MG401 Senior Seminar in Management

for U1QQ 2006

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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.


MG 401 Senior Seminar in Management


U1QQ 2006 HI


O'Rourke, Vincent


Resident Professor


BS, Accounting
PhD, Business Administration (Management Policy/Information Systems)

Office Location


Office Hours

Monday through Friday, 10:30 – 11:30 AM, 12:30 - 1:30 PM

Daytime Phone

(801) 773-4692

Other Phone

(801) 777-9992


Web Page

Semester Dates

5 June – 30 July, 2006

Class Days


Class Time

11:30 - 12:30 PM


MG352 and EN306B or equivalent

Credit Hours


Capodagli & Jackson, The Disney Way, 1st edition, McGraw-Hill, 1999.  ISBN 0-07-012064-1

Blanchard, Zigarmi and Zigarmi, Leadership and the One Minute Manager

Textbooks can be purchased though the MBS bookstore

Additional Resources:
Supplemental Handouts
Hill AFB and public libraries
Park University Library:

Course Description:
Consideration of managerial problems and/or policies. Topics include: the  role of values and assumptions in administrative situations, especially their  influence on administrators choices among possible ends and means; the  skills, attributes and personal qualities that enhance effectiveness of  responsible individuals as they work with others in organizations; and the  determinants of organization and executive action. Prerequisites: MG352  and EN306B or equivalent. It is strongly recommended that all major core  courses be completed prior to enrolling in this course. 3:0:3

Educational Philosophy:
I expect, as adult learners, for you to fully participate and engage in the weekly assignments, activities, and facilitated discussions.  It is your responsibility to read the theory and foundation of the subject in the textbook, prior to class.  I do not expect any students to memorize the subject matter and regurgitate it back; I am more interested in you understanding and being able to use the concepts presented.  I expect discussions based on your real-world experiences and how you perceive the theory to apply to them.  I expect research papers to include your analysis of how the research supports or refutes the subject matter as we discuss it in class.  My responsibility is to bring my experience in real-world application of the topic to the classroom, to introduce principles and practices as they apply to the subject, and to engage each student in classroom discussion. These requirements will provide the student with real-world experience in problem solving, decision making, public speaking, and written communications; all of which are valuable elements of leadership and management in today's world.  Together, we will make a great educational team, working together to both learn and have fun.

Learning Outcomes:
  Core Learning Outcomes

  1. Define the term “strategic management”.
  2. List four phases of strategic management.
  3. List four basic elements of strategic management.
  4. Define the term “strategy”.
  5. Identify the five forces that shape competition as described by Porter.
  6. Explain what is meant by the term "competitive advantage".
  7. List three directional strategies.
  8. List the five stages of international development.

  Instructor Learning Outcomes
  1. 1.  Explain basic systems theory, the scientific method of problem solving, and how to apply them to leadership and managerial situations.
  2. 2.  Explain the organization as a system that interacts with its environment and the critical role of human resources in accomplishing the system mission.
  3. 3.  Describe the management by objectives (MBO) process.
  4. 4. Explain the composition and structure of an organization and its management.
  5. 5. Define the hierarchy of organizational ends and means.
  6. 6. Discuss the strategic management process.
  7. 7. Apply the course learning to actually define and solve individual and group problems in an organization.
Core Assessment:

Class Assessment:
Attendance:  Class attendance will receive full credit; absence receives no credit. (50 pts)
In-class Participation:  During the term, each individual student will receive a qualitatively based score, which is determined by the value of the participation to the class discussions. (50 pts)
Examinations:  Criteria will be printed on exams.  (total 400 pts)
Case study:  Assessment criteria will be posted on the class web site with instructions on conducting case studies.  (100 pts)
Research paper:  Papers will be graded using the following rubric:
Spelling, punctuation, grammar 30 points
Format 15 points
References 15 points
Introduction 30 points
Transitions, thought flow 30 points
Content 60 points
Article concept summaries 90 points
Conclusion 30 points
Total          300 points
Oral presentation:  Assessment will be influenced by preparedness, speaking flow, thought transition, content, and communication ability (voice control, animation, training aids, etc.)   (100 pts)

The final grade will be determined using the following categories:

Attendance  50 points
Class participation    50 points
Core Assessment exam 200 points
In-class exam 200 points
Case analysis and presentations 100 points
Individual research paper 300 points
Research presentations 100 points
   Total           1000 points

Grading impacts:
Did your response indicate that you followed directions?
Did your response reflect 400-level work?  (spelling, grammar, appropriateness, clear expression, depth of material)
Did your class responses indicate that you prepared for the class?  (read text and any other outside readings/research)
Grade scale:
A 90-100
B 80-89
C 70-79
D 60 -69
F Below 60 or four unexcused absences

Late Submission of Course Materials:
Papers may be submitted before the due date by placing them in the instructor's mail box in the computer center, sending to the instructor's e-mail address, or by delivering to Park Campus Center personnel with instructions to deliver to the instructor.
The core assessment test will be downloaded from the class web site during the sixth week and must be submitted before 1:30 PM on Friday of the seventh week (21 July).  Both the e-mail (Microsoft Word attachment) and paper versions must be submitted before 1:30 PM on 21 July in order to receive full credit.  Late submission until 1:30 PM on 26 July will result in a 50% grade penalty; papers will not be accepted after that time, resulting in a grade of Zero.
The current event case study paper is due at 4:30 PM on 19 June; it may be submitted until 5:45 PM (start of break) without penalty.  Later submission will result in a 20% grade penalty; papers will not be accepted after the end of class on 19 June.
The research paper is due on 24 July; late submission until 26 July will result in a 20% grade reduction and will not be accepted after the end of class on 26 July.  You must submit your paper by e-mail (Microsoft Word attachment) as well as a hard-copy paper.

During the eighth week (July 24 and July 26), you will make oral presentations of the research papers.  You must be in class in order to present; there is no opportunity for late make-up.  In the event that you will be unable to be in class during the eighth week, you may submit the paper and make your oral presentation during the seventh week.

Course Topic/Dates/Assignments:
Week 1:  5 – 9 June - - Introduction to the course, vision, mission, and goals

Text:  Read chapters 1 - 2

Class activities:  Introductions, discuss syllabus and assignment schedule; discuss systems theory, scientific method, management, leadership, communication, decision-making, organizational ends and means, planning skills; select research paper topic.

Week 2:  12 - 17 June - - Core values, serving the customer, working with others

Text:  Read chapters 3 - 6

Class activities:  Discuss personal/business values, customer orientation, marketing, team building, relationships, motivation, partnering, and shared values; analysis of class inspired examples; work on individual research paper.

Week 3:  19 - 23 June - - Risk management, planning and conceptualizing

Text:  Read chapters 7 - 10
Class activities:  Submit current event case study papers, discuss risk, innovation, training, planning, problem analysis, strategic and operational planning, communication and transformation/change concepts; case study presentation and discussion; analysis of class inspired examples; work on individual research paper.

Week 4:  26 - 30 June - - Implementing the vision, testing your conceptual knowledge

Text:  Read chapters 11 and epilogue

Class activities:  Discuss planning concepts (from vision through operational implementation), corporate analysis:  marketing and SWOT; case study presentation and discussion; analysis of class inspired examples; complete mid-term exam; work on individual research paper.

Week 5:  3 - 7 July (4 July is a holiday) - - Leadership

Supplemental references from lesson plan
Supplemental text:  Read pages 5 – 27
Class activities:  Discuss leadership, management, and motivation; case study presentation and discussion; analysis of class inspired examples; work on individual research paper.

Week 6:  10 - 14 July - - Introduction to situational leadership, follower development

Supplemental text:  Read pages 28 - 81

Class activities:  Discuss text reading; case study presentation and discussion; analysis of class inspired examples; work on individual research paper.

Week 7:  17 July - - Understanding situational leadership

Supplemental references from lesson plan
Text:  Read pages 82 - 106

Class activities:  Discuss text reading; case study presentation and discussion; analysis of class inspired examples; work on individual research paper.

Week 8:  24 - 28 July - - Presentations

Class activities:  Submit research papers, student presentations.

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

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.

Park University 2005-2006 Undergraduate Catalog Page 89

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: .

Additional Information:

Welcome toSeniorSeminar inManagement (MG 401)!  We will begin with adiscussion ofsystems theoryand the scientific method of problemsolving/planning,and how these two topicsfit into our coursework. We will read anddiscuss the entire text andsupplemental text, with somesupplementalmaterial dealing with motivation,leadership, andpolicy/strategy. 

Inkeepingwith the Park University policy to prepareyou for the realworldchallenge when you finish your studies, you will write aresearchpaperto demonstrate your knowledge of the course concepts. Theexamsthat you will be given will also involve writing essayanswers,ratherthan multiple choice or true/false; again, testing yourknowledgeof conceptsrather than memorization ability.

Course notes:

1.  There will be two examinations,both of which will consist of essay questions.

·       The first, an in-class examination, will be given inthe Wednesday class of the fourth week and will test your knowledge of conceptsof management, leadership, organizational structure, problem analysis, andplanning. 

·       The second (CoreAssessment) will be submitted during the seventh week, and will testyour knowledge of the course learning outcomes listed above and the conceptsinvolved in the integration of marketing, finance, and operations intocorporate strategy planning.  Thiswillbeposted on the class web site and you must submit your paperbye-mail(Microsoft Word attachment) as well as a hard-copy paper.

3.     Each class will involve class discussion.  Forsessionsthat involve text readings,students are expected to bring reallifeexamples to class that relate to textreadings (topics,issues,publications, experiences, anecdotes, etc), andactivelyparticipate inclass discussions. Forsessions that includepresentations, students are expected tocontributeto the discussion ofthe presentation, either supportive orquestioning(but notaggressively).

4.     Current event case study: Eachstudentwill prepare a written summary (4 – 6 pages, double-spaced,12pointtype) of a current published event (newspaper, magazine, webstory,etc.)related to leadership/management, corporate ethics,strategicmanagement,or competitive advantage, and make a 5 – 10minutepresentation to theclass.  Students will coordinate topicswith the instructor to assure non-duplication. Papersaredue at the start of the class on 19 June; presentations willbeginduringthe class on 19 June and will be scheduled duringfollowingclasses,depending on the number of students in the class.

5.     Each student will prepare a research paper that willrequire analyzing a corporation.  Theanalysiswillinclude an in-depth look at the firm's mission,vision,policies,organizational structure, and strategies, as well asanevaluation of itscompetitive position in the marketplace. Theresearchpaper is due on 24 July; you must submit your paper bye-mail(MicrosoftWord attachment) as well as a hard-copy paper.  Thepaperwill be 10 – 15 pages long, doublespaced, 12 point type, usingMLA orAPA guidelines, and must use a minimum of 3references.

My bio

Ispentalmost 6 years in the USNR, ending as AE1.  I thenenlistedintheArmy; 7 years later, as a Senior NCO, I went to OCSandbecamecommissioned.  Like you, I attended night school (butgota‘bootstrap' atthe U of Tampa to complete the last year) for a BSinaccounting, thennight classes again for an MBA from U ofUtah. After Iretired, the U of Utah recruited me into their PhDprogram inBusinessAdministration (Management Policy andInformationSystems).  Ihave workedfor Sperry Corporation, TRW, andmy ownconsulting firm; and have beenteachingas an Adjunct Professor formanyyears.  I am now a full-timefacultymember of Park University.


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Last Updated:4/30/2006 10:26:10 PM