Fall, 2001, Section 071                                         M 7:30 – 10:15, FH 3115


Joseph F. Michlitsch, Ph.D.                                 Office phone:     650-2708

Dept. of Management & Marketing                     Fax:                   650-2709

Box 1100, Founders Hall - 2127                         e-mail:     

Office time:  By appointment                                Internet:  


Purpose of course:


This is an introductory course in the art and science of management of organizations.  The overall focus of management is to determine the mission, or focus, of the organization.  Then, managers must guide the establishment of goals and strategies.  To be sure that goals and strategies are achieved, and that the mission is appropriate to begin with, managers must provide leadership, planning, organizing, and control of activities. 


Text and readings:


1.    Robbins, S. & Coulter, M.  (1999).  Management, 6th ed. (Upper Saddle River, NJ:    Prentice-Hall, Inc.).


2.    Various files are attached to this syllabus on my homepage and articles may be put on reserve in the library.  See the schedule for citations.




There will be three exams, as listed on the schedule.  They will consist of all, or mostly all, multiple-choice questions with the possibility of some essay-type questions.  The number and type of questions will be announced.  


The first two exams will cover only the material assigned and/or discussed during the related section of the course.  The final exam may be up to 20% comprehensive.  There are no make up exams except in extraordinary circumstances.  In that case, please notify me so that alternative arrangements can be made.   




There will be five unannounced quizzes throughout the semester.  Each quiz will have 10 multiple-choice questions.  A quiz will cover material assigned for that day and material discussed and/or assigned for the previous class day. 


There are three reasons for unannounced quizzes.  Two reasons are to encourage you to stay up to date and to attend class.  Both of these activities usually enhance learning.  The third reason for quizzes (announced or unannounced) is to give you some exposure to the type of questions that will appear on the exams.  This helps you to become familiar with the type of questions on the exams, 10 questions at a time.     


Allowing “make-ups” of unannounced quizzes would defeat the first two purposes of these quizzes.  Therefore, there will be no make-ups, except for reasons stated below.  Think about this when you decide to miss class. 


To allow for some flexibility, only the four best quiz grades will be used for the overall quiz grade.  Therefore, if you have an emergency or are traveling on “university business” and if you miss two or more quizzes, you may be allowed to make up quizzes to a total of four.  In these cases, please see me as soon as possible.


Grades and grading:


Multiple choice questions will usually have four or five responses from which to choose.  Responses to essay-type questions will be graded based upon the degree to which they address the question/issue and develop logical support for conclusions. 

Graded projects, relative weight in the course grade, and grading scale are:


Project   Weight   Grading Scale   
Exam #1  25%   A = 90 - 100%
Exam #2 25% B = 80 - 89%
Final Exam   25%  C = 70 - 79%
4 Quizzes  25%  D = 60 - 69%
E = 59% or less




To estimate your grade at any time:  First calculate the average of your quizzes.  Then average the quiz score with the score for as many tests as are completed.  Compare the result to the scale above.




I try to be very practical so I look on the class sessions as meetings and discussions amongst managers.  As such, I expect you and me to be at every class (every meeting called by your supervisor).  Normally, one does not miss these meetings without a “good” reason. 


Related to this perspective, please don’t ask me if it is OK with me if you skip class, or if I will “excuse” you.  It is never OK with me if you miss class and no, I won’t excuse you.  The foundation principles for this are that you and I have the right to decide what we are going to do and you and I are responsible for the consequences of our behavior.  Therefore, it is neither my prerogative nor responsibility to decide if you should be in class.  I can decide only for me.  If you decide to miss class, you have thereby agreed to accept the consequences. 




Cases, videos, and exercises will supplement lecture to provide tools for learning analytical thinking and discussion in class.  Questions from all of these things will be included in the tests and quizzes.


My approach:


I lay out an overall framework of what management is.  Then, I present the parts of management in more depth in a very application-oriented manner.  The goal of this approach is to make this class a very practical, useful course. 


Being application-oriented includes two very important things.  One is that I frequently add considerable information and thinking that leads to application.  The other is that I do not necessarily follow the book page-by-page.  This is very “real” since effective management requires good application and it certainly does not follow a book page-by-page. 


The point:  I am the primary source of information; the book is secondary.  You need to come to class to really engage in learning and improving your management skills and knowledge.  Of course, you must read the book also but just reading the book without “taking in” what goes on in class probably won’t do it.


So, test and quiz questions come mostly from class since most questions require application of concepts, theories, and tools.  And, yes, we are doing something important in class today.


Classroom etiquette: 


Remember, the class sessions simulate meetings and discussions among managers.  Also, treating others with respect helps build strong and more effective interactions between people.  So, please follow these:


·           Arrive on time.


·           No personal or private conversations.  Good communication and listening require that only one person can be speaking at a time.  If you would like to speak, I will gladly yield the floor to you, so long as you are discussing a relevant topic.


·           Keep walking in or out during class to a minimum.  If you become seriously ill, of course, please leave class and take care of yourself.  While you are enrolled in this class, attending class sessions (with appropriate outside-of-class preparation) is your job.


The above three points are based on respecting the rights of all of us to hear what is going on and to not be distracted.


·           Do ask questions and participate in discussions.


·           Do study hard and learn a lot.


·           Do have fun!? while you are doing a good job.


If you have questions or concerns, please see me or send an e-mail message.  I want to help you make this course useful, even interesting!


Check out some example multiple-choice questions here:  (Example)  If you are reading this from hard copy, go to this syllabus on my home page to see example multiple-choice questions.













Aug 20

Ch 1


Ch 2


Introduction, expectations.  Is management “common sense?” 

Defining management, evolution of management.  Always be ready to discuss the cases at the end of the chapters and parts of the book.










Aug 27

Ch 7, 8; SM 37, Scanning the environment.

Ch 3, pp. 90-102

Ch 4, SM 5, Cross-cultural differences.


Strategic planning, overall perspective,

mission.  Prepare to discuss “Making sweet music…,” p. 264.

Strategic planning, external, global environments, internal assessment.











Sept 3



Labor Day, no class.







Sept 10

Ch 8


Ch 7, 9, SM 39, Setting goals.


Strategic planning; business, corporate level strategy.

Planning tools.

Prepare to discuss “I can see clearly now…,” p. 231.







Sept 17

Ch 9, 6, SM 40, Solving problems….

Ch 5, pp. 158-172.


Planning tools, decision making.

Prepare to discuss “Nice pants,” p. 206.

Ethics.  Prepare to discuss “Being green,” p. 177.









Sept 24


Ch 10, SM 2, Acquiring power.


EXAM #1, first part of class.

Organization design.

Prepare to discuss “A laboratory in organization design,” p. 232.







Oct 1

Ch 10, SM 15, Delegating.

Ch 11, SM 17, Designing motivating jobs.


Organization structures.


Human resources.

Prepare to discuss “Dream team,” p. 374.











Oct 8

Ch 3, pp. 76-90, SM 34,’s culture.

Ch 13

Organization culture.


Human behavior.  Prepare to discuss

“Teaching an old dog.,” p. 444.








Oct 15

Ch 14

Group dynamics.  Prepare to discuss “Team adventures…,” p. 480.

Group decision making.








Oct 22

Ch 14, SM 13, Creating effective teams.

Ch 16, SM 9, Leadership style.

Managing teams, managing a meeting.



Leadership.  Prepare to discuss “Tribal leadership,” p. 548.










Oct 29

Ch 16, SM 11, Coaching.



EXAM #2, second part of class.






Nov 5

Ch 15


Prepare to discuss “Striking gold,” p. 516.






Nov 12

Schermerhorn, ch. 16 – on reserve in the library, SM4, Active Listening


Prepare to discuss The Performance Review, attached.








Nov 19


Thanksgiving Holiday






Nov 26

SM 32, Providing feedback

Notes, SM 30, Negotiating

Improving communication

Prepare “My door” case for discussion.

Conflict, negotiation










Dec 3

Ch 17, 19


Prepare to discuss “Royal success,” p. 578.

Prepare Coast Airlines case for discussion.








Dec 10


FINAL EXAM, 8:30 – 9:45 p.m.