Syllabus
Applied Organizational Management (HSA 322)

This is a three-credit graduate course and is one in a series of courses in the online Humanitarian Services Administration program developed by the University of Connecticut's Center for Continuing Studies. This course is an elective course in the online Master of Professional Studies degree with a field of study in Humanitarian Services Administration. 

This course was developed by Dr. Ed Sembor.

Course Title: Applied Organizational Management (HSA 322)
Credits: 3
Instructors: Dr. Tommie Mobbs

 E-mail: tommie@presidiosciences.com

 

This three-credit course will help students to develop rational management tools for working within an organization by understanding and analyzing some management techniques, concepts of organization, and analytical skills that are useful for effective organizations. It will provide students with a comprehensive and multidimensional understanding of decision-making, communication, budgeting, and program analysis and evaluation. Applied Organizational Management is appropriate for students who seek to understand some of the theoretical concepts of administration as well as applied techniques of the management function as it occurs in non-governmental organizations. It is designed for students working or seeking employment in non-governmental type organizations.

Course Objectives

Upon successful completion of this course, students will demonstrate a greater understanding of:

1. principles of management and organization and their applications,
2. analytical tools for assessing programs and policies, and
3. various techniques and strategies for successfully managing and leading an effective organization in the twenty-first century.

Course Requirements and Grading

Course completion requirements will be as follows:

Written Project #1 - Prepare a written (10 page minimum) critical incident case study narrative outlining an organizational dilemma or decision that has happened to you based upon the guidelines found in Teri C. Tompkins, Cases in Management and Organizational Behavior. Please be sure to check the Calendar for the due date. (20%)

Written Project #2 - Using the case narrative you developed in your first assignment (number 1), develop a 10 page minimum analysis of the case based upon management tools and techniques learned in this course. Follow Tompkins guidelines for step 3. Please be sure to check the Calendar for the due date. (20%)

Papers #1 - 5 - Completion of five written online exercises throughout the course. Each of these is to be a minimum of 3-5 pages in length. (40%)

Completion of case study questions and participation. (20%)

You are responsible for acting in accordance with the Student Code, available at  http://www.dosa.uconn.edu/student_code.cfm.

Course Materials

These texts are available through the Storrs UConn Co-Op.  Please visit our page on buying books for more information.

Primary Course Texts
Brinkerhoff, D., & Crosby, B. (2002).  Managing policy reform.  Bloomfield, CT: Kumarian Press. ISBN: 1565491424

Lindenberg, M., & Bryant, C. (2001). Going global.  Bloomfield, CT: Kumarian Press. ISBN: 1565491351

Maddox, D. (1999). Budgeting not-for-profit organizations. Wiley Nonprofit Series. ISBN 0-471-25397-9

Tompkins, T.C. (2001). Cases in management and organizational behavior (Vol. 1). Prentice Hall. ISBN 0-13-746389-8

Turner, M., & Hulme, D. (1997). Governance, administration and development. Bloomfield, CT:  Kumarian Press. ISBN: 1565490703

References, Sources, and Readings

Books

• Brinckerhoff, P. C. (1996). Financial empowerment, an essential financial guide for not-for-profit organizations. Alpine Guild.
• Champoux, J. E. (2000). Organizational behavior: Essential tenets for a new millennium. Southwestern College Publishing.
• Chopra, A. J. (1999). Managing the people side of innovation. Kumarian Press.
• Dubrin, A. (1997). Fundamentals of organizational behavior: An applied approach. Southwestern College Publishing.
• Fisher, J. (1997). Nongovernments. Kumarian Press.
• Gould, R. (1999). Practical project management. Kogan Page.
• Hersey, P., & Blanchard, K. H. (2000). Management of organizational behavior (8th ed.). Prentice-Hall.
• Johnson, R. W., & Lee, R. D. (1998). Public budgeting systems (6th ed.). Aspen Publishers, Inc.
• Koteen, J. (1997). Strategic management in public and nonprofit organizations in managing public concerns in an era of limits (2nd ed.). Praeger.
• Landsale, B. M. (2000). Cultivating inspired leaders. Kumarian Press.
• Maslow, A. (1970). Motivation and personality (2nd ed.). Harper and Row.
• Miller, G., Rabin, J., & Hildreth, W. B. (2000). Performance based budgeting. Westview Press.
• Ott, J. S. (2000). Understanding non-profit organizations. Westview Press.
• Riley, S. L., & Colby, P. W. (1991). Practical government budgeting. State University of New York Press.
• Sylvia, R., Sylvia, K., & Gunn, E. (1997). Program planning and evaluation for the public manager. Waveland Press.
• Tompkins, J. (1995). Human resource management in government. Harper Collins.
• Weiss, C. (1997). Evaluation: Methods for studying programs and policies. Prentice Hall.

Articles

• Brinkeroff, D. W., & Coston, J. M. (1999, July/August). International development management in a globalized world. PAR, 59(4), 346-361.
• Bowman, J. S. (1994, March/April). At last, an alternative to performance appraisal: total quality management. PAR, 54(2), 129-136.
• Caudill, D. W., & Donaldson, R. (1986). Effective listening tips for managers. Administration Management, 47, 22-24.
• Davis, D. F. (1990, January/February). Do you want a performance audit or a program evaluation? PAR, 50(1), 35-41.
• Jago, A. G. (1982, March). Leadership: Perspectives in theory and research. Management Science, 315-336
• Kearney, R. C., & Hays, S. W. (1994, January/February). Labor-management relations and participative decision-making: Toward a new paradigm. PAR, 54(1), 44-51.
• Kabolian, L. (1998, May/June). The new public management: Challenging the boundaries of the management vs. administration debate. PAR, 58(3), 189-193.
• Lindblom, C. (1959). The science of muddling through. PAR, 19.
• Tannenbaum, R., & Schmidt, W. H. (1973, May/June). How to choose a leadership pattern. Harvard Business Review, 51.
• Van Wart, M. (1995, September/October). The first step in the reinvention process: Assessment. PAR, 55(5), 429-438.
• Walters, J. (1994, September). TQM: Surviving the cynics. Governing.
• Woodrow, W. (1887). The study of administration. Political Science Quarterly, 2 (June), reprinted 50 (December 1941).
• Wilson, L. A., & Durant, R. F. (1994, March/April). Evaluating TQM: The case for a theory driven approach. PAR, 2, 137-145.

Software Requirements

• Word processing software
• Adobe Acrobat Reader

Your Internet browser and browser settings need to be Vista compatible. See Settings.

 

Course Outline

Module 1.0: Administering Organizations

Module 2.0: Managing Organizational Change and Transformation

Module 3.0: Management Theory and Organizations

Module 4.0: Rational Management Methods and Techniques

Module 5.0: Budget Development

Module 6.0: Organizational Communications

Module 7.0: Improving Organizational Performance

Module 8.0: Project Management Tools

Module 9.0: Tools for Managing Conflict

Module 10: Managing Information Technology

Evaluation of the Course

Students will be provided an opportunity to evaluate instruction in this course using the University's standard procedures, which are administered by the Office of Institutional Research.