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MG 352 Principles of Management
Osborne, Robert Lewis


Mission Statement: The mission of Park University, an entrepreneurial institution of learning, is to provide access to academic excellence, which will prepare learners to think critically, communicate effectively and engage in lifelong learning while serving a global community.

Vision Statement: Park University will be a renowned international leader in providing innovative educational opportunities for learners within the global society.

Course

MG 352 Principles of Management

Semester

S2T 2006 DLB

Faculty

Osborne, Robert Lewis

Title

Adjunct Senior Instructor

Degrees/Certificates

CMA, CFM, CGFM, CDFM, CBM

Office Location

Park DSCC Site, Building 11, Columbus Ohio

Office Hours

See on-line course for hours

Daytime Phone

(614) 216-9768

E-Mail

Robert.Osborne@park.edu

osbornephd@sbcglobal.net

Semester Dates

March 13, 2006 to May 7, 2006

Class Days

TBA

Class Time

TBA

Credit Hours

3


Textbook:
Management: Skills and Application, McGraw-Hill Irwin, 2005, 11th Edition, Boston, Authors: Leslie Rue and Lloyd Byars. ISBN: 0-07-293593-6

Textbooks can be purchased though the MBS bookstore

Textbooks can be purchased though the Parkville Bookstore

Additional Resources:
STUDENT RESOURCES:
McAfee Memorial Library - Online information, links, electronic databases and the Online catalog. Contact the library for further assistance via email or at 800-270-4347.
Park University Online Bookstore - Select "Distance Learning - Graduate," or "Distance Learning Internet," and then click on the appropriate course code (ex. AC 201, PA 501) to see the list of required and optional texts for each course that you are enrolled in.
Advising - Park University would like to assist you in achieving your educational goals. Your Campus Center Administrator can provide advising to you, please contact them for assistance.  If you need contact information for your Campus Center, click here.
Online Tutoring Services - Park University has arranged for online students to receive five hours of free access to online tutoring and academic support through Smarthinking. If you would like online tutoring, please contact me to receive their recommendation and information on how to access the online tutoring.
Career Counseling - The Career Development Center (CDC) provides services for all stages of career development.  The mission of the CDC is to provide the career planning tools to ensure a lifetime of career success.
Online Classroom Technical Support - For technical assistance with the online classroom, email helpdesk@parkonline.org or call the helpdesk at 866-301-PARK (7275).  To see the technical requirements for Online courses, please visit the http://parkonline.org website, and click on the "Technical Requirements" link, and click on "BROWSER Test" to see if your system is ready.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your Pirate Mail account, please email helpdesk@park.edu or call 800-927-3024


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

Educational Philosophy:
To foster a learning environment that enables the learner to realize his/her greatest potential. Specifically, this class teaches the student the management principles and practices.  We will strive for the learner to think critically; to communicate clearly; and to take ownership for his/her learning.  The instructor's educational philosophy is based on student participation which is based on lectures, readings, dialogues, quizzes, examinations, internet usage, and writings.  The instructor will encourage each learner to explore new 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:

Class Assessment:
Discussion Questions weekly (7 at 3% each) total 21%
Group work (during week 5) for 3%
Weekly Quizzes (1 each week at 2% each) total 16%
Midterm Exam (during week 4) 10%
Final Report (due week 8) 25%
Final Exam (proctored final exam during week 8) 25%
Total 100%

Grading:
Breakdown of Graded Activities:

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, three days before the week begins (the Friday prior to the weeks start). Prior posting will allow students adequate preparation time, a full eight days, to formulate a strategy in providing a well researched and referenced discussion by the following Friday. Ensure all questions posed are answered. Percentage points assigned are as follows: 2% for 7 weeks for a total of 14%.

Discussion, (one's peer reviews) 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 of the week with the exception of week 8. On week 8, one should provide it by Friday of the week. Peer responses should be something substantially more than "nice post". Percentage points assigned as follows: 1% for 7 weeks for a total of 7%.

2. Group work, 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 %

4. Mid-Term = 10% (Completed during week four)

5. Research Paper = 25% (Submitted during week seven - use template provided)

6. Final Examination = 25% (Week eight, proctored) the proctored final exam must be COMPLETED in order to pass this course
___________________________________________________________
Overall Course Grading Scale:
A = 90% - 100%
B = 80% - 89%
C = 70% - 79%
D = 60% - 69%
Below 60% is a failing grade

Late Submission of Course Materials:
Late assignment(s) will not be accepted without prior approval from the instructor. Weekly eCollege discussion and quizzes 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, and should complete assignments prior to departure.

PROCTORED FINAL EXAMINATION - A computerized examination will be taken in a proctored testing environment during the 8th week at one of the Park University sites around the country or at an alternative location. Failure to take a final proctored exam will result in an automatic "F" grade. For proctored examinations, photo identification is required at the time of the test. Guidelines for selecting an acceptable proctor can be found on the Park University Web Site.

Other Information on proctored exams:
* It will be the responsibility of the student to arrange for a proctor, by the 4th week of the term, which is accepted and approved by the course instructor.

* Approval of proctors is the discretion of the online instructor based on University policy.

* A proctor request form will be made available to you during the first week of class so that you can send your requested proctor to your instructor for approval.

* Failure to take a final proctored exam (or submit your final project for some online graduate courses) will result in an automatic "F" grade.

Classroom Rules of Conduct:
The classroom rules of conduct include the following: 1. Respect the instructor's decisions/requirements; 2. Respect other learners; 3. Participate in classroom discussions; 4. Take ownership and complete assignments by given deadlines; 5. Notify instructor of any possible absences or missed deadlines.

Remember, computers make writing and revising much easier and more productive.  Students must recognize though that technology can also cause problems.  Printers run out of ink and hard drives crash.  Students must be responsible for planning ahead and meeting deadlines in spite of technology.

Students will be expected to have read and studied the material assigned for that class and have completed the assigned homework problems.


Course-Specific Policies:
A class week is defined as the period of time between Monday and Sunday at 12 PM CST. You may contact me through the discussion area or by email at Park.  I will try to respond quickly, usually within 48 hours.  Course work that is to be turned in must be submitted within the specified time.

Student should use Email for private messages to the instructor and other students.  The discussion area is for public messages and is viewable by all members of the class.

Students are responsible for clicking on the link below and thoroughly reading each online course policy.  If you have questions about any of these policies, please contact your instructor for clarification.
Link to Online Course Policies

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.

Where we are headed:
Next week we move to more specific areas 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 or services their organization produces or provides. The discussion will then turn to the myriad of laws that impact companies and corporate. Lastly, we will study the responsibilities of management for those its serves and the communities in which it operates.


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.

Where we are headed:
Next week we move to areas related to 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 highest organizational level and establishes the vision, overall direction, and 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 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 highest organizational level and establishes the vision, overall direction, and 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.

Where we are headed:
Next week we move on to a discussion of 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 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.

Where we are headed:
Next week we move on to subjects related to 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 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.

Where we are headed:
Next week we move to subjects related to developing 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 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.

Where we are headed:
Next week we move on to 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 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.

Where we are headed:
Next week 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.


Week 8
This week 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 2005-2006 Undergraduate Catalog Page 85-87
Definitions
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.

Procedure
In the event of alleged academic dishonesty, an Academic Dishonesty Incident Report will be submitted to an Online Academic Director who will then investigate the charge.  Students who engage in academic dishonesty are subject to a range of disciplinary actions, from a failing grade on the assignment or activity in question to expulsion from Park University.  Park University's academic honesty policy and related procedures can be found in full in the 2004-2005 Park University Undergraduate and Graduate Catalogs

Plagiarism:
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 2005-2006 Undergraduate Catalog Page 85-87

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 "WH".
  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 2005-2006 Undergraduate Catalog Page 89

Park University 2005-2006 Undergraduate Catalog Page 89
To be considered “present” for the week you must have logged into the Online course for 1+ minutes (hopefully you send more time than 1 minute in the online classroom) during a given week (as defined by the CALENDAR week of the course).  Please note that a student can only be counted “Present” if he/she actually enters the online course.  If the student e-mails the instructor prior to the end of the week with an explanation of why he/she can't access the course, then the instructor can give the student an "Excused Absence".  If a student does not enter the course and does not contact the instructor prior to the end of the week, he/she will be given and “Unexcused Absence

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. Park University is committed to meeting the needs of all learners that meet the criteria for special assistance. These guidelines are designed to supply directions to learners 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 American with Disabilities Act of 1990, regarding learners with disabilities and, to the extent 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: http://www.park.edu/disability .

Copyright:

This material is copyright and can not be reused without author permission.