Supply Chain Program UTD 2011

Course Syllabus

Course Information
OB6301
Introduction to Organizational Behavior
Online Spring 2011

Professor Contact Information

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

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 environment. The course is presented as a
series of ten modules which are delivered at appropriate times as a part of the Supply Chain
executive education program. 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 and/or supply chain environment
• Apply organizational behavior concepts, research, theories, and tools to specific supply
chain and leadership challenges
• Develop and apply leadership and organizational design principles in organizational
settings

Required Textbooks and Materials

Textbooks (purchased by student):
Gray, Clifford and Larson, Erik. (2008). Project Management: The Managerial Process,
4th ed. New York: McGraw-Hill/Irwin. ISBN 0-07-334817-1 (International paperback
edition ISBN: 978-007-126626-0)
Robbins, Stephen P. and Judge, Timothy A. (2009). Organizational Behavior, 14th ed.
Upper Saddle River, NJ: Pearson Prentice Hall. ISBN 13: 978-0-13-600717-3 (earlier
editions are acceptable)

Readings (provided on BlackBoard):

Beers et al, The Strategy That Wouldn’t Travel (HBR 96602)

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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)
Kotter, What Leaders Really Do (HBR 90309)
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”)

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 and Viewing Assignment
Organizational the study of organizational • Describe their organizations, applying Assignments
Behavior: History, behavior and the relationship accepted definitions of culture and structure to 1. Robbins and Judge,
Culture, Ethics between OB and successful known organizations. a. Chapter 1: What is Organizational
project management. • Recognize the complexity, challenge, and Behavior?
March 13- April 17 opportunity of the people side of project and b. Chapter 16: Foundations of
enterprise management Organizational Structure
Dr. Freedman • Apply project leadership and change c. Chapter 17, Organizational Culture
management insights to address relevant case 2. Gray and Larson, Chapter 3, Organization
studies Structure and Culture
(6271 Calendar) 3. Beers et al, The Strategy that Wouldn’t
Travel
Individual assignment
Submit on Blackboard by 11:59 PM, April 16,
2011 a 3 to 5 page, singled spaced summary of
the topics listed below.

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 supply chain structure company
Your company’s written policy on ethics and
anything you have seen that demonstrates
the policy is or is not taken seriously.
4. 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: 15 pts

Team Assignments
Submit on Blackboard by 11:59 PM, April 16,
2010, a written response to the following

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Title/ Date Overview Objectives Assignments

questions regarding Michael Beers: The Strategy
that Wouldn’t Travel
1. What elements of the “new”
model did Jimenez introduce
at the Wichita plant?
2. What are the key issues she
now faces in Lubbock?
3. What are the root causes of
her dilemma?
4. What actions would you
recommend to get things back
on track?
5. What skills should Jimenez
develop?

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Title/ Date Overview Objectives Assignments

2. Organizational The module explores the At the end of this module, students will: Reading Assignment
Culture and relationship between 1. Recognize the complex and dynamic 1. Gray and Larson, Chapter 11, Managing
Design organizational culture, relationship between teams and the Project Teams (review)
organizational design, and organizations in which they function 2. Robbins and Judge, Chapter 16,
April 17 – May 8 organizational and project 2. Distinguish between teams and works groups Foundations of Organizational Structure
performance and recognize the discipline requirements for 3. Katzenbach & Smith, The Discipline of
successful team and organizations. Teams (HBR 4428)
3. Recognize and be able to develop successful 4. Beyerlein et al, The Ten Principles of
Dr. Freedman project teams, desirable team members, and Collaborative Organizations (furnished
effective project meetings article)

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
group functions as a team or a work group
according to Katzenbach’s definitions via
Assignments on Blackboard by 11:59 PM,
May 7. Graded assignment #2: 10 points)
1. Come to our web conference on May 8
prepared to define the extent to which your
class team and your work

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Title/ Date Overview
3. Teams, Influence This module explores the
and Socialization research and tools for
participating in and managing
May 9 – May 22 effective teams. Students
practice identifying and
applying the principles and tools
of team processes to both
internal and external groups.
4. Decision Making This module explores various
in Organizations models of decision making in
organizations as well as tools for
May 23 – June 12 making and managing project
decisions.
Dr. Freedman
OB6301 Online Spring 2011
Supply Chain Program UTD 2011
Objectives
As a result of this module students will:
1. Recognize the roles of reciprocity, consistency
and commitment, and social proof in team
environment.
2. Recognize and describe successful strategies
for building and exerting influence in a group.
3. Identify and provide strategies for generating
the characteristics of successful project teams.
4. Analyze a functioning team in terms of:
• Membership & Organizational Context
• Communications
• Influence
• Task & Maintenance Functions
• Decision-Making
• Conflict Management
• Atmosphere
• Emotional Issues
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 6
Assignments
Reading Assignment
1. Gray and Larson, Chapter 11, Managing
Project Teams
2. Robbins and Judge, Chapter 9:
“Foundations of Group Behavior and ,
Chapter 10, Understanding Work Teams
3. The Team Process Observation Guide
Individual Assignment
1. Complete the Teams Influence and
Socialization Processes (TI&S) worksheet
which is based on the list in chapter 11 of
the Gray and Larson textbook. Rate each
item (1=not important to 5=critical) in
terms of how 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. Submit on
Blackboard by 11:59 PM, May 22.
Reading Assignments
1. Robbins and Judge, Chapter 5: Perception
and Individual Decision Making
2. Gray & Larson, Read about Responsibility
Matrices and Managing Project
Stakeholders in Chapter 10.
Individual Assignment
Complete the DMO Worksheet A and bring to
our June class
Team Assignment
Using the form found on DMO Worksheet B,
prepare a responsibility chart for your next Team
Task and bring to our June class
 Supply Chain Program UTD 2011

Title/ Date Overview Objectives Assignments

5. Personality and This module examines the
Communication definitions and roles of
perception, personality and
th
June 9 AM attitudes and the effects of each
on individual, team and
Dr. Freedman organizational behavior and
communication. It also explores
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
• Complete the 5 online self assessments
under the “Personality Insights” and the
8 instruments under “Working with
Others” (2 under communication and 6
under Leadership and Team Skills and
bring to class
• Be prepared to discuss the informal
networks article, informal networks in
your organization, and your own
informal networks
Team Assignments (inclass activities)
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 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.
2. Complete P&C Worksheet

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Title/ Date Overview
6. Conflict and This session focuses on the
Negotiation nature of conflict; its causes and
consequences. Conflict
management styles and
behaviors are discussed.
th
June 9 PM Students will assess their own
styles using validated
instrumentation. Scientific
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.
OB6301 Online Spring 2011
Supply Chain Program UTD 2011
Objectives
Determine project goals, define project strategies;
obtain final acceptance of deliverables; contribute
to PM knowledge base; enhance individual
competence through professional learning; balance
stakeholders’ interests through fair resolution; and
interact with stakeholders in a fair and cooperative
manner.
At the end of this session, students will:
• Understand their personal conflict
management styles
• Understand the nature of conflict, its
causes, consequences & preventions
• Be able to recognize different conflict
management styles and behaviors.
• Understand how to secure their interests
in interpersonal transactions
Page 8
Assignments
Reading Assignments
1. Robbins & Judge:
• Chapter 14, Conflict and Negotiation
2. Gray and Larson:
• Review Chapters 10 and 11 with
special attention to The Kerzner
Sue Freedman 3/6/11 10:44 AM
Office Equipment Case and Franklin Deleted:
Equipment case at the in Managing
Project Teams Chapter in Gray and
come prepared to answer the
questions at the end of the chapter.

Title/ Date Overview
7. Motivation, The module reviews research
Rewards, and Job and practice on the use of
Design rewards and recognition in the
workplace. It also explores
project roles and responsibilities
and the relationship of those to
effective rewards and recognition
July 14 AM
in project management.
OB6301 Online Spring 2011
Supply Chain Program UTD 2011
Objectives
As a result of this module students will:
1. Apply the theories of Expectancy, Equity, Goal
Setting and behavior modification to specific
situations and choices regarding the
management of employees
2. Recognize and apply tactics related to
organizational currencies, networks,
sponsorship, team performance in the
development of high performing project teams.
Page 9
Assignments
Reading Assignments
1. Robbins and Judge:
• Chapter 6: Motivation Concepts
• Chapter 7: Motivation: From Concepts to
Applications
2. Gray and Larson
• Chapter 10: Being an effective Project
Manager
• Chapter 11: Managing Project Teams
3. Hill and Elias, Karen Leary, HBR 9-487-020
Individual Assignment
Complete online assessment (link posted in
Assignments on Blackboard) Blackboard by
11:59 PM, July 31, 2011(graded assignment #4:
10 points). This test covers the Gray and Larson
Chapters Management and Leadership
Team Assignment
Complete Karen Leary Case questions
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 BB
by 11.59PM on July 11 (graded
assignment #5: 10 points)
 Supply Chain Program UTD 2011

Title/ Date Overview Objectives Assignments

8. Leadership & The session explores the
Management foundation of leadership in
general and the particular
application of leadership theory
July 14 PM
to the discipline of project
management.
At the end of this module, students will:
1. Define leadership and its relationship to
influence
2. Discuss the difference between leadership and
management.
3. Become familiar with a number of views on
leadership
4. Examine their individual views of leadership
and define the type of leader they wish to be.
5. Recognize the complex roles and perspectives
required to lead an organization of highly
diverse people.
Reading Assignment
1. Robbins and Judge
• Chapter 12; Basic Approaches to
Leadership
• Chapter 13: Contemporary Issues in
Leadership
2. Gray and Larson, Chapter 10: Leadership:
Being an Effective Project Manager.
3. Connor, It wasn’t about race—or was it?”
HBR R00502
4. Hill, Becoming the Boss, HBR R0701D
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, 11:59 PM, July 11
before class starts for this week. Graded
assignment #6: 15 points

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

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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 18,
Change and
and leadership in organizational reduce that stress Organizational Change and Stress
Leadership
and project environments. 2. Recognize the relationship between change Management
and risk and apply strategies to mitigate stress 2. Swartz and McCarty “Manage Your
August 11 AM
related risk in individual, teams, and Energy, Not Your Time” HBR R0710B
organizations 3. Goleman, “Leadership that gets results”
3. Differentiate between planned and unplanned 4. Kotter, “What Leaders Really Do”
change 5. Bartlett and Elderkin, “Jack Welch’s
4. Develop strategies to manage their energy for Second Wave” HBR 9-391-248
productive work Individual Assignment
5. Recognize and apply strategies for successful Using the Leadership Style Checklist and what
change management. you have learned about leadership and supply
chain management, describe:
1. What you have learned to do differently
as a leader in the 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 class prepared to
give a 10-15 minute informal
presentation on the topic

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Title/ Date Overview Objectives Assignments

10. Power and
This module explores power and
Politics
political behavior in
organizations in general and in
August 11 PM
project based organizations
specifically.
As a result of this module, students will:
1. Recognize and be able to apply the various
sources of power in organizations
2. Recognize and be able to apply strategies for
building power within an organization.
3. Recognize and be able to counter political
strategies and tactics.
4. Make choices about the ethical and unethical
use of power.
Reading Assignment:
1. Robbins and Judge, Chapter 14, Power and
Politics
2. Gabarro, Eric Peterson Case, HBR 9-49-
4005)
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
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 11:59 PM,

August 10th Graded assignment #8 : 10
points

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Grading Policy
Your grade for OB6301 consists of graded assignments (75%) and credit for class participation (25%). You
will earn 25 points for class participation if you complete all the ungraded team and individual assignments
and attend all the web conferences and live classes. You are allowed to miss one class or omit one not-
graded assignment to earn the 25 class participation points. Following that one missed class or skipped
ungraded assignment, you will lose 3 points for each subsequent missed class or missing ungraded
assignment.

Graded assignments should be posted to Blackboard by midnight of the day listed. If you do not find a link,
e-mail Wei Wang [mailto:weiwang@utdallas.edu], Debbie Samac [debbie@utdallas.edu] and Dr.
Freedman [suefreedman@utdallas.edu].

All OB6301 web conferences are held on Sundays at 5 PM Central Time.

Assignments Module Percentage Type Due Date

1. Company
Intro to OB: History, 11:59 PM,
Description 15 % Individual April 16, 2011
Paper Culture & Ethics (M!)
2. The Strategy
Intro to OB: History, 11:59 PM,
that Wouldn’t Part. Credit Team April 16, 2011
Travel Culture & Ethics (M2)
3. Collaborative
Organizational Culture 11:59 PM,
Organization 10 % Individual May 7
Assessment and Design (M2)
4. T & IS Teams Influence and 11:59 PM,
worksheet Socialization (M3)
Part Credit Individual May 22.
5. Karen Leary Motivation, Rewards, 11:59 PM,
Case
10 % Team July 13, 2011,
and Job Design (M7)
6. Online Motivation Rewards and 11:59 PM,
Assessment
15% Individual July 31, 2011
Job Design
7. “It’s Not
Leadership and 11:59 PM,
about Race” 15 % Individual Aug 7, 2011
Case Management (M8)
8. Erik Peterson Power and Politics 11:59 PM,
Case
10 % Team Aug 10, 2011
(M10)
Completion of class
preparation
Participation
assignments and active 25% Both Each class
assignments
participation during
class

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Technical Support

For assistance with BlackBoard, Connect, and other Program technology issues, e-mail Wei Wang
[weiwang@utdallas.edu] Debbie Samac [debbie@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 Supply ChainManagement 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.

OB6301 Online Spring 2011 Page 17