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MG 401 Senior Seminar in Management
Morris, Robert E.


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

S1T 2007 DLD

Faculty

Morris, Robert E.

Title

Adjunct Faculty

Degrees/Certificates

Masters of Business Administration (MBA) University of North Florida
B.B.A. Business Administration  Excelsior College

Office Location

Orange Park Florida

Office Hours

Tuesday and Thursday 5:30 -6:30 pm (EST)

Daytime Phone

904-542-2486 x 140

E-Mail

robert.morris02@park.edu

bobmorris47@bellsouth.net

Semester Dates

15 January 2007- 11 March 2007

Class Days

TBA

Class Time

TBA

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

Credit Hours

3


Textbook:

 Leaders and the Leadership Process, 4th edition: Pierce and Newstrom, McGraw-Hill. 2006, ISBN #0-07-298743-X  

 Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the MBS bookstore

Additional 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.
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/.
Advising - Park University would like to assist you in achieving your educational goals. Please contact your Campus Center for advising or enrollment adjustment information.
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.
FAQ's for Online Students - You might find the answer to your questions here.


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:

 Learning is a personal experience. Individuals can learn by more than one method. There is a relation between amount of effort extended and learning. Learning may or may not be fun. The best type of learning is that which is valued and perceived to be useful by the learner.

 Leadership and the Growth of People:  This course, like your entire education, is all about you and your own personal growth. The growth of people?you and me, the students of leadership?represents the essence of this course. It is my hope that accompanying your development of an understanding of organizational leadership, you will come to discover that a significant part of your role as a leader should be directed toward the growth and development of people?your organization’s human resources.

 My role: It will be my role to guide your reading, to provide you with an occasion to think and explore the concept of leadership.  

Your role: Be curious; be inquisitive; take your education seriously; open yourself up to new information and ideas; think about what it is that you are hearing and reading.

 Our lives are filled with continuous contact with people who are in positions of leadership. We are continually experiencing the consequences of the acts of leadership; some of these may be rewarding and constructive; some may be frustrating, controlling, destructive, and dysfunctional. Regardless of the end of the continuum that they represent, they provide us with an opportunity to learn, observe, experience, think about, analyze, and learn from all of these leadership transactions.

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.


Core Assessment:

Tests and  Case Studies

Link to Class Rubric

Class Assessment:

The three most important grading criteria for your work will be breadth, depth, and application/synthesis of course concepts. For purposes of this course, the following definitions will apply to each of these terms: Breadth (B): Refers to the "number" of chapter and lecture concepts that you apply to the homework questions, case discussions, and reports. Depth (D): Refers to the degree you provide "detailed" analyses to the homework questions, case discussions, and reports. Application/Synthesis (A): Refers to the chapter and lecture concepts and higher order thinking you "apply" to your homework questions, case discussions, and reports. You can accomplish this by referencing page numbers, concepts, etc. and utilizing higher order thinking. Each time you submit work, I will respond (In the comment section) to the work you submit with either a B, D, A, or combination thereof. For example, if you need additional Depth and Application as they relate to your work, I will provide the following comment: Areas for additional focus: D1/A2.  Note:  A number (1, 2, or 3) by the letter indicates the degree to which additional focus is needed.  For example, D1, indicates a small amount of additional depth is needed, a D2  indicates a moderate amount is needed, while a D3 indicates a substantial amount is needed.  In terms of relating the above to point deductions, the following can be used as a guideline (Actual point deductions may vary somewhat) Homework Point Deductions B1 or D1 or A1  =  1 point deduction B2 or D2 or A2  =  2 point deduction B3 or D3 or A3  =  3 point deduction B1/A1, etc. = 2 point deduction B1/A2, etc. = 3 point deduction B1/A3, etc. = 4 point deduction B2/A2, etc. = 4 point deduction B2/A3, etc. = 5 point deduction B3/A3, etc. = 6 point deduction B1/A1/D1, etc. = 3 point deduction B1/A2/D1, etc. = 4 point deduction B1/A2/D2, etc. = 5 point deduction B1/A3/D3, etc. = 7 point deduction B2/A2/D2, etc. = 6 point deduction Etc. Case Point Deductions B1 or D1 or A1  =  2 point deduction B2 or D2 or A2  =  4 point deduction B3 or D3 or A3  =  6 point deduction B1/A1, etc. = 4 point deduction B1/A2, etc. = 6 point deduction B1/A3, etc. = 8 point deduction B2/A2, etc. = 8 point deduction B2/A3, etc. = 10 point deduction B3/A3, etc. = 12 point deduction B1/A1/D1, etc. = 6 point deduction B1/A2/D1, etc. = 8 point deduction B1/A2/D2, etc. = 10 point deduction B1/A3/D3, etc. = 14 point deduction B2/A2/D2, etc. = 12 point deduction Etc. You are more than welcome to contact me any time you wish to discuss your grades-to-date. Also, your participation grade will be determined by your positive responses to the case postings of others and your timeliness in terms of submitting your work, etc. Note: Five point penalty for late work IMPORTANT!! Your grade for each case posting will be determined not only by the "B-D-A" of your postings, but also by your positive responses to the postings of your team members. Please respond to at least one posting of another student for each case analysis. Failure to do so will result in a loss of five points for each case you post in the Discussion Area.

Grading:

 

Item                              Points                          %

Position paper (1)           100                             10

Research Paper (1)        150                              15

Participation                    40                              04

Midterm (1)                   150                             15

Homework (8)               160                             16

Cases (4)                       200                             20

Final (1)                         200                             20

Total                             1,000 points               100%

 

Grading:

90% to 100% of total points = A

80% to  89%  of total points = B

70% to  79%  of total points = C

60% to  69%  of total points = D

Below   60%                        = F

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 Proctored final exam for online courses must be passed with a grade of 60% or higher in order to pass the course regardless of the overall average.  The grade for students who pass the proctored final will be based on the overall average of homework and tests taken during the course.  The proctored final exam must address only material which the student has been taught in class.

Late Submission of Course Materials:
Submission of Late Work: Late work should be the exception and not the rule. Therefore, the following applies to ALL late work, unless prior arrangements have been made with and approved by the instructor: All late work will be downgraded at the discretion of the instructor, up to 20 points for every day or part of a day it is late. Late work may not be accepted if it is more than 5 days late.

Classroom Rules of Conduct:

Ground Rules for On-line Participation Students should use email for: private messages to the instructor and other students; submitting assignments when so directed; as a back-up for submitting assignments when unable to enter the conference. The Class Conference is for public messages, and for submitting assignments when so directed. Students are expected to complete a minimum of two hours per week of conferencing or other appropriate on-line activities, including sending/receiving e-mail and navigating and conducting research over the World Wide Web. All students will participate in conference discussions. Conventions of "on-line etiquette," which include courtesy to all users, will be observed. Students will normally submit case studies as files uploaded to the computer and routed to the instructor as an attachment in the appropriate dropbox! NOTE: It is highly recommended that students keep electronic copies of all materials submitted in the Conference, the dropbox, via email, fax, or snail mail, until after the end of the term. When posting responses in the Conference or the drop box, please confirm that the thread responses have actually been posted after you submit them!!!! On ALL of your emails, postings in the conference and in the dropbox, please place your full name and course number at the top of each message, and ensure that your name is listed at the top of the first page in all attachments. (I can't give you credit for your work if I don't know who sent it!)

Course Topic/Dates/Assignments:

Week 1 (15JAN07) Leadership Lessons from Homer’s Odyssey

 

Read: Prologue

 

Self-Assessment: Self-confidence

 

Read: Kramer (1992)

 

The Concept? Leadership? What Does It Mean?

 

Read: Introduction to Chapter One (Introduction to Leadership), Pierce & Newstrom (2003)

 

The Meaning of the Concept Leadership (cont)

 

Read: Murphy (1941); Hollander & Julian (1969))

 

The Leader-Follower Relationship

 

Read: Introduction to Chapter Two

 

Self-Assessment: Leader-Member Exchange

 

Read: Scandura (1999); Dirks (2001); Graham (1993)

 

Case: Sam Perkins

 

Work due by the end of the week: Homework and case assignment

 

Week 2 (22JAN07)

 

Who is the Leader as a Person?

 

Read: Introduction to Chapter Three (Leaders and the Role of Personal Traits)

 

Self-Assessment: Motivation to Lead

 

Read: Kirkpatrick & Locke (1991); Judge, Ilies, Bono, et al

 

What Role does Gender Play in the Leadership Process?

 

Read: Introduction to Chapter Four (Leadership and the Role of Gender)

 

Self-Assessment: Masculinity-Femininity

 

Re Read: Kent & Moss (1994); Eagly & Johnson (1990); Baril, Elbert, et alR

 

Case: Exploring Leadership Beliefs

 

Work due by the end of the week: Homework and case assignment

 

Week 3 (29JAN07)

 

How do People become Leaders?

 

Read: Introduction to Chapter Five (Leader Emergence)

 

Self-Assessment: Self-Monitoring

 

Re Read: Hollander (1964); Salancik & Pfeffer (1977); Dobbins, Long, Dedrick, & Clemons (1990)Re

 

POSITION PAPER

 

How do Leaders Move Others?

 

Read: Introduction to Chapter Six (Leadership as an Influence Process)

 

Self-Assessment: Influence Tactics

 

Read: French & Raven (1959); Yukl & Tracey (1992)

 

Case: None

 

Work due by the end of the week: Homework and Position Paper

 

Week 4 (05FEB07)

 

What do Leaders do? As a Behavior, What is Leadership?

 

Read: Introduction to Chapter Seven (Leadership and Leader Behaviors)

 

Self-Assessment: Initiating Structure and Consideration

 

Read: Bowers & Seashore (1966); Fleishman & Harris (1962); Tjosvold (1984)

 

MID-TERM EXAMINATION

 

What Role does the Situation Play in the Leadership Process?

 

Read: Introduction to Chapter Eight (Leadership and Situational Differences)

 

Self-Assessment: Least-Preferred Co-worker (LPC)

 

Read: House & Mitchell (1974)

 

Read: Fiedler (1972); Hersey (1996)

 

Case: None

 

Work due by the end of the week: Homework and midterm

 

Week 5 (12FEB07)

 

What Role does the Cultural Context Play in the Leadership Process?

 

Read: Introduction to Chapter Nine (Leadership in the Cross-Cultural Context)

 

Self-Assessment: Individualism-Collectivism

 

Read: Hofstede (1993); Dorfman, Howell, Hibino, Lee, Tate, & Bautista (1997)

 

What is the Role of the Follower in the Leadership Process?

 

Read: Introduction to Chapter Ten (Followers and the Leadership Process)

 

Read: Greene (1975); Sanford (1980); Hollander (1992)

 

Case: A Different Style of Leadership

 

Work due by the end of the week: Homework and case

 

Week 6 (19FEB07)

 

How Important is Participation as a Leadership Style?

 

Read: Introduction to Chapter Eleven (Participative Leadership)

 

Self-Assessment: Participatory Leadership Attitudes

 

Read: Sales (1966); Vroom (2000); Miller & Monge (1986)

 

Are there “Substitutes” for Leadership?

 

Read: Introduction to Chapter Twelve (Leadership: Substitutes, Neutralizers, and Enhancers)

 

Self-Assessment: Group Cohesiveness

 

Read: Kerr & Jermier (1978); Podsakoff

 

Case: Donny is my Leader

 

Work due by the end of the week: Homework and case assignment

 

Week 7 (26FEB07)

 

Leadership and Work Teams

 

Read: Introduction to Chapter Thirteen (Leadership and Work Teams)

 

Self-Assessment: Emotional Intelligence

 

Read: Druskat (1988); Manz (1987)

 

RSEARCH PAPER

 

Charismatic and Transformational Leadership

 

Read: Introduction to Chapter Fourteen (Charismatic and Transformational Leadership)

 

Self-Assessment: Transformational and Charismatic Leadership

 

Read: House (1990)

 

Case: None

 

Work due by the end of the week: Homework and research paper

 

Week 8 (05MAR07)

 

Dysfunctional Aspects of Leadership

 

Read: Introduction to Chapter Fifteen (Dysfunctional Aspects of Leadership

 

Self-Assessment: Machiavellianism

 

Read: Miller (1977)

 

FINAL

 

Work due by the end of the week: Homework and final

 

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.
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 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 .



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. 

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Last Updated:12/26/2006 6:42:22 PM