Monday, September 19, 2005

Test Tomorrow

I hope you all had a good, relaxing weekend. Some of you have asked if you could create charts to answer test questions. That is great, but remember you may need to provide some narrative information to completely answer the questions.

Sunday, September 11, 2005


The homework I have received looks good. When including questions, you do not need to include the survey questions, just the narritive question and answers. Please be careful to answer th questions in their entirety and use proper grammar.

Wednesday, September 07, 2005


Jody L Jones
Study Guide

This study guide contains questions that you should know the answers to when you come to take your exam. Most exam questions will be taken directly from this study guide. If you know the answers to the following questions, you will be prepared for the exam.

Chapter 1

1. Briefly describe the process of management.
2. The United States was competing in the 1960's to be the first nation to land a man on the moon and return him safely to earth. Analyze this competition in terms of efficiency and effectiveness from the point of view of the United States.
3. Describe the skills necessary for performing a manager's job. Provide examples of each.
4. Why are conceptual skills most important for top managers?
5. Briefly discuss the relationship between management skills and management level.
6. What are technical skills? At what level are they most important and why?
7. Describe the three categories of managerial roles and explain how they differ.

Chapter 2

1. Identify and briefly describe the interacting elements in a learning organization.
2. Discuss the advantages and disadvantages of Taylor's Scientific Management.
3. The writings of Fayol, Taylor, and Weber provide the foundation for modern management. Identify the school of thought associated with each writer and compare the focus that each writer takes in relation to the organization.
4. Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of these studies.
5. Briefly describe systems theory, including synergy and negative entropy.
6. Discuss the differences between the case view, the universalist view, and the contingency view.
7. What are the three important adjustments that need to be to create a learning organization in order to promote continuous learning? Why is each important?

Chapter 3

1. Define the external organizational environment. List the four things this environment includes that could influence an organization.
2. Name the five dimensions of the general environment and describe each dimension.
3. Briefly describe the task environment and its four primary sectors
4. Based on the model in the text, discuss the relationship between external environmental characteristics and uncertainty.
5. Discuss the different levels of culture.
6. What are the two types of heroes? Give at least one example of each and why the examples are heroes.
7. List the four categories of culture and describe what kind of environments each fit best in.
8. Briefly discuss the two key areas that cultural leaders influence culture.

Chapter 4

1. Describe the four stages of globalization with specific reference to strategic orientation, stage of development, cultural sensitivity, and manager assumptions.
2. Identify and briefly explain at least two key factors in economic, sociocultural and political-legal environments that affect an organization.
3. Describe GATT and the World Trade Organization.
4. Explain NAFTA.
5. Briefly explain the difference between high power distance and low power distance.
6. Briefly describe the social characteristic of ethnocentrism and explain how this can have an impact on the success of an international manager.
7. What is global outsourcing? Identify a unique variation of global outsourcing.

Chapter 5
1. Compare and contrast the utilitarian approach with the moral-rights approach to ethical decision making.
2. The criteria of corporate social responsibility suggest that economic responsibilities are of the
greatest magnitude, followed by legal, ethical, and discretionary responsibilities. Do you agree?
3. which do you think would be more effective for shaping long-term ethical behavior in organizations:
A written code of ethics combined with ethics training or strong ethical leadership? Why?

Chapter 6

1. Name and describe the five different categories of small business owners.
2. Identify and describe the reasons why small business is such a dynamic part of today’s economy.
3. Briefly define and compare internal and external locus of control.
4. What is tolerance for ambiguity? Why is it an important trait?
5. Name five of the ten characteristics of a successful business plan.
6. Define a corporation and briefly discuss the primary advantages and disadvantages of forming a corporation.
7. What is the fundamental difference between the suppliers of debt and equity financing?

Chapter 7

1. In what ways do plans and goals benefit an organization?
2. Compare the four levels of goals and plans.
3. Briefly define the characteristics of an effective goal.
4. List and define the four major activities that must occur in order for management by objectives (MBO) to succeed.
5. Define the new planning paradigm and explain the rationale behind it.

Chapter 8

1. Briefly explain the three grand strategies for domestic operations.
2. Name and describe the three types of global strategies.
3. Compare and contrast the three levels of strategy in an organization.
4. In order for companies to remain competitive, their strategies must focus on three things. Describe these three focuses.
5. Differentiate between strategy formulation and strategy implementation.
6. Briefly describe the Boston Consulting Group matrix, including its dimensions, quadrants, and strategic recommendations.
7. Briefly discuss Porter's three competitive strategies.

Chapter 9

1. Explain the difference between programmed and nonprogrammed decisions and give an example of each.
2. Compare decision conditions of certainty, risk, uncertainty, and ambiguity.
3. Briefly describe the assumptions underlying the classical model of decision making.
4. Explain the four underlying assumptions of the classical model.
5. List and describe the four basic assumptions of the political model.
6. What are the six steps in the managerial decision making process?

Chapter 10

1. Compare and contrast authority, responsibility, accountability, and delegation.
2. Briefly explain the concept of line and staff departments and authority.
3. List the factors that are associated with less supervisor involvement and thus larger spans of control.
4. Define span of management and explain if there is an ideal span of management.
5. Identify the three factors that typically influence centralization versus decentralization.
6. What is the horizontal matrix approach to departmentalization and what are its main advantages?
7. What is(are) the difference(s) between cross-functional and permanent teams?
8. Describe reengineering and what it involves.

Chapter 11

1. Describe the four characteristics of creative people and organizations.
2. Describe the tactics for overcoming resistance to change.
3. What is organizational change and what are the four major types of change?
4. Jim Read, the president of Read Corporation, says, "When my employees make mistakes trying to improve something, I give them a round of applause." What is the underlying logic of this statement and what value does it produce?
5. Name and briefly describe the four roles in organizational change.
6. Explain the concept of force field analysis.
7. Explain the horizontal linkage model.

Chapter 12

1. Explain the role of human resource management in organizational strategic planning.
2. Describe the tools managers use to recruit and select employees.
3. Describe federal legislation and societal trends that influence human resource management.
4. Describe how organizations maintain a workforce through the administration of wages and salaries, benefits, and terminations.

Chapter 13

1. Discuss the challenges of managing a diverse workforce.
2. Define the importance of multicultural teams and employee network groups for today’s globally diverse workforce.
3. What is the glass ceiling? Why has it been such a barrier for women and minorities?
4. What is monoculture?

Chapter 14

1. Describe the different components of attitude using an example.
2. Define perceptual selectivity. Briefly explain the characteristics of the stimuli and the perceiver that affect this process.
3. Briefly describe the perception process.
4. Describe any three common perceptual distortions that managers make. Give an example of each.
5. Describe the three factors that influence whether an attribution will be external or internal.
6. Explain the Big Five personality factors. Are these applicable in an international context?
7. What are the five components of emotional intelligence? Explain.

Chapter 15

1. What are the five bases of power and which one is generally the most expensive to use?
2. Explain the difference(s) between an autocratic and democratic leader.
3. What is the basic difference between consideration behavior and initiating structure behavior?
4. What three factors combine to create the situation in Leadership Contingency Theory and what combination of the three best matches a low LPC style? Explain.
5. Describe the three situational elements under Fiedler’s Contingency Theory that can be described as either favorable or unfavorable.
6. According to the path-goal theory of leadership, one of the leader's roles is to increase rewards. Briefly explain this role.
7. Differentiate between a substitute and a neutralizer.
8. Distinguish between charismatic and transformational leadership.

Chapter 16

1. Differentiate between intrinsic and extrinsic rewards.
2. Briefly describe Maslow's hierarchy of needs theory.
3. Compare the five groups of needs in Maslow's theory with the three groups of needs in Alderfer's ERG theory.
4. In David McClelland's acquired needs theory, what are the three acquired needs most commonly discussed and which is/are not dependent on relationships with other people?
5. Briefly explain expectancy theory.
6. Explain employee growth-need strength and its relationship to the job characteristics model.

Chapter 17

1. Describe the four models of organizational communication.
2. Name four different communication channels. Give examples of each, and list strengths and weaknesses.
3. What are the barriers to communication? Give examples of each, and methods to decrease these barriers.

Chapter 18

1. What are the three key components of the author's definition of a team?
2. Discuss the differences between groups and teams.
3. Describe the three types of formal teams.
4. What are self-directed teams? Briefly discuss three characteristics or elements of self-directed teams.
5. Describe the stages of team development.
6. Briefly discuss the various styles that can be used to handle conflict.
7. List and briefly discuss the potential costs of teams.

Chapter 19

1. In terms of time horizon, there are three options for organizational control focus. One is feedback control. Name the other two and briefly compare each of the three.
2. Identify and briefly describe the four steps of the feedback control model.
3. Describe the difference between a balance sheet and an income statement.
4. Identify and briefly describe each of the common financial ratios addressed in your text.
5. In a TQM program, what is benchmarking?
6. Compare bureaucratic control with decentralized control.
7. What are the positive and negative factors associated with TQM.

Chapter 21

1. What is operations management?
2. What is the difference between a manufacturing and service organization? Give examples of each.
3. Describe the four common systems for manufacturing layout.
4. What are the three components of inventory? Describe the role of each.
5. Compare and contrast just in time inventory, lean manufacturing, and their roles in improving productivity.



2201 S. Silver Lake Road
Bartlesville, OK 74006
FAX 918-335-6258


MGMT 3313
Fall 2005


This course is a study of the evolution of management from scientific management to contingency theory with special emphasis on planning, organizing, leading, and controlling. The process of management is emphasized as well as management objectives and ethics and decision-making. (Fall)


By the time that you have successfully completed this course, you will:

1) Have a solid understanding of the field of management, including managing the environment, strategic decision-making, organizing, leading, and controlling and evaluating.
2) Be able to demonstrate increased competency in the following areas:
a) Communication
b) Planning and Administration
c) Teamwork
d) Strategic Action
e) Global Awareness
f) Self-Management
3) Have a solid understanding of the following topic areas:
a) Managing in a dynamic environment
b) The evolution of management thought
c) Environmental forces
d) Entrepreneurship and small business
e) Ethics and social responsibility
f) Planning
g) Strategic decision making
h) Organizational design
i) Human resource management
j) Innovation and change
k) Motivation
l) Leadership
m) Communication
n) Groups and teams
o) Organizational cultures
p) Information management


Professor: Jody L Jones, AGS Director of Enrollment Services
Office: Tulsa Office
Telephone: 918-728-6144 (O), 918-636-0436 (C)
Office Hours: M - F 9:00 – 5:pm, Tuesdays and Thursdays in Bartlesville until 3:00
Class Time/Place T & TH 8:00 – 9:15pm, S107


Required Materials

Daft, R. (2003). Management, (7th ed.). Mason, OH: Thomson South-Western. ISBN 0-03-035138-3.

Perrin, R. (2005). Pocket Guide to APA Style. Boston, MA: Houghton Mifflin.


Exam #1 100 points
Exam #2 100 points
Final Exam 100 points
Case Study Presentation 50 points
Homework Assignments 150 points
Class Participation/Attendance 75 points

TOTAL 575 points

Grades are assigned on the basis of total points earned:

Total Points Earned
Course Grade
518 and up
A- or A
B-, B, or B+
C-, C, or C+
D-, D, or D+
344 or less


Realizing civic responsibility is critical to making a difference in the world. Students may receive 10 bonus points for voting in local, state or national elections as they come up throughout the semester. There can either be here, or from the student’s place of residence. In order to provide proof, students must submit a copy of a valid voter registration card as well at a signed proof of voting or absentee ballot. Please cop[y absentee ballots prior to voting.

Students may also receive 2 bonus points for every 1 hour of community service. Community service hours must be verifiable. These may be completed individually or as a group.

Students may receive no more than 40 extra credit points.


Late Tests: If for any reason you are unable to take an exam when it is regularly scheduled, you must clear the absence in advance with the professor; otherwise, if permission is given for you to take the exam, it will be graded out of 60% of the possible points. The difficulty level of make-up exams may be higher than that of the regularly-scheduled exam. Permission to take a late exam is totally within the purview of the professor.

Late Assignments: Assignments are due when scheduled. Even if you have been excused from the class, the assignment is still due when scheduled, and must be turned in at or before that time to receive full credit. Late assignments will not be accepted.


This is a discussion-oriented course, and class participation is an important part of the evaluation scheme. Regular class attendance is necessary for you to receive maximum benefit from the course. Students are expected to attend all class sessions. Irresponsible attendance habits will negatively affect your grade. There are no “free cuts.” Each student is responsible for signing the role sheet each day.

If you must miss class for a legitimate reason, such as for an administrative or medical reason, you should contact the professor prior to the absence for your absence to be excused. Upon your return, be prepared to present the professor with an appropriate written excuse (a doctor's note or an administrative excuse). A small number of excused absences will have only a minor impact on your class participation score. Unexcused absences, however, will have a major impact on your class participation score. Excessive absences will also affect your total course points. Tardiness should be avoided and will affect your class participation score.


Please be aware that few things disturb your professor as much as does academic dishonesty, and that his inclination is to assign the stiffest penalties available under OWU policies if dishonest behavior is discovered. Cheating, plagiarism, or insufficient academic documentation will not be tolerated.


This course is designed according to the management philosophy that clear performance objectives should be set in advance, and that performance should then be assessed against those objectives and rewards distributed accordingly.

This syllabus includes a study guide for the examinations. All exam questions are short essay and taken directly from the study guide.

All written assignments (other than exams) must be completed in APA format using word processing or presentation software, as applicable. Absolutely no handwritten work will be accepted.

You should always keep a copy of any work turned in to the professor, so that you can have that work available in class and so that you have a copy if your assignment is lost. You should also keep on file your graded exams and any other graded materials until after you receive your final grade for the course.

You should read the assigned chapters before coming to class, and should be prepared to intelligently and honestly discuss the material. You should read all cases, experiential exercises, and other material in each chapter. You should take any inventories in the chapter, whether assigned as homework to be turned in or not.


I expect you to not just attend class, but to contribute to the discussion. Some of the learning in this class will come from our interaction with each other. Also, recognize that contribution does not just mean talking. Contribution means that your participation adds to class learning in some meaningful way. While all opinions are welcomed and encouraged, it is an “informed” opinion based upon the interaction with the reading assignments which will be rewarded when it comes time to determine participation grades. Thus, it is not merely quantity of participation that counts, but also the quality of the comments offered. Since the class will be heavily lecture and discussion oriented, it is absolutely critical that you come to class prepared for every class session.

Any student who desires assistance with a learning or physical disability that may affect either the student’s academic progress or access to academic services is required to report these needs to the Student Advising Center so that appropriate accommodations may be made.


A study guide for the examinations will follow this syllabus. All exam questions will be essay and taken directly from the study guide. There will typically be between 11 and 16 questions on each exam.

You will not be allowed to use any aids, such as your textbook or notes, when taking the exam. All materials other than pens or pencils must be removed from your desk, and placed on the floor, while you are taking the exam.

Please take care of any personal needs prior to arriving at the test session. You are not permitted to leave the exam room until you have completed and turned in your test paper, except in case of emergencies. In the event of an emergency, you must have the professor’s permission to leave the exam room. Anyone who leaves the room without permission while taking the exam will be considered to have completed the exam, and the professor will collect and grade the paper as completed.


Students will be divided in to teams of approximately 4 students each. Each team will be assigned a case to present. Students must read, analyze, and present the case in front of the class. A written set of answers must accompany the presentation. Students must utilize PowerPoint and all team members must have some speaking part in the presentation. You will be graded on the content of your answers as well as your individual presentation skill. Strive to show me what you have learned by the way you integrate the text material into your answers.


The following homework set numbers are keyed to the course calendar (see the right-most column). Assignments are due on the day of the week specified in the course calendar. As explained elsewhere in this syllabus, all homework assignments must be submitted using word processing software—no handwritten work will be accepted.

Homework Set #1

1. Complete the Management Aptitude Questionnaire on page 33. Report and discuss your findings and their implications.
2. Complete the Theory X and Y Scale on pages 66. Report and discuss your findings and their implications.
3. Complete the Management In Practice: Experiential Exercise, “Working in an Adaptive Culture?” on page 108. Report your findings and discuss what they mean for your career and future.
4. Complete the Management in Practice Experiential Exercise, “Rate Your Global Management Potential” on page 146. Report and discuss your findings and their implications for your future career.
5. Answer Discussion Question #7 on page 146.

Homework Set #2
1. Complete the Management in Practice Experiential Exercise, “What’s Your Entrepreneurial IQ?” on page 220. Report and discuss your findings and their implications for your future career.

2. Answer the Ethical Dilemma, “Completing Project WebFirst” on pages 261. Report your findings and justify your answer based on a principle from the text or from Scripture.
3. Answer Discussion Questions 1 on page 260. Be sure to explain your answers.
4. Answer Discussion Question 2 on page 382.
5. Complete the Management in Practice Experiential Exercise, “Do you want to be an HR manager?” on page 457. Report and discuss your findings and their implications for your future career.

Homework Set #3
1. Complete the Locus of Control assessment on page 495. Report the results and discuss what they imply for your career and future.
2. Complete the Management in Practice Experiential Exercise, “Personality Assessment: Jung’s Typology and the Myers-Briggs Type Indicator” on page 541. Report the results and comment on what strengths and weaknesses this might present in your management style.
3. Complete the Management in Practice Experiential Exercise, “TP Leadership Questionnaire” on page 579. Report the results and comment on what work situations might match best with your style.
4. Complete the Management in Practice Experiential Exercise, “What Motivates You?” on page 616. Report the results and discuss what they imply for your job and career.

The following chart details Common Professional Component (CPC) coverage for this course, in accordance with expectations for our business accrediting association, the International Assembly for Collegiate Business Education (IACBE).

Management principles
Organizational behavior
Human resource management
Operations management
Legal environment of business
Business ethics
Information systems
Quantitative methods/statistics
International/global aspects
Business policy/strategy
Required internship
Capstone experience


Readings and Activities

Introduction to the course and APA format

Managing in the New Workplace
Historical Foundations of Management

The Environment & Corporate Culture
Society of Equals, p.110

The Environment & Corporate Culture
Managing in a Global Environment

Managing in a Global Environment
Unocal Corp., p. 148

Ethics and Social Responsibility

Small Business Start-Ups
Radiata Software, p. 222
Homework Set 1 Due
Small Business Start-Ups


EXAM 1: Chapters 1, 2, 3, 4, 5, 6

Managerial Planning and Goal Setting
H.I.D., p. 262

Strategy Formulation & innovation
Starbucks, p. 299

Strategy Formulation & Innovation

Managerial Decision Making
The Merger, p. 334

Designing Adaptive Organizations

Managing Change and Innovation

Human Resource Management

Meeting the Challenge of Diversity
Tucker Company p. 385
Homework Set 2 Due



EXAM 2: Chapters 7-13

Dynamics of Behavior in Organizations
Southern Discomfort, p. 421

Dynamics of Behavior in Organizations
Reflex Systems, p. 546



Kimbel’s Dept. Store, p. 618

Teamwork in Organizations

Teamwork in Organizations


Work Session

Homework Set 3 Due


Managerial and Quality Control

Operations & Service Management


FINAL EXAM: Chapters 14, 15, 16, 17, 19, 21,


Well, this is finally up and working. We will post asignments and class outlines here. Please feel free to use this as a forum for sharing ideas.