HROB 101 | Syllabus
Download Syllabus in PDF format
Spring 2013 Professor Jerry D. Estenson
CALIFORNIA STATE UNIVERSITY, SACRAMENTO
College of Business Administration
HROB 101 – The Management of Contemporary Organizations
Section Seven: 4:30 – 5:45 Monday and Wednesday
OFFICE: Tahoe – 2048
OFFICE HOURS: M/W 2:30 – 4:00 p.m.
OFFICE PHONE Good Choice: 278-6781 (CSUS)
EMAIL: Good Choice: estenson@csus.edu (Campus)
(Messages picked up on Monday and Wednesday)
Best Choice jestenso@earthlink.net (Other World)
(Messages picked up seven days a week)
WEBSITE: www.csus.edu/indiv/e/estenson
TEXT (Required)
Kinicki, Angelo & Williams, Brian K. (2012). Management: a Practical Introduction 5th ed. Boston, MA: McGraw-Hill.
COURSE OVERVIEW
The development of next-generation managers and leaders is at the top of the to-do list for most organizational leaders. While the goal is clear, the question becomes: “How do we build the best?” In their critique of management theory developed by management consultants and academicians, Micklethwait and Wooldridge claim that these self-appointed “gurus” are “the unacknowledged legislators of mankind.” (They borrowed and modified Shelly). They support their theory by asking us to look around and note how theorists and consultants are laying down the law, reshaping institutions, refashioning language, and reorganizing people’s lives. As a side note, they propose that neither the President of the United States or the Governor of California may immediately impact your daily organizational life but a consultant could quickly and seriously change your work life. (The Witch Doctors: Making Sense of the Management Gurus).
Some thinkers about the future of management like Jim Collins tell us that our current situation is the result of hubris and failed leadership. Others tell us that the change we are experiencing will become the norm and your career in business will be impacted by a series of discontinuities. If this is true, the future is up for grabs and those who are successful will not become enamored with the latest fad, but instead understand the foundations of solid business management. This requires you to challenge old models, old ways of thinking, old rules, old strategies, old assumptions, and old recipes for success while honoring what has worked. (Rethinking the Future). This view of the world resulted in Handy and Senge challenging the complacency of a group of future Chief Executive Officers by asking them to think about the proposition: “What would you do if the behaviors and skills that made you a success to this point in your career will cause you to fail in the future?”
Before one can challenge the way organizational life is ordered, it is important to understand the basics (the old way). It is through understanding the roots of past thinking that we can move forward to new and creative ways to solve organizational problems. My job as your guide on a journey to understanding will start with the world in which managers live and operate. Once there is understanding of that terrain, we will explore the specific tools managers use to focus human behavior. These tools include planning, organizing, leading and controlling the activities of those who have chosen to work in an organization.
As we explore past techniques we will integrate current thinking on various topics. In these explorations we will move to discuss difficult issues such as downsizing, re-engineering, work place diversity, quality of work life, role of unions, globalization, market expectations, outsourcing jobs, and the recruitment and retention of skilled workers.
Together we will build a base of knowledge, which will serve you well in future business courses, and help you start to build the skills needed to shape a future that will meet your needs.
COURSE GOALS AND OBJECTIVES
-
You will be provided the opportunity to understand the nature of organizations, internal and external forces that influence organizational behavior, and the factors contributing to organizational effectiveness.
-
You will be given the opportunity to analyze and solve complex organizational problems using the frameworks, perspectives and models provided during the course.
-
You will gain an appreciation for the role of human behavior in determining organizational effectiveness.
-
You will have the opportunity to improve your team management skills by studying the theory and process of team activity.
-
You will be exposed to the complexity of global operations and understand the impact the global economy has on organizations.
-
You will study the relationship between organizations and society and appreciate the nature of ethical dilemmas created by this relationship.
-
You will have a solid informational foundation to further your study of business administration.
These goals will be accomplished by narrowing the focus to certain aspects of behavior in organizations. You will have the opportunity to probe human interaction at the following levels:
-
Organizations in a global setting
-
Organizations in a society
-
Activities between organizations
-
Behavior of individuals in an organization
-
Behaviors of individuals in groups
-
Behavior of individuals
COURSE ACTIVITIES
Several methods of instruction will be used. Because of class size, each subject will be covered by a lecture and (to the extent possible) class discussion and exercises. The lectures will take on the flavor of an open discussion versus “stand and deliver”. Lectures will be supplemented by videos and guest speakers. Like the subject matter, method of instruction will be fluid and respond to resources available each week.
Examinations
There will be three full period examinations during the semester. The exams will be divided into two parts: Multiple choice and short essay. Each exam will cover material in a specific number of chapters, lectures and information provided by guest speakers. The exams are NOT CUMULATIVE.
Case Project
During the semester there will be a significant number of team case analyses. Your contribution to the team solution to the case will be graded by your team members.
In addition to the in-class case analyses each student will be assigned to a team (consisting of approximately five - eight students). This team will work on either a live case study or a case the team selects from the Strategic Management Text located in the reserve book room.
It is hoped that the team can find a situation occurring in an organization employing an individual team member. If there is no opportunity for a live study, the instructor has placed books with strategic cases in the reserve bookroom in the library. To assist you with this project, material related to preparation of a case study is provided through the course web site.
The teams are encouraged to use the case preparation methodology (provided on-line via the website). This methodology suggests that each team clearly state the context in which a management problem is occurring. Next, a critical problem will be selected and artfully described. With the problem defined the team will develop a set of alternative solutions. These solutions will be constructed using theories and models presented in the text. The last part of the study will be a recommended course of action to fix the problem. This recommendation will be supported by theories and models used by the authors or shared with the class by the instructor and or guest speakers.
Your case will be graded using the following criteria:
Area Reviewed |
Maximum Percentage |
Clarity of problem statement |
15% |
Exploration of options |
15% |
Persuasiveness of material and arguments used to support recommended solution |
15% |
Use of theories, models, and processes provided in the text |
25% |
Presentation (Writing mechanics, appropriate writing style, use of graphics, and general appearance of document) |
30% |
Total |
100% |
GRADES
The feedback provided by grades indicates how well you are performing against a standard set at the beginning of the semester. There is no curve provided and the points you accumulate on each activity will determine your final grade.
DESCRIPTION |
POINTS |
Three Exams (200 points per exam) |
600 |
In-class case studies |
300 |
Case Project - As an(incentive, extra credit or bribery) for turning the project early the starting point for determining the case value is a follows:
|
Bonus Round:
150 |
Total Possible Points |
1000 |
Academic Honesty:
California State University, Sacramento has a clearly defined policy and procedure to address issues of academic honesty (PM 90-94, PM 04-01). Those policies will be applied to this course in the following manner. If you are caught cheating on the test you will be given an F for the course. If you are caught cheating on any written assignment you will be given an F for the course. To help you focus it is important to remember that I selectively keep copies of previously submitted case studies. Should you turn in a copy of previous case study that will be viewed as a violation of University policy and you will be given an F for the course. Enough said.
Note that the instructor reserves the right to modify this course outline.
Grade Distribution:
Grade Break Down
A = 1,000-940 C+ = 799-780
A- = 939-900 C = 779-740
B+ = 899-880 C- = 739-700
B = 879-840 D+ = 699-680
B- = 839-800 D = 679-640
CLASS WORK PLAN
(The dates set forth below are target dates and subject to change.This course is taught in a dynamic manner which means we will flow with learning opportunities presented to us)
DATE/ WEEK |
CHAPTER |
TOPIC |
GUEST/ACTIVITY |
Week One
|
The Exceptional Manager: What you do, How you do it |
Each week read the assigned chapter, make notes about concepts you do not understand review the PowerPoint slides, come to class with questions you may have about assigned material, listen to answers other students raise, and make certain you understand each critical concept. Note this is the type of course where it is very hard to catch up once behind. |
|
January 30 Wednesday |
Management Theory: Essential Background for the Successful Manager |
Note that in addition to material in Chapter 2 there is supplemental information contained in the power point slides. This will be a common occurrence as I will regularly find material that will add to our discussions. |
|
Week Two |
Finish discussion of Management Theory |
. |
|
February 6 Wednesday
|
Introduce: Manager’s Changing Work Environment & Ethical Responsibility: Doing the right thing |
|
|
Week Three Monday
|
Finish discussion of Change and Ethics |
Again note that there will be slides in lecture that supplement slides provided on website |
|
February 13 Wednesday
|
|
Team meeting to discuss strategy to accomplish case study assignment. No need to meet in classroom. Instructor will check in late in class period |
During team time: set goals, develop action plan, create evaluation system. |
Week Four
|
International Business Global Management: Managing |
|
|
February 20 Wednesday |
International Business |
|
|
Week Five |
Finish discussion on International Business and Review for Exam |
|
|
February 27 Wednesday |
Chapters |
EXAM |
EXAM |
Week Six |
Planning and Strategy Planning: The Foundation of Successful Management |
|
|
March 6 Wednesday |
Planning and Strategy |
|
|
Week Seven |
Strategic Management: How Star Managers Realize a Grand Design |
|
|
March 13 Wednesday
|
Team Day |
Use this gift of class time to get on top of your case assignment. |
|
Week Eight |
Individual & Group Decision Making: How Managers Make Things Happen |
|
|
March 20 Wednesday |
Organizational Culture, Structure, Design: Building Blocks of the Organization |
|
|
Spring Break March 25 – March 31 |
|
|
|
Week Nine |
|
Cesar Chavez Day |
|
April 3 Wednesday
|
Human Resource Management: Getting the Right People for Management Success |
EARLY WARNING Case bonus value starts to drop after midnight 4 April 2012 |
|
Week Ten |
|
HRM Systems |
|
April 10 Wednesday |
|
Team Day. If turning in for higher base use class to finish project. If turning in later use class time to work on project. |
Midnight April 4th last time project can be turned in for maximum increase in base points. |
Week Eleven |
Review |
Chapters 5, 6, 7, 8 and 9 |
|
April 17 Wednesday |
Chapters 5, 6, 7, 8 & 9 |
EXAM |
EXAM |
Week Twelve |
Organizational Change & Innovation: Lifelong Challenges for the Exceptional Manager |
|
|
April 24 Wednesday |
|
|
|
Week Thirteen April 29 Monday |
Managing Individual Differences & Behavior: Supervising People as People |
|
|
May 1 Wednesday |
Motivating Employees: Achieving Superior Performance in the Workplace |
|
|
Week Fourteen |
Motivation |
|
|
May 8 Wednesday |
Groups & Teams: Increasing Cooperation, Reducing Conflict |
Last possible day to turn in case study |
|
Week Fifteen May 13 Monday |
Power, Influence & Leadership: From Becoming a Manager to Becoming a Leader |
|
|
May 15 Wednesday |
Leadership |
|
|
Finals Week
|
Chapters 10, 11, 12, 13, 14 |