Take My Liberty PSYC 644 Class

Johnson's text is read one or two chapters a week. It treats ethics as a practical skill: recognizing moral issues at work, reasoning through them and acting well inside real organizations with real pressures.

The opening weeks introduce organizational ethics, the reasons good people make bad choices at work, and the major ethical perspectives, from consequences and duty to virtue and justice, with a Christian lens alongside.

Week two adds decision-making formats that move from identifying the problem to gathering facts, considering stakeholders, testing options against principles and acting.

Week three covers ethics in relationships, communication, conflict and negotiation, the subject of the narrated presentation. Week four turns to ethical organizational climates and culture.

Weeks five and six take up leadership and followership, the latter the topic of the reflective essay. Weeks seven and eight cover organizational citizenship, social responsibility and ethics in a global setting.

Discussions fall in weeks one, two, five and seven. The case analyses are due in weeks two and four, the presentation in week three, the reflective essay in week six and the persuasive essay in week eight.

Global ethics chapters ask how standards travel across cultures, such as gift-giving norms in international business.

Ethical climate chapters explain how rules, rewards and leaders' example shape what employees think is acceptable.

Each week's presentations add short cases and examples the discussions often draw on.

Social responsibility chapters weigh a company's duties to employees, customers, communities and the environment.

Each piece in this course is handled on its own terms, built from that week's reading and from the standing rule of three sources: Johnson, a verse and a study.

Each case analysis, 800 to 1,200 words, answers the assignment questions about the case, applies a decision-making format from the textbook and asks which biblical principles bear on the situation. A case about a supervisor pressuring staff to backdate records, for example, would identify the stakeholders, weigh duties of honesty against loyalty, and recommend a course of action.

The presentation is designed as real employee training: an opening with objectives, three or four slides on each of the four topics, a short scenario for practice and a closing summary, with a narration script you can read as you record.

Week six's long essay on followership looks back at moments when you backed a leader, pushed back or said nothing, and reads them against the textbook and research. Your notes supply the experiences.

The closing argument essay picks one citizenship question from the list, commits to an answer and meets the best objection head on.

Discussion threads run 500 to 600 words and replies 250 to 300, each with the three required kinds of source. You record, post and submit everything yourself.

Every piece names the Johnson chapter it relies on, so graders can see the reading applied.

Each piece is delivered as an editable file.

The writer for this course has advised organizations on ethics programs, culture and leadership as an I/O psychologist or consultant.

That experience shows in the case analyses, where recommendations are realistic about workplace pressure: who would need to speak up, how, and what protections exist.

It shows in the presentation, which reads like training an HR team would actually run, with practical skills for listening, raising concerns and negotiating fairly.

The persuasive essay benefits from knowing the research on organizational citizenship, so the argument rests on evidence as well as conviction.

Each piece is checked by a colleague before release, and one consultant covers your term.

They also know employment law basics, such as protections for people who report misconduct, which matter in several cases.

The presentation is the first difficulty. Two hundred points, four topics, twelve to fifteen slides and a recorded narration, all due in week three.

The sourcing rule is the second. Almost every piece needs the textbook, Scripture and a journal article, and every discussion post and reply needs all three.

The reflective essay is the third. Over two thousand words of honest reflection on your own followership, tied to research, is harder to write than an argument.

The discussions are the fourth: 500 to 600-word threads and 250 to 300-word replies, each fully sourced.

The format rules are the fifth, with cover pages and no abstracts for the papers and specific slide counts for the presentation.

Many students also find it hard to bring Scripture into workplace topics without sounding preachy.

With a forum due in week one and the slides two weeks later, starting early pays off.

Forum posts reach you at the start of their weeks; replies follow as classmates post.

Case Analysis 1 arrives before week two closes, and Case Analysis 2 before week four closes.

The slides and narration script arrive early in week three, leaving time for you to record.

The reflective essay arrives before week six closes, once you send notes on your experiences, and the persuasive essay before week eight closes.

The presentation and the followership essay cost most on the quote, and students who join late pay only for the items still ahead.