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Tulsa Community College
Course Syllabus Fall 2014
August 18th to December 14th, 2014
Course Name:
Time/Location:
Prerequisites:
Instructor:
Office:
Office Hours:
Office Phone:
Email:
Principles of Management – MGT - 2363 – 202 – 17307
9:30a – 12:20p / Fridays / Room 2446 NEC
None
Gary L. Keck, B.S., MBA
2159 Academic Bldg. (NEC)
TBA; other times by appointment only.
(918) 595-7479
gkeck@tulsacc.edu
Course Description from Catalog:
Introduction to the basic theory and principles of management. Emphasis is on the functions of management,
planning, organizing, staffing, directing, and controlling. A survey approach to current trends in management
and possible future developments in organization and administration. Lecture 3 hours. No laboratory.
Objectives:
HAVE FUN!
Familiarity with an ever changing social and work environment.
Ability to examine options relating to behavior in real life, on the job situations based on jobtested experience of working managers and supervisors.
Understand the basic steps in planning and decision-making processes, and strategies for
implementation.
Examine the vital aspects of ethical issues for managers.
Familiarity with management and organizational skills needed to be an effective manager.
Understand and recognize strengths and weaknesses of various approaches to management.
Maintain a positive perspective on the demanding responsibilities of being in a management
position.
HAVE FUN!
ACHIEVING THESE OBJECTIVES
These objectives can only be achieved through joint effort. We will work to stimulate your interest and
learning in these areas, but you will be expected to display initiative and a program of self-study as well.
In that sense, a complementary objective of the course is to provide you with an environment that will
encourage and reward your own intellectual effort, while simultaneously maintaining rigorous standards
that identify those who are motivated to pursue excellence in their own educational preparation for a
business career.
ACADEMIC DISHONESTY
Academic dishonesty (cheating) is defined as the deception of others about one’s own work or about the work
of another. Academic dishonesty or misconduct is not condoned or tolerated at campuses within the Tulsa
Community College system. Tulsa Community College adopts a policy delegating certain forms of authority for
disciplinary action to the faculty. Such disciplinary actions delegated to the faculty include, but are not limited
to, the dismissal of disrespectful or disorderly students from classes. In the case of academic dishonesty a
faculty member may:
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require the student to redo an assignment or test, or require the student to complete a substitute
assignment or test;
Record a "zero" for the assignment or test in question;
Recommend to the student that the student withdraw from the class, or administratively withdraw
the student from the class;
Record a grade of "F" for the student at the end of the semester.
Faculty may request that disciplinary action be taken against a student at the administrative level by
submitting such request to the Dean of Student Services.
At the instructor’s discretion, a student guilty of deliberate plagiarism may receive a zero for the assignment
and an “F” in the course.
ATTENDANCE
Attendance in this course is especially important to you as assignments are due in almost every session.
Because of the nature of this term, the volume of material covered each session necessitates your being
present and actively participating in each session. Attendance is recorded and reported. However, attendance
does not add points to the grade. Students should be aware that research shows a strong correlation between
attendance and course grade. Absence will not be considered an excuse for submitting assignments late.
LATE ASSIGNMENTS AND MAKE-UP POLICY
Current Events article reports cannot be made up. Written assignments that are late may be accepted
only in the next class session, but will be reduced twenty-five percent. If you have to miss an exam,
and notify me before the exam begins, you may take a make-up exam within one week from the original
exam.
COURSE WITHDRAWAL POLICY
The deadline to withdraw from a course shall not exceed 3/4 the duration of any class. Contact the Counseling
Office at any TCC campus to initiate withdrawal from a course ('W' grade) or to change from Credit to Audit.
Check the TCC Academic Calendar for deadlines. Students who stop participating in the course and fail to
withdraw may receive a course grade of “F,” which may have financial aid consequences for the student.
The last date for withdrawal for SPRING semester is: November 7th, 2014.
COMMUNICATIONS
Email communications: All TCC students receive a designated “MyTCC” email address (ex:
jane_doe@mail.tulsacc.edu). All communications to you about TCC and course assignments will be
sent to your MyTCC email address; and you must use MyTCC email to send email to, and receive
email from, the instructor regarding this course.
Inclement Weather: TCC rarely closes. If extreme weather conditions or emergency situations arise,
TCC always gives cancellation notices to radio and television stations. This information is also posted
on the TCC website (www.tulsacc.edu).
GENERAL EDUCATION GOALS
General Education courses at TCC ensure that our graduates gain skills, knowledge, and abilities that comprise
a common foundation for their higher education and a backdrop for their work and personal lives. TCC’s
General Education goals are: Critical Thinking, Effective Communication, Engaged Learning, and Technological
Proficiency.
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CLASSROOM ETIQUETTE
Open and mutually respectful communication of varied opinions, beliefs, and perspectives during classroom or
online discussion encourages the free exchange of ideas that is essential to higher learning and to the ability
to learn from each other. Use of any electronic device is at the discretion of the instructor.
SYLLABUS CHANGES
Occasionally, changes to the syllabus may be necessary. Students will be notified of any changes to the
syllabus in writing.
STUDENTS WITH DISABILITIES
DISABILITY RESOURCES: It is the policy and practice of Tulsa Community College to create
inclusive learning environments. Accommodations for qualifying students in compliance with the
Americans with Disabilities Act (ADA) and Section 504 of the Rehabilitation Act are available. To
request accommodations, contact the Education Access Center (EAC) at eac@tulsacc.edu or call
(918) 595-7115 (Voice). Deaf and hard of hearing students may text (918) 809-1864.
INSTITUTIONAL STATEMENT
Each student is responsible for being aware of the information contained in the TCC Catalog, the TCC Student
Policies & Resources Handbook, and semester information listed in the class schedule. All information may be
viewed on the TCC website: www.tulsacc.edu
Required Textbooks and Supplemental Materials:




Title: Principles of Management, v2.0
Author(s): Mason Carpenter, Talya Bauer, Berrin Erdogan, Jeremy Short
e-ISBN: 978-1-4533-5447-6
https://students.flatworldknowledge.com/course/1747695
INTERNET RESOURCES
http://www.hoovers.com/
http://www.quicken.com/
http://www.cbsmarketwatch.com/
http://www.dismal.com/
Bureau of Economic Analysis
Economic Statistics Briefing Room
The American Institute of Stress
http://www.amanet.org/
http://www.sec.gov/
http://www.rutgers.edu/Accounting/raw/
http://www.bondsonline.com/
Bank of America Weekly Briefing
The Cato Institute
National Bureau of Economic Research
http://www.shrm.org/
http://www.mapnp.org/library/
METHODS OF ASSESSMENT AND STUDENT EVALUATION OPPORTUNITIES (SUBJECT TO
CHANGE AT DISCRETION OF INSTRUCTOR)
Cases-in-point (complete FOUR (4) x 50 pts. each)
Management Goes to Hollywood
Personal Growth Assessment (PGA)
Case Study Analysis (instructor will provide)
Class Participation
GRADING SCALE:
3
Total points
200
150
200
300
150
1000
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A = 895 – 1000 points
B = 795 – 894 points
C = 695 – 794 points
D = 595 – 694 points
F=
0 – 594 points
COURSE OUTLINE
The schedule is very flexible. Much material is required. Therefore the schedule may be altered at the
discretion of the instructor. It is not possible for an instructor to cover all the course material without student
independent study. As students are interested in a particular topic or as test scores warrant review, more time
will be spent on a chapter, or as may be required.
Week
Ch
08/22
*
08/29
09/05
*
1
09/12
2
Topic
Assignments
Keck gone!!!
Introductions & Syllabus &
Assignment Election
Read Chapter 1
Syllabus
Completion/Housekeeping
Peruse Chapter 2
Introduction to Principles of
Management
History, Globalization, and
Ethics
*
Management and
Temperament
3
Personality, Attitudes, and
Work Behaviors
Read Chapter 3
Chapter 2 handout
CIP#1 due 09/14/2014
Read Chapter 4
09/19
4
Developing Mission, Vision,
and Values
Read Chapter 5
09/26
5
Strategic Management
Read Chapter 6
CIP #2 due 09/28/2014
10/03
6
Goals and Objectives
Read Chapter 7
10/10
*
No Class! Online Assignment
CIP#3 due 10/12/2014
10/17
7
Organizational Structure and Read Chapter 8
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Change
10/24
8
Organizational Culture
Read Chapter 9 and 13
PGA due 10/26/201414
10/31
9
13
11/07
10
Leading People and
Organizations
Read Chapter 10
Motivating Employees
Decision Making
Read Chapter 11
CIP #4 due 11/09/2014
11/14
11
Communication in
Organizations
Read Chapter 12
11/21
12
Managing Groups and Teams
Read Chapter 14
MANAGEMENT GOES TO HOLLYWOOD
ROUNDTABLE ON 11/21/2014
11/28
*
Gobble Gobble
Gobble!!
No Class!
Thanksgiving Break!!
Eat ‘til you puke!!!
12/05
14
The Essentials of Control
Read Chapter 15
MANAGEMENT GOES TO HOLLYWOOD PAPER
DUE BY 11:59 p.m. 12/07/2014
12/12
15
*
Strategic Human Resource
Management
Case Study Analysis due by 11:59 p.m.
12/14/2014
FINALS WEEK!!
ITERATION OF ASSIGNMENTS ------- > Reminder all assignments to be
submitted via Blackboard on the links provided or worst case emailed to
instructor at gary.keck@tulsacc.edu with prior approval.
Cases-in-Point – choose four - ( 4 x 50 points = 200)
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CASES-IN-POINT (200 possible points) – (four chapter cases and discussion questions
worth 50 points each)
Throughout the Fall semester, each student will choose four (4) Chapter-specific Cases-in-Point from
the text. It will be the student’s choice as to which case is submitted. At the end of each chapter
the text offers a Case-in-Point Case with subsequent accompanying discussion questions
for the chapter topic. Each student will be required to complete four (4) Case-in-Point
Cases from any chapter. They will be graded on thoroughness and support of the
answers posed by the text, therefore, no less than 1-page will be required for the
answers to discussion.
MANAGEMENT GOES TO HOLLYWOOD ASSIGNMENT (150 points):
Each student will be required to review one (1) movie during the semester and write a minimum
of four (4) to six (6) pages on each film identifying and analyzing the management tenets and
issues in each film. At minimum, the student will identify the four tenets of management:
planning, organizing, leading and controlling and any additional textual facts. In addition, each
student’s choice will present as a roundtable discussion. Below is a list of films to choose from or
you can choose your own with instructor authorization.
Title
Release
Date
Theme
Business
Based on
All the President's Men
1976
Conflict
News
Book /true
(Woodward,
Bernstein)
American Madness
1932
Conflict
Banking
Original
Screen Play
And the Band Played On
1993
Conflict
Health Care
Book /true
(Shilts)
Antitrust
2001
Career
Computers
Original
Screen Play
Any Given Sunday
1999
Conflict
Sports
Original
Screen Play
Apartment, The
1960
Career
Corporation
Original
Screen Play
Apprenticeship of Duddy Kravitz
1974
Career
Entrepreneur
Book /novel
(Richler)
Article 99
1992
Satire
Health Care
Original
Screen Play
Associate, The
1996
Career
Stockbrokers
Book /novel
El Socio
(Prieto)
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Aviator, The
2004
Career
Entrepreneur
Baby Boom
1987
Career
Advetising/Market Original
ing
Screen Play
Barbarians at the Gate
1993
Conflict
Mergers&Acq
Book /true
(Burrough,
Helyar)
Big Business
1988
Conflict
Manufacturer
Original
Screen Play
Big Kahuna
1999
Conflict
Sales
Play "
Hospitality
Suite "
(Rueff)
Boiler Room, The
2000
Whistleblower
Stockbrokers
Original
Screen Play
Broadcast News
1987
Conflict
News
Original
Screen Play
Business as Usual
1988
Career
Manufacturer
Original
Screen Play
China Syndrome, The
1979
Whistleblower
News
Nuclear Power
Original
Screen Play
Christmas Carol, A
1951
1984
Career
Banking
Book /novel
(Dickens)
Citizen Kane
1941
Career
News
Original
Screen Play
Civil Action, A
1998
Whistleblower
Manufacturer
Book /true
(Harr)
Class Action
1991
Conflict
Auto
Original
Screen Play
Clockwatchers
1998
Career
Corporation
Original
Screen Play
Coca Cola Kid
1985
Career
Advetising/
Marketing
Original
Screen Play
Death of a Salesman
1951
Career
Sales
Play (Miller)
Disclosure
1994
Career
Computers
Book /novel
(Crichton)
Efficiency Expert, The
1991
Conflict
Manufacturer
Original
Screen Play
Eight Men Out
1988
Career
Sports
Book /true
(asinof)
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Electric Horseman
1979
Conflict
Advetising/
Marketing
Original
Screen Play
Erin Brockovich
2000
Whistleblower
Power
Original
Screen Play
/true
Executive Suite
1954
Conflict
Manufacturer
Book /novel
(Hawley)
Firm, The
1993
Whistleblower
Law
Book /novel
(Grisham)
FM
1978
Conflict
Radio
Original
Screen Play
Glengarry Glen Ross
1992
Conflict
Sales
Play (Mamet)
Godfather, The
1972
1974
1990
Career
Conflict
Organized Crime
Book /novel
(Puzo)
Gung Ho
1985
Conflict
Auto
Original
Screen Play
Head Office
1986
Career
Corporation
Original
Screen Play
Hoffa
1992
Labor
Labor
Original
Screen Play
/true
How to Succeed in Business
Without Really Trying
1967
Career
Corporation
Book /novel
Play
(Burroughs)
(Mead)
Hudsucker Proxy
1994
Career
Manufacturer
Original
Screen Play
I'm All Right, Jack
1960
Satire
Labor
Book /novel
Private Life
(Hackney)
Insider, The
1999
Whistleblower
Tobacco
Original
Screen Play
/true
It's a Wonderful Life
1946
Career
Banking
Book The
Greatest Gift
(Stern)
Jerry Maguire
1997
Career
Sports
Original
Screen Play
Man in the Gray Flannel Suit, The 1956
Career
Corporation
Book /novel
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(Wilson)
Matewan
1987
Labor
Mining
Original
Screen Play
/true
Molly Maguires
1970
Labor
Mining
Book /novel
(Lewis)
Monsters, Inc.
2000
Conflict
Power
Book /novel
(Culton)
Mumford
1999
Career
Psychology
Original
Screen Play
Network
1976
Conflict
News
Original
Screen Play
Nine-to-Five
1980
Career
Corporation
Book /novel
(Resnick)
Norma Rae
1979
Labor
Textiles
Original
Screen Play
/true
Office Space
1999
Satire
Computers
Original
Screen Play
On the Waterfront
1954
Labor
Longshoremen
Original
Screen Play
Other People's Money
1991
Conflict
Mergers&Acq
Play (sterner)
Pirates of Silicon Valley
1999
Career
Computers
Book /true
Fire in the
Valley: the
Making of
the Personal
Com
(Freiberger)
Producers, The
1968
Satire
Broadway
Play (Brooks)
Quiz Show
1994
Career
Television
Book /true
Rememberin
g America: A
Voice from
the Sixties
(Goodwin)
Rainmaker, The
1997
Whistleblower
Insurance
Book /novel
(Grisham)
Roger & Me
1989
Whistleblower
Auto
Original
Screen Play
/true
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Sabrina
1954
1995
Conflict
Mergers&Acq
Play (Taylor)
Save the tiger
1973
Career
Manufacturer
Original
Screen Play
Secret of My Success
1987
Career
Corporation
Original
Screen Play
Silkwood
1983
Whistleblower
Nuclear Power
Original
Screen Play
/true
Sneakers
1992
Whistleblower
Computers
Original
Screen Play
Swimming With Sharks
1995
Career
Hollywood
Original
Screen Play
Take This Job and Shove It
1981
Conflict
Manufacturer
Original
Screen Play
Thomas Crown Affair, The
1968
1999
Career
Mergers&Acq
Book /novel
(Trustman)
Tin Men
1987
Career
Sales
Original
Screen Play
Tootsie
1982
Career
Acting
Book /novel
(McGuire,
Gelbart)
Truman Show
1998
Conflict
Television
Original
Screen Play
Tucker
1988
Career
Auto
Original
Screen Play
/true
Used Cars
1980
Satire
Sales
Original
Screen Play
Wall Street
1987
Career
Stockbrokers
Original
Screen Play
What Women Want
2000
Conflict
Advertising/
Marketing
Original
Screen Play
Working Girl
1988
Career
Mergers&Acq
Original
Screen Play
You've Got Mail
1998
Career
Sales
Original
Screen Play
CASE STUDY ANALYSIS:
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CASE STUDY ANALYSIS (300 POINTS) - Students will complete one (1) case study analyses. Students will
be provided a case study, Robin Hood, by the instructor; the student will offer their analysis of the information
provided by the case.
Robin Hood Case
Principles of Management
(A) There are more issues and strategic thinking in this case than first appears. As Robin Hood's most
trusted advisor (and as someone knowledgeable in the ways of crafting and executing effective
strategies), please prepare an action plan for Robin Hood's consideration. It is your job to convince
him to pursue your proposed plan; hence your report should include full justification and arguments to
support your recommended course of action. As Robin Hood’s most trusted advisor, and one
knowledgeable in crafting and implementing effective strategy, he has called upon you to advise him
on how to proceed in light of the situation.
Instructions:
Type your responses using 12-point font, double spaced. Use the questions as headers in your
paper. You are expected to incorporate course concepts in your answers. You will be graded on the
depth and content of your answers. Point values are shown for each question.
(B) Since you are Robin Hood's most trusted advisor and are most knowledgeable about crafting and
implementing effective strategies, he has called upon you to advise him on how to proceed in light of
the situation. Within the next few hours, Robin Hood expects you to provide him with:
(a) A rundown of the issues he needs to address (see #1 below)
(b) An appropriate action plan that includes (see #9 below)
- a mission,
- a set of performance objectives,
- a strategy for dealing with the issues/problems he confronts, and
- the action steps that will need to be taken to implement the strategy
effectively.
Please provide supporting analysis and persuasive argument for your recommended course of
action (you must convince him to do what you suggest!) and you need to be specific about
what to do and how to do it.
(C) Assignment Questions:
1. (40 pts). What problems does Robin Hood have? What issues need to be addressed?
2. Discuss how these concepts impact Robin’s band of Merrymen:
a. (10 pts). Division of labor
b. (10 pts). Unity of command
c. (10 pts). Centralization
d. (10 pts). Discipline
e. (10 pts). Esprit de corps
3. (45 pts). What Strengths, Weaknesses, Opportunities, and Threats are inherent in this case?
4. (20 pts). What concepts of motivation theory could Robin use? Discuss how each might be employed
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effectively.
5. (15 pts). What issues of ethics and social responsibility are involved with this case? Why?
6. Explain these changing environmental elements:
a. (10 pts). Economic forces
b. (10 pts). Socio-cultural forces
c. (10 pts). Political and legal forces
7. (30 pts). Which leadership model do you recommend Robin to employ? Why would it be most
effective?
8. (10 pts). How can Robin improve communication?
9. (50 pts). What is the overall action plan? Mission? Performance objectives? Strategies? Action steps
for implementation?
10. (10 pts). Overall format, grammar, style of paper.
_____
300 point maximum
PERSONAL GROWTH ASSESSMENT (PGA)
PERSONAL GROWTH ASSESSMENT (200 POINTS) - The Personal Growth Assessment (PGA) is an
opportunity for each individual to do a self-analysis and assess their personal managerial strengths and
weaknesses, and to establish a career plan for continued professional growth and development. Required is
to read “Now Discover Your Strengths” by Marcus Buckingham, is in conjunction with the Assessment.
You can check your local library to find this book, rent it online, or purchase the book online at a very minimal
cost. The book ISBN: 0-7432-0114-0.
Your PGA should include:
1. Career Objectives: A statement of your immediate and post-graduation employment plans. A
statement of your post-graduation career objectives for five to ten years in the future. (20 POINTS)
2. Work Setting: A description of your anticipated work settings for two time frames: (a) immediately
upon graduation, and (b) five years after graduation. The descriptions should be as complete as
possible, including the type of organization in which you expect to be employed, its location, your
expected job description, and anticipated number of subordinates. (After all you are in
MANAGEMENT) List any characteristics of this work setting that you feel may create special
challenges to your managerial skills. (20 POINTS)
3. Assessment of managerial strengths and weaknesses: A statement of personal assessment
regarding strengths and weaknesses in dealing with the managerial responsibilities associated with
both work settings described in (2) above and using the “Now Discover Your Strengths” book to
assess those strengths. Special attention should be given to anticipated challenges that stem from
problems at the individual, group, and organizational levels, and in acting more generally in a
leadership capacity. Any insights gained through participation in class-related activities throughout the
term should be highlighted. References to managerial models or theories from the scholarly literature
may be used to add depth to your analysis. (75 POINTS)
4. Professional Development Plan: This plan should be a statement of what you intend to do in the
five-year period immediately after graduation in order to build upon your strengths and overcome
weaknesses. Very specific activities should be detailed (e.g., continuing education, reading, training,
special job assignments, personal activities, etc.). In general, you should answer the question: “What
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should I do to build strengths and overcome weaknesses so that my five-year career objective will be
achieved?” The format of your plan should be of the type indicated in this section below. Details and
elaboration should be added in a supporting narrative. (65 POINTS)
5. A letter addressed to yourself assuming it will be opened in 5 years: You choose what you want
to say. Somewhere in the letter reference should be made to “checkpoints” that could be used to
evaluate your career progress and professional development as a manager. (20 POINTS)
The PGA is a very personal assignment. There is no right or wrong answers. The assignment will be
evaluated purely on the depth of your reflections and on the apparent rigor and sincerity that you apply in
analyzing your managerial strengths and weaknesses. This is a chance to demonstrate that you have thought
most seriously about the various learning activities included in the course. It is also a time for you to take
yourself as seriously as your instructor. A sincere, reflective, analytical and well-written PGA will receive high
credit; superficial and/or inadequately written PGAs will suffer accordingly.
(Sample Plan)
Name
Professional Development Plan
5 – Year Career Objectives: To become regional sales manager for a major insurance company.
Time
Fall????
Activity
Attend NTL workshop on group
Dynamics
Goal
Increase personal skills as a
participant in task-oriented work
groups
March????
Formal assignment as Sales Mgr.
And so on…
Support and Justification:
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Experience direct supervisory
Responsibility and test anticipated
Strengths and weaknesses