MAN-328 Contemporary Management

MAN 328 Contemporary Management (SU14-Kingston)

Course Information Where: Fully Online, Canvas (no class meetings), 45 Contact Hours Prerequisites: College Level Reading, COM 115, ENG 121, ACC 121 Start Date: Tuesday, May 27th End Date: Friday, August 8th Refund Date: Monday, June 9th Withdraw Date: Tuesday, July 22nd Canvas Site: https://coloradomtn.instructure.com/courses/926418

Contact Information

E-Mail: [email protected] (please use canvas for all course related email) Office Hours: Email for a Skype appointment and send a Skype invite to my handle

martynkingston

Course Description

This course provides students of all disciplines a broad overview of contemporary organizational management theory and best practices as they relate to the four primary functions of managers and leaders, namely: planning, organizing, leading and controlling. We will explore organizational behavior and human motivation, quality management and process improvement, decision-making styles and strategic planning processes, leadership vs management, organizational design and structure, characteristics of effective change management and control systems, and the importance of ethics, law, stakeholder management and social responsibility in today’s fast-paced for-profit and non-profit organizations. MAN 328 is required for four year degree seeking business students at Colorado Mountain College.

Learning Approach

Through active engagement with a best-selling management text and associated cases, learning is directed towards demonstrating how contemporary management theory and best practices drive contemporary business. Throughout the course, you will be challenged to identify, understand and persuasively advocate managerial decisions which drive the bottom line in real-world settings. We will examine how organizations use management to nurture value, profits, competitive advantage and sustainable business.

MAN-328 Contemporary Management

(DS01-82465, 3 Credits)

Summer 2014 Associate Professor, Martyn Kingston, PhD, MBA

https://coloradomtn.instructure.com/courses/926418

mailto:[email protected]


The same concern for making efficient and effective managerial decisions also drives top performing non-profit organizations and social businesses. Non-profits and social ventures are also concerned with financial management; with costs, cash flow, asset investment and management, and with earned operating income. Non-profit managers and social entrepreneurs must manage the challenge of balancing mission and margin rather than market driven value, profits and dividends. They also manage other resources such as volunteerism and community and business partnerships to serve and meet mission based community needs. Our activities and learning, then, will be directed towards a wide variety of organizational and management challenges and decision-making environments.

Assessment and Feedback: Performance assessment in this 300 level course will be far less ‘arithmetic’ or ‘cut and dry’ than you may be accustomed to. Points are not used, and percentages are not given for every activity. Grades are less emphasized, especially early in the course. Percentage grades are given for major assignments (the three exams & one submitted case brief). Beyond this, periodic progress grades and feedback (provided once every two weeks) will be posted on canvas. These grade components will be posted to canvas gradebook and will reflect the quality and quantity of your online posts to the weekly discussion boards. The feedback documents will be posted to the modules once every two weeks and will cover the ‘good’ ‘bad’ and yes even the ‘ugly,’ so students have regular feedback on what is going well and which areas need improvement. This feedback and grades covers online participation activities which include chapter and business case discussions, discussion of supplemental readings (pdfs in Canvas modules) and other activities explained in the syllabus and online. Should you need individual feedback on your progress please reach out through email and I can respond there or if necessary we can arrange to chat through Skype. See page 1 for my Skype handle.

Topics

Part 1: Management and Managers – Introduction and Overview (Weeks 1-2)

1. The History and Evolution of Management Thought 2. The Management Process Today 3. The Manager and Leader: Values, Attitudes, Emotions, and Culture

Part 2: The Managerial Environment (Weeks 3-4) 4. Ethics, Diversity and Stakeholder Management 5. EXAM 1 (Week 4)

Part 3: Planning, Decision-Making and Competitive Advantage (Weeks 5-6) 6. Decision Making, Learning, Creativity, and Entrepreneurship 7. Planning, Strategy, and Competitive Advantage 8. Whack Pack Cards & Game Report (Week 5)

Part 4: Organizational Design, Structure and Change (Weeks 7-8) 9. Designing Organizational Structure 10. Innovation, Control, Change, and Entrepreneurship 11. EXAM 2 (Week 7) 12. Orbiting the Giant Hairball Book Report (Week 8)

Part 5: Leading Individuals and Groups (Weeks 9-10) 13. Motivation 14. Leaders and Leadership 15. Effective Team Work and Team Management 16. Case Brief (Week 10) 17. EXAM 3


General Expectation

The principal expectation concerns enabling students to demonstrate (1) knowledge of management theory and practice; (2) an ability to use it to make sound, well-argued management decisions; and (3) to do so artfully and with organizational purpose.

Learning Outcomes & Skills

Upon successful completion of this course, students should be able to:

1. Apply methods for establishing strategic and operational goals including core foundations (values statements, mission and vision statements and organizational culture), short term, mid-range and longer term organizational and managerial plans, and programs and policies to support business and operational aspirations.

2. Apply organizing techniques to establish appropriate and effective lines of authority and communication among people and throughout various levels of an organization.

3. Plan and coordinate the effective and efficient use of resources, including money, products, services

and information, time, procedures, energy, facilities and equipment, necessary to achieve organizational goals.

4. Plan and coordinate the effective use of human resources, including defining job-specific tasks,

determining employee qualifications for specific positions, based on appropriate laws, regulations and best practices.

5. Describe and apply various supervision methods, tools and techniques to motivate individuals and

work groups.

6. Apply the control principle of comparing actual results to planned activities and goals to use resources to achieve goals effectively and efficiently.

7. Describe the impact of relevant social, economic, and other environmental issues on management

decision-making.

8. Understand key differences between management and leadership and be able to recognize how and when to use them.

IDEA General Categories of Instruction & Learning

1. Gaining factual knowledge (terminology, classifications, methods, trends). 2. Learning fundamental principles, generalizations, or theories of management. 3. Learning to apply course material (to improve thinking, problem solving, and decisions). 4. Developing specific skills, competencies, and points of view needed by professionals in the field of

business management.


Required Course Materials

1. Gareth R. Jones & Jennifer M. George (2013) Essentials of Contemporary Management, 5th

Edition, McGraw Hill, Boston, MA. ISBN: 978-0-07-802934-9 ($125.00 CMC Bookstore price). This textbook and its associated cases, topics and exercises is the principal course tool. You are encouraged to access McGraw Hill’s on line Student Support Center accessible using the access code supplied with the purchased text or online e-book version. Go to http://mhhe.com/george to access outline notes, flash-cards, video-clips, self-graded quizzes and more.

2. MacKenzie, Gordon (1996) Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving

with Grace, New York, N.Y., Viking, Penquin Group ISBN: 0-670-87983-5. This delightfully entertaining, fun read is among my all-time favorites. It is deceptively revealing and relevant. Consider this little book a must read for anyone interested in creative thinking, innovation and leadership in the context of today’s organizational bureaucracies. I promise you, once you start reading, you will not want to put it down! 3. Von Oech, Roger (2003) Creative Whack Pack: 64 Creativity Strategies to Provoke and Inspire Your Thinking, Stamford CT, U.S. Games Systems ISBN 9781572814424 ($22.00 Bookstore price). This fun resource will be used to facilitate team building and as a decision making tool. It will help identify and explore types of creative, leadership and management skills so important to today’s business professionals.

NOTE: Two copies of each of the above course materials are on in-library reserve in the Steamboat

campus library, Bristol 3rd Floor.

Bookstore: Colorado Mountain College has partnered w/ Follett Virtual Bookstores to operate textbook services at www.coloradomtn.bkstr.com. You can access the site by choosing "bookstore" under “classes” on the main college webpage www.coloradomtn.edu.

Follett offers a rental program w/ 50% or more off the cost of a new book

Used textbooks at discounted prices

Sell back anytime online or in-person at Follett's CMC buyback events.

Sign up for the store's email list at www.coloradomtn.bkstr.com/email including buyback dates Direct online bookstore questions to [email protected] or call 800-621-4088. E-book versions are available through McGraw Hill Higher Education website or call their direct sales team. The required course resources are available used or new online e.g. Amazon.com.

Canvas Website

The Canvas website https://coloradomtn.instructure.com/courses/831208 is organized as follows:

Canvas Tool Content and Use

Homepage Welcome, navigation tools & course description

Syllabus Syllabus, class schedule, instructor bio & teaching statement, study guides

Discussion Board Post answers to weekly reading & activity questions (see agenda in modules)

Modules Course content & supplements: agenda, learning outcomes, lecture slides

Grades On-going and final course grades

People / In Email all course related major assignments and to use for classmates and instructor email

Skype martynkingston

Communicate in real time w/ instructor (through appointment made via canvas email)

http://mhhe.com/george

http://www.coloradomtn.bkstr.com/

http://www.coloradomtn.edu/

http://www.coloradomtn.bkstr.com/email


https://coloradomtn.instructure.com/courses/831208


1. Use email in Canvas to communicate on all course matters. Use my work email

([email protected]) for all non-course related subjects.

2. Forward Canvas email to a preferred email by going to the drop-down menu in email on Canvas.

3. Canvas Support: Go to http://coloradomtn.edu/cms/one.aspx?objectId=1517146 or use the drop down menu at the top of the CMC Homepage to locate FAQs and instructional help. Service Help [email protected] or 970-947-8438 or 866-642-0495. Monday through Thursday, 7.30 a.m.-10 p.m., Friday, 7.30 a.m. – 5 p.m., and Saturday, 8 a.m. – noon.

Online Class Management

Syllabus Folder: 1. The syllabus and class schedule are contained in the canvas syllabus folder along with copies of

exam guidelines, assignment instructions and other helpful documents. Canvas Modules: The following are posted within modules organized weekly on canvas:

1. Agenda pages describe the work of the course each week. The agenda is a more detailed description of the work of the course published in the schedule at the end of this syllabus. Weekly tasks described on each of the agenda pages involve: (1) Primary (textbook) and secondary (article) reading (2) Weekly reporting and discussion on the canvas discussion board, associated with readings, cases and end of chapter activities etc. (3) Scheduled exams and/or writing assignments

2. Lecture notes and slides summarize main ideas and best practices from each of the textbook chapters and main sections of the course. These resources are useful for exam preparation and will help guide and focus your reading.

3. Case Videos & Descriptions supplement front and end of chapter cases in the Jones text. 4. Written Case Brief (20%) – each student is asked to select ONE management case from a list of

cases covered in the course. A list of cases is contained in the course schedule at the end of the syllabus. The Case Brief Instruction sheet posted to its own canvas module describes expectations and the writing process. A Grading & Feedback Rubric is also posted to the module.

5. Exams (40%) There are three multiple choice exams, roughly one every three weeks. Each of the three exam modules on canvas provides a link to the online exam and a study guide for each of the exams. The study guide describes the topics on the exam along with page and slide references covering exam topics. Exams use multiple choice questions and test the main ideas and management fundamentals contained in the primary textbook, secondary articles and cases contained in canvas modules. Exam guidelines and tips and pointers are provided in the syllabus folder. The lowest exam score is dropped (unless it qualifies for extra credit described below). Each of the two scored exams are worth 20% of the course grade. Please Note: An exam not taken will NOT be dropped, meaning that all THREE exams should be taken to avoid having a ‘0’ count towards the exam grade component.

6. Writing Assignments (10%) Other than exams, and the case brief, your main assessed work involves, a book report on ‘Orbiting the Giant Hairball’ and a report/discussion on a card game associated with The Creative Whack Pack (both required course materials listed above on p.4). Instructions for these assignments are posted within associated assignment modules on canvas. The book and card game reports and discussion are worth 10% of the course grade.


http://coloradomtn.edu/cms/one.aspx?objectId=1517146



7. Discussion Posts (30%) Weekly discussion posts are worth 3% each week for a total of 30% of the total course grade over 10 weeks. Weekly posts are graded using a scale of 0, 1, 2, 3, with 3 being the highest grade. At the end of each two week period a letter grade covering participation for the just completed two week period is posted to the canvas grade book (2 x 3% = 6% every two weeks).

PLEASE NOTE CAREFULLY: YOU ARE ASKED TO POST YOUR ANSWER TO THE WEEKLY SET OF QUESTIONS BEFORE YOU POST ANY RESPONSE TO A CLASSMATE’S POSTS. FAILURE TO DO SO WILL REMOVE CREDIT FOR YOUR POSTED ANSWERS THAT WEEK. Discussion board topics are described in the class schedule at the end of the syllabus and detailed in each week’s agenda page within the canvas modules. Feedback on the two weekly posts is provided to the class as a whole and stresses what is going well and where improvement may be needed. You will not be able to read your class mate’s posts until after you have posted your work each week. Once you have posted, you can see your classmate’s posts and post replies if you wish. There is no requirement to reply to classmate’s posts. If you do so and assuming your reply adds value to the discussion board thread, minor extra credit may be given towards your participation grade for that 2 week block. Reading the posts of others is also an excellent way to make improvements to your own work as the course progresses.

PLEASE NOTE: The final course grade will be based on your overall progress and learning in the course. By emphasizing where you end up at the end of the course, rather than where you were towards the beginning or middle of the course you are encouraged to engage, stay connected, experiment and learn from mistakes as you progress through the course. Your final course grade will not necessarily be a cumulative sum of individual grades given throughout the course. An approach to grading which I characterize as “Flexibility and Forgiveness” is employed. Assuming you consistently prepare for class, demonstrate effort, engage and participate actively and enthusiastically, and assuming you exhibit reasonable and responsible class citizenship, ‘F&F’ will apply to you. If you do not –if you are tardy, absent, careless, and exhibit lackluster effort- ‘F&F’ will not apply in your case and you will receive no worse than the sum of the individual grades earned during the course. Another way of looking at ‘F&F’ is to see it as a ‘discount’ to early grades or occasional low, outlier or ‘hiccup’ grades. It is also a way to incentive engagement, effort and experimentation and to reward progress.

My Role/Your Role

My role in the course is to: 1. Assemble and present a framework of management fundamentals and best practices; 2. Help you learn and apply them successfully; 3. Facilitate, encourage and channel useful, dialogue and debate; 4. Evaluate your performance (described below); and 5. Provide a memorable, comfortable learning environment; one which allows you to successfully

reach for your personal and professional goals.

To benefit from this experience, you must be willing to: 1. Complete the required reading on time each week; 2. Prepare for exams; 3. Use canvas, the syllabus and instruction sheets and task descriptions within the agenda pages to

prepare writing assignments, online discussion activities and your case brief, and 4. Check canvas for materials such as slides, lecture notes, exam study guides and other

announcements.


Challenges, Actions, Results (C.A.R.s)

Challenges (Learning Need Levels)

Actions

(What You Do)

Results

(What You Learn)

1. Knowledge / Basic

Comprehension Terms, Concepts, Frameworks,

Theories 40%

Active Listening, Reading,

Discussion, Exams Read Lecture Notes & Slides, Weekly Readings, Discussion

Posts Identify, label, Arrange, Memorize, Recognize, Summarize & Restate

Gaining factual knowledge of terminology, classifications, methods, trends concerning how various types of organizations are managed in different settings

2. Active Comprehension /

Application Examples, Best Practices

20%

Discussion, Presentation,

Argumentation Understand & Generate

Examples, Prepare, Participate & Persuade

Discover, Organize & Reorganize, Explain, Illustrate, Convert, Distinguish, Translate, Give

Examples

Learning fundamental concepts, principles & theories of management and organizational behavior and how to apply them confidently to improve problem solving, and effective decision-making.

3. Analysis / Synthesis

Problem/Challenge Identification, Real World

Situations (advanced knowledge/learning experiences)

20%

Case Work

Business Cases, Research, Presentation including one submitted business brief

Choose, Compare, Interpret, Plan, Relate, Clarify, Combine, Reduce,

Direct

Developing specific skills, competencies, and points of view needed by professionals in the management field and developing understanding of personal & professional values in organizational/management contexts.

4. Evaluation

Decision-Making Situations & Processes

10%

Problem-Solving / Entrepreneurship

Cases, Research, Written Business Brief, Assignments

Compare, Evaluate, Estimate, Rate, Judge, Inform, Value

Developing creative capacities in the quest to lead and/or manage change to establish, meet and exceed organizational goals

5. Prescription

Action Orientated Problem Solving in an Organizational

Context 10%

Recommendations /

Decision-Making Advocacy through Case Work &

other Activities Decide, Prioritize, Justify, Show,

Demonstrate, Persuade, Act

Learning to effectively analyze and critically evaluate ideas, arguments, and points of view to make a difference to the bottom line (value, profits, competitiveness & sustainability


Performance assessment and course grades will be based on the following:

TOOL

DETAILS

LEARNING OUTCOMES

ONLINE EXAMS (3) 40% Course Grade

o 2 exams score 20% each o Lowest exam score of the 3 is

dropped unless a ‘B’ or better is earned to qualify for extra credit

o An exam NOT taken will earn a ‘0’ which will count towards the final exam total.

Knowledge of terms, concepts, frameworks, theories and major takeaways from cases & other activities

Exam 1 (Week 4)

o 50 Questions, MC

o 20% of Course Grade o Lowest exam score dropped or extra

credit if B or better. Missed exam ‘0’ score NOT dropped

o Chapters 1, 2, 3 (Jones) o Secondary articles and cases

(see canvas modules, wks 1-3)

Exam 2 (Week 7)

o 50 Questions, MC o 20% of Course Grade o Lowest exam score dropped or extra


o Chapters 5, 6, 7, 8 (Jones)

o Secondary Articles (see

canvas modules, wks 4-7)

Exam 3 (Week 10)

o 50 Questions, MC

o 20% of Course Grade o Lowest exam score dropped or extra


o Chapters 9, 10, 11, 13

(Jones) o Secondary Articles (see

canvas modules, wks 8-10)

CASE BRIEF (Week 9) 20% Course Grade

o Select single case from Canvas o Use C.A.R.s case format (Executive

Summary, Company Brief, Challenge Statement, Actions Statement, Results Statement & Recommendations)

o See case brief instructions

Comprehension, synthesis & analysis of case situation. Includes research, selection and application of course ideas to practice, argumentation and advocacy of decision-making.

PARTICIPATION (Weeks 1-10) (30%)

o 30% of Course Grade o 3% and feedback given every 2 weeks o Application of management concepts

and best practices

Application exercises & Chapter based Discussion (see Agenda Page, Modules & Discussion Board for details)

Whack Pack Game 5% Course Grade (Wk5)

o Instructions in Canvas Module o Required card pack for course

Submit through canvas email by deadline to professor (see schedule)

Book Report (Week 8) Orbiting the Giant Hairball 5% Course Grade

o Instructions in Canvas Module o Book required

Leadership, management and creativity themes in bureaucratic organizational context (w/humor).


Assessment

A. GENERAL

1. All grades posted promptly to Canvas Gradebook.

2. Available to discuss by via Skype only. Email for appointment as needed. 3. Written assignment instructions, guidelines and grading rubrics available on canvas in modules.

B. EXAMS (40%)

1. Three multiple choice exams, delivered on canvas (see schedule for dates and times). 2. Exam Guidelines and Exam Tips and Pointers are documents in the Syllabus Folder which provide

important details about the exams in this course. 3. Exams are worth 40% of total course grade (2 x 20% w/ lowest exam score dropped unless it

qualifies for extra credit with a B average or higher for all three exams or unless an exam is missed and earns a ‘0’. Missed exam scores will NOT be dropped.

4. A study guide will be made available on canvas for each exam (see exam modules). 5. Exam questions cover principal information from the associated chapters and slides/lecture

notes provided on canvas. 6. Exam questions will test knowledge of terms, concepts, theories and applied situations covered

in the primary Jones text, secondary readings posted to canvas modules and associated case work. Lecture notes and slides provide a guide of many of the principal ideas examined.

7. NO FINAL COMPREHENSIVE EXAM – All formal class activities finish on Friday, August 8th, 2013.

8. Final Course Grades posted to canvas Grade Book, Tuesday, August 12th

C. CASE BRIEF (20%) 1. See Case Brief Instructions Sheet in canvas module. 2. See Case Brief Grading Rubric in canvas module. 3. Choose a case from the Jones text or one of the cases contained in the weekly canvas modules.

See list of cases in the class schedule at end of syllabus.

D. PARTICIPATION (30%) 1. Weekly Online Discussion: Participation online each week is required and contributions to

the discussion board must be completed to fulfill the participation component. 2. Participation is evaluated based on the quality rather than just the quantity of effort. 3. Activities to guide online discussion are provided in the class schedule and detailed in the agenda

pages within weekly canvas modules. 4. Feedback is provided periodically on the discussion board and via email. Participation progress

grades are posted to the gradebook every 2 weeks (weeks 2, 4, 6, 8 and 10). 5. Grading: Each week’s online posting and discussion constitutes 3% of your course grade or

30% of the course grade over 10 weeks. 6. Book Report: The book report on ‘Orbiting the Giant Hairball’ represents 5% of the course

grade. See the instructions in the OGHB Module for details. 7. Management Game: The Creative Whack Pack Card Game and associated short report represents

5% of the course grade. See the instructions sheet in the Whack Pack Module for details.


Grade System

The following Colorado Mountain College Grade Scale is used in this class:

Grade G.P.A. Percent Meaning

A 4.0 93-100 Excellent

A- 3.7-3.9 90-92.9 Superior

B+ 3.3-3.6 87-89.9

B 3.0-3.2 83-86.9 Above Average

B- 2.7-2.9 80-82.9

C+ 2.3-2.6 77-79.9

C 2.0-2.2 73-76.9 Average

C- 1.7-1.9 70-72.9

D+ 1.3-1.6 67-69.9

D 1.0-1.2 63-66.9 Poor

D- 0.7-0.9 60-62.9

F 0.0-0.6 0-59.9 Fail

W Student Withdraw

AW Admin Withdraw

AU Audit

P Pass

I Incomplete

The following will guide decisions about grade allocation throughout this course:

A – Excellent Performance/Superior Achievement (Honor Grade) An ‘A’ student is one who understands the content and learning objectives thoroughly and accurately and can demonstrate that understanding in a number of ways. Such a student will have done exceptionally well on assignments, exams and class projects and will have participated extensively in class discussion by asking good questions and contributing constructive thoughts. An ‘A’ student will also have demonstrated a strong interest in the learning process by contributing to a constructive class environment and to the learning success of his or her fellow students. B – Good Performance/Substantial Achievement

A ‘B’ student is one who has demonstrated commendable mastery of the content and learning objectives of the course. A ‘B’ student will have done fairly well on assignments, exams and class projects, and will have participated constructively in class discussion. A ‘B’ student will have demonstrated a positive attitude toward the learning process and made a positive contribution to the learning environment of the class. C - Standard Performance and Achievement A ‘C’ student will have demonstrated a reasonable level of mastery of the content and learning objectives of the course. A ‘C’ student will have completed assignments and demonstrated a reasonable grasp of requisite knowledge on exams and class projects. A ‘C’ student will have demonstrated a reasonable commitment to the learning process and made a positive contribution to the learning environment of the class.


D – Substandard Performance/Marginal Achievement A ‘D’ student will have demonstrated some level of mastery of the content and learning objectives of the course, but less than that desired to serve as a basis for future endeavor. A ‘D’ student will not have completed all assignments in a satisfactory manner, nor demonstrated more than a partial grasp of requisite knowledge on exams and class projects. A ‘D’ student will have demonstrated only some commitment to the learning process and made marginal contributions to the learning environment of the class. F – Unsatisfactory Performance and Achievement An ‘F’ student has failed to demonstrate any significant mastery of the content and learning objectives of the course. An ‘F’ student will not have completed all assignments in a satisfactory manner, nor demonstrated any significant grasp of the requisite knowledge on exams and class projects. An ‘F’ student will have failed to demonstrate any significant level of commitment to the learning process, and to the learning environment of the class.

Additional information about grading is available in the Colorado Mountain College Catalog. I will post final course grades to canvas gradebook by August 12th. Official grades are available through WebAdvisor approximately two weeks after the end of the academic term.

Notice: A student judged to have engaged in academic misconduct as defined in the “Academic Policies and Requirements” section of the Colorado Mountain College Student Handbook will, at a minimum, receive a “zero” for the work in question. The student may also be removed from the class, resulting in a failing grade. All student course material may be submitted to turnitin.com (or another anti-plagiarism program) at the instructor’s discretion. “Academic Expectations,” the “Student Code of Conduct and Judicial Process” and more information about academic misconduct can be found in the Student Handbook. Students are responsible for course materials from assigned text(s) and reading, lectures, speaker visits and other assignments as required and specified. Attendance at all class meetings is expected. Students wishing to withdraw must initiate the withdrawal/drop process at the Registration Office. The instructor may alter any, or all, of this syllabus during the semester as the learning environment requires. Students will be notified in writing of changes. No-show reporting and financial aid: If you have not completed your introductory assignments(s) in Canvas by Midnight, Sunday, June 1st, you will be reported as a no-show and dropped from the course. The resultant loss in credit hours may cause a reduction and / or cancellation of your financial aid if applicable. Neither financial aid nor class reinstatement can occur after this point without significant documented extenuating circumstances. If you have questions or concerns about this please contact your campus financial aid specialist. http://coloradomtn.edu/financial_aid

http://coloradomtn.edu/financial_aid


Institutional Resources

Please note the availability of student support services such as tutoring, personal and academic counseling, brick and mortar and virtual libraries, and the writing and learning, computer centers and study labs. Please take a moment to read through the Colorado Mountain Student Handbook and the Colorado Mountain College Catalog. CMC is proud of its servant leadership and respected degree programs. Our success comes from the dedication of professional, experienced and caring staff: Accessibility Services: Students with disabilities or special needs are encouraged to contact the Center for Disabilities www.coloradomtn.edu/cms/one.aspx?pageId=3946207. Please stay in regular contact with me to discuss how things are going and how I can help.

Student Services: Please check out available services and personnel online and review the CMC Student Handbook for details.

Library: Please drop by a campus library and check out all the services available to you including course reserve, periodical collections, books, CDs and lots more. Our friendly and knowledgeable staff are a tremendous asset. Virtual Library Information: http://coloradomtn.edu/library The Virtual Library has its doors open 24/7, providing access to thousands of online journals and newspapers, books and art images, downloadable videos and audio books, career resources and practice tests. Virtual Library Help Desk: [email protected] or call at 800-621-8559, extension 2926.

The CMC Catalogue includes the following:

Scholarship, Grant and Loan Programs, p.19-20

Work study Programs, p.20

Veterans Benefits, p.20

Accessibility Services, p.20-21

College Libraries, Virtual Libraries, p.21

Educational and Personal Counseling, p.21-22

Developmental Education Services, pp.18-21

Planning your degree, p.24, Degree Programs & Courses pp.26-185

Academic Policies pp.186

Transferring and Transcripts pp.15-16 & pp.187-189

Student Privacy, Records, Rights and FERPA and other Federal protections pp.192-193

Faculty and Staff Directory, p.194 and Board of Directors and College Trustees, p.200.

http://www.coloradomtn.edu/cms/one.aspx?pageId=3946207

http://coloradomtn.edu/library



Schedule Topics, Reading, Assignments, Due Dates

Part 1 – Introduction & Overview of Management and Managers

Week 1 Tu 5/27 – Su 6/1

The Management Process Today History of Management Thought

Readings & Case Videos Assignments & Tasks Due Dates & Submission

Read syllabus, class schedule, review canvas site, modules and link canvas email to your preferred email

Complete & email student information form to instructor from within canvas (Wk-1 Mod) Post one thing you like about the course and syllabus information OR post a question concerning the syllabus or course

6/1 – Email 6/1 – syllabus discussion board post

Read professor biography & teaching philosophy statement (syllabus folder)

Read Ch.1 (Jones) – The Management Process, pp.2-29, What is Management? Levels and Skills, Recent Trends and Challenges

Review lecture slides and notes (Wk-1 Mod)

Complete by 6/1 & post to Ch.1 Discussion Board

Read Appendix A - History of Management Thought (Jones), pp.35-42

Select ONE question from the end-of-chapter 1 ‘Topics for Discussion & Action’p.30 & post answer

Post by 6/1 to Appendix Discussion Board

Week 2 M 6/2 – Su 6/8

Values. Attitudes, Emotions, & Culture: The Manager as a Person

Reading & Case Videos Assignments & Tasks Due Dates & Submission

Read Ch.2 (Jones) – Values, Attitudes, Emotions & Culture, pp.45-71 Topics: Personality Traits, Values, Attitudes, Moods, Emotional Intelligence, Organizational Culture, Planning, Organizing, Leading, Controlling

Review lecture slides and notes (Wk-2 Mod) Select ONE question from the end-of-chapter ‘Topics for Discussion & Action’p.72

Complete by 6/8 Post by 6/8 to Ch.2 Discussion Board

Read ‘What Holds the Modern Company Together?’ (Coffee & Jones) (Wk-2 Module)

Read article pdf in canvas module, see Wk-2 Agenda for questions. Post an answer to Coffee & Jones Discussion Board

Post by 6/8

Read End-of Chapter Case: Merck’s Risky Bet, pp.74-75

Select ONE question on p.75 and post answer.

Post by 6/8 to Ch.2 Merck Case Discussion

Watch Case: Zappos (Wk-2 Module) Review the Case Brief Instructions sheet (Case Brief Module)

See Wk-2 Agenda for task description and deliverables

Post by 6/8 to Zappos Case Discussion


Read ‘Emotional Intelligence’ article by Martyn Kingston (Wk-2 Module)

Examine Figures 2.2 to 2.8. Select and complete 2-3 surveys from the list. Comment.

Identify the surveys completed & post your data results & brief analysis by 6/8 to EQ discussion

Part 2 – The Environment of Management

Week 3 M 6/9 – Su 6/15

Managing Ethics and Diversity


Read Ch.3 (Jones) Managing Ethics and Diversity, pp. 76-110 Topics: Nature of Ethics and Law, Stakeholder Interests and Management, Sources of Ethics and Types of Ethical Theories. Focus on Diversity

Review Ch.3 lecture slides and notes (Wk-3 Mod)

Complete by 6/15

Read ‘Making Differences Matter: A New Paradigm for Managing Diversity’ (Thomas & Ely) (Wk-3 Module)

See questions and instructions in Wk-3 Agenda, canvas module

Post by 6/15 to Diversity Discussion Board

Read the Case ‘Joseph and the Company’ (Kingston) (Wk-3 Module)

See Wk-3 Agenda for task details and post comments Read Instructions for Joseph and the Company party (module)

Post by 6/16 to Joseph Case Discussion Board

Review the ethics guidelines slides and then the business ethics scenarios posted to the Wk-3 Module

See Wk-3 Agenda for task details and post comments

Post by 6/15 to Ch.3 Ethics Scenarios Discussion Board

Read the Starbucks Case (case description in Wk-3 Module) and watch both Starbucks case videos (Wk-3 Module)

See Wk-3 Agenda for case work details and posting instructions

Post by 6/15 to Starbucks Case Discussion

Exam 1 (Online in Canvas Quiz) Available Sun 6/15 (9 a.m.) to Wed 6/18 (Midnight)

Chapters 1, 2, 3, secondary readings, cases and activities (Weeks 1-3 above) See Exam 1 Study Guide (Exam 1 Module) & Exam Guidelines & Exam Tips and Pointers (Syllabus Folder)

Available for 90 minutes once started

Part 3 – Planning, Decision Making, and Competitive Advantage

Week 4 M 6/16 – Su 6/22

Decision Making, Learning, Creativity and Entrepreneurship


Read Ch.5 (Jones) Decision Making, Learning, Creativity and Entrepreneurship, pp.146-70 Topics: Decision Making Approaches and Models, Decision-Making Processes, Group Decision Making, Creativity & Entrepreneurship

Review Ch.5 lecture slides and notes (Wk-3 Mod)

Complete by 6/22


Read ‘The Necessary Art of Persuasion’ (Conger) (Wk-4 Module)

See questions and instructions in Wk-4 Agenda Review PPTs (module)

Post by 6/22 to Persuasion Discussion Board

Read ‘Building a Learning Organization’ (Garvin) (Wk-4 Module)

See questions and instructions in Wk-4 Agenda Review PPTs (module)

Post by 6/22 to Learning Organization Discussion Board

Watch Cases: IDEO 1 & 2 (Wk-4 Module) See Wk-4 Agenda for case work details and posting instructions

Post by 6/22 to IDEO Case Discussion Board

Week 5 M 6/23 – Su 6/29

Planning, Strategy and Competitive Advantage


Read Ch.6 (Jones) Planning, Strategy and Competitive Advantage, pp.174-206 Topics: The Nature of the Strategic Planning Process, Core Foundations: Mission, Values, Goals, Strategy and SWOT Analysis, the V.I.R.O. & Five Forces Models, Marketing Management 4P Models & Differentiation & Diversification Models, International Entry Strategy and the Marketing Mix, Planning and Implementation/Control Stages

Review Ch.6 lecture slides and notes, & supplemental PPTs (Wk-5 Module)

Complete by 6/29

Read ‘Building Your Company’s Vision’ (Collins & Porras) (Wk-5 Module)

Review vision slide deck (Wk-5 Mod) Review PPTs (module) Complete vision task (see instructions in Wk-5 Agenda

Complete by 6/29 Post by 6/29 to Vision Discussion Board

Watch Case: Redbox (Wk-5 Module) Watch & Read Case: Geek Squad (Wk-5 Module)

See Wk-5 Agenda for case work details and posting instructions

Post by 6/29 to Redbox & Geek Squad Discussion Boards

Creative Whack Pack Cards and Game

See Wk-5 Module for Whack Pack activity and reporting instructions

Email report by 6/29 to professor within canvas email

July 1 through July 4 NO WORK Celebrate July 4th Holiday

July 5 & 6 catch up on course loose ends

Part 4 – Organizing and Change Management

Week 6 M 7/7 – Su 7/13

Designing Organizational Structure



Read Ch.7 (Jones) Designing Organizational Structure, pp.210-41 Topics: Factors Influencing Organizational Structure, How are Tasks Grouped into Jobs? Types of Organizational Structures & Why They are Chosen?, Authority and Other Integrating/Coordinating Mechanisms

Review Ch.6 lecture slides and notes, & supplemental PPTs (Wk-6 Module)

Complete by 7/13

Read & Watch Case: New Belgium Brewery (Wk-6 Module)

See Wk-6 Agenda for case work details and posting instructions Read supplemental case materials (module)

Post by 7/13 to New Belgium Brewery Discussion Board

Read ‘Why Do Employees Resist Change?’ (Strebel) (Wk-6 Module)

Complete task (see instructions in Wk-6 Agenda Review PPTs (module)

Post by 7/13 to Change Resistance Discussion Board

Read front of chapter Case: Ford & end of chapter Case: Google

See Wk-6 Agenda for instructions

Post by 7/13 to Ford & Google Discussion Boards

Week 7 M 7/14 – Su 7/20

Control, Change and Entrepreneurship


Read Ch.8 (Jones) Control, Change and Entrepreneurship, pp.248-79 Topics: Nature and Importance of Controls, Output and Behavior Controls, Control Processes – Advantages/Disadvantages, Financial Ratios & Control Systems, Organizational Culture and Control/Motivation, Control and Change, Role of Entrepreneurship in Control and Change Processes

Review Ch.8 lecture slides and notes (Wk-6 Module) Review Financial Ratios documents in module

Complete by 7/20

Begin reading book ‘Orbiting the Giant Hairball’ by Gordon McKenzie and review Book Report Instructions (see canvas module)

See Book Report Instructions in Module for details

Read front of Chapter 8 Case: Toyota Review Toyota Case

Watch and Read Case: S.A.S. (Wk-7 Module) See Wk-7 Agenda for case work details and posting instructions

Post by 7/20 to S.A.S. Discussion Board

Watch Case: Google (Wk-7 Module) See Wk-7 Agenda for case work details and posting instructions

Post by 7/20 to Google Discussion Board

Read ‘Leading Change” Why Transformation Efforts Fail’ (Kotter) (Wk-7 Module)

Complete task on article (see instructions in Wk-7 Agenda Review PPTs (module)

Post by 7/20 to Leading Change Discussion Board


Exam 2 (Online in Canvas Quiz) Available Sun 7/20 (9 a.m.) to Wed 7/23 (Midnight)

Chapters 5, 6, 7, & 8, secondary readings, cases and activities (Weeks 5-7) See Exam 2 Study Guide (Exam 2 Module) & Exam Guidelines & Exam Tips and Pointers (Syllabus Folder)


Week 8 M 7/21 – Su 7/27

Motivation


Submit Book Report ‘Orbiting the Giant Hairball’ by Gordon McKenzie

See Book Report Instructions (module)

Email report to professor by 7/27 in canvas email

Read Ch.9 (Jones) Motivation, pp.284-308 Topics: Expectancy, Need-Based and Equity Theories, Goal-Setting Theory, Operant Condition Theory and Social Learning Theory, Pay and other Financial Motivations, Organizational Culture, Leadership and Motivation

Review Ch.9 lecture slides and notes (Wk-8 Module)

Complete by 7/27

Read ‘Six Dangerous Myths About Pay’ (Pfeffer) (Wk-8 Module)

Complete task on article (see instructions in Wk-8 Agenda Review PPTs (module)

Post by 7/27 to Pay Discussion Board

Part 5 – Leaders, Leadership and Management

Week 9 M 7/28 – Su 8/3

Leaders, Leadership and Management


Read Ch.10 (Jones) ‘Leaders and Leadership’ pp.314-37 Topics: Leading vs Managing, Power and Authority, Effective/Ineffective Leadership, Personality Trait and Behavior Models, How Situations & Leadership Styles Interact? Path-Goal Approaches, Transformational Leadership

Review Ch.10 lecture slides and notes (Wk-9 Module) Review supplemental lecture note & slides (Kingston) (module)

Complete by 8/3

Submit Case Brief (case brief can be re-written for grade if submitted on time)

See Case Brief Instructions for details on deliverable content and format (canvas module)

Email Case Brief to Professor by 8/3 in canvas email

Read ‘Empowerment” The Emperor’s New Clothes’ (Argyris) (Wk-9 Module)

See Wk-9 Agenda for instructions Review PPTs (module)

Post by 8/3 to Empowerment Discussion Board


Watch Colonel Joshua Chamberlain Gettysburg Speech (Wk-9 Module)

Review Leadership vs Management slide deck & lecture note (Kingston) Wk-9 Module) Complete task – see Wk-9 Agenda for instructions

Post by 8/3 to Leadership vs Management Discussion Board

Week 10 M 8/4 – F 8/8

High Performance Teams


Read Ch.11 ‘Effective Team Management’ pp.342-67 Topics: Groups, Teams and Organizational Effectiveness, Types of Groups and Teams, Group Dynamics, Managing Groups and Teams for High Performance

Review Ch.11 lecture slides and notes (Wk-10 Module)

Complete by 8/8

Read ‘Successful Change Programs Begin with Results’ (Schaffer & Thomson)

See Wk-9 Agenda for instructions Review PPTs (module)

Post to Results Based Change Programs Discussion Board by 8/8

Read ‘Why Teams – The Wisdom of Teams’ & ‘What We Have Learned - The Wisdom of Teams’ (Katzenbach & Smith) (1993)

Read both articles Skim read for main points/ideas on High Performance Teams. See Wk-10 Agenda for instructions on posting

Post to HPT Discussion Board by 8/8

Read ‘Metrics: You are What You Measure’ (Hauser & Katz) (1998)

Read article (module) Skim read for main points/ideas on nature and importance of measurement to effective management. See Wk-10 Agenda for instructions on posting

Post to Measurement & Management Discussion Board by 8/8

Exam 3 (Online in Canvas Quiz) Available Sun 8/4 (9 a.m.) to Fri 8/8 (Midnight)

Chapters 9, 10, & 11, secondary readings, cases and activities (Weeks 8-10) See Exam 3 Study Guide (Exam 3 Module) & Exam Guidelines & Exam Tips and Pointers (Syllabus Folder)


Case Brief Revisions (optional rewrite) for case brief grade improvement

Rewrite option for case brief’s submitted on time by 8/3

Email no later than Sat 8/10

FINAL COURSE GRADES AVAILABLE ON CANVAS GRADEBOOK TUESDAY, 8/12


Cases

The following are the scheduled cases in this course. In addition to reading and watching each case (see above schedule) each student will select one for your written case brief assignment due in Week 10. DVDs are available for in-library reserve in Bristol, 3rd floor. All cases are also streamed into the relevant canvas module (arranged by management topic). Most also have a Case Description pdf in the corresponding canvas module:

1. Redbox Inc. Start-Up and Rapid Growth (Understanding Business DVD)

2. Netflix – Distribution Channels, Market Strategy and Competitive Advantage (Understanding Business

DVD)

3. Geek Squad – VOC and Situation (SWOT) Analysis (Marketing the Core DVD) (Canvas for pdf)

4. IDEO – New Product & Organizational Design (Principles of Management, DVD) (U-Tube Case

Information)

5. Zappos Inc. – Motivation, Leadership and the Four Functions of Management (Principles of Management,

DVD) (Understanding Business DVD)

6. Starbucks Corporation – Core Foundations, Corporate Responsibility and Social Audits (Marketing the Core

DVD) (Canvas for pdfs)

7. Joseph and the Company Party (Martyn Kingston, Module)

8. New Belgium Brewery – Core Foundations, Sustainable Business and Competitive Advantage (International

Business DVDs Disc 1 & 2) (Understanding Business DVD) (Canvas for pdf)

9. S.A.S. – Leadership, Motivation and Corporate Productivity (Principles of Management DVD) (Canvas for

pdf)

10. Google – Motivation, Productivity and Human Resources Management (Principles of Management, DVD)

11. The Container Store – Motivation, Productivity and Human Resources Management (Understanding Business

DVD)

OR/ A Case can be selected from the book w/ prior permission from the instructor. Typically

however, book based cases may have less information available and will require more library based

research into the company and case situation.

MAN-328 Contemporary Management

Documents

Transcript of MAN-328 Contemporary Management