Graduate Course Proposal Form Submission Detail - MAN6950
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Approved by SCNS
Submission Type: Change
Course Change Information (for course changes only): The title needs to be changed to "Capstone Experience in Leading Organizations"
Comments: to GC 3/7/12. Appd 3/28/12; for 4/2/12 report. GC 4/16/12. to USF SySt 4/16/12; to SCNS 4/23/12. SCNS appd eff 6/1/12; Note - Pre-req changes not made, not noted in Change box
- Department and Contact Information
Tracking Number Date & Time Submitted 2772 2012-02-16 Department College Budget Account Number Management BA TPA/140500/10000 Contact Person Phone Sally Riggs Fuller 8139741766 firstname.lastname@example.org
- Course Information
Prefix Number Full Title MAN 6950 Capstone Experience: Leading Sustainable Enterprises Is the course title variable? N Is a permit required for registration? N Are the credit hours variable? N Is this course repeatable? If repeatable, how many times? 0 Credit Hours Section Type Grading Option 3 D - Discussion (Primarily) R - Regular Abbreviated Title (30 characters maximum) Course Online? Percentage Online C - Face-to-face (0% online) 0
GEB 6445, MAN 6055, MAN 6140, MAN 6289
The primary purpose of this course is to serve as the capstone experience and assessment vehicle for the MSM program. It offers an opportunity to integrate and apply the knowledge acquired in prior studies in the MSM graduate business program.
A. Please briefly explain why it is necessary and/or desirable to add this course.
Needed for program/concentration/certificate change
B. What is the need or demand for this course? (Indicate if this course is part of a required sequence in the major.) What other programs would this course service?
all MS in Management students
C. Has this course been offered as Selected Topics/Experimental Topics course? If yes, how many times?
Yes, 2 times
D. What qualifications for training and/or experience are necessary to teach this course? (List minimum qualifications for the instructor.)
doctorate in management or related field
- Other Course Information
To bring together the knowledge from the four prerequisite courses into an integrative analytical model and to apply that model to an organization.
B. Learning Outcomes
1. Demonstrate the ability to perform a situation analysis of an organization and its environment, determining and prioritizing internal strengths and weaknesses in the context of external opportunities and threats.
2. Demonstrate the ability to assess needs for organizational change, subsequently prescribing appropriate structural and behavioral designs and processes for improvements, supported by implementation plans and means of assessment.
3. Demonstrate effective leadership and collaboration skills in academic project/team environments, as well as applying these insights to the analysis and enhancement of leadership roles and ethical leadership choices in organizations.
4. Demonstrate breadth and balance in developing and using triple measures of organizational effectiveness to address issues of financial prosperity, social responsibility, and sustainability of the natural environment.
5. Demonstrate oral and written communication competencies that support and enhance managerial and leadership effectiveness.
C. Major Topics
organizational change, SWOT analysis of the internal and external environment, organizational effectivenenss
• Hunger, J.D. and T. L. Wheelen, Essentials of Strategic Management, Pearson Prentice Hall.
• Wheelen, T. L. and J. D. Hunger, Concepts in Strategic Management and Business Policy, Pearson Prentice Hall.
• Wheelen, T. L. and J. D. Hunger, Strategic Management and Business Policy: Concepts and Cases, Pearson Prentice Hall
E. Course Readings, Online Resources, and Other Purchases
other articles brought to classes by faculty and students to illustrate specific concepts
F. Student Expectations/Requirements and Grading Policy
No tests are given in the class. The main grading vehicle is the final team written report—Strategic Organization Analysis—and an oral presentation. However, keen notice will be made of consistent contributors to class discussions, and final grades of such students will be elevated above what the project reports alone would bring. Some parts of the team project will be due in draft form on certain dates, but these are viewed as "building block" assignments and will not carry a grade with them per se. Instead, you will receive feedback designed to aid you in the preparation of your final document. One important piece of advice is to start saving team meeting notes and pieces of your organization analysis electronically from the very beginning. The most successful teams typically are merging the work of various members into a common chronological master file and assuring cohesiveness among various parts as work on the analysis proceeds. Recommendations and action plans for building improvements on the foundation of current organizational strategies and processes need not wait until near the end of the course. In fact, the final weeks of the course should involve fine-tuning and integrating major segments that have already been written—not trying to write a final report from a mass of material that hasn’t yet been turned into draft components.
Your final course grade is based primarily on your performance on the team project and Lessons Learned Paper. The plus/minus grading system will be used in awarding each student’s individual grade. In addition to the professor's assessment, peer and self-evaluations are taken at the end of the semester. Outstanding performing students in some cases may receive a grade that is higher than the team grade, while sometimes a student who has not contributed up to the norm may receive a lower grade than the team as a whole. Members’ performance needs to be clearly and convincingly documented. Also considered in the final grade for each student is his/her quality and consistency of being an exemplary team member—helping to facilitate communication and cooperation—not just delivering technical competence in isolated assigned topic areas or specific technical functions. Moreover, active class participation and sharing significant insights that benefit the class can make a favorable difference in final grade for each student.
G. Assignments, Exams and Tests
Feb 7 Course Introduction, Expectations, “Capstone” Experience and “Deliverables”
• Syllabus/course details, teams, “client” organizations, projects
• Basics of Strategic Organization Analysis, grading summary, text references
• 1st-class attendance--student backgrounds, team formation
• Break-out meetings of project teams—explore possible project organizations
• Proposal Draft(s) due by next class (Team Planning, Organization, Environment)
Feb 14 Project Proposals (due this class) and Preliminary Info Collected
• Project Alternatives and Drafts of Proposals--will finalize for “sponsor” sign-offs
• More coverage of Strategic Organization Analysis & references in texts
• Team Break-out Meetings re Situation Analysis & Org Governance
Feb 21 Team Game Plans (due this class) and Other Preliminary Info Collected
• Highlights of info collected so far—Situation Analysis, Org Governance
• TOWS / SWOT Analysis, CSF’s, Strategic Issues/Opps + Org Gov due next class
• Team Break-out Meetings re TOWS / SWOT + Org Governance
Feb 28 SWOT / TOWS & Governance (due this class) Team Meetings + Problems and Progress
• SWOT / TOWS + CSF’s + Strategic Issues/Opportunities
• Organization Governance: Vision, Mission, Strategic Goals, Future CSF’s
• Priorities for Change + Decision Screens (financial, social/ethical, sustainable
• Strategies & Action Plans—range of issues/opportunities, hierarchy, format
Mar 6 Team Meetings + Problems and Progress Sessions
• Highlights of info collected —Future Scenarios of CSF’s
• Hierarchy of Strategies + Prelim work on related Action Plans
Mar 13 Spring Break – No Class
• Work on Strategies and Action Plans (plus other Team Assignments)
Mar 20 Team Meetings + Problems and Progress Sessions
• Highlights of info collected—Solving Problems + Capitalizing on Opportunities
• Customizing work for your client org, while covering all major categories
Mar 27 Team Meetings + Problems and Progress Sessions
• Strategic Organization Analysis draft to-date + Action Plans progress
• Tie-in to Triple Bottom Line Results Anticipated
Apr 3 Action Plans (due this class) Team Meetings + Problems and Progress Sessions
• Semi-final Action Plans due—relate to semi-final Strategic Organization Analysis
• Action Plan Time-line coordination due—relate to resources and budgets
Apr 10 Team Meetings + Problems and Progress Sessions
• Final Action Plans due—tie-in to full Strategic Organization Analysis
• Executive Summary—Recommendations + expected Triple Bottom Line Results
April 17 Team Meetings + Problems and Progress Sessions
• PowerPoint Slides + Presentation Outlines due (who, what, how long, etc.)
• Team Peer Evaluation Forms + Course/Prof Evaluations
Apr 24 Oral Presentations
• Everyone must attend all presentations
• Project Reports due (need “sponsor” sign-off outside presentation if not attending)
H. Attendance Policy
2. Attendance at all class and team meetings is an expectation. You are expected to be in class, on time. If your schedule is such that you must regularly arrive late for class, or you cannot attend limited outside team meetings, please register for another class.
Course Attendance at First Class Meeting – Policy for Graduate Students: For structured courses, 6000 and above, the College/Campus Dean will set the first-day class attendance requirement. Check with the College for specific information. This policy is not applicable to courses in the following categories: Educational Outreach, Open University (TV), FEEDS Program, Community Experiential Learning (CEL), Cooperative Education Training, and courses that do not have regularly scheduled meeting days/times (such as, directed reading/research or study, individual research, thesis, dissertation, internship, practica, etc.). Students are responsible for dropping undesired courses in these categories by the 5th day of classes to avoid fee liability and academic penalty. (See USF Regulation – Registration - 4.0101,
Attendance Policy for the Observance of Religious Days by Students: In accordance with Sections 1006.53 and 1001.74(10)(g) Florida Statutes and Board of Governors Regulation 6C-6.0115, the University of South Florida (University/USF) has established the following policy regarding religious observances: (http://usfweb2.usf.edu/usfgc/gc_pp/acadaf/gc10-045.htm)
In the event of an emergency, it may be necessary for USF to suspend normal operations. During this time, USF may opt to continue delivery of instruction through methods that include but are not limited to: Blackboard, Elluminate, Skype, and email messaging and/or an alternate schedule. It’s the responsibility of the student to monitor Blackboard site for each class for course specific communication, and the main USF, College, and department websites, emails, and MoBull messages for important general information.
I. Policy on Make-up Work
1. Academic dishonesty of any type will result in, at a minimum, an “F” for the assignment and may, depending upon seriousness, result in an “F” for the course. Academic dishonesty is defined and discussed in the University’s Undergraduate Catalogue (or review details at www.ugs.usf.edu/catalogs/0001/ADADAP.HTM.) This is matter is exceptionally important to the integrity of a graduate program.
J. Program This Course Supports
MS in Management
- Course Concurrence Information