HRER 802 Sample Syllabus

Course Syllabus

The information contained on this page is designed to give students a representative example of material covered in the course. Any information related to course assignments, dates, or course materials is illustrative only. For a definitive list of materials, please check the online catalog 3-4 weeks before the course start date.

HRER 802: Organizations in the Workplace -- This course provides students with an overview of selected managerial behavior and career topics in modern organizations (3 credits).

Overview

The purpose of HRER 802: Organizations in the Workplace is to improve your ability to navigate organizational systems. You will be introduced to frameworks for understanding organizational processes that are useful for managing individuals and teams in large and small organizations.

This course is about scholarship, teamwork, online discussions with smart colleagues from different professional and industry backgrounds, and opportunities to develop your thinking beyond what is usually possible given the time pressures on the job. In discussions and group projects, you will be able to benefit from the experiences of a diverse group of peers with different approaches to thinking about and solving business problems.

Course time will be devoted to in-depth discussions of a number of related topics that add insight to organizational processes. Your performance in this course will depend on your ability to appropriately apply the topics covered to cases and current situations rather than on your ability to recall the details on written exams. In this course, you will be required to apply your knowledge of organizational dynamics to specific problems and seek out missing perspectives that will help you avoid unintended consequences of your actions. At the end of our time together, I hope that you will have found this course challenging, engaging, and useful.

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Course Objectives

1. Understand how to recognize and correct common decision making and communication problems.
2. Develop skills for creating and leading effective teams.
3. Develop skills for diagnosing and correcting team dysfunctions.
4. Understand how organizational context influences individual action.
5. Develop skills for negotiating within organizational power structures.
5. Understand organization structure and culture and how they relate to organization change.

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Materials

Most World Campus courses require that students purchase materials (e.g., textbooks, specific software, etc.). To learn about how to order materials, please see the Course Materials page. You should check LionPATH approximately 3–4 weeks before the course begins for a list of required materials.

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Library Resources

Many of the University Libraries resources can be utilized from a distance. Through the Libraries website, you can

access magazine, journal, and newspaper articles online using library databases;
borrow materials and have them delivered to your doorstepâ€”or even your desktop;
get research help via email, chat, or phone using the Ask a Librarian service; and
much more.

You must have an active Penn State Access Account to take full advantage of the Libraries' resources and service. The Off-Campus Users page has additional information about these free services.

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Technical Specifications

Technical Requirements
Operating System	Windows Vista, Windows 7, Windows 8; Mac OS X 10.5 or higher Windows 8 support excludes the tablet only RT version
Processor	2 GHz or higher
Memory	1 GB of RAM
Hard Drive Space	20 GB free disk space
Browser	We recommend the latest ANGEL-supported version of Firefox or Internet Explorer. To determine if your browser fits this criterion, and for advice on downloading a supported version, please refer to the following ITS knowledge base article: Supported Browsers and Recommended Computers. Note: Cookies, Java, and JavaScript must be enabled. Pop-up blockers should be configured to permit new windows from Penn State websites. Due to nonstandard handling of CSS, JavaScript and caching, older versions of Internet Explorer (such as IE 6 or earlier) do not work with our courses.
Plug-ins	Adobe Reader [Download from Adobe] Flash Player (v7.0 or later) [Download from Adobe]
Additional Software	Microsoft Office (2007 or later)
Internet Connection	Broadband (cable or DSL) connection required
Printer	Access to graphics-capable printer
DVD-ROM	Required
Sound Card, Microphone, and Speakers	Required
Monitor	Capable of at least 1024 x 768 resolution

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HelpDesk

If you need technical assistance at any point during the course, please contact the Service Desk.

For registration, advising, disability services, help with materials, exams, general problem solving, visit World Campus Student Services!

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Course Schedule

*Lesson*	*Reading Assignment*	*Activities*
Lesson 01, Part 1: Getting Started Lesson 01, Part 2: Cognitive Styles	Lesson 01, Part 1 Commentary Lesson 01, Part 2 Commentary Text - Managing for the Future, Module 4	Complete and submit the Lesson 01 Assignments. Participate in the Lesson 01, Part 2 Discussion Forum - Cognitive Self-Assessment
Lesson 02 Part 1: Decision-Making and Communication Lesson 02 Part 2: The Basics of the Communication Process	Lesson 02 Commentary	Complete and submit the Lesson 02 Part 1 Questions on Decision Making Participate in the Lesson 02 Part 1 Discussion Forum on Decision-Making Participate in the Lesson 02, Part 2 Discussion Forum on Communication Barriers and Effective Communication
Lesson 03: Motivating Others	Lesson 03 Commentary Article: Kerr, S. 1995. On the folly of rewarding A, while hoping for B. Academy of Management Executive, Vol 9 (1). Pp 7-14.	Complete the Lesson 03 Part 1 Questions On Kerr Participate in the Lesson 03 Discussion Forum on Motivation Challenges Access and begin the Reflection Assignment (due later)
Lesson 04 Part 1: The Basics of Stress Lesson 04 Part 2: Flexible Work	Lesson 04 Commentary Text - Managing for the Future, Module 7	Participate in the Lesson 04 Part 1 Discussion Forum on Stress Complete the L04 Part 2 Part-Time Partner Assignment Continue to work on the Reflection Assignment (due later)
Lesson 05 Part 1: Groups Lesson 05 Part 2: Teams	Lesson 05 Parts 1, 2, and 3 Commentary Text - Managing for the Future, Module 5	Complete the Lesson 05 Group Experiences and Applications Assignment Participate in the Lesson 05 Team Profile Discussion Forum Review the Lesson 05 Final Team Posts for Ideal Task Assignment - Complete the Self-evaluation and peer evaluations Review the Team Assessment Assignment Continue to work on Reflection Assignment (due later)
Lesson 06: External Team Relations and Boundary Management	Lesson 06 Commentary Text - Managing for the Future, Module 6	Lesson 06 Boundary Management Assignment Submit your description and data collection plan for the Team Assessment Assignment and continue to work on this project Continue to work on the Reflection Assignment (due later) Complete the HRER Mid-Course Survey
Lesson 07: Managing Cultural Diversity	Lesson 07 Commentary Text - Managing for the Future, Module 11	Participate in the Lesson 07 Discussion Forum – Diversity Training Complete and submit the Reflection Assignment. Continue to work on the Team Assessment Assignment (due later)
Lesson 08: Leading the Way	Lesson 08 Commentary Text - Managing for the Future, Module 14	Participate in the Lesson 08 Discussion Forum - Leadership Complete the Lesson 08 Change Signature Assignment Continue to work on the Team Assessment Assignment (due later)
Lesson 09: Conflict Resolution, Negotiation, and Issue-Selling	Lesson 09 Commentary Text - Managing for the Future, Modules 12 and 13	Complete the Lesson 09 Part 1 Conflict Style Assignment Complete the Discussion Forum 1 – Positional Negotiation Use AIM Complete the Discussion Forum 2 – Interest-Based Negotiation Use AIM (Check the Announcements on your course Home Page for the listing showing who your negotiation partner is.) Complete the Discussion Forum 2 – Interest-Based Negotiation Use AIM (Check the Announcements on your course Home Page for the listing showing who your negotiation partner is.) Continue to work on the Team Assessment Assignment (due later)
Lesson 10: Power, Politics, and the Political Lens	Lesson 10 Commentary Text - Managing for the Future, Module 2 (4-11, 33-55)	Complete the Lesson 10 Power Analysis Assignment Submit Team Assessment Paper Complete the Lesson 10 Issue-Selling Plan for Chris Peters Assignment Begin working on the Organizational Observation (due later)
Lesson 11 Part 1: Organizational Structure Lesson 11 Part 2: Changes in Organizational Structures	Lesson 11 Part 1 and Part 2 Commentaries Text - Managing for the Future, Module 1 (10-22) & Module 2 (review 4-11, read 12-32)	Participate in the Lesson 11 Part 2 Discussion Forum on Organizational Structure Complete the Mapping Your Organization Survey Continue working on the Organizational Observation (due later)
Lesson 12: Organizational Culture and the Cultural Lens	Lesson 12 Commentary Text - Managing for the Future, Module 2 (review 4-11, read 57-78)	Participate in the Lesson 12 Discussion Forum on Organizational Culture Submit Organizational Observation
Lesson 13: Organizational Change	Lesson 13 Commentary Text - Managing for the Future, Module 8 Managing for the Future, "The Leadership of Profound Change" pp. M8-32–M8-37 E-Reserves Article: Austin, J. R. 1997. A method for facilitating controversial social change in organizations: Branch Rickey and the Brooklyn Dodgers. The Journal of Applied Behavioral Science, 33(1): 101-118.	Participate in the Lesson 13 Discussion Forum – Branch Rickey’s Change Initiative Complete the Lesson 13 Strategy that Wouldn’t Change Assignment Begin to work on the Aston Blair Case Study (due later)
Lesson 14: Managing Organizational Stakeholders	Lesson 14 Commentary Managing for the Future, M9-13 through M9-16 "The Political Perspective: The Stakeholders Model" Managing for the Future, M9-23 through M9-32 "The RU 486 Case"	Lesson 14 Discussion Forum – RU-486 Case Complete the Lesson 14 Monarch Orchards Assignment Continue to work on the Aston Blair Case Study (due later)
Lesson 15: Reflections	Lesson 15 Commentary No reading from the text is assigned	Participate in the Lesson 15 Discussion Forum – Reflections Submit the Aston Blair Case Study

Note: If you are planning to graduate this semester, please communicate your intent to graduate to your instructor. This will alert your instructor to the need to submit your final grade in time to meet the published graduation deadlines. For more information about graduation policies and deadlines, please refer to Graduation at the Chaiken Center for Student Success.

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Grading

The World Campus follows the same grading system as the Penn State resident program. The grades of A, B, C, D, and F indicate the following qualities of academic performance:

A = (Excellent) Indicates exceptional achievement
B = (Good) Indicates extensive achievement
C = (Satisfactory) Indicates acceptable achievement
D = (Poor) Indicates only minimal achievement
F = (Failure) Indicates inadequate achievement necessitating a repetition of the course in order to secure credit

A	93
A-	90
B+	88
B	82
B-	80
C+	78
C	70
D	60
F	<59

Organizational Observations	20%
Aston-Blair Case Anlysis	12%
Team ASsessment Paper	10%
Discussion Forums	35.5%
Assignments	22.5%

GRADING CRITERIA

Lesson	Discussion Forum	Drop Box	Other Assignment	Points Per Assignment
1	Practice Discussion Forum	Practice Drop Box	Practice E-mail	Ungraded
1 Part 2	Lesson 01Part 2 Discussion Forum – Cognitive Self-Assessment			20
Lesson 2 Part 1	Lesson 02 Part 1 Questions on Decision-Making			20
Lesson 2 Part 2	Lesson 02, Part 2 Discussion Forum on Communication Barriers and Effective Communication			20
3		Lesson 03 Questions On Kerr		25
3	Lesson 03 Discussion Forum on Motivation Challenges			20
3			Access and begin the Organizational Observation #1 Assignment (no points yet).	N/A
4	Lesson 04 Part 1 Discussion Forum on Stress			20
4	Lesson 04 Part 2 Part-Time Partner Discussion Forum			20
4			Continue to work on the Reflection Assignment (no points yet).	N/A
5		Lesson 05 Group Experiences and Applications		25
5	Lesson 05 Team Profile Assignment Discussion Forum			Ungraded
5	Lesson 05 Final Team Posts for Ideal Task Assignment			40
5			Self-evaluation and peer evaluations	N/A
5			Review Team Assessment Assignment (no points yet)	N/A
5			Continue to work on Reflection Assignment (no points yet).	N/A
6		Lesson 06 Boundary Management Assignment		25
6		Submit your description and data collection plan for the Team Assessment Assignment and continue to work on this project (no points yet)		Ungraded
6		Submit Reflection Assignment		100
7	Lesson 07 Discussion Forum – Diversity Training			20
7			Continue to work on the Team Assessment Assignment (no points yet)	N/A
8	Lesson 08 Discussion Forum –Leadership			20
8		Lesson 08 Change Signature Assignment		25
8		Continue to work on the Team Assessment Assignment (no points yet)		N/A
9		Lesson 09 Part 1 Conflict Style Assignment		25
9	Discussion Forum 1 – Positional Negotiation Use AIM			20
9	Discussion Forum 2 – Interest-Based Negotiation Use AIM			20
9			Continue to work on the Team Assessment Assignment (no points yet)	N/A
10	Lesson 10 Issue-Selling Plan for Chris Peters Assignment			20
10		Lesson 10 Power Analysis Assignment		25
10		Submit Team Assessment Paper		100
10			Begin working on the Organizational Observation (no points yet)	N/A
11	Lesson 11 Part 2 Discussion Forum on Organizational Structure			20
11		Mapping Your Organization Survey		25
11			Continue working on the Organizational Observation (no points yet)	N/A
12	Lesson 12 Discussion Forum on Organizational Culture			10
12			Submit Organizational Observation	100
13	Lesson 13 Discussion Forum – Branch Rickey’s Change Initiative			20
13		Lesson 13 Strategy that Wouldn’t Change Assignment		25
13			Begin to work on the Aston Blair Case Study (no points yet)	N/A
14	Lesson 14 Discussion Forum – RU-486 Case			20
14		Lesson 14 Monarch Orchards Assignment		25
14			Continue to work on the Aston Blair Case Study (no points yet)	N/A
15	Lesson 15 Discussion Forum – Reflections			15
15		Submit the Aston Blair Case Study		120
				COURSE TOTAL 1000

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Assignments

Note that you will be using AIM for the Lesson 9 Assignment. Instructions for using this free software program are included on the course Web site. You are responsible for reading them. If you need assistance with this software, please contact the World Campus HelpDesk.

Discussion Forums and Participation

Your participation will be evaluated based on two criteria: (1) Completing course readings and assignments on time and appropriately engaging with your team on course assignments, and (2) discussion forum participation. In order to get the most out of these forums, make sure to post early in the week and log in again to check and comment on other posts later in the week for each lesson timeframe. Your learning experience will be more rewarding if you log in to the course Web site and begin your lessons early in the week.

Organizational Observations

You will be required to submit two Organizational Observation papers. In these papers you will report on an observation of a course concept in action. These papers will be assessed on how well they apply the course concept and how well the application informs recommended future action.

Each paper should be 3-5 pages (double spaced, 12pt font).

Team Assessment Paper

You will assess the daily activity of an organizational team. You will evaluate the situation and make recommendations for improvement. Included in this paper should be some proposed personal action steps that will improve future performance of the group. This paper should not exceed 10 pages (double-spaced, 12 pt font).

Final Paper Case Analysis

You will analyze a case study provided in the course. Your analysis should draw from concepts covered in the course. The analysis will be evaluated on your selection of course concepts, application of the concepts, and whether your recommendations follow logically from your analysis.

Students please note: The Department of Labor Studies and Employment Relations does not view Wikipedia as a valid source for information cited in academic work. It can be a useful tool for quickly finding general information on subjects or as a starting point for research. However, students should not cite Wikipedia as a source in papers, reports, assignments, etc.

Some of your assignments will include Group Work. Please read this helpful information on working in teams and groups. Note that some group assignments require that you fill out a Peer Evaluation Form on each of your teammates and one on yourself. Note that failure to complete and submit the Peer Evaluation Forms will adversely affect your grade.

Assignments are due by 11:59 p.m. Eastern Time on the date listed on the Course Schedule, unless otherwise noted. Late assignments will be marked down one grade. Assignments that are more than one day late will not be accepted without prior approval.

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Academic Integrity

According to Penn State policy G-9: Academic Integrity (for undergraduate students in undergraduate courses) and policy GCAC-805 Academic Integrity (for graduate students and undergraduate students in graduate courses), an academic integrity violation is â€œan intentional, unintentional, or attempted violation of course or assessment policies to gain an academic advantage or to advantage or disadvantage another student academically.â€ Unless your instructor tells you otherwise, you must complete all course work entirely on your own, using only sources that have been permitted by your instructor, and you may not assist other students with papers, quizzes, exams, or other assessments. If your instructor allows you to use ideas, images, or word phrases created by another person (e.g., from Course Hero or Chegg) or by generative technology, such as ChatGPT, you must identify their source. You may not submit false or fabricated information, use the same academic work for credit in multiple courses, or share instructional content. Students with questions about academic integrity should ask their instructor before submitting work.

Students facing allegations of academic misconduct may not drop/withdraw from the affected course unless they are cleared of wrongdoing (see G-9: Academic Integrity or GCAC-805 Academic Integrity as appropriate). Attempted drops will be prevented or reversed, and students will be expected to complete course work and meet course deadlines. Students who are found responsible for academic integrity violations face academic outcomes, which can be severe, and put themselves at jeopardy for other outcomes which may include ineligibility for Deanâ€™s List, pass/fail elections, and grade forgiveness. Students may also face consequences from their home/major program and/or The Schreyer Honors College.

How Academic Integrity Violations Are Handled
World Campus students are expected to act with civility and personal integrity; respect other students' dignity, rights, and property; and help create and maintain an environment in which all can succeed through the fruits of their own efforts. An environment of academic integrity is requisite to respect for oneself and others, as well as a civil community.

In cases where academic integrity is questioned, procedures allow a student to accept or contest/appeal the allegation. If a student chooses to contest/appeal the allegation, the case will then be managed by the respective school, college or campus Academic Integrity Committee. Review procedures may vary by college, campus, or school, but all follow the aforementioned policies.

All academic integrity violations are referred to the Office of Student Accountability and Conflict Response, which may assign an educational intervention and/or apply a Formal Warning, Conduct Probation, Suspension, or Expulsion.

Information about Penn State's academic integrity policy is included in the information that students receive upon enrolling in a course. To obtain that information in advance of enrolling in a course, please contact us by going to the Contacts & Help page.

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Accommodating Disabilities

Penn State welcomes students with disabilities into the University’s educational programs. Every Penn State campus has an office for students with disabilities, including World Campus. The Disabilities and Accommodations section of the Chaiken Center for Student Success website provides World Campus students with information regarding how to request accommodations, documentation guidelines and eligibility, and appeals and complaints. For additional information, please visit the University's Student Disability Resources website.

In order to receive consideration for reasonable accommodations, you must contact the appropriate disability services office at the campus where you are officially enrolled, participate in an intake interview, and provide documentation. If the documentation supports your request for reasonable accommodations, your campus's disability services office will provide you with an accommodation letter. Please share this letter with your instructors and discuss the accommodations with them as early in your courses as possible. You must follow this process for every semester that you request accommodations.

Students with disabilities participating in internship, practicum, student teaching, or other experiential learning opportunities as part of their degree requirements may also be eligible for reasonable accommodations to ensure equal access and opportunity. These accommodations are determined through an interactive process involving the student, their University supervisor, and the site supervisor. Student Disability Resources can assist students with identifying potential barriers, facilitating accommodation requests, and coordinating with University supervisors to promote inclusive learning experiences.

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Additional Policies

For information about additional policies regarding Penn State Access Accounts; credit by examination; course tuition, fees, and refund schedules; and drops and withdrawals, please see the World Campus Student Center website.

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Disclaimer: Please note that the specifics of this Course Syllabus are subject to change, and you will be responsible for abiding by any such changes. Your instructor will notify you of any changes.