Contemporary Management Concepts

MAN 6055 Fall, 2012 CRN 80095

Instructor: Dr. Jerry Schoenfeld

Phone: 239-590-7388 (office)

239- 272-2374 (cell)

Email: gschoenf@fgcu.edu

Office: Lutgert Hall room 3359

Office Hours: Monday/ Wednesday

2:30 – 3:00 and
by arrangement

Faculty Information

Jerry Schoenfeld is a founding faculty member and an Associate Professor of Human

Resource Management. He is the past Chair of the Management Department and the
M.B.A. program in the Lutgert College of Business at Florida Gulf Coast University
(FGCU). He is the director of the Institute for Advances in Human Resources at the
Center for Leadership and Innovation at FGCU. Jerry earned his doctorate degree in the
areas of Human Resource Management and Strategic Management from the University
of Pittsburgh.

Jerry has been consulting extensively for over twenty-five years and his employment
history includes having worked for one of the largest International Human Resource
Management consulting firms. A partial client list includes: United States Steel,
Westinghouse, Coca-Cola, New York City Police Department, Wacoal (Japan), General
Motors of Canada, PPG Industries, the FDIC, and Xerox. In the state of Florida, Jerry
has consulted with the Barron Collier Corporation, Bonita Bay Group, Broward County
School District, Collier County Government, Colonial Bank of Southwest Florida, Florida
Department of Health, Lee County Sheriff's Department, Lee Memorial Health System,
Moorings Park, and Wilson Miller, among many others. His work with these
organizations has included, but is not limited to: strategic planning, cultural change, the
development of a wide array of selection devices (e.g., interviewing skill training,
assessment centers, structured interviewing guides and training), performance appraisal
development and implementation, career development systems, team building, human
resource planning, quality of work life programs, total quality management, and
numerous customized training programs and workshops.

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Jerry teaches courses in the Executive MBA, MBA, and undergraduate levels including
the Contemporary Management Concepts and Challenge of Leadership courses as part
of the College of Business MBA core and within the Management department teaches
Introduction to Human Resource Management and many HRM electives. His principal
research interests are in the areas of performance appraisal, human resource strategy,
and entrepreneurship. Jerry has authored numerous academic and practitioner articles
on business management and human resource management and has presented his work
at many professional conferences and meetings.

Jerry is active in a number of professional organizations including the Society of Human

Resource Management at the national, local (HRMA of SWFL, Collier County HRA),
student (where he is the advisor of the FGCU chapter) levels, Southern Management
Association, Academy of Management, Industrial Relations Research Association,
American Psychological Association, and Society of Industrial and Organizational
Psychology.

Teaching Philosophy

My approach to teaching incorporates five key objectives: making the content relevant to
the learner, maintaining a sincere level of enthusiasm for the topic, preparing for each
session, setting challenging expectations for class participants, and being fair with and
interested in each student. My main goal is for students to achieve the necessary level of
understanding of the pertinent concepts and techniques relevant to the course domain
while, simultaneously developing the needed skills and abilities needed for success in the
business world.

To achieve these objectives and for my own self-development, I continually seek to

incorporate new and innovative learning methodologies for course content delivery. I feel
every class has its own ""personality"" and based on perceived class capabilities and
size, I customize each course to maximize student interest and participation. By
structuring this class so that students can be actively involved, the course becomes an
avenue for critical thinking and the experimentation of new ideas.

I believe students deserve material which is current, relevant and practical as possible.
To maintain currency and enthusiasm in the content domain of courses taught, I believe
that I have a responsibility to remain current in the field and remain professionally active.
As a professor, I feel that I also have an obligation to contribute to the larger academic
environment and support activities which promote student development.

Course Description

From Catalogue:
MAN 6055 – Contemporary Management Concepts - 3 credit(s)
“Fundamentals of effective management from an organizational behavior perspective.
Emphasis on tools and skills for understanding contemporary business activity in such
areas as decision-making, planning, organizing, communicating, staffing, and
controlling. The role leadership plays in these areas will be examined. These concepts
are applied to business, government, and not-for-profit organizations.”

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 In other words, this course is about the connections between theory and
concepts to actual practice by showing how managers and organizations
effectively apply the basic principles of management. This course is about the
manager in today's for-profit and not-for-profit organizations. It is a
comprehensive course that includes all levels of management and discusses
the basic managerial functions necessary to compete, survive, and thrive in
our diverse, global society. The course will utilize the World Wide Web to
provide examples of some of the most exciting and creatively managed
organizations as well as to keep current with the enormous amount of changes
occurring within our organizations, today. It focuses on the basic roles, skills,
and functions of management, with special attention to managerial
responsibility for effective and efficient achievement of organizational goals.
The material covered will be relevant to you, regardless of your career
objectives. We are all managers of our own lives and can benefit by studying
to be better managers.

College of Business Curriculum Placement

This is a pre-core course required for MBA students who have not had the
parallel undergraduate course as part of the undergraduate degree. The
knowledge and skills of this course will be useful in all other graduate courses.

Course Website

Course announcements and changes to the syllabi will be posted on the ANGEL
website. Please visit this site frequently throughout the semester. You will be
responsible for this content.

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 Lutgert College of Business Mission Statement

The Lutgert College of Business educates students from Southwest Florida and
beyond to address local and global business challenges. We are dedicated to
student learning, scholarship, service, and community relationships that foster
entrepreneurship and economic growth.

Course Objectives

The LCOB has established Learning Goals and Learning Objectives for all graduates of its
Graduate programs. The LCGS (Leaders Critique Global Strategies) Learning Goals and our
course Learning Objectives are listed below.

MBA grads Course Learning Objectives: Assurance of

will… Learning
Have  Describe and discuss the Quizzes

L LEADERSHIP elements of effective Exams

management Business
capabilities  Understand the link between Project
management and leadership
 Prepare and present reports
that are clear and concise.

Be  Formulate effective Exams

C CRITICAL Management solutions to Business

business problems. Project
thinkers.

Have  Identify and explain issues Quizzes

G GLOBAL involved in managing a diverse Exams

workforce Business
awareness.
Project

Have a  Discuss and apply the Quizzes

S STRATEGIC planning, organizing and control Exams

processes Business
perspective.  Identify, discuss and/or Project
describe various theories
related to the development of
leadership skills, motivation
techniques, teamwork and
effective communication

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Required Text

Management
By Luis R. Gomez-Mejia, David Balkin

Published by Prentice Hall

Copyright © 2012
Published Date: Jan 4, 2011

Three versions are available for purchase from the publishers website at:
http://www.mypearsonstore.com/bookstore/product.asp?isbn=0132176408&xid=PSED
You can purchase the first version at the FGCU bookstore.
Feel free to purchase from other providers as well (e.g., Amazon)

PRINT PRODUCTS
Bound Book

ISBN-10: 0-13-217640-8
ISBN-13: 978-0-13-217640-8
Format: Paper
$90.60 |

Unbound Value Version

A less-expensive, loose-leaf versions of the of the same textbook.
Management, Student Value Edition
$58.93 | ISBN-13: 978-0-13-217643-9

DIGITAL PRODUCTS
Online Book
Management, CourseSmart eTextbook
$35.99 | ISBN-13: 978-0-13-217641-5

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Grading

Two (2) essay exams:

Mid-term Exam will be due on October 15, 2012 (covers chapter 1 – 8)

- worth 25%

Final Exam will be due on December 3, 2012 (covers chapters 9 – 15)

- worth 25%

Quizzes:
There will be one Quiz for each chapter. Each quiz is worth 1% of your overall
grade. Quizzes should be completed weekly as you proceed through the
semester.
- worth 15%

Business Project:
Project will be due on December 10, 2012
- worth 30%

On- Line Discussion Participation

Answering and Posting questions on the Angel discussion boards

Discussion posting should be done weekly as you proceed through chapters. No

submissions will be accepted after December 7, 2012
- worth 5%

Course grades will be based on the following criteria:

97.5 - 100 points = A+ 77.5 – 79.9 points = C+
92.5 – 97.4 points = A 72.5 – 77.4 points = C
90.0 – 92.4 points = A- 70.0 – 72.4 points = C-
87.5 – 89.9 points = B+ 60.0 – 69.9 points = D
82.5 – 87.4 points = B < 60.0 points = F
80.0 – 82.4 points = B-

Weekly Hour Workload

For this course you should expect on average to spend 2 hours per credit hour
preparing class each week. Therefore, for this 3 credit hour course you should
expect to spend approximately 6 hours per week averaged across the
semester.

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Syllabus

Date Reading Learning Objectives

Assignment

Week 1 Read: Chapter 1 1. Understand the challenges organizations face in the

August 20 Management new millennium.
and its evolution 2. Specify the functions and roles of successful managers.

3. Explain the origins of management as an academic

discipline.
Aug. 24 – Last
day to withdraw 4. Describe the bureaucratic and administrative
for 100% refund approaches to the study of management.

5. Explain the behavioral perspective in analyzing

management issues.

6. Interpret recent approaches to the study of

management.

Week 2 Read: Chapter 2 1. Describe the changing pattern of international business.

August 27 Managing in a
2. Identify major factors affecting international business.
global
Aug. 27- environment
cancellation for
3. Determine key decisions firms face when contemplating
non-payment foreign expansion.
begins
4. Differentiate the various ways firms can enter foreign
markets.

5. Identify alternative ways of managing a foreign

operation.

6. Recognize the key human resource policies that firms

can develop to help expatriates succeed.

Week 3 Read: Chapter 3 1. Apply the four key ethical criteria that managers and
September 3 Social employees should use when making business
decisions.
Responsibility
and Ethics 2. Explain why businesses establish codes of ethics as a
method of guiding employee conduct.

Sep. 3 – No 3. Recognize ways to encourage ethical behavior in

class business.
Labor Day
4. Identify important categories of stakeholders.

5. Recognize the influence of various stakeholders on a

company’s priorities, policies, plans, and goals.

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Week 4 Read: Chapter 1. Identify the three major aspects of organizational
September 10 4 culture.
Organizational 2. Apply a simple assessment tool to quickly gain a sense
Culture and of the culture of an organization.
Change
Management 3. Describe the importance of organizational culture.
Sep. 14 – Last day
to withdraw from 4. Identify the processes through which organizational
All classes for culture can be developed and sustained.
25% refund
5. Identify the sources of resistance to change.

6. Apply models to effectively manage change efforts.

Week 5 Read: Chapter 5 1. Identify the different elements of an effective plan.

September 17 Planning
2. Analyze the advantages and disadvantages of planning
and identify how planning pitfalls can be avoided.

3. Distinguish between formal and informal planning.

4. Recognize the features of well-designed objectives.

Week 6 Read: Chapter 6 1. Recognize the nature of management decisions:

September 24 Decision Making programmability, uncertainty, risk, conflict, decision
scope, and crisis situations.

2. Utilize the six steps of decision making.

3. Apply the criteria of quality and acceptance to a

decision.

4. Reap the benefits and avoid the problems of group

decision making.

5. Know when to delegate, and how to do so wisely.

Week 7 Read: Chapter 7 1. Explain how the firm’s external environment should be
October 1 Strategic examined as part of the strategic management
process.
Management
2. Explain how the firm’s internal environment should be
examined as part of the strategic management
process.

3. State the meaning and purpose of the firm’s mission.

4. Understand how the strategy formulation process helps

the firm achieve its mission.

5. Describe the issues that should be considered in

strategy implementation.

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Week 8 Read: Chapter 8 1. Explain the economic importance of entrepreneurship.
October 8 Entrepreneurshi
2. Identify the key characteristics and skills of
p and Innovation entrepreneurs.

3. Recognize the basic ingredients needed to effectively

start and manage an entrepreneurial venture.

4. Differentiate among the legal forms of organizing an

entrepreneurial venture.

5. Identify alternative forms of entrepreneurship.

6. Describe innovation and demonstrate why it is important

for business success.

Week 9 Read: Chapter 9 1. Identify the vertical and horizontal dimensions of

October 15 Organizational organizational structure.
Structure and 2. Apply the three basic approaches – functional,
Design divisional, and matrix – to departmentalization.

3. Develop coordination across departments and

hierarchical levels.

4. Use organization structure and the three basic

organization designs – mechanistic, organic, and
boundaryless – to achieve strategic goals.

5. Develop an awareness of strategic events that are likely

to trigger a change in the structure and design of an
organization.

Week 10 Read: 1. Explain the role of human resource management in

October 22 Chapter 10 achieving a sustainable competitive advantage.
Human 2. Identify the key factors in the environment affecting the
Resource management of human resources.
Management
3. Describe the human resource planning process.

4. Explain the key components of staffing and their

importance.

5. Describe how training and career development provide

employees with tools to succeed once they are hired.

6. Identify the purposes of performance appraisal and how

it might be conducted.

7. Describe the key objectives of the compensation

system and its components.

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Week 11 Read: 1. Explain the meaning and benefits of employee diversity.
October 29 Chapter 11
2. Develop an awareness of the unique perspectives,
Managing problems, and issues of diverse employee groups.
Diversity
3. Understand the demographic trends in the labor force
November 3 – and their managerial implications.
Last day to
withdraw without 4. Describe the challenges firms may face in the
academic penalty
management of diversity.

5. Describe the various approaches that managers may

use to enjoy the benefits of employee diversity and
meet the challenges associated with diversity.

Week 12 Read: 1. Explain what makes leaders unique.

November 5 Chapter 12
2. Distinguish between management and leadership.
Leadership and
Motivating 3. Recognize how leaders use different power bases to
Others exercise influence.

4. Differentiate effective and ineffective leaders.

5. Use individualized goals to increase employee

motivations.

6. Apply basic reinforcement principles to stimulate

desired employee behaviors.

7. Become aware of the role of needs in employee

motivation.

8. Recognize assumptions about people and perceptions

that may affect employee treatment and motivation.

9. Use work design as a means of employee motivation.

Week 13 Read: Chapter 1. Translate the benefits teams provide into competitive
November 12 13 advantages.
Managing 2. Identify the different types of teams – self-managed,
Teams and parallel, project, and virtual.
Team Building
3. Track the stages of team development that occur over
Nov. 12 – the life of a project and help the team perform
No class - effectively.
Veterans Day
4. Recognize key roles that team members must play to
ensure high performance.

5. Master the skills to detect and control team

performance problems.

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Week 14 Read: Chapter 1. Understand the communication process.
November 19 14
2. Eliminate barriers that distort the meaning of
Communication information.

3. Recognize the basic patterns of organizational

communication.

4. Understand how to organize and run effective meetings.

5. Master electronic forms of communication.

6. Work with an organization’s informal communication

system.

Week 15 Read: Chapter 1. Define operations management and its three stages:
November 26 15 inputs, conversions, and disposition.
Control and 2. Describe material requirements planning (MRP) and
Operations understand its use in operations management.
Management
3. Be familiar with the conversion process tools of
operations management, including Gantt charts, PERT
networks, and statistical process control.

4. Explain the role quality management plays in the

operations management process.

5. Understand and apply the principles of kaizen, just-in-

time manufacturing, and kanban.

6. Describe management control and understand the

importance of control systems.

7. Identify major types of bureaucratic control.

Course Policies

General
Students have a responsibility to actively participate and engage in the work presented
in this course. Because this is an online course, attendance will be measured via the
steady progression of completed work and involvement in the online classroom. You
should strive for work habits that are conducive to completion of assignments on time,
attention to detail, and organization of work.

Assignments, Projects, and Examinations: All projects and assignments are to be

submitted to the course instructor in a timely manner. Late submission of assignments and
projects may result in lowered grades.

Courtesy
You are expected to follow rules of common courtesy in all email, threaded discussion,
and other interactions that take place in the online classroom. In addition, you are
expected to be nonjudgmental and open to the opinions of other students.

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Safeguards
For your protection, be sure to back up all work that is completed as technology
sometimes fails. If you experience computer difficulties, you are responsible for solving
your own technical problems.

University Statements

Academic Behavior Standards and Academic Dishonesty

All students are expected to demonstrate honesty in their academic pursuits. The university
policies regarding issues of honesty can be found in the FGCU Student Guidebook under the
Student Code of Conduct and Policies and Procedures sections. All students are expected to
study this document which outlines their responsibilities and consequences for violations of the
policy. The FGCU Student Guidebook is available online at
http://studentservices.fgcu.edu/judicialaffairs/new.html

Disability Accommodations Services

Florida Gulf Coast University, in accordance with the Americans with Disabilities Act and the
university’s guiding principles, will provide classroom and academic accommodations to students
with documented disabilities. If you need to request an accommodation in this class due to a
disability, or you suspect that your academic performance is affected by a disability, please contact
the Office of Adaptive Services. The Office of Adaptive Services is located in Howard Hall 137.
The phone number is 239-590-7956 or TTY 239-590-7930

Student Observance of Religious Holidays

All students at Florida Gulf Coast University have a right to expect that the University will
reasonably accommodate their religious observances, practices, and beliefs. Students, upon prior
notification to their instructors, shall be excused from class or other scheduled academic activity to
observe a religious holy day of their faith. Students shall be permitted a reasonable amount of time
to make up the material or activities covered in their absence. Students shall not be penalized due
to absence from class or other scheduled academic activity because of religious observances.
Where practicable, major examinations, major assignments, and University ceremonies will not be
scheduled on a major religious holy day. A student who is to be excused from class for a religious
observance is not required to provide a second party certification of the reason for the absence.

Distance‐Learning

Information on distance learning courses is available online at http://itech.fgcu.edu/distance/

Online Tutorials

Information on online tutorials to assist students is available online at http://www.fgcu.edu/support/

Library Resources

Main page: http://library.fgcu.edu/

Tutorials & Handouts: http://library.fgcu.edu/RSD/Instruction/tutorials.htm
Research Guides: http://fgcu.libguides.com/
Contact: http://library.fgcu.edu/LBS/about/contactus.htm

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