M&IS 24163 Summer 2008 Weinroth
College of Business Administration
Kent State University
Department of Management & Information Systems
Principles of Management M&IS 24163
Section 020 CRN 10086
Summer II 2008
Dr. Jay Weinroth
This class meets in 324 BSA, Monday and Wednesday, 7:00 to 9:30 p.m.
This syllabus is posted on the department website: http://mismain.bsa.kent.edu
Students should go the “syllabi” under the quick link box, then pick Summer 2008, then choose our course – the link will be on the name of the course.
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M&IS 24163 Principles of Management |
020 |
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324 BSA |
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7:00-9:30pm |
MW |
You will need to go to this website in order to see any announced changes to the syllabus.
Your best way of communicating with Dr. Weinroth, the instructor, is by e-mail, at gweinroth@gmail.com. Use this e-mail link at any time during the course to ask questions or to notify the instructor of a problem. If you wish you may leave a phone message with the department secretary, Ms. Pam Silliman, at 330 672-1140. You may leave written messages for the instructor in his mail box in the copier room on the 4th floor A Wing of the Business Building. Office hour times and place will be announced in class.
Office hours are in our classroom one half hour before class time.
Principles of Management presents a broad overview of prominent concepts and research results in the field of organizational management. There are no pre-requisites for this course.
The required textbook is Kinicki and Williams, Management: A Practical Introduction, 3rd Edition, McGraw Hill. All assigned readings and exercises are from this textbook.
Academic honesty: Cheating means to misrepresent the source, nature, or other conditions of your academic work (e.g., tests, papers, projects, assignments) so as to get undeserved credit. In addition, it is considered to be cheating when one cooperates with another in any such misrepresentation. The use of the intellectual property of others without giving them appropriate credit is a serious academic offense. It is the University's policy that cheating or plagiarism result in receiving a failing grade for the work or course. Repeat offenses may result in dismissal from the University.
Summer II 2008 course withdrawal deadline is Sunday, July 13, 2008.
University policy 3342-3-18 requires that students with disabilities be provided reasonable accommodations to ensure their equal access equal access course content. If you have documented disability and require accommodations, please contact the instructor at the beginning of the semester to make arrangements for necessary classroom adjustments. Please note, you must first verify your eligibility for these through the Student Disability Services (contact 330-672-3391 or visit www.kent.edu/sds for more information on registration procedures).
Students have responsibility to ensure they are properly enrolled in classes. Should you find an error in your class schedule, you need to correct the error with your advising office no later than Tuesday, May 20, 2008 for Intersession 2008 – Thursday, June 12 for Summer I – Sunday, June 15 for Summer II - and Thursday, July 17 for Summer III. If registration errors are not corrected by these dates and you continue to attend and participate in classes for which you are not officially enrolled, you are advised now that you will not receive a grade at the conclusion of the semester for any class in which you are not properly registered.
Your grade is based on the following components:
Team presentations are 12 points each, for a total of 60 points
Take-home mid-term counts for 10 points.
Take-home final counts for 20 points.
Attendance counts for 10 points.
Individual grades for the team presentations may be modified by a percent score assigned by the team. Each team decides whether to use this option. Option 1 allows the team to assign a percentage between zero and 100% of the team grade to each team member. Option 2 allows the team to assign a percentage between zero and 125% of the team grade to each team member, as explained in class, with the instructor reserving the authority to cancel these percentages if the ones assigned are not reasonable.
The take-home exams are essay, and require the student to write a first draft answer and follow this with a rewritten second draft in which the writing is improved following the principles of good writing as taught in our class. Grades will be based on the relevance of the answer to the question and the course, the amount of information presented, and the amount of effort evidenced in the rewrite.
Grades on the team presentations will be based on the amount of value added to our understanding of the relevant course material by the presentation. In seeking to add value, you will do the following:
Report on material from the textbook related to the example
Report on material from the web related to the example
Improve on the explanations offered in this material.
Work as a team – each person can present any part of the material
Decide what the main question is, then identify the answer you will argue for, and make your presentation that argument.
Present one argument as a team. You may bring in individual differences among yourselves when you get to the Q & A part of your presentation.
Be prepared to answer questions from the class and instructor.
Prepare questions that you will require the rest of the class to answer, questions calculated to prompt a good discussion.
DETAILS ON ASSIGNED TEAM PRESENTATION TOPICS ARE IN SEPARATE TABLE FOLLOWING THIS CALENDAR,
ASSIGNED READINGS AND TEAM PRESENTATION OBLIGATIONS
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Date |
Example topics |
Topics/Assigned Readings |
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1 |
6/9/08 |
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Brief introductory meeting |
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2 |
6/11/08 |
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Chapter 1 – discuss course, form teams. pp.4 to 19 – introduction fo the basic concepts of management |
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3 |
6/16/08 |
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Finish chapter 1 |
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4 |
6/18/08 |
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Writing clinic |
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5 |
6/23/08 |
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Chapter 2 – 42 to 62 – management theory Team work session |
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6 |
6/25/08 |
1 |
Team presentations (1) |
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7 |
6/30/08 |
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Begin: Chapter 3 – 74 to 76 – chapter 4 – 108 to 112 – chapter 5 – 146 to 165 – stakeholders – globalization – planning: the foundation of management Team work session |
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8 |
7/2/08 |
2,3,4 |
Team presentations (2) Assign mid-term |
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9 |
7/7/08 |
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Finish chapters 3 to 5 Team work session |
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10 |
7/9/08 |
5,6,7 |
Team presentations (3) Mid-term due |
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11 |
7/14/08 |
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Chapter 6 – 181-196—strategy Team work session |
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12 |
7/16/08 |
15,16,17 |
Team presentations (4) |
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13 |
7/21/08 |
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Chapter 8 – 249-250,262-269 – organizational culture Team work session Assign final exam |
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14 |
7/23/08 |
18,19,20 |
Team presentations (5) |
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15 |
7/28/08 |
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Chapter 12 – 384-400 -- motivation in the workplace
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16 |
7/30/08 |
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Chapter 13 – teams (TOPIC IN TEXTBOOK) Chapter 16 – 530-532, 537-545 – controlling the process, including total quality management Final exam due |
DETAILS ON TEAM PRESENTATION TOPICS::
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1 |
page 5 |
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Efficiency vs. effectiveness. Note the concepts as applied here to automated phone responses. |
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Can you find evidence that customers switch brands because of this? Access the web site and first call a company of your choice without the key codes, then compare results with the codes. |
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2 |
page 35 |
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Ethics in business -- a realistic scenario. Each team member declare what he or she would do, then summarize for the team. Note -- as instructor I do not have the answer here. |
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3 |
page 51 |
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Lean management techniques. Teams will brain-storm on the question of whether we could use lean management -- OR ANY OTHER INNOVATIVE APPROACH -- at the university. |
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4 |
page 56 |
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Data mining that can result in pushy marketing that could alienate customers. Examine the question of invasion of privacy by browsing the topic on the web and discuss marketing implications. |
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5 |
page 57 |
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A more open workplace as a means to improve productivity. Gather observations from the web, on the high cost of replacing workers who quit, versus the question of whether an open workplace company can hope to compete in the long run with the likes of Walmart. Present to us as well |
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what the situation is where YOU work. |
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6 |
page 65 |
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Quality management and efficiency -- two examples. Analyze YOUR job. Where could this quality management approach be applied? |
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7 |
page 66 |
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Personal self-esteem. Complete the exercise individually and then as a team debate and conclude with respect to the discussion questions. |
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8 |
page 67 |
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Team exercise in ranking selected companies on four key organizational characteristics. |
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10 |
page 78 |
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L.L.Bean's extraordinary customer care. Text book's question is -- do people try to cheat bad companies? Discuss your opinions within the team and go out on the web to find evidence to support your views. |
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11 |
page 104 |
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Should job applicants reveal their chronic illnesses to potential employers? |
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Reverse the case. Typically companies will try to avoid high costs associated with hiring a person with a chronic illness. But do you think this is the ethical thing to do? What can be done about the problem? |
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12 |
page 149 |
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Planning for uncertainty. Nokia phones. |
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See how Nokia is doing today. Are they producing the latest generation of new phones? |
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13 |
page 156 |
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Strategic, tactical and operational goals integrated -- Southwest Airlines. |
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Look up their current situation. Are they in danger of going the way of Skybus? |
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Was it possible to anticipate the impact of huge fuel cost increases? |
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14 |
page 168 |
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The role of planning in the development and marketing of Toyota's hybrid Prius. |
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The Prius strategy is the obverse of the Southwest strategy -- was it just luck that this coincided with the huge increase in gas prices? Look on the web for problems with the technology. How does it work? |
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15 |
page 183 |
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Mission statements and vision statements. Does the company answer key questions? find a company on the web -- see their annual statement -- and complete this exercise using this company |
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16 |
page 189 |
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SWOT analysis of Starbuck's. |
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based on your SWOT analysis of Starbuck's, design a company-wide strategy for them |
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17 |
page 190 |
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Southwest using hedging to hold down fuel costs. |
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under current circumstances, is the company's stragegy of hedging still working? |
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18 |
page 389 |
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Acquired needs theory -- narrow focus on company success versus success in life. |
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We will discuss this based on what Maslow's theory really was. |
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Can you be in business and be self-actualizing? |
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19 |
page 410 |
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Positive work environments. Answer the first discussion question individually and then draw conclusions as a team on the significance of these considerations. |
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20 |
page 412 |
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The job characteristics model. A world historical management tool with the opportunity to administer a mini-version of the questionnaire to ourselves. Apply the tool to your individual jobs and complete a report as a team. |
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