COURSE GRADUATE PROPOSAL OR REVISION, Cover Sheet (10/02/2002) Course Number/Program Name GBA 7020 / Executive MBA Program Families in Business Department Leadership & Professional Development Degree Title (if applicable) MBA Proposed Effective Date Fall 2008 Check one or more of the following and complete the appropriate sections: X New Course Proposal Course Title Change Course Number Change Course Credit Change Course Prerequisite Change Course Description Change Sections to be Completed II, III, IV, V, VII I, II, III I, II, III I, II, III I, II, III I, II, III
KENNESAW STATE UNIVERSITY
Notes: If proposed changes to an existing course are substantial (credit hours, title, and description), a new course with a new number should be proposed. A new Course Proposal (Sections II, III, IV, V, VII) is required for each new course proposed as part of a new program. Current catalog information (Section I) is required for each existing course incorporated into the program. Minor changes to a course can use the simplified E-Z Course Change Form.
Submitted by: Approved Approved Approved Approved Approved Approved Approved Approved Not Approved Not Approved Not Approved Not Approved Not Approved Not Approved Not Approved Not Approved
Faculty Member
_____ Date
Department Curriculum Committee Date Department Chair School Curriculum Committee School Dean GPCC Chair Dean, Graduate College Date Date Date Date Date
Vice President for Academic Affairs Date President Date
KENNESAW STATE UNIVERSITY GRADUATE COURSE/CONCENTRATION/PROGRAM CHANGE I. Current Information (Fill in for changes) Page Number in Current Catalog Course Prefix and Number Course Title Credit Hours Prerequisites Description (or Current Degree Requirements) Proposed Information (Fill in for changes and new courses) Course Prefix and Number __GBA 7020______________________________ Course Title _Business Excellence_ Credit Hours 11 Prerequisites GBA 7010 Institutional Excellence Description (or Proposed Degree Requirements) This course examines topics that form the basis for determining business excellence. The Lotus Notes/Learning space distance learning platform continues to be incorporated this semester. The use of this technology serves as an extension of the in-class time by providing associates the ability to discuss, with fellow associates and faculty, readings and issues pertaining to each on-campus weekend. III. Justification This course, 7020, reintroduces a previous course taught in the EMBA program as explained in a separate attached document, EMBA for Families in Business.
II.
IV.
Additional Information (for New Courses only) Instructor: Varies team taught Text: Many, see syllabus Prerequisites: GBA 7010 Institutional Excellence Objectives: The topics include: Resource Allocation, Risk and Return, Microeconomics and Structure, Market Analysis of Industries, Industry Forces, Quantitative Analysis, Investment Decision Criteria, Strategic Frameworks, Business Strategy in Action, Capital Decisions, Operating Systems, Expansion and Integration, Managerial Accounting, and Cost Analysis, Product Positioning, Branding and Promotion, Customer Service, Processes and Process Excellence, Quality Processes, Statistical Principles, Process Control, Change Management, Project Management, Information and Knowledge Management, Human Resource Strategy & Development, Value Drivers, and Leadership and Personal Growth. Instructional Method Cases, lectures, simulations, discussions, problems, role-playing, homework, and individual and team break-out activities. Method of Evaluation In-class exercises, exams, and individual and team assignments.
V.
Resources and Funding Required (New Courses only) Resource Faculty Other Personnel Equipment Supplies Travel New Books New Journals Other (Specify) TOTAL Amount 0 0 0 0 0 0 0 0 0
Funding Required Beyond Normal Departmental Growth 0
VI. COURSE MASTER FORM This form will be completed by the requesting department and will be sent to the Office of the Registrar once the course has been approved by the Office of the President. The form is required for all new courses.
DISCIPLINE COURSE NUMBER COURSE TITLE FOR LABEL (Note: Limit 16 spaces) CLASS-LAB-CREDIT HOURS Approval, Effective Term Grades Allowed (Regular or S/U) If course used to satisfy CPC, what areas? Learning Support Programs courses which are required as prerequisites
Executive MBA Families in Business GBA 7020 Bus. Excellence 11 - 0 - 11 Fall 2008 Regular n/a n/a
APPROVED:
________________________________________________ Vice President for Academic Affairs or Designee __
VII Attach Syllabus LEARNING OBJECTIVES:
The topics for integration include: Resource Allocation, Risk and Return, Microeconomics and Structure, Market Analysis of Industries, Industry Forces, Quantitative Analysis, Investment Decision Criteria, Strategic Frameworks, Business Strategy in Action, Capital Decisions, Operating Systems, Expansion and Integration, Managerial Accounting, and Cost Analysis, Product Positioning, Branding and Promotion, Customer Service, Processes and Process Excellence, Quality Processes, Statistical Principles, Process Control, Change Management, Project Management, Information and Knowledge Management, Human Resource Strategy & Development, Value Drivers, and Leadership and Personal Growth.
Texts and Cases:
For Books, * = already issued
Title
Author
Publisher
ISBN
Operations Management for MBAs, Second Edition The Memory Jogger: E-Book Series on CDROM * Introduction to Managerial Accounting, 12th edition* Financial Management: Theory and Practice * Becoming a Master Manager * Bargaining for Advantage: Negotiation Strategies for Reasonable People Deep Change Team Assessment Thomas Kilman Conflict Mode Instrument [to be handed out in class on the day] Appleton vs Baker (paper) [to be handed out in class on the day]
Meredith & Shafer
John Wiley Goal/QPC
0-47100060-4 6100E 0-13032373-X 0-32425968-9 0-47100744-7 0-67088133-3
Hangren, Spencer, & Stratton Brigham & Ehrhardt Quinn et al. G. Richard Shell
Prentice-Hall Southwestern John Wiley Penguin Group
Quinn Team Concept K. Thomas & R. Kilman M. Wheeler & L. Susskin
Jossey-Bass PDS Consulting Psychologists Press Harvard Law School
0-78790244-6
HBR Electronic CASES
Title
J Boats Teaming for time: the 6am delivery project at the Boston Globe (A) Valuing Capital Investment Projects Freemark Abbey Winery Florida Power Light Quality Improvement Story Exercise (A) Florida Power Light Quality Improvement Story Exercise (B) Microsoft.NET Le Petite Chef DaimlerChrysler Knowledge Management Strategy Managing Knowledge and Learning at NASA and JPL Poland's A2 Motorway Strategy and the Chief Learning Officer
Author
Simons Lelyved Kester Krasker Hart, Maher, Montelongo Hart, Maher, Montelongo Herman Rangashayi Johnson Leornard & Kiron Kane & Esty Willis May
Publisher
H.B.S. & Babson College Via H.B.S. H.B.S H.B.S. H.B.S. H.B.S. H.B.S H.B.S. H.B.S. H.B.S. H.B.S. ASTD
ISBN
9-197-015 BAB039 9-298-092 9-181-027 9-689-041 9-689-042 9-602-086 9-602-080 9-702-412 9-603-062 9-202-030
HBR Electronics Article Reprints
Title
What is Strategy? Four Steps to Forecast Total Market Demand How Competitive Forces Shape Strategy
Author
Porter Barnett Porter
Publisher
H.B.R. H.B.R. H.B.R.
ISBN
R. 96608 88401 R. 79208
The Protection of Intellectual Property Rights in the United States Legal Restrictions on Marketing Management
Hart & Zhaaroff
H.B.S.
9-897-046
Kaufmann
Davenport & Glaser Soo, Devinney, Midgley, & Deering Bower & Chistensen McClelland, Ramen, & Fisher Williams
H.B.S.
H.B.R. H.B.R.
9-588-009
R0207H CMR238
Just-in-Time Delivery comes to Knowledge Management Knowledge Management: Philosophy, Processes, and Pitfalls Disruptive Technologies: Catching the Wave Supply Chain Management at World Co., Ltd. Performance Appraisal is Dead. Long Live Performance Management Job Sculpting: The Art of Retaining Your Best People The SupraOrganizational HRM System
H.B.R. On-Point H.B.S. Harvard Management Update H.B.R. Business Horizons, Indiana. (via HBR)
3510 9-601-072 U9702A
Butler & Waldrop Medcaf & Needham
R. 99502 BH001
Assignments and Grading: Assignment
Presentation Video Team Charter/Action Plan Process Improvement Assignment 15% Ratio Analysis Assignment Capital Budgeting Assignment Bargaining Plan & Debriefing Memo Quantitative Analysis Assignment Negotiation Game Journal, including Personal Action Plan Entry Team Presentation Peer Reviews - Team Maintenance Quality of Feedback to Teammates Peer Reviews -Team Intellectual Contribution (end) 7.5% 7.5% 5% 10% 5% 5% 25% 5% 5% n/a Individual Individual Individual Individual Team Individual Team Individual Individual Individual Percent of Grade 5% 5%
Type Individual Team Individual
Faculty Assistance with Teaming Related Issues
As we discussed in the Opening Residency, even with a satisfactorily defined Team Charter and well-intentioned team members, your team will encounter a storming stage on its journey to high performance. During the storming stage, your team can experience differences over factors such as direction, leadership, work style and approach, and expected quality of the teams products and processes. As is true in any relationship, conflict is inevitable. When your team enters this stage, we encourage you to enforce your Team Charter to manage these conflicts, focus on the task and not on personal differences, and promote an environment of open communication to ensure that the inevitable conflict is healthy and results in improved communication and commitment to the teams task. Remember that an appropriate level of tension motivates a team, but too much or too little can affect productivity. We encourage your team to use the following ground rules in all interactions, but especially when dealing with conflict. Test assumptions and inferences. Share all relevant information. Use specific examples, and agree on what important ( a.k.a., 'blinking') words mean. Discuss "non-discussable" issues. Focus on interests, not positions. Explain the reasoning and intent behind your statements, questions, and actions. Balance advocacy and inquiry. Jointly design 'next steps' and ways to test disagreements. Keep the discussions focused. Make the decision by consensus.
Once your team has exhausted the steps outlined in your Team Charter and a teaming issue continues to create conflict, you may want to meet with your Faculty Contact and describe the situation requiring an intervention. Oftentimes, teams ignore early warning signals-perhaps believing they can overcome these problems--and become dysfunctional. Intervening early, in a pro-active way, can often turn a team around. The Faculty Contact will assess the situation and may request the help of the Executive Coaching and Professional Development Faculty Team to help your team resolve the problem. Please note that we do not remove team members from one team and place them on another team. If your team has followed its Team Charter and has documented a pattern of nonperformance or non-commitment, your team may fire a team member. However, we strongly recommend you include that final step in your Team Charter so all members agree and endorse that as possible outcome. Because we believe that teaming is a core value of our program, if a team member is fired, that individual has the option of switching to the Career Growth MBA program, resigning from the Experienced Professionals program, or rejoining another Experienced Professionals program at a later date with special stipulations.
Late Assignment Policy
It is an expectation of the graduate faculty of this program that all assignments will be turned in early or on-time. Late assignments will not receive full credit. The faculty member responsible for an assignment may grant an extension for individual work for family emergencies (unanticipated personal injury, physical infirmity, or death of self or an immediate family member--including grandparents, nieces and nephews, children and siblings and similar in-laws). The faculty member responsible for the assignment is shown in the "Start Here" under the Grading Overview. If an extension is granted, a new due date and time is specified by the faculty member and if not met a zero is given without exception. Holiday, work requirements, forgetfulness, and similar reasons are not acceptable. Assignments turned in from one minute to three days after the due date and time will receive 75 percent of the grade. Assignments that are three days and one minute late until seven days late will receive 50 percent of the grade. After 7 days assignments will receive a zero. Late assignments will not be guaranteed to receive feedback.
Academic Integrity
Every KSU student is responsible for upholding the provisions of the Student Code of Conduct, as published in the Undergraduate and Graduate catalogs. Section II of the Student Code of Conduct addresses the Universitys policy on academic honesty, including provisions regarding plagiarism and cheating, unauthorized access to University materials, misrepresentation/falsification of University records or academic work, malicious removal, retention, or destruction of library materials, malicious/intentional misuse of computer facilities and/or services, and misuse of student identification cards. Incidents of alleged academic misconduct will be handled through the established procedures of the University Judiciary Program, which includes either an informal resolution by a faculty member, resulting in a grade adjustment, or a formal resolution subjecting a student to the Code of Conducts procedure, which may require a minimum one semester suspension.