M1020 Principles of Management, Course Syllabus, Revised Draft: REV2: Sept 4th 2010

Dr. Brian L. Maruffi

Yeshiva University
SY SYMS SCHOOL OF BUSINESS
MAN 1020 PRINCIPLES OF MANAGEMENT
Updated Course Syllabus –Fall Semester 2010—DRAFT:
REV2 Sept 4th 2010

Instructor: Professor Brian L. Maruffi

Office Room No: 408 Belfer Hall (Wilf)
Telephone No: 917-561-8007 (cell)
917-316-4891 (office)
Class: Tues/Thursdays
Office Hours: Before or After Class or by appointment
E-Mail: drbmaruffi@gmail.com (preferred option); maruffi@yu.edu;
PLEASE NOTE: Do not send emails using Angel
PLEASE NOTE THAT THIS UIS A PRELIMINARY SCHEDULE THAT WILL BE
UPDATED BY THE SECOND WEEK OF CLASSES (Specific Assignment Due Dates
will be added)
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Course Overview and Objectives:
This course introduces the student to the management process within an organization. The primary
objective of the course is to familiarize students with the knowledge, roles, responsibilities, functions
and skills required of effective modern managers. . Another objective is to ensure that students can
apply and transfer what is learned in the class to manage people, problems and situations on the
job. Topics covered include: management practices, the role of managers as problem solvers and
decision-makers and the importance of management skills such as planning, organizing, influencing,
teambuilding, communicating, leading and controlling organizational activities.

This is an introductory course in which we will survey a broad range of issues utilizing textbook
information, cases analysis, readings, and class discussions. We discuss different views or
perspectives that relate to controversial management issues; this is focused on helping students to
better understand the dynamics of managing in the real world. We also examine critical aspects of
organizational behavior including but not limited to environment, strategy, culture, tasks, processes,
technology, people and outputs.

To perform effectively students should achieve the following objectives:

1. Fully understand the concepts, theories, frameworks, practices and processes
associated with being an effective manager and be able to apply these in a variety of
industries, organizational settings, and circumstances.
2. Be able to evaluate and find solutions to management and organizational problems by
examining and integrating facts and information from varied sources and diagnosing is most
important and relevant.
3. Understand and critically evaluate what you read or see in the news, applying the
management skills, principles and practices covered in this course

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M1020 Principles of Management, Course Syllabus, Revised Draft: REV2: Sept 4th 2010
Dr. Brian L. Maruffi

4. Extend and apply your knowledge beyond this class and make use of management
concepts and tools in your chosen career, on your job and in the workplace.

Course Textbook and Materials

REQUIRED TEXTBOOK: Management 9th Edition, by Ricky W. Griffin, Paperback or hardcover,
Publisher: Houghton Mifflin, 2008; ISBN-13: 978-0618987856;
REQUIRED CASE BOOK: Cases in Organizational Behavior 1st Ed (The Ivey Casebook Series),
Gerard H. Seijts (Editor), [Paperback] Sage Publications 2005, ISBN-13: 978-1412909297
RECOMMENDED: Management, Eighth Study Guide Edition [Paperback], Ricky W. Griffin

Attendance Policy & Classroom Demeanor

Reasonable attendance is expected and required. Reasonable absence is defined as
twice the number of times the class meets per week (i.e. 2x2=4). Any special requests for
personal time away from class and/or early travel must be approved by the SSSB Dean’s
Office (RM# 321). PLEASE NOTE—BE ON TIME FOR CLASS—YOU SHOULD NOT LEAVE CLASS
DURING THE SESSION; IT IS DISRUPTIVE AND DISRESPECTFUL TO OTHER STUDENTS IN THE
CLASS—TAKES CARE OF YOUR PERSONAL BUSINESS BEFORE OR AFTER THE CLASS.

Tentative Final Examination Schedules--The final in class examination is worth 30% of your grade; all
students must take the final examination on the date that it is scheduled. The date of the exam will
be confirmed within the next few weeks and posted on Angel.
Course Grades and Evaluations
The final class grade in this course will be computed in the following manner:
Assignment Description: % Of Total Due Date
Type Grade
Individual Class Participation--INCLUDING: ATTENDENCE 15%+ Entire
and ARRIVING TO CLASSES ON TIME Semester
Individual Individual Case Analysis Report 25% As
Assigned
Group Group Case or Best Practice--Written Report 20%

Group Group Case or Best Practice Presentation 10%

Individual Final Examination—TBD 30%

TOTAL POINTS 100%Plus

Bonus Points
NOTE –HARD COPIES OF ALL ASSIGNMENTS MUST BE SUBMITTED IN CLASS

1) Class Participation (15%)--INCLUDING: ATTENDENCE and ARRIVING TO CLASSES ON TIME

As part of your class participation, you will complete a one-minute memo summarizing either a key
management issue that relates to what you learned in class or the text. The one-minute memo establishes a
direct line of communication from you to me so that I can assess your grasp of the main concepts discussed in
class/lectures, identify unclear points, and address. I want you to feel that you can be open and honest in
these memos, and so will grade them Pass/Fail. “Pass” means simply that you handed in something that
attempted to respond to my questions. “Fail” means you handed in nothing. Your grade is not affected by what
you communicate to me on these memos.

2) Individual Case Analysis Assignment (25%).

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M1020 Principles of Management, Course Syllabus, Revised Draft: REV2: Sept 4th 2010
Dr. Brian L. Maruffi

One quarter of the final grade will be determined by submitting one individual case analysis report
for one of the cases listed below. Cases should not exceed 8 double-spaced typewritten pages.
These two individual case write-ups can be submitted for any case formally assigned in the course.
Case write-ups must be typed and are hard copies are due at the beginning of the class; case
reports should not be sent to the instructor by email; Individual case assignments will be
given to the student; the schedule and case assignments will be completed by the second week
after the course begins. Each student will told when their case will be discussed in class; students
are responsible for leading the discussion of their individual case analysis report. Each student
should therefore submit a one-page outline summarizing the key points of their analysis; this one-
page Case Analysis Summary should be distributed to the entire class.

Major Topic Individual Case Assignments -- Will be Distributed Due Dates

by the instructor

1. Entrepreneurship October
1.1 Individual Case A: Gateway Computer –Will be 12th
Distributed

1.2 Individual Case B: Office Max, Will be Distributed

1.3 Individual Case C; Boston Beer-- Will be Distributed

2. Planning & Decision October 19th

Making 2.1 Individual Case D: KMART and Sears, pages 209 -223
–Will be Distributed
Individual Case E: Wal-Mart, Will be Distributed

2.2 Individual Case F Scott Paper--, Will be Distributed

2.3 Individual Case G: Vanguard: Success in Taking the

Road Less Traveled-- Will be Distributed

3. Strategy and 3.1 Individual Case H: Newell’s Acquisition of Rubbermaid, November 2nd
Planning Will be Distributed

3.2 Individual Case I: Snapple, Will be Distributed

3.3 Individual Case J: Herman Miller, Will be Distributed

3.4 Individual Case K: Continental Airlines-- Will be

Distributed

GRADING OF INDIVIDUAL ASSIGNMENTS:

Grades for Individual Case Analysis Assignments are as follows:
UN= Unsatisfactory (need to repeat this assignment); P=Pass, HP=High Pass.
HP+ If a student does an outstanding job; an HP+ or Excellent will be awarded;

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M1020 Principles of Management, Course Syllabus, Revised Draft: REV2: Sept 4th 2010
Dr. Brian L. Maruffi

3) GROUP CASE ANALYSIS ASSIGNMENT (30%):

PLEASE NOTE ALL STUDENTS WILL BE ASSIGNED TO A CASE ANALYSIS TEAM ON OR
BEFORE THE THIRD WEEK OF CLASSES. This project is intended to extend and apply your
understanding of some concepts presented in class and to continue the development of your
communication skills that are at the centerpiece of the SSSB undergraduate curriculum. As a part of
this course, you will be assigned to a group and asked to analyze and write up an assigned business
cases selected Cases in Organizational Behavior, 1st Ed (The Ivey Casebook Series), Edited by
Gerard H. Seijts. The list of business cases that can be used for this assignment will be are provided
with the tentative sequence/dates of presentation The Group Case Analysis Assignment is 30% of
your final grade. Your grade will be determined based on the quality and effectiveness of your
group’s seven to ten page case report and an in class (power point) presentation during
the semester.

GROUP CASE ANALYSIS ASSIGNMENTS (Written Report and Presentation)

Major Topic Group Case Assignments –From Casebook Due
Dates :
A. Building A.1 Case #1:Blinds to Go, pages 13 to 20 Nov 9h
Effective
Organizations A.2 Case#2: Five Star Beer p 20 -30

A.3 Case#3: S-S Technologies, p 36 to 43

A.4 Case#4:OP4.com, p43 to52

A.5 Case#5:WestJet Airlines, p 52-61

B. Crisis and B.1 Case#11: China-Canada L:ean Swine Project, p 212 to 222 Nov 11th
Change
Management B.2 Case#12: Deloitte & Touche, p 222 to 230

B.3 Case#13: PETA Kentucky Fried Chicken, p 230 to 246

B.4 Case#14:Maple Leaf Foods, p 260 to 270

B.5 Case#15: Black and Decker, p 270 to 283

B.6 Case#16: Victoria Hospital Redesign, p 283 to 294

C. Leadership C.1 Case#6: Intel in China, p77 to 84 Nov16thth
and Influence
C.2 Case#7:Chuck MacKinnon, p 84 to 97

D. Team D.1 Case#8: Hazelton International, p 116 to 124 Nov 23rd

Management
D.2 Case#9: Spar Applied Systems, p132 to 142

D.3 CVase#10: The Leo Burnett Company, p161 to 176

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M1020 Principles of Management, Course Syllabus, Revised Draft: REV2: Sept 4th 2010
Dr. Brian L. Maruffi

GUIDELINES FOR COMPLETING BOTH GROUP AND INDIVIDUAL Case Analysis

Assignments –Case Analysis Assignments have 5 Parts:
1. Facts—A good, detailed outline of the case which lists the relevant and important details;
2. Problem Identification or Diagnosis—What you believe to be the cause or sources of the
problems stated in the case;
3. Your Recommendations for addressing or solving theses problems; and
4. Expected Outcomes/Results—what results you expect the client or organization to gain as a
result of adopting your recommendations or how will your recommendations help mitigate the
problem in the case
5. Answers to review and discussion questions at the end of the case
• It is important to remember that there may be several acceptable solutions to a case.
Remember to read the assigned chapters.
• Be sure to connect your analysis to the management concepts that you have learned
from you the text and lectures.
• Remember to provide answers to all the review questions that follow the case. In your
answers to these questions be sure to include applications of concepts, terms, methods
and learning from the class lectures, the text and your own experiences.
• An effective case analysis is based on research, theory and facts rather than your
opinions, or gut feelings about the topic.
• Each group’s work should be conducted specifically for this course. Students should not
use a case analysis that was prepared for other classes or prepared by other individuals.

GRADING CRITERIA FOR TEAM and INDIVIDUAL CASE ANALYSIS ASSIGNMENTS

MAXIMUM POINTS
KEY RATING CRITERIA (AREAS: POINTS OBTAINED
1. Summary of relevant facts and details of the case 5

2. Statement of the problems and Issues 10

3. Causes (number and clarity) of problems--Accuracy and 15

completeness of facts of case

4. Alternative solutions (number and clarity). 10

5. Recommendations--Best solution, its implementation and 15

justification.

6. Citation application of theories/concepts references from 10

textbook, readings, and multiple outside sources.

7. Soundness of Conclusions--Quality of research, findings and 10

quantitative information, Responses to key questions
\
8. Quality, clarity, organization and effectiveness of report—and 5
supporting documentation.

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M1020 Principles of Management, Course Syllabus, Revised Draft: REV2: Sept 4th 2010
Dr. Brian L. Maruffi

9. Adequate responses to strategic issues and questions 10

10. Originality, Innovation and Creativity and if relevant, completion 10

of review questions.

TOTAL POINTS: 100

TENTATIVE SCHEDULE OF COURSE TOPICS, READINGS AND ASSIGNMENTS

Date Approach Topics, Assignments and Case Discussion Questions
Individual Introductions—Review of Syllabus/Course Requirements
WEEK 1
August 25th Discussion
Understanding the Manager’s Job—chapter 1
Req Reading: Griffin Textbook-- Chapter 1; NOTE—CHAPTER #2 IN THE
TEXTBOOK IS NOT ASSIGNED
Establish Seating Chart, Assignment of Students to Work
WEEK 2 Teams
Aug 31 & Discussion: The Environment and Culture of Organizations (2 Classes)
Sept 2 Chapter 3

Req Reading: Chapter 3 and Guidelines for Case Analysis (handout):

Case: Read Case #1:Blinds to Go, pages 13 to 20 and Case#2: Five Star Beer
p 20 -30

WEEK 3
Sept 7th and NO CLASSES
9th

WEEK 4
Sept 14th Discussion: The Ethical and Social Environment--Chapter 4
No Class Req Reading: Chapter 4
on Sept 16th
Sept 14th Case Case#3: S-S Technologies, p 36 to 43

WEEK 5
Sept 21St and Discussion: NO CLASSES
23rd

WEEK 6
Sept 28th and Discussion NO CLASSES
30th

WEEK 7

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M1020 Principles of Management, Course Syllabus, Revised Draft: REV2: Sept 4th 2010
Dr. Brian L. Maruffi

Oct 5th and Discussion:

7th The Global Environment—chapter 5
Req Reading: Chapter 5
th
Oct 5 and Cases: Case#4:OP4.com, p43 to52 and Case#5:WestJet Airlines, p 52-61
7th

WEEK 8
Oct 12th and Discussion:
14th Chapters 6: the Multicultural Environment and 7 Planning
Reading Chapters 6 and 7
Case: Case#6: Intel in China, p77 to 84

WEEK 9
Oct 19th and Discussion: Chapter 8 Strategy and Chapter 9 Decision-Making
21st
Req Reading: Chapters#8 and 9
Cases: Case#6: Intel in China, p77 to 84

WEEK 10
Oct 26th and Discussion: Chapter#10 New Venture Creation-Entrepreneurship
28th Venture Management

Req Reading: Chapters#10

Cases: Case#7:Chuck MacKinnon, p 84 to 97, and Case#8: Hazelton
International, p 116 to 124

WEEK 11
Nov 2nd and Discussion: ORGANIZING—Chapters 11 and 12
4th
Req Reading: Chapters 11 and 12

Cases: Case#9: Spar Applied Systems, p132 to 142ase#10: The Leo Burnett
Company, p161 to 176

WEEK 12
Nov 9th and Discussion:
11th Change and Human Resources Management (2 Chapters)
Req Reading:
Chapters 13 and 14
Case: Case#11: China-Canada L:ean Swine Project, p 212 to 222 and Case#12:
Deloitte & Touche, p 222 to 230
WEEK 13 NOTE: Chapter 15 is not assigned

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M1020 Principles of Management, Course Syllabus, Revised Draft: REV2: Sept 4th 2010
Dr. Brian L. Maruffi

Nov 16th and Discussion: Chapter 16: Motivation and Chapter 17: Leadership/Influence
18th
Req Reading: Chapters 16 and 17

Case Case#13: PETA Kentucky Fried Chicken, p 230 to 246

WEEK 14
Nov 23rd Only Chapter#18 Communication –NO CLASS ON NOVEMBER 25th
Discussion
Chapter 18
Reading
Case#14:Maple Leaf Foods, p 260 to 270
Case:

WEEK 15
Nov 30th
ONLY Discussion Chapter#19 Teams and Teamwork—NO CLASSES ON
DECEMBER 2nd

Reading Chapter 19
Case#15: Black and Decker, p 270 to 283
Case
WEEK 16

Dec 7th and

9th NO CLASSES or ASSIGNMENTS ON Dec 7th and 9th
WEEK 17
CHAPTER #20 IS NOT ASSIGNED
Dec 14th and
16th Discussion Chapter 21--Operations Management

Reading Chapter 21
Case#16: Victoria Hospital Redesign, p 283 to 294
Case
WEEK 18

Dec 14th and

16th Discussion Final Presentations

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M1020 Principles of Management, Course Syllabus, Revised Draft: REV2: Sept 4th 2010
Dr. Brian L. Maruffi

WEEK 19

Dec 17th
ONLY Discussion Final Presentations
WEEK 20
READING DAYS
READING
DAYS Discussion NO CLASSES—READING DAYS DEC 23rd to December 28th

Angel Courseware Homepage: (information will be posted on M1020 site)

All communication will be via the YU e-mail system. You can forward this address to your commercial ISP. All
students should be automatically signed up for Angel when you register and given a YU e-mail address.
Problems with Angel? Contact: Evan Silberman -- esilber2@yu.edu Also Angel online help at
http://www.yu.edu/mis/academic_computing/angelhelp.asp Username: that part of your y-mail account name
that appears before the password: normally first letter of last name + last 4 digits of your ID number

Academic Integrity: Academic integrity is fundamental to the principles, both religious and secular, upon
which our institution is founded. Cheating is an affront on academic integrity and an outright rejection of
halakhic norms and the Jewish code of ethics. Any instance of dishonesty cheapens not only the work of the
perpetrator, but the work of innocent classmates and this institution. It is the responsibility of faculty members
to do all they can to promote academic integrity and to report any violations of academic integrity.

TurnITin.com: Yeshiva University has purchased a license to this online plagiarism prevention site. Term
paper assignments and senior research papers must also be submitted on disk. Students may also be
instructed to upload their papers to the Man3780 TurnITin site for evaluation.
Computers & PDA’s: Please note that laptops, blackberries, beepers, text messaging, iPods, PDAs, and
cell phones are a distraction, and therefore such devices are not to be used in the class unless, they are
approved in advance for class related applications—failure to comply with this policy can result in being asked
to leave the class

Office of Disabilities Service: “Students with disabilities who are enrolled in this course and who will be
requesting documented disability-related accommodations should make an appointment with the Office of
Disability Services, (917) 326-4828, during the first week of class. If accommodations are approved, you will
receive a letter from the Office of Disability Services detailing those accommodations. You should present this
letter to each of your professors as soon as possible, and in no case less than a week before the exam date
when accommodations are needed. This process must be followed for every class in every semester

Problems? Contact: Evan Silberman@ esilber2@yu.edu. Also Angel online help at

http://www.yu.edu/mis/academic_computing/angelhelp.asp
Username: that part of your y-mail account name that appears before the @;
Password: normally first letter of last name + last 4 digits of your ID number

Recommended Additional Sources

American Management Association: www.amanet.org
Chief Executive Publication: www.chiefexecutive.net
Business Reference Info: www.academicinfo.net/buslibrary.html
Answers to Many Questions: www.wisegeek.com