Syllabus Entrance
Printer Friendly
Email Syllabus

MG 401 Senior Seminar in Management
O'Rourke, Vincent


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 401 Senior Seminar in Management

Semester

F2QQ 2006 HI

Faculty

O'Rourke, Vincent

Title

Resident Professor

Degrees/Certificates

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

Office Location

75 MSS/DPEE

Office Hours

Monday through Friday, 10:30 – 11:15 AM, 12:45 - 1:30 PM

Daytime Phone

(801) 773-4692

Other Phone

(801) 777-9992

E-Mail

vincent.orourke02@park.edu

leitrimv@msn.com

Web Page

http://parkonline.org

Semester Dates

23 October – 17 December, 2006

Class Days

-M-W---

Class Time

4:30 - 7:15 PM

Prerequisites

EN306B, MG352

Credit Hours

3


Textbook:
Capodagli & Jackson, The Disney Way, 2nd edition, McGraw-Hill, 1999.  ISBN 0-07-012064-1
Collins, Good to Great, 1st edition, HarperCollins, 2001.  ISBN 0-06-662099-6

Textbooks can be purchased through the MBS bookstore

Additional Resources:
Supplemental Handouts
Internet
Hill AFB and public libraries
Park University Library:  http://www.park.edu/library/index.asp

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.
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.
Park Helpdesk - If you have forgotten your OPEN ID or Password, or need assistance with your PirateMail account, please email helpdesk@park.edu or call 800-927-3024
Resources for Current Students - A great place to look for all kinds of information http://www.park.edu/Current/.


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: MG 352 and EN 306B 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, to engage each student in classroom discussion, and to introduce you to the concepts of critical thinking. 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.
  8. 8. Describe the important roles managers play in organizational and ethical behavior.
Core Assessment:

Tests and  Case Studies

Link to Class Rubric

Class Assessment:

Attendance:  Class attendance will receive full credit; absence, 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. Of course, if you are not attending the class, you cannot contribute. (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)

Grading:
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          910 – 1000 pts
B          810 - 909 pts
C         710 - 809 pts
D         610 - 709 pts
F          Below 610 pts or four unexcused absences

Late Submission of Course Materials:

Papers may be submitted at any before the due date, and must be submitted as a Microsoft Word attachment to an e-mail, to the instructor's e-mail address.

The current event case study paper is due at 4:30 PM on 13 November; it may be submitted until 5:45 PM (as download from thumb drive) without penalty.  Later submission will result in a 20% grade penalty; papers will not be accepted after the start of class on 15 November.

The core assessment test will be completed during the seventh week.  This is not a take-home exam.  It is a closed-book, closed notes test taken during the class hours, using a Park University furnished laptop which will have the test paper as a Microsoft Word document to be completed by the student and submitted to the instructor by the end of class.  As such, there is no late submission considered.

The research paper is due at 4:30 PM on 11 December; it may be submitted until 5:45 PM (as download from thumb drive) without penalty.  Later submission will result in a 20% grade penalty; papers will not be accepted after the start of class on 13 December.

During the eighth week (11 and 13 December), 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: 23 – 25 October - - Introduction to the course, vision, mission, and goals
Text: Disney - read chapters 1 – 2
Good to Great - read chapter 1
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: 30 October – 1 November - - Core values, working with others
Text: Disney - read chapters 3 – 6
Good to Great - none
Class activities: Discuss personal/business values, customer orientation, marketing, team building, relationships, motivation, partnering, and shared values; analysis of class inspired examples; work on research paper.

Week 3: 6 – 8 November - - Risk management, planning and conceptualizing
Text: Disney - read chapters 7 - 10
Good to Great - none
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 research paper.

Week 4: 13 – 15 November - - Implementing the vision, testing your knowledge
Text: Disney - Read chapter 11 and epilogue
Good to Great - none
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: 20 – 22 November - - Leadership, employees, the truth
Text: Disney - none
Good to Great - read chapters 2 – 4
Supplemental references from lesson plan
Class activities: Discuss leadership, management, and motivation; work on individual research paper.

Week 6: 27 - 29 November - - The breakthrough
Text: Disney - none
Good to Great - read chapters 5 - 7
Class activities: Discuss text reading; work on individual research paper.

Week 7: 4 – 8 December - - Wrapping it up, testing your knowledge
Text: Disney - none
Good to Great - read chapters 8 - 9
Supplemental references from lesson plan
Class activities: Review notes on core objectives; complete core assessment; discuss text reading; work on research paper.

Week 8: 11 – 15 December - - Demonstrating your knowledge of the concepts
Class activities: Open class discussion of any presented topics; submit research paper (due 11 December); and make 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 2006-2007 Undergraduate Catalog Page 87-89

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 2006-2007 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 "W".
  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 2006-2007 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: http://www.park.edu/disability .

Additional Information:

Welcome to Senior Seminar in Management (MG 401)!  We will begin with a discussion of systems theory and the scientific method of problem solving/planning, and how these two topics fit into our coursework.  We will read and discuss both texts and some supplemental material dealing with motivation, leadership, and policy/strategy. 

In keeping with the Park University policy to prepare you for the real world challenge when you finish your studies, you will write a research paper to demonstrate your knowledge of the course concepts.  The exams that you will be given will also involve writing essay answers, rather than multiple-choice or true/false; again, testing your knowledge of concepts rather than memorization ability.


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


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


·         The second (Core Assessment) will be submitted during the seventh week, and will test your knowledge of the course learning outcomes listed above and the concepts involved in the integration of marketing, finance, and operations into corporate strategy planning.  This is not a take-home exam.  The core assessment test is a closed-book, closed notes exam which must be completed on a Park University notebook in class during the regular class hours. It is a Microsoft Word document which will be on the computer and must be submitted as an email attachment to the instructor (using the class wireless network) or transferred to the instructor's laptop computer via thumbdrive during class time.  You will be well served to carefully read and understand the core assessment rubric which follows.


2.      Each class will involve class discussion.  For sessions that involve text readings, students are expected to bring real life examples to class that relate to text readings (topics, issues, publications, experiences, anecdotes, etc), and actively participate in class discussions.  For sessions that include presentations, students are expected to contribute to the discussion of the presentation, either supportive or questioning (but not aggressively).


3.      Current event case study:  Each student will prepare a written summary (4 – 6 pages, double-spaced, 12 point type) of a current published event (newspaper, magazine, web story, etc.) related to leadership/management, corporate ethics, strategic management, or competitive advantage, and make a 5 – 10 minute presentation to the class.  Students will coordinate topics with the instructor to assure non-duplication.  Papers are due at the start of the class on 13 November; presentations will begin during the class on 13 November and will be scheduled during following classes, depending on the number of students in the class.


4.  Each student will prepare a research paper that will require analyzing a corporation.  The analysis will include an in-depth look at the firm's mission, vision, policies, organizational structure, and strategies, as well as an evaluation of its competitive position in the marketplace.  The research paper is due on 11 December; you must submit your paper by e-mail (Microsoft Word attachment).  The paper will be 10 – 15 pages long, double spaced, 12 point type, using MLA or APA guidelines, and must use a minimum of 3 references.


My bio

I spent almost 6 years in the USNR, ending as AE1.  I then enlisted in the Army; 7 years later, as a Senior NCO, I went to OCS and became commissioned.  Like you, I attended night school (but got a ‘bootstrap' at the U of Tampa to complete the last year) for a BS in accounting, then night classes again for an MBA from U of Utah.  After I retired, the U of Utah recruited me into their PhD program in Business Administration (Management Policy and Information Systems).  I have worked for Sperry Corporation, TRW, and my own consulting firm; and have been teaching as an Adjunct Professor for many years.  I am now a full-time faculty member of Park University.



Rubric

CompetencyExceeds Expectation (3)Meets Expectation (2)Does Not Meet Expectation (1)No Evidence (0)
Synthesis                                                                                                                                                                                                                                                  
Outcomes
1,3  Explain what is meant by the term                                                                                                                                                                                                                                                                                                                                                                                                                                                                               
Provides Porter's definition of the term, a thorough explanation of how a firm has a superior position to that of competitors, and at least one actual example Provides Porter's definition and an explanation of competitive advantage which supports the superior position of the firm to that of competitors Provides only a definition of the term “competitive advantage” No answer or insignificant explanation 
Analysis                                                                                                                                                                                                                                                   
Outcomes
2, 3  Identify the five forces that shape competition as described by Porter.                                                                                                                                                                                                                                                                                                                                                                                                                                        
Identification and description of Porter's forces and an explanation of how each force impacts the competitive environment. Identify all five of  the forces as described by Porter. Identification of less than five of the forces. No answer or a provision of  unrelated, insignificant data. 
Evaluation                                                                                                                                                                                                                                                 
Outcomes
4  List three directional strategies.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                
List of the three different directional strategies,  a description of each, and an explanation of the effect of use on the organization's plans. List  three directional strategies that may be used in planning by an organization. List less than three different directional strategies. No answer or a provision of  unrelated, insignificant data. 
Terminology                                                                                                                                                                                                                                                
Outcomes
3, 4  Define the term                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                
Provide a complete definition of the term(s) and an explanation of how each term is used in the analysis of business plans. Provide a complete definition of the term(s).and no explanation. Provide a partial definition of the term(s). No answer or a provision of  unrelated, insignificant data. 
Concepts                                                                                                                                                                                                                                                   
Outcomes
5  List the five stages of international development                                                                                                                                                                                                                                                                                                                                                                                                                                                                 
Provide a list of the five stages and explain how the stages may or may not be evolutionary. Provide a list of the four stages in order of development. Provide a list of less than four stages and/or not in the order of development. No answer or a provision of  unrelated, insignificant data









No answer or a provision of  unrelated, insignificant data




 
Application                                                                                                                                                                                                                                                
Outcomes
5, 6, 7 List four phases of strategic management. List four basic elements of strategic management.                                                                                                                                                                                                                                                                                                                                                                                                                  
Provide a list of the four phases along with an explanation or description of the activities that occur during the respective phase.







Provide a list of the four elements along with an explanation or description of  how the element is important to the overall management plan. 
Provide a list of the of the fthree phases in order of  phasing.







Provide a list of three elements along with an explanation or description of  how the element is important to the overall management plan. 
Provide a list of less than three phases and/or not in the order of  phasing.







Provide a list of less than three elements.




 
No answer or a provision of  unrelated, insignificant data









No answer or a provision of  unrelated, insignificant data




 
Whole Artifact                                                                                                                                                                                                                                             
Outcomes
7, 8, 9, 10 List four phases of strategic management.  Discuss strategy in relation to ethics and social responsibility.  Discuss a business's resources and capabilities in developing a business strategies.                                                                                                                                                                                                                                                                                                       
Provides a thorough, detailed list, description and explanation of the company's phase of strategic management, the elements being used, the competitive advantage, and a prediction of the long range effect on the organization.



Provides a thorough, detailed list, description and explanation of the. strategy in relation to ethics and social responsibility.



Provides a thorough, detailed description and explanation of the. business's resources and capabilities in developing a business strategies.



Provides a thorough, detailed description and explanation of internal operations which lead to better strategy execution.














 
Using the lists and an actual company case report, identify the phase of strategic management, the elements being used, the strategic direction, and the competitive advantage.

Provides a partial list of four stages and using the list, identifies the stage of international development in an actual (or provided) business.

Articulate a thorough, detailed description and explanation of the. business's resources and capabilities in developing a business strategies.

Provides a partial description and explanation of internal operations which lead to better strategy execution. 
Provides incomplete list(s), and partial  or incomplete identification of the phase of strategic management, the elements being used, the strategic direction, and the competitive advantage.  





Provides an incomplete list and/or unable to use the list, to identify the stage of international development in an actual (or provided) business.





Provides an incomplete description and/or unable to use explanation of the. business's resources and capabilities in developing a business strategies.





Provides an incomplete description and explanation of internal operations which lead to better strategy execution.


 
No answer or a provision of  unrelated, insignificant data.




No answer or a provision of  unrelated, insignificant data.




No answer or a provision of  unrelated, insignificant data. 

Copyright:

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

Last Updated:9/16/2006 10:13:13 PM