Facilitator Name: Rebecca Luck
Contact Information: Home phone 852-1888
Cell phone 720-1888
e-mail [email protected]
Best time to contact 12 pm to 8 pm
SPECIFIC NOTES REGARDING THE LEARNER GUIDE:
Academic Integrity: It is expected that students will adhere to the University of Mary�s expectations for integrity in the completion of all assignments.
Learner Guide: This learner guide provides a general plan for the course. In order to accommodate the needs of the class, your facilitator reserves the right to make changes to the learner guide including, but not limited to: assignments, timetable, examinations, projects, papers, etc. Changes in the syllabus, if required, will be made by announcement by the facilitator.
Reading Material: You are responsible for preparing the session assignments before class. In addition to section assignments, power point material will be offered.
Learning Objectives: Each session�s Learning Objectives are the Learning Objectives listed at the beginning of each chapter.
UNIVERSITY OF MARY�S PLAGIARISM POLICY:
Honesty requires that any ideas or materials taken from another source for either written or oral use must be fully acknowledged. Offering the work of someone else, as one�s own is plagiarism. The language or ideas thus taken from another may range from isolated formulas, sentences, or paragraphs to entire articles copied from books, periodicals, speeches, or the writings of other students. The offering of materials assembled or collected by others in the form of projects or collections without acknowledgment also is considered plagiarism. Any student who fails to give credit for ideas or materials taken from another source is guilty of plagiarism.
COURSE DESCRIPTION:
This course develops an understanding of the roles, responsibilities, and skills required of individuals (managers and non-managers) in today�s changing organizations by analyzing a body of management theory and the characteristics of successful managers and organizations. This process will also develop an awareness of the environmental conditions and pressures facing today�s managers and organizations. Specifically, students will become acquainted with the language of business management and the application of key concepts and theories to real world organizations.
COURSE OUTCOMES:
After completing the course, students should be able to:
1. Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals.
2. Demonstrate why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success.
3. Explain how effective communication helps an organization gain a competitive advantage.
4. Demonstrate how managers can motivate group members to achieve organizational goals.
5. Explain why managers who seek new ways to increase efficiency and effectiveness are using strategic alliances and network structures.
6. Describe how managers can encourage and promote entrepreneurship to help create a learning organization.
7. Demonstrate the diagnostic/experiential/writing approach to understanding organizational life.
8. Understand the skills needed to plan, organize, control and lead an organizational study.
9. Demonstrate oral and written communication skills necessary for effective presentations.
10. To think critically and develop informed opinions about the issues facing today�s managers.
UNIVERSITY COMPETENCIES MET:
1. Demonstrate critical thinking in evaluating and implementing change within organizations.
2. Provide leadership in a variety of roles including managing and consulting.
3. Apply professional expertise in written and oral communication including the use of technology with professionals and consumers.
4. Demonstrate in practice an ethical philosophy of business based on Benedictine Values.
5. Demonstrate professional competencies in skill
BENEDICTINE VALUES ADDRESSED:
1. Hospitality
2. Community
3. Respect for Persons
4. Prayer
5. Moderation
6. Service
COURSE MATERIALS OF INSTRUCTION
Required Text: Jones, Gareth R. and George, Jennifer M. (2002). Contemporary Management,
3rd Edition. New York, NY: McGraw-Hill Irwin.
NOTICE REGARDING WORKLOAD: This course consists of five sections. This highly accelerated pace requires students to take a great deal of responsibility for their own learning outcomes. Due to the accelerated nature of this course, students are expected to communicate with the facilitator at least twice each week.
COURSE REQUIREMENT DUE DATES AND GRADING CRITERIA
Graded assignments for this course are:
Four written papers (4-5 pages each) (100 points each) 400
Section Questions (50 points each week- four weeks) 200
Final Paper (15-22 pages) 200
Power Point Presentation 200
Final Questions 100
Total points 900
Papers: The four individual papers are due at on the dates listed unless other arrangements have been made. It is recommended that you make use of the online resources provided by your text and online publications, such as Business Week, Business 2.0, Fortune, etc. Appropriate documentation is expected.
Paper due dates:
Papers for Section One and Two- please complete and submit by June 20th.
Paper for Section Three- submit by June 26th
Paper for Section Four- submit by July 2nd
Final paper due by July 7th
Section Questions- Each sections includes a set of questions to complete. Please put a cover page with your answers. On the cover page, include your name, date submitted, and the section number.
Question due dates:
Questions for Section One and Two- please complete and submit by June 20th.
Questions for Section Three- submit by June 26th
Questions for Section Four- submit by July 2nd
Final Questions due by July 7th
Final Paper: Due by July 7th
Power Point Presentation: Due by July 7th
Final Questions: Due by July 7th
Project: Each student will choose an organization or a concept for its study and present a written solution in a final paper. You may choose to be an internal or an external consultant to address an issue. Project due date- July 7th
Attendance: As this is an Independent Study class- there will be no �attendance.� But, it is up to you to keep in touch with the facilitator. Contact must be made, either through e-mail or phone, at least two times per week (communication will be recored and factored into your grade).
Grading: The basis for course grades are the percentage of the total available points a student earns during the course. Course and paper grades will be determined utilizing the following scales
Course Grading
A 100% - 93%
A- 92% - 90%
B+ 89% - 87%
B 86% - 83%
B- 82% - 80%
C+ 79% - 77%
C 76% - 73%
C- 72% - 70%
D+ 69% - 67%
D 66% - 63%
D- 62% - 60%
F Below 60%
SECTION ONE
1. Read chapters 1, 2, 3 and 4.
2. While you are reading the chapters, please consider the following questions:
? What is management?How has and is management theory evolving?
? How do a manager�s attitudes, values, ethics and culture affect his behavior?
? What are the issues in managing diverse employee in a diverse environment?
3. Review power point material for chapters 1-4 (to be sent by e-mail at your request)
4. Using this session�s readings , write a five-page paper on a current/past work experience.
5. Complete Section One questions:
Please put a cover page with your answers. On the cover page, please include your name, date submitted, and the session number.
1. Describe what management is, why management is important, what managers do, and how managers utilize organizational resources efficiently and effectively to achieve organizational goals.
2. Discuss the principal challenges managers face in today�s increasingly competitive global environment.
3. Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory.
4. Trace the changes in theories about how managers should behave to motivate and control employees.
5. Describe the various personality traits that affect how managers think, feel, and behave.
6. Define organizational culture and explain the role manager�s play in creating it.
7. Grasp the central role that managers play in the effective management of diversity.
8. Understand why the effective management of diversity is both an ethical and a business imperative.
SECTION TWO
1. Read chapters 5, 6, 7, 8 and 9.
2. While you are reading the chapters, please consider the following questions:
? What is the organizational environment?
? How is the global environment affecting managers?
? How should a manager approach decision-making?
? Why plan?
? Why organize?
1. Complete Section Two questions:
Please put a cover page with your answers. On the cover page, please include your name, date submitted, and the session number
1) Explain why the ability to perceive, interpret, and respond appropriately to the organizational environment is crucial for managerial success.
2) Explain why boundary-spanning activities are important.
3) Explain why the global environment is becoming more open and competitive and why barriers to the global transfer of goods and services are falling, increasing the opportunities, complexities, and challenges that managers face.
4) Describe the way in which political and legal, economic, and sociocultural forces in the general environment can affect managers and the way in which global organizations operate.
5) Explain how cognitive biases can affect decision-making and lead managers to make poor decisions.
6) Explain the role that organizational learning and creativity play in helping managers to improve their decisions.
7) Explain the relationship between planning and strategy.
8) Describe the vital role played by strategy implementation in determining managers' ability to achieve an organization's mission and goals.
9) Identify the factors that influence managers' choice of an organizational structure.
10) Explain why managers who seek new ways to increase efficiency and effectiveness are using strategic alliances and network structures.
ASSIGNMENTS TO BE COMPLETED PRIOR TO SESSION THREE
1. Read chapters 10, 11, 12, 13 and 14.
2. Prepare to discuss of the following topics:
a. What is organizational control?
b. What is the role of performance appraisal?
c. How does a manager use pay to motivate?
d. How does emotional intelligence impact leadership?
e. What is a leaders role in team management?
SECTION THREE
READING: Chapters 10 � 14.
LEARNING OBJECTIVES: (See each chapter for a complete list of learning objectives for this session)
1. Define organizational control, and describe the four steps of the control process.
2. Explain the role of organizational culture in creating an effective organizational architecture.
3. Explain why strategic human resource management can help an organization gain a competitive advantage.
4. Explain why performance appraisal and feedback is such a crucial activity, and list the choices managers must make in designing effective performance appraisal and feedback procedures.
5. Explain what motivation is and why managers need to be concerned about it.
6. Explain why and how managers can use pay as a major motivation tool.
7. Describe what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.
8. Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations.
9. Explain why groups and teams are key contributors to organizational effectiveness.
10. Describe how managers can motivate group members to achieve organizational goals and reduce social loafing in groups and teams.
SESSION FOUR
1. Read chapters 15, 16, 17, 18 and 19.
2. Prepare to discuss of the following topics:
a. How is technology affecting organizational communication?
b. How would you propose to change an organization?
c. What is the meaning of the saying �information controls�?
d. Does a high quality mean higher cost?
e. What are the keys to developing a learning organization?
LEARNING OBJECTIVES:
1. Explain why effective communication helps an organization gain a competitive advantage.
2. Explain how advances in technology have given managers new options for managing communication.
3. Explain why conflict arises, and identify the types and sources of conflict in organizations.
4. Describe conflict management strategies that managers can use to resolve conflict effectively.
5. Describe three reasons why managers must have access to information to perform their tasks and roles effectively.
6. Explain how advances in information systems can give an organization a competitive advantage.
7. Explain the role of operations management in achieving superior quality, efficiency, and responsiveness to customers.
8. Explain why achieving superior efficiency is so important.
9. Explain managers' role in facilitating product development.
10. Describe how managers can encourage and promote entrepreneurship to help create a learning organization.
SECTION FIVE
1. Review chapters.
2. Complete Final paper
3. Complete Power Point
4. Complete Final Questions
REVIEW: Chapters 1 � 19.
FINAL QUESTIONS: