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Rev C5 – 4/16/2008

Course Syllabus

Course Information
OB6301
Introduction to Organizational Behavior
Online Spring 2008 – Fall 2008

Professor Contact Information


Dr. Sue Freedman suefreedman@utdallas.edu (Instructor of Record)
Dr. Marie Chevrier chevrier@utdallas.edu
Jim Newstead jrnewstead@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
Champoux, Joseph (2006) Organizational Behavior: Integrating Individuals, Groups and
Organizations, Thompson Southwestern, Mason OH. ISBN 0-324-32079-5 [an
acceptable alternative is Champoux, Joseph (2002) Organizational Behavior: Essential
Tenets, South-Western College Pub. ISBN 0324114893]

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Cialdini, Robert B. (2000) Influence: science and practice, 4th edition, Allyn & Bacon.
ISBN 0321011473
Lewicki, Roy; Barry, Bruce and Saunders, David (2006) Negotiation: readings, cases
and exercises, 5th edition, McGraw-Hill/Irwin. ISBN 0072973102
Lewicki, Roy; Saunders, David and Barry, Bruce (2005) Negotiation, 5th edition,
McGraw-Hill/Irwin ISBN 0072973072
McMahon, J. Timothy and Natemeyer, Walter E. (2001) Classics of Organizational
Behavior, third edition, Waveland Press. ISBN 1577661729
Verma, Vijay (1997) Managing the Project Team, Project Management Institute. ISBN
1880410427

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)
Goffee and Jones, Why Should Anyone Be Lead by You? (HBR R00506)
Goleman, Leadership that gets Results (HBR R00204)
Hill, Becoming the Boss (HBR R0701D)
Katzenbach & Smith, The Discipline of Teams (HBR 4428)
Krackhardt and Hanson, Informal Networks: The Company Behind the Chart (HBR
93406)
Hill and Elias, Karen Leary (HBR 9-487-020)
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
DVD: 12 Angry Men (1957) (student provided)

Suggested Course Materials


No additional

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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. Champoux, Chapter 1-4, Organizational
Behavior: History, behavior and the relationship accepted definitions of culture and structure to Culture
Culture, Ethics between OB and successful known organizations. 2. Gray and Larson, Chapter 3, Organization
(module #10) project management. • Recognize the complexity, challenge, and Structure and Culture
opportunity of the people side of project and 3. Briefly review the following 3 articles in the
February 11 - 17 enterprise management McMahon and Natemeyer textbook to get an
• Apply project leadership and change appreciation of early contributions to the
management insights to address relevant case field:
Dr. Freedman studies • Taylor, Principles of Scientific
Management
• Weber, Bureaucracy
(6371 Calendar) • Argyris, The Individual and the
Organization
Individual assignment
1. Submit on BlackBoard by March 1, 2008
11:59 pm to 3 to 5 page, singled spaced
summary of the topics listed below. Be
prepared to discuss your answers during the
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 that you have
seen about efforts to support that
policy.
5. Your company or organization’s
culture using the definitions in chapter
3 of the Gray and Larson textbook (
pages 72-75) graded assignment #1:
10 pts

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Title/ Date Overview Objectives Assignments


Team Assignment
1. Respond in writing to the following questions
regarding 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? (
come prepared to discuss on Feb.17)
− Respond to each of the questions
associated with the Moss and
McAdams Case, pages 84-87 of Gray
and Larson, and the Orion Case on
page 87-91 and be prepared to
present your answers at the web
conference.

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Title/ Date Overview Objectives Assignments


2. Teams, Influence This module explores the As a result of this module students will: Reading Assignment
and Socialization research and tools for 1. Recognize the roles of reciprocity, consistency 1. Gray and Larson, Chapter 11, “Managing
participating in and managing and commitment, and social proof in team Project Teams”
(module 11) effective teams. Students environment. 2. Champoux, Chapter 10, “Groups and
practice identifying and
2. Recognize and describe successful strategies Interpersonal Processes in Organizations”
March 3 - 9 applying the principles and tools
for building and exerting influence in a group. 3. McMahon and Natemeyer textbook:
of team processes to both
internal and external groups.
3. Identify and provide strategies for generating a. Schein, Groups and Intergroup
Dr. Freedman
the characteristics of successful project teams. Relationships
4. Analyze a functioning team in terms of: b. Tuckman and Jensen, Stages of
(6372 Calendar)
• Membership & Organizational Context Small Group Development
• Communications Individual Assignment
• Influence 1. Complete the Teams and Team
• Task & Maintenance Functions Processes (T&TP) worksheet based on
• Decision-Making the list on page 344 of the Gray and
• Conflict Management Larson textbook. Rate each item (1=not
• Atmosphere important to 5=critical) in terms of how
• Emotional Issues important you believe that item is to team
success.
2. List 1-2 strategies that you have used, or
seen used, to develop each of these
characteristics in a team. Upload to
Black board by March 8. 10 Points,
graded assignment #2
Team Assignment
Complete the assignments based on 12 Angry
Men film. See T & TP Worksheet B and 12
Angry Men Worksheet for details. Post on
BlackBoard by March 8.

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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
organizational design, and 2. Recognize the complex and dynamic 2. Katzenbach & Smith, The Discipline of
(module 17) organizational and project relationship between teams and the Teams (HBR 4428)
performance organizations in which they function 3. Beyerlien et al, The Ten Principles of
Apr. 21 - 27 3. Distinguish between teams and works groups Collaborative Organizations (furnished
and recognize the discipline requirements for article)
Dr. Freedman successful team and organizations.
4. Recognize and be able to develop successful Individual Assignment
(6372 Calendar) project teams, desirable team members, and 1. Use the Collaborative Organization
effective project meetings Assessment (hand out) to assess the
strengths and weaknesses of your
organization in terms of the collaborative
capacity. For three of the strengths and/or
challenges you identified, explain the factors
in your organization that are contributing to
those characteristics and list strategies you
believe will help improve the performance of
you organization in those areas. Submit via
Assignments on BlackBoard by midnight
April 26. 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
Kaztenbach’s definitions

Team Assignment
Complete Kerzner Office Equipment Case;
(G&L page 374) and Franklin Equipment,
(G&L page 377) Come prepared to present
your answers on the Web conference.

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Title/ Date Overview Objectives Assignments


4. The Nature of This module focuses on the The student will: 1. Read Chapter 1 in Lewicki, Saunders and
Conflict and nature of conflict; its causes and 1. Recognize the role of power, rights and Minton, Essentials of Negotiation
Negotiation consequences. Conflict negotiation in resolving conflicts
management styles and 2. Recognize the advantages of using 2. Complete the Personal Bargaining Inventory
(module 19) behaviors are discussed. negotiations to resolve conflicts questionnaire. Review the compiled results
Students will assess their own 3. Apply the negotiation process and post answers to questions on the
May 5 - 11 styles using validated 4. Analyze Interests, issues and positions Discussion Board.
instrumentation. Scientific 5. Complete the Alpha Project Simulation –
Dr. Chevrier concepts are introduced to help Defining the Problem
students better manage conflict
(6372 Calendar) and explore opportunities as well
as to enhance student ability to
secure their interests are met in
interpersonal transactions.

5. Personality, This module examines the As a result of this module students will: Reading Assignments
Perception, and definitions and roles of 1. Recognize the impact of perception on social 1. Champoux, Chapters 5: Perceptions Attitude,
Communication perception, personality and and professional relationships. and Personality) and 13: Communications
attitudes and the effects of each 2. Understand the basic types of personality Processes).
(module 27) on individual, team and according to Myers Briggs and the critical 2. HBR Article, Informal Networks: The
organizational behavior and characteristics of personality differences Company Behind the Chart (provided)
June 30 - July 6 communication. It also explores 3. Recognize the types and characteristics of
key concepts in communication various communication channels Individual Assignment
Dr. Freedman in organizational settings. 4. Types of & Barriers to Communication Come prepared to discuss the informal networks
5. Recognize the relationship between culture article, informal networks in your organization,
(6373 Calendar) and Communication and your own informal networks
6. Understand the power of informal networks in
organizations. Team Assignments
Team Task: complete PPC Worksheet A& B

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Title/ Date Overview Objectives Assignments


6. Motivation, The module reviews research As a result of this module students will: Reading Assignments
Rewards, and and practice on the use of 1. Apply the theories of Expectancy, Equity, Goal 1. Champoux Chapters 8 : Motivation:
Job Design rewards and recognition in the Setting and behavior modification to specific Cognitive &Behavioral Theories and
workplace. It also explores situations and choices regarding the Technigue & 9: Intrinsic Rewards and Job
(module 31) project roles and responsibilities management of employees Design
and the relationship of those to 2. Recognize and apply tactics related to
2. Gray and Larson Chapter 10: Being an
July 28 - Aug 3 effective rewards and recognition organizational currencies, networks,
in project management. sponsorship, team performance in the effective Project Manager and Chapter 11:
development of high performing project teams. Managing Project Teams
Dr. Freedman
3. Karen Leary, HBR 9-487-020
(6374 Calendar)
Individual Assignment
Complete online assessment (link posted in
Assignments on Blackboard) Submit on
BLACKBOARD by midnight Aug. 7. graded
assignment #4: 10 points)

Team Assignment
Complete Karen Leary Case Questions by
(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 midnight Aug 2 (graded
assignment #5: 10 points)

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Title/ Date Overview Objectives Assignments


7. 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. Champoux, Chapter 12
general and the particular influence
(module 43) application of leadership theory 2. Discuss the difference between leadership and 2. Gray and Larson, Chapter 10
to the discipline of project management. 3. John P. Kotter, HBS 90309
management. 3. Become familiar with a number of views on
Oct. 20-26 4. What Leaders Really Do
leadership
4. Examine their individual views of leadership 5. “It wasn’t about race—or was it?”HBR
Dr. Freedman and the define the type of leader they wish to Case Hill, Becoming the Boss BR R0701D
be. Individual Assignment
(6375 Calendar) 5. Recognize the complex roles and perspectives Complete: Case Analysis for: “It wasn’t about
required to lead an organization of highly race-- or was it?”
diverse people. 1. What are the key issues involved
here? Does Hope have a legitimate
issue? Does Dillon?
2. Trace the evolution of this episode
from the separate perspectives of
Hope and Dillon,
3. How and why did it become a
company-wide issue? What are the
underlying issues?
4. How should Jack resolve the issues –
outline both a short term and a long
term strategy.
5. What did you learn from this case
about leadership in organizations?
Submit on BlackBoard, October 25. Graded
assignment #6: 10 points
Team Assignment
1. Complete the Cases on pages 337-341
Gray and Larson and come prepared to
presentat Web conference.
2. Come to Web conference prepared to
discuss key points from the Kotter
article that you found relevant to the
discipline of project management

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Title/ Date Overview Objectives Assignments


8. Stress, At the end of this module, students will:
The module explores the Reading Assignment:
Organizational 1. Recognize the signs and effects of stress in
relationship of stress, change 1. Champoux, Chapter 16, Stress in
Change and themselves and others and apply strategies to
and leadership in organizational Organization and Chapter 18,
Leadership reduce that stress
and project environments. Organizational Change and Development
2. Recognize the relationship between change
(module 44) and risk and apply strategies to mitigate stress 2. Swartz and McCarty “Manage Your Energy,
related risk in individual, teams, and Not Your Time” HBR R0710B
Oct 27- Nov 2 organizations
3. Goleman, “Leadership that gets results”
Dr. Freedman 3. Differentiate between planned and unplanned 4. Jack Welch’s Second Wave HBR case
change
Individual Assignment
(6375 Calendar) 4. Develop strategies to manage their energy for Using the Leadership Style Checklist and what
productive work you learned from your 360 Competency project,
describe:
5. Recognize and apply strategies for successful
change management. 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.
4. Come prepared to give a five to 10
minute informal presentation on the
topic (bring to web conference).

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
framework. Could his performance have
been improved? (submit answers to both

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questions to Black Board by midnight
Nov 1. Graded assignment #7 : 10 pts

9. Decision Making This module explores various As a result of this module students will: Reading Assignments
in Organizations models of decision making in 1. Recognize and be able to apply the most 1. Champoux, Chapter 14: Decision Making
organizations as well as tools for common approaches to decision-making in and Problem Solving Processes Review
(module 45) making and managing project organizations and teams 2. Gray & Larson, Read about Responsibility
decisions. Matrices in, page 117-118 and Managing
2. Practice using critical decision making tools to
Nov 3- 9 Project Stakeholders on page 312-316
manage the quality and speed of team
decisions.
Mr. Newstead

(6375 Calendar)

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Title/ Date Overview Objectives Assignments


10. Power and As a result of this module, you will be able to: Reading Assignment:
This module explores power and
Politics
political behavior in ƒ Recognize and be able to apply the various 1. Champoux, chapter 15, Power and Political
organizations in general and in sources of power in organizations Behavior
(module 46)
project management 2. Salancik & Pfieffer: Who Gets Power – and
organization specifically. ƒ Recognize and be able to apply strategies for
Dec. 1-Dec. 7 building power within an organization. How They Hold On to It (McMahon &
Natemeyer 303-320)
Dr. Freedman ƒ Recognize and be able to counter political 3. French & Raven: The Bases of Social Power
strategies and tactics. (McMahon & Natemeyer: 253-265)
(6375 Calendar) ƒ Make choices about the ethical and unethical Team Assignment
use of power. 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
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 midnight Dec 6) Graded
assignment #8 : 10 points
Individual Assignment
1. Compare and contrast Erik Peterson and
Jack Welsh. Explain what they have in
common and what skills differentiate them.
2. A large company with whom you are

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Title/ Date Overview Objectives Assignments


somewhat 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)

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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 BlackBoardby 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 Sue
Feeedman [suefreedman@utdallas.edu].

Assignments Module Percentage Type Due Date


Company Intro to OB: History, 10 % Individual March 1st
Description Paper Culture & Ethics (#10)
Team Functioning Teams and Team 10 % Individual March 8
Worksheet Processes (#11)
Collaborative Personality, Perception, 10 % Individual March 26
Organization and Communication
Assessment (#27)
Karen Leary Case Motivation, Rewards, 10 % Team August 2
and Job Design (#31)
Online Assessment Motivation Rewards and 10% Individual August 7
Job Design (#31)
“It’s Not about Race” Leadership and 10 % Individual Oct. 25
Case Management (#43)
Jack Welsh Case Stress, Organizational 10% Team Nov. 2
Change and Leadership
(#44)
Erik Peterson Case Power and Politics (#46) 10 % Team Dec. 6
Ungraded Completion of class 20% Both Each class
participation preparation
assignments assignments and active
participation during
class

Technical Support

For assistance with BlackBoard, Elluminate, 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 BlackBoardor Elluminate.
They cannot help you – these products are supported by the Project Management Program.

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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

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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.

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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

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