Points Necessary - Texas A&M University

Principles of Management
MGTK 301: Section 125
Spring 2014, 2nd 8 Weeks - Online
BB Messaging/Email:
Department Assistant:
Mr. Donald Marshall, BS & MBA
Please keep course-related communication inside Blackboard (Bb)
Back-up email address if Bb is unavailable:
[email protected]
Jennifer Perez-Rivera; 254-501-5437
Method of Instruction: This course is a 100% online course utilizing the new TAMUCT
Blackboard learning management system for class communications, content
distribution, and assessments.
Logon to https://tamuct.blackboard.com to access the course.
Username: Your MyCT username (xx123 or everything before the "@" in your MyCT
e-mail address)
Initial password: Your MyCT password
You can find more information about your MyCT account by visiting
Students will access all course materials (except textbook), assignments, studentinstructor and student-student communication, activities, quizzes, and resource links via
the Course web site and the required supplemental McGraw-Hill “Connect” site. Online
learning requires students to be very self-disciplined, be sure you understand and are
prepared to comply with all required class assignments and deadlines. The Course
Outline in this Syllabus shows the basic schedule for the semester.
This course in an 8 week format is particularly challenging because it covers so much
material rapidly. Plan to set aside 10-15 hours a week on this class, more those weeks
when a Module is finishing up and when the Management Portfolio assignment is due.
Keep up and pace yourself. Time management skills will be critical - if you get behind
with this course’s modules you will find it extremely difficult to be successful in this
Student/Professor Correspondence: I am readily accessible through Bb messaging,
which I check often. I will get back to you within 24 hours during the week and within 36
hours on the weekend. We can also schedule a call if you send a message with your
phone number and request that I call you back. The course web site has a dedicated
Discussion Forum titled “Ask Your Professor”. Please use this forum for any questions
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MGTK 301 Online Spring 2014 Marshall 3.16.2014
about assignments, course logistics, etc. – if you have a question most likely several
other student colleagues do also, and will appreciate reading my response. I reply to
Discussion Forum posts also within 24 hours weekdays and 36 hours on the weekend.
I can also be contacted via phone or text at 254-624-6048.
Unilert: Emergency Warning System for Texas A&M University – Central Texas.
UNILERT is an emergency notification service that gives Texas A&M University-Central
Texas the ability to communicate health and safety emergency information quickly via
email and text message. By enrolling in UNILERT, university officials can quickly pass
on safety-related information, regardless of your location. Please enroll today at
Course Overview:
This survey course is a study of the basic managerial functions of planning, organizing,
leading, and controlling resources to accomplish organizational goals. Special emphasis
will be placed on skills necessary for a manager to be effective. The course will involve
an overview approach to covering the various concepts required for an overall
understanding of management’s role in the contemporary organization. This course
serves as the first course for management majors in the discipline of management and
is required for all BBA degrees and most other College of Business Administration
undergraduate degrees.
Student Learning Outcomes:
The objective of this course is for each student to be able to know, comprehend, apply,
analyze, synthesize and evaluate the basic fundamentals of managing organizations.
Students will complete specific activities, as identified in the syllabus, related to each of
the four functions of management: planning, organizing, leading and controlling.
At the close of the semester, student will:
 Have developed a working knowledge of fundamental terminology and frameworks
in the four functions of management: Planning, Organizing, Leading and
 Be able to analyze organizational case situations in each of the four functions of
 Be able to identify and apply appropriate management techniques for managing
contemporary organizations; and
 Have an understanding of the skills, abilities, and tools needed to obtain a job on a
management track in an organization of their choice.
Required Textbook and Supplemental Materials:
Text: Bateman, Thomas S. and Snell, Scott A. (2013),
Management, New York, McGraw-Hill. 10th Edition (this edition is required, previous
editions and the international edition will not work)
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MGTK 301 Online Spring 2014 Marshall 3.16.2014
Connect: McGraw-Hill Connect (a supplemental resource specific to this text) is
required for this course. There are several options for purchasing these materials:
You can purchase a “package”, which includes the Etext and Connect materials
together (ISBN # 9780077630768).
Or you can purchase the print text only (ISBN # 9780078029332) from the
bookstore, or text or eText provider of your choice and purchase the Connect
materials separately (ISBN # 9780077424589) .
The first time you link to Connect within your course web site, it will request an
access code. If you purchased the package that includes Connect, that will have
come with your text. If the access code was not included with your text you can
purchase it the first time you link from within Bb to Connect, using a credit card.
For other information about Connect, also see:
http://connect.customer.mcgraw-hill.com/student-start/or Appendix D of this
Discussion Forums: There will be three assigned Discussion Forums throughout the
In Module One, the Introductory Discussion Forum each student will post an
Introductory Biography Statement (3-4 paragraphs) to include: a recent picture
(optional), your major, where you are in your studies, a summary of work
experience, aspirations for future career and some personal tidbit like family or
hobbies. Evaluation criteria for this forum will be clear writing, and inclusion of all
required elements. This Introductory Forum will help orient everyone to the
“community” of our class, and let you begin thinking about how management fits in
to your career aspirations.
In Module Three, the Current Events Discussion Forum, students will be
required to read and respond to a series of relevant business news articles
available via the TAMUCT library databases.
In Module Five, the Wrap-Up and Reflections Discussion Forum, students will
post a synopsis of their Management Portfolio Findings regarding their career
aspirations and insights regarding the company they studied. It is possible to earn
25 grading points for each Discussion Forum.
Exams: There will be five required exams testing students’ knowledge of the key
frameworks, terms, and concepts included in the assigned text chapters in each
module. Exams will be grouped as follows, and are not cumulative:
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Exam 1 will cover chapters 1-3
Exam 2 will cover chapters 4-6
MGTK 301 Online Spring 2014 Marshall 3.16.2014
Exam 3 will cover chapters 8-10
Exam 4 will cover chapters 12-14
Exam 5 will cover chapters 7, 17-18
Each Exam will be worth a total of 60 grading points (20 questions each of 3 chapters
per Exam).
Exams will be available over a 96 hour period online; availability will be shown via the
module assignments in Blackboard and through the exam link. Exams will be timed and
once started, must be completed at that time. The Exams are based on a randomized
set of questions from a database of questions, so no 2 students will have the same
Exam. There will be no make-ups for missed exams unless there is a documented
medical emergency. Reviewing the Chapter PowerPoint presentations, using the
LearnSmart Publisher Supplemental Materials, and rereading any parts of the text you
are not clear about are good ways to prepare for each Exam.
Management Portfolio Assignment: In this course, you will be learning about how
organizations differ from each other in terms of their strategies, their design and
structure, their control systems, leadership, and other management practices.
It is important in this Principles of Management class for you to begin thinking about
how these differences in managerial perspectives impact your career planning. At the
beginning of the semester you must identify a company you wish to work for in the
future and all Portfolio Assignments will be completed for that company. The
organization you select should be a Fortune 500 company that has enough written
about it in the business press (e.g., Business Week, Fortune, Forbes, The Wall Street
Journal) for you to do an in-depth analysis. Or, you may select a local company that
you would like to work for. If you select this local company option, go see the manager
of that company. Tell him or her who you are and that you are currently enrolled in a
management class at TAMUCT. Inform him/her that one of your course requirements is
to perform a case study on a company and ask for permission to perform such a study
of their company. Inform him or her that your study will require looking at company
documents and interviewing managers briefly. Students who wish to complete this
project for a local company must have gained permission of that firm/agency prior to the
“Firm Identification Assignment” due date. If you choose this option, you are required to
give the Name, Title and Phone # of the local manager who has approved your request.
There are “Management Portfolio” assignments at the end of each chapter of the
assigned text that challenge you to analyze these components for your chosen
company. Complete the management portfolio assignments, given in Appendix C, and
use these as the background material to prepare your Management Portfolio for a real
company. The Portfolio paper challenges you to use the information gained from your
10 chapter portfolio analyses to better your candidacy as a future employee of your
chosen company. The complete Portfolio analyzing your career potential in this
organization, including all 10 chapter analyses, will be due later in the semester. See
the course schedule and Assignment Course Link for due date. During Module 2 you
will be required to submit one week’s Portfolio assignment for feedback to make sure
you are on track with the project.
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MGTK 301 Online Spring 2014 Marshall 3.16.2014
After you have completed the 10 chapters of documentation, you are challenged to go
further and identify how qualified you are to work in this company, what your “gaps” are
and how you will fill those gaps. This is challenging, reflective work; leave plenty of time
prior to the project being due to prepare several drafts of your paper. The final product
of your Management Portfolio will be an 8-10 page written report, not including the title
page, references, and Appendix. It should include all elements contained in the detailed
description of this project in Appendix C and on the course web site. This project is
worth a significant percentage of your Course Grade, a possible 250 grading points. Be
sure to keep up with the project!
Example “A” Portfolios are included in the Management Portfolio Project Resources
Course link in Course Content. Please note the requirements for the first section on
company analysis has been revised since these examples were submitted. Please see
Appendix C for more on this.
You may not use Apple, Google, McDonalds, Southwest Airlines, Starbucks. Wal- Mart,
or Whole Foods as companies for your Portfolio project, as these are overused and the
among those provided as samples.
Late submission of the Management Portfolio will result in a grade reduction of 10% for
each day it is late (maximum of 30 %) and will not be accepted beyond three (3) days
from the due date.
Management Competency Journal: The management competency journal is where
you should demonstrate in written form that you have mastered and can apply course
concepts in a real-world context. Each chapter in the text has a closing case or
exercise. In this course you are required to compose a journal in which you record what
you have learned from completing the end-of-chapter cases or exercises assigned.
For full instructions on how to complete these assignments see Appendix B and the
Module instructions within Blackboard. A set of Management Competency Journals will
be due in conjunction with completion of each course Module. Each chapter’s Journal
entry is worth a possible 15 grading points (45 points total for each module). The
grading rubrics for each assignment show evaluation criteria.
Connect/Learn-Smart Modules: The required Connect portion of the course has
“Learn-Smart” applications for each assigned chapter of the text. The Learn-Smart
activities challenge your mastery of the content in each chapter, and provide prompts
for additional study if needed. Finishing these activities will ensure your better
understanding of the content and help prepare you for each Exam. Each Chapter’s
Learn-Smart activities will be worth 10 grading points.
There are a total of 1,000 grading points possible in this course. The points and
Percentages associated with each assignment as it contributes to your final grade
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Discussion Forums (3 @ 25 points)
Management Portfolio
(295 points)
Management Competency Journal (4 @ 45 points each)
Learn-Smart Activities (15 chapters @ 10 points per chapter)
Exams (5 @ 60 points)
NOTE #1: Requests for Incomplete Grades: Incompletes will only be given in case of
medical emergency or other extreme circumstances where the significant majority of the
course has already been completed. Any request for an incomplete grade in this course
must be approved by the professor prior to the last week of classes. Where possible,
requests should be submitted in written form and must include an address and/or
telephone number where you may be contacted throughout the following semester.
TAMUCT uses the grade of ‘K’ on transcripts and grade reports to identify incomplete
NOTE#2: Questions concerning one’s grade on a particular task (e.g., test, case)
should be resolved within one week after receiving the graded material. There will be
no reviewing of previously graded material at the end of the semester.
Course Grades are assigned as follows:
900 and
90 %
100 %
Grading Policy: Minimum points and percentages required for a specific course grade
are noted on the above table. There are NO deviations from these required point
Posting of Grades: All student grades will be posted in the Blackboard Grade book
and students should monitor their grading status through this tool. Grades for Exams
will be posted the day after the availability period has expired. Grades for Discussion
Forums, and short Written Assignments will be posted by the Monday following the due
date. Grades for longer Written Assignments will be posted one week from the due
Course Standards: Professional level writing and communication are critical skills in
the business world. This standard should be displayed in all assignments for this class.
All communications, both to the Professor and student colleagues should be kept
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professional, including Discussion Board postings and email correspondence. For
written assignments, all work should be proofread, free of grammatical errors, include
proper citations and be in accordance with American Psychological Association (APA)
standards. For Discussion Board postings and messaging, read the Netiquette
readings accessible in the course menu.
Tutoring: Tutoring is available to all TAMUCT students, both on-campus and online.
Subjects tutored include Writing (APA). Tutors are available at the Tutoring Center in
Founder's Hall, Room 204, and also in the Library in the Fairway Building.
Visit www.ct.tamus.edu/AcademicSupport and click "Tutoring Support" for tutor
schedules and contact info. Tutor.com is an online tutoring platform that enables
TAMU-CT students to log-in and receive FREE online tutoring and writing support. To
access Tutor.com, click on www.tutor.com/tamuct. Students who struggle with writing
should strongly consider using the tutoring help available for the writing assignments in
this course.
Library Services: Library distance education services aims to make available quality
assistance to A&M-Central Texas students seeking information sources remotely by
providing digital reference, online information literacy tutorials, and digital research
materials. Much of the A&M-CT collection is available instantly from home. This
includes over half of the library's book collection, as well as approximately 25,000
electronic journals and 200 online databases. Library Distance Education Services are
outlined and accessed at: http://www.ct.tamus.edu/departments/library/deservices.php.
Information literacy focuses on research skills which prepare individuals to live and work
in an information-centered society. Librarians will work with students in the development
of critical reasoning, ethical use of information, and the appropriate use of secondary
research techniques. Help may include, but is not limited to: the exploration of
information resources such as library collections, the identification of appropriate
materials, and the execution of effective search strategies. Library Resources are
outlined and accessed at: http://www.ct.tamus.edu/departments/library/index.php.
Blackboard Competency and Computer/Internet Access: This course will use the
new TAMU-CT Blackboard Learn learning management system for class
communications, content distribution, and assessments.
Logon to https://tamuct.blackboard.com to access the course.
Username: Your MyCT username (xx123 or everything before the "@" in your
MyCT e-mail address)
Initial password: Your MyCT password
For this course, you will need reliable and frequent access to a computer and to the
Internet. You will also need a headset with a microphone or speakers and a
microphone to be able to listen to online resources and conduct other activities in the
course. If you do not have frequent and reliable access to a computer with Internet
connection, please consider dropping this course or contact me (youremail and phone
number) to discuss your situation.
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MGTK 301 Online Spring 2014 Marshall 3.16.2014
Blackboard supports the most common operating systems:
PC: Windows 8, Windows 7, Windows Vista
Mac: Mac OS X Mavericks
NOTE: Computers using Windows XP, Windows 8 RT and OS X 10.6 or lower are NO
longer supported
Computer compatibility: Check browser and computer compatibility by following the
“Browser Check” link on the TAMU-CTBlackboard logon page.
(https://tamuct.blackboard.com) This is a CRITICAL step as these settings are important
for when you take an exam or submit an assignment.
Upon logging on to Blackboard Learn, you will see a link to Blackboard Student
Orientation under My Courses tab. Click on that link and study the materials in this
orientation course. The new Blackboard is a brand-new interface and you will have to
come up to speed with it really quickly. This orientation course will help you get there.
There is also a link to Blackboard Help from inside the course on the left-hand menubar.
The first week of the course includes activities and assignments that will help you get up
to speed with navigation, sending and receiving messages and discussion posts, and
submitting an assignment. Your ability to function within the Blackboard system will
facilitate your success in this course.
Technology issues are not an excuse for missing a course requirement – make sure
your computer is configured correctly and address issues well in advance of deadlines.
Technology Issues & Troubleshooting:
For technological or computer issues, students should contact Help Desk Central. 24
hours a day, 7 days a week:
Email: [email protected]
Phone: (254) 519-5466
Web Chat: http://hdc.tamu.edu
When calling for support please let your support technician know you are a TAMUCT
For issues related to course content and requirements, contact Miss Luciano. The “Ask
Your Professor” Discussion Forum on the course web site is specifically for this
purpose, please post questions to this forum so all students can benefit from Miss
Luciano’s responses. Bb Messages should be used if the issue is an individual one.
Academic Integrity: Texas A&M University - Central Texas expects all students to
maintain high standards of personal and scholarly conduct. Students found responsible
of academic dishonesty are subject to disciplinary action. Academic dishonesty
includes, but is not limited to, cheating on an examination or other academic work,
plagiarism, collusion, and the abuse of resource materials. The faculty member is
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MGTK 301 Online Spring 2014 Marshall 3.16.2014
responsible for initiating action for each case of academic dishonesty and report the
incident to the Associate Director of Student Conduct. More information can be found at
Disability Support and Access: If you have or believe you have a disability and wish
to self-identify, you can do so by providing documentation to the Disability Support
Coordinator. Students are encouraged to seek information about accommodations to
help assure success in their courses. Please contact Vanessa Snyder at (254) 5015836 or visit Founder's Hall 114. Additional information can be found at
Please inform Miss Luciano of any disability accommodations needed by the end of the
Week 1 of this course.
Tutoring is available to all TAMUCT students, both on-campus and online. Subjects
tutored include Accounting, Finance, Statistics, Mathematics, and Writing (APA). Tutors
are available at the Tutoring Center in Founder's Hall, Room 204, and also in the Library
in the North Building. Visit www.ct.tamus.edu/AcademicSupport and click "Tutoring
Support" for tutor schedules and contact info. If you have questions, need to schedule a
tutoring session, or if you're interested in becoming a tutor, contact Academic Support
Programs at 254-501-5830 or by emailing [email protected]
Chat live with a tutor 24/7 for almost any subject on your computer! Tutor.com is an
online tutoring platform that enables TAMU-CT students to log-in and receive FREE
online tutoring and writing support. This tool provides tutoring in Mathematics, Writing,
Career Writing, Chemistry, Physics, Biology, Spanish, Calculus, and Statistics. To
access Tutor.com, click on www.tutor.com/tamuct.
Drop Policy: If you discover that you need to drop this class, you must go to the
Records Office and ask for the necessary paperwork. Professors cannot drop
students; this is always the responsibility of the student. Be sure to keep up with
Registrar’s Office deadlines for withdrawing from this course, should your progress fall
significantly behind. The record’s office will give a deadline for which the form must be
returned, completed, and signed. Once you return the signed form to the records office
and wait 24 hours, you must go into Duck Trax and confirm that you are no longer
enrolled. If you are still enrolled, FOLLOW-UP with the records office immediately.
Should you miss the deadline or fail to follow the procedure, you will receive an F in the
course. Incompletes will be given in this class ONLY if a significant portion of the
course has been completed and there is a documented medical emergency warranting
the incomplete.
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MGTK 301 Online Spring 2014 Marshall 3.16.2014
This course outline and schedule is your master “road map” for this course. Keep it handy
and transfer all due dates to the calendar tool most useful for your time management system.
For all dates where an assignment is due, the associated time is 11:59 p.m.
Module 1
Mar. 17 –
Mar. 29
Introduction to
Chapter 1:
Managing and
Chapter 2:
The External
and Internal
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Chapter 3:
Assignment Checklist
Submit Introductory
Discussion Forum Post
Complete McGraw Hill
Connect LearnSmart
 Chapter 1, 2 and 3
25 points
Saturday, Mar. 22
See Discussions
Forums on pg 3
Submit via ‘Shortcut to
Saturday, Mar. 29
10 points per
chapter for a total
of 30 points
Register at
http://connect.mcgrawSee Appendix D hill.com/class/d_marshall
Submit Management
10 points
Portfolio Firm Identification
See Appendix C
Submit Management
Competency Journal:
Module 1 Cases/Exercises
 Chapter 1
Exercise: Personal
Assessment of
Management Skills
Chapter 2
Exercise: Culture
Preference Scale
Chapter 3
Case: Wallingford
Bowling Center
Due Date
Saturday, Mar. 29
Submit via
‘Management Portfolio’
Saturday, Mar. 29
15 points per
chapter for a total
of 45 points
See journal example
under ‘Management
See Appendix B Competency Journal
Also look at the
instructions for
Chapter 1 Exercise
under ‘Management
Competency Journal
Submit via ‘Shortcut to
Exam 1: Chapter 1-3
60 points
Once started must be
completed in same session
Available starting
Wednesday, Mar. 26
Due Saturday, Mar. 29
Work on Management
 Chapter 1, 2 and 3
Not due until Tuesday,
Apr. 29
Look at example under
‘Management Portfolio.’
See Appendix C
for chapter
MGTK 301 Online Spring 2014 Marshall 3.16.2014
Module 2
Mar. 30 –
Apr. 8
Fundamentals of
Chapter 4:
Planning and
Chapter 5:
Ethics and
Chapter 6:
Assignment Checklist
Submit Sample
Management Portfolio
10 points
Saturday, Apr. 5
See Appendix C
Submit via
‘Management Portfolio’
Complete McGraw Hill
Connect LearnSmart
 Chapter 4, 5 and 6
Saturday, Apr. 5
10 points per
chapter for a total
of 30 points
Submit Management
Competency Journal:
Module 2 Cases/Exercises
 Chapter 4
Case: Custom
Coffee & Chocolate
Tuesday, Apr. 8
15 points per
chapter for a total
of 45 points
Submit via ‘Shortcut to
See Appendix B
Chapter 5
Exercise: Measuring
Your Ethical Work
Chapter 6
Exam 2: Chapter 4-6
60 points
Once started must be
completed in same session
Available starting
Saturday, Apr. 5
Due Tuesday, Apr. 8
Work on Management
 Chapter 4, 5 and 6
Not due until Tuesday,
Apr. 29
See Appendix C
for chapter
Have you looked
at the
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Due Date
MGTK 301 Online Spring 2014 Marshall 3.16.2014
Don’t forget to also work
on your career and
company analysis,
needed skills and
abilities, gap analysis,
action plan and
artifacts! Remember
you must have at least
10 references.
This Syllabus is subject to change by the Professor. Should changes be made, they will
be announced via the course Blackboard web site, and a Syllabus with a new date in the
footer will be posted.
Module 3 Fundamentals of
Apr. 9 –
 Chapter 8:
Apr. 19
Managing and
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Chapter 9:
The External and
Chapter 10:
Decision Making
Assignment Checklist
Submit Current Events
Discussion Forum Post
Due Date
25 points
Wednesday, Apr. 16
See Discussions
Forums on pg 3
Submit via ‘Shortcut to
Complete McGraw Hill
Connect LearnSmart
 Chapter 8, 9 and
Wednesday, Apr. 16
10 points per
chapter for a total
of 30 points
Submit Management
Competency Journal:
Module 3 Cases/Exercises
 Chapter 8
Case: Stanley
Lynch Investment
Saturday, Apr. 19
15 points per
chapter for a total
of 45 points
Submit via ‘Shortcut to
See Appendix B
Chapter 9
Case: DIY Stores
Chapter 10.
Case: Invincibility
Exam 3: Chapter 8-10
Once started must be
completed in same session
60 points
Available starting
Wednesday, Apr. 16
Due Saturday, Apr. 19
Work on Management
 Chapter 8, 9 and
See Appendix C
for chapter
Not due until Tuesday,
Apr. 29 (But deadline is
right around the corner!)
MGTK 301 Online Spring 2014 Marshall 3.16.2014
Module 4 Fundamentals of
Apr. 20 –
 Chapter 12:
Apr. 29
Chapter 13:
Motivation for
Chapter 14:
Module 5 Fundamentals of
Apr. 30 –
 Chapter 7:
May 7
Chapter 17:
Technology and
Chapter 18:
Creating and
Leading Change
Assignment Checklist
Due Date
Saturday, Apr. 26
Complete McGraw Hill 10 points per
Connect LearnSmart
chapter for a total
of 30 points
 Chapter 12, 13 and
Submit Management
Portfolio Project
275 points
Tuesday, Apr. 29
Submit via
‘Management Portfolio’
Exam 4: Chapter 12-14
Once started must be
completed in same session
60 points
Available starting
Saturday, Apr. 26
Due Tuesday, Apr. 29
Submit Wrap-Up and
Reflections Discussion
Forum Post
25 points
Tuesday, May 6
See Discussions
Forums on pg 3
Submit via ‘Shortcut to
Complete McGraw Hill
Connect LearnSmart
 Chapter 7, 17 and
Tuesday, May 6
10 points per
chapter for a total
of 30 points
Submit Management
Competency Journal:
Module 5 Cases/Exercises
 Chapter 7
Case: Friends With
Wednesday, May 7
15 points per
chapter for a total
of 45 points
Submit via ‘Shortcut to
See Appendix B
Chapter 17
Case: Worldwide
Chapter 18
Case: Barbara’s
World Of Windows,
Fabrics, and
Exam 5: Chapter 7, 17,
60 points
Once started must be
completed in same session
Available starting
Sunday, May 4
Due Wednesday,
May 7
Summer 2014 Graduation Apps Due Friday, 18 April!
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MGTK 301 Online Spring 2014 Marshall 3.16.2014
Appendix A
Chapter 1 (“Managing and Performing”)
1. Identify the sources of competitive advantage for a company.
2. Explain how the functions of management are evolving in today’s business
3. Compare how the nature of management varies at different organizational levels.
4. Identify and define the skills you need to be an effective manager.
5. Understand the principles that will help you manage your career.
Chapter 2 (“External and Internal Environments”)
6. Describe how environmental forces influence organizations and how organizations
can influence their environments.
7. Distinguish between the macroenvironment and the competitive environment.
8. Explain why managers and organizations should pay attention to economic and social
9. Identify elements of the competitive environment.
10. Define elements of an organization’s culture.
Chapter 3 (“Managerial Decision-Making”):
11. Summarize the steps in making “rational” decisions.
12. Recognize the pitfalls you should avoid when making decisions.
13. Evaluate the pros and cons of using a group to make decisions.
14. Identify procedures to use in leading a decision-making group.
15. Explain methods to encourage creative decisions.
Chapter 4 (“Planning and Strategic Management”)
1. Summarize the basic steps in any planning process.
2. Understand how strategic planning should be integrated with tactical and operational
3. Identify elements of the external environment and internal resources of the firm to
analyze before formulating a strategy.
4. Define core competencies and explain how they provide the foundation for business
5. Identify the types of choices available for corporate strategy.
6. Evaluate the effectiveness of various strategy implementation tools.
Chapter 5 (Ethics and Corporate Social Responsibility”)
7. Understand how different ethical perspectives guide decision making.
8. Outline a process for making ethical decisions.
9. Identify the important issues surrounding corporate social responsibility.
10. Identify actions managers can take to manage with the natural environment in mind.
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Chapter 6 (“International Management”)
11. Discuss what integration of the global economy means for individual companies and
their managers.
12. Define the strategies organizations use to compete in the global marketplace.
13. Compare the various entry modes organizations use to enter overseas markets.
14. Understand the skills and knowledge managers need to manage globally.
15. Identify ways in which cultural differences across countries influence management.
Chapter 8 (“Organization Structure”)
1. Understand how differentiation and integration influence an organization’s structure.
2. Define the roles of the board of directors and the chief executive officer.
3. Identify ways organizations can be structured and pros and cons of each type.
4. Discuss how span of control affects structure and managerial effectiveness.
5. Understand how to delegate effectively.
6. Explain importance of and types of integrative mechanisms.
Chapter 9 (“Organization Agility”)
7. Identify the reasons why it is critical for organizations to be responsive.
8. Describe the qualities of an organic organization structure.
9. Identify strategies and dynamic organizational concepts that can improve an
organization’s responsiveness.
10. Summarize how firms organize to meet customer requirements.
11. Identify ways that firms organize around different types of technology.
Chapter 10 (“Human Resources Management)
12. Discuss how companies use human resources management to gain competitive
13. Identify various methods for selecting new employees.
14. Identify alternatives methods for employee appraisal and reward systems.
15. Understand how unions and labor laws influence human resources management.
Chapter 12 (“Leadership”)
1. Explain how a good vision helps you be a better leader.
2. Identify sources of power in organizations.
3. List personal traits and skills of effective leaders.
4. Describe behaviors that will make you a better leader, and identify when the situation
alls for them.
5. Distinguish between different types of leaders.
6. Discuss how to further you own leadership development.
Chapter 13 (“Motivating for Performance”)
7. Identify the kinds of behaviors managers need to motivate in people.
8. List principles for setting goals that motivate employees.
9. Summarize how to reward good performance effectively.
10. Describe the key beliefs and how individual needs affect people’s motivation.
11. Define ways to create jobs that motivate.
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Chapter 14 (“Teamwork”)
12. Discuss how teams can contribute to an organization’s effectiveness.
13. Distinguish the new team environment from that of traditional work groups.
14. Describe how to build an effective team.
15. Identify ways to manage conflict within a team or between teams.
Chapter 7 (“Entrepreneurship”)
1. Describe why people become entrepreneurs and what it takes, personally.
2. Summarize how to assess opportunities to start new businesses.
3. Identify common causes of success and failure.
4. Discuss common management challenges.
5. Explain how to increase your chances of successes, including good business planning.
6. Describe how managers of large companies can foster entrepreneurship.
Chapter 17 (“Managing Technology and Innovation”)
7. List the types of processes that spur development of new technologies.
8. Describe how technologies proceed through a life cycle.
9. Discuss ways to manage technology for competitive advantage.
10. Define key roles in managing technology.
11. Describe the elements of an innovative organization.
Chapter 18 (“Creating and Leading Change”)
12. Identify what it takes for an organization to become world class.
13. Describe how to manage and lead change effectively.
14. Define methods to overcome resistance to change.
15. List tactics for proactive change.
Appendix B
Management Competency Journal Instructions
Each chapter in the text has cases and exercises. In this course you are required to prepare a
journal in which you record what you have learned from completing each of the assigned
cases and exercises. The Management Competency Journal is where you should demonstrate
that you have mastered and can apply course concepts. It is not enough to just list your
For “Case Studies,” read the case and then answer the questions at the end of the case. Be
sure and use case “data” (events or situations) to support and apply the relevant course
concepts. Your answers should be well crafted analysis (not opinion). Be sure and also
include the Case Questions in bold along with your answers.
For “Exercises” be sure that you discuss what you have learned about you. You are not
required to duplicate or copy each exercise, just read and comply with the instructions for that
particular exercise. Be sure and give your score for each exercise as part of your
A well thought out and complete response to each case/self-assessment applies concepts
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from the text to fully support your analysis. Expected length for responses is 1-2 complete
paragraphs per question. All writing must be fully proofread and free of any typos or
grammatical errors.
Submit these assignments through the Journal/Assignments Course link for each Module.
Consult this same link or the course schedule for the DUE DATE for each set of exercises.
The assigned cases and exercises that will comprise your Management Competency Journal
Module 1 Competency Journal Assignments:
Chapter 1
Exercise: Personal Assessment of Management Skills
Chapter 2
Exercise: Culture Preference Scale
Chapter 3
Case: Wallingford Bowling Center
Module 2 Competency Journal Assignments:
Chapter 4
Case: Custom Coffee & Chocolate
Chapter 5
Exercise: Measuring Your Ethical Work Behavior
Chapter 6
Exercise: Understanding Multinational Organizations
Module 3 Competency Journal Assignments:
Chapter 8
Case: Stanley Lynch Investment Group
Chapter 9
Case: DIY Stores
Chapter 10 Case: Invincibility Systems
Module 4 Competency Journal Assignments:
Chapter 12 Case: Law Offices of Jeter, Jackson, Guidrey, and Boyer
Chapter 13 Exercise: What Do Students Want From Their Jobs (only answer question for
you as an individual; not those related to groups)
Chapter 14 Case: Randy Gagnon, General Contractor
Module 5 Competency Journal Assignments:
Chapter 7
Case: Friends With Soul
Chapter 17 Case: Worldwide Games
Chapter 18 Case: Barbara’s World Of Windows, Fabrics, and Accessories
Process: Keeping up with the cases analyses and exercises as you read the chapters
(rather than doing them all at the end of each module) is one way students can improve
their performance on these assignments.
Grading Points/Evaluation:
For each chapter case or exercise, discussion questions should be answered fully by applying
concepts from the text woven in with case facts/events that support your analysis. Question
response must be in clear writing with professional caliber language and fully proofread. Be
sure to answer ALL parts of the question, some are multi-part. 15 points are available for each
case or exercise – see the associated grading rubric on the course web site for specific
grading criteria.
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Appendix C
Management Portfolio Project Instructions
Your career trajectory probably started a long time ago. Right now, you are a "bundle" of
capabilities. The fact that you are in college means that you are probably trying to make that
bundle of skills bigger and better—and attractive to employers. This assignment is designed to
get you to think in a more organized way about how you will go about preparing yourself for a
Approaching this assignment begins with some reflection about what company you might like
to work for in the future that would allow you to fulfill your ultimate career aspirations. To assist
you with the career planning portion of this assignment, the Career Services office at TAMUCT
also has extensive resources to draw on. The link for the TAMUCT Career Services Office is:
In general, it will be easier to find information on larger, public firms than small local ones, so
doing the research on the small local firm may take considerable additional effort, but it is by
no means impossible. You might also consider your particular major, and think of the firm that
is known as the best in what it does. Profiling the very best firm in, for example, brand
management or customer service may provide you guidance on the related competencies in a
smaller, more local firm.
Early in the semester there were be 2 interim assignments for this project:
1) Module 1 Assignment requiring you to identify the Company you have chosen for your
Portfolio Project. Include in the Assignment link the Company and a complete 2-3
sentence paragraph WHY this company interests you for future employment. Your
Professor will contact you IF the company you picked is NOT acceptable for this project.
In addition, if you switch Companies during the semester from this original submittal,
you are REQUIRED to obtain permission from your Professor on the change. This
Assignment will be worth 10 grading points (for Identification of your Company and
sound reasons why.) If you choose a local firm, you must contact and obtain
permission from a responsible level manager in the firm; this individual’s name, title and
phone number must be included in the assignment.
2) During Module 2 you are required to submit a sample of your response to one Chapter’s
assigned research questions. The purpose of this Assignment is to be sure you are on
track with the Project and to give you feedback whether the depth of your answers is
consistent with the overall project goals. This Assignment will be worth 10 grading
The final Management Portfolio paper consists of seven sections. It is intended to showcase
not only your chapter analyses of your chosen Company, but to analyze and reflect on your
“fit” for a career within this Company. There should be 10 references (at least, can be more).
In addition, all references should be cited in the body of the paper. The answers from
assigned chapters for the Management Portfolio should follow the References as an Appendix.
Submit all of this in one complete file through the assignment link in the Blackboard course
web site.
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Organize your paper using these headings and section content:
1. Career and Company Analysis (40 points)
Think about the company you most would like to work for where you can fulfill your ultimate
career aspiration. In the past, students have chosen businesses and organizations such as
Accenture, Ernst and Young, Target, Nike, Prada, the FBI, the American Ballet Theatre,
Goldman Sachs, and Merck. If you really do not know where you might like to work, think
about some company that you’ve heard about that interests you, or some company that has
products you like. If you are considering starting your own business, choose a business that
you particularly admire, and that you might use as a model for your own business. Another
common aspiration is to be an attorney in a law firm. Although you may not have a specific
firm in mind, think in terms of a prototype firm you can research—perhaps a firm that
specializes in mergers and acquisitions in a large city or a criminal defense specialty firm.
Larger, public firms will often have more information available through their website and
other publicly available sources.
Your first task in preparing your Management Portfolio is to study this company during the
semester in terms of its management processes--its strategy, mission, goals, structure, and
human resources practices. At the end of each chapter are Management Portfolio questions
designed to guide you in this task. Much of the information is available on-line, but you
should feel free to use whatever resource, including in-person interviews and research, to
gain as much information that you can about the company. Be sure to keep detailed records
of your sources for all this information and follow APA format for the citations within the
paper and the Reference List.
The whole point of answering the Management Portfolio questions from chapters 1-10
is to be able to describe and analyze your chosen company and to demonstrate that
you can apply relevant course concepts and models from these chapters. Therefore it
is not enough to just give the history and background of your company in this
2. Needed Skills and Abilities (25 points)
Based on your company research and analysis, describe the skills and abilities likely desired
by this company. Much of this information can be obtained directly from company websites,
but can also be inferred from the strategy and structure of the organization. Given a
particular business strategy, what kinds of skills and abilities will be most prized in this
3. Gap analysis (35 points)
The next step is to do an honest inventory of your current skills and abilities. This part of the
paper is not designed to persuade the company that you are the best possible candidate for
the job, but rather is the basis for developing an action plan for becoming the best possible
candidate. So, for example, if you find that entry level positions at an accounting firm
require a degree in accounting and a 3.0 grade point average that will not be sufficient.
What will distinguish you from the thousands of other students graduating with a degree in
accounting with a 3.0 grade point average? How will you separate yourself from the rest?
The third part of the paper is thus to define the “gap” between what the company
would want from it’s top candidate, and what you currently have in your bundle of
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skills and abilities. In doing so, there needs to be some discussion that explains your gap
analysis table. In particular you need to give a detailed description of your past job
experiences as they relate to the specific skills and abilities required for your chosen job.
4. Develop an action plan (35 points)
Create a plan outlining what you are going to do between now and when you go out on the
job market to acquire the skills and abilities that you will need to become the company’s
most attractive recruit. As with your gap analysis, avoid simplistic statements such as “get
my degree in accounting.” Think in terms of skills, abilities and competencies rather than
majors, courses, or job titles. This section of the paper represents an action plan for
obtaining the competencies necessary to be the most attractive candidate applying to
your chosen company.
5. Plan the artifacts that will represent your portfolio of skills and abilities (25 points)
A portfolio contains physical representations, or artifacts, of your skills and abilities. For
example, to demonstrate your presentation skills, you might include a copy of a PowerPoint
presentation, a photograph of you chairing a meeting of a service club or organization, or
even an instructor’s comments about an in-class presentation. If you wish to provide
evidence of your ability to analyze financial data, you can include a paper or report you have
done in a finance course. To demonstrate your writing skills, you might include a paper from
this course. As part of this plan, describe how you will provide evidence of or demonstrate
your skills and abilities to the company. For example, what evidence will you use to show
that you are capable of teamwork, leadership, or perseverance? That you know how to
design a website, audit a tax return or develop a market survey? In this section, you will
describe the evidence you will present to the company that you have achieved these
6. References (25 points): Include a Reference List with at least 10 references.
Referencing multiple pages from the same organization’s web site count as one
citation (e.g., Apple.com). When using more than one page from the same company,
provide a URL that links to the home page or entry page for the document. Also, if there isn't
a date available for the document use (n.d.) for no date.
All citations in the reference list should be cited in the body of your paper (use APA
style guidelines).
For information on APA standards and correct citation formats consult the following sources:
Note that both the Library staff and Tutoring services are available to assist with writing and
citation help (should you decide to access these resources, allow plenty of time prior to the
project due date for turnaround time for feedback).
7. Appendix (90 points): Answers to the end of chapter Management Portfolio questions for
chapters 1-10. Restate the research/analysis requested from the text chapter and clearly
state your responses in well written and formatted paragraphs. Bold the questions.
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For this section, single space the questions and your responses; double space
between paragraphs and questions.
PROJECT TOTAL: 275 Grading Points
Evaluation criteria for this project also include:
1. Effective and accurate use of management terminology and principles.
2. Appropriate application of management principles and theories.
3. Quality and sophistication of writing and expression.
4. Reflective skills assessment and action plan.
5. Amount of preparation as evidenced by your answers (and research supporting them) to the
management portfolio questions for your chosen organization.
Report Formatting Instructions:
1) Make sure your document is in APA format, including a header with your name and
company you are analyzing.
2) Include page numbers at the bottom of each page centered.
3) Section headings should be bolded or underlined.
4) APA guidelines should be used for formatting, citations, and references.
5) For the Appendix only, single space the questions and your responses; double space
between paragraphs and questions. Bold the Questions.
6) Be sure your report is one complete file: .doc, .docx.
7) Title of the document should be: last name_company_MGMT301.(.doc, .docx, or .rtf)
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Management Portfolio Questions
Chapter 1 – Managing and Performing
1. Describe the firm. How old is it? In what industry (or industries) is the firm active?
What products or services does it sell? Who are its principal competitors? Is it active
internationally? How many employees does it have? What are its sales and profits?
2. How well has the firm performed recently compared to rivals? Has it outperformed rivals
or underperformed them? Why?
3. Who is the CEO? How long has she or he been in this position? What has been the
career track of the CEO?
4. Can you find examples of how the CEO has performed the basic tasks of managementstrategizing, planning, organizing, controlling, developing, and leading his or her
Chapter 2 – The External and Internal Environments
1. Describe the nature of the macroenvironment the firm is facing. What are the
opportunities here, and what are the threats?
2. How has your company been influenced by trends in the competitive environment over
the last decade? If so, what are these trends and how have they changed things?
3. Describe the internal environment of your organization in terms of its culture and
climate. How does your organization’s culture and climate affect its response to its
external environment?
Chapter 3 – Managerial Decision Making
1. Research and find an example of a significant strategic error or a significant strategic
success that managers at the organization have made over the last decade? What role
did the characteristics of managerial decisions play in these errors (Figure 1.1)?
2. Apply the stages of decision making. Was there any particular stage that was the
source of this error or that led to this success?
3. What barriers to effective decision making did the organization face?
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Chapter 4 – Planning and Strategic Management
1. Find out as much as you can about the mission, vision, values, and major goals of the
organization. Do you think the firm is living up to these? What evidence do you have to
support your conclusion?
2. What are the strengths of the organization? What are the weaknesses? Opportunities?
3. What is the business-level strategy of this firm? (For a multi-business firm, focus on the
largest business unit). In your opinion, does this strategy create additional value,
boosting the profitability of the enterprise, or is it destroying value and lowering
profitability? Why or why not?
Chapter 5 – Ethics and Corporate Social Responsibility
1. How would you characterize the ethical climate of your company? What evidence is
there to support your conclusion?
2. Find out if the organization has been the focus of any adverse ethical issues in recent
years (look at historic news reports). If it has, try to determine whether this was due to
the isolated actions of rogue managers or to more systemic, organization wide
3. Does the organization undertake investments related to corporate social responsibility
or the natural environment and sustainability that go beyond its narrow economic selfinterest? If so, what kind of investments has it made? Whom do these investments
benefit? Do you approve of these investments?
Chapter 6 – International Management
1. Outline how the processes of globalization have impacted your firm and might affect it in
the future. What challenges is globalization creating? What opportunities are emerging
as a result of globalization?
2. Is your firm active outside its home market? How much of its business comes from
foreign sales? What is its global strategy?
3. What is the largest foreign market of your firm? How does it do business in that market
(through wholly owned subsidiaries, joint ventures, exporting)? Why do you think
managers at the firm chose that entry mode?
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Chapter 8 – Organization Structure
1. Describe the basic vertical and horizontal organization structure of your company.
2. Does the organization have a tall or flat management hierarchy? What is the span of
control of the CEO? In your judgment is this span too narrow, too wide, or just right?
3. What decisions within this organization are centralized at the head office? What
decisions are decentralized to subunits? Does the approach toward centralization and
decentralization make sense?
Chapter 9 – Organizational Agility
1. What is your organization’s core competence? Describe how it organizes around this
core capability.
2. How your firm organize to meet customer requirements? Describe your organization’s
approach to customer relationship management (CRM).
3. What is the primary technology your organization utilizes to produce its products and/or
services? What strategies has it adopted to organize for speed to meet customer needs
as quickly as possible through time-based competition?
Chapter 10 – Human Resource Management
1. What is your company’s strategy for human resource management? Based on available
information, does it appear that the company will have a sufficient supply of staff in
various job groups over the next five years? Why or why not?
2. What is your company’s main approach for staffing the organization? What
environmental conditions, if any, make it easier or more difficult for this company to
estimate its future supply of and demand for employees?
3. To what extent does this organization emphasize development of its workforce? What
training methods seem to be most widely used in this organization? Do its training
programs seem to be above or below average for this industry?
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APPENDIX D: Required Connect Materials for the Course:
What you need: You will be required to have materials from McGraw-Hill Education which
include the textbook content and CONNECT (which houses Learnsmart, your adaptive online
study tool).
Where and How to Get It:
Student Options for Purchasing AND Registering Into the Course
1. Bookstore: Your bookstore has this package which includes the print book and the
Connect Code. (The Connect code you will need to access the online study modules is
included in the package.) To register you follow the same steps as below but you enter
your code.
2. Online: All DIGITAL. You can purchase Connect or Connect Plus (no print book,
Ebook and access to all the Connect/Learnsmart content) directly from the course
 Go the section web address:
 http://connect.mcgraw-hill.com/class/c_luciano_mgmt_301_spring_2014
 Click the “Register Now” Button.
 Enter your email address.
 Enter your access code, select “Buy Online”, or you can “Start Free Trial” if
you don’t have an access code.
 Complete the registration form, click “Submit”
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If you need any Technical Support (forgotten password, wrong code, etc)
please contact McGraw-Hill Education Customer Experience Group at
(800) 331-5094
(Please be sure to get your case number for future reference if you call the CXG line.)
FAQs: http://www.connectstudentsuccess.com/
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