BA301 Principles of Management

Syllabus

AUTUMN 2011

BA301 Principles of Management

Instructor & Contact Info Course Dates

Phoebe J. Grant EVERY SUNDAY 28 August (08/28) to 11 December (12/11) 2011 (312) 608-2646 cell 24/7 (text msgs welcome) pjgrant@ksi.edu or pjgrant.design@yahoo.com Please send to only 1 email address; duplicate messages are confusing!! Classroom Hours / Location Sundays 10:00 am 1:00 pm /
2335 W Devon Ave, Suite 201, Chicago IL

Office Hours
Individual meetings with students to be arranged by appointment

Course Description

The Principles of Management course provides the foundation for a thorough and systematic understanding of management theory and practice, including organizational concepts; the basic roles, skills and functions of management particularly as related to planning, organizing, leading and controlling, with special attention to managerial responsibility for effective and efficient achievement of goals; special attention is given to social responsibility, managerial ethics, non-traditional organizations and multi-national corporations.
Course Objectives Upon completion of this course, students should be able to: Describe who managers are and the nature of their work. Understand the history of management principles. Articulate the context for contemporary principles of management. Understand key global trends and see how globalization is affecting management principles and practices. Comprehend the value of leadership, entrepreneurship, and strategy. Know the dimensions of the planning-organizing-leading-controlling (P-O-L-C) framework. Articulate how economic performance feeds social and environmental performance. Understand what performance means at the individual and group levels. Understand the roles of personality and values in determining work behaviors. Explain the process of perception and how it affects work behaviors. Identify the major work attitudes affecting work behaviors. Define the concept of person-organization fit and how it affects work behaviors. List the key set of behaviors critical for organizational performance. Appreciate the importance of value-based leadership (ethics) in management. Understand the roles of mission, vision, and values in the planning process. Understand how mission, vision and strategy fit into the planning-organizing-leading-controlling (P-O-L-C) framework. Comprehend how creativity and passion are related to vision. Incorporate stakeholder interests into mission and vision. Develop statements which articulate organizational mission and vision. Apply mission, vision, and values to their personal goals and professional career. Understand strategy as trade-offs, discipline, and focus and how strategies emerge. Conduct internal and external analyses to develop strategy. Formulate organizational and personal strategy with the strategy diamond. Understand the nature of goals and objectives and why they are important. Appreciate the historical evolution of goals and objectives. Describe what characterizes good goals and objectives. Understand the roles of goals and objectives in employee performance reviews.
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Map out relationships among economic, social, and environmental goals and objectives. Define organizational structure and its basic elements. Describe matrix, boundary-less and learning organizations. Describe why and how organizations change. Understand reasons why people resist change, and strategies for planning and executing change effectively. Describe what organizational culture is and why it is important for an organization. Understand the dimensions that make up a companys culture. Understand the creation and maintenance of organizational culture. Understand the factors that create cultural change. Understand the social network vocabulary and know why social networks and networking are valuable. Appreciate some of the ethical considerations related to social network analysis. Understand the difference between personal, operational, and strategic social networks. Map their own social network and understand its implications. Define what leadership is and identify traits of effective leaders. Describe behaviors that effective leaders demonstrate. Specify the contexts in which various leadership styles are effective. Explain the concepts of transformational, transactional, charismatic, servant, and authentic leadership. Understand what decision making is and know key causes of faulty decision making. Compare and contrast individual and group decision making. Define communication and understand the communication process. Understand and overcome barriers to effective communication. Compare and contrast different types of communication and communication channels. Recognize and understand group dynamics and development. Understand the difference between groups and teams. Understand how to organize effective teams. Recognize and address common barriers to team effectiveness. Understand need-based theories of motivation. Understand process-based theories of motivation. Describe how fairness perceptions are determined and their consequences. Learn to use performance appraisals in a motivational way. Learn to apply organizational rewards in a motivational way. Understand what is meant by organizational control. Differentiate among different levels, types, and forms of control. Describe the essentials of financial and non-financial controls. List the basics of lean control systems. Understand the scope and changing role of strategic human resource management (SHRM) in principles of management. Visualize the battlefield in the war for talent. Engage in effective selection and placement strategies. Understand the roles of pay structure and pay for performance. Design a high-performance work system. Use the human resources Balanced Scorecard to gauge and proactively manage human capital, including their own. Course Prerequisites

none
Class Breakdown Lecture Hours:
2011 KSI

Credit Hours Credit Hours: 3.0

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Course Texts and Materials Principles of Management, M. Carpenter, T. Bauer & B. Erdogan, Version 1.1 - July 2010, Flatworld Knowledge: IBSN #s: 978-1-4533-0090-9 (B&W); 978-1-4533-0091-6 (color) (available at www.Amazon.com for around $40 due to recent publication date). Optional study aid package includes flashcards and practice quizzes ($14.95). Also, on line: http://www.studentpirgs.org/open-textbooks/catalog/carpenter-management; http://www.flatworldknowledge.com/pub/1.0/principles-management#pdf-0 for PDF viewing; http://www.flatworldknowledge.com/pub/1.0/principles-management#web-undefined WEB viewing; the chapters are listed on the left side; select a particular one to review. Periodicals and Reference Texts As presented in the classroom &/or library, including but not limited to: Periodicals > Barrons www.barrons.com/ > Black Enterprise - Business magazine for black professionals, business people, college students, and corporate executives. > Business Review - Feature articles and thematic issues dealing with virtually all areas within economics and finance published by the Federal Reserve Bank of Philadelphia. > Business Week - Reports on news, ideas, and trends affecting industry and the economy for those in business management, with national and international coverage; www.businessweek.com > Forbes - For corporate officers and other major executives in business interested in developing management insight through review of the nation's largest corporations. > Fortune - Gives top executives, and those working to reach senior positions in business, information on the economic, political, and social trends that affect the environment of business; www.fortune.com/fortune/ > Harvard Business Review www.hbr.org > Hoovers www.hoovers.com/free > Journal of Internet Commerce Leading edge discussion of current trends in E-Commerce. > USA Today www.usatoday.com > Wall Street Journal - A daily Monday through Friday newspaper providing news and financial information for executives and managers on Wall Street, at corporations, and at businesses and for individual investors worldwide. All articles on section front pages covered; http://online.wsj.com Teaching Strategies Teaching strategies for this course will include but not be limited to: lecture, discussion, text book and other assignments, in-class activities, news and information from publications and the internet as well as case studies. Course Topics Introduction to Management Organizational Structure Personality, Attitudes, and Work Behaviors History, Globalization, and Values-Based Leadership Developing Mission, Vision, and Values Strategizing, Goals and Objectives Organizational Culture, Structure and Change Communication in Organizations Social Networks Strategic Human Resource Management Leading People and Organizations Managing Groups and Teams
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Motivating Employees Decision Making The Essentials of Control Course Outline The following class schedule will be followed unless otherwise indicated. However, the instructor reserves the right to modify as necessary to cover relevant material. Any substantial revisions will be re-issued and reviewed with the students. Students should pay particular attention to key identified in the text plus all concepts reviewed in the class PowerPoint presentation. Please note: Students are to read the assigned chapters PRIOR to class each week. Each weeks PowerPoint presentation will be emailed following the lecture, usually by Tuesday or Wednesday. Assignments are due at the beginning of next class; for each week, beginning with the Monday following class, an assignment is late - 10% will be deducted from the grade. If you are not present in class when the Case Study is discussed, for whatever reason, you will be required to write your responses to that weeks Case Study as an additional Assignment.
Extra Credit Available

All work submitted MUST have appropriate identifying information (Students Name, Date, Course #, Assignment at a minimum); see sample format on page 12 as previously emailed to all students. If this is not followed, points will be deducted from your grade. If emailed, SUBJECT line must identify Student, Course & Assignment.
Week / Date

Lecture Topic / Class Activity

Chapters in Text

Handout(s)

Assignments +

Project

1
Sunday 08/28

History & Qualities of Management and Organizations

Assignment #1: Find 1 to 3 articles (in addition to the ones provided below as reference) on 1 of the following 2 topics; use these as your Sources Henri Fayol but do NOT copy them into your paper, unless a Principles& relevant 1 or 2 sentence quote; Functions of * Write 1 to 2 page analysis of the situation and Management YOUR recommendations on how the company should handle the situation, including what the critical decision issues are. Introduction To * The 2 options are: Management, 1.1. How Apple should proceed without Strategic Planning & Steve Jobs Corporate http://online.wsj.com/article/SB100014240531119 Responsibility 04875404576528981250892702.html , OR 1.2. How Google should proceed in light of allegations against its CEO http://online.wsj.com/article/SB100014240531119 04787404576532692988751366.html Assignment #2: 2.A: Assess your own learning style
http://www.engr.ncsu.edu/learningstyles/ilsweb.html

Review Course Outline and Syllabus, including Term Assignments

2
Sunday 09/04

Review Introduction Organizational Structures Case Study: Goodwill - Doing Good as a Core Business Strategy

2.B: Write your perspective, similar to Assignment #1, on one of the following: Costco - CEO retiring or selling Craftsman: Student information http://seattletimes.nwsource.com/html/busine form sstechnology/2016072309_costco01.html , OR http://www.chicagotribune.com/business/ctbiz-0831-sears-costco-20110831,0,1284253.story
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Syllabus & Sign-on

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Week / Date

Lecture Topic / Class Activity

Chapters in Text

Handout(s)

Assignments +

Project

3
Sunday 09/11

Organizational Culture Organizational Change Case Studies: Google Creates Unique Culture and Toyota Struggles with Organizational Structure

7&8

Assignment #3: Relevant topic(s) will be identified for analysis, similar to Assignment #1. * The 3 options are: 3.1. How to give feedback to employees http://www.nytimes.com/2011/09/11/business/tiffany-coopergueye-bells-chief-on-givingfeedback.html?scp=1&sq=tiffany%20cooper&st=cse ; OR 3.2. Trend of pervasive marketing on college campuses http://www.nytimes.com/2011/09/11/business/at-colleges-themarketers-areeverywhere.html?scp=1&sq=marketers%20at%20colleges&st=cse (particularly good for those of who took Marketing last term); OR 3.3. Why did Wellpoint hire IBMs Watson? http://online.wsj.com/article_email/SB100014240531119035328045 76564600781798420lMyQjAxMTAxMDEwMjExNDIyWj.html?mod=wsj_share_email Assignment #4: 4.A1. complete & email to me the results of the Big Five Personality Factors at www.outofservice.com/bigfive; 4.A2 complete a Meyers-Briggs assessment (when I email you the link); AND 4.B. Relevant topic(s) will be identified for analysis, similar to Assignment #1. * Please research a company (companies) who offer incentives to employees for things such as weight loss, stopping smoking, ethical behavior, etc.; or who have unusual / special benefit policies / procedures, etc.; write YOUR opinion of such policies. Assignment #5: 5.A. Join www.LinkedIn.com and create a professional profile email link to instructor; AND, 5.B Relevant topic(s) will be identified for analysis, similar to Assignment #1. * Please give your concise assessment of what when wrong in terms of internal organizational culture which affected ethical behavior at one of the 2 following companies, particularly in view of the 2002 Sarbanes-Oxley Act: 5.B1. Arthur Anderson ; OR, 5.B2. Enron

4
Sunday 09/18

History Personality, Attitudes and Work Behaviors Case Studies: SAS Institute Invests in Employees

2&3

5
Sunday 09/25

History Personality, Attitudes and Work Behaviors Case Studies: Hanna Andersson Changes for Good

2&3

Study Guide for Assessment #1

Final Project:
Determination of individual topic for Final Project Assignment #6: Relevant topic(s) will be identified for analysis, similar to Assignment #1. Read & listen to the convocation address by Harry Jansen Kraemer; write your comments: http://go.lawrence.edu/rcpg http://www.youtube.com/watch?v=sqS6GZFAuEo Assignment #7 due Week 9 Oct. 23: Group Activity for Weeks 7 & 8.

6
Sunday 10/02

Assessment #1
(Chapters 1 thru 3 and 7 & 8) Developing Mission, Vision and Values Strategizing Case Studies: Xerox Motivates Employees for Success and Flat World Knowledge Transforms Textbook Industry

7
Sunday 10/09

4&5

Group Activity for Weeks 7 & 8

For the selected Case Study, each group will write a minimum of 4 (four) page paper and / or 16 (sixteen) slide PowerPoint presentation with the information and analysis as detailed in the attachment.
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Week / Date

Lecture Topic / Class Activity Goals & Objectives Group Activity Case Study: Nucor Aligns Company Goals with Employee Goals Social Networks Communication in Organizations Case Study: Networking Powers Relationships and Edward Jones Communicates Caring Leading People and Organizations

Chapters in Text

Handout(s)

Assignments +

Project

8
Sunday 10/16

Assignment #8:

5&6

Final Project -

Outline (2 pages)

Assignment #7 Group Project DUE

9
Sunday 10/23

9 & 12

Assignment #9: Developed Linked-In Profile and Participate in a Networking Activity and write-up your results.

10
Sunday 10/30

Group Activity Case Study: Indra Nooyi (PepsiCo) Draws on Vision and Values to Lead

10

(Re)take Assessment #1 Study Guide for Assessment #2

Assignment #10: Relevant topic(s) will be identified for analysis, similar to Assignment #1.

11
Sunday 11/06

Assessment #2
(Chapters 4 thru 6 and 9, 10 & 12) Strategic Human Resource Management Group Activity Case Study: Kronos uses Science to find Ideal Employee Managing Groups & Teams Motivating Employees Case Studies: GE allows Teamwork to take Flight and Zappos Creates a Motivating Work Place Decision Making Essentials of Control Case Studies: Bernard Ebbers Creates Biased Decision Making at World Com and Newell Rubber-maid Leverages Cost Controls to Grow

Assignment #11:

Final Project Complete draft submitted

12
Sunday 11/13

16

Group Activity for Week 12

Assignment #12: Group Activity

13
Sunday 11/20

13 & 14

(Re)take Assessment #2

Assignment #13: Relevant topic(s) will be identified for analysis, similar to Assignment #1.

14
Sunday 11/27

11 & 15

Assignment #14: Relevant topic(s) will be identified for analysis, similar to Assignment #1.

Absolute Deadline for any missing Assignments!!!

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Week / Date

Lecture Topic / Class Activity

Chapters in Text

Handout(s)

Assignments +

Project

15
Sunday 12/04

Individual Student Presentations of Final Project Assessment #3

(Chapters 11 and

Study Guide for Assessment #3

Assignment #15: Relevant topic(s) will be identified for analysis, similar to Assignment #1.

16
Sunday 12/11

13 thru 16)

Term Assignments A. Evaluation of Current Marketing Trends and / or Situations

This aspect of research and analysis has been incorporated into weekly Assignments. Please use the concepts discussed in class in your write-ups!!! Assignments are due at the beginning of next class; for each week, beginning
with the Monday following class, an assignment is late - 10% will be deducted from the grade. If you are not present in class, for whatever reason, when we discuss the Case Study, you will be required to write your responses to that weeks Case Study as an additional Assignment. B. Final Project All submissions must have appropriate identifying information

Students are expected to work on the following project throughout the course of the term. Their progress will be assessed periodically. Each student has the option of one (1) of the following five (5) options for a Final Project. The final project paper will be completely documented and will be checked for plagiarism. The final project will be presented to the class on Sunday, November 20, 2011. Each student will propose a topic for their project (due Sun., Sept. 25) Each student will write an outline of a minimum 2 pages (due Sun., Oct. 10) Each student will submit a draft his/her recommendation paper (due Sun., Nov. 6) Each student will submit a complete draft of his/her paper to the instructor (due Sun., Nov. 27) The Final Project paper must include at least three current references and will be a minimum of five (5) pages long (1.5 line spacing) of original writing (NOT including quotes, title page, exhibits, quotes, graphs, photos and/or references/sources). Use the Web and published material (but NOT ALL references may be on-line) to collect information. All references used must be included with the paper. See the Plagiarism Policy on pages 10 & 11 for guidance on how to use sources.

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B.1.

STRATEGIC BUSINESS PLAN

Following the concepts presented in the text and discussed in class, the student will develop a Mission Statement, Strategic Plan with Objectives, Strategies and Tactics for a real or fictitious company or not-for-profit organization. The company / organization must be identified and its current situation explained in adequate detail.
B.2. MANAGEMENT INFORMATION SYSTEM

The student will design a MIS for a company or organization which will generate information necessary for the companys / organizations management to make informed strategic decisions. The methods of gathering data, analysis, reporting, updating, etc. must be identified.
B.3. MANAGEMENT ANALYSIS OF A COMPANY

Complete a thorough analysis of the management situation of a company or organization. Areas to be discussed in the paper include: organizational structure, POLC (Planning, Organizing, Leading, and Controlling) aspects, internal leadership & motivation, global presence, competition, SWOT (Strengths, Weaknesses, Opportunities, and Threats), etc. You should also discuss whether any changes are needed in the above areas to ensure future growth.
B.4. EXPANDED RESEARCH PAPER

A research paper on a current management trend and / or situation for their final project. The student will discuss the topic using the relevant concepts as presented in this course. Each student is required to identify the determinants for his/her situation and to develop a graphical representation of the situation. The student will formulate their own recommendation for a solution to the situation, based on principles discussed during this course.
B.5. BIOGRAPHICAL PAPER

A research paper on one of the founding or influential people in the development of management theory. The student will present the persons significant contribution(s) to corporate or organizational management and evaluate it / them in terms of the current management environment. This is to be much more than a review and can NOT be a repetition of prior documents; the students original thoughts must be evident!
Grading Attendance, Participation & Professionalism Assignments and Homework Performance Evaluations Group Projects Final Project (Research Paper) (Term Assignment B) Proposed up to 20% up to 40% up to 45% up to 20% up to 30%

A student will be able to retake each quiz/exam; the final score will be recorded at the higher of 80% of the 2nd score or the average of the 2 scores, if the 1st score was higher than the 2nd. If a student misses a class when there is a scheduled quiz/exam, he/she may make-up the quiz/exam on the next class day; without an excused absence, the final score will be recorded at 90% of the result. Extra credit will be recorded for a variety of options, including assisting other students and turning assignments in early; points will be deducted for work turned in late. Extra Credit will be counted IF

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and ONLY IF the student has completed all assigned work; i.e., E.C. is to augment NOT replace the required homework, assignments and projects. At the end of each course, each student is assigned a final grade as follows:
Grade A AB+ B BC+ C CD+ D F I Quality Points 4.0 3.7 3.3 3.0 2.7 2.3 2.0 1.7 1.3 1.0 0.0 0.0 Point Range 93-100 90-92 87-89 83-86 80-82 77-79 73-76 70-72 66-69 60-65 59 & below Below average Failure Incomplete Average Above average Interpretation Excellent

Course Completion Requirements Students must achieve a passing grade of D or above by completing all required examinations, submitting all required lab exercises and projects, and meeting the standards of the school attendance and plagiarism policies as well as honoring the student conduct code. Failing a Class Students in the Masters Degree program that receive an F will have to retake the course eventually during another semester in order to graduate. Classroom Policies To enhance the learning atmosphere of the classroom, students are expected to conduct themselves like respectful adults and to dress and behave in a fashion conducive to learning in the classroom. More specifically: only 1 speaker permitted at any one time! Students will refrain from disruptive classroom behavior (i.e., talking to classmates, disrespectful responses to teacher instructions; swearing). NO cell phone use allowed in the classroom; phones are to be off or on silent; NO texting permitted during class; if phone use is required, student must go outside the classroom (any use other than during breaks must be for an emergency). Frequent use will be treated as tardiness (see Attendance Policy below). Also, no personal use of any computer during class time!! Students who do not adhere to proper conduct will be subject to discipline. Each behavior construed by the instructor as non-contributing to learning will be recorded, properly documented, and appropriately reported in a written form to the student and to the Executive Director of KSI; each party will receive a copy. The third (3rd) such document event will be cause for dismissal from the class (see Attendance Policy for re-taking options). Students also are required to pick up any and all refuse generated during the class and leave the classroom in the clean condition it was found at the beginning of the class. The class will take one (1) break of 15 minutes (to permit parking meter feeding, etc) approximately at 11:15 am. This time is approximate, not exact, so your parking meter should allow for up to a 15 minute overrun. Attendance Policy Students are expected to adhere to the attendance and tardiness policies stated in the current catalog. If a student misses a class, he/she is requested to call the instructor in advance. When a
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student misses a class, he/she is expected to obtain class notes, etc. from a classmate and to turn in any assignments, etc. before the start of the next class. If a student misses a class when there is a scheduled quiz/exam, he/she may make-up the quiz/exam on the next class day; without an excused absence (including prior notice to the instructor), the final score will be recorded at 90% of the result. Knowledge Systems Institute will be strictly monitoring attendance regarding all students. To make certain that all KSI students are attending class: A. Attendance is mandatory. For each unexcused absence, the student is required to pay a $40.00 missed class fee. B. Coming late to class or leaving early three (3) times (including leaving out of the classroom for phone activity) will count as one absence and hence the student would need to pay the $40 penalty. C. Missing three (3) classes consecutively; i.e. from the first day of class to the next repetitively, will result in an F for that course along with a $120 penalty fee ($40 per missed class) and, for International Students, our Institute will not register you into the SEVIS system for the next term. D. Missing five (5) random classes will result in an F for that course and $200 penalty fee ($40 per missed class) and, for International Students, our Institute will not register you into the SEVIS system for the next term. E. Your missed class penalty will be added to your tuition. Paying the penalty fee does not excuse the absence. F. If the tuition balance is not fully paid on time, you will be charged a 10% penalty fee for each installment payment date. At the end of the semester if the student has not paid their tuition, they will not be permitted to attend 2 weeks of class before the final and will not be allowed to attend the final. G. If the student does not take the final or turn in their course assignments, they will receive an I grade. According to the KSI student handbook (pg. 51): Any student who has failed to fulfill all of the requirements of the class when the grades are turned in will automatically receive an I (incomplete) grade from the professor. Thirty (30) calendar days after receiving an I grade, the grade will be converted into an F grade if the student fails to finish the required coursework. Any student who receives the grade of F on a required course will have to retake the course and pay the full tuition fee associated with that course. This policy is to encourage all KSI students to be more responsible for their attendance. Masters Thesis Students submitting a draft for a thesis need to do so at least 3 months prior to graduation. The student should meet with a project adviser in regards to the thesis at least ten times before constructing a final draft of the thesis. Thesis papers need to have been revised and edited by proofreaders before getting approval from the adviser. Without the project adviser's signature and approval of the thesis draft, the student cannot apply for an OPT. If the thesis isn't presented with a PowerPoint six weeks before graduation, the student's graduation will be postponed. The thesis needs to be bound at least 3 weeks before graduation. If the graduation gets postponed, the student must register for another thesis course for the following semester until their thesis is complete and polished.

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Integrity and Ethics It is assumed that each and all students will exhibit personal integrity at all times. This is particularly important with regards to assignments and assessments (quizzes, tests, exams, etc.). Students should be aware there is a security video camera in the classroom. Therefore, any unethical behavior will be documented. For any first offense each term, the student will receive a 0 (zero) for the relevant assignment or assessment and a letter describing the occurrence will be placed in the students file. Any second offense will cause the student to be removed from the course and to receive an F. Plagiarism Policy
In any academic situation you are expected to originate your own essays, projects, and research papers. These are written to express your ideas. When you want to support what you say, you can use expert opinion, facts, statistics, and other evidence. However, when you use someone elses ideas without giving them credit, this is plagiarism, and you are violating that persons intellectual property rights. Simply stated, plagiarism is using another persons words, phrases, or ideas without giving credit to the other person. It is very tempting to cut and paste phrases and paragraphs from the Internet and put them in your writing without giving credit to your source. However, this is not doing your own original work and you will be penalized if you are caught. It is also plagiarism to use another persons paper from other students files or from online term paper sources. Also, never submit a paper done for another class without first obtaining permission from both instructors. Plagiarism is stealing and cheating. You are cheating yourself out of your own growth and development as a writer, as a student, and as an individual. As students, you may fall into the trap of plagiarism for many reasons. You may feel that your writing is not good enough; you may have procrastinated and run out of time before an assignment is due; or you may simply not know how to credit your sources. This applies not only to general education courses such as English but also in your Core classes. As you are developing papers on topics such as Color Theory, Typography, Art Styles, and Movements or Networking and Writing Critiques for Animated Films, you will need to document your sources both in school and in the workplace. Whatever your reason, you should be aware that KSI has resources available to assist you in developing content in a professional way. It is very easy to give credit for your sources using MLA or APA style of documentation. These styles are the standards for citing source material. You only have to remember two things to do this correctly. The first is internal parenthetical source documentation and the second is a Works Cited or References page at the end of the paper. Detailed information of these two formats is available in the library and online from a variety of sources including: MLA: http://www.english.uiuc.edu/cws/wworkshop/MLA/bibliographymla.htm APA: http://www.english.uiuc.edu/cws/wworkshop/bibliography_style_handbookapa.htm Examplles of Pllagiiariism Example s of Pla gia ris m Examp es of P ag ar sm

Original source: Historically, only a handful of families have dominated the fireworks industry in the West. Details such as chemical recipes and mixing procedures were cloaked in secrecy and passed down from one generation to the next. [] One effect of familial secretiveness is that, until recent decades, basic pyrotechnic research was rarely performed, and even when it was, the results were not generally reported in scientific journals. (Conkling, John A. Pyrotechnics. Scientific American July 1990: 96) Plagiarism: John A. Conking points out that until recently, little scientific research was done on the chemical properties of fireworks, and when it was, the results were not generally reported in scientific journals (ibid.). Correct (Borrowed words in quotation marks): John A. Conkling points out that until recently, little scientific research was done on the chemical properties of fireworks, and when it was, the results were generally not reported in scientific journals (ibid.). Correct (Paraphrase): John A. Conkling points out that research conducted on the chemical composition of fireworks was seldom reported in the scientific literature (ibid.)
(Kirszner & Mandell: 276-277). At this point the question may be: How do you avoid plagiarizing? First, remember to include borrowed words in quotation marks. Second, try to recast the language of the original in your own
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words. Third, always document statistics obtained from a source. Last, be sure the reader can tell the difference between your words and those of the source. (Kirszner & Mandell: 276-279). Works Cited Kirszner, Laurie G. and Stephen R. Mandell. The Holt Handbook / Sixth Edition. United States: Thomson Heinle, 2002.

DEFINITIONS For the purpose of this policy, dishonest acts are defined as those which permit a student to gain an unfair advantage over other students by any of the listed means. These include, but are not limited to: Copying - Any act of copying information from another student or for another student by any means to obtain an advantage for oneself or for another student. Plagiarism - Students submission of word-for-word passages of others work without proper acknowledgement. Collaboration - Any act of two or more students actively cooperating on any assignment when such cooperation has not been expressly permitted by the instructor. Alteration of Records - Altering of records by yourself or someone else. Aids - Any use of aids that have not been expressly permitted. Bribery - Offering money, any item, or any service to a faculty member or any other person to gain academic advantage for oneself or another. Lying - The deliberate misrepresentation by words, actions, or deeds of any situation or fact, in part or in whole, for the purpose of enhancing ones academic standing.

In conclusion, you CAN write effective original essays, projects, and research papers. Never hesitate to ask your instructor for help. The key to avoiding plagiarism is to credit your sources within a document and to include a works cited page at the end of the document. Most of the time, writing well involves following rules. If you do, in no time at all, you will be writing confidently and well.

2011 KSI

Version REVISION #5: Page 12 of 13

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BA301 Principles of Management

Syllabus

AUTUMN 2011

2011 KSI

Version REVISION #5: Page 13 of 13

Last Modified: 10/18/2011