MG352 Principles of Management

for F1T 2008

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MG 352 Principles of Management


F1T 2008 DLA


Alkire, JheriKeith


Adjunct Faculty


Ph.D in Administration and Decision Sciences
Masters of Science in Administration

Office Location


Office Hours

by appointment

Daytime Phone



Semester Dates

18 August thru 12 October 2008

Class Days


Class Time


Credit Hours



Management: Skills and Application, McGraw-Hill Irwin, 2007, 12th    Edition, Boston, Authors: Leslie Rue and Lloyd Byars.   ISBN-13: 978-0-07-353014-7 or ISBN-10: 0-07-353014-X

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville Bookstore

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Course Description:
Examines the functions, activities and principles of leadership in business and other institutions. Philosophy, history, current practice and issues in leasing, planning organizing, and controlling organizations such as communication, motivation and interpersonal relations. Lecture, discussion and cases are used. 3:0:3

Educational Philosophy:
The facilitator’s educational philosophy is one of interactiveness based on lectures, readings, quizzes, dialogues, examinations, videos, web sites and writings which are internet based. The facilitator will engage each learner in what is referred to as disputatious learning to encourage the lively exploration of ideas, issues and contradictions.

Learning Outcomes:
  Core Learning Outcomes

  1. Define “management” and explain the managerial significance of “effectiveness” and “efficiency”.
  2. List the basic functions of management.
  3. Describe the difference between leadership and management.
  4. Distinguish between mechanistic and organic organizations
  5. Describe four social responsibility strategies.
  6. Define the concept of synergy and how it relates to management of organizations.
  7. Evaluate and describe four characteristics common to all organizations.

Core Assessment:
The assessment device is a comprehensive case that is written in class during week 13 of sixteen week classes and during week 7 of eight week classes. The case poses problems faced by a fictional organization in which the solutions are presented by knowledge of the above objectives.
A CLOSED BOOK, CLOSED NOTES comprehensive examination that must be administered and proctored in the classroom and may not be given as a take-home examination. Students should not have access to the exam or its questions before it is administered. 

Class Assessment:
Exams, quizzes, a paper and a midtern exam.  A final is expected in the 8th week. The comprehensive final is not a take-home tests. The comprehensive final is a closed book and closed notes exam.

1. Discussion = 21% total broken down as follows:

Discussion - (one's well researched and referenced response), is provided during weeks 1, 2, 3, 4, 6, 7, and 8. A well researched and referenced response must include references to web sites, newspapers or other sources used in the formulation of the response. Note that all discussions questions will be posted in eCollege, by the instructor, Monday am. This will allow students adequate preparation time, a full seven days, to formulate a strategy in providing a well researched and referenced discussion. Ensure all questions posed are answered. Posts must be in the thread by a reasonable time in the week (preferably Friday) in order for classmates to provide PR by Sunday midnight of the same week.  Percentage points assigned are as follows: 2% for 7 weeks for a total of 14%.

Peer Review, (PR) are provided during weeks 1, 2, 3, 4, 6, 7, and 8. It is completed by commenting on other classmates' responses. A minimum of two peer reviews are require by Sunday midnight of the week with the exception of week 8. On week 8, one should provided it by Friday of the week. Peer responses should be something substantially more than "nice post". (In other words, a good paragraph of thought). Percentage points assigned as follows: 1% for 7 weeks for a total of 7%.

2. Groupwork, completed during week 5, will represent 3% total points for the entire project. Initial input should be submitted by Friday of the week. Final collaborative effort will be submitted by midnight on Sunday of the week 5.

3. Quiz = 2% per week for correct answers = 16 % (Completed weekly)

4. Mid-Term = 10% (Completed during week four - no exceptions)

5. Research Paper  = 20% (Submitted during week seven, no exceptions - use template provided)

6. Final Examination (Core Assessment - Case)= 30% (Week eight, proctored) The proctored final exam must be COMPLETED in order to pass this course. 

Discussion         210 points   (21%)     - Weeks 1, 2, 3, 4, 6, 7, and 8
Groupwork           30 points    (3%)     - Week 5
Quiz                    160 points  (16%)    - Weeks 1, 2, 3, 4, 5, 6, 7, and 8
Mid-Term Exam   100 points  (10%)    - Week 4
Research Paper  200 points  (20%)    - Week 7
Final Exam          300 points  (30%)    - Week 8

Total Points        1000 points (100%)


Graded Activities Breakdown :










Total Points























Mid-Term Exam



Research Paper



Final Examination



Total Course Points










All final exams will be comprehensive and will be closed book and closed notes.  If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth.  Electronic Computers will not be allowed on final exams unless an exception is made by the Associate Dean.


The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. If calculators are allowed, they will not be multifunctional electronic devices that include features such as: phones, cameras, instant messaging, pagers, and so forth. Electronic Computers will not be allowed on final exams unless an exception is made by the Dean of the School of Business and Management.

Late Submission of Course Materials:

Submission of Late Assignments: Late assignment(s) will not be accepted without prior approval from the instructor, and only in accordance with Park policy. Weekly eCollege discussion and quizzes and the research paper will not be accepted late. Other assignments will not be accepted more than one week late. Late assignments, if accepted, will be reduced at least one letter grade. No late assignments will be accepted after week 7. Student departing on TAD, TDY, or other excused absences, approved by the instructor, should complete assignments prior to departure.

Classroom Rules of Conduct:


Academic dishonesty includes committing or the attempt to commit cheating, plagiarism, falsifying academic records, and other acts intentionally designed to provide unfair advantage to the students.

  • Cheating includes, but is not limited to, intentionally giving or receiving unauthorized aid or notes on examinations, papers, laboratory reports, exercises, projects, or class assignments which are intended to be individually completed.  Cheating also includes the unauthorized copying of tests or any other deceit or fraud related to the student's academic conduct.
  • Plagiarism involves the use of quotation without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignments (any portion of such) prepared by another person, or incorrect paraphrasing.
  • Falsifying academic records includes, but is not limited to, altering grades or other academic records.
  • Other acts that constitute academic dishonesty include:
    • Stealing, manipulating, or interfering with an academic work of another student or faculty member.
    • Collusion with other students on work to be completed by one student.
    • Lying to or deceiving a faculty member.

Course Topic/Dates/Assignments:
Week 1 This week we will study an introduction to management, the management movement, and developing communications skills at a treetop level. The first week provides a general overview of management. The management movement, through its relatively brief history, will be surveyed and key contributors will be highlighted. Finally, we will discuss a "soft skill" that every effective manager needs; interpersonal communications.  


Week 2 This week we will study decision-making, international business, and the legal, ethical, and social responsibilities of management. Decision-making ability can be the difference between good management and so-so management. All managers, but especially senior managers, need to keep a pulse on the ebb and flow of international business and its potential impact on the goods produced or services provided by their organizations. Our discussion will then turn to the myriad of laws imposed on companies and corporations. Lastly, we will study the responsibilities of management for those its serves and the communities in which it operates.  




Week 3 This week we will study the basics of planning, strategic management, and operations management and planning. Basic planning is a process of deciding what objectives an organization will undertake at some future date. Strategic planning is conducted at the the highest organizational level and establishes the vision, overall direction, and meta goals. Operations management and planning, are a level below strategic management planning. Operations management and planning works to develop optimum processes that will facilitate the quality production of goods or services.  




Week 4 This week we will study organizing work, structure, and understanding work teams. Organizing work involves the grouping of "like" job activities to accomplish goals. Each activity is under the cognizance of a single authorized and responsible manager. Organization structure, commonly referred to as a hierarchy, outlines the framework in which work activities are accomplished. Organization structure is depicted graphically by means of an organizational chart. Work teams are established, by management, to complete specific projects. Not all projects require work teams.  




Week 5 This week we will study staffing, developing employees and managers, and motivating employees. Staffing is used to determine personnel planning requirements related to recruiting, selecting, training, and developing employees. Developing employees and managers is a key retention tool in any organization. Developing employees and managers can be accomplished in different ways which can include; orientation, training, understudy assignment, coaching, job rotation, and assignment to special projects or committees. Motivating employees can be challenging for management because not all employees are motivated by the same need; however, there are some well established motivation maintenance approaches.  




Week 6 This week we will study the development of leadership skills and managing conflict, stress, change and culture. Management and leadership are related, but not the same. As describe by Rue & Byars, in Management: Skills and Application leadership enlists the support of employees to produce the movement and motivates employees to implement the strategy; where as, management is a process that involves planning, organizing, staffing, motivating, and controlling. All organizations have conflict and stress. It is incumbent upon management to minimize the negative impact of conflict and stress on the lives of employees. Organization provided Employee Assistance Programs (EAPs) go a long way in assisting employees. A true constant in managing today's organizations is change. Effective and successful management learns to re-align an organization's culture to be responsive to change.  




Week 7 This week we will study subjects related to controlling, and appraising and rewarding performance. Controlling allows management to anticipate problem areas before they happen or can derail success; for example, a red flag should go up if the resource cost for making blue widgets is more then the customer is paying for blue widgets. Appraising and rewarding for performance are linked. Appraising performance requires management to tell employees how they are doing on the job and potential areas for improvement. Rewarding performance can be provided in the form of tangible compensation (money or promotions) or intangible rewards such as increased status or a feeling of accomplishment.  




Week 8 This we we will discuss operations control. Operations control deals with the "detailed" management of production costs, quality improvements, standards, inventory, and ordering. We will review chapters 1 - 20, lectures, discussions, self-checks, quizzes, mid-term results, and the research paper in preparation of the summative proctored final examination. We will also have a cumulative final discussion.  

Academic Honesty:
Academic integrity is the foundation of the academic community. Because each student has the primary responsibility for being academically honest, students are advised to read and understand all sections of this policy relating to standards of conduct and academic life.   Park University 2008-2009 Undergraduate Catalog Page 87

Plagiarism involves the use of quotations without quotation marks, the use of quotations without indication of the source, the use of another's idea without acknowledging the source, the submission of a paper, laboratory report, project, or class assignment (any portion of such) prepared by another person, or incorrect paraphrasing. Park University 2008-2009 Undergraduate Catalog Page 87

Attendance Policy:
Instructors are required to maintain attendance records and to report absences via the online attendance reporting system.

  1. The instructor may excuse absences for valid reasons, but missed work must be made up within the semester/term of enrollment.
  2. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  3. In the event of two consecutive weeks of unexcused absences in a semester/term of enrollment, the student will be administratively withdrawn, resulting in a grade of "F".
  4. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  5. Students receiving Military Tuition Assistance or Veterans Administration educational benefits must not exceed three unexcused absences in the semester/term of enrollment. Excessive absences will be reported to the appropriate agency and may result in a monetary penalty to the student.
  6. Report of a "F" grade (attendance or academic) resulting from excessive absence for those students who are receiving financial assistance from agencies not mentioned in item 5 above will be reported to the appropriate agency.
ONLINE NOTE: An attendance report of "P" (present) will be recorded for students who have logged in to the Online classroom at least once during each week of the term. Recording of attendance is not equivalent to participation. Participation grades will be assigned by each instructor according to the criteria in the Grading Policy section of the syllabus.

Park University 2008-2009 Undergraduate Catalog Page 89-90

Disability Guidelines:
Park University is committed to meeting the needs of all students that meet the criteria for special assistance. These guidelines are designed to supply directions to students concerning the information necessary to accomplish this goal. It is Park University's policy to comply fully with federal and state law, including Section 504 of the Rehabilitation Act of 1973 and the Americans with Disabilities Act of 1990, regarding students with disabilities. In the case of any inconsistency between these guidelines and federal and/or state law, the provisions of the law will apply. Additional information concerning Park University's policies and procedures related to disability can be found on the Park University web page: .


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Last Updated:8/3/2008 11:57:44 AM