Leadership and Management
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|Course Number:||BUSADMIN 2330|
|Course Name:||Leadership and Management (Online)|
|Course Description:||An introduction to the role of management through discussion of the planning, organizing, leading, and controlling functions. Behavioral, quantitative, and qualitative aspects of managerial decision making are explored.|
|Format:||Online (This course is also offered in print.)|
NOTE: The information below is representative of the course and is subject to change. The specific details of the course will be available in the Desire2Learn course instance for the course in which a student registers.
Upon completion of Business Administration 2330, Leadership and Management, you should be able to do the following:
- Demonstrate how a person can analyze a management or leadership situation and integrate a selection of tools that will influence that situation positively.
- Evaluate how contemporary issues modify the application of management and leadership principles.
- Comprehend that management and leadership are valuable in almost all situations that people may find themselves in.
- Express a positive viewpoint about the use of management and leadership.
- Learn how to better plan, organize, control, motivate, communicate, and change.
Being a manager is an activity unlike any other. Practically nothing that a machine operator, clerk, bookkeeper, or salesperson has been doing helps prepare for the activity known as managing. Managing is getting things done through other people, which means that the manager does not necessarily produce products or services, but assures that others do. Many misconceptions about being a manager exist. A major misconception stems from phrases such as "management and labor" and "school of business administration," which imply that management is applicable only in business. This is incorrect because any kind of situation in which humans form groups to attain some common objective should be managed. Labor unions, churches, schools, hospitals, libraries, homes, and farms all must be managed. In this course, managing will be discussed primarily in the context of formal organizations. Managing is both an art and a science in its applications. It is a very complex task. Managers must deal with that complexity in terms of two underlying elements: task- (or work-) related activities and person-related activities. In other words, job and behavioral elements are part of virtually all managerial decision situations. One or the other may predominate, but both will be present in some form. As you proceed in your study of management, sort the topics that you study into this technical-behavioral scheme. Having learned about management in this way, you should be able to apply that knowledge base after exploring the task and behavioral factors in a given situation.
The world's political, technical, and business environments are evolving very rapidly. Having the correct information at the right time is necessary for these environments to function effectively. Thus, information systems have become an integral part of most successful businesses, especially in the areas of decision making and planning.
Design of an organization is a crucial part of the overall control function because it will affect who reports to whom, how much authority is delegated, and the amount of flexibility for change available in the organization. One only has to think through how each of these affects other aspects of the organization to understand the importance of design. Unfortunately, organizational design is one of the least appreciated aspects of management. If the time is spent to properly design the organization, the number of organizational levels and span of control concepts will combine to dictate numbers of people needed to accomplish the organization's goals effectively. Recently many companies have found that by expanding the span of control and redefining jobs, many organizational levels can be eliminated, resulting in a drop of total employees.
The ability to lead is an important quality for an effective manager. Although the concept of leadership is not well defined, many top managers think of leadership as the key to successful management. Unit 4 will introduce you to the leadership concept and some of the primary behavioral tools of a good leader: motivation, change management, conflict and stress management, and communication. Although not all-inclusive, these behavioral tools certainly are the primary ones that can be attained through the learning process.
Control is the process through which managers ensure that results conform to plan. Formally, controlling involves (1) establishing performance standards, (2) measuring actual performance, (3) comparing measured performance against the standards, and (4) correcting significant deviation.
There are many pressures for organizational change--new competitors, products, social needs, etc. Change should occur as the result of planning by the organization. In the broad sense, organizational development (OD) represents the body of techniques that may be used to facilitate planned change. At its worst, OD might be little more than the use of a behavioral training fad, such as sensitivity training. At its best, OD is the use of the findings of the behavioral sciences in a systems approach to human resource management.
Your final grade will be based on a percentage of the total points accumulated. Earning 90%-100% of the possible points will result in a grade of A; earning 80%-89% of the possible points will result in a grade of B; earning 70%-79% of the possible points will result in a grade of C; earning 60%-69% of the possible points will result in a grade of D; and earning less than 60% of the possible points will result in a grade of F.
Assignments Student Introduction: 5 points
Discussion Posts (13): 10 points each
Article Reviews (3): 15 points each
Decision-Making Papers (2): 20 points each
Team Assignments (4): 30 points each
Team Evaluation: 15 points
Essay Assignment: 50 points
Exams (5): 50 points each
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