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Since the case in long i am uploading it in 8 pdfs. and the instruction to write the paper will be found in a separate doc. Please follow the guidelines, be specific. You also have to provide 5 additional resources with a separate bibliography page, and make sure the resources and be open, and printable s20_syllabus_management_theory___practice__2_.pdf doc1.pdf doc2.pdf doc3.pdf doc4.pdf doc5.pdf Unformatted Attachment Preview Our mission is to enrich each student’s life through an ethics-centered education focusing on transforming concepts into business practice. Management Theory & Practice BMBA 9456 NA (2 Credits) Spring 2020-A Syllabus Professor: A. D. Amar, Ph.D Office: 650 Jubilee Hall Phone: 973 761 9684 Email: ad.amar@shu.edu Skype name: AmarDAmar Secretary: Tanya Dixon Phone: 973 275 2531 Classroom: JH Class Meets: Thursdays, 6:30-9:00 pm Office Hours: Tuesdays: 3:15-4:15 PM and 5:006:00 PM; Thursdays: 5:30 to 6:30 PM and by appointment Home Office: Ask the professor for his home office telephone number to talk to him off hours. Important Note: 1. This syllabus is designed to conform to the standards and regulations set for the revised MBA by the Stillman MBA Curriculum Committee. 2. It is the responsibility of each student to thoroughly read and understand this Syllabus. Ask the professor for detail and/or clarification if needed. 3. Do not skip the footnotes. They are very important. Course Description Management Theory and Practice covers functional and behavioral aspects of managing organizations, such as planning, organizing, leading, and controlling with a special focus on the changing organizational work environment. It will cover the roles managers play, the skills they need, and the processes they use in managing, with reference to context of the large corporation, small-to-medium sized organization, entrepreneurial/start-up, government unit, and the NGO. The course will go over why individuals, groups, and organizations work and behave the way they do, and how to understand and change organizational working and behavior to make them more effective. It will emphasize translating ideas into actions in managing work of people and delivering organizational performance by creating fora in which students will be imparted the opportunity to apply the concepts learned in class to the practice in organizations. This course is designed as a hybrid course with a section of the class flipped. To be able to finish standard course material of a management foundation class and get higher productivity from every class, students have to read the prescribed material before each class and then come ready to be tested on it as the first act of the class. 1 Amar: Management Theory & Practice: BMBA 9456s20-A Learning Goals/Course Outcomes The focus of this course is to impart training in planning, organizing, leading, and controlling for managing organizations in a globalized, technology-driven economy. Learning in this class comes from classical/seminal works, interaction with current happenings, short and long cases linked to the established, revised and recently devised theory and practice of management. The emphasis will be on the currency of the subject matter, which is focused on forward-looking and hands-on learning through exercises and storytelling. Students will have to do a substantial amount of work outside the class. They should not depend on the professor to repeat in class all the knowledge that would come from reading, teamwork, and assignments. MBA Skills Development Analytical and Critical Thinking - Employers want graduates who can examine any problem, opportunity or situation; gather, analyze and synthesize relevant data from multiple sources, and then draw appropriate conclusions for the organization. Using adept reasoning, students in this course will learn to use both qualitative and quantitative data to solve complex business problems and shape emerging opportunities. 1. Communication - Managers need to communicate effectively up, down, across and outside the organization. We emphasize essential skills including writing persuasive proposals, effective emails, and engaging oral presentations; practice active listening, interacting, impressing, and impromptu oral presentations; and learn to communicate effectively via the social media. 2. Teamwork and Leadership - Students study group dynamics, team development, and the influence of inclusivity, diversity, creativity, and conflict on team outcomes, while actively engaging in team-based projects and assignments designed to strengthen teamwork skills. MBA Learning Goals & Objectives Achieved in This Course A. Functional Knowledge of Business Enterprise with a forward-looking approach At the end of this course, the students would have been imparted the following learnings: 1) Understanding management function as a complex of planning, organizing, leading, and controlling 2) Managing work of individuals and groups for delivering organizational performance 3) Applying fundamentals of organizational and behavioral theories to business practice 4) Performing planning, organizing, leading, and controlling for managing organizations 5) Mobilizing human resources to organizational and societal objectives 6) Engaging in forward and strategic thinking and managing with a strategy 7) Creating a work environment in which all employees, at all levels of responsibility, feel free in executing their tasks. B. Analytical and Critical Thinking The course will cover the following AACSB General Skills Areas: • Interpersonal relations and teamwork (able to work effectively with others and in team environment) • Diverse, inclusive and multicultural work environment (able to work effectively in diverse environment) • Reflective thinking (able to understand oneself in the context of society) 2 Amar: Management Theory & Practice: BMBA 9456s20-A • • Analytics Emotions and EI C. General Business and Management Areas This course covers the following AACSB General Business and Management Knowledge Areas • Group and individual behaviors in organizations and society • Leading in organizational situations • Managing in a global context • Integrating knowledge across fields D. Global Management - to be able to anticipate, identify, and respond to changes in global environments and strategically leverage international opportunities in the national context E. Communication - to be able to write, speak, and present effectively and persuasively in a wide variety of business settings with diverse audiences F. Teamwork and Leadership - to be able to work collaboratively and effectively in a diverse and multifunctional team environment; to be leaders and enable others to be leaders so that they can inspire others to achieve their fullest potential G. Ethics and Social Responsibility - to be aware of ethical and social responsibility issues and their implications on business decision making; to develop an ethical mindset; to identify proactively, evaluate and address ethical challenges. H. Building and Maintaining Relationships – to be able to take encounters within and outside the organization and turn them into relationships by building and maintaining them. Course Pre-requisites BMBA 9450: The Launch Experience Selected “Fundamental” course(s), or their corresponding official waivers, are required of all students in this course. (In case of any question on this, contact the Business Information desk on the 5th Floor of JH. Course Format This class covers what is required for learning management theory and practice for a full semester regular university class in only seven sessions. For this purpose, students do readings of materials in their own time, while the class time is used to review and practice the concepts covered in the material. This is done for imparting all relevant material, keeping in mind the semester length. Hence, it conducts instructions and conveys learning in and out of classroom. Lessons could come in many forms. Students must come to class prepared by going over the assignments to be able to connect with the class and get full learning. Unless students are told specifically to use laptops or other similar devices on certain announced days, they would not need or use electronic devices in this class. Leave all of them shut off. 3 Amar: Management Theory & Practice: BMBA 9456s20-A The professor will make use of the course Blackboard (Bb) site. Your coming prepared to class will also include having received, reviewed, and followed material from the Bb site. Text and Other Course Materials Required Text Title: Management: A Practical Introduction, 9th Edition (2020) Authors: Publisher: ISBN: MHID: Angelo Kinicki & Brian K. Williams McGraw-Hill Education 978-1-259-73265-2 1-259-89891-1 Attendance, Preparation and Participation Your grade in the course will be based on your performance on the following requirements and delivering work as described in there. Class participation is an essential component of learning and the course grade. This component of your grade takes several forms including attendance and in-class participation. Students got to be prepared for each class. Classes will consist of both lectures and discussions. All readings are to be completed as assigned. In order to enhance communication skills, students will be called upon to discuss assigned course materials, including documents, readings, and syllabus topics. Current business and connected news items on the local, national, and international level will be discussed in class and given as assignments unannounced, unscheduled. Students must be prepared to discuss the relevance of the same to the subject matter. Assignments and Deliverables Deliverables Class Participation1 7@2 Midterm (Theory Concepts Checks)2 5@10 points each Final Exam (Concept-to-Practice Project report)3 Total Weight 14\% 50\% 36\% 100\% 1 Class participation grade is based on the presence and participation in each class. The points for class participation are divided equally among all seven classes. Excuse from attending a class or starting late does not exempt one from the penalty associated with an absence. 2 The objective of concepts-check is to assure that you gather the requisite vast management theory in this abbreviated session. The only way to do that is through the six (6) Theory Concept-Checks that will be the objective-type questions based on the readings from the textbook only. Five of these checks will count towards your grade. Except for the Concepts-Checks #1 and #6, any one concept-check can be missed without any penalty or the lowest of the eligible 4 concept-checks will be dropped form the grade computation. There is no makeup for any missed conceptscheck beyond the one permitted, as discussed above. 3 See Appendix G. The final exam of this class is the Concept-to-Practice (CTP) project. It will run parallel to the classwork. It requires students to apply the coming changes in the business environment to their employer’s organization (corporate, division, department or section) all the concepts and practices learned through all readings, activities and class lectures and discussions. The goal is to update and upgrade the organization through the application of the changes and the new and available knowledge. You will submit the final report in Word and its ppt based on the CTP project. Feel free to ask the professor any question or to expand on this. However, you must go through Appendix G and H, before that. 4 Amar: Management Theory & Practice: BMBA 9456s20-A Letter Grades Letter Grade Conversion Scale A 95\% - 100\% C+ 77\% - 79.99\% A- 90\% - 94.99\% C 75\% - 76.99\% B+ 87\% - 89.99\% C- 70\% - 74.99\% B 85\% - 86.99\% D+ 65\% - 69.99\% B- 80\% - 84.99\% D 60\% - 64.99\% F < =59\% Special Accommodation For special accommodation, contact SHU Disability Services (DSS) at phone number 973-313-6003, or email address DSS@shu.edu. Go to http://www.shu.edu/offices/disabilitysupport-services/index.cfm. CLASS SCHEDULE The following is the session-by-session schedule. It is subject to change at the discretion of the instructor. Any changes will be announced in class and/or posted to the Blackboard.4 SESSION 0 (BEFORE SESSION 1) Reading Assignment Read the following textbook chapters and paper before the first class to be prepared for the class. Chapter 1: The Exceptional Manager: What you do and how you do it, Pages 2 – 39. Chapter 2: Management Theory Essential Background for the Successful Manager, Pages 40-69. Angus, Alison. 2018. Top 10 global consumer trends for 2018: Emerging forces shaping consumer behavior. London, UK: Euromonitor International. http://go.euromonitor.com/rs/805-KOK-719/images/wpGCT2018.pdf?mkt_tok=eyJpIjoiTm1Jd05qUTNNamxqWm1JNCIsInQiOiJvV3Y4U2NxRElLQmVFbEtMcE5jMUJUcnNVaTA0cDlyYkc2ell6WVJOWUkzRTNBUnQ4MWw4K3c1SzZjWGNaVGp6cXlZdVAr Yjk2ektuRVo3VTVlUkNiZUMwZU0wZ3ZDTW9GdlJOV3BoUFphckJJNEFNbTJSbkJqV0FrZlpXYkt4VSJ9 4 There is a special consequence of missing Classes 1 and 7. The loss of missing the first class will deprive students of the foundation of the subject and the protocols of this class that cannot be made up. Missing the last class will deprive one of the conclusion lessons for managers which are most applicable than anything else. It will also result in missing Concepts-Check 6 that cannot be substituted. 5 Amar: Management Theory & Practice: BMBA 9456s20-A Year 2020 Session 1 (January 16) Introduction to the course and the subject of management. Planning: Exceptional manager and succeeding at managing contemporary organizations • Assessing and predicting the coming disruptive changes in the business environment and engaging in planning to respond to them; management implications: Globalization; IT Revolution; Sustainability, Ethics and Corporate Social Responsibility; The Study of Psychology; and Business Ecosystem • Evolution of management thought from Taylor to the Knowledge Era Deliverables Completed Appendix C. (Email me a copy of your digital Appendix C). Learning goals • Understanding and succeeding at the progressive evolution of manager’s role in organizations • How to manage in a dynamic business environment in the global context Class Activity Discussion Angus, Alison. 2018. Top 10 global consumer trends for 2018: Emerging forces shaping consumer behavior. London, UK: Euromonitor International. http://go.euromonitor.com/rs/805-KOK-719/images/wpGCT2018.pdf?mkt_tok=eyJpIjoiTm1Jd05qUTNNamxqWm1JNCIsInQiOiJvV3Y4U2NxRElLQmVFbEtMcE5jMUJUcnNVaTA0cDlyYkc2ell6WVJOWUkzRTNBUnQ4MWw4K3c1SzZjWGNaVGp6cX lZdVArYjk2ektuRVo3VTVlUkNiZUMwZU0wZ3ZDTW9GdlJOV3BoUFphckJJNEFNbTJSbkJqV0FrZlpXYkt4VSJ9 Homework Reading Assignments Chapter 3: The Manager’s Changing Work Environment: Doing the right thing, Pages 70-103. Chapter 4: Global Management. Pages 104-141 Session 2 (January 23) Checks and Tests: First Theory Concepts-Check (Chapters 3 and 4 of the book)5 Changing Work Environment and Global Management Organizing: Management of Contemporary Organizations AI: Implications discussion of Davenport and Ronanki Learning goals 5 Mind it. These are concepts checks and are given ahead of their discussion in class. The goal is to have you come ready for the class. 6 Amar: Management Theory & Practice: BMBA 9456s20-A • • Learn the changing work environment Global management and how to operate in the globalized world Homework: Review the material and be ready for Theory Concepts-Check (Chapters 5 and 8 of the book). The check will be conducted by an objective type test upon arrival. Reading Assignments Chapter 5: Planning: The Foundation of Successful Management, Pages 142-169. Chapter 8: Organizational Culture, Structure, and Design: Building blocks of the organization, Pages 240-277. Drucker, Peter. 1988, January-February. The coming of the new organization. Harvard Business Review, 6(1): 45-53. https://hbr.org/1988/01/the-coming-of-the-new-organization Session 3 (January 30) Checks and Tests: Second Theory Concepts-Check (Chapters 5 and 8 of the book) Learning Goals • Planning • Organization culture, structure and design Class Activity Discussion: Drucker, Peter. 1988, January-February. The coming of the new organization. Harvard Business Review, 6(1): 45-53. https://hbr.org/1988/01/the-coming-of-the-new-organization Learning Goals To be able to de-structure the organization to become smaller, flatter, virtual, adaptive and innovative giving voice to the insight and not power Homework Reading Assignments Chapter 9: Human Resource Management Chapter 11: Managing Individual Differences and Behavior A Practical Application of Organizational Design Ghislanzoni, Giancarlo, Heidari, Robinson, & Jermiin, Martin. 2010. Taking organizational design from plan to practice: McKinsey global survey result. McKinsey & Company. http://www.mckinsey.com/business-functions/organization/our-insights/taking-organizational-redesigns-from-plan-to-practice-mckinsey-global-surveyresults. Retrieved 7/13/2016. Session 4 (February 6) Checks and Tests: Third Theory Concepts-Check (Chapters 9 and 11 of the book) Learning Goals Attracting, developing and retaining human talent. 7 Amar: Management Theory & Practice: BMBA 9456s20-A How managers manage workforce in small to large groups and operate globally. Know the changes in human resource and managing the human capital responsively Why behavior matters to an organization Understanding human behavior and using it as a strength. Classwork: Discussion: Ghislanzoni, Giancarlo, Heidari, Robinson, & Jermiin, Martin. 2010. Taking organizational design from plan to practice: McKinsey global survey result. McKinsey & Company. http://www.mckinsey.com/business-functions/organization/our-insights/taking-organizational-redesigns-from-plan-to-practice-mckinsey-global-survey-results. Retrieved 7/13/2016. Homework: Reading Assignment Chapter 12: Motivating Chapter 13: Groups and Teams: Leadership Increasing cooperation, reducing conflict. Session 5 (February 13) Checks and Tests: Fourth Concepts-Check (Chapters 12 and 13 of the book) Learning Goals Motivating workers Forming and managing teams Conflict Individuals and groups—small and large Capturing and channeling the organization’s rich diversity in achieving and surpassing its goals. Expand and exploit disagreements, divergences and diversities of all kinds. Class Activity Discussion: Amar, A. D., Hentrich, Carsten, & Hlupic, Vlatka. (2009, December). To be a better leader, give up authority. Harvard Business Review, Vol. 87: 22-24. Social Side of Business. Workplace of the 21st Century: Reinventing the workplace and considering and developing social and interpersonal skills • Discipline versus autonomy tradeoffs, evolving controls into employee autonomy with grassroots initiatives and local experimentation • Developing performance metrics giving attention to critical human capabilities that drive success in creative economy; designing compensations and reward systems that do not sacrifice long-term goals for short-term gains. Homework: Reading Assignment Chapter 14: Power, Influence, and Leadership: From becoming a manager to becoming a leader Chapter 15: Interpersonal and Organizational Communication: Mastering the exchange of information, Pages 502-543. 8 Amar: Management Theory & Practice: BMBA 9456s20-A Sessions 6 (February 20) Checks and Tests: Fifth Concepts-Check (Chapter 14 and 15 of the textbook) Learning Goals Power Influence, and Leadership: Dependency theory. Traits and behavioral theory of leadership. From becoming a manager to becoming a leader Increasing cooperation, reducing conflict. Reading Assignment Chapter 16: Control Systems and Quality Management: Techniques for enhancing organizational effectiveness, Pages 544-588. Mistreanu, Simina. (2018, April 3). Life inside China’s social credit laboratory. Foreign Policy. http://foreignpolicy.com/2018/04/03/life-inside-chinas-social-credit-laboratory/. Retrieved 5/14/2018. Use this break to make your Final Exam paper ready Session 7 (March 12) Checks and Tests: Sixth Concepts-Check (Chapter 16 of the book). Control Theory: Controls in organizations Class Activity Discussion: Mistreanu, Simina. (2018, April 3). Life inside China’s social credit laboratory. Foreign Policy. http://foreignpolicy.com/2018/04/03/life-in ... Purchase answer to see full attachment