THE MANAGEMENT PROCESS
MGMT 363 (Honors Section)
Fall Semester, 1997

 

Course Information

 
Instructor:  Dr. Ben D. Welch
Office:  207 Wehner Building
Office Phone:  (409) 862-2840
Office Hours:  Monday/Wednesday - 1:15-2:45 p.m.
   Individual appointments are available by arrangement with Dr. Welch's
  staff assistant, Ginny Davis, at 845-4873.
E-mail:  BWelch@cgsb.tamu.edu

 
Ben D. Welch is the Director of the College of Business Honors & Fellows Programs. He received his BBA from the University of Dayton, his MS from Houston Baptist University, and Ph.D. from Texas A&M University. Prior to joining the Department of Management, Dr. Welch served as the Associate Director of the Center for Teaching Excellence at Texas A&M University. Dr. Welch has held various supervisory and managerial positions with the Harris County Commissioner's Court, the Fourteenth Supreme Judicial Court of Appeals, and several retail affiliates. He has had a Fish Camp and T-Camp named after him. Dr. Welch was selected as Professor-of-the-Year for 1995-96 and 1991-92 by student members of the Management Society. Dr. Welch is proud to be faculty advisor to the Aggie Men's Club whose purpose is to provide a social atmosphere of Christian fellowship and brotherhood while upholding and perpetuating Aggie traditions. He served as Academic Advisor for Squadron 17 with the Corps of Cadets for seven years. During this time he served on the Commandant's Advisory Council and was the 1991-92 Corps-wide recipient of the Outstanding Academic Advisor. Dr. Welch was the 1992-93 recipient of two University-wide awards including the John J. Koldus III Faculty/Staff Achievement Award and the Ed Guthrie Advisor-of-the-Year Award. Dr. Welch was the 1993 recipient of the College-level Association of Former Students Award for College Teaching. He was named as Teacher-of-the-Year for 1993-94 by Texas A&M University Student Government. He was named Outstanding Faculty Member-of-the-Year for 1993-94 by Alpha Kappa Psi and Professor-of-the- Year for 1994-95 by Delta Delta Delta. Dr. Welch was the 1994 recipient of the coveted University- wide Association of Former Students Award for Student Relations.

 
Course Materials

  Text (required): Hellriegel and Slocum, Management, 7th edition

 

Course Methods and Requirements

  A combination of lectures, class discussions, individual and group assignments, case studies, exercises, topic applications, speakers, and videos will be used to enhance overall student learning and development.

 
Course Description

  The Management Process. (3.0). Credit 3.
Management as an academic discipline; goal setting; planning, controlling and decision-making; models for thinking about organizations; organization change; models for understanding individual behavior; job performance and job satisfaction; interpersonal behavior, motivation and leadership, behavior in work groups; careers in management, ethics and international issues.

Prerequisites: Junior Classification and 3.4 GPR
(First priority for enrollment is given to those students enrolled in the College of Business Honors Program who have upper-division status.)

 

Course Objectives

 
As a survey course, Management 363 provides broad and general exposure to a wide variety of management topics, issues, challenges, and opportunities. The specific course objectives are as follows:
  • To provide a general overview of the field of management.
  • To introduce students to the major activities and functions of management.
  • To acquaint students with the role of management in organizational effectiveness.
  • To illustrate for students the generic nature of management regarding other business functions.

The specific chapter-by-chapter learning objectives in the Hellriegel and Slocum text are presented at the very beginning of each chapter. You should read these learning objectives prior to studying the chapter.

 

Assignments

  A wide range of experiential learning opportunities will be given, including Self-Assessment Questionnaires, Individual Idea-Generation, Individual Problem-Solving, Group Idea-Generation, Group Discussion, Group Consensus-Reaching, Group Problem-Solving, Library Research Assignments, and Field Studies. The exercises, to be completed both as outside and in-class assignments, will incorporate realistic opportunities for students to deal with everyday real-world managerial problems.

 

Building Policy

  We have beautiful and state-of-the-art classrooms in the Wehner Building. We want to maintain the high quality conditions of these classrooms for the students in the future years. Thus, it is necessary for you to adhere to the established policy of NO BEVERAGES, FOOD, TOBACCO PRODUCTS, OR ANIMALS (unless approved) within the Wehner Building classrooms.

 

Grade Determination

Percent

 

Evaluation Component

 

40 EXAMS

There will be two exams administered (*Mid-term - October 15, Final - December 15). The exams will be comprised of short essay questions emphasizing evaluation of course material as well as multiple choice questions emphasizing application of course material. Content and form will be evaluated on the essay questions. Students will need to bring a Scantron *882 and a Blue Book to each exam. Students will be asked to write their social security number only on the blue book which helps alleviate subjectivity in the grading. A sample short essay question is included in the course packet.

*Students will be allowed to begin the mid-term at approximately 8:55 a.m. and will be allowed until 10:15 a.m., thus allowing 1 1/2 hours.

Absences from an exam will be excused for the following reasons only:

  1. Participation in an activity appearing on the University authorized activity list;
  2. Death or major illness in a student's immediate family;
  3. Illness of a dependent family member;
  4. Participation in legal proceedings that require a student's presence;
  5. Religious holy days (see appendix IV of University Regulations);
  6. Confinement because of illness; and
  7. Required participation in military duties.
This policy will be strictly enforced. Students having a valid excuse for missing an exam must bring documentation to Dr. Welch at the time of the arranged make-up.

 

10 SWOT PRESENTATION (Presentations: November 10, 12, 14)

The starting point in formulating strategy in management is usually a SWOT analysis. SWOT is an acronym that stands for strengths, weaknesses, opportunities, and threats. SWOT analysis is a careful evaluation of an organization's internal strengths and weaknesses as well as its environmental opportunities and threats. In SWOT analysis, the best strategies accomplish an organization's mission by (1) exploiting an organization's opportunities and strengths while (2) neutralizing its threats and (3) avoiding (or correcting) its weaknesses.

Students will select their top three choices of companies they would like to study based upon the top ten rankings of America's Most Admired Companies featured in the March 4th, 1996 and March 3rd, 1997 issues of Fortune. Students will be divided into nine teams on Monday, September 8th.

A 360-degree evaluation will be conducted on each team comprised of individual self-assessment, team assessment, instructor assessment, and class assessment. Teams will be evaluated on style, creativity, and interest generated (20 points); introduction, setting the context (20 points); presence during delivery (20 points); content [relevancy, accuracy, importance] (20 points); and topics covered [breadth, depth] (20 points). Each team will be allowed a maximum of fifteen minutes (maximum set-up time of five minutes) to present their findings. A penalty will be assessed for going over the allotted time. In addition to the oral presentation, each team will be asked to submit one copy of their findings (example: copy of transparencies used in presentation, handouts given to the class, copy of research articles, etc.). Please do not submit a formal written report. The findings will not be used in assessing the team grade. The hard copy of the findings will merely be kept on file and used in future semesters as a guide for other SWOT teams. Sample evaluation forms and handouts are included in course packet. Students may desire to reference http://www.mindtools.com/swot.html

 

15 INTERNET GUIDE TO MANAGEMENT

Understanding the application of Internet technology in the field of management is essential to management success. Today's employers expect students to know about the Internet and how the Internet can benefit their organizations. The assigned topics will provide an opportunity for students to comprehend how the Internet can work in management. Furthermore, the net-activities will give students "hands-on" experience in data collection and analysis tasks. These experiences will broaden the learning experience because students cannot grasp the resources of the Internet by reading a newspaper or magazine or even a book.

Appendix A outlines the topical assignments and due dates. Content and form will be evaluated.

 

15 SERVICE-LEARNING PROJECT

In his inaugural address, President John F. Kennedy challenged the nation with his well-known appeal: "...ask not what your country can do for you; ask what you can do for your country." Two decades later, in a campaign speech, Ronald Reagan asked, "Are you better off today than you were four years ago?" If Kennedy's exhortation reflected the idealism and sense of collective mission that characterized the tumultuous 1960s, Reagan's questions epitomized the individualism and materialism of the 1980s. In the 1990s, however, a glimmer of Kennedy's notion of service to the community and the nation is reemerging in schools in the form of service-learning. Recognizing the potential of service-learning, policy makers, legislators, and educators have promoted initiatives at the local, state, and national levels. The National and Community Service Act of 1990 and President Clinton's National Service Trust Act of 1993 are some recent and far-reaching examples of this trend.

- Phi Delta Kappan, May 1996 (pg. 59)

 
Service-Learning is a form of experiential education in which students engage in activities that address human and community needs together with structured opportunities intentionally designed to promote student learning and development by integrating into and enhancing the academic curriculum of the students enrolled.

During the course of the semester, students will be required to spend two hours per week serving in one of over 45 community agencies assisting managers working in non-profit organizations. Students will receive an overview of the service-learning project on Wednesday, September 3rd by Curt Marusik and Dean Clark of the MSC Council. At this time, students will be allowed to select their top three choices of agencies. Teams, or individual assignments if so desired, will be given on Monday, September 8th.

Students will be required to keep a journal of their experiences. Journal entries will be required weekly and will be graded on consistency and thoughtfulness rather than quantity. Students will not be graded on style and mechanics, but on reflective analysis. Students are asked to go beyond describing their experiences to examine their feelings, how this supports or changes their view of society, community life, business activity or some particular view of the field of management. Students are to reflect on the relationship of at least one or more Learning Objectives outlined in the chapter(s) relevant to the weekly visit.

For example, a student's journal entry on week 2 may reflect on the relationship of Learning Objective #4 of Chapter 1 (see page 2 of Hellriegel/Slocum text) which states, "Explain the impact of work-force diversity on organizations." Or, a student's journal entry on week 8 may reflect on the relationship of Learning Objective #2 of Chapter 11 (see page 331 of Hellriegel/Slocum text) which states, "Explain how different environments influence organization design."

After reviewing Chapter 3 on environmental foces, a journal entry that shows a reflective analysis may read, "What really struck me today was the diverse clientele from every social and economic group imaginable dependent on indigent health care. We talk about management being socially responsible, but do they really take it seriously or just give lip service to the concept? Management today is faced with a multitude of environmental forces ..."

Students will be asked to have their journals available to be collected on any Friday. Students will be required to send a copy of their weekly journal entry via e-mail to Curt Marusik at crm4534@unix.tamu.edu by 5:00 p.m. each Friday. Students may desire to simply print a copy of their e-mail response(s) to Curt Marusik for their journal required for the class. Any problems encountered with e-mail transmittal can be addressed to Curt Marusik directly at the MSC (845-1515) or at his home (847-3082). There will be a discussion of the service-learning projects during class time on Friday, September 19th, Wednesday, October 22nd, and Wednesday, November 19th.

A final paper will also be required. The final paper will consist of the following:

Part I
Background on your agency. 1-2 pages suggested.
Describe the organization's history, mission and current activities.

Part II
Highlights of your experience. 2-3 pages suggested.
What significant things happened? What did you learn? (Relate both course related and non-course related perspectives.)

For example, your highlights may read, "The overall experience of working with this organization has made me think of the importance that business could have in this area. I think it is definitely an obligation of able organizations to get involved. It could boost morale, motivation, communication and many feelings that relate to the business world. Many people may discover their true call through their work and the heart it takes to give their time. My volunteer service forced me to look more closely at my own ethics and values. I have found a place where I can go and touch a life..."

Part III
Evaluation. 1-2 pages suggested.
Was this assignment fruitful? Why or why not? How did this assignment fit in with the course objectives and course material? What could have been done to enhance the learning experience? Discuss the role the MSC Council, specifically Curt Marusik, and other volunteers played in your learning process. Could this have been improved from a managerial perspective?

For further information on service-learning students may want to look at http://servlearn.tamu.edu.

 

10 MANAGEMENT CASES

Case       Due         Title

  1        09-10       Jonathan Ward
  2        09-26       Cooper Tire & Rubber Company
  3        10-10       Meyers & Morrison:  A Question of Professional Ethics
  4        10-24       Starbucks Coffee Company:  The Blend for Success
  5        11-24       "I Still Do My Job, Don't I?"
  6        12-03       The PLT Ministry:  An Audit Plum?
  7        12-08       Western Distribution Center, Inc.

Content and form will be evaluated on the management cases. Length should typically not exceed 2-3 pages typed per case. A sample management case (question #1 only from page 297) is included in the course packet.

 

10 CLASS PARTICIPATION (As rated by the Harvard Business School guide)
Scale    Description

  A      A consistent leader in the work of the class.  Is always prepared.         
         Has worked out an analysis of why events in material examined
         occur as they do as well as an appraisal of the effects of others
         students.  An initiator of activity in the class.  Also listens to and
         reacts to ideas of other class members.

  B      Reasonably frequent participator in class.  Responds to others 
         students as well as instructor.  Occasionally takes the lead in
         introducing a new subject.  Volunteers illustrations from his or
         her own experiences about the subjects under discussion.

  C      Occasional contributions to the class.  Occasional responses to 
         the remarks of other students.  Rarely, if ever, begins discussion.

  D      Answers questions from the instructor.  Otherwise does not take 
         part.

  F      Takes no part in classroom discussion or activities.

 

Schedule
MGMT 363 (Honors Section)
Fall Semester, 1997

Week
Dates
Text
Chapters
Topics and Requirements
 
Week 1
Sept. 1   Course Overview
Sept. 3 1 Service-Learning Project Overview (Curt Marusik/Dean Clark)

AN OVERVIEW OF MANAGEMENT
Managing a Dynamic Environment

[Thursday, September 4, is the last day for dropping courses with no record. Friday, September 5, Q-drop period begins. Drops must be processed through the Dean's office. Last day to add classes.]

Sept. 5 1
2
(continued)
The Evolution of Management
 
Week 2
Sept. 8 2 Teams Assigned for SWOT Presentation & Service-Learning Project
(continued)
Sept. 10 3 THE ENVIRONMENT AND MANAGING STRATEGICALLY Strategic Management: Environmental Forces
Sept. 12 3 (continued)

Environmental Force Analysis (in-class assignment)

[Friday, September 12, is the last day to apply for all degrees to be awarded in December.]

 
Week 3
Sept. 15 4 Strategic Management: Global Forces
Sept. 17 4
5
(continued)
Strategic Management: Planning and Strategy Formation
Sept. 19 4
5
Service Learning Project Discussion (Curt Marusik/Dean Clark)
 
Week 4
Sept. 22 5 (continued)
Sept. 24 6 Strategic Management: Planning Aids and Implementation
Sept. 26 6
7
(continued)
DECISION MAKING
Ethics and Social Responsibility
 
Week 5
Sept. 29 7 (continued)
Oct. 1 8 Fundamentals of Decision Making
Oct. 3 8
9
(continued)
Decision Making Aids
 
Week 6
Oct. 6 9 (continued)
Oct. 8   Decision Making Survival Simulation (in-class assignment)
Oct. 10 10 ORGANIZING
Traditional Organizing Designs
 
Week 7
Oct. 13 10 (continued)
Exam Review
Oct. 15   MID-TERM EXAM (Chapters 1-10)
Oct. 17 11 Contemporary Organization Designs
 
Week 8
Oct. 20 11
12
(continue)
Human Resource Management
Oct. 22   Service Learning Project Discussion (Curt Marusik/Dean Clark)
Oct. 24   (continued)
 
Week 9
Oct. 27 13 LEADING
Motivating for Performance
Oct. 29 13
14
(continued)
The Dynamics of Leadership
Oct. 31 14 (continued)
 
Week 10
Nov. 3 15 Organizational Communication
Nov. 5 15
16
(continued)
Groups, Teams, and Cultures in Organizations
Nov. 7 16 (continued)
[Friday, November 7, is the last day for all students to drop courses with no penalty (Q-drop). Last day to officially withdraw from classes.]
 
Week 11
Nov. 10   SWOT Presentations
Nov. 12   SWOT Presentations
Nov. 14   SWOT Presentations
 
Week 12
Nov. 17 17 Conflict and Stress Management
Nov. 19   Service Learning Project Discussion
Nov. 21 17
18
(continued)
CONTROLLING AND EVALUATION
Controlling in Organizations
 
Week 13
Nov. 24 18 (continued)
Nov. 26   Library Day
Nov. 27-28   Thanksgiving Holiday
 
Week 14
Dec. 1 21 MANAGEMENT IN A CHANGING WORLD
Organizational Changes and Innovations
Dec. 3 21
22
(continued)
Entrepreneurship and Small Business
Dec. 5 22 (continued)
Guest Speaker on Entrepreneurship
 
Week 15
Dec. 8   Field Trip to Messina Hof (optional) Tours are scheduled at 1:00 & 2:30 p.m.
[Redefined day; students attend Friday classes. Last day for students in good standing to change curriculum.]
Last day to submit Internet Guide to Management assignments, Service-Learning Project assignments (journals/final paper), and Management cases
Dec. 10-11   Reading Day, no class
 
Week 16
Dec. 15   FINAL EXAM (Chapters 15-18, 21-22)
8:00 - 10:00 a.m.
 
*Schedule subject to change as deemed necessary by instructor