Course Oultine - BCIT HRMG 3050 (Wilf Ratzburg)

BRITISH COLUMBIA INSTITUTE OF TECHNOLOGY (School of Business)

COURSE OUTLINE FOR: HRMG 3050

DATE: Jan - Mar 2000

TAUGHT BY: Wilf Ratzburg
TAUGHT TO: Program: International Trade

Option: INTT 4

Term/Level: 3A

Total Weeks: 10

Total Hours: 50

Lecture: 2

Lab: 3

Instructor: Wilf Ratzburg
Office No. SE6-307	Phone: 925- 0730 preferred or (451-6755)
e- mail:Wilf_Ratzburg@bcit.ca	Fax: 925- 0730 preferred (listen to message first, then start fax) or 439-6700
Office Hours: AS POSTED

Pre-requisites: none

Course Description and Goals:

HRMG 3050 uses a workshop approach to explore day-to-day management issues, with specific focus on the management of human resources. Specifically, the course will examine issues from an international perspective. Topics include organizational behavior (motivation, leadership, small group behavior, team skills, conflict and conflict management, power and organizational politics and introducing organizational change), labour relations, and human resource management (job evaluation, recruitment, selection, compensation management, and performance appraisal).

Final Exam	40%
Participation	15%
Assignments	30%
Mid-term exam	15%

	COURSE OBJECTIVES: At the completion of this course, students will be able to…
1.		state why an understanding of human behavior in organizations is critical to a successful career in management
2.		describe some of the factors that influence personality
3.		apply and/or give examples of at least 4 theories of human motivation
4.		describe at least 4 factors that could effect an employee's level of job-related motivation
5.		give examples of how job design and employee motivation are interrelated
6.		apply motivational theories to resolve problems of employee absenteeism, turnover, stress, job satisfaction, job performance and organizational commitment
7.		apply Blanchard's modified situational leadership theory to the diagnosis and resolution of real leadership problems
8.		explain the need for power and politics in organizations
9.		analyze organizational leadership positions in order to determine a leader's source of power
10.		explain the difference between equity and equality from a coalition formation perspective
11.		demonstrate an ability to apply the Dependence Theory of Power in simulated bargaining exercises
12.		give examples -- using a model of communications -- of how communication in an organization can break down
13.		give examples of the four stages of group development
14.		distinguish between group norms and group roles
15.		describe the positive and negative aspects of group membership
16.		apply various strategies for managing intergroup conflict
17.		describe 5 reasons for doing a job analysis
18.		identify 5 uses of a job description
19.		list 5 sources of employees recruitment
20.		identify the key elements of a job application blank
21.		explain why selection criteria must be valid
22.		identify 3 performance appraisal instruments
23.		describe the relationship between job evaluations and compensation
24.		describe the positive and negative aspects of performance-based pay
25.		describe the role of unions in Canadian industry
26.		distinguish between arbitration and mediation

Course Record:

Developed by:	Wilf Ratzburg		Date:	January 1998
Revised by:	Wilf Ratzburg		Date:	January 2000

Text(s) and Equipment

Reference or Recommended:

· The students will be required to make reference to the Management text they used the previous year.

· The instructor will provide additional reading material

· Reading material will be supplemented by instructional software supplied by the instructor; and also available at the instructor’s website at

http://www .geocities.com/Athens/Forum/1650

Course Notes (Policies and Procedures)

· Assignments: Assignments must be done on an individual basis unless otherwise specified by the instructor.

· Attendance: The attendance policy as outlined in the current BCIT Calendar will be enforced.

· Course Outline Changes: The material specified in this course outline may be changed by the instructor. If changes are required, they will be announced to the class.

· Ethics: BCIT assumes that all students attending the Institute will follow a high standard of ethics. Incidents of cheating or plagiarism may, therefore, result in a grade of zero for the assignment, quiz, test, exam, or project for all parties involved and/or expulsion from the course.

· Illness: A doctor’s note is required for any illness causing you to miss assignments, quizzes, tests, projects or exams. At the discretion of the instructor, you may complete the work missed or have the work prorated (i.e. an average is given according to your performance throughout the course).

· Labs: Lab attendance is mandatory.

* This schedule is subject to change at the discretion of the instructor.

Week	Topics
1	Organizational Behavior: What is it? Individual Behavior in the Organization Discussion: employee behavior in the workplace 1. description of observed behavior 2. speculation about reasons for behaviors as observed 3. an examination of observed management behaviors and policies, and concomitant worker behaviors *Video: Final Offer* *Reading: Regimented Workers In China's Free Labor Market* *Peter Drucker: Employing the Whole Man* Motivation A Needs Approach Herzberg Hackman & Oldham Equity of Rewards in the Workplace Expectancy, Instrumentality, and Valence Case Study: "Predicting Harry’s Work Effort" -- McShane (p. 117) Assignment: Students write their own case studies (Equity and Expectancy Theories)
2- 3	Leadership Historical Review of the Study of Leadership Trait Theories Ohio State Studies Variations of this Approach Task versus People Orientation Situational Variables Contingency The Hersey and Blanchard Model *The Developmental Level of Followers* Questionnaire: Blanchard's Revised Model of Leadership Assignment: Students write their own case studies (illustrating two of the developmental levels posited by Blanchard’s model) Organization Power and Politics Power defined *Sources of Power* *Power as a Function of Dependence* Political Behavior in the Organization *Coalition Formation* *Control of Information* Coalition Formation Exercise *Discussion of Factors Influencing Decisions to Form Particular Coalitions* Relative Power Time Trust Commitment Negotiating Skills Return on Investment Personalities Intragroup Interactions Second bargaining exercise: 4 teams (2 buyers & 2 sellers)
4	Groups and Teams Formation of Groups Informal versus Formal Groups *Reasons for Joining Groups* Exercise: Group interaction analysis
5	Interpersonal and Organizational Communication A Model of Communication *Encoding and Decoding* *Feedback* *'Noise' During Transmission* Using the Appropriate Communications Medium Barriers to Effective Communication Language Semantics Filtering Cultural Differences Perception Taking Verbal Instructions Discussion of How this Exercise Demonstrates the Model of Communication The Hollow Square Exercise *Discussion of How Communications Helped or Hindered the Productivity in this Exercise* Organizational Conflict Conflict Defined *Goal Incompatibility* *Task Interdependence* Scarce Resources Benefits of Conflict Dysfunctional Nature of Organizational Conflict Interpersonal Approach to Conflict Management Structural Approach to Conflict Management The Case of the Ugli Apple
6	Human Resource Management: What is it? HR Themes, Functions & Activities *Planning* *Staffing* *Motivating* *Appraising* Compensating *Improving performance* Job Analysis Purpose of Job Analysis Collecting Job Analysis Data *Job- focused techniques* *Person- focused techniques* Job Descriptions Job Specifications Recruitment Purpose of Recruitment Recruitment and Employment Equity Human Rights Act Sources of Job Applicants *internal sources & methods* *external sources & methods* Selection The selection decision *criteria of success* *predictors of success* reliability validity Selection Instruments application blanks reference checks interviews tests work simulations medical & physical criteria
7	Performance Appraisal Purpose of Performance Appraisal Legal Issues *establishment of valid criteria* Performance Appraisal Methods *comparative or norm-referenced methods* *ratings / behavioral approaches* *product- oriented methods* Performance Appraisal Problems *organizational problems* *rater bias* *methodological errors* Compensation Purpose of Compensation Legal Considerations Wage Determinants *job evaluation* methodology establishing pay structure determining job classes Performance-based Pay Incentive Pay plans Merit Pay
8	Employee Rights Importance of Human Rights Legal Considerations Trends in Human Rights Labour Relations The Canadian Labour Relations System The Environmental Context of Labour Relations Unionization purpose and importance legal considerations organizing The Collective Bargaining Process union versus management strategies Conflict Resolution strikes & lockouts mediation & arbitration Contract Administration grievance issues grievance procedures
9	An International Perspective on HRM HRM Practices in Other Countries: A Summary
10	FINAL EXAM

Last updated: 01/09/05 09:56:28 AM