FOUNDATIONS OF MANAGEMENT

FOUNDATIONS OF MANAGEMENT – MGMT 302

Spring Semester, 2000

Section #1 T 3:00 – 4:50 ACD 302

Instructor: Thomas J. Weir, MBA

Office: USB

Telephone: 760.750.4607

Office Hours: Tuesday 5:00 ~ 5:30 Craven 1262

e-mail: tweir@mailhost1.csusm.edu

Course Description

This course explores important concepts and applications in management including motivation, leadership, group dynamics, organization design, decision-making, communication, and organization change.

Required Reading

Robbins, Stephen P., Organizational Behavior, Prentice-Hall, 1997 (8^th Edition)

Course Objectives

Provide an overview of the theories, concepts and applications related to organizational behavior.
Increase your core competencies in analytical thinking, planning and organizing, oral and written communication skills.
Develop your ability in managing one’s self and others through the use of systematic knowledge about human behavior.
Elevate your assessment skills so that you can improve your objectivity and understanding of individual and organizational behavior.

Class Format

Delivery of information follows a modified interactive format. This is to say, “Questions drive the lecture, not the lecture driving the questions”. Therefore, it is imperative that you complete the assigned readings, assigned end-of chapter questions and CD Video Previews prior to each class meeting. Class discussions, presentations and theory overview highlight each of our meetings. All writing assignments are due at the beginning of class. Late assignments are not acceptable thus ‘earning’ a zero point value. To accomplish this mode of delivery, I will lead discussions on the readings and case/video studies prepared for each week’s meeting. Active participation influences your final grade. You may be asked to help lead a Case Incident, end-of-chapter question or Video Discussion session, so please be prepared.

A vital dimension of this format includes the weekly preparation of a case or video analysis. The cases referenced in the “Deliverables Section” as “KF” refer to the Knitting Factory Videos contained on the CD disc supplied with your textbook. Use the overview on the page indicated referencing the video sets. Prepare your discussion responses to general questions at the end of the overview section. For those cases listed as Case Inciden ts, prepare your responses based upon the question list. Preparation of the written Progressive Case analysis follows the Executive Summary format outlined below:

1. An abstract of the case: This abstract outlines the salient facts and implications of the case.

Use a heading when defining this section; bolded and underlined as illustrated above.
This section should be no more than ˝ to ľ of a page in length. Use 1” margins and a 12-point font.
I want to see your thoughts and expressions, so no double-spacing, space and one-half please.

2. Response to the case: The key to learning this material rests upon your ability in understanding the information contained within the readings then apply these foundations within a case study construct. Hence, in your responses to the cases, analyze how a situation or sets of situations reach a degree of resolve. There may be instances where you either agree or disagree with how the “case manager” solved the problem (or they themselves are the problem!). Identify these issues and support your arguments based upon the theories and models covered in your text or outside readings. As we proceed through the course, your responses to the cases become cumulative; i.e. in case study # 1 obviously you use the theories and models covered in your reading up to date. In week 10, your response/analysis may require the use of all the theories discussed up to that point. Again, use a heading as shown above when defining this section. The length of this section may range from 1 to 3 pages in length. Keep your Executive Summaries to no more than 4 pages in length. After becoming adept in preparing these Executive Summaries, you will find that 2 to 2 ˝ pages becomes the norm.

Save your money and do not put your Executive Summaries in folders, “slick-50” plastic report covers, leather-bound volumes or have them spiral bound. Sometimes ‘more is better’, but in this case ONE staple in the top left-hand corner is all the binding expertise I require.

Class discussion becomes the vehicle whereby we agree to disagree. My responsibilities equate to that of a Facilitator. I will keep the discussions on-track and focused while adding clarification to the theories and models presented in the text. This method of scholastic discourse allows all of us the opportunity for enhanced learning while developing heightened levels of professional growth. I do not permit any form of ridicule, sarcasm or rudeness during our open discussion sessions.

Writing Requirement

The University sets as a minimum standard, a 2,500 word writing requirement for each course. This is not to say however, that the instructor cannot exceed this minimum. There are only four written assignments for this semester. It is expected that each written assignment be word-processed. The parameters on style, font sizing and spacing underwent discussion in the previous section. I expect students to already write at the college level.

Spelling and grammatical errors should be minimized in today’s technological environment. I expect attention to detail; hence, an Executive Summary containing 3 or more errors must be corrected and re-submitted for credit. A returned Executive Summary looses 10% of its total possible value on its first re-write. If the Summary contains errors upon the second submission, the total point value for that Summary is zero points. No sense in submitting it the third time!

Attendance

Because this course and your colleagues depend upon your considerable participation, you should attend regularly. Missing more than 2 class sessions will lower your final course grade. If an emergency arises and you cannot make a class meeting, I must be notified by either telephone or e-mail at least 1 hour before the scheduled meeting time; medical or a family crises not withstanding. If the later, please notify me as soon as the situation allows.

Course Prerequisites

The pre-requisites for this course are listed in the course catalogue. The instructor reserves the right to administratively drop, at any point, any student who has not met the prerequisites. Students choosing to withdraw from this course are responsible for doing so according to university procedures and deadlines.

Academic Integrity

Academic dishonesty in any form (cheating, plagiarism, etc.) is not part of our professional culture and will not be tolerated. I encourage, and the class configuration mandates, that we work together in teams and groups in planning, analyzing and presenting ideas and concepts to our colleagues, but your written work should be your own. It is your responsibility to cite another author’s work in the appropriate manner (APA or MLA formats). Each of us must closely adhere to the University’s Code of Academic Integrity. If you are not clear of what constitutes “testing the waters”, ask before you do something that may result in a disciplinary action.

Mid Term Presentation

The mid term presentation for this course consists of an Oral Roundtable whereby individual students or student teams of no more than four members, offer responses to specific theoretical questions. The accuracy, delivery and arguments surrounding these questions undergo evaluation by your colleagues – they critique your response (s) as a form of feedback to aid you in the learning experience. I do however; retain ‘veto rights’ to your colleague’s evaluation by either raising or lowering your score as deemed appropriate.

Final Examination

Your final examination is a take-home Executive Summary of the Progressive Case Study, Part II (pg. 234). Using your first case study and Executive Summary as a guideline, offer a new response to the case using all the theories and models that may apply to the scenario. By this juncture, you should have this down to a ‘science’ and completed within 4 to 5 pages, maybe less depending upon your refined capabilities.

Part two of the final consists of a self-evaluation in terms of what you think appropriate for this task. Assign yourself a letter and number grade; i.e. A 4.0, B+ 3.75 etc. Provide a rationale in less than ˝ page. Type this evaluation of a separate sheet of paper. Do not attach it to your Executive Summary. No need to staple this one!

Submit your deliverables to the classroom on the date and at the time scheduled for your Final.

Grading Values (as a percent)

Readings and Presentations 15%

Executive Summaries 25%

Mid Term Presentations 25%

Participation/Discussion 15%

Final Examination 20%

Class Meetings & Deliverable Due Dates

Date	Reading (Robbins) Page #	Topics	Deliverables
February 1	Admin. Intro. Form Teams/Groups	Intro to Teams & Groups	None
February 8	2-31; 41-67; 88-122	Ind. Behavior, Personality, Perception, Learning	A-34. Part I Review KF Videos. Discussion Only
February 15	130-161	Emotions; Attitudes & Values	A-34 Part II Review KF Videos. Discussion Only
February 22	166-197	Motivation Theories	Pg 199 Lincoln Electric Case Incident. Discussion Only
February 29	202-229	Motivational Techniques & Commitment	Pg 234 Exec.Summary: Progressive Case, Part II. Rob Panco
March 7	624-664	Stress, Frustration, Anxiety & Conflict	A-39 Part IV Review KF Videos. Discussion Only
March 14	238-278; 282-301	Groups	Preview KF Videos for Ch. 7 & 8 Discussion Only
March 21	Mid Term Presentations		Oral Roundtable
April 4	238-278; 282-301 (cont.)	Groups, Self-Managed Teams	Pg 306 XEL Communications Case Incident Discussion Only
April 11	308-335	Relationships & Communications	Pg 341 Have We Got a Communication Problem Here? Case Incident. Discussion Only
April 18	344-385; 394-423	Leadership & Leadership Styles Power & Politics	Pg 474 Exec. Summary: Progressive Case, Part III. Rob Panco
April 25	476-541	Organizational Structure & Design	Review KF Videos for Ch 13 & 14. Discussion Only
May 2	550-583	Human Resources: Policies & Practices	Pg 591 ABC News Reverse Discrimination? Discussion Only
May 9	432-463	Conflict & Negotiation; Organizational Conflicts	Pg 472 Not Your Dream Team. Case Incident Discussion Only
May 16	592-613	Corporate Culture & Org. Development	Pg 622 Exec. Summary; Progressive Case Part IV. Rob Panco
May 23	Final Due: ACD 302 2:15 PM.		Final Case Study and Executive Summary

Weekly Questions Back to CSUSM