Course Syllabus

Course Information
OB6301
Introduction to Organizational Behavior
On-campus – Fall 2008

Professor Contact Information

Dr. Sue Freedman suefreedman@utdallas.edu (Instructor of Record)
Dr. Laurie Ziegler ziegler@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
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
Cialdini, Robert B. (2000) Influence: science and practice, 4th edition, Allyn & Bacon.
ISBN 0321011473

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 Lewicki, Roy J., Barry, Bruce and Saunders, David M. (2006) Essentials of Negotiation,
4th ed., New York: McGraw-Hill/Irwin ISBN-13 978-0073102764
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)
Goleman, Leadership that gets Results (HBR R00204)
Hill, Becoming the Boss (HBR R0701D)
Kotter, What Leaders Really Do (HBR 90309)
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) (viewed in class)

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 The students will: Reading Assignment
Organizational study of organizational behavior and 1. Describe their organizations, applying 1. Robbins and Judge,
Behavior: History, the relationship between OB and accepted definitions of culture and a. Chapter 1: What is Organizational
Culture, Ethics successful project management. structure to known organizations. Behavior?
2. Recognize the complexity, challenge, and b. Chapter 16: Foundations of
opportunity of the people side of project Organizational Structure
Oct. 9, PM and enterprise management c. Chapter 17, Organizational Culture
3. Apply project leadership and change
2. Gray and Larson, Chapter 3, Organization
Dr. Freedman management insights to address relevant
Structure and Culture
case studies
(6271 Calendar) Individual assignment
Create an 8-10 page summary of the topics
listed below. Be prepared to discuss your
answers during class.
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 and the consistency with which
PM processes are used.
4. Your company’s written policy on ethics and
an explanation of how that policy is
communicated, modeled and enforced
within your organization
5. Your company or organization’s culture
using the definitions/chart presented in
Chapter 3 of the Gray and Larson textbook
graded assignment #1: 10 pts, Submit on
BB by midnight Oct. 5.

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?

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 Title/ Date Overview Objectives Assignments
− 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?
(bring to class and come prepared to
discuss)

2. Teams, Influence This module explores the research As a result of this module students will: Reading Assignment
and Socialization and tools for participating in and 1. Recognize the roles of reciprocity, 1. Gray and Larson, Chapter 11, Managing
managing effective teams. Students consistency and commitment, and social Project Teams
practice identifying and applying proof in team environment. 2. Robbins and Judge, Chapter 9:
Oct. 11, PM the principles and tools of team
2. Recognize and describe successful “Foundations of Group Behavior and ,
processes to both internal and
strategies for building and exerting Chapter 10, Under
Dr. Freedman external groups.
influence in a group. 3. standing Work Teams
3. Identify and provide strategies for 4. The Team Process Observation Guide
(6372 Calendar)
generating the characteristics of successful (Provided)
project teams. Individual Assignment
4. Analyze a functioning team in terms of: 1. Complete the Teams and Team
• Membership & Organizational Context Processes (T&TP) worksheet based on
• Communications the list on page 350 of the Gray and
• Influence Larson textbook. Rate each item (1=not
• Task & Maintenance Functions important to 5=critical) in terms of how
• Decision-Making important you believe that item is to team
• Conflict Management success.
• Atmosphere 2. List 1-2 strategies that you have used, or
• Emotional Issues seen used, to develop each of these
characteristics in a team. Upload to
Blackboard by midnight Oct. 5. 10
Points, graded assignment #2

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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 organizational 1. Apply the Model of Team Effectiveness to 1. Gray and Larson, Chapter 11, Managing
Design culture, organizational design, and project teams and organizations. Project Teams
organizational and project 2. Recognize the complex and dynamic 2. Robbins and Judge, Chapter 16,
performance relationship between teams and the Foundations of Organizational Structure
Dec. 11, AM organizations in which they function 3. Katzenbach & Smith, The Discipline of
3. Distinguish between teams and works Teams (HBR 4428)
Dr. Freedman groups and recognize the discipline 4. Beyerlein et al, The Ten Principles of
requirements for successful team and Collaborative Organizations (furnished
(6372 Calendar) organizations. article)
4. Recognize and be able to develop
successful project teams, desirable team Individual Assignment
members, and effective project meetings 1. Use the Collaborative Organization
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
your organization in those areas. Submit via
Assignments on BlackBoard by midnight
Dec. 7. Graded assignment #3: 10 points)
2. Come prepared to define the extent to which
your project works as a team and as a work
group according to Katzenbach’s definitions

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 Title/ Date Overview
4. The Nature of This module focuses on the nature
Conflict and of conflict; its causes and
Negotiation consequences. Conflict
management styles and behaviors
are discussed. Students will assess
Dec. 13, AM their own styles using validated
instrumentation. Scientific concepts
Dr. Ziegler are introduced to help students
better manage conflict and explore
(6373 Calendar) opportunities as well as to enhance
student ability to secure their
interests are met in interpersonal
transactions.
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Objectives Assignments
The student will: Reading Assignments
1. Recognize the role of power, rights and Lewicki, Saunders and Minton, Essentials of
negotiation in resolving conflicts Negotiation, Chapter 1
2. Recognize the advantages of using
negotiations to resolve conflicts Individual Assignment
3. Apply the negotiation process Complete the Personal Bargaining Inventory
4. Analyze Interests, issues and positions questionnaire. Review the compiled results and
5. Complete the Alpha Project Simulation – post answers to questions on the Discussion
Defining the Problem Board.
Page 6
 Title/ Date Overview Objectives Assignments
5. Decision Making This module explores various The student will: Reading Assignments
in Organizations models of decision making in 1. Recognize and be able to apply the most 1. Robbins and Judge, Chapter 5: Perception
organizations as well as tools for common approaches to decision-making in and Individual Decision Making
making and managing project organizations and teams 2. Verma, Chapter 4, section on “Effective
Jan. 09, AM decisions. Team Decision-Making,” pages 171-182
2. Practice using critical decision making
tools to manage the quality and speed of 3. Gray & Larson, Read about Responsibility
Dr. Freedman Matrices and Managing Project
team decisions.
Stakeholders in Chapter 10.
(6373 Calendar)
Individual Assignment
Complete the 3 self assessments under
Decision-making style assessment in the self
assessment library and bring to class.

6. Personality, This module examines the
Perception, and definitions and roles of perception,
Communication personality and attitudes and the
effects of each on individual, team
and organizational behavior and
Jan 09, PM communication. It also explores key
concepts in communication in
Dr. Freedman organizational settings.
(6373 Calendar)
The student will:
1. Recognize the impact of perception on
social and professional relationships.
2. Understand the basic types of personality
according to Myers Briggs and the critical
characteristics of personality differences
3. Recognize the types and characteristics of
various communication channels
4. Types of & Barriers to Communication
5. Recognize the relationship between
culture and Communication
6. 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 (provided)
Individual Assignment
1. Complete the five (5) online self
assessments under the “what about me”,
bring copies of the results to class (you
won’t have to turn them in).
2. Complete the two online self assessments
on communication (under”Working with
Others”
3. Be prepared to discuss the informal
networks article, informal networks in your
organization, and your own informal
networks
Team Assignments
Team Task: complete PPC Worksheet A&B and
bring to class

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 Title/ Date Overview Objectives Assignments
7. Motivation, The module reviews research and The student will: Reading Assignments
Rewards, and practice on the use of rewards and 1. Apply the theories of Expectancy, Equity, 1. Robbins and Judge:
Job Design recognition in the workplace. It also Goal Setting and behavior modification to • Chapter 6: Motivation Concepts
explores project roles and specific situations and choices regarding the • Chapter 7: Motivation: From Concepts
responsibilities and the relationship management of employees to Applications
Feb 12, AM of those to effective rewards and 2. Recognize and apply tactics related to
recognition in project management. organizational currencies, networks, 2. Gray and Larson
Dr. Freedman sponsorship, team performance in the • Chapter 10: Being an effective Project
development of high performing project Manager
(6374 Calendar) teams. • 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) Submit on
BLACKBOARD by midnight Feb 22. 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 Feb 8 (graded
assignment #5: 10 points)

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 Title/ Date Overview Objectives Assignments
8. Leadership & The session explores the foundation The student will: Reading Assignment
Management of leadership in general and the 1. Define leadership and its relationship to 1. Robbins and Judge
particular application of leadership influence Chapter 12; Basic Approaches to
theory to the discipline of project 2. Discuss the difference between leadership Leadership
Mar. 19, AM management. and management. Chapter 13: Contemporary Issues in
3. Become familiar with a number of views on Leadership
leadership 2. Gray and Larson, Chapter 10: Leadership:
Dr. Freedman Being an Effective Project Manager.
4. Examine their individual views of
leadership and the define the type of 3. John P. Kotter, What Leaders Really Do,
(6374 Calendar) leader they wish to be. HBS 90309
4. Connor, It wasn’t about race—or was it?”
5. Recognize the complex roles and
perspectives required to lead an HBR R00502
5. Hill, Becoming the Boss, HBR R0701D
organization of highly 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. 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, midnight Mar. 15
Graded assignment #6: 10 points
Team Assignment
Complete the Western Oceanography Institute
Case in Chapter 10 of Gray and Larson. Come
prepared for any member of your team to
present the results in class.

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 Title/ Date Overview Objectives Assignments
9. Stress, The student will: Reading Assignment:
The module explores the
Organizational 1. Recognize the signs and effects of stress 1. Robbins and Judge, Chapter 19,
relationship of stress, change and
Change and in themselves and others and apply Organizational Change and Stress
leadership in organizational and
Leadership strategies to reduce that stress Management Development
project environments.
2. Recognize the relationship between 2. Swartz and McCarty “Manage Your Energy,
change and risk and apply strategies to Not Your Time” HBR R0710B
Mar. 19 PM mitigate stress related risk in individual,
teams, and organizations 3. Goleman, “Leadership that gets results”
Dr. Freedman 4. Jack Welch’s Second Wave: HBR case
3. Differentiate between planned and
unplanned change Individual Assignment
(6374 Calendar) Using the Leadership Style Checklist and what
4. Develop strategies to manage their energy you have learned about leadership and project
for productive work management, describe:
1. What you have learned to do
5. Recognize and apply strategies for differently as a project leader in the
successful change management. 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.
Come prepared to give a five 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
framework. How could his performance have
been improved? (Submit to BB Black
Board by midnight Mar.15. Graded
assignment #7 : 10 pts

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 Title/ Date Overview Objectives Assignments

10. Power and The student will: Reading Assignment:

This module explores power and
Politics
political behavior in organizations in 1. Recognize and be able to apply the various 1. Robbins and Judge, Chapter 14, Power and
general and in project management sources of power in organizations Politics
organization specifically. 2. Gabarro, Eric Peterson Case, HBR 9-49-
May 15, PM 2. Recognize and be able to apply strategies 4005)
for building power within an organization. 3. Hill, Becoming the Boss, HBR R0701D
Dr. Freedman
3. Recognize and be able to counter political Team Assignment
(6376 Calendar) strategies and tactics. Address the following questions on the Erik
4. Make choices about the ethical and Peterson case.
unethical use of power. 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 May10) Graded assignment #8
: 10 points

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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 actively participate in class. You are allowed to miss one class or not do one non-graded assignment
and still earn the 20 class participation points. Following that one missed class conference or skipped
ungraded assignment, you will lose 3 points for each subsequent missed class 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 Sue
Freedman [suefreedman@utdallas.edu].

Assignments Module Percentage Type Due Date

1. Company 1. Intro to OB: History, 10 % Individual Oct 5
Description Culture & Ethics
Paper
2. Team 2. Teams and Team 10 % Individual Oct 5
Functioning Processes
Worksheet
3. Collaborative 3. Organizational 10 % Individual Dec 7
Organization Culture and Design
Assessment
4. Karen Leary 7. Motivation, Rewards, 10 % Team Feb 8
Case and Job Design
5. Online 7. Motivation Rewards 10% Individual Feb 22
Assessment and Job Design
6. “It’s Not about 8. Leadership and 10 % Individual March 15
Race” Case Management
7. Jack Welsh 9. Stress, 10% Team March 15
Case Organizational Change
and Leadership
8. Erik Peterson 10. Power and Politics 10 % Team May 10
Case
Participation Completion of class 20% Both Each class
assignments preparation
assignments and active
participation during
class

Technical Support

For assistance with BlackBoard, 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.

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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.

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