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MG 352 Principles of Management
Alkire, N. Keith


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

U1T 2006 DLC

Faculty

Alkire, N. Keith

Title

Adjunct Faculty

Degrees/Certificates

PhD in Applied Management and Decision Sciences
MBA
MSA

Office Location

Virtual

Office Hours

By appointment only via e-mail

Daytime Phone

816-531-8254

E-Mail

keith.alkire@park.edu

Semester Dates

5 June thru 30 July

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


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:
The facilitator's educational philosophy is one of interactiveness based on lectures, readings, quizzes, dialogues, examinations, internet, videos, web sites and writings. 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 six 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.

Class Assessment:
Discussion questions, PR, Quizzes, Group Work, Midterm, Essay, Final.

Grading:
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 morning.  Prior posting will allow students adequate preparation time, a full seven 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%.

Peer Review (PR), (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 provided it by Friday of the week. Peer responses should be something substantially more than "nice post".  This is often where students loose points as it does need to be substantial. 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 % (Must be completed by Sunday midnight of the current week.  You may take the quiz as many times as you like during the week, but it must be submitted my midnight of that week.  Your instructor will hand grade the essay questions and post the grade once it has been submitted.)

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

Late Submission of Course Materials:
Submission of Late Assignments: Late assignment(s) will not be accepted. 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, should complete assignments prior to departure.

Classroom Rules of Conduct:
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 me for clarification.

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.



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 2005-2006 Undergraduate Catalog Page 85-87

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
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.  

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.

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

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: http://www.park.edu/disability .

Copyright:

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

Last Updated:5/24/2006 10:44:25 PM