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MG 352 Principles of Management
Williams, Beverly J.


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

F2T 2007 DLJ

Faculty

Williams, Beverly J.

Title

Adjunct Faculty

Degrees/Certificates

Bachelor of Art in Business Administration/CIS, Saint Leo University
MA, Administration with a Concentration in Human Resource Management, Central Michigan University
MS, Acquisition and Contract Management, Florida Institute of Technology

Office Location

Virginia

Office Hours

7PM MST - 9PM MST Wednesday through Friday; Saturday through Sunday:  Any time prior to 10PM MST

Daytime Phone

540-429-4732 (Cell Phone)

Other Phone

540-809-0144 (Alternate Cell Phone)

E-Mail

Beverly.Williams@park.edu

bjwilli986@comcast.net

bjwilli986@tmail.com (Blackberry - Alternate)

Semester Dates

October 22, 2007 - December 16, 2007

Class Days

Online class

Class Time

Online class

Prerequisites

As determined by the University

Credit Hours

3


Textbook:

Management: Skills and Application, McGraw-Hill Irwin, 2007, 12th Edition, Boston, Authors: Leslie Rue and Lloyd Byars. ISBN-13: 978-0-07-353014-7 or ISBN-10: 0-07-353014-X

 

 

 

Textbooks can be purchased through the MBS bookstore

Textbooks can be purchased through the Parkville 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:
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:

Welcome to Principles of Management (MG 352)! As outlined by Rue and Byars, in Management: Skills and Applications, management is part of every business person's life. Management concepts apply equally to public, private, not-for-profit, religious organizations, large corporations, or small entrepreneurial firms. The principles of management are usually performed by the three levels or types of managers—senior management, middle management, and supervisory management. By studying the principles, knowledge about management can be categorized and examined.

Management skills (conceptual, human relations, and technical) are closely related. Leaders in the modern business environment come from a variety of backgrounds. The rich diversity present in modern management adds differing viewpoints and intellectual skills that enable an organization firm to compete in the international and domestic environment. (Rue and Byars, 2007)

Together, we will learn the key principles used in managing an organization: decision-making, ethical responsibilities, planning, operations, organizing, teams, staffing, development, motivation, leadership, conflict, controlling, rewarding and managing change. We will use readings, videos, lectures, case studies, self checks, and discussions as knowledge building tools. This junior level course cumulates with summative assessments that include a research paper and proctored final examination.

 

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.


  Instructor Learning Outcomes
  1. Compare and contrast planning, operations, and strategic management.
  2. List ways to motivate employees.
  3. Describe ways to develop employees and managers.
  4. Define organizing for work and organizational structure.
Core Assessment:
The assessment device is a comprehensive case that is written in class during week 13 of sixteen 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.
 
A CLOSED BOOK, CLOSED NOTES comprehensive examination that must be administered and proctored in the classroom and may not be given as a take-home examination. Students should not have access to the exam or its questions before it is administered. 

Class Assessment:

Week

 

1

2

3

4

5

6

7

8

 

Total Points

Discussion

 

2%

2%

2%

2%

 

2%

2%

2%

 

14%

Weekly Questions

 

1%

1%

1%

1%

 

1%

1%

1%

 

7%

Groupwork

 

 

 

 

 

3%

 

 

 

 

3%

Quiz

 

2%

2%

2%

2%

2%

2%

2%

2%

 

16%

Mid-Term Exam

 

 

 

 

10%

 

 

 

 

 

10%

Research Paper

 

 

 

 

 

 

 

20%

 

 

20%

Final Examination

 

 

 

 

 

 

 

 

30%

 

30%

Total Course Points

 

5%

5%

5%

15%

5%

5%

25%

35%

 

100%

Breakout of Points:

Week

 

1

2

3

4

5

6

7

8

 

Total Points

Discussion

 

20

20

20

20

 

20

20

20

 

140

Weekly Questions

 

10

10

10

10

 

10

10

10

 

70

Groupwork

 

 

 

 

 

30

 

 

 

 

30

Quiz

 

20

20

20

20

20

20

20

20

 

160

Mid-Term Exam

 

 

 

 

100

 

 

 

 

 

100

Research Paper

 

 

 

 

 

 

 

200

 

 

200

Final Examination

 

 

 

 

 

 

 

 

300

 

300

Total Course Points

 

50

50

50

150

50

50

250

350

 

1000

 

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.  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.

 

Grading:

The following information is provided by the instructor to outline expectations for student class assessments:

A. Discussion = 14% 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 Saturday 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%.

B. Weekly Questions - (one's well thought out response), is provided during weeks 1, 2, 3, 4, 6, 7, and 8.  A well thought out response is one which consist of 100 of more words per question addressing all questions clearly.  All assigned questions will be available under doc sharing as well as under each weekly tab.  Ensure all questions posed are answered. Percentage points assigned are as follows: 1% for 7 weeks for a total of 7%.

C.  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.

D. Quiz = 2% per week for correct answers = 16 %

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

F. Research Paper = 20% (Submitted during week seven - use template provided)

G. Final Examination = (Core Assessment - Case Analysis/Study) = 30% (Week eight, proctored) The proctored final exam must be COMPLETED.  The course grade for students will be based on the overall average of homework and tests during the course in accordance with the weighting of the various requirements as stated in the syllabus.  The comprehensive final is not a take-home tests. The comprehensive final is a proctored closed book and closed notes exam.

The course grade for students will be based on the overall average of homework and tests taken during the course in accordance with the weighting of the various requirements as stated in the syllabus.

All final exams in all School of Business and Management courses will be comprehensive and will be closed book and closed notes. They will constitute 30% of the total course grade and will not be a take-home exam. They will be completed during the test week in the period designated by the registrar or by the Proctor in the case online courses. 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 Dean of the School of Business and Management.

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, should complete assignments prior to departure.

Classroom Rules of Conduct:

Policy #1:  Submission of Work:

A class week is defined as the period of time between Monday 12:01 am MST and Sunday at 11:59 PM MST. The first week begins the first day of the term/semester.  Assignments scheduled for completion during a class week should be completed and successfully submitted by the posted due date. 

Create a back up file of every piece of work you submit for grading. This will ensure that a computer glitch or a glitch in cyberspace won't erase your efforts.

When files are sent attached to an email, the files should be in Microsoft Word, RTF, ASCII, txt, or PDF file formats.

Policy #2: Ground Rules for Online Communication & Participation

General email: Students should use email for private messages to the instructor and other students. When sending email other than assignments, you must identify yourself fully by name and class in all email sent to your instructor and/or other members of our class.

Online threaded discussions: are public messages and all writings in this area will be viewable by the entire class or assigned group members.

Online Instructor Response Policy:  Online Instructors will check email frequently and will respond to course-related questions within 24-48 hours when students' name and class is clearly included within subject line.

Observation of "Netiquette": All your Online communications need to be composed with fairness, honesty and tact.  Spelling and grammar are very important in an Online course.  What you put into an Online course reflects on your level of professionalism.  Here are a couple of Online references that discuss writing Online http://goto.intwg.com/ and netiquette http://www.albion.com/netiquette/corerules.html.

Please check the Announcements area and office link before you ask general course "housekeeping" questions (i.e., how do I submit assignment 3?).  If you don't see your question there, then please contact your instructor.
 
Policy #3: What to do if you experience technical problems or have questions about the Online classroom.  

If you experience computer difficulties (need help downloading a browser or plug-in, you need help logging into the course, or if you experience any errors or problems while in your Online course, click on the  button in your Online Classroom, then click on the helpdesk menu item, and then fill out the form or call the helpdesk for assistance.  

If the issue is preventing you from submitting or completing any coursework, contact your instructor immediately.

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 2007-2008 Undergraduate Catalog Page 85-86
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:
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 2007-2008 Undergraduate Catalog Page 85

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.
  3. Work missed through unexcused absences must also be made up within the semester/term of enrollment, but unexcused absences may carry further penalties.
  4. 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 "F".
  5. A "Contract for Incomplete" will not be issued to a student who has unexcused or excessive absences recorded for a course.
  6. 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.
  7. 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 2007-2008 Undergraduate Catalog Page 87-88

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 .


Attachments:
Weekly Schedule F2T2007

Copyright:

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

Last Updated:10/1/2007 11:14:43 AM