SYLLABUS

BSNS 2710 <= /span>

Principles of Manageme= nt

Three Semester Hours <= o:p>

Spring Semester 2008

Section 01, MWF 10:00 = AM

Doyle J. Lucas, Ph.D., Instructor

Office: Hardacre Hall, Room 115=

Office Hours: &= nbsp; &nbs= p; M &= nbsp; 11:00 – 11:50, 1:00 – 1:50

&= nbsp; &nbs= p; &= nbsp; &nbs= p; T &= nbsp; 11:00 – 11:50, 1:00 – 2:50

&= nbsp; &nbs= p; &= nbsp; &nbs= p; W &= nbsp; 11:00 – 11:50, 1:00 – 1:50

&= nbsp; &nbs= p; &= nbsp; &nbs= p; Th &= nbsp; 11:00 – 11:50, 1:00 – 1:50

&= nbsp; &nbs= p; &= nbsp; &nbs= p; F &= nbsp; 11:00 – 11:50

&= nbsp; &nbs= p; &= nbsp; &nbs= p; Other hours available by appointment

Phone: &= nbsp; Of= fice: 641 – 4367

&= nbsp; &nbs= p; Home:= 642 – 5738<= o:p>

&= nbsp; &nbs= p; Email= : djlucas@anderson.edu

Course Description:

This is an introductory course in management the= ory and practice. Areas of study = will include: the historic development of management thought; decision making; t= he management functions of planning, organizing, leading, and controlling; and= the skills demanded of contemporary managers.&= nbsp; An international context and consideration of ethical issues in mana= ging people and resources will be emphasized throughout the study.

Required Text:=

Robbins, Stephen and DeCenzo, David A. (2005). Fundamentals of Management,= 5th Edition. Prentice Hall Publis= hing.

Current Reading Supplements:

The Wall Street Journal, Business Week, Forbes, = Fast Company, Internet sources

Course Objectives:

1= . = To acquaint you with the challenges and opportuniti= es you’ll face when managing your own life, the time and skills of other people, and the resources of an organization.

To assist you in developing an informed personal philosophy of management and the abili= ty to articulate it to others.

To help you build= and practice using a diverse “toolbox” of managerial skills.

To consider the implications of contemporary management theory and practice from a perspective of biblical faith in Jesus Christ. To then examine Christ’s mandate that His followers be “salt” and “light̶= 1; in the world in which they live and work.

Course Requirements:

1= . = Attendance/Participation: To paraphrase Woody Allen: Ten per= cent of success is due to talent and preparation; the other ninety percent is du= e to just showing up on time. If he’s right, all academic success comes from being in class, on time, prepared to discuss the topics of the day.= To help you succeed I will regularly take attendance and call on you= to lead class discussions. Your = final grade will be determined not only from your achievement on exams but also f= rom my subjective evaluations of your preparation and your contributions to the learning environment of our class.

Reading: You are expected to complete = all reading assignments by the dates noted in this syllabus. I have designed our daily cla= ss discussions, quizzes, and in-class application exercises with the assumption that you will come to class well prepared. So, no open textbooks w= ill be allowed in this class. You should, however, bring a notebook with your handwritten or word-processed notes taken from the assigned readings. You may use these notes= for quizzes, exercises, discussions or any other class activity except exa= ms.

Quizzes, etc.: Over the course = of the semester we will have a number of graded assignments. These may take the form of pr= ojects done outside of class, quizzes over the terminology and concepts introduced in reading assignments, or in-class exercises. As noted above, you may use y= our notebook for any in-class assignments. There will be no make-ups for= missed assignments.

Exams:= There will be six= unit exams given over the course of the semester. Your text, class lectures and discussions, videos, guest speakers, and assigned supplementary readin= gs are all sources that may be covered on exams. Dates for the exams are noted= on the class schedule at the end of this syllabus.

Organization Anal= ysis Project: This project may = be completed alone or, if you prefer, in a group of not more than three persons from our class. = Your assignment is to do an in-depth study of the operating environment and managerial practices of an organization that you admire and might want= to work for. You should, th= en, choose your organization carefully and plan to impress the firm’= s managers with your skills in research, analysis and communication.

Your research should include several well-structured interviews of managers, employees, and perhaps even customers. These interviews a= nd other research should be completed over the entire semester. We will discuss topics and researc= h methods each week in class.

Think about it. Managers that you hope to impress = will only be impressed if you call early to make an appointment, show up on time, dress professionally, and speak maturely.&= nbsp; You should have an interview sheet prepared with the questions you n= eed to ask and space available to briefly write your notes.

The best project reports (those wishing to= earn an “A”, take note) will also include library research of the industry trends, challenges, and opportunities for your organization. Ask the reference librarians to he= lp you find resources. Search the Internet. Think broadly and creatively. Make this project= a central part of your professional portfolio that you will be proud to show = to potential employers in the future.

Anytime before the beginning of class on Frid= ay, April 18, 2008, you may submit your project report.

It must be in the following format with each section labeled clearly and specifically:

Cover Page:

Ov= erview of the Management Practices of (name of organization studied)

Prepared for Dr. Doyle= J. Lucas

BSNS 2710 Principles of Management

Falls School of Business

Anderson University

A Study Conducted by (= your name or names of the members of your group)

Submitted April 13, 20= 07

Section I. General description of the enterprise and its environment. Discuss the organization’s legal name, its form of ownership, its management and reporting structures, its workforce s= ize and demographics, its products and/or services, its location(s) and layout = of facilities, its important resources and technologies, its competitors, its customers and clients, and any other information necessary to make the operating environment clear to your reader.

Section II. Description of managerial functions. <= span style=3D'font-size:10.0pt;mso-bidi-font-size:12.0pt'>For each of the four managerial functions below, give a detailed description of the issues= this organization faces and the procedures its managers use to deal with those issues.

Planning<= /u> – This fu= nction includes defining the organization’s goals, establishing an ove= rall strategy for achieving these goals, and developing plans to coordinate their activities. In th= is organization, what must managers plan for? (Products, human resources, inventories, financing, facilities, advertising, seasonal demand, etc.) What information = and procedures do they utilized to do this planning? Who is involved?<= /span>

Organizing – = This function in= cludes determining what tasks must be done to meet their goals, how the tasks are grouped into jobs, who is to do them, who reports to whom, and wh= ere decisions are to be made. It also includes the location and layout of facilities and equipment. In this organization, what i= ssues must managers consider when they design their structures of people and facilities? How have th= ey chosen to delegate authority?&= nbsp; In this section be sure to demonstrate your understanding of t= he issues of formalization and centralization.=

Leading – = This function includes the tasks of communication, motivation, and conflict resolution. In this organization, how are leaders recruited, selected, trained, developed, and supported? How is t= he workforce motivated? Ho= w are performance appraisals used? How do leaders communicate?&n= bsp; How are conflicts resolved?&n= bsp; What disciplinary structures do they use?

Controlling – Th= is function includes monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations from the plans. In this organization, what things must be monitored (sales levels, inventory, productivity, employee satisfaction/morale/turnover, expenses, etc.) = to ensure the firm’s success?&nbs= p; What control tools and procedures do they utilize?<= /span>

Section III. Analysis and Recommendations. <= span style=3D'font-size:10.0pt;mso-bidi-font-size:12.0pt'>Using information that= you have gained from our text, class discussions, other business courses, and additional research, analyze the management practices employed by this enterprise. Comment specifica= lly on their fulfillment of the three goals of effectiveness, efficiency, and stakeholder satisfaction. Make at least three recommendations for improving this organization&= #8217;s operations and/or work environment. For each recommendation you make, discuss the costs and benefits that could be expected from making the changes you suggest.

Bibliography – This project requires using interviews and library resources for informatio= n. Cite all of your sources. For interviews, note= the name and title of the persons interviewed along with the date and location = of the interview.

PLEASE NOTE – This is a “term project” and should demonstrate the bes= t of your entire semester’s learning.&nbs= p; Begin your research now and plan to turn in your project well before= the final acceptance time at the beginning of class on Friday, April 18, 200= 8.

Late Policy

No projects will be accepted late for any reason. This is a course in management. Manage this project so that you ca= n turn in your best work on time or, even better, turn it in early. Because projects may be submitted = early, no excuses for missing the deadline will even be considered. Plan, organize, lead, and control yourself (and your groups if you choose to work with one) and achieve the results you desire.

Final Grading

Unit Exams, 6 @ 10% each = 60%

Term Project = &nb= sp; = &nb= sp; = 20%

Cases, Quizzes, Exercises &= nbsp; &nbs= p; &= nbsp; 20%

Instructor’s Evaluation &nb= sp; = &nb= sp; +/- 5%

*I reserve the right to adjust your final average by up to 5% if I believe it necessary to give an accurate final evaluation of overall performance in th= is course.

Grade Scale: &= nbsp; &nbs= p; A =3D &nb= sp; 93 – 100%

A- =3D 90 – 92.9 %=

B+ =3D &nbs= p; 87 – 89.9%

B =3D &nbs= p; 83 – 86.9%

B-=3D &nbs= p; 80 – 82.9%

C+ =3D &nb= sp; 77 – 79.9%

C =3D &nbs= p; 73 – 76.9%

C-=3D 70 – 72.9%=

D =3D = ; 60 – 69.9%

F =3D &nbs= p; Below 60%

Tentative Class Schedule

Date = ; &n= bsp; = ; Topic &= nbsp; &nbs= p; &= nbsp; &nbs= p; &= nbsp; Required Reading=

Jan &= nbsp; 16 &= nbsp; W &= nbsp; Course Introduction and Information

&= nbsp; 18 &= nbsp; F &= nbsp; Strategies for Success

&= nbsp; 21 &= nbsp; M &= nbsp; Managers and Management = ; &n= bsp; Ch. 1

&= nbsp; 23 &= nbsp; W &= nbsp; Managers and Management = ; &n= bsp; Ch. 1

&= nbsp; 25 &= nbsp; F &= nbsp; Historical Roots &n= bsp; = ; &n= bsp; = ; pp. 29 – 45

&= nbsp; 28 &= nbsp; M &= nbsp; Historical Roots &n= bsp; = ; &n= bsp; = ; pp. 29 – 45

&= nbsp; 30 &= nbsp; W &= nbsp; Managing in Today’s Environment &nb= sp; = Ch. 2

Feb = 1 &= nbsp; F &= nbsp; Managing in Today’s Environment &nb= sp; = Ch. 2

&= nbsp; 4 &= nbsp; M &= nbsp; Managing in Today’s Environment &nb= sp; = Ch. 2

&= nbsp; 6 &= nbsp; W &= nbsp; EXAM 1

&= nbsp; 8 &= nbsp; F &= nbsp; Foundations of Planning &n= bsp; = ; &n= bsp; Ch. 3

&= nbsp; 11 &= nbsp; M &= nbsp; Foundations of Planning &n= bsp; = ; &n= bsp; Ch. 3

&= nbsp; 13 &= nbsp; W &= nbsp; Decision Making &= nbsp; &nbs= p; &= nbsp; &nbs= p; Ch. 4

&= nbsp; 15 &= nbsp; F &= nbsp; Decision Making &= nbsp; &nbs= p; &= nbsp; &nbs= p; Ch. 4

Feb = 18 &= nbsp; M &= nbsp; Decision Making = &nb= sp; = Ch. 4

&= nbsp; 20 &= nbsp; W &= nbsp; EXAM 2

&= nbsp; 22 &= nbsp; F &= nbsp; Basic Organizational Designs &nb= sp; = <= st1:country-region w:st=3D"on">Ch. 5

&= nbsp; 25 &= nbsp; M &= nbsp; Basic Organizational Designs &nb= sp; = <= st1:country-region w:st=3D"on">Ch. 5

&= nbsp; 27 &= nbsp; W &= nbsp; Staffing and HRM = &nb= sp; = &nb= sp; Ch. 6

&= nbsp; 29 &= nbsp; F &= nbsp; CBFA Board Meeting – Indianap= olis / No Class Meeting

Mar = 3 &= nbsp; M &= nbsp; Managing Change, Stress and Innovation &n= bsp; Ch. 7

&= nbsp; 5 &= nbsp; W &= nbsp; Managing Change, Stress and Innovation &n= bsp; Ch. 7

&= nbsp; 7 &= nbsp; F &= nbsp; EXAM 3

&= nbsp; 8 – 16 &nb= sp; = SPRING BREAK

&= nbsp; 17 &= nbsp; M &= nbsp; Individual and Group Behavior &= nbsp; &= nbsp; Ch. 8

&= nbsp; 19 &= nbsp; W &= nbsp; Individual and Group Behavior &= nbsp; &nbs= p; Ch. 8

&= nbsp; 21 &= nbsp; F &= nbsp; Good Friday – No Class Meeting

&= nbsp; 24 &= nbsp; M &= nbsp; Student Travel Day – No Class Meeting

&= nbsp; 26 &= nbsp; W &= nbsp; Understanding Work Teams &nb= sp; = <= st1:country-region w:st=3D"on">Ch. 9

&= nbsp; 28 &= nbsp; F &= nbsp; Understanding Work Teams &nb= sp; = <= st1:place w:st=3D"on">Ch. 9

&= nbsp; 31 &= nbsp; M &= nbsp; Understanding Work Teams &nb= sp; = <= st1:country-region w:st=3D"on">Ch. 9

April 2 &= nbsp; W &= nbsp; EXAM 4

&= nbsp; 4 &= nbsp; F &= nbsp; Motivating and Rewarding = &nb= sp; = &nb= sp; Ch. 10<= o:p>

= ; 7 &= nbsp; M &= nbsp; Motivating and Rewarding = &nb= sp; = &nb= sp; Ch. 10<= o:p>

&= nbsp; 9 &= nbsp; W &= nbsp; Motivating and Rewarding = &nb= sp; = &nb= sp; Ch. 10<= o:p>

&= nbsp; 11 &= nbsp; F &= nbsp; Leadership and Trust &nbs= p; &= nbsp; &nbs= p; Ch. 11

&= nbsp; 14 &= nbsp; M &= nbsp; Leadership and Trust &nbs= p; &= nbsp; &nbs= p; Ch. 11

&= nbsp; 16 &= nbsp; W = ; EXAM 5

&= nbsp; 18 &= nbsp; F &= nbsp; Term Projects Due by Beginning of Class – None Accepted Late

&= nbsp; 21 &= nbsp; M &= nbsp; Communication &= nbsp; &nbs= p; &= nbsp; &nbs= p; Ch. 12<= o:p>

&= nbsp; 23 &= nbsp; W &= nbsp; Foundation of Control &nb= sp; = &nb= sp; Ch. 13

&= nbsp; 25 &= nbsp; F &= nbsp; Controlling &= nbsp; &nbs= p; &= nbsp; &nbs= p; &= nbsp; Ch. 13<= o:p>

April 28 &= nbsp; M &= nbsp; Operations Management &= nbsp; &nbs= p; Ch. 14

&= nbsp; 30 &= nbsp; W &= nbsp; Operations Management &= nbsp; &nbs= p; Ch. 14

May= 2 &= nbsp; F &= nbsp; Course Wrap Up/Evaluation

&= nbsp; 7 &= nbsp; W &= nbsp; EXAM 6 (Note time: 7:40 –= ; 9:20 AM)

AU Policy on Academic Integrity

<= span style=3D'font-size:10.0pt'>Anderson University seeks to support and promote qualities of acade= mic honesty and personal integrity and regards cheating, plagiarism and all oth= er forms of academic dishonesty as serious offenses against the University community. Such offenses will= be deal with in an appropriate manner.

Cheating or academ= ic dishonesty is defined as the deception of others about one’s own work= or about the work of another. Ex= amples of cheating include but are not limited to:

= 1.&n= bsp; Submitting another’s work as one’s own or allowing another to submit one’s work as though it were his or hers.

= 2.&n= bsp; Failure to properly acknowledge authorities quoted, cited, or consulted in the prepara= tion of written work (plagiarism).

= 3.&n= bsp; The use of = a text book or notes during an examination without permission of the instructor.

= 4.&n= bsp; The getting= or giving of unauthorized help on assignments.

= 5.&n= bsp; Tampering w= ith experimental data to obtain a “desired” result or creating resu= lts for experiments not done (“dry labbing”).

= 6.&n= bsp; Tampering w= ith or destroying the work of others.

= 7.&n= bsp; Submitting substantial portions of the same academic work for credit or honors more th= an once without permission of the present instructor.

= 8.&n= bsp; Lying about= these or other academic matters.

Students who are g= uilty of such academic violations can expect to be penalized. An instructor whose definition of cheating may differ from that stated above has the responsibility and obligation to so inform the student, in writing, at the beginning of the course. Those instructors who= fail to do so have no basis for disciplinary action in instances of purported student dishonesty outside of the above provisions.

In all instances of academic dishonest, instructors are urged to discuss the incident with the student and, if necessary, refer them to the Dean of Students office for mo= re extensive counseling.

The course instruc= tor shall have the authority to deal with instances of academic dishonesty with= in the framework of the following guidelines.

= 1.&n= bsp; Faculty mem= bers must report any student who has violated the policy on academic integrity to the Vice President for Academic Affairs.&n= bsp; Following two such reports against a particular student, action will= be initiated under provisions of the judicial code and may lead to dismissal of the student from the University.

= 2.&n= bsp; The maximum assessable penalty for a first offense shall not exceed double the original value of the assignment plus no option to make up the work in question.

= 3.&n= bsp; Alternative courses of action may include, but are not limited to, the following:<= /o:p>

a. = Work may be redone for full or partial credit.

b. = Alternative assignments may be given for full or partial credit.

c. = Work may no= t be redone and no credit will be given for that particular assignment.

Students who, in t= he judgment of the instructor, have committed a serious action of academic dishonest ar= e to be reported to the Vice President for Academic Affairs. Following two such reports against= a particular student, action will be initiated under provisions of the judici= al code and may lead to dismissal of the student from the University.

The student has th= e right to appeal actions under this policy through the regular channels as establi= shed by the grade appeal process.

Grounds for appeal= are:

= 1.&n= bsp; Insufficient evidence of dishonesty.

= 2.&n= bsp; Penalties assessed in excess of those allowed under the above guidelines; or

= 3.&n= bsp; Provisions = of grade appeal cited in the Student Handbook. In all instances of academic disho= nesty, instructors are urged to counsel offenders and, if necessary, refer them to= the Vice President for Academic Affairs for conversations that are more extensi= ve.

From Section 4.23 of the Faculty Handbook (10/13/2004)