University Curriculum Committee
Proposal for New Course
1. Is this course being proposed for Liberal Studies designation?
If yes, route completed form to Liberal Studies.
Yes
No X
2. New course effective beginning what term and year? (ex. Spring 2009,
Summer 2009)
3. College
Fall 2010
See effective dates schedule.
The W. A. Franke
College of Business
5. Course subject/catalog number
7. Long course title
4. Academic Unit /Department
MGT 475
6. Units/Credit Hours
3
Managerial Decision Making
(max 100 characters including spaces)
8. Short course title (max. 30 characters including
Managerial Decision Making
spaces)
9. Catalog course description (max. 30 words, excluding requisites).
Case analysis and critical thinking skills are applied to business decisions incorporating data
interpretation, decision-making, avoiding and correcting decision errors. Issues include
information reliability, sensitivity analysis, risk, negotiation, and ethics.
Prerequisites: MGT 375 and MGT 310
10. Grading option:
Letter grade
X
Pass/Fail
or Both
(If both, the course may only be offered one way for each respective section.)
11. Co-convened with
11a. Date approved by UGC
(Must be approved by UGC prior to bringing to UCC. Both course syllabi must be presented)
12. Cross-listed with
(Please submit a single cross-listed syllabus that will be used for all cross-listed courses.)
13. May course be repeated for additional units? yes
no
X
a. If yes, maximum units allowed?
b. If yes, may course be repeated for additional units in the same term?
(ex. PES 100)
14. Prerequisites (must be completed before
proposed course)
MGT 375 and MGT 310
yes
no
15. Corequisites (must be completed with
proposed course)
16. Is the course needed for a new or existing plan of study
(major, minor, certificate)?
yes
X
no
Name of plan?
BSBA Management
Note: If required, a new plan or plan change form must be submitted with this request.
17. Is a potential equivalent course offered at a community college (lower division only)
If yes, does it require listing in the Course Equivalency Guide?
Please list, if known, the institution and subject/catalog number of the course
18. Names of current faculty qualified to teach this course:
yes
yes
Joe Anderson, David Albritton,
Chris Lockwood, Brian Gregory,
Chris Scherpereel, Tim Clark, Jack
Dustman, Susan Williams
19. Justification for new course, including unique features if applicable. (Attach proposed
syllabus in the approved university format).
To enhance the decision-making knowledge and skills of Management graduates, we will add MGT
475 Managerial Decision Making. Since Management Majors will be growing into careers where decision
making is mandatory, the Area felt that a course covering decision making, considering both
quantitative and qualitative factors, was an important addition to the major. Further, this course is seen
as a capstone experience for Management Majors, one which helps to focus their attention on a higher
level of analysis. In addition, this course complements MGT 490C by focusing on two dimensions:
decision making at the operational level and how those decisions fit the strategic goals of the company.
This course is designed to explore the theories of decision making and to build students’ skill sets with
practical application through case analysis.
For Official AIO Use Only:
Component Type
Consent
Topics Course
35. Approvals
Department Chair (if appropriate)
no
no
Date
Chair of college curriculum committee
Dean of college
Date
Date
For Committees use only
For University Curriculum Committee
Date
MASTER SYLLABUS
MGT 475 Managerial Decision Making
I.
Catalog Description:
Case analysis is used to examine critical thinking skills applied to business contexts comprised of
interpreting data, making decisions, avoiding and correcting decision errors. Issues of information
reliability, sensitivity analysis, risk, negotiation, ethics, and impacts of decision to the organization
and all stakeholders are also discussed.
II.
Prerequisites:
Courses: MGT 375, MGT 310
Justification: This course builds on foundation provided by MGT 375 and MGT 310 allowing
intermediate to advanced engagement with these concepts and skills.
III.
Course Learning Goals: Upon completion of the course students will be able to:
1. Understand and improve their own decision making processes as well as those of other
individuals and groups.
2. Demonstrate the use of descriptive (behavior, psychological), normative (rational, optimal),
and prescriptive (pragmatic, instrumental, “how to”) approaches to managerial decision
making. Describe the differences, similarities, and applications of the three approaches.
3. Frame decisions by effectively describing and analyzing the problems, integrating internal
and external business analysis, generating and analyzing alternatives, and making supported
recommendations.
4. Identify immediate and long-term risks associated with decisions and generate contingencies
to address risks.
5. Describe common individual and group decision errors and corrective actions.
6. Project and describe the effects of decisions on individuals, their organizations, and all
stakeholders.
7. Understand and use the central concepts in negotiation, conflict management, and ethics.
8. Prepare written analyses of complex cases utilizing appropriate written communication skills
IV.
Course Materials:
Textbook(s) and cases are required.
Suggested textbooks for required readings for decision making:
th
Bazerman, M.H. (2005, 6 ed.). Judgment In Managerial Decision Making. New York: Wiley
Russo, J.E., & Schoemaker, P.J.H. (2002). Winning Decisions: Getting It Right the First Time.
New York: Doubleday
Hammond, J.S., Keeney, R.L., Raiffa, H. (1999). Smart Choices: A Practical Guide to Making
Better Decisions, Harvard Business School Press. (also available in paperback from
Broadway)
Suggested textbook for negotiation:
Fisher, R., Ury, W., & Patton, B. (1991). Getting to Yes: Negotiating Agreement without Giving
In. New York: Penguin
Lewicki, R., Saunders, D., Minton, J., Barry, B. (2002). Negotiations: Readings, Exercises and
th
Cases, (4 Ed.) McGraw-Hill.
Suggested textbook for ethics:
Ferrell, O.C. (2004). Business Ethics: Ethical Decision Making and Cases. South Western
College Publishers.
Additional optional resources:
Hoch, S.J. (Ed), Kunreuther, H.C. (Ed), Gunther, R.E. (2004). Wharton on Making Decisions,
Wiley.
Drucker, P.F., Hammond J., Keeney, R., Raiffa, H., Hayashi, A.M. (2001). Harvard Business
Review on Decision Making, Harvard Business Press.
V.
Teaching Methods:
Lectures, discussions, case analyses, video cases, teamwork, computer-based management
simulations, outside-of-class case analyses, and/or guest speakers.
VI.
Mechanisms for Feedback to Students/Interaction Between Students and Professors:
[required in all classes by AACSB]
 Written comments on assignments and exams
 Individual and team oral feedback
 Class discussion of concepts, cases and/or simulation
 Maintenance of office hours online or in person (this is an office hours intensive course)
VII. Evaluation Tools:
Examinations, evaluation of case write-ups, written assignments, presentations, and/or simulation
results, peer evaluations. A minimum of four (4) evaluations are required including at least one
significant writing assignment. At least one significant evaluation must be returned to students
prior to the last day to drop with a W. At least 50% of the course grade must be based on individual
assessments.
VIII. Use of Technology and Information Systems
Instructors may use PowerPoint, Vista, or other technologies to deliver course content. Students will
demonstrate competency in Word, PowerPoint, Excel, and Internet research.
IX.
Collaborative or Team Activities
Group term projects; small in-class group assignments; pair-share exercises; online chat groups or
virtual team assignments.
X.
Projects
Analyses of complex comprehensive business cases
XI.
Statement Regarding Academic Dishonesty
http://www4.nau.edu/stulife/handbook.htm
XII. Course Content:
A. Course Topics: (list course topics)
a. Individual and group decision-making processes
b. Different approaches to managerial decision making
c. Framing the decision
d. Risk and decision making
e. Decision-making errors and biases
f. Effect of decisions on individuals and organizations
g. Negotiation
B.
General Knowledge and Management Skills *
Note: Definitions provided on
next page.
Included
In This
class:
Y/N
Describe Required Graded Work If Applicable
(Include Both Exam And Non-Exam Work)
Indicate the extent to which
the knowledge or skill area is
represented in the course
grade **
Oral Communication
Y
In-class discussion, role play, presentations
0-10%
Written Communication
Y
Case analysis, exams
20-50%
Analytic Skills
Y
Case analysis, assignments, exams
20-50%
Reflective Thinking
Y
Assignments, role play
10-30%
Ethics and Social
Responsibility
Y
Case analysis, exams
10-30%
Global and Environmental
Awareness
Y
Case analysis
5-10%
Multicultural and Diversity
Understanding
Y
Case analysis
5-10%
Financial Theories, Analysis
and Reporting
N
Integrated production and
distribution of goods, services
and information
N
Group and Individual
dynamics in Organizations
Y
Case analysis, peer evaluations, role play
10-30%
*The chart should not be included on the individual course syllabus. However, the minimum requirements as defined in this chart should be
reflected in the course syllabus. The descriptions of graded work represent options for delivering the minimum requirement. However, a skill area
may be included in the course, but not have a graded component (e.g. Students may work on an assignment in class as part of a team which may
develop their understanding of group dynamics or analytical skills. But, they may be graded only on their understanding of the assignment
topic—not on their group dynamic or analytical skills even though those skills may be developed).
** Minimal 2-5%....6-10%.....11-25%.....26-50%....51+% Extensive.
Note: Some areas may have 0% and the column total does not necessarily equal 100%
DEFINITIONS FOR GENERAL KNOWLEDGE
AND MANAGEMENT SKILLS AREAS *
Oral and Written Communication Skills
Students learn to communicate effectively in written and oral formats for a variety of purposes,
situations and audiences.
Analytical Skills
Students apply problem-solving processes, information technologies, systems approaches and both
qualitative and quantitative data analysis to solve organizational problems.
Reflective Thinking Skills
Students learn/improve from their own experiences and mistakes.
Ethics and Social Responsibility Knowledge
Students identify ethical dilemmas and evaluate alternative courses of action.
Global and Environmental Awareness
Students learn to make decisions that reflect the variations in the external environment including
political, legal, economic, governmental, cultural and technological issues around the world.
Multicultural and Diversity Understanding
Students learn to identify dimensions of cultural difference and be able to demonstrate cultural
understanding and flexibility.
Financial Theories, Reporting and Analysis
Students learn to apply the analysis of financial information as a basis for business decisions.
Integrated Production and Distribution of Goods, Services and Information
Students learn to manage the production and delivery of products to market.
Group and Individual Dynamics in Organizations
Students learn to function effectively in organizations as productive individuals and as members of
teams.
*Adapted from the learning outcomes of Merrimack College and The Girard School of Business.
revised 8/08
9