SRJC Course Outlines

2/25/2024 12:52:02 AMBMG 62.4 Course Outline as of Fall 2008

New Course (First Version)
CATALOG INFORMATION

Discipline and Nbr:  BMG 62.4Title:  MANAGING WORKGROUPS  
Full Title:  Managing Workgroups
Last Reviewed:1/25/2021

UnitsCourse Hours per Week Nbr of WeeksCourse Hours Total
Maximum1.50Lecture Scheduled1.5017.5 max.Lecture Scheduled26.25
Minimum1.50Lab Scheduled03 min.Lab Scheduled0
 Contact DHR0 Contact DHR0
 Contact Total1.50 Contact Total26.25
 
 Non-contact DHR0 Non-contact DHR Total0

 Total Out of Class Hours:  52.50Total Student Learning Hours: 78.75 

Title 5 Category:  AA Degree Applicable
Grading:  Grade or P/NP
Repeatability:  00 - Two Repeats if Grade was D, F, NC, or NP
Also Listed As: 
Formerly: 

Catalog Description:
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This course will enable students to determine characteristics of effective team leadership and participation after analyzing stages of group development and group roles, and to examine strategies for creating and maintaining high-performance teams.  

Prerequisites/Corequisites:


Recommended Preparation:
Eligibility for ENGL 100 or ESL 100

Limits on Enrollment:

Schedule of Classes Information
Description: Untitled document
This course will enable students to determine characteristics of effective team leadership and participation after analyzing stages of group development and group roles, and to examine strategies for creating and maintaining high-performance teams.  
(Grade or P/NP)

Prerequisites:
Recommended:Eligibility for ENGL 100 or ESL 100
Limits on Enrollment:
Transfer Credit:CSU;
Repeatability:00 - Two Repeats if Grade was D, F, NC, or NP

ARTICULATION, MAJOR, and CERTIFICATION INFORMATION

Associate Degree:Effective:Inactive:
 Area:
 
CSU GE:Transfer Area Effective:Inactive:
 
IGETC:Transfer Area Effective:Inactive:
 
CSU Transfer:TransferableEffective:Fall 2008Inactive:
 
UC Transfer:Effective:Inactive:
 
C-ID:

Certificate/Major Applicable: Both Certificate and Major Applicable



COURSE CONTENT

Outcomes and Objectives:
At the conclusion of this course, the student should be able to:
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1. Distinguish among the four stages of group/team
development
2. Differentiate between typical roles within groups/teams
3. Identify and apply skills associated with being a productive team
member
4. Identify and evaluate characteristics of an effective team leader
5. Create a group/team mission statement and vision statement
6. Assess conflict management strategies for groups/teams
7. Compare evaluation instruments for group/team performance and select
appropriate evaluation instruments for specific groups/teams
8. Create reward systems for groups/teams within specific organizations
9. Assess whether a meeting is needed and create alternatives to holding a
meeting
10. Differentiate between three meeting types and the skills needed for
running each type
11. Plan a meeting, prepare an agenda, and produce a congruent logistics
plan
12. Appraise the eleven functions of a facilitative meeting leader
13. Evaluate the effectiveness of a recently concluded meeting  

Topics and Scope
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1. Study the four stages of group development
    a. Forming
   b. Storming
   c. Norming
   d. Performing
2. Group roles and group dynamics
3. Effective team member skills
   a. Communication skills
   b. Organizational skills
4. Effective leader characteristics
    a. Listening skills
   b. Empathetic skills
5. Creating high-performance teams
6. Group definition and planning:  Mission statements and vision statements
7. Norms and methods used to influence groups/teams
8. Group conflict
   a. Sources of conflict in groups/teams
    b. Conflict management strategies
9. Controlling workgroups
   a. Instruments for evaluating group/team performance
    b. Recognition and reward systems for groups/teams  

Assignments:
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1. Reading, approximately 20-40 pages per week (or 60-120 pages total)
2. Workbook exercises, approximately 4-5 per week (or 12-15 total)
3. Writing assignments:
   a. Develop model for group dynamics (3-5 pages)
  b. Develop model for managing team meetings (3-5 pages)
4. Skill demonstrations:
   a. Meeting planning, agenda development, and follow-up documentation
  b. Practice meeting management techniques
  c. Dealing with group conflict
5. Case studies (1-3) with in-class participation and analysis
6. Quizzes (1-2)  

Methods of Evaluation/Basis of Grade.
Writing: Assessment tools that demonstrate writing skill and/or require students to select, organize and explain ideas in writing.Writing
25 - 35%
In-class written assignments, short essay question
Problem solving: Assessment tools, other than exams, that demonstrate competence in computational or non-computational problem solving skills.Problem Solving
20 - 25%
Group activities, workbook exercises, case studies
Skill Demonstrations: All skill-based and physical demonstrations used for assessment purposes including skill performance exams.Skill Demonstrations
20 - 40%
Role playing, skill-demonstrations
Exams: All forms of formal testing, other than skill performance exams.Exams
10 - 20%
Multiple choice, True/false, Short essays
Other: Includes any assessment tools that do not logically fit into the above categories.Other Category
5 - 15%
Participation in classroom activities


Representative Textbooks and Materials:
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Donald R. Brown and Donald Harvey. An Experiential Approach to Organization Development, seventh edition, Prentice Hall, 2005.
and
Instructor prepared materials

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