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DE LA SALLE UNIVERSITY COURSE SYLLABUS COLLEGE: RVR COLLEGE OF BUSINESS COURSE CODE: MANASCI CLASS DAYS AND CLASS

TIME:
MANASCI MANASCI MANASCI MANASCI MANASCI MANASCI MANASCI K31 K32 K33 K34 K35 K36 K37 SARREAL, EMILINA R. SARREAL, EMILINA R. CORDOVA, ENRICO LEE CORDOVA, ENRICO LEE KONG, YINGCHIONG KONG, YINGCHIONG SIAO, SALIE ANN TH TH TH TH MW TH TH

DEPARTMENT: DSI

1300 1440 1800 1940 1800 1940 1940

1430 1610 1930 2110 1930 2110 2110

L334 L334 L330 L330 L330 L332 L334

INSTRUCTOR:

Dr. Emilina Sarreal, Mr. Enrico Cordoba, Ms. Salie Ann Siao and Mr. Yingchiong Kong

CONSULTATION HOURS: COURSE DESCRIPTION: This course (MANASCI / MANAGEMENT SCIENCE) a 14-week course on the study of quantitative techniques in business decision- making. The course covers linear programming models and its special algorithms; inventory and production, and network (PERT/CPM) models; decision-making theories and processes; and decision tree construction and analysis using manual and computer solution methods. LEARNING OUTCOMES (LO): On completion of the course, the student is expected to be able to do the following: ELGA Effective communicators LEARNING OUTCOME to present in class the application of quantitative models to management decision models through project paper, case analysis and board work to develop analytical thinking and proper reasoning in the application of quantitative models to management decision models. to acquire the essential skills for the proper use of quantitative techniques in business decisionmaking to identify the various mathematical tools used in business decision-making; to apply the theories of quantitative analysis in solving business problems; to be proficient in building quantitative models using computer software in business decisionmaking to establish the habits of neatness and orderliness in presenting written solution to problems to be knowledgeable in using the computer softwares for quantitative models in operations research. Challenge the Lasallian learners to realize their full potential in applying quantitative techniques through creativity; innovativeness; honesty; and perseverance. Ensure that the learners translate knowledge, innovation, and creativity into something useful

Critical and creative thinkers

Technically proficient and competent professionals and leaders

Service-driven, ethical, and socially responsible citizens

in actual practice for the betterment of society and the Church. Prepare the learners to participate responsibly in the world of work, family, community, nation and Church by developing values of honesty, patience, and perseverance in the process of finding solutions to problems; and Bring Christian perspectives to bear on human understanding, skills and values of the learners through realization of the role of quantitative techniques in decision-making in enabling businessmen to be more socially responsible.

FINAL COURSE OUTPUT: As evidence of attaining the above learning outcomes, the student is required to do and submit the following during the indicated dates of the term. LEARNING OUTCOME LO 1: present in class the application of quantitative models to management decision models LO 2: apply the theories of quantitative analysis in solving business problems and to be proficient in building quantitative models using computer software in business decision-making LO 3: apply the theories of quantitative analysis in solving business problems; establish the habits of neatness and orderliness in presenting written solution to problems Realize of the role of quantitative techniques in decision-making in enabling businessmen to be more socially responsible. REQUIRED OUTPUT Case analysis using Quantitative Methods (QM for windows software) Project paper using Quantitative Methods (QM for windows software) DUE DATE At the end of each quantitative model (see Learning Plan below) Final exam day

Quizzes. Homework/Seatwork, Final Exam

At the end of each quantitative model discussion

Reflection paper

At the end of each case study, students should state recommendations with consideration of corporate social responsibility triple bottom effect (profit, planet/environment, people/society)

RUBRIC FOR ASSESSMENT: (PROJECT PAPER, CASE ANALYSIS & REFLECTION PAPER) CRITERIA Define the problem STRONG 4 Accurately interprets evidence, statements, graphics, questions, etc. ACCEPTABLE 3 Accurately interprets evidence, statements, graphics, questions, etc. UNACCEPTABLE 2 Misinterprets evidence, statements, graphics, questions, etc. WEAK 1 Offers biased interpretations of evidence, statements, graphics, questions, information, or the points of view of others. RATING

Develop a model

Acquire input data

Develop and test the solution

Analyze the results

Identifies the most important arguments for choice of model Identifies and gathers the most important data suitable for chosen model Draws warranted and sensible, conclusions based on solution Thoughtfully analyzes and evaluates major alternative points of view

Identifies relevant arguments (for choice of model Identifies and gathers relevant data suitable for chosen model

Fails to identify strong, relevant arguments for choice of model Fails to identify and gather relevant data suitable for chosen model

Fails to identify or hastily chooses model

Fails to identify or hastily gathers relevant data suitable for chosen model Does not justify results or procedures, nor explain conclusions

Draws warranted conclusions based on solution

Draws unwarranted or fallacious conclusions

Offers analyses and evaluations of obvious alternative points of view.

Ignores or superficially evaluates obvious alternative points of view.

Ignores or superficially evaluates obvious alternative points of view.

RUBRIC FOR ASSESSMENT: REFLECTION PAPER


CRITERIA Identifies Dilemma Unacceptable 1 Has a vague idea of what the dilemma is and is uncertain what must be decided Is unsure as to who should be involved in the decisionmaking process Acceptable 2 Identifies the dilemma, including pertinent facts, and ascertains what must be decided Determines who should be involved in the decision making process and accurately identifies all the stakeholders Exemplary 3 Describes the dilemma in detail having gathered pertinent facts. Ascertains exactly what must be decided Determines who should be involved in the decision making process and thoroughly reflects on the viewpoints of the stakeholders Clarifies a number of alternatives and evaluates each on the basis of whether or not there is interest and concern over the welfare of all stakeholders Formulates an implementation plan that delineates the execution of the decision and that evidences a thoughtful reflection on the benefits and risks of action Score

Considers Stakeholders

Analyzes Alternatives and Consequences

Begins to appraise the relevant facts and assumptions and identifies some alternatives.

Clarifies at least two alternatives and predicts their associated consequences in detail.

Chooses an Action Has difficulty identifying and appropriate course of action from among alternatives

Formulates an implementation plan that delineates the execution of the decision

OTHER REQUIREMENTS AND ASSESSMENTS: Quizzes, Assignments and Departmental Final Examination

GRADING SYSTEM: GRADE POINT EQUIVALENT 97-100 4.0 93-96 3.5 89-92 3.0 85-88 2.5

Final Grade Quizzes - 50% Class Standing, HW/SW- 5% Project Paper - 10% Case study - 5% Final Dept. Exam - 30% ======== Total 100% Passing grade is 70% LEARNING PLAN: LEARNING OUTCOME

TOPIC Orientation

WEEK NO. 1

LEARNING ACTIVITIES Discuss Policies on case analysis and project paper. Format for both outputs is as follows: 1. Define the Problem 2. Develop the model 3. Acquire input data 4. Develop and test the solution 5. Analyze the results 6. Recommend courses of action to: a. Solve the problem b. Address corporate social responsibility using triple bottom line framework http://www.ibrc.indiana.edu/ibr/2011/ spring/article2.htm Lecture and discussion on: Origins of Management Science/ Operations Research Significant contributions of scientists to Operations Research Social Responsibility in Business - Discussion of triple bottom line http://www.ibrc.indiana.edu/ibr/2011/spring/a rticle2.html Lecture, discussion and seatwork on: Steps in Decision Theory Approach The Criteria for Decision-making under Uncertainty Decision-making under the condition of Risk Expected monetary value and value of perfect information Marginal Analysis Case Analysis using QM for Windows

Ensure that the learners translate knowledge, innovation, and creativity into something useful in actual practice for the betterment of society and the Church.

Introduction to Quantitative Analysis Chapter 1

To apply the theories of quantitative analysis in solving business problems; to develop analytical thinking and proper reasoning in the application of quantitative models to management decision models. to apply the theories of quantitative analysis in solving business problems; to be proficient in building quantitative models using computer

Decision Theory Chapter 3

Quiz #1 Linear Programmin g Chapter 7, 8

4 4,5

Lecture, discussion and seatwork on: Linear Programs and Formulation Graphical Approach Case Analysis using QM for Windows

software in business decision-making to apply the theories of quantitative analysis in solving business problems; Quiz #2 Linear Programmin g Chapter 7, 8 6 7,8 Lecture, discussion and seatwork on: Simplex methods: optimizing profit and cost Sensitivity Analysis Dual Program: formulation and solution Case Analysis using QM for Windows

to be proficient in building quantitative models using computer software in business decision-making to develop analytical thinking and proper reasoning in the application of quantitative models to management decision models. to apply the theories of quantitative analysis in solving business problems; to be proficient in building quantitative models using computer software in business decision-making to develop analytical thinking and proper reasoning in the application of quantitative models to management decision models. to apply the theories of quantitative analysis in solving business problems; to be proficient in building quantitative models using computer software in business decision-making to develop analytical thinking and proper reasoning in the application of quantitative models to Project Managemen t - Chapter 13 12,13 Lecture, discussion and seatwork on: PERT/CPM Definition Network Diagram Construction Critical Path Optimum Completion Time, Slack time Cost Crashing a project completion for the least additional Case Analysis using QM for Windows Quiz #3 Transportati on Model 9 10,11 Lecture, discussion and seatwork on: Transportation Problems - Using NCR, Inspection/Greedy Method, VAM - Using Stepping Stone and Modified Methods Case Analysis using QM for Windows

management decision models. Quiz #4 PROJECT PAPER DAY 9 14

to apply the theories of quantitative analysis in solving business problems to be proficient in building quantitative models using computer software in business decision-making Bring Christian perspectives to bear on human understanding, skills and values of the learners through realization of the role of quantitative techniques in decision-making in enabling businessmen to be more socially responsible.

Project paper : Data analysis of information gathered from companies using the quantitative analysis approaches (choose one from decision theory, LP graphical and simplex, transportation, PERT-CPM) : 1. Define the Problem 2. Develop the model 3. Acquire input data 4. Develop and test the solution 5. Analyze the results 6. Recommend courses of action to: a. Solve the problem b. Address corporate social responsibility using triple bottom line framework http://www.ibrc.indiana.edu/ibr/2011/ spring/article2.html

FINAL EXAMINA TION WEEK

14

TEXT / MATERIALS: Render, B., Stair, R., & Hanna, M. (2009). Quantitative Analysis for Management (10th ed.). Upper Saddle River, NJ: Pearson Education, Inc. REFERENCES Anderson, D., Sweeney, D., & Williams, T. (2001). Quantitative Methods for Business (8th ed.). Cincinnati, OH: South Western College Pub. Levin, R., Rubin D., Stinson, J., & Gardner, E. (1992). Quantitative Approaches in Management (8th ed.). New York: McGraw Hill. Taylor, B. (2007). Introduction to Management Science (9th ed.). Upper Saddle River, NJ: Pearson Education, Inc.

CLASS POLICIES: Please refer to the student handbook.

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