BUS 305: PRINCIPLES OF MANAGEMENT
Spring Semester, 2004
PROFESSOR:
OFFICE:
PHONE/EMAIL:
OFFICE HOURS:
Dr. Kathi Lovelace
McIntyre 111B
(253) 879-3922, klovelace@ups.edu
T&Th: 2:00-3:00 p.m., W: 10:00-12:00noon, and by appointment. Please see the
schedule on my office door for additional meeting times.
REQUIRED TEXTS/MATERIALS:
1. Whetten, D. & Cameron, K. (2002). Developing management skills (5th edition).
Textbook on-line survey website: http://www.prenhall.com/whetten_dms/index.html
2. Keleman, K., Garcia, J., & Lovelace, K. (1995). Management incidents: Role plays for management
development (2nd edition). Student manual.
COURSE DESCRIPTION & APPROACH:
This course is aimed at developing critical managerial skills at the individual, interpersonal, and group
levels. Course topics include effective problem solving, communication, conflict management, ethical
leadership, motivation, and the use of power and influence in organizational settings. This course uses a
mixture of teaching approaches designed to involve you, the student, as an active participant in your own
development as a self-leader and potential manager. Class activities include self-assessments, case analyses,
experiential exercises, role-playing, lectures and discussions.
Teamwork: Working effectively in team settings is an important workplace skill. As such, a
significant portion of this course involves team-based learning and performance. In your team, you will have
the opportunity to develop skills in the self-management of teams, work together to enhance one another’s
learning, and hopefully, enjoy the process. Teamwork is not easy and having a successful team requires the
positive efforts of all members.
COURSE OBJECTIVES & ASSESSMENT METHODS:
1. To accurately assess your own values, attitudes, perceptions, learning styles, leadership practices and
behaviors and understand how these personal attributes affect your interactions with others.
2. To develop an understanding of the personal attributes that contribute to managerial success.
3. To develop an awareness of the personal and social impacts of leadership/managerial behavior.
4. To appreciate and understand how to deal with issues in communication, power and influence, motivation,
and conflict management associated with a diverse workforce, customers, and suppliers.
5. To become more skillful in working with people as an ethical leader and manager.
6. To apply continuous improvement principles to personal and professional learning.
These course objectives will be assessed through team-based activities (e.g., enacted role-plays,
written role-play plans, case analyses), a personal assessment of management skills (PAMS) and personal
development plan paper, exams, and class participation and contributions.
University of Puget Sound
School of Business & Leadership
EVALUATION:
Your grade will be based on the following evaluations:
Team Assignments (“TA”)*: (8 Assignments Total)
30%
3 Cases worth 10% total,
5 Role-play Plans worth 10% total, and
3 Role-play Enactments worth 10% total
*Peer Evaluation (contribution to team grade)
Exams (3 exams worth 15% each)
45%
Personal Assessment of Management Skills (PAMS) &
Personal Development Plan
10%
Class Attendance/Participation/”Ready for Class”
15%
Total: 100%
Grades will be determined using the following percentage guidelines:
100-94 = A, 93-90 = A-, 89-88 = B+, 87-84 = B, 83-80 = B-, 79-78 = C+, 77-74 = C, 73-70 = C- etc…
Team Assignments: The purpose of these assignments is to help you develop effective team management and
performance skills. With your teammates, you will analyze cases and Management Incidents scenarios, and
perform role-plays that portray collaborative problem solving.
 Case analyses are from your text: Developing Management Skills. Specific case assignments are listed
in your Course Outline.
 Role-play assignments are from your student manual: Management Incident: Role-plays for
management development. A schedule of role-play assignments will be provided in class. Due dates
for role-play plans and role-play enactments are listed in your Course Outline
Peer Evaluations: Peer evaluations will be conducted at the end of the semester. Team members will
be asked to evaluate the relative contributions of each team member’s contribution to the group’s performance
over the semester. The level of contribution will determine the percentage of the total team assignment grade
that you will receive.
Examinations: There will be three exams during the semester. Exams are based on readings, lectures, roleplays, and group activities. Exams will primarily consist of short essay questions – the specific format will be
discussed in class. A list of review questions will be provided to help you study.
Personal Assessment of Management Skills and Personal Development Plan: These individual
assignments ask you to assess your management skills using text and classroom materials, and to outline a
personal development plan for continuous improvement in the area of management skills. Specific
instructions for this assignment will be handed out in class.
Class Attendance/Contribution/”Ready for Class”: All class members are expected to contribute to class
discussions. Your contribution will be based on prior work/life experience, readings, lectures and class
exercises. While contributions made in class improve your contribution score, there is a penalty for
missing classes with group activities. This is because your absence negatively affects the other group
members’ experience. More than two absences during group activities will result in a large deduction from
your contribution score, with a zero score given for individuals who miss more than four classes with group
activities. Showing up after a group activity has begun will count as an absence, as will leaving early.
Many class sessions will involve group work. The two-absence allowance should give you enough
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University of Puget Sound
School of Business & Leadership
flexibility to deal with unexpected illness or emergency. If you are likely to have some regularly scheduled
event during class sessions, you should take this course during a different semester.
Contribution scores will be evaluated based on: 1) the quality of each student's contribution to the
classroom discussion, 2) attendance during class discussions and group activities, and 3) classroom conduct.
Students who consistently contribute to the classroom (i.e., at least once every week) and advance discussions
in a meaningful and productive way will receive the highest grades (80-100%, depending on quality of
input). If you don't feel comfortable getting involved in large group discussions, see me privately about
strategies for increasing your involvement. One such strategy is “Silent” participation.
"Silent" participation/contribution: Students may wish to supplement their oral classroom
contributions for a given class period through contributing "silently" by submitting contributions to the
instructor within 48 hrs of the end of the class period (e.g., a relevant newspaper clipping with description of
why it is useful, a link to a relevant WWW site with description of why site is useful, etc.). As with in-class
oral participation, the "silent" contributions will be evaluated for quality. Note that "silent" contributions may
be used as a supplement to class contribution, but do not substitute for class attendance.
“Ready for Class” (RFC): “Ready for Class” (RFC) assignments are self assessments that you are
required to complete before class and turn-in for credit. Seven RFC assignments are listed in your Course
Outline and account for 7% of your attendance/contribution/”ready for class” grade. No late RFC are
accepted (no exceptions.)
Classroom Conduct: Please remember common courtesy at all times. Specifically, please:
 Do not talk while others are speaking,
 Show respect and consideration for other students, the instructor, and any class visitors,
 Arrive before class begins,
 Treat others as you would wish to be treated,
 Contribute to the learning of other class members,
 Ask questions when you do not understand the material, the assignment, or anything else in class. This
may be accomplished by asking me (before, during, or after class), by asking other class members, or by
sending me an email message.
Late Assignments: All assignments are due at the beginning of class on the due date unless otherwise
indicated. All assignments should be typed, double-spaced, 12-point font, page-numbered, stapled in the
upper left-hand corner, and turn-in in person for full consideration. Unless you have an acceptable reason
and give advance notice, I will deduct 25% of the available points for late submissions and give no points
once an assignment is returned to the rest of the class. Points are also deducted for going over the
assignment’s page limit.
Honesty and Honor Code: This course promotes the development of effective and ethical managerial
abilities and behavior. Each of us bears the responsibility to maintain ethical standards that are responsible
and honest. Thus, cheating will not be tolerated. Due to the nature of this course collaborative preparation is
encouraged, however, copying another person’s work, either on exams or on other assignments to be turned
in, does qualify as cheating. You should review the appropriate University policies in The Logger.
Additionally, all students should understand what qualifies as plagiarism (see The Logger, pp. 14-19.)
Note: The Professor reserves the right to change assignments and/or to adjust and amend items in the course
syllabus as necessary to maximize student learning. If such changes are necessary, they will be announced in
class.
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University of Puget Sound
School of Business & Leadership
Course Outline – Spring 2004
Tuesday
Thursday
Readings, Assignments,
Notes
1/20: Course Introduction
1/22: Self Awareness: Values &
Cultural Awareness
Introduction, Ch 1 (W&C*)
Complete “PAMS”, p.22
1/27: Self Awareness:
Learning Styles
1/29: Self Awareness: “FIRO-B”
Interpersonal-orientation
Building Effective Teams &
Teamwork, “Conducting Mtg”
Ch 1 cont’d, Ch 9, Supplement C
(p.545) (W&C)
PAMS & Development Plan Assn
Teams Formed (“TA” Schedule)
RFC: FIRO-B, p.53
2/5: Problem Solving:
Conceptual Blocks
#1, #2 “RFC”s Due
Ch 3 (W&C);
Ch 1,2, 4 (K,G,&L**)
RFC: LSI, p.48
2/3: Problem Solving: SWOT
Analysis & Rational ProblemSolving Model
“Management Incidents”
Role-Play Problem Solving
TA: Team Case, p., 194-6, Q:1-3
#1 “TA” Due (#1: Team Case)
2/10: Stress Management:
Enactive Strategies
Planning & Goal-setting
RFC: Time Mgmt., p.99
2/12: Stress Management:
Proactive & Reactive Strategies
2/17: Exam #1:
W&C: Intro, Ch. 1, 2, 3
K,G, & L Ch 1, 2, 4
2/19: Coaching, Counseling, &
Communication
Management Incidents: Team
Role-play practice
“Conducting Interviews”
TA: Role-play Plan Due
Ch 2 (W&C)
#3 “RFC” Due
#2 “TA” Due: (#2: RP Plan)
Exam #1: Material from 1/202/12
2/19: Ch 4, Supplement B (p. 523)
(W&C)
Ch 3 (K,G,&L)
Ch 4 cont’d, Supplement A
(p.495) (W&C)
2/24: Coaching, Counseling,
& Communication
“Making Oral and Written
Presentation”
2/26: Scheduled In-class Team
Enactments
3/2: Gaining Power &
Influence
3/4: Gaining Power & Influence
Ch 5 (W&C)
TA: Team Case: p. 292
#4 “TA” Due: (#4: Team Case)
3/9: Scheduled In-class
Team Enactments
TA: Role-play Plan &
Enactment Due During
Scheduled Meeting
TA: Role-play Plan & Enactment #3 “TA” Due: (#3: RP Plan & InDue During Scheduled Meeting class Enactment)
3/11: Exam 2:
W&C: Ch 4, 5
Role-play Plan
#5 “TA” Due: (#5: RP Plan &
In-class Enactment)
Exam #2: Material from 2/19-3/9
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University of Puget Sound
Tuesday
School of Business & Leadership
Thursday
Readings, Assignments,
Notes
3/16: No Class: Spring Break
3/18: No Class: Spring Break
SPRING BREAK!!!!
3/23: Organization Design &
Structure: Principles
3/25: Organization Design &
Structure: Words-in-Sentence
Exercise
Readings provided in class & online
#4 “RFC” Due
RFC: Work Design, handout
3/30: Empowering &
Delegating
4/1: Team Time
Ch 8 (W&C)
TA: Role-play Plan Due
#5 “RFC” Due
#6 “TA” Due: (#6: RP Plan)
RFC: EE&D, p. 406
* Western Academy of Management
Meeting *
4/6: Empowering &
Delegating
In-basket Exercise: SSS
Software
RFC: SSS Software, p. 28
4/8: Motivating Employees
Ch 6 (W&C)
* SBL Business Forum *
#6 “RFC” Due
4/13: Motivating Employees
TA: Team Case, p. 331
4/15: Motivating Employees
Ch 6 cont’d, Ch 7 (W&C)
#7 “TA” Due: (#7: Team Case)
4/20: Managing Conflict
RFC: Conflict Handling
Strategy, p. 349
4/27: Scheduled In-class
Team Enactments
TA: Role-play Plan &
Enactment Due During
Scheduled Meeting
4/22: Managing Conflict
Management Incidents: Team
Role-play practice
Ch 7 cont’d (W&C)
4/29: Exam 3
Org. Design, Ch 6, 7, 8
#8 “TA” Due: (#8: RP Plan &
In-class Enactment)
5/4: Discussion of PAMS &
5/6: No Class: Reading Period
Development Plan
Starts
PAMS & Development Plan
Due, Peer Feedback &
Evaluation, Course Summary
Final Exam Week: May 14 (Friday ) 12:00pm-2:00pm
#7 “RFC” Due
Exam #3: Material from 3/234/27
PAMS & Development Plan Due
* W&C = Whetten & Cameron, Developing Management Skills
** KG&L = Keleman, Garcia & Lovelace, Management Incidents
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