INTD 220 2015 Syllabus draft 2016 0624
1. Introduction to Enterprise
a. Key topics
i. Enterprise: types & groupings
1. Commercial businesses, non-profits, government agencies: differences
and examples
2. Legal structures: benefits & drawbacks
a. Sole proprietorships & trade names/DBA
b. Partnerships
c. Limited liability companies
d. Corporations: Profit, non-Profit, Benefit
e. Others: Cooperative, mutual benefit
3. Life cycle groups: startups, growth, mature, sunset
ii. Enterprise purpose – visions & mission statements
iii. Ownership, stakeholders and governance: who runs the show?
1. Shareholders/members
2. Boards of Directors
3. Management
iv. Enterprise activities: what does an enterprise do?
b. Discussion questions
i. Why are we using the word “enterprise” instead of “business” or “company”
ii. What is the rationale for “benefit corporations” vs. non-profits (or for profits?) –
which would you rather work for and why?
iii. How would you characterize the vision and mission of enterprises you have
been part of? How well were they governed?
iv. What would be different about enterprises at different stages of their life cycle?
v. Should for-profit company directors and managers be responsible for anything
other than maximizing shareholder value?
c. Readings
i.
ii.
iii.
iv.
v.
Cole & Kelley, Chapter 12: Business organizations & corporate governance
A brief overview of business types (pdf)
You want to form a non-profit corporation in Vermont? (pdf)
Developing vision & mission statements (pdf)
https://www.sec.state.vt.us/corporations/resources/business-start-upguide.aspx#four
vi. Film: The Corporation
2. Production & marketing: making and selling stuff
a. Key topics
i. Product development
1. Market research
2. Key buying factors & USPs
3. Features vs. benefits
4. Branding
5. Packaging
6. Pricing
ii. Production
1. Types of production: job/project vs. batch/mass
2. Lean/just in time production
3. Sourcing, purchasing/ procurement & inventory management
4. Production planning & control: scheduling, maintenance
5. Enterprise resource planning, MRP
iii. Promotion
1. Market segments
2. Advertising
3. Personal selling
4. Promotions
5. Publicity (public relations – PR)
6. Direct marketing
7. CRM & relationship management
8. Digital and social media (not in text)
iv. Distribution
1. Channels
2. Supply chain management & logistics
3. Internet channels
b. Discussion topics
i.
ii.
iii.
iv.
v.
What’s more valuable – marketing or production? Consider Apple, Nike, Zara…
What does production mean for a service or digital business?
What does marketing mean for a non-profit?
Are you influenced by marketing? What types and why?
Is there an ethical dimension of marketing?
c. Readings
i. Cole & Kelley
1. Ch 32: The Marketing Mix: Product & Price
2. Ch 33: Promotion
3. Ch 34: Distribution
4. Ch 35: Marketing research
5. Ch 38: Production planning & control
6. Ch 39: Types of production
ii. McKinsey guide to business plans
1. 2.1: Development of a business idea
2. 2.2: Elements of a promising business idea
3. 4.2: Product or service
4. 4.4: Market & competition
5. 4.5: Marketing & sales
iii. Features vs. benefits pdfs (set of 3)
iv. Film: Century of the Self, part 1
3. Finance & Personnel management: the money and the people
a. Key topics
i. Finance
1. Income statements: revenues, costs, profits
2. Balance sheets: assets, liabilities, equity
3. Value: discounted cash flows, comparables
ii. Personnel management
1. Human resources: role, strategy & operations
2. Recruitment & selection
3. Development & training
4. Performance appraisal, discipline & grievances
b. Discussion topics
i. How should we value a non-profit or government agency?
ii. The structure of valuation inherently forces business leaders to seek political
patronage – what do you think of this statement?
iii. What are the pros and cons of tying compensation to financial performance?
iv. What’s different about working for a big vs. small company?
v. Will robots take over all of these jobs?
vi. Where does consulting fit in to these enterprise functions?
c. Readings
i. Cole & Kelley
1. Ch 42: Human resource management
2. Ch 43: Recruitment & selection
3. Ch 44: Employee development & training
4. Ch 45: Performance appraisal, discipline & grievances
5. Ch 51: Company accounts
6. Ch 52: Budges, forecasts & business plans
ii. A simple guide to your company’s financial statements (pdf)
iii. An Introduction to Valuation (pdf)
4. Classical schools and production efficiency
a. Key topics
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
Historical perspective – the emergence of management as a field
Scientific management principles/ scientific method
Key figures: Fayol, Taylor, Gantt, the Gibreths, Urick & Brech
Soldiering vs. Production efficiency
Work study: method study, work measurement/ time & motion
Value analysis & engineering
New techniques in manufacturing: automation,CAD/CAM, ERP, robotics
Weber & organization/bureaucracy
1. Sources of authority
2. Features of bureaucracy
ix. Critiques of the classical/scientific schools
b. Discussion topics
i. What are some areas you’ve seen where you could apply scientific management
techniques?
ii. In manufacturing, efficiency is about making more better, faster and cheaper –
what does efficiency mean in a service business or a non-profit?
iii. Is there a tension between efficiency and other values, such as creativity?
iv. Why does “bureaucracy” have a negative connotation today? Is it inevitable?
v. Weber felt that bureaucracy was required for large scale efforts – can
communications technology provide an alternative way to scale?
vi. Why are Weber’s theories of bureaucracy placed together with scientific
management under “classical schools”?
c. Readings
i. Cole & Kelley
1.
2.
3.
4.
5.
6.
Ch 1: Developments in Management Theory
Ch 2: Definitions of management
Ch 3: Search for principles of management
Ch 4: Weber & bureaucracy
Ch 40: Aids to production
Ch 41: New technology in manufacturing
ii. PDF: Taylor, Principles of scientific management, Ch 1 & 2
iii. Something illustrating the shovel and bricklaying experiments?
5. Human relations & social psychological schools
a. Key topics
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
x.
Hawthorne studies: findings, Elton Mayo and critiques
Mary Parker Follet: responsibility, empowerment, conflict resolution
Maslow’s hierarchy of needs
McGregor Theory X & Y
Herzberg: motivation & hygiene factors
Likert’s styles of leadership: exploitative/authoritative,
benevolent/authoritative, consultative, participative
Argyris: Maturity vs. immaturity
Motivation theories: Expectancy, equity, goal, attribution, reinforcement, Z
Types of leaders: charismatic, traditional, situational, appointed, functional
Leadership theories: trait, style, contingency, power/influence, principle
b. Discussion topics
i. Why do you think the behavioral theories of management came about as a
response to scientific theories?
ii. Have you ever experienced the Hawthorne effect? Where and when?
iii. Do you believe that Maslow’s needs are really a hierarchy, that is, higher order
needs are not considered until lower order needs are satisfied? Can you think of
situations where this would not be true? Where are you in your needs analysis?
iv. Where have you seen different leadership and management styles? What
worked for you?
v. What do you think motivates you? How would you motivate others?
vi. Who are some leaders you’ve encountered and what types of leaders were
they? Which leadership theories best explain their effectiveness?
c. Readings
i. Cole & Kelly
1. Ch 5: Motivation, the early theorists
2. Ch 6: Motivation – later theorists
3. Ch 7: Leadership
ii. Other
1. http://www.library.hbs.edu/hc/hawthorne/ - Click on Online Exhibit
6. Systems, contingencies and postmodern management theories
a. Key topics
i. Systems theory: environment, inputs, conversion, outputs, feedback loops
ii. System variables: people, structure, environment, technology
iii. Subsystems: Production/technical, supportive, maintenance, adaptive,
managerial
iv. Tavistock coal face studies: socio-technical, operating & management systems
v. Environment types: Placid/randomized, placid/clustered, disturbed/reactive,
turbulent
vi. Contingency approaches: differentiation/integration, mechanistic/organic,
technological impact on organizational social structures
vii. Congruence model: inputs, strategy, internal structure, outputs
viii. Deming & Total Quality Management
ix. Drucker & Management by objectives
x. Current areas of management thinking
b. Discussion topics
i. What are some inputs, conversions and outputs of various types of enterprises –
an academic institution, a dance company, a church? Are there feedback loops
here? Where are they? What subsystems do you see in these areas?
ii. The Tavistock coal face studies highlighted the inter-relationship between
technology and social structures – where do you see these kinds of relationships
playing out today? Consider modern mass manufacturing, e.g. Chinese factories
or remote working/telecommuting – how do you think these factors impact the
social dimensions of work and what needs to be done to manage them?
iii. The text states: “Large organizations…have to maintain a high degree of
structure and formality, even when confronted by periods of change” – do you
agree? Where have you seen the limits of either “too much structure” or “too
little structure”?
iv. Woodward found that complex processes had tighter chains of command – is
this still true today with advances in communications technology; that is, can
complex processes be organized in a more distributed manner using
technology?
v. Are systems thinking and contingency theories too complicated and abstract for
practical use? Can you see applying these concepts in the organizations you’ve
been part of?
vi. From your readings, what are the topics that current management thinkers are
covering? How do these compare to earlier management thinking? What
changed?
c. Readings
i. Cole & Kelley
1. Ch 9: Organizations as systems
2. Ch 10: Contingency approaches to management
3. Ch 11: Modern approaches to management
ii. Other
1. Pdf: Total Quality: Deming’s 14 points
2. http://www.mbsportal.bl.uk/subjareas/busmanhist/mgmtthinkers/inde
x.aspx
3. http://www.businessinsider.com/most-influential-thinkers-in-business2013-11?op=1