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The mission of the Zicklin School of Business is to create and disseminate knowledge, to facilitate student learning, and to promote ethical business practices, while capitalizing on the School’s diversity and location in New York City.

COURSE SYLLABUS Part 1: Course Information General Course Information

Course Number/Section MGT 3120-ETRA Course Title Fundamentals of Management

Term Fall 2017 Days & Times Tue & Thurs 2:30pm – 3:45pm Location A- 17 Lex 4SO

Professor Contact Information

Professor Swazette Whitten Office Phone 646-312-3610 Other Phone 646-312-3621 Email Address swazette.whitten@baruch.cuny.eduOffice Location NVC 9-256H Office Hours 1:30 pm – 2:15 pm Tues & Thurs or by appt. Other Information

Course Coordinator Information

Course Coordinator C. Justice Tillman, Ed.D., Ph.D., SPHR, GPHR, SHRM-CP Office Phone 646-312-3638 Office Fax 646-312-3621 Other Phone N/A Email Address justice.tillman@baruch.cuny.edu Office Location VC 9.254

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Revised 05.07.17 Course Syllabus 2

Course Description

The objectives of this course include preparing potential managers, and enhancing the skills of existing managers, to deal with the changing demands of organizations in global environments. The emphasis will be on the management process and the roles and challenges of managers in managing a culturally diverse workforce, increasing ethical awareness and social responsiveness, developing commitments to quality and productivity, and developing decision and interpersonal team building skills. The course is designed to prepare you to be successful and competitive with others in a real world environment. In addition to mastering the core course materials, the goal is to increase your self-awareness and foster critical skills in order to help you plan your career in management (through self-assessments and developmental exercises), as well as to increase your ability to analyze, solve, and communicate your solutions to practical problems managers may face on the job (through assignments and in-class exercises).

Course Pre-requisites, Co-requisites, and/or Other Restrictions

Classes: None

Skills: “It is assumed that prior to enrolling in this course, you have been exposed to and are comfortable with your abilities in the following areas.”

Analytical Skills Students will possess the analytical and critical thinking skills to evaluate issues faced in business and professional careers.

Technological Skills Students will possess the necessary technological skills to analyze problems, develop solutions and convey information.

Communication Skills: Oral Students will have the necessary oral communication skills to convey ideas and information effectively and persuasively.

Communication Skills: Written Students will have the necessary written communication skills to convey ideas and information effectively and persuasively.

Civic Awareness and Ethical Decision- Making

Students will have the knowledge base and analytical skill to guide them when faced with ethical dilemmas in business. Students will have an awareness of political, civic and public policy issues affecting business.

Global Awareness Students will know how differences in perspectives and cultures affect business practices around the world.

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Revised 05.07.17 Course Syllabus 3

Learning Goals

The following two tables provide an overview of how course- and BBA learning

goals are integrated in this class.

BBA Learning Goals Significant Part of Course

Moderate Part of Course

Minimal Part of Course

Not Part of Course

Analytical Skills **

Technological Skills **

Communication Skills: Oral **

Communication Skills: Written **

Civic Awareness and Ethical Decision- Making

**

Global Awareness **

Assignments Course Learning Goals BBA Learning Goals

Course exams Demonstrate understanding of the major areas of management and how they are integrated with each other.

Analytical Skills

Civic Awareness and Ethical Decision-Making

Global Awareness

Written Communication Skills

Semester Self-Reflection Paper

Organize and communicate management theories and personal impact analysis in a concise and effective manner.

Analytical Skills

Communication Skills: Written

Connect SmartBook Assignments

Demonstrate understanding of the major areas of management and how they are integrated with each other.

Analytical Skills

Technological Skills

Civic Awareness and Ethical Decision Making

Global Awareness

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Revised 05.07.17 Course Syllabus 4

In-Class Weekly Assignments Demonstrate understanding of the major areas of management and how they are integrated with each other.

Analytical Skills

Civic Awareness and Ethical Decision Making

Communication Skills: Oral

Research Requirement Identify and explain the impact of your individual difference characteristics on managerial thought.

Analytical Skills

Civic Awareness and Ethical Decision-Making

Global Awareness

Weekly Readings Demonstrate understanding of the major areas of management and how they are integrated with each other.

Analytical Skills

Civic Awareness and Ethical Decision-Making

Global Awareness

Textbooks and Course Materials

Required Texts

Kinicki, A., & Williams, B. K. (2017) Management: A Practical Introduction (8th Ed). New York: McGraw-Hill. ISBN: 978-1-26-025745-8

McGraw-Hill Connect is an online assignment and assessment solution that connects you with the tools and resources you need to achieve success. Connect is designed to prepare you by enabling faster learning, more efficient studying, and higher retention of knowledge. Enhanced SmartBook: Complete with LearnSmart, SmartBook is an adaptive reading experience. The textbook is designed to help you as the student distinguish what you know from what you don’t while honing in on the concepts that are most likely to forget.

Other Readings None

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Revised 05.07.17 Course Syllabus 5

Required Online Resources Reviewing, studying, learning, and practicing course content requires use of a computer and an internet connection. Many activities and assignments that are an essential part of the learning experience (and your grade) also require online access. You will need access to your College-assigned email account. If you do not have regular access to a computer, please familiarize yourself with the resources available on campus. The instructor cannot grant extensions on assignments because of technology related issues that could have been addressed using resources available on campus.

Suggested Course Materials Suggested Readings/Texts

To enhance meaningful discussions, students are also encouraged to read current materials relevant to course objectives. For example, current newspapers (e.g. Wall Street Journal), journals and magazines (e.g. Business Week, Fortune, Harvard Business Review).

Suggested Materials Additional materials may be distributed in class (readings, exercises, etc) or available on connect.mheducation.com/connect.

Course Requirements

1. Internet connection (DSL, LAN, or cable connection desirable) 2. Access to connect.mheducation.com/connect

Course Structure

This course is designed to provide a thought-provoking learning experience, including but not limited to both face-to-face and online activities. Contact time will be divided in the following way: 85 % Face to Face 15 % Online Each week there will be readings from the text and/or articles/cases. There will be short power point presentation and/or audio/video lecture introducing the learning objectives, the readings/resources, and the activities/assignments that are due. I

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Revised 05.07.17 Course Syllabus 6

may also provide some audio/video presentations on topics that are important, but have not been discussed well in the book

Online sessions will be a blend of self-paced and group activities using McGraw- Hill Connect. Activities may consist of any/all of the following: interactive assignments, cases (written and/or video), chat, blogs, discussion forums, email, journaling, blogging, wikis, and web posting. Face-to-face sessions will be held on the Baruch College campus in A -17 Lex 4SO. To ensure a lively and relevant discussion, it is important that all assigned readings be done prior to class.

Connect Access

This course will have material delivered partially online through a course management system name McGraw-Hill Connect® Management.

To access this course on McGraw-Hill Connect® Management you will need access to the Internet and a supported Web browser (Chrome, Firefox, Internet Explorer, Safari). To ensure you are using a supported browser and have required plug-ins please run the Browser Checker from the Help link on the McGraw-Hill Connect® Management login page.

Technical Assistance If you need technical assistance at any time during the course or to report a problem with McGraw-Hill Connect® Management you can:

• Visit the McGraw-Hill Connect® Management Training and Support site http://www.mheducation.com/highered/platforms/connect/training-support- students.html

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Revised 05.07.17 Course Syllabus 7

Part 2: Course Objectives

Student Learning Objectives/Outcomes

Upon successful completion of this course, you will be able to:

1. Explain the role of managers. 2. Describe the skills needed to be a successful manager. 3. Recognize the importance and impact of ethical and unethical behavior in

organizations. 4. Describe the benefits and challenges of a diverse, global workforce. 5. Explain the advantages, disadvantages, and best practices of utilizing

teams within organizations. 6. Develop self-awareness and problem solving skills through the analysis of

organizational issues and challenges facing managers. 7. Analyze implications of management trends and popular management

programs in a global work environment.

You will meet the objectives listed above through a combination of the following activities in this course.

• You will be expected to fully participate in the weekly readings and show a mastery of this reading through participation in the classroom discussions.

• You will participate in a series of case analysis/discussions with other class members for the semester.

• You will meet face-to-face at designated times to take the course examinations.

Part 3: Assignments & Academic CalendarA Topics, Reading Assignments, Due Dates, Exam Dates Important note: Some of the chapters may extend past the date assigned. WK DATE DAY PREPARATION, ACTIVITIESB, AND EVALUATION

1 8/29 TUES

Preparation: Reading(s): Syllabus Chapter 1: The Exceptional Manager: What You Do, How You Do It – (SB)

Activities Connect:

• The Levels of Management – (CD) • Managerial Roles – (CD) • How Strong Is My Motivation to Lead? – (SA)

Evaluation:

• Pre-Class Quiz 1: Chapter 1

8/31 THUR

Preparation: Reading(s): Chapter 2: Management Theory: Essential Background for the Successful Manager – (SB)

Activities Connect:

• The Systems Viewpoint – (CD) • The Learning Organization – (CD)

Evaluation:

• Pre-Class Quiz 2: Chapter 2

2 9/5 TUES

Preparation: Reading(s): Chapter 2: Management Theory: Essential Background for the Successful Manager – (SB)

Activities Connect:

• The Systems Viewpoint – (CD) • The Learning Organization – (CD)

Evaluation: Pre-Class Quiz 2: Chapter 2

9/7 THUR

Preparation: Reading(s): Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities: Doing the Right Thing – (SB)

Activities Connect:

• How Organizations Can Promote Ethics – (CD) • Assessing My Perspective on Ethics – (SA)

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Revised 05.07.17 Course Syllabus 9

Evaluation:

• Pre-Class Quiz 3: Chapter 3

3 9/12 TUES

Preparation: Reading(s): Chapter 3: The Manager’s Changing Work Environment & Ethical Responsibilities: Doing the Right Thing – (SB)

Activities Connect:

• How Organizations Can Promote Ethics – (CD) • Assessing My Perspective on Ethics – (SA)

Evaluation:

• Pre-Class Quiz 3: Chapter 3

9/14 THUR

Preparation: Reading(s): Chapter 4: Global Management: Managing across Borders – (SB)

Activities Connect:

• Five Ways of Expanding Internationally – (CD) • The Successful International Manager – (CD) • Assessing Your Global Manager Potential – (SA)

Evaluation:

• Pre-Class Quiz 4: Chapter 4

4 9/19 TUES

CLASSES FOLLOW A THURSDAY SCHEDULE Preparation:

Reading(s): Chapter 4: Global Management: Managing across Borders – (SB)

Activities Connect:

• Five Ways of Expanding Internationally – (CD) • The Successful International Manager – (CD) • Assessing Your Global Manager Potential – (SA)

Evaluation:

• Pre-Class Quiz 4: Chapter 4 9/21 THUR NO CLASSES SCHEDULED

5 9/26 TUES

Preparation: Reading(s): Chapter 5: Planning: The Foundation of Successful Management – (SB)

Activities Connect:

• Levels of Management Planning – (CD) • SMART Goals – (CD)

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• Assessing Your Career Vision and Plan – (SA) Evaluation: Pre-Class Quiz 5: Chapter 5

9/28 THUR Evaluation: • Exam 1: Chapters 1, 2, 3, 4 & 5

6 10/3 TUES

Preparation: Reading(s): Chapter 6: Strategic Management: How Exceptional Managers Realize a Grand Design– (SB)

Activities Connect:

• Porter’s Four Competitive Strategies – (CD) • The Strategic Management Process – (CD) • Three Common Grand Strategies – (CD) • Assessing Strategic Thinking – (SA)

Evaluation:

• Pre-Class Quiz 6: Chapter 6

10/5 THUR

Preparation: Reading(s): Chapter 6: Strategic Management: How Exceptional Managers Realize a Grand Design– (SB)

Activities Connect:

• Porter’s Four Competitive Strategies – (CD) • The Strategic Management Process – (CD) • Three Common Grand Strategies – (CD) • Assessing Strategic Thinking – (SA)

Evaluation:

• Pre-Class Quiz 6: Chapter 6

7 10/10 TUES

Preparation: Reading(s): Chapter 7: Individual & Group Decision Making: How Managers Make Things Happen – (SB)

Activities Connect:

• Decision Making Biases – (CD) • Decision Making Styles – (CD)

Evaluation: Pre-Class Quiz 7: Chapter 7

10/12 THUR Preparation: Reading(s):

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Revised 05.07.17 Course Syllabus 11

Chapter 7: Individual & Group Decision Making: How Managers Make Things Happen – (SB)

Activities Connect:

• Decision Making Biases – (CD) • Decision Making Styles – (CD)

Evaluation: Pre-Class Quiz 7: Chapter 7

8 10/17 TUES

Preparation: Reading(s): Chapter 8: Organizational Culture, Structure, & Design: Building Blocks of the Organization – (SB)

Activities Connect:

• Four Types of Organizational Culture – (CD) • Organizational Design – Traditional Structures – (CD) • Assessing Your Preferred Type of Organizational Culture – (SA)

Evaluation: Pre-Class Quiz 8: Chapter 8

10/19 THUR

Preparation: Reading(s): Chapter 8: Organizational Culture, Structure, & Design: Building Blocks of the Organization – (SB)

Activities Connect:

• Four Types of Organizational Culture – (CD) • Organizational Design – Traditional Structures – (CD) • Assessing Your Preferred Type of Organizational Culture – (SA)

Evaluation: Pre-Class Quiz 8: Chapter 8

9 10/24 TUES

Preparation: Reading(s): Chapter 9: Human Resource Management: Getting the Right People for Managerial Success– (SB)

Activities Connect: • Four Kinds of Workplace Agreements – (CD) • Employee Protection Laws – (CD) • Assessing the Quality of HR Practices – (SA)

Evaluation:

• Pre-Class Quiz 9: Chapter 9

10/26 THUR Preparation:

Reading(s): Chapter 9: Human Resource Management: Getting the Right

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People for Managerial Success– (SB)

Activities Connect: • Four Kinds of Workplace Agreements – (CD) • Employee Protection Laws – (CD) • Assessing the Quality of HR Practices – (SA)

Evaluation:

• Pre-Class Quiz 9: Chapter 9

10 10/31 TUES

Preparation: Reading(s): Chapter 10: Organizational Change & Innovation: Lifelong Challenges for the Exceptional Manager – (SB)

Activities Connect:

• Forces for Change – (CD) • Seeds of Innovation – (CD) • Assessing Your Attitude Toward Change at Work – (SA)

Evaluation:

• Pre-Class Quiz 10: Chapter 10

11/2 THURS Evaluation:

• Exam 2: Chapters 6, 7, 8, 9 & 10

11 11/7 TUES

Preparation: Reading(s): Chapter 11: Managing Individual Differences & Behavior: Supervising People as People – (SB)

Activities Connect:

• Big 5 Personality Traits – (CD) • Core Self-Evaluations – (CD) • The New Diversified Workforce – (CD) • Where Do You Stand on the Big Five Dimensions of Personality?

– (SA) Evaluation:

• Pre-Class Quiz 11: Chapter 11

11/9 THURS

Preparation: Reading(s): Chapter 12: Motivating Employees: Achieving Superior Performance in the Workplace– (SB)

Activities Connect:

• Expectancy Theory – (CD) • Maslow’s Hierarchy of Needs – (CD)

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Revised 05.07.17 Course Syllabus 13

• Equity Theory – (CD) • Assessing Your Acquired Needs – (SA)

Evaluation: Pre-Class Quiz 12: Chapter 12

12 11/14 TUES

Preparation: Reading(s): Chapter 12: Motivating Employees: Achieving Superior Performance in the Workplace– (SB) Chapter 13: Groups & Teams: Increasing Cooperation, Reducing Conflict – (SB)

Activities Connect:

• Expectancy Theory – (CD) • Maslow’s Hierarchy of Needs – (CD) • Equity Theory – (CD) • Assessing Your Acquired Needs – (SA)

• Five Conflict Handling Styles – (CD) • Five Stages of Group Development – (CD) • Assessing Your Attitudes Towards Teamwork – (SA)

Evaluation:

Pre-Class Quiz 12: Chapter 12 • Pre-Class Quiz 13: Chapter 13

11/16 THURS

Preparation: Reading(s): Chapter 13: Groups & Teams: Increasing Cooperation, Reducing Conflict – (SB)

Activities Connect:

• Five Conflict Handling Styles – (CD) • Five Stages of Group Development – (CD) • Assessing Your Attitudes Towards Teamwork – (SA)

Evaluation:

Pre-Class Quiz 13: Chapter 13

13 11/21 TUES

Preparation: Reading(s): Chapter 13: Groups & Teams: Increasing Cooperation, Reducing Conflict – (SB)

Activities Connect:

• Five Conflict Handling Styles – (CD) • Five Stages of Group Development – (CD) • Assessing Your Attitudes Towards Teamwork – (SA)

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Revised 05.07.17 Course Syllabus 14

Evaluation: Pre-Class Quiz 13: Chapter 13

11/23 THURS NO CLASSES HAPPY THANKSGIVING

14 11/28 TUES

Preparation: Reading(s): Chapter 14: Power, Influence, & Leadership: From Becoming a Manager to Becoming a Leader – (SB)

Activities Connect:

• Five Sources of Power – (CD) • Nine Generic Influence Tactics – (CD) • Assessing Your Readiness to Assume the Leadership Role – (SA)

Evaluation:

• Pre-Class Quiz 14: Chapter 14

11/30 THURS

Preparation: Reading(s): Chapter 14: Power, Influence, & Leadership: From Becoming a Manager to Becoming a Leader – (SB)

Activities Connect:

• Five Sources of Power – (CD) • Nine Generic Influence Tactics – (CD) • Assessing Your Readiness to Assume the Leadership Role – (SA)

Evaluation:

• Pre-Class Quiz 14: Chapter 14 • SELF-REFLECTION PAPER DUE BY 11:59 PM

15 12/5 TUES

Preparation: Reading(s): Chapter 15: Interpersonal & Organizational Communication: Mastering the Exchange of Information– (SB)

Activities Connect:

• Communication in the Information Age – (DD) • Communication Media Richness – (TL) • Assessing Your Communication Competence (SA)

Evaluation:

• Pre-Class Quiz 15: Chapter 15 •

12/7 THURS Preparation:

Reading(s): Chapter 15: Interpersonal & Organizational Communication:

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Revised 05.07.17 Course Syllabus 15

Mastering the Exchange of Information– (SB) Activities Connect:

• Communication in the Information Age – (DD) • Communication Media Richness – (TL) • Assessing Your Communication Competence (SA)

Evaluation:

• Pre-Class Quiz 15: Chapter 15 •

16 12/12 TUES

Preparation: Reading(s): Chapter 16: Control Systems & Quality Management: Techniques for Enhancing Organizational Effectiveness – (SB)

Activities Connect:

• The Balanced Scorecard (DD) • Steps in the Control Process (DD) • Assessing the Innovation and Learning Perspective of the

Balanced Scorecard (SA) Evaluation:

• Pre-Class Quiz 16: Chapter 16

12/19 TUES • FINAL EXAM (Chapters 11, 12, 13, 14, 15 & 16) • Final Exam Schedule @ 3:30 pm – 5:30 pm

A Every attempt will be made to follow the course schedule, however, due to unforeseen factors, assignments may be slightly amended. Any necessary changes will be announced in class. B Connect Activity Key: SB SmartBook Achieve CA Case Analysis CD Drag and Drop VC Video Case SA Self-Assessment Part 4: Grading Policy Graded Course Activities

Performance Evaluation Percentage Exams 55% Quizzes 20% Assignments/Connect 10% Attendance/Participation 5% Self-Reflection paper 10% Research Requirement +Letter Grade

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TOTAL 100%

a Anyone feeling that a dispute exists after the grading of any assignment or exam may submit a written grievance. This grievance should identify the item in dispute and arguments supporting the student’s position. Successful arguments typically use supporting documentation (e.g., cites from the text) and make their arguments based upon course content. Grievances must be submitted in writing in the class following the return of the assignment. The instructor agrees to return a written response to the student’s grievance within one class period from receipt of the grievance.

Text Readings: It is your responsibility to read the text as you will be tested on the materials covered in your textbook. However, during each class period, we will discuss issues related to the text materials and you will have ample opportunities to ask questions and clarify concepts, theories, and topics during the class period. As a result, be sure to read the chapters before the class in which they are scheduled to be discussed. Since a large portion of the class time will be devoted to discussion, participation by every class member in all discussions is valued. I will expect you to come to class with a thorough understanding of the important issues in each assigned reading.

Superficial skimming of the chapters and reading assignments before walking into class will not be sufficient. On the days that lectures are assigned, I will expect you to have formulated answers to the questions at the end of the respective chapter. If class participation is poor, I reserve the right to give quizzes or require article summaries/case write-ups. Any videos used in class are considered cases.

Exams: (55%). Each exam will be administered face-to-face and test your knowledge of the chapters covered prior to the exam as well as class discussions, information from any articles read prior to the exam, and information presented by any guest speakers/videos or other appropriate media. Although not specifically cumulative, you may need to know concepts from previous chapters in order to answer questions in successive chapters. The exam could include a combination of MC, T/F and short-answer questions showing your command of the course concepts and your ability to integrate information. NO MAKE UP EXAM WILL BE GIVEN. The exams are closed book/closed notes.

Quizzes (20%). You will have an online Quiz for each chapter covered in the course. The quizzes will test your knowledge of the reading in each chapter.

Assignments/Connect (10%). You will have relevant Connect activities that need to be completed on a weekly basis. The activities are found on the McGraw-Hill Connect website, for which you need to register at the beginning of the semester.

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Revised 05.07.17 Course Syllabus 17

The types of activities that may be assigned each week may vary. In addition to these Connect activities, I may assign you activities to complete online and or in class to submit. These assignments may or may not be listed on the syllabus. These assignments will be given a specific due date. No late assignments will be accepted. Attendance/Participation (5%). Meticulous attendance records are kept. Also, chronic tardiness is considered disruptive to the learning environment and it will negatively impact the student’s grades. Every (2) incidents of a tardy will be calculated as (1) absence. Absences will be graded in the following manner. 0 – 2 absences = 100 points; 3 absences = 70 points; 4 absences = 30 points; 5 absences or more = 0 points. Students who are representing the university in an official capacity (athletes, musicians, etc.) must notify the instructor in writing AT LEAST one week in advance of each absence. Your participation is essential to the success of this class. I define participation as more than attending class and asking an occasional question. Full participation consists of demonstrating that you are prepared for class (i.e., that you have read the assignment, completed individual assessments as assigned, and thought about the issues raised), asking thoughtful questions, responding respectfully to your peers, and engaging productively in all class exercises (including small group discussions). You will be called on to participate in class, and your preparation will influence your class grade.

A final word of encouragement: While showing up physically at work (and for class) is a basic requirement of employment (and of this class), it is not sufficient for success. Participation means asking questions, giving examples, and providing answers, analysis and informed opinions. Consider the classroom a safe place to practice these skills and behaviors. Therefore the participation portion of your grade will be evaluated based on the following criteria:

• Quality of your contributions to our class discussions. • Engagement in-group activities. • Demonstrated active listening during the class (e.g., no disruptive chatting,

texting, etc.) • Preparedness (e.g., read assigned readings) • Utilization of the McGraw-Hill SmartBook platform. Guidance will be

given on the first day of the class.

Your utilization of SmartBook will not only assist you in learning the material, but will also assist me in tracking your progress and ensuring your success in the course. Therefore, failure to utilize SmartBook will adversely affect your participation grade.

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Revised 05.07.17 Course Syllabus 18

Self Reflection Paper: (10%). The objective of the paper is for you to gain an understanding of your strengths and weaknesses as a manager and employee, so that you may understand your own behavior. Throughout the semester you will complete various self-assessment exercises, which are developed by behavioral researchers to test your skills, abilities, and interests. The exercises include but are not limited to the following and can be found on McGraw-Hill Connect.

o Assessing Your Motivation to Lead- Ch. 1 o Assessing Your Ethical Ideology- Ch. 3 o Assessing My Perspective on Ethics- Ch. 3 o Assessing Your Global Manager Potential- Ch. 4 o Assessing Strategic Thinking- Ch. 6 o Assessing Your Problem Solving Potential- Ch. 7 o Assessing Your Acquired Needs- Ch. 12 o Assessing Your Attitudes Towards Teamwork- Ch. 13 o Assessing Your Readiness to Assume the Leadership Role- Ch. 14

Write and submit a 3 – 5 page paper, which should be in APA format (Times New Roman, size 12, double-spaced and all necessary citations with reference page) of what you learned about yourself from the result of the tests and the course. No need to submit the original tests and results. Please note, any self-reflection papers that do not meet the assignment instructions will receive an automatic 10% deduction. Your outline should focus on the following questions:

o What are my strengths? How will these strengths help me manage and work with others more successfully?

o What are my weaknesses? How will these weaknesses, if not improved upon, get in my way of success?

o What was I most surprised about in taking these assessments and why? What did I learn about myself that I did not know before taking the assessments?

o How can I use this information going forward? Research Requirement: (%) You will need to earn 2 credits from out of class research-based assignments. The purpose of these assignments is to provide the student experience with the methodology of management research. There are two options for completing these assignments and you may complete the required credits through a combination of the options.

1) You may volunteer to participate in management studies (1 hour of participation = 1 credit). You can sign up for studies which range from 30 minutes to 2 hours on the SONA website (http://baruch.sona-systems.com/). Your password for the system will be emailed to your Baruch account within 2 weeks of the start of class. Please note that this password will change each semester. You must be at least 18 years of age to participate in a study. When signing up for studies, please remember:

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a. to print the page with the name/date/place/time of the study and the experimenter’s name (keep this information until the end of the semester);

b. to cancel though the website before the scheduled time to cancel if you cannot make the study.

If you forget your password, go to http://baruch.sona-systems.com/ and use the password recovery link. If you have any disputes about your participation in a study, you should contact the experimenter directly. According to the ethical guidelines, participation is voluntary and individuals may withdraw from a study, at any time, without penalty to that individual.

2) You may review a research article. Each article you review is worth 1 credit and should be emailed as a Word document to managementresearch@baruch.cuny.edu by the last class meeting (not including the final exam period). You can choose among the following journals (all of which are available through the library’s webpage): Organizational Behavior and Human Decision Processes, Journal of Applied Psychology, Academy of Management Journal, Administrative Science Quarterly, Journal of International Business Studies, and Strategic Management Journal and write a review of an article published in that journal. You can choose among all of these journals for as long as they have existed, and pick the articles that interest you. Your review must answer the following six questions:

a. What was the major purpose or problem described in the article? b. What were the hypotheses and research questions? c. What type of sample was used in the study/studies reported in this

article? (for example, who were the participants; where did the data come from)

d. What types of methods were used in the study/studies reported in this article? (for example, questionnaires, observations, interviews, experimental manipulations, etc.)

e. What were the results of the study/studies reported in this article? What were the conclusions of the authors?

f. What is your opinion or reaction to this article and the research reported in it? Why?

Credits earned for other courses in Psychology, Marketing, or other departments cannot be applied to the Management Department requirement.

If you have any questions, please feel free to email the Research Requirement Director at managementresearch@baruch.cuny.edu.

Letter Grade Assignment Grades for the course will be solely based on performance, and will not be inflated. Therefore, the standard meanings of grades (i.e., A=excellent 90.0 -100.00%, B=good 80.0 – 89.99%, C=fair (i.e. average or adequate 70.0 – 79.99%, F=failure or unworthy of credit 59.99% and below) hold for this course. Superior essays, exams, etc., are those that not only identify issues associated with course concepts, but demonstrate a high level of integration and application of those concepts. To determine one’s final course numeric

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performance, I will average the total number of points a student has received divided by the total number of points available. Your final grade will be determined according to school policy as follows:

LETTER GRADE

PERCENTAGE SCORE

GRADE POINT

PERFORMANCE

A 93.0 – 100.0% 4.0 EXCELLENT WORK A- 90.0 – 92.99% 3.7 NEARLY EXCELLENT WORK B+ 87.0 – 89.99% 3.3 VERY GOOD WORK B 83.0 – 86.99% 3.0 GOOD WORK B- 80.0 – 82.99% 2.7 MOSTLY GOOD WORK C+ 77.0 – 79.99% 2.3 ABOVE AVERAGE WORK C 73.0 – 76.99% 2.0 AVERAGE WORK C- 70.0 – 72.99% 1.7 MOSTLY AVERAGE WORK D+ 67.0 – 69.99% 1.3 BELOW AVERAGE WORK D 60.0 – 66.99% 1.0 POOR WORK F LESS THAN

59.99% .00 FAILING WORK

Part 5: Course Policies Build Rapport

If you find that you have any trouble keeping up with assignments or other aspects of the course, make sure you let instructor know as early as possible. As you will find, building rapport and effective relationship are key to becoming an effective professional. Make sure that you are proactive in informing your instructor when difficulties arise during the semester so that a solution might be sought.

Complete Assignments

All assignments with more than one page must be either stapled, or paper clipped. Papers which are folded over or corners torn to keep pages together are NOT acceptable and you will receive a zero for the assignment if you hand it in in this fashion. All assignments should also be typed (double-spaced), using 12-point Times New Roman font type. All necessary citations should be included using APA Format and Style. Assignments that do not meet this requirement or those that do not follow an assignment’s instructions will receive an automatic 10% deduction. All assignments are collected at the beginning of the class in which

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they are due. Assignments that are handed in after they’ve been collected will be considered late. No late assignments will be accepted.

Writing Skills

If you need help with grammar, writing style, etc., please make an appointment at the Baruch College Writing Center. The lab consultants will help you clean up and polish your written work, and in the process, help you improve your grammar and writing style. Please note that points will be taken off for grammar and spelling mistakes. Poor writing skills will hurt you on the job as well as in the classroom. KEY: Do not hand in your first draft of any paper. Let it sit for a day or two, then go over it again and again. Then share it with your teammates. Do not expect them to edit your grammar. For an excellent (and funny) guide to better English usage, I highly recommend that you buy the following book: Woe Is I: The Grammarphobe’s Guide to Better English in Plain English, by Patricia T. O’Conner (1998 or 2003 edition). You can buy the older version for less than $10 at amazon.com or barnesandnoble.com. One reviewer called it “the best primer on English usage to come along since Strunk and White’s The Elements of Style.”

Student Conduct & Discipline

Baruch College and the City University of New York system have rules and regulations for the orderly and efficient conduct of their business. It is the responsibility of each student and each student organization to be knowledgeable about the rules and regulations which govern student conduct and activities.

http://www.baruch.cuny.edu/studentaffairs/StudentLife/handbook/articlexv.htm

Academic Integrity

The faculty and administration of the City University of New York, Baruch College, and the Zicklin School of Business expect from students a high level of responsibility and academic honesty. Because the value of an academic degree depends upon the absolute integrity of the work done by the student for that degree, it is imperative that students demonstrate a high standard of individual honor in his or her scholastic work. We want to establish a reputation for the honorable behavior of our graduates, which extends throughout their careers. Both your individual reputation and the school’s reputation matter to your success. Thus, all students are subject to the Academic Honesty Policy set forth in the student handbook.

I fully support Baruch College’s policy on Academic Honesty. Academic sanctions in this class will range from an F on the assignment to an F in this

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course. A report of suspected academic dishonesty will be sent to the Office of the Dean of Students.

The Baruch College website lists important information for students about the consequences of academic dishonesty.

http://www.baruch.cuny.edu/academic/academic_honesty.html

Copyright Notice

The copyright law of the United States (Title 17, United States Code) governs the making of photocopies or other reproductions of copyrighted materials, including music and software. Copying, displaying, reproducing, or distributing copyrighted works may infringe the copyright owner’s rights and such infringement is subject to appropriate disciplinary action as well as criminal penalties provided by federal law. Usage of such material is only appropriate when that usage constitutes “fair use” under the Copyright Act. As a Baruch College student, you are required to follow the institution’s copyright policy. For more information, see http://guides.newman.baruch.cuny.edu/copyright

Email Use

Your professor and Baruch College recognize the value and efficiency of communication between faculty/staff and students through electronic mail. At the same time, email raises some issues concerning security and the identity of each individual in an email exchange. As such, I will only engage in official student email correspondence to a student’s Baruch College email address and I will only consider email from students official only if it originates from a Baruch College student account. This allows me to maintain a high degree of confidence in the identity of all individual corresponding and the security of the transmitted information. Baruch College furnishes each student with a free email account that is to be used in all communication with university personnel. Students will need to contact the Baruch Computing and Technology Center (BCTC) about information regarding forwarding of email to other accounts.

Withdrawal from Class

The administration of this institution has set deadlines for withdrawal of any college-level courses. These dates and times are published in that semester’s course catalog/academic calendar. Administration procedures must be followed. It is the student’s responsibility to handle withdrawal requirements from any class. In other words, I will not drop or withdraw any student. You must do the proper paperwork to ensure that you will not receive a final grade of “F” in the course if you choose not to attend the class once you are enrolled.

Student Grievance Procedures

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The University has prepared a set of guidelines on this topic. It was widely circulated for discussion and went through numerous revisions. At a public hearing on January 22, 2007, more than 80 people spoke regarding this policy, including faculty, students, staff, provosts, and college presidents. As a result of that hearing, the policy was further revised, distributed to the Board of Trustees, and approved with an effective date of February 1, 2007. http://www.baruch.cuny.edu/facultyhandbook/StudentComplaintProcedures.htm

Disability Services

Baruch College does not discriminate on the basis of disability in the admission and retention of students. Under the Americans with Disabilities Act of 1990 and Section 504 of the rehabilitation Act of 1973, qualified persons with disabilities are entitled to reasonable accommodations to achieve nondiscriminatory access to programs, services, and activities of Baruch College. A disability is any physical or mental impairment that substantially limits one or more major life activities. To discuss your needs please schedule an appointment with Barbara Sirois, Director, Office of Services for Students with disabilities, (55 Lexington Avenue Room 2- 271; 646 312-4590). Confidentiality is subject to the Family Educational Rights and Privacy Act of 1974 (FERPA). Students who have questions on services and accommodations should logon to www.baruch.cuny.edu/studentaffairs/disabilityservices. The list of ―Frequently Asked Questionsǁ (FAQ) is provided on the website, and is designed to answer many of your questions about accommodations and services provided by our office.

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