INLS
585: Management for Information Professionals
School of Information and Library Science, University of North Carolina at Chapel Hill
Fall Semester 2014
CLASS TIME: Wednesday
from 12:30PM to 3:15PM
CLASS MEETING PLACE: 307 Manning Hall
|
INSTRUCTOR: |
Mohammad
Hossein Jarrahi, PhD |
PHONE: |
919-962-8364
(Office) |
|
OFFICE: |
200 Manning
Hall |
EMAIL: |
OFFICE HOURS: Each Tuesday from 2:00PM to
3:15PM or by appointment.
COURSE DESCRIPTION
This course provides an introduction to the management
for information professionals, its practices and perspectives,
with
a focus on organizations found
in the information field. Through
this course you will grapple with the issues confronting managers, become familiar with a set of principles to help
guide
managerial action,
and learn analytic techniques useful to practicing managers.
The
course focuses attention
to a wide range of topics such as organizational
environment, structure and culture, planning, strategy, human resource
management, leadership, teams, and decision-making.
In addition to
readings, a variety of class exercises, portfolio assignments, and case studies
will be used to elaborate and illustrate specific topics. These will
help prepare you to apply both basic principles and
actionable managerial techniques.
COURSE OBJECTIVES
After finishing
this course, you should be able to:
1.
Articulate the management role in a variety of organizational contexts by focusing on the basic functions of
management, its theories and principles, and contemporary issues in management.
2.
Use common managerial vocabulary, and practice basic managerial tasks.
3.
Understand the primacy of organizational structure and
culture.
4.
Appreciate the complexities of modern organizational life
and the role of the managers and non-managers within an organization.
5.
Understand the role and function of teams and groups by learning
about relevant theories and by practicing team work
6.
Apply fundamental principles of leadership,
human resource management, and decision making.
STRUCTURE
OF THE COURSE
The course is structured
around a canon of required readings, distinct class topics, and a range of assessment and evaluation efforts that are designed
to gauge your ability to apply the concepts
in
response to open-ended problems that will be posed. The course is designed
to
expose you to a variety of assignments so that we can
both assess your
abilities, and allow you to better assess how you respond to these challenges.
We will form and begin working in groups almost immediately. With some
variations, we will maintain these groups throughout most of the semester. Your
activities and behavior within these groups will illustrate many of the
principles of management. In-class
exercises will be done in groups.
SCHEDULE
|
Date |
Topic |
Reading (s) |
Individual Assignments Due |
Group Assignments Due |
Engineers |
|
|
1 |
20-Aug |
Introduction and overview |
|
|
|
|
|
2 |
27-Aug |
Organizational environment and culture |
CH3 |
|
|
·
Laura Ashcraft · Stefanie Protasowicki |
|
3 |
3-Sep |
Planning and decision making |
CH5 |
Portfolio#1 (Interview a manager) |
|
· Nan Cheng · Joseph Sanders |
|
4 |
10-Sep |
Managing teams |
CH10 |
|
· Yiting Chen · Cheng Cheng |
|
|
5 |
17-Sep |
Organizational strategy |
CH6 |
Case study#1 |
|
· David Cowhig · Patrick Grant |
|
6 |
24-Sep |
Designing adaptive org. Gest lecture (Lori Haight: Career Planning) |
CH9 |
|
|
|
|
7 |
1-Oct |
Managing HR |
CH11 |
|
Project 1 – presentation |
|
|
8 |
8-Oct |
Managing Individuals and diversity |
CH12 |
Portfolio#2 (Diversity) |
· James Geer · Lynne Jones |
|
|
9 |
15- Oct |
Motivation |
CH13 |
|
|
· Yue Liu · Wickliffe Shreve |
|
10 |
22- Oct |
Leadership |
CH14 |
|
Project 2 -proposal due |
· Kejun Qian · Michael Schaffer |
|
11 |
29- Oct |
Leadership and teamwork simulation: Everest |
CH11 |
Case study#2 |
|
· Lin Tang · Luke Williamson |
|
12 |
5-Nov |
Budgeting Gest lecture (Catherine Gerdes: Accounting 101) |
Readings on Sakai |
|
|
|
|
13 |
12-Nov |
Communication |
CH15 |
Portfolio#3 (Time management) |
|
· Yuehan Yin · Weili Zhang |
|
14 |
19-Nov |
Control Gest lecture (Dr. Ron Bergquist: Leadership) |
CH16 |
|
|
|
|
26-Nov |
No Class- Thanksgiving |
|
|
|
||
|
15 |
3-Dec |
Managing information |
CH17 |
|
Project 2 - presentation |
|
|
|
8-Dec |
Final exam |
|
Due 12:30PM |
|
|
You should regularly check the Sakai site for the course schedule and
assigned readings for each class. Please
Note: The course schedule may change. The Sakai version will always
represent the official and up-to-date syllabus.
COURSE MATERIALS
Course materials include the textbook and additional course readings (to be posted
to the course site on Sakai).
Required texts (needed
to
prepare for the second
class):
Williams, Chuck. (2015). MGMT,
7th Edition, Cengage Learning., ISBN
(13): 978-1-285-41966-4
(http://www.cengagebrain.com/shop/isbn/9781285419664)
Older versions are likely to be suitable, but the reading assignments
will be based on this version. One copy
of the book is on reserve in the SILS library and the book is available for
purchase in the UNC Student Stores.
Other required readings will be provided on Sakai during the semester.
COURSE
WEBPAGE – SAKAI
Sakai will play a central role in this
course. The readings, handouts, this syllabus, and all other electronic
information about the course (including your grades) will appear on Sakai. In addition, both individual and group
assignments should be submitted to Sakai.
PARTICIPATION
AND CLASSROOM ETIQUETTE
Your
participation and thoughtful discussion of the various exercises will make the
class a successful learning experience. Since the class exercises and
discussion are an integral part of the course, your attendance at every class
is expected. If you will be unavoidably absent, please notify me before the
class (or as soon afterward as you can).
Any late assignment will incur a penalty of 25% of the grade for each
day late. If you have a recurring issue
which causes you to repeatedly miss assignments, you will need to provide the
relevant documentation from a medical practitioner, counselor, etc. If you are experiencing a personal problem,
disability, or lifestyle issue that will interfere with your attendance and
performance throughout the semester, I encourage you to contact me as soon as
possible.
There is no
educationally appropriate reason to
be “facebooking,”
tweeting,
or web-surfing during class
time.
You are welcome to
use
your digital device for note-taking and
to support in-class work.
As a common courtesy to us all, cell phones
and other electronic devices should be on “silent” mode. You should bring your laptops but they should
only be used for class purposes (i.e., not for checking email, surfing the web,
or working on other class assignments, etc.).
Please note that points may be deducted from your participation grade
for disruptive behavior such as texting, and inappropriate use of laptops.
ASSIGNMENTS AND EVALUATION
The assignments and respective
evaluation focus on assessing your ability to apply the concepts
and techniques which
are introduced through
this course. The premise for the focus on
application is that
successful application reveals understanding and comprehension of principles, contextual
appropriateness, and complicating issues.
In order to encourage participation in
class activities, I have included an evaluation component for participation and
involvement in class-time work. With reference to learning goals, the
evaluation will also include a set of group projects as well as individual
assignments. Working on a system of 100
points total, different components will carry the following weights:
|
Individual assignments (3 Management portfolio assignments
+ 2 Management case studies) |
30 points |
|
Group projects |
25 points |
|
Online quizzes |
5 points |
|
Final exam |
15 points |
|
Attendance / Participation / Engineer role |
25 points |
|
Total |
100 points |
Management Portfolio Assignments and Case Studies: During the semester you will
prepare three analyses which will constitute your management portfolio
assignments. In addition to these, you will analyze two management case studies,
which will comprise a scenario, vignette, or reading coupled with
questions to which you are expected to respond. Your response should
showcase your use of relevant course material in ways that move beyond
regurgitation
or reporting. Constraining the length
of
submitted work places a premium on clarity and comprehension while demanding you showcase your ability to apply concepts and techniques.
Group Projects: These include two group
projects that will be done in pre-assigned groups. The goal of these groups is
to help you learn more effectively than you could independently. A key purpose
of the group projects is to provide you with a comprehensive experience by
examining specific management topics and to develop implications based on your
findings. In addition, these exercises are designed to provide you with an
opportunity to practice your presentation skills. Team members are expected to
perform and contribute equally throughout the semester. You will also be
required to evaluate the contribution of each individual on their team.
Final Examination:
This will be
a take-home exam based on case studies. It will require insights from your
experiences during the semester and optimal application of organizational
concepts. It therefore reduces
the dependence on memorization. You will
be given enough time at the end of the semester to complete this assignment and
it is due in the final examination period.
Online
Quizzes: Online
quizzes assess your preparation and understanding of the course readings and
materials. The quiz for each chapter is due before each class and three (3) attempts
are allowed. The link to Cengage’s CourseMate as well
as the instruction is provided on Sakai.
Attendance and Participation: The
structure of this course is meant to engage and stimulate you. As such, a large
part of the learning will come from our classroom discussions and exercises. Your
attendance and participation are therefore required, and will be rewarded. This includes attending classes, performing
the role of engineers, contributing to class discussions and activities, and
working within your group. Your
contribution will be judged not only on quantity, but quality and consistency
as well. Your participation and
attendance will fall within one of the following categories:
A.
You
attend regularly and frequently have thoughtful things to say.
B.
You
attend regularly and speak often (and on topic).
C.
You
attend regularly but rarely speak.
D.
You
attend sporadically and do not contribute.
E.
You
have exceeded the maximum number of allowed unexcused absences.
The Engineer Role: In each class, two students are assigned as engineers. Please check the schedule regularly for this assignment:
· The engineer focuses on the application of one or two key management concepts and techniques from the readings for the class and illustrates them in an organizational context of choice (e.g., library, governmental agency, and corporation).
· You are expected to provide at least two examples of events/ news items/ magazine articles/ case studies/ personal stories and experience that illustrate the management concepts or techniques in a meaningful manner. Try to pick something that goes beyond a trivial example, one whose significance becomes more apparent in light of the class readings.
· You must prepare a 15 minute discussion.
LETTER GRADES
The numeric total for graduate students will translate into a letter
grade according to the following scheme:
|
Letter |
Points |
What it means |
|
H |
95-100 |
Clear excellence:
Student performance demonstrates full command of the course materials that
surpasses course expectations. In INLS 585, this means that the student has
contributed on a regular basis to the in-class and group activities with
insightful comments supported by professional literature beyond that provided
by the basic required readings. Command and understanding of the subject is
demonstrated in the written assignments and the final examination. The H student
initiates issues discussions, leads in summary and conclusions, and shares
knowledge with classmates. Leadership and initiative are demonstrated
throughout the semester and in group assignments. |
|
P |
80-94 |
Entirely
satisfactory: Student performance meets designated course
expectations, demonstrates understanding of the topics across the entire
semester and supports this understanding with the required readings. The
students participates in both in-class and group activities with relevant
comments. |
|
L |
70-79 |
Low Pass
(Unsatisfactory Work): Student performance demonstrates
incomplete or inadequate understanding of course material and/or is
frequently absent. |
|
F |
69 and below |
Failing: Student may continue in program only with
the permission of the dean. |
|
IN |
|
Work Incomplete:
A grade of incomplete may be taken only because of illness or special
circumstances and only with the permission of the instructor. |
The numeric total for undergraduate students will translate into a letter grade according to the following scheme:
|
Letter |
Points |
What it means |
|
A |
95-100 |
Clear excellence:
Student performance demonstrates full command of the course materials that
surpasses course expectations. In INLS 585, this means that the student has
contributed on a regular basis to the in-class and group activities with
insightful comments supported by professional literature beyond that provided
by the basic required readings. Command and understanding of the subject is
demonstrated in the written assignments and the final examination. The
student initiates issues discussions, leads in summary and conclusions, and
shares knowledge with classmates. Leadership and initiative are demonstrated
throughout the semester and in group assignments. |
|
A- |
91-94 |
Satisfactory:
Student performance meets designated course expectations, demonstrates
understanding of the topics across the entire semester and supports this
understanding with the required readings. The students participates in both
in-class and group activities with relevant comments. |
|
C+ |
77-79 |
Unsatisfactory Work:
Student performance demonstrates incomplete or inadequate understanding of
course material and/or is frequently absent. |
|
F |
< 60 |
Failing: Student may continue in program only with
the permission of the dean. |
|
IN |
|
Work Incomplete:
A grade of incomplete may be taken only because of illness or special
circumstances and only with the permission of the instructor. |
UNIVERSITY-WIDE
POLICIES
Student Religious Observance Policy: UNC recognizes the diverse faith traditions represented and
supports the rights of faculty, staff,
and students to
observe according to
these. A more detailed student
policy can be found at
http://equalopportunity-ada.unc.edu/accommodations/religious-accommodations/ . Under this
policy, students are provided an opportunity to make up examination, study, or
work requirements that may be missed due
to religious observance.
Please notify the instruction before the end of
the second week of classes.
UNC Honor System: The University of North Carolina at Chapel Hill has had
a student-administered honor system and judicial system for over 100 years.
Because academic honesty and the development and nurturing of trust and
trustworthiness are important to all of us as individuals, and are encouraged
and promoted by the honor system, this is a most significant University
tradition. More information is available at
http://www.unc.edu/depts/honor/honor.html. The system is the
responsibility of students and is regulated and governed by them, but faculty share the responsibility and readily commit to its
ideals. If you have questions about you responsibility under the honor code,
please bring them to me or consult with the Office of the Dean of Students. The
web site identified above contains all policies and procedures pertaining to
the student honor system. We encourage your full participation and observance
of this important aspect.
Diversity Statement: If you feel you may need an accommodation based on the impact of a disability, please contact me privately to discuss your specific needs. Also, please contact UNC Disability Services at (919) 962-8300 or disabilityservices@unc.edu at the Student and Academic Services Buildings, located in Suite 2126, 450 Ridge Road, to formally coordinate accommodations and services.
In support of the University’s diversity goals and the mission of the School of Information and Library Science, SILS embraces diversity as an ethical and societal value. We broadly define diversity to include race, gender, national origin, ethnicity, religion, social class, age, sexual orientation, and physical and learning ability. As an academic community committed to preparing our graduates to be leaders in an increasingly multicultural and global society we strive to:
· Ensure inclusive leadership, policies and practices;
· Integrate diversity into the curriculum and research;
· Foster a mutually respectful intellectual environment in which diverse opinions are valued;
· Recruit traditionally underrepresented groups of students, faculty and staff; and
· Participate in outreach to underserved groups in the State.
The statement represents a commitment of resources to the development and maintenance of an academic environment that is open, representative, reflective and committed to the concepts of equity and fairness.