MAN2021 Introduction to Management
Course Preview Page
Course Name: Introduction to Management
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Term/Session: Fall 2014, Session 4
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Course Number: MAN2021
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Reference Number: 496935
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Faculty Introduction
My name is Dina V. Durand. I have been a professor at Broward College since January 2010. I have a Honours B.A. from Walsh College in Troy, Michigan and a Honours MBA from University of Michigan in Ann Arbor. My academic specialties are: Operations Management, Customer Experience, Management, Leadership, Supervision, Call Center Management, Project Management, Information Technology Application Development, and Continuous Improvement.
Prior to coming to BC, I worked in banking, public utility (gas & electric) and home warranty industries for 20 years. Throughout my career, I have had some fascinating experiences and worked with great teams and leaders. I am still very active in a business community.
I am originally from Russia, lived in Michigan for 11 years. I moved to Florida eight years ago.
I genuinely enjoy teaching here at BC. I find the students very personable and eager. I typically teach the following courses:
- Operations Management
- Strategic Management
- Principles of Supervision
- Capstone
- Business Ethics
- Introduction to Business
- Introduction to Management
Enjoy the course! I'm sure you'll find it challenging and rewarding.
Faculty Contact Information
Instructor Name:
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Dina V. Durand
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Office Phone:
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954-201-2680
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Campus Phone:
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954-201-7900
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Fax:
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954-201-7937
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Email:
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ddurand@broward.edu
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Course Description
This course covers fundamental management principles and concepts. Emphasis is placed on the management functions of planning, organizing, staffing, directing and controlling. Principles of scientific management, motivation and economic analysis are studied relative to their use in business decisions.
General Course Outcomes
At the completion of this course;
1.0 The student shall be able to define the importance of management and the skills needed in management.
2.0 The student shall be able to describe the importance of setting goals and techniques for making plans.
3.0 The student shall be able to define the approach called "management by objectives" (MBO).
4.0 The student shall be able to describe recognized decision-making techniques.
5.0 The student shall be able to define types of organizational structures and methods used in establishing formal organizational structures.
6.0 The student shall be able to describe the problems and processes of putting the right people in the right positions.
7.0 The student shall be able to explain how the informal structure is created and how it functions.
8.0 The student shall be able to define the recognized theories of motivation.
9.0 The student shall be able to define the recognized theories of leadership.
10.0 The student shall be able to explain the meaning of organizational climate and what causes it to change.
11.0 The student shall be able to define techniques used in improving communications.
12.0 The student shall be able to explain the control function and how it is related to other management functions.
13.0 The student shall be able to describe the production function and its relation to other main functions of the organization.
14.0 The student shall be able to identify basic quantitative control techniques.
15.0 The student shall be able to explain major problems of small businesses and how managers attempt to solve these problems.
16.0 The student shall be able to define the charac-teristics, problems, and benefits of multinational enterprises.
Click BC Course Outlines for more details.
Course Prerequisites
To maximize your chances for success in this course, make sure that you meet the following course prerequisites:
- Course Prerequisites and Co-requisites: None
Course Attendance and Participation Policy
During the first week of class, you must complete the orientation discussion and the syllabus quiz, otherwise, you should voluntarily drop the class. Failure to do so, will result in you being withdrawn from the course, earning a grade of WN and having to pay for the course. Simply logging into the course will not satisfy your attendance during this time. As with an on-campus course, students who are reported for non-attendance in an online course and are withdrawn are still responsible for paying for the course. If you do not complete the requirements of the first week of class, you should drop the course by the official drop/add deadline or expect to pay for the course and earn a grade of WN.
It is very important for you to actively participate in this online class. If you stop participating in class discussions, do not submit assignments, or fail to take quizzes or tests prior to the withdrawal date, you will be withdrawn from class and receive a W or, if it is your third attempt, an F.
If you stop participating after the withdrawal date, you will receive an F. To avoid this situation, you should remain an active learner in this class and always communicate extenuating circumstances to your instructor. Ongoing communication with the instructor is critical to your course success. Completion of tests, assignments, and other class activities are used as indicators of your participation in order to satisfy this reporting requirement.
If you stop participating after the withdrawal date, you will receive an F. To avoid this situation, you should remain an active learner in this class and always communicate extenuating circumstances to your instructor. Ongoing communication with the instructor is critical to your course success. Completion of tests, assignments, and other class activities are used as indicators of your participation in order to satisfy this reporting requirement.
General Policies and Technical Requirements
You are responsible for being familiar with all BConline policies and procedures related to your activity in this course.
Broward College Policies
- Review the Broward College Policies on topics including disability services, academic honesty, privacy, and critical event procedures.
BConline Policies
- Review the General Course Policies page for topics including rules for netiquette, definition of participation, and other information.
Technical Requirements
- Students taking an online course are expected to be moderately proficient in using a computer. Please go to the Technical Requirements page for a complete list of computer skills and technical requirements.
Communication and Faculty Response Policy
Communication
- Use the course email tool only for private, personal, one-to-one communication with a specific individual, or groups of individuals. Do not send course related emails to the instructor's BC email address.
- In the event that the course communication tools are unavailable for more than 24 hours, the instructor will communicate with students (if necessary) via their BC email address. Access your BC email account at http://www.outlook.com
Faculty Response
- Course emails and discussion posts will be answered within 48 hours. Emails and submissions sent on Saturday or Sunday, or holidays may not be answered until the next school day. It is recommended that you post course-related questions in the discussion area. Other students may have the same questions as you or may even be able to answer your questions. If you need info related to a test or assignment, plan ahead and submit your questions well ahead of the due date. Additionally, you can contact your instructor during their online office hours or schedule an online meeting. Your instructor is not online 24 hours per day, so please allow time for responses.
Required Course Materials
Primary Required Text:
Title: Principles of Management, version 2.0.2
Author(s): Mason Carpenter, Talya Bauer, Berrin Erdogan, and Jeremy Short
Publisher, Edition: Available for free online from FlatWorld Knowledge. You will be charged for the print version.
Author(s): Mason Carpenter, Talya Bauer, Berrin Erdogan, and Jeremy Short
Publisher, Edition: Available for free online from FlatWorld Knowledge. You will be charged for the print version.
Chapters covered include 1, 2, 3, 4, 5, 7, 8, 9, 10, 11, 12 and 13.
Additional Required Texts:
Title: Exploring Business, version 2.0.3
Author(s): Karen Collins
Publisher, Edition: Available for free online from FlatWorld Knowledge. You will be charged for the print version. Chapters covered include 6 and 11.
Author(s): Karen Collins
Publisher, Edition: Available for free online from FlatWorld Knowledge. You will be charged for the print version. Chapters covered include 6 and 11.
Title: Small Business Management in the 21st Century, version 1.0.2
Author(s): David T. Cadden and Sandra L. Lueder
Publisher, Edition: Available for free online from FlatWorld Knowledge. You will be charged for the print version.
Author(s): David T. Cadden and Sandra L. Lueder
Publisher, Edition: Available for free online from FlatWorld Knowledge. You will be charged for the print version.
Chapters covered include 1 and 12.
Methods of Instruction
This is a 3-credit hour fully online course without proctored exams. In this class, you will engage in structured out-of-class and online activities. The online activities include 8 discussions, 4 assignments, 5 quizzes, 1 manager interview report and 1 term paper. See the course schedule for a detailed description of activities. Students are responsible for regularly reviewing the course schedule and completing all required assignments.
Course Schedule and Assignments
Read and refer to this section regularly. It will tell you what assignments you should complete, and how to complete them. Deadlines for assignments, assessments, discussions, quizzes, tests, and all other graded and non-graded activities are posted in the course schedule. Submitting work late will be permitted only under extenuating circumstances and only with prior notification and documentation (original funeral notice, original doctor note, etc.
Instructions for Discussion Forum:
- Use the Q&A discussion thread to post questions that might be of general interest to all students such as questions about assignments, tests, etc. Feel free to respond to other students if you think you can help them.
- There are eight (8) discussion topics throughout the semester. These topics provide you with an opportunity to express your understanding of the course material. Your posts, therefore, should be specific and detailed to reflect your knowledge. Proper grammar is expected in all written activities.
- You should first post your discussion and then respond to at least one classmate's posting to potentially earn the maximum assigned grade. Your responses should be well thought-out and substantial.
- Each discussion is worth 25 points, for a possible total of 200 points toward your final grade.
- No late discussion postings will be accepted.
Discussion Grading Rubric:
- For all discussions, it is important to post your initial response first before responding to a classmate.
- Your initial post should be at least 2 paragraphs in length and will be worth up to 25 points.
- Your response to a classmate's post should be at least 1 paragraph and will be worth up to 5 points.
- All posts are expected to be well-written, using proper grammar, spelling and punctuation. Failure to adhere to this requirement could potentially reduce your grade by 3 points. Remember that you are in College and are expected to write at that level.
- There should be evidence of research, citing references in parenthesis and demonstrating that you have carefully analyzed the question. Failure to do so will reduce your points by 3.
- Should you agree or disagree with a classmate's post, there should be supporting arguments for your position. A brief "I agree" response will earn a grade of '0.'
- Don't just copy from a classmate's post. You should be sharing your original thoughts and opinions. Evidence of copying another post, could potentially reduce your grade by at least 5 points. Original thoughts will help to stimulate others and keep the discussion thread interesting.
- It is not fair to others to wait for you to post your discussions just before deadline.
- This is a learning forum so keep discussions interesting. You each have different experiences so share them! There is so much to learn about management!
Instructions for Quizzes:
- There will be 5 quizzes throughout the semester.
- Each quiz will be worth 30 points each.
- This course has no on-campus exams.
Instructions for Assignments:
- There are 4 assignments/case studies in this course for a total possible 400 points.
- Each case study is worth up to 100 points.
Each case question should be carefully analyzed, reflect your understanding of the concepts in each chapter and must be answered thoroughly. You may wish to supplement your responses with independent research material, presented in your own words. Submit your responses in Word format.
Instructions for Manager Interview Report:
- There is one (1) report of an interview with a Manager.
- The Interview report is worth 100 points.
Instructions for Term Paper:
- There is one (1) term Paper.
- Term Paper is worth up to 150 points
| COURSE SCHEDULE | ||
| Orientation Module: week 1 | Learning Materials | Activities |
| Learning Outcomes: By the end of the orientation students will be able to:
| Orientation module: | Due: October 26 @ 11:59p.m. Read:
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| Module 1: Management Week: 2 | Learning Materials | Activities |
| Learning Outcomes: Upon successful completion of this unit, the student shall be able to: 1.1 State the importance of management in all types of organizations. 1.2 Define management and describe the work of managers. 1.3 Identify and describe the management functions of planning, organizing, directing and controlling. 1.4 Explain the following managerial skills:
1.6 Relate the importance of situational management. | Text books:
| Read:
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| Module 2: Objectives and Plans, Management By Objectives and Approach to Planning Week: 3 | Learning Materials | Activities |
| Learning Outcomes: Upon successful completion of this unit, the student shall be able to: 2.1 Describe the goal-setting and planning sequence. 2.2 Discuss types of objectives a firm must consider. 2.3 Relate the goal complexities which management confronts. 2.4 Explain the importance of planning for both upper- and lower-level management. 2.5 Describe the concept of reactive planning and its importance to a business person. 2.6 Recognize various types of standards which may be established. 2.7 State why plans are not successful. 3.1 State the value of the management by objectives approach to planning. 3.2 Relate how the application of MBO has progressed from an emphasis on performance appraisal to planning and control, and, most recently, to an integrated system of management. 3.3 Describe the essential elements of the MBO process. 3.4 Describe and illustrate the types and characteristics of goals established in MBO programs. 3.5 Explain how MBO can be used by an organization. 3.6 List and briefly describe the primary benefits and potential problems with MBO programs. 3.7 Identify important guidelines for improving the effectiveness of MBO. |
| Read:
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| Module 3: Management Decision Making and The Organization Function: Process and Structure Week: 4 | Learning Materials | Activities |
| Learning Outcomes: Upon successful completion of this unit, the student shall be able to: 4.1 Discuss the phases of the decision-making process 4.2 State what is required for decision making to take place. 4.3 Describe the components of the conceptual framework of management science. 4.4 List and discuss stages of the scientific method. 4.5 Relate the importance of model-building to a manager.
4.6 Define a management information system.
4.7 Describe the steps that should be completed in developing a management information system.5.1 Identify and describe the basic components of the organizing process. 5.2 List and describe the primary means of departmental-ization. 5.3 Identify approaches used in delegating responsibility. 5.4 Describe and define the basic principles of authority, responsibility, and accountability. 5.5 Identify the basic types of organization structures and the advantages and disadvantages of each. 5.6 Explain the situational approach to organization. |
| Read
Assignment:
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| Module 4: Staffing the Organization Week: 5 | Learning Materials | Activities |
| Learning Outcomes: Upon successful completion of this unit, The student shall be able to: 6.1 Describe the importance of the staffing function of management. 6.2 Identify components of the human resources system. 6.3 Explain the process of determining the personnel needs of the organization, and define the various aspects of the staffing process. 6.4 State the legal requirements that must be met in staffing an organization, and identify the major provisions of federal laws affecting the selection process. 6.5 Explain each phase of the recruitment and selection process. 6.6 Describe special concerns in selecting managerial personnel. |
| Read:
Discussion:
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| Module 5: The Informal Organization Week: 6 | Learning Materials | Activities |
| Learning Outcome:
Upon successful completion of this unit, The student shall be able to:
7.1 Describe the importance of the informal group in the organization.
7.2 Distinguish between the formal and the informal organization.
7.3 Identify the basic characteristics of the informal group.
7.4 List the values and losses associated with the informal organization.
7.5 Explain the importance of status, power, and politics in an organization. |
| Read:
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| Module 6: Motivation, Effective Leadership, Organizational Climate and Change Week: 7 | Learning Materials | Activities |
| Learning Outcomes:
Upon successful completion of this unit, The student shall be able to:
8.1 Describe the process of motivation.
8.2 Identify the basic philosophies of human nature as contained in Theory X and Theory Y.
8.3 Describe the basic needs of man as presented in Maslow's hierarchy of needs theory and explain how organizations attempt to satisfy these needs.
8.4 Identify Argyris' maturation theory and how it relates to motivation.
8.5 Describe the hygiene and motivation factors contained in Herzberg's motivation theory.
8.6 Explain how motives such as the needs for achieve-ment, power, and affiliation affect the behavior of individuals.
8.7 Describe how the expectancy theory can be useful to managers in motivating employees.
8.8 Explain organizational behavior modification and how the technique can be applied in organizations.
8.9 Describe the role of money as a motivator, programs of job enrichment, and the application of the self-fulfilling prophecy.
9.1 Define the process of leadership.
9.2 Explain why there is no one most effective leadership style.
9.3 Define types of power a leader may possess.
9.4 Describe the trait, behavioral, and situational theories of leadership.
9.5 State the behavioral leadership theories developed by Likert, Blake and Mouton, Tannenbaum and Schmidt, and researchers at Ohio State University.
9.6 Identify the two basic dimensions of leadership behavior.
9.7 Describe the situational leadership theories developed by Fiedler, Reddin, Hersey and Blanchard.
9.8 State the importance of an approach to leadership that gives adequate consideration to the situational dimensions.
10.1 Describe the importance of surveying the organizational environment prior to making changes.
10.2 Explain the reason for the trend toward a more participative climate.
10.3 Identify the situational factors that should be considered in bringing about change.
10.4 List the sequence of events that must take place for change to occur.
10.5 Identify sources of resistance to change and the approaches that can be used in reducing resistance to change.
10.6 Describe techniques that are available to implement change. |
| Manager Interview Report:
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| Module 7: Organizational Communication, Management and Control, Production and Operations Management I and II Week: 8 | Learning Materials | Activities |
| Learning Outcome:
Upon successful completion of this unit, The student shall be able to:
11.1 Identify basic components of the communication process.
11.2 Describe techniques involved in both downward and upward communication.
11.3 List barriers that can cause breakdowns in communi-cation.
11.4 Explain techniques that are available to facilitate communication.
11.5 Describe how conflict management is important as a facilitator in the communication process.
12.1 Describe factors involved in the basic control process.
12.2 Explain why the planning and controlling functions are so closely related.
12.3 State the procedure for setting strategic control points.
12.4 List and briefly describe how actual performance may be compared to standards.
12.5 Explain the importance of a properly developed budget for a manager.
12.6 Describe how the process of control varies for different levels of management.
12.7 List the beneficial techniques in administering disciplinary action.
13.1 Identify traditional production management techniques.
13.2 List the basic production and operations management techniques.
13.3 Explain how many of the quantitative techniques are used in business.
13.4 Describe how financial models may be used by managers in decision making.
13.5 Identify the basic requirements needed to work a linear programming problem.
13.6 Explain the forecasting techniques of moving averages, exponential smoothing, regression, and times series analysis.
14.1 Describe how the simulation and waiting-line theory may be used to solve business problems.
14.2 Explain basic quantitative techniques available for use in the control function.
14.3 Describe how PERT may be used to assist in both planning and controlling. |
| Term Paper:
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| Module 8: Managing Small Businesses and the Multinational Corporation Week: 9 | Learning Materials | Activities |
Learning Outcomes:
Upon successful completion of this unit, the student shall be able to:
15.1 Define types of small businesses according to the classification standards established by the Small Business Administration (SBA).
15.2 Identify the primary reasons for the high failure rates of small businesses.
15.3 Describe how situational forces affect the management of small businesses.
15.4 List major personality characteristics of the typical entrepreneur.15.5 Describe types of financial, procurement, and management assistance available to small businesses from the U.S. Small Business Administration.
16.1 Describe characteristics of the multinational enterprise.
16.2 Explain the history and development of multi-nationals.
16.3 Identify and describe the situational factors to be considered in managing multinationals.
16.4 Explain the personnel problems encountered by multinationals. |
| Read:
WSJ Chip pops on the Scene Discussion 8B:
Practices of Successful Managers Assessment:
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How to Access the Course
Normally, the login date will be the first day of the session in which the course is scheduled. Only students who have registered and paid for the course will be permitted to login. There may be a delay of up to 20 minutes from when you register and pay before BConline login is activated.
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