1/30/2009

Course Syllabus

Course Information
OB6301
Introduction to Organizational Behavior
Online Spring 2009

Professor Contact Information

Dr. Sue Freedman suefreedman@utdallas.edu (Instructor of Record)
Dr. Marie Chevrier chevrier@utdallas.edu

Course Pre-requisites, Co-requisites, and/or Other Restrictions

None

Course Description
This course introduces a variety of concepts, research, theories, and tools associated with human
behavior in organizations in the context of the project management environment. The course is
presented as a series of ten modules which are delivered at appropriate times in parallel with the
sequential project management core courses. Topics include an introduction to organizational
behavior, history, culture, and ethics; teams, influence and socialization; organizational culture
and design; the nature of conflict and negotiation; perception, personality, and communication;
motivation, rewards, and job design; leadership and management; stress, organizational change,
and leadership; decision making in organizations; and power and politics.

Student Learning Objectives/Outcomes

Students will be able to:
 Describe the application of organization behavior concepts, research, theories, and tools
in a project management environment
 Apply organizational behavior concepts, research, theories, and tools to specific project
management and leadership challenges in project-based organizations
 Develop and apply leadership and organizational design principles in organizational
settings

Required Textbooks and Materials

Textbooks (purchased by student):
Clifford Gray and Erik Larson (2008) Project Management: The Managerial Process,
Fourth Edition, McGraw-Hill/Irwin. ISBN 0-07-334817-1
Lewicki, Roy J., Barry, Bruce and Saunders, David M. (2006) Essentials of Negotiation,
4th ed., New York: McGraw-Hill/Irwin ISBN-13 978-0073102764
Robbins, Stephen P. and Judge, Timothy A. (2009) Organizational Behavior,13th ed.,
Upper Saddle River, NJ: Pearson Prentice Hall. ISBN 13: 978-0-13-600717-3

Course Syllabus Page 1

1/30/2009

Verma, Vijay K. (1997) Managing the Project Team, Newtown Square, PA: Project
Management Institute. ISBN 1-880410-42-7 [available on PMI eReads and Reference]

Readings (provided on BlackBoard):

Bartlett and Elderkin, Jack Welch’s Second Wave (HBR 9-391-248)
Beers et al, The Strategy That Wouldn’t Travel (HBR 96602)
Beyerlien, Freedman, McGee, and Moran, The Ten Principles of Collaborative
Organizations (JOBE, sp 03)
Connor, Jeffrey, It Wasn't About Race, or Was It? (HBR R00502)
Gabarro, Erik Peterson (HBR 9-49-4005)
Goleman, Leadership that gets Results (HBR R00204)
Hill, Becoming the Boss (HBR R0701D)
Hill and Elias, Karen Leary (HBR 9-487-020)
Katzenbach & Smith, The Discipline of Teams (HBR 4428)
Krackhardt and Hanson, Informal Networks: The Company Behind the Chart (HBR
93406)
Swartz and McCarty, Manage Your Energy, Not Your Time (HBR R0710B)
The Team Process Observation Guide (excerpted from Arcono et.al. “Organizational
Behavior and Processes”
Media (purchase or borrow from your local library)
DVD: 12 Angry Men (1957)

Suggested Course Materials

No additional

Course Syllabus Page 2

 1/30/2009

Assignments & Academic Calendar

Title/ Date Overview Objectives Assignments

1. Introduction to This module introduces you to The students will: Reading Assignment
Organizational the study of organizational  Describe their organizations, applying 1. Robbins and Judge,
Behavior: History, behavior and the relationship accepted definitions of culture and structure to a. Chapter 1: What is Organizational
Culture, Ethics between OB and successful known organizations. Behavior?
project management.  Recognize the complexity, challenge, and b. Chapter 16: Foundations of
February 23 – March 1 opportunity of the people side of project and Organizational Structure
enterprise management c. Chapter 17, Organizational Culture
 Apply project leadership and change 2. Gray and Larson, Chapter 3, Organization
Dr. Freedman management insights to address relevant case Structure and Culture
studies

(6372 Calendar) Individual assignment

1. Submit on Blackboard by February 28,
2009 a 3 to 5 page, singled spaced
summary of the topics listed below. Be
prepared to discuss your answers during our
web conference:
1. Your company’s mission and/or vision
2. Objectives of your current project and
its relationship to the long term and/or
strategic objectives of your company
3. The project management structure of
your company
4. Your company’s written policy on ethics
and anything you have seen that
demonstrates the policy is or is not
taken seriously.
5. Your company’s or organization’s
culture using the definitions in chapter 3
of the Gray and Larson textbook.
Include a chart rating your organization
on the various dimensions as well as a
short discussion on your reasons for
those ratings. Graded assignment #1:
10 pts

See Team Assignment on next page…

Course Syllabus Page 3

1/30/2009

Title/ Date Overview Objectives Assignments

Team Assignment
1. Submit on Blackboard by February 28,
2009 a written response to the following
questions regarding Michael Beers: The
Strategy that Wouldn’t Travel
 What elements of the “new” model did
Jimenez introduce at the Wichita plant?
 What are the key issues she now faces
in Lubbock?
 What are the root causes of her
dilemma?
 What actions would you recommend to
get things back on track?
 What skills should Jimenez Develop?

2. Prepare responses to each of the questions

associated with the Moss and McAdams
Case and the Orion Case at the end of
chapter 3 in Gary and Larson and be
prepared to present your answers at our
web conference.

Course Syllabus Page 4

 1/30/2009

Title/ Date Overview Objectives Assignments

2. Teams, Influence This module explores the
and Socialization research and tools for
participating in and managing
March 2 - 8 effective teams. Students
practice identifying and
Dr. Freedman applying the principles and tools
of team processes to both
internal and external groups.
(6372 Calendar)
As a result of this module students will: Reading Assignment
1. Recognize the roles of reciprocity, consistency 1. Gray and Larson, Chapter 11, Managing
and commitment, and social proof in team Project Teams
environment. 2. Robbins and Judge, Chapter 9:
2. Recognize and describe successful strategies “Foundations of Group Behavior and ,
for building and exerting influence in a group. Chapter 10, Understanding Work Teams
3. Identify and provide strategies for generating 3. The Team Process Observation Guide
the characteristics of successful project teams.
4. Analyze a functioning team in terms of:
Individual Assignment
 Membership & Organizational Context
1. Complete the Teams Influence and
 Communications
Socialization Processes (TI&S) worksheet
 Influence which is based on the list in chapter 11 of
 Task & Maintenance Functions the Gray and Larson textbook. Rate each
 Decision-Making item (1=not important to 5=critical) in
 Conflict Management terms of how important you believe that
 Atmosphere item is to team success.
 Emotional Issues 2. List 1-2 strategies that you have used, or
seen used, to develop each of these
characteristics in a team. Submit on
Blackboard by March 7. 10 Points,
graded assignment #2

Team Assignment
Complete the assignments based on the film,12
Angry Men. See TI&S Worksheet B 12 Angry
Men Worksheet for details. Post on
Blackboard by March 7.

Course Syllabus Page 5

 1/30/2009

Title/ Date Overview Objectives Assignments

3. Organizational The module explores the At the end of this module, students will: Reading Assignment
Culture and relationship between 1. Apply the Model of Team Effectiveness to 1. Gray and Larson, Chapter 11, Managing
Design organizational culture, project teams and organizations. Project Teams (review)
organizational design, and 2. Recognize the complex and dynamic 2. Robbins and Judge, Chapter 16,
March 16 - 22 organizational and project relationship between teams and the Foundations of Organizational Structure
performance organizations in which they function 3. Katzenbach & Smith, The Discipline of
Dr. Freedman 3. Distinguish between teams and works groups Teams (HBR 4428)
and recognize the discipline requirements for 4. Beyerlein et al, The Ten Principles of
(6372 Calendar) successful team and organizations. Collaborative Organizations (furnished
4. Recognize and be able to develop successful article)
project teams, desirable team members, and
effective project meetings Individual Assignment
1. Use the Collaborative Organization
Assessment to access the strengths and
weaknesses of your organization in terms of
the capacity to collaborate effectively around
projects and related actions. For three of the
strengths and/or challenges you identified,
explain the factors in your organization that
are contributing to those characteristics and
delineate strategies you believe will help
improve the performance of your
organization in those three areas. Submit via
Assignments on Blackboard by Mar 21.
Graded assignment #3: 10 points)
2. Come to our web conference prepared to
define the extent to which your project works
as a team and a work group according to
Katzenbach’s definitions

Team Assignment
Complete Kerzner Office Equipment Case
and Franklin Equipment case at the end of
chapter 11 in Gray and Larson. Come
prepared to present your answers at our
web conference.

Course Syllabus Page 6

 1/30/2009
Title/ Date Overview
4. The Nature of This module focuses on the
Conflict and nature of conflict; its causes and
Negotiation consequences. Conflict
management styles and
June 1 - 7 behaviors are discussed.
Dr. Chevrier Students will assess their own
styles using validated
(6373 Calendar) instrumentation. Recognized
concepts are introduced to help
students better manage conflict
and explore opportunities as well
as to enhance student ability to
secure their interests are met in
interpersonal transactions.
5. Decision Making This module explores various
in Organizations models of decision making in
organizations as well as tools for
June 29 – July 5 making and managing project
decisions.
Dr. Freedman
(6373 Calendar)
Course Syllabus
Objectives
The student will:
1. Recognize the role of power, rights and
negotiation in resolving conflicts
2. Recognize the advantages of using
negotiations to resolve conflicts
3. Apply the negotiation process
4. Analyze interests, issues and positions
5. Complete the Alpha Project Simulation –
Defining the Problem
As a result of this module students will:
1. Recognize and be able to apply the most
common approaches to decision-making in
organizations and teams
2. Practice using critical decision making tools to
manage the quality and speed of team
decisions.
3. Clearly understand the expectations and
impact of decisions on peers, subordinates,
shareholders and stakeholders
Page 7
Assignments
Reading Assignments
Lewicki, Saunders and Minton, Chapter 1 The
Nature of Negotitation
Individual Assignment
Complete the Personal Bargaining Inventory
questionnaire. Review the compiled results and
post answers to questions on the Discussion
Board by June 6.
Reading Assignments
1. Robbins and Judge, Chapter 5: Perception
and Individual Decision Making
2. Verma, Chapter 4, section on “Effective
Team Decision-Making,” pages 171-182
3. Gray & Larson, Read about Responsibility
Matrices and Managing Project
Stakeholders in Chapter 10.
Individual Assignment
Complete the DMO Worksheet A and bring to
our web conference.
Team Assignment
Using the form found on DMO worksheet B,
prepare a responsibility chart for building the
WBS for Prof. Szot’s class. Come prepared to
present the chart at our web conference.
 1/30/2009

Title/ Date Overview Objectives Assignments

6. Personality and This module examines the
Communication definitions and roles of
perception, personality and
July 6 - 12 attitudes and the effects of each
on individual, team and
Dr. Freedman organizational behavior and
communication. It also explores
(6373 Calendar) key concepts in communication
in organizational settings.
As a result of this module students will:
1. Understand the basic types of personality
according to Myers Briggs and the critical
characteristics of personality differences
2. Recognize the types and characteristics of
various communication channels
3. Recognize the types of & barriers to
communication
4. Recognize the relationship between culture
and communication
5. Understand the power of informal networks in
organizations.
Reading Assignments
1. Robbins & Judge:
 Chapter 4 Personality and Values
 Chapter 11 Communication.
2. Krackhardt and Hanson, Informal Networks:
The Company Behind the Chart
Individual Assignment
1. Complete the 5 online self assessments
under the “Personality Insights” and the 8
instruments under “Working with Others” (2
under communication and 6 Leadership and
Team Skills
2. Be prepared to discuss the informal
networks article, informal networks in your
organization, and your own informal
networks during the web conference

Team Assignments
1. Using the results of your individual
assessments (see above) and the results of
your Team Functioning Assessment, make a
plan to improve your school work team’s
performance. List what you is working well
within your team, practices that you are
going to keep, practices that you are you are
going to start, and practices that you are
going to stop. Prepare a report to be shared
at our Web Conference.
2. Complete P&C Worksheet and bring to our
web conference

Course Syllabus Page 8

 1/30/2009

Title/ Date Overview Objectives Assignments

7. Motivation, The module reviews research
Rewards, and and practice on the use of
Job Design rewards and recognition in the
workplace. It also explores
July 27 - Aug 2 project roles and responsibilities
and the relationship of those to
Dr. Freedman effective rewards and recognition
in project management.
(6374 Calendar)
As a result of this module students will: Reading Assignments
1. Apply the theories of Expectancy, Equity, Goal 1.
Setting and behavior modification to specific
situations and choices regarding the
management of employees
2. Recognize and apply tactics related to
organizational currencies, networks, 2.
sponsorship, team performance in the
development of high performing project teams.
Robbins and Judge:
 Chapter 6: Motivation Concepts
 Chapter 7: Motivation: From Concepts to
Applications
Gray and Larson
 Chapter 10: Being an effective Project
Manager
 Chapter 11: Managing Project Teams
 Hill and Elias, Karen Leary, HBR 9-487-
020

Individual Assignment
Complete online assessment (link posted in
Assignments on Blackboard) Blackboard by
Aug. 10 (graded assignment #4: 10 points). This
test covers Gray and Larson Chapters 10 and
11.

Team Assignment
Complete Karen Leary Case questions in bullet
format
1. Describe the agenda, style and
effectiveness of:
 Karen Leary as general manager of the
Elmville Branch
 Ted Chung’s in his position.
2. Explain why Karen Leary and Ted Chung
are having a problem. Explain the situation
and its challenges in terms of the theories of
expectancy, equity, goal setting and
behavior modification.
3. What decisions should Karen Leary make
about Ted Chung’s office request? Why?
Again, justify your recommendations based
on the theories listed above.
4. What additional actions would you
recommend in this situation? Submit on
Blackboard by Aug 1 (graded assignment
#5: 10 points)

Course Syllabus Page 9

 1/30/2009

Title/ Date Overview Objectives Assignments

8. Leadership & The session explores the At the end of this module, students will: Reading Assignment
Management foundation of leadership in 1. Define leadership and its relationship to 1. Robbins and Judge
general and the particular influence  Chapter 12; Basic Approaches to
application of leadership theory 2. Discuss the difference between leadership and Leadership
Sept. 7 - 13 management.
to the discipline of project  Chapter 13: Contemporary Issues in
management. 3. Become familiar with a number of views on Leadership
Dr. Freedman leadership 2. Gray and Larson, Chapter 10: Leadership:
4. Examine their individual views of leadership Being an Effective Project Manager.
(6374 Calendar) and define the type of leader they wish to be. 3. Connor, It wasn’t about race—or was it?”
5. Recognize the complex roles and perspectives HBR R00502
required to lead an organization of highly 4. Hill, Becoming the Boss, HBR R0701D
diverse people.
Individual Assignment
Complete: Case Analysis for: “It wasn’t about
race-- or was it?”
1. What are the key issues involved here?
Does Hope have a legitimate issue? Does
Dillon?
2. How and why did it become a company-wide
issue? What are the underlying issues
involved here?
3. Using the information from readings, as well
as your own experience, outline what Jack
should do to address this situation. Discuss
both immediate and long range goals and
strategies.
Submit on Blackboard, September 12.
Graded assignment #6: 10 points

Team Assignment
1. Complete the Western Oceanography Case
at the end of Gray and Larson chapter 10
and come prepared to present at our web
conference.
2. Come to web conference prepared to
discuss key points from the readings that
you found relevant to the discipline of project
and organizational leadership

Course Syllabus Page 10

 1/30/2009

Title/ Date Overview Objectives Assignments

9. Stress, At the end of this module, students will:
The module explores the 1. Recognize the signs and effects of stress in Reading Assignment:
Organizational
relationship of stress, change themselves and others and apply strategies to 1. Robbins and Judge, Chapter 19,
Change and
and leadership in organizational reduce that stress Organizational Change and Stress
Leadership
and project environments. 2. Recognize the relationship between change Management Development
and risk and apply strategies to mitigate stress 2. Swartz and McCarty “Manage Your Energy,
Sept. 14 - 20
related risk in individual, teams, and Not Your Time” HBR R0710B
organizations 3. Goleman, “Leadership that gets results”
Dr. Freedman
3. Differentiate between planned and unplanned 4. Bartlett and Elderkin, “Jack Welch’s Second
change Wave” HBR 9-391-248
(6374 Calendar)
4. Develop strategies to manage their energy for Individual Assignment
productive work Using the Leadership Style Checklist and what
5. Recognize and apply strategies for successful you have learned about leadership and project
change management. management, describe:
1. What you have learned to do differently as a
project leader in the that last nine months
2. What you have learned to do differently in
terms of managing your energy, and
3. What you hope to do differently in the next
year (both on energy and leadership).
Come to our web conference prepared to give a
5 to 10 minute informal presentation on the topic

Team Assignment
1. Using Goleman’s typology, analyze the
evolution of Welch’s management style and
priorities from 1981, when he first became
CEO, to the end of the case in 1991. Was
his style consistent or did he adapt to
changing situations and requirements?
Support your analysis with specific
examples.
2. Evaluate Welsh’s performance as a
transformation leader, using Kotter’s and
House’s findings. How could his
performance have been improved? (submit
answers to both questions to Blackboard
by September 19. Graded assignment #7:
10 pts

Course Syllabus Page 11

 1/30/2009

Title/ Date Overview Objectives Assignments

10. Power and As a result of this module, students will: Reading Assignment:
This module explores power and
Politics
political behavior in 1. Recognize and be able to apply the various 1. Robbins and Judge, Chapter 14, Power and
organizations in general and in sources of power in organizations Politics
Jan. 11 - 17
project management 2. Gabarro, Eric Peterson Case, HBR 9-49-
organizations specifically. 2. Recognize and be able to apply strategies for 4005)
Dr. Freedman building power within an organization.
Individual Assignment
(6376 Calendar) 3. Recognize and be able to counter political
strategies and tactics. 1. Compare and contrast Erik Peterson and
Jack Welsh. Explain what they have in
4. Make choices about the ethical and unethical common and what skills differentiate them.
use of power. (bring to web conference)
2. A large company with whom you are familiar
has just merged with an Indian company of
similar size. Jack Welsh and Eric Peterson
have each been suggested as someone
who can lead the company through this
transition. Discounting any age or industry
differences, recommend which of the two
you would pick and explain your choice.
(bring to web conference)

Team Assignment
Address the following questions on the Erik
Peterson case.
1. Erik Peterson is the general manager of
GMCT. How much power does he really
have? What are its sources? How
effectively has he used his power?
2. What kinds of communications issues are
apparent in this situation? How have they
contributed to Erik’s problems?
3. Who has real political power is this
organization? Who are Erik’ allies and
supporters? How are they helping him? Who
are his challengers? How are they hurting
him?
4. The environment is rife with conflict. What

Course Syllabus Page 12

1/30/2009

Title/ Date Overview Objectives Assignments

are Erik’s top five challenges? Analyze the
relationships and identify the sources of
conflict.
5. What kinds of political strategies would you
recommend to Erik?

Submit to Blackboard by Jan 16)

Graded assignment #8 : 10 points

Course Syllabus Page 13

1/30/2009

Grading Policy
Your grade for OB6301 consists of graded assignments (80%) and credit for class participation (20%). You
will earn 20 points for class participation if you complete all the ungraded team and individual assignments
and attend all the web conferences. You are allowed to miss one class or not do one not-graded assignment
to earn the 20 class participation points. Following that one missed web conference or skipped ungraded
assignment, you will lose 3 points for each subsequent missed web conference or skipped un-graded
assignment.

Graded assignments should be posted to Blackboard by midnight of the day listed. If you do not find a link,
e-mail Dave Wurmstein [wurm@utdallas.edu], Carolyn Cooper-Murriel [carolync@utdallas.edu] and Dr.
Feeedman [suefreedman@utdallas.edu]. E-mail Dr. Freedman with any questions.

All OB6301 web conferences are held on Sundays at 5 PM Central Time. Please refer to your program
schedule for web conference dates. All but two of these are held on the Sunday following the Monday on
which the module is scheduled to start.

Assignments Module Percentage Type Due Date

Company Intro to OB: History,
10% Individual February 28
Description Paper Culture & Ethics (M1)
Team Functioning Teams and Team
10% Individual March 7
Worksheet Processes (M2)
Collaborative Personality, Perception,
Organization and Communication 10% Individual March 21
Assessment (M3)
Motivation, Rewards,
Karen Leary Case 10% Team August 1
and Job Design (M7)
Motivation Rewards and
Online Assessment 10% Individual August 10
Job Design (M7)
“It’s Not about Race” Leadership and
10% Individual Sept. 12
Case Management (M8)
Stress, Organizational
Jack Welsh Case Change and Leadership 10% Team Sept. 19
(M9)
Power and Politics
Erik Peterson Case 10% Team Jan. 16
(M10)
Completion of class
preparation
Participation See module
assignments and active 20% Both
assignments assignments
participation during web
conferences (M1-10)

Technical Support

For assistance with BlackBoard, Connect, and other Project Management Program technology
issues, e-mail Dave Wurmstein [wurm@utdallas.edu] and Carolyn Cooper-Murriel
[carolync@utdallas.edu].

If you experience any problems with your UTD account you may send an email to
assist@utdallas.edu or call the UTD Computer Helpdesk at 972-883-2911. Do not contact the
UTD Computer Helpdesk for questions about or problems with Blackboard or Connect.
They cannot help you – these products are supported by the Project Management Program.

Course Syllabus Page 14

1/30/2009

University Policies

Student Conduct & Discipline

The University of Texas System and The University of Texas at Dallas have rules and regulations
for the orderly and efficient conduct of their business. It is the responsibility of each student and
each student organization to be knowledgeable about the rules and regulations which govern
student conduct and activities. General information on student conduct and discipline is contained
in the UTD printed publication, A to Z Guide, which is provided to all registered students each
academic year.

The University of Texas at Dallas administers student discipline within the procedures of
recognized and established due process. Procedures are defined and described in the Rules and
Regulations, Series 50000, Board of Regents, The University of Texas System, and in Title V,
Rules on Student Services and Activities of the university’s Handbook of Operating Procedures.
Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations (SU 1.602, 972/883-6391) and online at
http://www.utdallas.edu/judicialaffairs/UTDJudicialAffairs-HOPV.html

A student at the university neither loses the rights nor escapes the responsibilities of citizenship.
He or she is expected to obey federal, state, and local laws as well as the Regents’ Rules,
university regulations, and administrative rules. Students are subject to discipline for violating the
standards of conduct whether such conduct takes place on or off campus, or whether civil or
criminal penalties are also imposed for such conduct.

Academic Integrity

The faculty expects from its students a high level of responsibility and academic honesty. Because
the value of an academic degree depends upon the absolute integrity of the work done by the
student for that degree, it is imperative that a student demonstrate a high standard of individual
honor in his or her scholastic work.

Scholastic Dishonesty, any student who commits an act of scholastic dishonesty is subject to
discipline. Scholastic dishonesty includes but is not limited to cheating, plagiarism, collusion, the
submission for credit of any work or materials that are attributable in whole or in part to another
person, taking an examination for another person, any act designed to give unfair advantage to a
student or the attempt to commit such acts.

Plagiarism, especially from the web, from portions of papers for other classes, and from any other
source is unacceptable and will be dealt with under the university’s policy on plagiarism (see
general catalog for details). This course will use the resources of turnitin.com, which searches the
web for possible plagiarism and is over 90% effective.

Copyright Notice

The copyright law of the United States (Title 17, United States Code) governs the making of
photocopies or other reproductions of copyrighted materials, including music and software.
Copying, displaying, reproducing, or distributing copyrighted works may infringe the copyright
owner’s rights and such infringement is subject to appropriate disciplinary action as well as
criminal penalties provided by federal law. Usage of such material is only appropriate when that
usage constitutes “fair use” under the Copyright Act. As a UT Dallas student, you are required to
follow the institution’s copyright policy (Policy Memorandum 84-I.3-46). For more information
about the fair use exemption, see http://www.utsystem.edu/ogc/intellectualproperty/copypol2.htm

Course Syllabus Page 15

1/30/2009

Email Use

The University of Texas at Dallas recognizes the value and efficiency of communication between
faculty/staff and students through electronic mail. At the same time, email raises some issues
concerning security and the identity of each individual in an email exchange. The university
encourages all official student email correspondence be sent only to a student’s U.T. Dallas email
address and that faculty and staff consider email from students official only if it originates from a
UTD student account. This allows the university to maintain a high degree of confidence in the
identity of all individual corresponding and the security of the transmitted information. UTD
furnishes each student with a free email account that is to be used in all communication with
university personnel. The Department of Information Resources at U.T. Dallas provides a method
for students to have their U.T. Dallas mail forwarded to other accounts.

Withdrawal from Class

The administration of this institution has set deadlines for withdrawal of any college-level courses.
These dates and times are published in that semester's course catalog. Administration procedures
must be followed. It is the student's responsibility to handle withdrawal requirements from any
class. In other words, I cannot drop or withdraw any student. You must do the proper paperwork
to ensure that you will not receive a final grade of "F" in a course if you choose not to attend the
class once you are enrolled.

Student Grievance Procedures

Procedures for student grievances are found in Title V, Rules on Student Services and Activities,
of the university’s Handbook of Operating Procedures.

In attempting to resolve any student grievance regarding grades, evaluations, or other fulfillments
of academic responsibility, it is the obligation of the student first to make a serious effort to
resolve the matter with the instructor, supervisor, administrator, or committee with whom the
grievance originates (hereafter called “the respondent”). Individual faculty members retain
primary responsibility for assigning grades and evaluations. If the matter cannot be resolved at
that level, the grievance must be submitted in writing to the respondent with a copy of the
respondent’s School Dean. If the matter is not resolved by the written response provided by the
respondent, the student may submit a written appeal to the School Dean. If the grievance is not
resolved by the School Dean’s decision, the student may make a written appeal to the Dean of
Graduate or Undergraduate Education, and the deal will appoint and convene an Academic
Appeals Panel. The decision of the Academic Appeals Panel is final. The results of the academic
appeals process will be distributed to all involved parties.

Copies of these rules and regulations are available to students in the Office of the Dean of
Students, where staff members are available to assist students in interpreting the rules and
regulations.

Incomplete Grade Policy

As per university policy, incomplete grades will be granted only for work unavoidably missed at
the semester’s end and only if 70% of the course work has been completed. An incomplete grade
must be resolved within eight (8) weeks from the first day of the subsequent long semester. If the
required work to complete the course and to remove the incomplete grade is not submitted by the
specified deadline, the incomplete grade is changed automatically to a grade of F.

Course Syllabus Page 16

1/30/2009

Disability Services

The goal of Disability Services is to provide students with disabilities educational opportunities
equal to those of their non-disabled peers. Disability Services is located in room 1.610 in the
Student Union. Office hours are Monday and Thursday, 8:30 a.m. to 6:30 p.m.; Tuesday and
Wednesday, 8:30 a.m. to 7:30 p.m.; and Friday, 8:30 a.m. to 5:30 p.m.

The contact information for the Office of Disability Services is:

The University of Texas at Dallas, SU 22
PO Box 830688
Richardson, Texas 75083-0688
(972) 883-2098 (voice or TTY)
disabilityservice@utdallas.edu

If you anticipate issues related to the format or requirements of this course, please meet with the
Coordinator of Disability Services. The Coordinator is available to discuss ways to ensure your
full participation in the course. If you determine that formal, disability-related accommodations
are necessary, it is very important that you be registered with Disability Services to notify them of
your eligibility for reasonable accommodations. Disability Services can then plan how best to
coordinate your accommodations.

It is the student’s responsibility to notify his or her professors of the need for such an
accommodation. Disability Services provides students with letters to present to faculty members
to verify that the student has a disability and needs accommodations. Individuals requiring special
accommodation should contact the professor after class or during office hours.

Religious Holy Days

The University of Texas at Dallas will excuse a student from class or other required activities for
the travel to and observance of a religious holy day for a religion whose places of worship are
exempt from property tax under Section 11.20, Tax Code, Texas Code Annotated.

The student is encouraged to notify the instructor or activity sponsor as soon as possible regarding
the absence, preferably in advance of the assignment. The student, so excused, will be allowed to
take the exam or complete the assignment within a reasonable time after the absence: a period
equal to the length of the absence, up to a maximum of one week. A student who notifies the
instructor and completes any missed exam or assignment may not be penalized for the absence. A
student who fails to complete the exam or assignment within the prescribed period may receive a
failing grade for that exam or assignment.

If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose of
observing a religious holy day] or if there is similar disagreement about whether the student has
been given a reasonable time to complete any missed assignments or examinations, either the
student or the instructor may request a ruling from the chief executive officer of the institution, or
his or her designee. The chief executive officer or designee must take into account the legislative
intent of TEC 51.911(b), and the student and instructor will abide by the decision of the chief
executive officer or designee.

These descriptions and timelines are subject to change at the discretion of the Professor.

Course Syllabus Page 17