Contemporary Management Concepts MAN 6055 Fall, 2012 CRN 80095

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1 Contemporary Management Concepts MAN 6055 Fall, 2012 CRN Instructor: Phone: Dr. Jerry Schoenfeld (office) (cell) Office: Lutgert Hall room 3359 Office Hours: Monday/ Wednesday 2:30 3:00 and by arrangement Faculty Information Jerry Schoenfeld is a founding faculty member and an Associate Professor of Human Resource Management. He is the past Chair of the Management Department and the M.B.A. program in the Lutgert College of Business at Florida Gulf Coast University (FGCU). He is the director of the Institute for Advances in Human Resources at the Center for Leadership and Innovation at FGCU. Jerry earned his doctorate degree in the areas of Human Resource Management and Strategic Management from the University of Pittsburgh. Jerry has been consulting extensively for over twenty-five years and his employment history includes having worked for one of the largest International Human Resource Management consulting firms. A partial client list includes: United States Steel, Westinghouse, Coca-Cola, New York City Police Department, Wacoal (Japan), General Motors of Canada, PPG Industries, the FDIC, and Xerox. In the state of Florida, Jerry has consulted with the Barron Collier Corporation, Bonita Bay Group, Broward County School District, Collier County Government, Colonial Bank of Southwest Florida, Florida Department of Health, Lee County Sheriff's Department, Lee Memorial Health System, Moorings Park, and Wilson Miller, among many others. His work with these organizations has included, but is not limited to: strategic planning, cultural change, the development of a wide array of selection devices (e.g., interviewing skill training, assessment centers, structured interviewing guides and training), performance appraisal development and implementation, career development systems, team building, human resource planning, quality of work life programs, total quality management, and numerous customized training programs and workshops. 1

2 Jerry teaches courses in the Executive MBA, MBA, and undergraduate levels including the Contemporary Management Concepts and Challenge of Leadership courses as part of the College of Business MBA core and within the Management department teaches Introduction to Human Resource Management and many HRM electives. His principal research interests are in the areas of performance appraisal, human resource strategy, and entrepreneurship. Jerry has authored numerous academic and practitioner articles on business management and human resource management and has presented his work at many professional conferences and meetings. Jerry is active in a number of professional organizations including the Society of Human Resource Management at the national, local (HRMA of SWFL, Collier County HRA), student (where he is the advisor of the FGCU chapter) levels, Southern Management Association, Academy of Management, Industrial Relations Research Association, American Psychological Association, and Society of Industrial and Organizational Psychology. Teaching Philosophy My approach to teaching incorporates five key objectives: making the content relevant to the learner, maintaining a sincere level of enthusiasm for the topic, preparing for each session, setting challenging expectations for class participants, and being fair with and interested in each student. My main goal is for students to achieve the necessary level of understanding of the pertinent concepts and techniques relevant to the course domain while, simultaneously developing the needed skills and abilities needed for success in the business world. To achieve these objectives and for my own self-development, I continually seek to incorporate new and innovative learning methodologies for course content delivery. I feel every class has its own ""personality"" and based on perceived class capabilities and size, I customize each course to maximize student interest and participation. By structuring this class so that students can be actively involved, the course becomes an avenue for critical thinking and the experimentation of new ideas. I believe students deserve material which is current, relevant and practical as possible. To maintain currency and enthusiasm in the content domain of courses taught, I believe that I have a responsibility to remain current in the field and remain professionally active. As a professor, I feel that I also have an obligation to contribute to the larger academic environment and support activities which promote student development. Course Description From Catalogue: MAN 6055 Contemporary Management Concepts - 3 credit(s) Fundamentals of effective management from an organizational behavior perspective. Emphasis on tools and skills for understanding contemporary business activity in such areas as decision-making, planning, organizing, communicating, staffing, and controlling. The role leadership plays in these areas will be examined. These concepts are applied to business, government, and not-for-profit organizations. 2

3 In other words, this course is about the connections between theory and concepts to actual practice by showing how managers and organizations effectively apply the basic principles of management. This course is about the manager in today's for-profit and not-for-profit organizations. It is a comprehensive course that includes all levels of management and discusses the basic managerial functions necessary to compete, survive, and thrive in our diverse, global society. The course will utilize the World Wide Web to provide examples of some of the most exciting and creatively managed organizations as well as to keep current with the enormous amount of changes occurring within our organizations, today. It focuses on the basic roles, skills, and functions of management, with special attention to managerial responsibility for effective and efficient achievement of organizational goals. The material covered will be relevant to you, regardless of your career objectives. We are all managers of our own lives and can benefit by studying to be better managers. College of Business Curriculum Placement This is a pre-core course required for MBA students who have not had the parallel undergraduate course as part of the undergraduate degree. The knowledge and skills of this course will be useful in all other graduate courses. Course Website Course announcements and changes to the syllabi will be posted on the ANGEL website. Please visit this site frequently throughout the semester. You will be responsible for this content. 3

4 Lutgert College of Business Mission Statement The Lutgert College of Business educates students from Southwest Florida and beyond to address local and global business challenges. We are dedicated to student learning, scholarship, service, and community relationships that foster entrepreneurship and economic growth. Course Objectives The LCOB has established Learning Goals and Learning Objectives for all graduates of its Graduate programs. The LCGS (Leaders Critique Global Strategies) Learning Goals and our course Learning Objectives are listed below. MBA grads will Course Learning Objectives: Assurance of Learning L Have LEADERSHIP capabilities Describe and discuss the elements of effective management Understand the link between management and leadership Prepare and present reports that are clear and concise. Quizzes Exams Business Project C Be CRITICAL thinkers. Formulate effective Management solutions to business problems. Exams Business Project G Have GLOBAL awareness. Identify and explain issues involved in managing a diverse workforce Quizzes Exams Business Project S Have a STRATEGIC perspective. Discuss and apply the planning, organizing and control processes Identify, discuss and/or describe various theories related to the development of leadership skills, motivation techniques, teamwork and effective communication Quizzes Exams Business Project 4

5 Required Text Management By Luis R. Gomez-Mejia, David Balkin Published by Prentice Hall Copyright 2012 Published Date: Jan 4, 2011 Three versions are available for purchase from the publishers website at: You can purchase the first version at the FGCU bookstore. Feel free to purchase from other providers as well (e.g., Amazon) PRINT PRODUCTS Bound Book ISBN-10: ISBN-13: Format: Paper $90.60 Unbound Value Version A less-expensive, loose-leaf versions of the of the same textbook. Management, Student Value Edition $58.93 ISBN-13: DIGITAL PRODUCTS Online Book Management, CourseSmart etextbook $35.99 ISBN-13:

6 Grading Two (2) essay exams: Mid-term Exam will be due on October 15, 2012 (covers chapter 1 8) - worth 25% Final Exam will be due on December 3, 2012 (covers chapters 9 15) - worth 25% Quizzes: There will be one Quiz for each chapter. Each quiz is worth 1% of your overall grade. Quizzes should be completed weekly as you proceed through the semester. - worth 15% Business Project: Project will be due on December 10, worth 30% On- Line Discussion Participation Answering and Posting questions on the Angel discussion boards Discussion posting should be done weekly as you proceed through chapters. No submissions will be accepted after December 7, worth 5% Course grades will be based on the following criteria: points = A points = C points = A points = C points = A points = C points = B points = D points = B < 60.0 points = F points = B- Weekly Hour Workload For this course you should expect on average to spend 2 hours per credit hour preparing class each week. Therefore, for this 3 credit hour course you should expect to spend approximately 6 hours per week averaged across the semester. 6

7 Syllabus Date Week 1 August 20 Aug. 24 Last day to withdraw for 100% refund Week 2 August 27 Aug. 27- cancellation for non-payment begins Week 3 September 3 Sep. 3 No class Labor Day Reading Assignment Read: Chapter 1 Management and its evolution Read: Chapter 2 Managing in a global environment Read: Chapter 3 Social Responsibility and Ethics Learning Objectives 1. Understand the challenges organizations face in the new millennium. 2. Specify the functions and roles of successful managers. 3. Explain the origins of management as an academic discipline. 4. Describe the bureaucratic and administrative approaches to the study of management. 5. Explain the behavioral perspective in analyzing management issues. 6. Interpret recent approaches to the study of management. 1. Describe the changing pattern of international business. 2. Identify major factors affecting international business. 3. Determine key decisions firms face when contemplating foreign expansion. 4. Differentiate the various ways firms can enter foreign markets. 5. Identify alternative ways of managing a foreign operation. 6. Recognize the key human resource policies that firms can develop to help expatriates succeed. 1. Apply the four key ethical criteria that managers and employees should use when making business decisions. 2. Explain why businesses establish codes of ethics as a method of guiding employee conduct. 3. Recognize ways to encourage ethical behavior in business. 4. Identify important categories of stakeholders. 5. Recognize the influence of various stakeholders on a company s priorities, policies, plans, and goals. 7

8 Week 4 September 10 Sep. 14 Last day to withdraw from All classes for 25% refund Week 5 September 17 Week 6 September 24 Week 7 October 1 Read: Chapter 4 Organizational Culture and Change Management Read: Chapter 5 Planning Read: Chapter 6 Decision Making Read: Chapter 7 Strategic Management 1. Identify the three major aspects of organizational culture. 2. Apply a simple assessment tool to quickly gain a sense of the culture of an organization. 3. Describe the importance of organizational culture. 4. Identify the processes through which organizational culture can be developed and sustained. 5. Identify the sources of resistance to change. 6. Apply models to effectively manage change efforts. 1. Identify the different elements of an effective plan. 2. Analyze the advantages and disadvantages of planning and identify how planning pitfalls can be avoided. 3. Distinguish between formal and informal planning. 4. Recognize the features of well-designed objectives. 1. Recognize the nature of management decisions: programmability, uncertainty, risk, conflict, decision scope, and crisis situations. 2. Utilize the six steps of decision making. 3. Apply the criteria of quality and acceptance to a decision. 4. Reap the benefits and avoid the problems of group decision making. 5. Know when to delegate, and how to do so wisely. 1. Explain how the firm s external environment should be examined as part of the strategic management process. 2. Explain how the firm s internal environment should be examined as part of the strategic management process. 3. State the meaning and purpose of the firm s mission. 4. Understand how the strategy formulation process helps the firm achieve its mission. 5. Describe the issues that should be considered in strategy implementation. 8

9 Week 8 October 8 Week 9 October 15 Week 10 October 22 Read: Chapter 8 Entrepreneurshi p and Innovation Read: Chapter 9 Organizational Structure and Design Read: Chapter 10 Human Resource Management 1. Explain the economic importance of entrepreneurship. 2. Identify the key characteristics and skills of entrepreneurs. 3. Recognize the basic ingredients needed to effectively start and manage an entrepreneurial venture. 4. Differentiate among the legal forms of organizing an entrepreneurial venture. 5. Identify alternative forms of entrepreneurship. 6. Describe innovation and demonstrate why it is important for business success. 1. Identify the vertical and horizontal dimensions of organizational structure. 2. Apply the three basic approaches functional, divisional, and matrix to departmentalization. 3. Develop coordination across departments and hierarchical levels. 4. Use organization structure and the three basic organization designs mechanistic, organic, and boundaryless to achieve strategic goals. 5. Develop an awareness of strategic events that are likely to trigger a change in the structure and design of an organization. 1. Explain the role of human resource management in achieving a sustainable competitive advantage. 2. Identify the key factors in the environment affecting the management of human resources. 3. Describe the human resource planning process. 4. Explain the key components of staffing and their importance. 5. Describe how training and career development provide employees with tools to succeed once they are hired. 6. Identify the purposes of performance appraisal and how it might be conducted. 7. Describe the key objectives of the compensation system and its components. 9

10 Week 11 October 29 November 3 Last day to withdraw without academic penalty Week 12 November 5 Read: Chapter 11 Managing Diversity Read: Chapter 12 Leadership and Motivating Others 1. Explain the meaning and benefits of employee diversity. 2. Develop an awareness of the unique perspectives, problems, and issues of diverse employee groups. 3. Understand the demographic trends in the labor force and their managerial implications. 4. Describe the challenges firms may face in the management of diversity. 5. Describe the various approaches that managers may use to enjoy the benefits of employee diversity and meet the challenges associated with diversity. 1. Explain what makes leaders unique. 2. Distinguish between management and leadership. 3. Recognize how leaders use different power bases to exercise influence. 4. Differentiate effective and ineffective leaders. 5. Use individualized goals to increase employee motivations. 6. Apply basic reinforcement principles to stimulate desired employee behaviors. 7. Become aware of the role of needs in employee motivation. 8. Recognize assumptions about people and perceptions that may affect employee treatment and motivation. 9. Use work design as a means of employee motivation. Week 13 November 12 Nov. 12 No class - Veterans Day Read: Chapter 13 Managing Teams and Team Building 1. Translate the benefits teams provide into competitive advantages. 2. Identify the different types of teams self-managed, parallel, project, and virtual. 3. Track the stages of team development that occur over the life of a project and help the team perform effectively. 4. Recognize key roles that team members must play to ensure high performance. 5. Master the skills to detect and control team performance problems. 10

11 Week 14 November 19 Week 15 November 26 Read: Chapter 14 Communication Read: Chapter 15 Control and Operations Management 1. Understand the communication process. 2. Eliminate barriers that distort the meaning of information. 3. Recognize the basic patterns of organizational communication. 4. Understand how to organize and run effective meetings. 5. Master electronic forms of communication. 6. Work with an organization s informal communication system. 1. Define operations management and its three stages: inputs, conversions, and disposition. 2. Describe material requirements planning (MRP) and understand its use in operations management. 3. Be familiar with the conversion process tools of operations management, including Gantt charts, PERT networks, and statistical process control. 4. Explain the role quality management plays in the operations management process. 5. Understand and apply the principles of kaizen, just-intime manufacturing, and kanban. 6. Describe management control and understand the importance of control systems. 7. Identify major types of bureaucratic control. Course Policies General Students have a responsibility to actively participate and engage in the work presented in this course. Because this is an online course, attendance will be measured via the steady progression of completed work and involvement in the online classroom. You should strive for work habits that are conducive to completion of assignments on time, attention to detail, and organization of work. Assignments, Projects, and Examinations: All projects and assignments are to be submitted to the course instructor in a timely manner. Late submission of assignments and projects may result in lowered grades. Courtesy You are expected to follow rules of common courtesy in all , threaded discussion, and other interactions that take place in the online classroom. In addition, you are expected to be nonjudgmental and open to the opinions of other students. 11

12 Safeguards For your protection, be sure to back up all work that is completed as technology sometimes fails. If you experience computer difficulties, you are responsible for solving your own technical problems. University Statements Academic Behavior Standards and Academic Dishonesty All students are expected to demonstrate honesty in their academic pursuits. The university policies regarding issues of honesty can be found in the FGCU Student Guidebook under the Student Code of Conduct and Policies and Procedures sections. All students are expected to study this document which outlines their responsibilities and consequences for violations of the policy. The FGCU Student Guidebook is available online at Disability Accommodations Services Florida Gulf Coast University, in accordance with the Americans with Disabilities Act and the university s guiding principles, will provide classroom and academic accommodations to students with documented disabilities. If you need to request an accommodation in this class due to a disability, or you suspect that your academic performance is affected by a disability, please contact the Office of Adaptive Services. The Office of Adaptive Services is located in Howard Hall 137. The phone number is or TTY Student Observance of Religious Holidays All students at Florida Gulf Coast University have a right to expect that the University will reasonably accommodate their religious observances, practices, and beliefs. Students, upon prior notification to their instructors, shall be excused from class or other scheduled academic activity to observe a religious holy day of their faith. Students shall be permitted a reasonable amount of time to make up the material or activities covered in their absence. Students shall not be penalized due to absence from class or other scheduled academic activity because of religious observances. Where practicable, major examinations, major assignments, and University ceremonies will not be scheduled on a major religious holy day. A student who is to be excused from class for a religious observance is not required to provide a second party certification of the reason for the absence. Distance Learning Information on distance learning courses is available online at Online Tutorials Information on online tutorials to assist students is available online at Library Resources Main page: Tutorials & Handouts: Research Guides: Contact: 12

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