motivation issues for managers; links will be made to compensation and development of human resources.

4. Management of recruitment, selection, development, and performance assessment linked to organizational effectiveness.

5. Leadership and followership, as related to vision, values, development, power and organizational politics; connections will also be made to empowerment and total quality management.

6. Communication in all its complexities, which may focus on diversity, technology, group or individual issues.

7. Team building and the relevant skills to be an effective team member and team leader including management of intergroup conflict, negotiation, and cross functional collaboration.

8. Structural design and organizational culture issues facing organizations today. The management of change and continuous innovation and improvement in organizations--the people aspects, including stress management.

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