BUS 305 - PRINCIPLES OF MANAGEMENT

UNIVERSITY OF PUGET SOUND - SPRING 2004

Professor:Thomas Anderson Schillar, Ph.D.

Office: Room #101, McIntyre Hall

Telephone:#253-582-7014 home

#253-879-3499 office

E-mail:

Office Hrs:T/W/Th 12:30pm-3:00pm and specialappointments always available-stop bys always encouraged

TEXTS

1. Hill, Strategic Management Theory. 6th Edition

2. Machiavelli, Niccolo, The Prince

3. Manchester, William, A World Lit Only By Fire

4. Supplementary readings from: Academy of Management Journal Administrative Science Quarterly - Harvard Business Review Managerial Psychology - Research in Organizational Behavior - California Management Review - The Wall Street Journal -The Economist - Business Week-

The important thing is not to stop questioning. Curiosity has its own reason for existing. One cannot help but be in awe when he contemplates the mysteries of eternity, of life, of the marvelous structure of reality. It is enough if one tries merely to comprehend a little of this mystery every day. Never lose a holy curiosity.

 Albert Einstein 

COURSE OVERVIEW

BPA 305 seeks to apply the basic foundation gained in introductory level courses in business and the social sciences, to increasing ones understanding of the structure and function of organizations. It contains elements traditionally included in the study of management practice, organizational behavior, organizational theory and strategic management. Management can be defined as the skillful application of a body of knowledge to a particular organizational situation. This definition suggests to us that management is an art form as well as a science. That is, there is a body of knowledge that has to be applied with the fine touch and instinctive sense of the master artist. Execution of the management role and performance of the managerial functions are more complex than the simple application of a few management concepts. The development of effective management, therefore, requires the development of an in-depth understanding of organizational and management concepts, as well as the capacity to grasp when and how to apply this knowledge. (Pierce, Newstrom and Cummings)

The economic and technological triumphs of the past few years have not solved as many problems as we thought they would, and, in fact, have brought us new problems we did not foresee.

Henry Ford II

Interestingly there are two wildly different sources of information on management theory and practice. One source is from traditional academic journals and textbooks based on an accumulation of past knowledge and practice. The second is a huge outpouring of popular books, films and recordings of managerial fads and fashions. This second source of information is generally maligned by the academic theorists while the first is considered too theory bound by the popular press. We'll be exposed to both of these camps and learn to discriminate between passing fads and time tested "truths". One of the most insightful management scholars in recent history was interviewed about where to seek truth in the application of knowledge to a particular organizational situation. The late Professor L.L. Cummings from the University of Minnesota suggests that, "Reading and study of the classics, both the intellectual and the philosophical classics, as well as the spiritual classics and historical classics, would be of significant value. I think one of the most important disciplines for the study of management, particularly for an experienced manager on sabbatical, is the study of history - the study of the development and decline of nation states and religious empires. The manager should look at history from a strategic perspective (i.e., what things did important nations and leaders take into consideration and what did they fail to take into consideration; what were their points of vulnerability and how could that have been prevented). It seems to me that this kind of knowledge is far more likely to lead to the discovery of useful diagnostics than the knowledge that is likely to be gained from reading the best-seller list." Peter Drucker said it best when he argued that management is truly a "liberal art." "Liberal because it dealswith fundamentals of knowledge, self-knowledge, wisdom and leadership; art because it is practice and application."

The following represent some learning objectives to help make the abstract a bit more concrete. Can you think of any that I may have over looked?

COURSE OBJECTIVES

  • To provoke and inspire critical and creative thinking.
  • To further develop your business writing skills by preparing a:

Business memo

Business letter

Executive summary

Extensive consulting report

  • To continue to expose you to the joys and frustrations of team/group

project work.

  • To develop the finest vocabulary and mastery of management theory of

any introductory management course anywhere/anytime (I'm not kidding).

  • To inspire the student in the lifetime pursuit of knowledge.

LEARNING STRATEGIES

Every other course you have with me includes a field project where we apply theory to an actual situation. Principles of Management doesn't lend itself to this kind of experiential learning because we can't go observe someone manage in a very useful way. Instead we'll use a combination of the following to reach our objectives:

  • Guest appearances by organizational managers
  • Three case write-ups (seecase study attachment)
  • Films such as: Groupthink, Demings, In Search of Excellence. One

Minute Manager, et.al

  • A major investigation of an historical management practitioner

(team project, more details later)

  • Organized commentaries by "you know who"
  • Lively, noisy discussion

We live in a wonderful world that is full of beauty, charm and adventure. There is no end to the adventures that we can have if only we seek them with our eyes open.

 Jawaharial Nehru 

PERFORMANCE EVALUATION

Active participation * / 100 Points
Unannounced quizzes / 20 Points Maximum
Written Cases (3) / 40 Points
Exams (2) / 120 Points
Project / 70 Points
Total / 350 Points

Letter grades usually fall within the following distribution. I would expect this to be the case for this class.

* Total involvement every day, an obvious contribution each class session . . . always willing to go the extra mile to make the class a success . . . able to accept feedback with a winning attitude!

GRADE / + / LETTER / -
A / N/A / 100-94 / 93-90
B / 89-88 / 87-84 / 83-80
C / 79-78 / 77-74 / 73-70
D / 69-68 / 67-64 / 63-60
F / Below 60%

Tentative Schedule

There is so much great territory to explore together in the study of management that we’ll approach our work by conjuring up different themes each week to help us focus on our desired learning outcomes. Initially we’ll build a foundation of terminology and theories that will prepare us to move into more advanced theories, concepts and exercises. On the schedule that follows you’ll find reading and case assignments and space to write in the names and titles of guests and films. Our resource people have to juggle schedules to be available in the spring and their appearances are not finalized as of the writing of this note to you. We have one field trip planned for April 8 in Seattle from 4-8 pm. Our 1985 alumni, Dennis Daugs, will open his home to us for a presentation on management in the new economy. This is an important course requirement so get your schedule organized now for this event. Some of your assigned independent reading will be discussed in class. However, there is way too much material for us to be able to touch on each reading, case or textual presentation that I’ve outlined. It’s up to you keep all of your reading and research up to date whether we get to it or not in our limited amount of class time. In other words, you are responsible for it all regardless of whether we’ve discussed it or not. A final reminder, be ready for twists, turns and side journeys in our class as current events present new opportunities for adventure.

NOTE: Your first assignment is a two page hand written autobiography due the second day of class.

Jan. 20 – Jan. 30 / Introduction and Course Expectations
Reading Assignments
Review course materials.
The Evolution of Management
Reading Assignments
Hill – C 1
Autobiography due
Read: The Prince (see handout) Due Feb. 26
Feb. 3 – Feb. 12 / Evolution of Management
Reading Assignments
Hill – C 2 & 3
“The Prince”
“A World Lit Only By Fire” Case 1
Feb. 17 – Feb. 26 / Film: “The One Minute Manager”
Reading Assignments
Hill- C 4 & 5
Case 2
Paper and Discussion: The Prince, Feb. 26
Mar. 4 – Mar. 13
Reading Assignments
Hill- C 6 & 7
Paper and discussion “Lit By Fire”
Exam 1 – March 9
March 15-19 Spring Break
Mar. 23 – Mar. 25
Reading Assignments
Finish reading Hill 8, 9, & 10 Case 3
Major review of managers in history team project
Apr. 1 – Apr. 8 / April 8 – Seattle field trip – Dennis Daugs
Student Workshop – “Leading Strategic Changes”
ReadingAssignments
Hill – C 11&12
Apr. 13 – Apr. 22
Reading Assignments
Hill- C 13 & 14. Be prepared for major wrap-up discussion of the books we studied in SBL 305
Film: “In Search of Excellence”
Apr. 27- April 29
Team Presentations “Managers in History”
May 4 / Course Review
May 11 / Final 8:00-10:00am

Reading Guide for The Prince

For over four hundred years, The Prince has been the basic handbook of politics, statesmanship, and power. Written by an imprisoned Florentine nobleman in 1513 whose name is a synonym for crafty plotting, it is a fascinating political and social document, as pertinent today as when it first appeared. Machiavelli wanted to set down the rules and moves in the ageless game of politics, and, as the most successful statesman of his day, he devised a highly readable formula for the person who seeks power. There was little modern democracy in sixteenth century Italy, and as a result, Machiavelli’s work over time became thought of as a blueprint for dictators – instead of a guide for efficient management of government.

  • Compare and contrast Aristotle’s point of view on the purpose of governance in his treatise on Politics with Machiavelli’s later “instructions” to the Prince.
  • How must a prince act in order to gain his reputation?
  • What are the ways to govern (manage) cities that previous to being occupied, lived under their own laws?
  • Explain Machiavelli’s point of view on whether it is better to be loved or feared.
  • Identify six management concepts from The Prince that may apply to organizational goal achievement achievement today.
  • In what ways may Michelangelo have influenced Machiavellis’ thinking?

References

Bailey, Edward P., The Plain English Approach to Business Writing. New York: Oxford University Press, 1997. ISBN 0-19-511565-1.

Goldstein, Norm, Stylebook and Libel Manual. New York: Addision Wesley, current edition. ISBN: 0-201-56760-1

Parel, Anthony, The Machiavellian Cosmos. London: Yale University Press, 1972.

Pinckert, Robert L., Pinckert’s Practical Grammer. Cincinatti, Ohio: Writers’ Digest Books, current edition. ISBN 0-89879-211-8.

Skinner, Quentin, Machiavelli. New York: Hill and Wang, 1981

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