Principles of Management

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Rev.

January 2013


School of Graduate and Continuing Studies

Olivet Nazarene University




Principles of Management


COURSE
PRM
-

306/606



May 20


24, 2013



Syllabus






Bachelor of Science: Practical Ministries


Master of Ministry: Practical Ministries


for


Salvation Army Officers







Rev.

January 2013


Course Name
: Principles of
Management

Statement of Faith


“As an educational enterprise of the Church of the
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-
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Professor of Record


Major Mark Turner, BA, MBA

Phone




810
-
984
-
2679

Email




mark_turner@usc.salvationarmy.org


Mailing Address



2000 Court St, Port Huron, MI 48060


Ins
tructor




Major David Fulton, BA

Phone




772
-
725
-
1100

Email


david_fulton@usc.salvationarmy.org

Mailing Address


5040 North Pulaski Road, Chicago, IL 60630


Instructor



Eric Van

C
leven
,

CCP, SPHR
,

HRB Director

Phone



847
-
294
-
2000

Email




Eric_Vancleven@usc.salvationarmy.org

Mailing Address



10 West Algonquin Road, Des P
laines, IL 60016


Presenter




Rob Bonesteel, Volunteer Services Bureau

Director

Phone





847
-
294
-
2000

Email



rob_bonesteel@usc.salvationarmy.org



Mailing Address


1
0
West Algonquin Road, Des Plaines, IL 60016





COURSE DESCRIPTION/O
VERVIEW



Management issues are explored from the perspectives of human resource administration and business
management. Human resource administration topics
include employment law, personnel management,
employee motivation theories and implications, conflict management and relationship building. Business
management topics include; ethics, finance, and budget administration.






3


COURSE MATERIALS




TEXTBOOK/REQ
UIRED READING

Strengths Based Leadership

by Tom Rath, Barry Conchie; Publisher: Pgw ISBN 0
-
978
-
1
-
59562
-
015
-
6
(Note
:

there is an Internet assessments access number in the back of the book. You need to take the test
and print off the results and bring to cl
ass.)

A new book must be ordered, since the code cannot be re
-
used.


D
eveloping Management Skills, Eig
h
t
h

Edition
by David Whetten and Kim Cameron.Pearson/Prentiss
Hall, 2011. ISBN: 0
-
13
-
612100
-
4.


Required reading Journal articles will be sent to
students after registration.


Supplemental Reading (required for Master Level)

Ethics in the
Workplace Second Edition

by
Johnson, Craig E.:

Thousand Oaks: Sage Publi
cations

Managing By
Values

by

Blanchard, Ken and Michael O'Connor.

San Francisco: Berrett
-
Koehler
Publishers, 1997. ISBN: 1
-
587675
-
007
-
8.




LEARNING
OBJECTIVES


Upon completio
n of this course, the

candidate will be able to:

demonstrate the ability to integrate understanding and process with practical application
the learning
outcomes listed below.
These include, but are not limited to, Salvation Army financial report analysis and
interpretation, employment law,
conflict management, volunteerism,
and applied business ethics for
Christian leaders.


LEARNING
OUTCOMES


The following outcomes

are expected of each

candidate for this course:


1. Identify, analyze and present a solution to a key major management program based on readings and
class exp
eriences on Friday during class
.

2. Using the managerial and leadership c
oncepts learned in the course, the student will identify, analyze
and solve a major management issue in his/her current appointment.

3. Student will synthesize course information on
communication skills,
conflict management, mission
effectiveness, financi
al management, pe
rsonnel management, employee mot
ivation, volunteerism
management and business ethics through full participation in course lectures, discussions

and small
-
group activities.





4


COURSE ASSIGNMENTS


Pre
-
Assignment
s

1.

Once we receive your name,
you will be sent a "
ma
jor
m
anagement
problem
" case study.



You are to write a paper outlining what the key problems are and how you would resolve
them.



You will need to include a time line showing how long you believe each step will take, and
your target
date for completion and resolution of the problem.



This portion of the assignment will be turned in at the first class.



During the first four days, you are required to add or subtract from your presentation based
on information gleaned from the class.



The
re is a four page minimum length requirement for this
final
assignment; however the
grade will be based on meeting all the criteria set above.



It is important that your work indicate sufficient study in preparation for the week of in
-
class
learning.



Hand
-
outs and or PowerPoint are required for your presentation.



The final paper must be given to us prior to your class presentation.



P
resent
ations will take place
on the last day of class.

2.

Read chapters 5, 6, and 7 of
Developing Management Skills

3.

Strengths
Based Leadership
: There is an Internet assessments access number in the back of the
book. You need to take the test
,
print off the results and bring to class.

4.

Interview
a

Divisional Finance Board Officer. Gather data relevant to the operation of the DFB, be
diligent and detailed in your interview, then keep the interview results

and bring

to class to hand
in with the other pre
-
assignments.

Starter questions for this interview will be sent when the major
management problem is sent.

Post Assignment:

Briefly describe a major management issue you are facing in your current appointment. You may use
fictitious names, but make a strong ca
se statem
ent why this issue is affecting

the leadership within t
he
appointment.


Develop a well
-
crafted, documented solution for this issue.

The solution should include the
concepts gained in the course
. Master level students refer to the Master Level instructions

provided
below.

This assignment is minimum 3000
-
3,500 (4,000 for Master level) words long
.

The assignment must be emailed no later than
August
30
, 201
3

for full credit. Keep a copy of all
submitted work. Ask your Lotus Notes for a confirmation receipt prior to sending your email
submissions. For those who do not have Lotus Notes, request a return email from your instructor
for verification purposes
. Plea
se email assignment to Major
Mark Turner
, copying Major
David Fulton
.

MASTER LEVEL

In addition to
the
above assignment, include the following:

1. The solution to the major problem should include concepts and insights gained from the supplemental
reading. T
he

References
page should include a minimum of ten footnoted resources.



5


2. Develop a position paper on how role ethics should play in business and management. This paper
should include a cover page, abstract, text body of 3
-
5

pages

with a strong, all inclu
sive conclusion
statement encapsulated your position and how it was formed by this text. Be sure to add a work cited
page if other sources are used. Assure that any outside sources are scholarly by nature, with popular
media sources utilized to demonstrate

common public perception only.

3. Write a book review on

Managing by Values
, Ken Blanchard and Michael O'Connor (Berrett
-
Koehler
Publishers, San Francisco, 1997. ISBN #1
-
587675
-
007
-
8.) This review should be 1,000 words

in length
and meet all APA
standards.

REQUIREMENTS FOR ALL ASSIGNMENTS



D
ouble
-
spaced



Ariel 12 point font



APA formatting


Each paper
must

include a cover page with the assignment listed, instructor's name and student's name
and followed with an abstract page outlining the contents of the paper. An abstract is a one or two
paragraph overview of what the paper will discuss. It is not to reapp
ear in the body of the text verbatim.
All sources used in preparation of the paper must be listed on the

References

p
age

located at the end of
the paper. Material from any source must be documented within the paper by a brief parenthetical
reference that
will direct the reader to the appro
priate source in the References
page.

No other text font or size will be accepted.

ATTENDANCE, PARTICIPATION, AND TARDY POLICY

As you are aware, the School of Graduate and Continuing Studies is required to closely monito
r the
attendance of all learners enrolled in our programs.
It is very important that the student attend every hour
of instruction. Attendance is taken in the morning and afternoon. Students may not miss more than three
hours of instruction and receive full

credit for the course


and only with prior approval of
the
Director of
SACEP, Professor of Record and instructor.

All absences

should be reported to Professor of Record.


Instructors will address tardiness on an individual basis. Learners are expected
to arrive for class on time
and remain for the entire four hour period


Participation is not the same as attendance. Participation requirements are determined by the instructor
and
may include prohibitions against
non
-
class related

use of computer or phone

during class.


ACADEMIC INTEGRITY


(
SCHOOL OF GRADUATE & CONTINUING STUDIES
)

Academic violations and dishonesty are defined as deception of others about one's own work or about the
work of another. Examples of academic violations include,
but are not lim
ited to:

1.

Submitting another's work as one's own or allowing another to submit one's work as though it
were his or hers.

2.

Failure to properly acknowledge authorities quoted, cited, or consulted in the preparation of
written work (
plagiarism
). All work submitted by a learner must represent the learner's original
work. Outside sources used as references should reveal the name and source and the extent to
which the source is used.

3.

The use of a textbook or notes during an examination without pe
rmission of the facilitator.



6


4.

The receiving or giving of unauthorized help on assignments.

5.

Submitting for credit borrowed or purchased papers.

6.

Unauthorized multiple submissions of papers.

7.

Defacing or unauthorized removal of course materials or equipment

from classrooms, offices, or
the library.

8.

Dishonesty in reporting completion of reading assignments.

9.

Signing the roll for someone who is not present in class.

10.

Tampering with experimental data to obtain a "desired" result or creating results for experim
ents
not conducted.

11.

Tampering with or destroying the work of others.

12.

Lying about academic matters.

13.

Falsifying college records, forms, or other documents.

14.

Unauthorized access of computer systems or files.

15.

Violating copyright of any form of media.

Learn
ers who are guilty of academic violations can expect to be penalized. A course facilitator whose
definition of cheating may differ from that stated above has the responsibility and obligation to so inform
the learners, in writing, at the beginning of the c
ourse. Those facilitators who fail to do so have no basis
for disciplinary action in instances of purported learner dishonesty outside of the above provisions.

The course facilitator has the authority to deal with instances of academic dishonesty within th
e following
guidelines:

1.

Courses of action may include, but are not limited to, the following:

a)

Work may not be redone, and no credit is given for that particular assignment.

b)

Alternative assignments may be given for full or partial credit.

c)

The learner may

be dismissed from the university.

2.

Course facilitators must report any incident of violation of the policy on academic integrity to the
Dean for Graduate and Continuing Studies. Following two reports against a particular learner,
action is initiated that m
ay lead to dismissal of the learner from the University.

3.

The learner has the right to appeal action under this policy through the regular channels as
established by the grade
-
appeals process.



GRADING SYSTEM


Undergraduate Courses

A

94
-
100


A
-

90
-
93.9%


B+ 87
-
89.
9

B

83
-
86.9

B
-

80
-
82.9


C+ 77
-
79.9


C 73


76.9

C
-

70
-
72.9

D+ 67
-
69.9


D 63


66.9


D
-

60
-
62.9

F <60


A
= Exc
ellent Performance
;

o
utstanding, t
houghtful resp
onses, willing to self
-
evaluate.

O
pen to others
perspectives and
opinions; engage
s

in a thoughtful and respectful manner within

areas of disagreement.

Student b
rings experience, outside sources and personal insights to discussions, activities and projects.
There is evidence of c
areful attendance to assignments; neat an
d creative
presentations (written or oral).

Student a
ttends to time frames given for presentations and assignments.

B
= Above Average
:

Performance is above average in all a
reas; outstanding in some ways.

C

= Satisfactory: Performance is generally acceptab
le; needs to improve in some areas
.

D

= Marginal: Performance lacking in many areas; barely meets minimum requirements
.

F

= Unsatisfactory performance




7


Graduate Courses

A

94
-
100


A
-

90
-
93.9%


B+ 87
-
89.9

B

83
-
86.9

B
-

80
-
82.9


C+ 77
-
79.9


C 73


76.9

C
-

70
-
72.9

<70


F


A

-

Superior Graduate Work

B

-

Satisfactory Graduate Work

C

-

Below Average

F

-

Failing




LATE POLICY

A due date for each assignment is provided with the assignment description, course requirements and on
the course schedule.
In order for the student to receive feedback, it is essential that the assignment be
turned in on time. If an emergency arises preventing the turning in of the assignment on the due date,
contact with the assigning instructor must be made prior to the due
date for consideration of extension of
due date.
This emergency provision is only good for one assignment. For all other late assignments, the
grade will be dropped by a half letter grade

each week.

(example: A to an A
-
).



COURSE OVERVIEW



DAILY SCHED
ULE*


DAY ONE

Course Introduction: Major Mark Turner/Major David Fulton

Pre
-
class assignments will be turned in at the start of class.

In th
e first hour
we will
work on interpersonal communication skills providing a foundation for building
relationships
in the class. This will provide an

opportunity to recognize our different life appointments and
also set the stage for our small group
activities

that will take place in most of the following sessions.

Mission

Every organization and leader needs to unders
tand “Mission” and evaluate everything the organization
does by the stated mission. The Peter Drucker Tools will be taught and used to analyze our mission
effectiveness within our individual appointments and ministries.

D
AY TWO

Christian Ethics: Major Dav
id Fulton/Major Mark Turner

When it comes to deciding what we ought to do and what we ought not to do, most people use a standard
far below the law of God. What is your standard? How do you define ethics and morality?

We will look at
various issues facing the Church today and how these impact our concept of "Christian Ethics". Groups
will be presented various current ethical issues and asked to present a case study to include: A definition
of the issue and how do we gua
rd our hearts and our ministry from falling prey to "Societal Ethical


8


Morality" standards.

Personal Financial Management
:
Major Mark Turner

You've probably heard the phrase, "living within your means." But what does it really mean?

Simply put,
if you're

living within your means, you can pay for the things you need without getting trapped in more
debt than you can handle.

As pastors, we need to set an example for our congregations, our family and
our children.

Human Resources

Introduction:


Eric Van Clev
en


Students will be expected to have read chapters 5, 6, and 7 of the
Developing Management Skills

t
ext
before the start of the Human Resources component of the course.



Communication
S
kills


The dilemma we face with emotional communications when we
should be listening with the Heart of God.
When you see communication as a dynamic process of discovery rather than one of solving problems,
you often solve the problems by default.


Employee Motivation


Some people work for personal fulfillment; others wo
rk for love of what they do. Others work to
accomplish goals and to feel as if they are contributing to something larger than themselves. The bottom
line is that we all work for money and for reasons too individual to assign similari
ties to all workers.


Gaining Power
and

Influence


We will discuss building a power base, personal and positional power, using power and influence and
using influence to appropriately accomplish exceptional work from yourself and your subordinates.


Managing Conflict


This prog
ram is designed for those in leadership roles who struggle with some of the challenges
associated with conflict management. We will take a look
at
the focus and source of conflict and also
utilization of appropriate conflict management strategies.


Acti
vities:

Participants will work in small groups to review a human resource workplace situation involving conflict.
Participants will be expected to identify the source(s) of conflict and respond to the conflict(s) with the
appropriate conflict management
strategy or strategies.


DAY THREE

Volunteerism:

Mr. Rob Bones
t
eel

Benefits, Incidence, Organizational Models, and Participation in the Public, Private and Not for Profit
Sector.

Volunteerism in the United States is neither a new concept nor an uncommon activity. Historically,
America has long recognized the importance of "a societal responsibility to join in, to give freely of one's
time to assist or aid ot
hers."



9


Advisory Board
and Corps Council Development
:
Major Mark Turner
/
Major David Fulton

How to develop an
effective Advisory Organization

Why have an Advisory Board?

The
O
fficer and the Board


Expectations of the
B
oard

How to evaluate your
B
oard

A
performance assessment of yo
ur B
oard

Why have a Corps Council?

How to create a motivated Christ centered Corps Council

Human Resources
:

Eric Van Cleven

Discipline and Discharge: Done Right


This section provides leaders with skills needed to determine why employees are not meeting jo
b
standards, how to provide feedback, and when to use progressive discipline and how to properly
document discipline. We will discuss how to prepare and conduct a disciplinary meeting. We will discuss

some

common mistakes leaders make when disciplining employees. We will also discuss a proper
employee termination process.


Human Resources: A Legal Update & Workplace Privacy


This section provides leaders with updates and
a
review of significant federal emp
loyment laws. Lack of
knowledge concerning these laws could place The Salvation Army at risk for legal liability. More often
than not, it is the leader's words and actions that are at issue in a legal proceeding. We will discuss
federal employment laws

including The Americans with Disabilities Amendments Act (ADAAA), The
Family Medical Leave Act (FMLA) and The Fair Labor Standard Act (FLSA).


This section provides leaders with information on situations in which monitoring might occur in the
workplace an
d explains privacy rights of employees. It is important for leaders to determine what they
legally can search


such as desks, lockers, and lunchboxes. We will
discuss
drug and alcohol issues
,
seeking medical information from employees, off
-
duty conduct issues and their impact on workplace
privacy.


DAY FOUR

Budget Analysis and Problem Solving
:

Major Mark Turner/Major David Fulton

We will break into our small groups and review a typical
corps budget. You will work as a team to find
possible problems, and answer questions about the corps or institutional budget under review. You will
also have a corps issue that has surfaced that can be addressed if the budget could be re
-
worked to help
re
solve the problem.

Outcome Based Model Planning: Major Mark Turner

Outcome measurements
i
s
a systematic method for collecting, analyzing, and using information to answer
questions about projects, policies and

programs,

particularly about their effectivenes
s and efficiency. In
ministry
,

we need to know if the programs we are funding, implementing, voting for, receiving or objecting


10


to are actually having the intended effect
.

This class will equip the student to identify if their ministry is
on mission
. It
will equip them to produce Outcome Measurement
s making existing programs more
effective, and
provid
ing information
for future funders.

Working with Divisional Headquarters: Major David Fulton

This one hour segment will facilitate the presentations of the
students interview with their Divisional
Secretary for Business on the process of the Divisional Finance Board. They will present the facts of the
interviews and we will discuss the interactions between the Corps
and

Institutions, the Divisional staff and
their responsibility to the Territorial Headquarters.

Strengths Based Leadership
: Major Mark Turner

Understanding the four basic needs of those who look to you for leadership.


H
uman Resource Situations
:
Eric Cleven


Participants will review various human

resource situations that employers have actually experienced. As
a leader of employees in The Salvation Army, if you have not already experienced some of these
situations, you probably will. How would you respond to the situation?


Activities:

Partici
pants will work in small groups to review various actual human resource workplace situations. If
applicable, references to actual legal cases will be supplied. Each group will explain their response to the
situation including rationale. Where possible,
actual employer responses to the situation will be
presented. Situations include employees with perceived disabilities, employee drinking and driving, star
empl
oyees not following the rules, e
mployees on
Facebook
and more.

Participants are invited to
bring any challenging Human Resource situations that they are currently
experiencing or have experienced in the past. Ask the group, “How would you have handled the
situation?”


DAY FIVE

Critical Issues assignment presentations


Each student will
make a
p
resent
ation to the class using hand
-
outs or PowerPoint
on
a solution to the
problem
previously assigned
when they
registered. It is necessary, in this assignment, to supply
additional information based on what was presented
during the past four days of
cla
ss. The relevancy of
what is included in your presentation will affect the grade.

*Please note that the contents of the schedule will not change, however, the class times may be
revised due to availability of instructors.












11


Monday:

1:00


2:45

Class

Introductions/
Mission
. Pre
-
assignment turned in

2:45


3:00


Break

3:00


4:45


Evaluating Mission/Drucker Tools


Tuesday:

8:00


8:55


Ethics round table scenarios and problem solving


8:55


9:50


Ethics presentations and discussions

9:50


10:05



Break

10:05


11:00


Personal Financial Management

11:05


11:45


Devotions

1:00


1:55


Communication Skills

1:55


2:45


Employee Motivation

2:45


3:00


Break

3:00


3:55


Gaining Power and Influence

3:55


4:45


Managing Conflict


Wednesday:

8:0
0


8:55


Volunteerism

8:55


9:50


Volunteerism

9:50


10:05


Break

10:05


11:00


Board and Corps Council Development

11:05


11:45


Devotions

1:00


1:55


Board and Corps Council Development

1:55


2:45

Discipline and Discharge

2:45


3:00


Break

3:00


3:55


Discipline and Discharge

3:55


4:45


Work Place Privacy


Thursday:

8:00


8:55


Budget analysis and problem solving

8:55


9:50


Outcome Based Model Planning

9:50


10:05


Break

10:05


11:00


Working with Divisional Headquarters

11:05


11:45


Devotions

1:00


2:45


Strengths Based Leadership

2:45


3:00


Break

3:00


4:45


Human Resource Situations



Friday:

8:00


8:20


Devotions

8:25


9:50


C
ritical issues/student presentations

9:50


10:05


Break

10:05


11:
45


C
ritical issues/stude
nt presentations

11:
45




SACEP ends





POLICY ON RETURNING
ASSIGNMENTS TO STUDE
NTS
:

The
SACEP policy

requires faculty to return assignments within
thirty

(
30
) d
ays after the assignment is
due, or if late



30 days after submission.





12


APA GUIDELINES

All
students are expected to follow APA guidelines in submitting work.


Access the
School of Graduate and Continuing Studies Student Success Website

for help with APA
formatting, citations, and references.

Go to
http://my.olivet.edu

Type your User Name and Password.

Locate the Home tab. Click on “SGCS.”

Locate the Student Support tab at the top of the page and click on “Tools for Success.”

On the bottom of the Student Success Resource Center team page, click on “C
lick here for the
Student Success Site Directory

The bottom left of the Academic Strategies tab has links for APA formatting, rules for citations and
references, frequently made errors, APA resources, and Benner Library. An APA sample paper is
included.

Fr
om the Student Success Resource Center team page, you may also access APA resources on the left
hand side of the page under Academic Strategies or the right hand side of the page under Academic
Strategies Home.




APPENDICES
(
GRADING
RUBRICS)

The presenter/writer completely addresses the instructor's guidelines for the assignment and covers the
material with both breadth and dept
h.

The writer sufficiently demonstrates higher order learning through application, analysis, synthesis,
and/or
evalu
ation.

The writer provides data or references to support the thesis statement and adequately documents support
statements with illustrations and/or appro
priate references.

Spelling and grammar is accu
rate and effective.

Processed us
ing APA format.

The pres
entation/paper has a well crafted introduction, a clear thesis statement, effective transitions and
a strong relevant conclusi
on.

Paper received before
August
30
, 2013
.

Presentation to class, effective delivery and use of material,
handouts
, Power
Point
or other.

Participation in the small group settings and contribution to c
lass discussions.

Participation in class discussions and activities is beneficial to the learning process. Please come
prepared to actively participate. Learning is a joint effort bet
ween the instructors and students. Do your
part to learn as much as possible within this four day class period. Pre
-
read your assignments and form
any questions to ask when appropriate within the class setting. If you wish, you may pre
-
submit your
question
s via email to Major Mark Turner and copy Major David Fulton for their preview and research.



13



Grading Element
s

Possible Score

Score
earned

Case Study
Pre
-
Assignment turned in on first day

10


DFB Member Interview

5


Case Study
Pre
-
Assignment

Presentation and revision

25


Post
-
Assignment

40


Class Participation

20


Total

100







14


Course Title

Principles of Management

Course Prefix and Number PRM


306/606













Assignment Name

Assignment Number

Submitted by (Your Name)


















Olivet Nazarene University

Instructor’s Name

Date submit