Mgt 345 C-1 Business, Government and Society
Spring 2009 January 7 to April 28, 2008 Kennis Tucker Instructor Graduate Programs, Ageno School of Business Golden Gate University Contact Information Email: [email protected]
Office Hours: By appointment
l. Course Description Examines the relationships of business, government and society in the social, economic and political systems of the United States and the world. Issues in business/government relations, regulation, business ethics, law and international competition are discussed, and case material is used.
2. Course Objectives o
Describe key concepts in the business-government-society iron triangle.
Assess the ironies, dilemmas, and paradoxes involved in such intricate relationships.
Compare various views on the relationships among the individual and the business culture and American society.
Engage in triple-bottom line thinking.
Construct conceptual frameworks for the contemporary manager's confrontation of issues related to public policy, ethics, and corporate strategy.
Evaluate a manager's feeling of the relationships between business, society and the individual.
Assess management and leadership based on ethics vs. law, transparency vs. risk, integrity vs. corruption.
Develop current public policy issue scenaria and relate them to strategic management practices.
3. Required Materials and Online Access th
1. Lawrence, A. T. and J. Weber. (2008). Business and society: stakeholder, ethics, public policy. 12 edition. McGraw-Hill Irwin. ISBN 978-0-07-353017-8.
2. Cases for the discussions will be drawn from The Financial Times. They will be provided to you in advance. You can access them for free at www.ft.com. You will need to register for access to fulllength articles. Registration is free unless you chose to add home-delivery subscription options. A CyberCampus Website accompanies this class at www.ggu.edu. If you are a new user, you will receive passwords 24 hours after you register. Through this Website, you will be able to submit assignments, check the grade book, download materials from the instructor, and enter a discussion. Be sure to log on the first day of class, January 7, 2009. Bookstore To purchase course books and materials from eFollett, GGU's official online bookstore, please see the “Important Info” section of this course. University Library There are several databases available through the Golden Gate University Library for students to conduct research on various topics. Remote (off campus) access to the databases requires your last name and student ID# (located on the front of your ID card). Be sure to type in ALL 7 digits, including the starting 0. Example: 0123456. You may access the library from GGU's homepage at http://www.ggu.edu
4. Contacting the instructor You can contact me by e-mail at [email protected]
; in person by appointment.
5. Course Requirements, Student Responsibilities, Evaluations Course Requirements Read the text assignments on time. Take the quizzes online. Join in on virtual case and textbook discussions. Do any other exercises that may be assigned in addition to the ones stated in the syllabus. Student Responsibilities Be prepared on time. Join in on the discussions. Take the quizzes. Attendance and Participation Attendance at all sessions is expected. Online attendance is determined by your postings in the online discussions. Students with absences will be subject to lowered grades. Evaluations Me and the Class: You will have an opportunity to evaluate the course and the instructor at least once this term. You: Your grade will be made up of the following components: Weekly quizzes, weekly online textbook discussions, bi-weekly online case discussions, and a final exam. Any additional work that I may add beyond what is stated in this syllabus will be used to offer you the opportunity to get bonus points to improve your grade.
6. Course Procedure You will have weekly assigned reading to be done prior to each class, including the first class. You will have a case discussion approximately every two (2) weeks. Between classes, you may be asked to work independently (or to be part of a team), posting responses to chapter-end questions, textbook and/or case discussions. You will be expected to promptly complete weekly and biweekly discussions, weekly quizzes and the final exam.
7. Course Evaluations Your grade will be made up of the following components: Weekly quizzes, online textbook discussions, online case discussions, and a final exam. Quizzes will be based on textbook material. The final will incorporate material generated in the textbook and case discussions. I retain the right to change course requirements with adequate advance notice. For example, I may decide to ask you to submit individual exercises or group papers/presentations.
8. Grading Grading Sources Case Discussion Quizzes
6 at 3 points each 18 points 14 at 2 points each 28 points
14 at 2 points each 28 points
Final exam Total points Points 3
26 points 100 points Discussion Guidelines Contributions are informed, substantive, exhibit review of assigned materials and prompt learning in others. Remarks are raised in all discussions throughout the course and demonstrate interest and intellectual involvement. There is no attempt to dominate conversation. Argumentation is spirited but intellectual, not personal. Positions on issues argue philosophical convictions supported by evidence, not ideology or group-thinking. Regular participation, “plain vanilla” non-engaging remarks. Spotty participation based on certain topics; lack of initiative. Will respond only if prompted. No No participation
Letter Grades A AB+ B BC+ C CD+ D DF
Points Percentages 100% - 96% 95% - 94% 93% - 90% 89% - 85% 85% - 80% 80% - 79.9% 73% - 76.9% 70% - 72.9% 67% - 69.9% 63% - 66.9% 60% - 62.9% 0% - 59.9%
9. Academic Integrity Policy and Turnitin.com Policy: GGU's Policy on Student Academic Integrity is in effect at all GGU teaching locations, including regional classroom sites, corporate sites, and distance courses delivered in any medium. This policy applies to all business, taxation, and technology students at Golden Gate University. Academic integrity means doing academic work in a manner that strives to achieve the learning objectives your courses have set out for you. It means that you follow the rules and procedures prescribed by your instructors so that you acquire the skills and knowledge your courses are designed to give you. It means that you engage in ethical practices in taking tests and doing assignments and that you respect intellectual property rights by fully disclosing sources of information that appear in your papers and presentations. GGU provides many resources and services that assist you in learning the required research and documentation skills. Please read GGU’s Policy on Student Academic Integrity: Policy on Student Academic Integrity Turnitin.com: If you are asked to submit written work, you will be required to use the Turnitin.com Website to filter it through. You will need to log on* to Turnitin.com where you will submit your written work, get a reading on its originality rating, and submit to me the certificate of completion provided by the site. This filtering will help you make your work original to you and caution you when you have copied works of others in a fashion that breaches academic integrity. Registering for TurnItIn TurnItIn.com is a service that identifies sources used in papers. It provides good information on properly citing sources, both in text and on reference pages. When you (or an instructor) submit a paper to TurnItIn, it searches its database to determine which sources were used in the paper. There is a sample paper and report (in color) in Doc Sharing. This will give you a feel for what you see when a report is generated. Why are we using TurnItIn? Instructors can use it to determine if papers cite sources properly, or if pieces of the writing are taken from external sources such as term paper mills, or other papers submitted to the University. Used in this way, it is a plagiarism detection service. The benefit to you is substantial. You can submit your research projects to TurnItIn to see if your citations match your sources, or to see if you have perhaps written material without citing it properly. I will monitor your submissions to TurnItIn. After papers are submitted, I have the option to submit papers to TurnItIn as well, if it appears that there may be citation/source problems. -----------------------------------* How to create a Turnitin account First, create a new user profile with TurnItIn.com. Go to the site, and choose Create A User Profile, at the upper right hand side of the page. On the Create A User Profile Screen, choose student from the dropdown box. On the Create A User Profile screen, enter the requested information. Enter the following information to enroll for our course: Course name = Mgt 345 Turnitin Class ID = 2127050 Enrollment password for the course = sustain Follow the information requests on the next windows. Your email will be your future login. Documenting Sources: There are several citation methods; GGU supports the American Psychological Association (APA) format. Below are listed some easy lessons about how to document your work carefully and responsibly. If you have a situation that isn’t covered here, ask your instructor to help you.
Documenting Sources: 4 Rules 1. For short passages (usually, under 40 words) quoted word for word, put the quoted material inside quotation marks, and provide the author, date, and page number in parentheses right after the quotation. For example: “People’s decisions in the marketplace of ideas are often shaped by an intangible attraction that persuades them to go along with others’ purposes without any explicit exchange of tangible threats or rewards taking place” (Nye, 2008, p. 31). 2. For longer quotations, instead of quotation marks, the quoted material gets its own paragraph, and the entire paragraph is indented (given wider margins than the rest of the paper). Then the author, date, and page number appear in parentheses at the end of the paragraph, and outside the last period. For example: Power is the ability to affect others to obtain the outcomes one wants, but we can also distinguish between simply wanting power over others and wanting power with others. Getting what you want and enabling others to do what they want can be reconciled or linked by soft power skills of listening, mutual persuasion, communicating, and education. Power in a relationship need not be zero-sum situation, and, as described earlier, empowering followers can better enable a leader to achieve his or her desired outcomes (Nye, 2008, p. 143). 3. If you use material from another source but change the wording (called paraphrasing), give the author and date in parentheses. For example: Leadership has been greatly affected by rapid changes in information technology and communications (Nye, 2008). 4. At the end of the paper, give full bibliographical information for all your sources on a page called References. There are different styles for documenting sources. GGU recommends the APA style, which is used in the social sciences. An instructor, however, may require another style, so ask. APA references (for a web site, book and journal article) look like this: References Archer, Z. (n.d.). Exploring nonverbal communication. Retrieved July 18, 2001, from http://zzyx.ucsc.edu/~archer Highmore, B. (2001). Everyday life and cultural theory. New York: Routledge. Morawski, J. (2000). Social psychology a century ago. American Psychologist, 55, 427-431. Note that references from the Web must contain a retrieval date (see Archer example above). Do not just list the URL, but put in as much information as you can about any author, and section or area of the Website so others can retrace your steps.
Research and Documentation: Free Live and Online Resources for GGU Students Sourcing: 1. For detailed information on using and citing sources using APA, MLA, and other styles, consult A Writer’s Reference by Diana Hacker, the textbook used in GGU English composition classes, available at the GGU Bookstore, or consult the free website http://www.dianahacker.com/resdoc/. Remember that business is a social science and so use formats listed under Social Science. Researching: 2. The University Library’s website offers a wealth of information to guide you through the research process. Resources include a sample research paper and detailed information on evaluating and citing sources. New at the Library website is RefWorks, a management tool that keeps track of articles you find as you do research. Go to http://www.ggu.edu/university_library to access the many GGU Library resources. 3. An online tutorial, Core Competitive Research Skills CyberCourse, is designed to help you find, evaluate, and use library and online sources in your projects and papers. In every step of the tutorial, a reference librarian is available to help with specific research needs and questions. The tutorial is free and can be accessed at http://www.ggu.edu/university_library/research/researching_a_topic Writing: 4. At the Writing Center, located in Room 5307 at the San Francisco campus, you can work one-on-one with experienced writing tutors (most of them GGU instructors) who are familiar with the types of writing assignments common in GGU courses. 5. The Online Writing Lab (OWL) offers online writing help to GGU students. OWL tutors help you solve specific problems in the work you submit, and guide you through the writing process. Go to http://www.ggu.edu/general_education/english_and_communications/online_writing _lab Plagiarism-free writing: 6. Turnitin.com helps you avoid unintentional plagiarism. When you submit a paper to Turnitin.com’s website, it searches 4.5 billion pages of web and printed sources, documents matches, and gives you the source for each match. You can then be sure your sources are properly documented. Go to http://www.turnitin.com.
10. Disability Accommodations Golden Gate University seeks to ensure that all programs and services are fully accessible to students with disabilities who identify and express their needs. Information regarding The Americans with Disabilities Acts and GGU’s policies and services can be found at: http://www.ggu.edu/student_services/disability_services .
11. Instructor Bio Kennis Tucker is an independent consultant, and an adjunct faculty member at Golden Gate University. Her professional expertise is in strategy, policy, partnerships (corporate and government), large-scale corporate and institutional development, public relations, government and public affairs. She has extensive management and leadership experience in these fields, which was gained in corporate IT (strategy and planning), consultative (development), and public policy (bilateral/multilateral
institutional advancement) venues. She has an extensive record of professional publications and presentations and has authored numerous business plans, including for M&A activities. At senior consultative and advisory policy levels, she has experience in US and EU regulatory and advocacy strategies, IPR protection, product/project defense, and crisis management strategies, including in dealing with regulatory agencies, investment policy, and banking. Se has advanced technical skills for evaluating business strategy and execution, conducting business intelligence research for competitive analysis/valuation, and segment-based market research, as well as case analysis, report generation and presentation. Her academic training is in public policy and American government with specialization in health policy. She holds MPP and PhD degrees from Georgetown University. Her policy expertise is in health policy process. She holds certificates in advanced quantitative methods and applications from the University of Michigan, Ann Arbor and SYSTAT Corp., respectively. She has extensive experience in policy modeling, evaluation research and outcomes assessment, regulatory compliance and government affairs. She has taught Business, Government and Society, Strategic Management, International Business, American Government, CA Politics and Policy, and Women in Contemporary Society courses since 1998.
12. Course Outline Assignments due by midnight on the Saturday following the week’s start date. Session
Week 1 Jan 7
The corporation and its stakeholders
Read ch 1 Take the Quiz Enter Text Discussion Case Reading
Week 2 Jan 14
Public affairs management
Read ch 2 Take the Quiz Enter Text Discussion Enter Case Discussion
Week 3 Jan 21
Corporate social responsibility Corporate citizenship
Read ch 3 and ch 4 Take the Quiz Enter Text Discussion
Ethics Ethical reasoning and corporate programs
Read ch 5 and ch 6 Take the Quiz Enter Text Discussion Enter Case Discussion
Challenges of globalization Businessgovernment relations
Read Ch 7 and ch 8 Take the Quiz Enter Text Discussion
Influencing the political environment Antitrust, mergers, and competition policy
Read ch 9 and ch 10 Take the Quiz Enter Text Discussion Enter Case Discussion
Week 4 Jan 28
Week 5 Feb 4
Week 6 Feb 11
Week 7 Feb 18
Week 8 Feb 25
Ecology and sustainable development in global business Managing environmental issues
Read Ch 11 and ch 12 Take the Quiz Enter Text Discussion Case Reading
Technology: a global economicsocial force Managing technologic challenges
Read ch 13 and ch 14 Take the Quiz Enter Text Discussion Enter Case Discussion
Week 9 Mar 4
Stockholder rights and corporate governance
Read ch 15 Take the Quiz Enter Text Discussion Case Reading
Week 10 Mar 11
Read ch 16 Take the Quiz Enter Text Discussion Enter Case Discussion
Week 11 Mar 18
The community and the corporation
Read ch 17 Take the Quiz Enter Text Discussion Case Reading
Week 12 Mar 25
Employees and the corporation
Read ch 18 Take the Quiz Enter Text Discussion Enter Case Discussion
Week 13 Apr 1
Managing a diverse workforce
Read ch 19 Take the Quiz Enter Text Discussion
Week 14 Apr 8
Business and the media
Read ch 20 Take the Quiz Enter Text Discussion
Week 15 Apr 15
Review and study for the final exam
Week 16 Apr 22
Catch up on missing assignments.
Last day to turn in missing assignments
I retain the right to flexibility and adaptability compatible with emergent business strategy practice; that includes any changes pertaining to this syllabus. I will provide adequate notification.
13. Discussion Notes The timeline will help you organize your studying. You are encouraged to follow it so that you can complete the textbook and case readings on time. Textbook Discussions: I will not necessarily be using only the sources indicated in the “Assignments” column. Discussions, however, will cover many of these topics. I will give more substantive weight to certain topics that, based on my field experiences, I have found to be of critical relevance to the subject matter. Discussions will be significantly enriched by additional material. I will be providing context. But, feel free to further research relevant topics. Make sure you properly “source” information you provide.
Case Discussions: I will use The Financial Times as case source. You should have free access to the cases through FT.com. You are, however, strongly encouraged to individually subscribe to the hardcopy edition of this paper and develop the habit of reading it cover-to-cover daily. The FT provides attractive student rates for home delivery. You are also encouraged to subscribe to the hardcopy edition of the major independent newspaper circulating in your metropolitan area; for example, the San Francisco Chronicle, the Los Angeles Times, the Chicago Tribune, the Boston Globe, the New York Times, the Washington Post, the Atlanta Constitution, the Star Tribune, etc. Develop the habit of reading/skimming at least two papers every day. The “devil” is always in the details and, more often than not, online versions do not provide these details. You may end up missing important public policy and community/societal affairs information, which may be critical to the conclusions that you are trying to draw regarding actions pertaining to your business strategy. 14. Get Warmed up Check out the following articles: Suggested Financial Times Case Reading Simon Briscoe, “The hidden beauty of numbers,” Business Life, FT, July 17, 2007, p. 12. Jeremy Grant, “Learn from fall of ancient Rome, official warns US,” World News, FT, August 14, 2007, p. 2. Hal Weitzman, “Peru starts to unpick its complex patchwork of racial prejudices,” World News, FT, August 14, 2007, p. 2. Stefan Stern, “Hidden ingredients of a better board performance,” Business Life, FT, August 14, 2007, p. 12. Joe Leahy, “Back office for the world,” Outsourcing, INDIA, FT, August 15, 2007, p. 4. Danica Purg, “Culture and ethics offer a moving legacy,” Dean’s Column in Business Education, FT, December 1, 2008, p. 7. Donald Sull, “Why the worst of times can also be the best of times,” Business Life, FT, December 1, 2008, p. 14. John Dizard, “The route back to re-establishing market values,” FT, December 2, 2008, p. 6. Pamela Ryckman, “Keeper of a family’s generous flame,” Ibid. James Altucher, “Buffett tactics chime with our crazy times,” Ibid. Stefan Stern, “Unions cut their losses and get ready to cut a deal,” Business Life, FT, December 2, 2008, p. 10. Stefan Stern and Peter Marsh, “The chaos theory of leadership,” Ibid. Julie Macintosh and Francesco Guerrera, “ Value of failed M&A deals close to eclipsing completed takeovers,” Companies & Markets, FT, December 2, 2008, p. 13. Richard Milne, “Employers innovate to reduce job losses,” Ibid, p. 14. Robin Harding, “Canon to launch innovative TV after Applied Nanotech drops appeal,” Companies | International, FT, December 2, 2008, p. 17.
Saskia Scholtes, “Challenge to BofA’s modified mortgages,” Ibid, p. 18. Alan Cane, “Testing year ahead for IT bosses,” Digital Business, FT, December 3, 2008, 2008, p. 1. Ade McCormack, “Find a CIO who cares about share price,” Ibid, p. 2. Joia Shillingford, “Privacy will end in 2013,” Ibid, p. 6. Don Duncan, “Economists Descend on Bhutan,” Nation and World, SF Chronicle, December 4, 2008, Section A, p. 25. Daniel Dombey and Bernard Simon, “Carmakers bow to prospect of oversight board,” FT, December 5, 2008, p. 1. Nicole Bullock, “Pain of bulging budget gaps,” World in Recession, Ibid, p. 4. Matthew Garrahan, “California faces prospect of running out of cash,” Ibid. Richard Milne, Daniel Schafer, Mark Mulligan, Haig Simonian, Michael Steen and Vincent Boland, “Negative territory,” Analysis, Ibid, p. 9. The Editor, “Beating the crisis needs co-operation,” Ibid, p. 10. Plilip Stephens, “Never mind the team: the president makes the moves,” Ibid, p. 11. Jonathan Birchall, “Wal-Mart defies double-digit sales dip among retailers,” Companies & Markets, FT, December 5, 2008, p. 15. Francesco Guerrera, “JPMorgan raises lending to municipalities,” Companies | International, Ibid, p. 20. Tim Harford, “Conflicts of interest,” Life & Arts, FT, December 6, 2008, pp. 1-2. Irwin Steizer, “Power to those who challenge industry’s dinosaurs,” Comment, FT, December 8, 2008, p. 13. Gary Kelly, “Chief’s ambition to rule the skies,” Business Life, FT, December 8, 2008, p. 16. Virginia Matthews, “A comeback for cold calling as chill sets in,” Ibid. Francesco Guerrera and Jonathan Birchall, “US groups in ethical standards push,” Companies | International, FT, December 8, 2008, p. 20. Tim Bradshaw, “Forecast for advertising spending revised down,” Ibid, p. 23. Sam Boland, “World Diary,” Week Ahead, FT, December 8, 2008, p. 26. Frances Williams, “WTO fails to set outline deal date,” FT, December 9, 2008, p. 2. Ian Driscoll, “Back to the old-style basics of advising,” Ibid, p. 10. Richard Waters, “Obama weighs putting the wisdom of crowds to work,” Ibid, p. 11. Justin Baer, “FedEx reduces outlook and raises prices,” FT, Companies & Markets, December 9, 2008, p. 20. Sundeep Tucker, “Spotlight falls on cash management,” Ibid, p. 23. Hal Weitzman, “Illinois governor charged over Obama seat ‘sale’,” FT, December 10, 2008, p. 1. Michiyo Nakamoto, “Workshops hit by collapse of supply pyramid,” Ibid, p. 2. Tony Barber and John Thornhill, “Barroso sees ‘meeting of minds’ on recession and climate change,” Ibid, p. 3. John Kay, “Some companies are too powerful to fail,” Ibid, p. 9. Jonathan Birchall, “Slump in US clothing sales leads to 70% fall in overseas suppliers, FT, Companies & Markets, December 10, 2008, p. 13. Jeremy Grant, “A clear advantage in turbulent times,” Ibid, p. 19. Aline van Duyn and Francesco Guerrera, “Financial groups’ problem assets hit $610bn,” FT, December 11, 2008, p. 1. Daniel Dombey, “Republican senators resist rescue,” Ibid, p. 2. Geoff Dyer, “Export fall in China raises trade war fears,” Ibid, p. 4. John Gapper, “Who will mourn local newspapers?” Ibid, p. 11. Sundeep Tucker, “Enter the rapid reaction force,” Ibid, p. 12. Jonathan Birchall, “Office Depot to shut 112 stores,” FT, Companies & Markets, December 11, 2008, p. 17. Jonathan Birchall, “Survival fears weigh on US store gift card sales,” Ibid. David Phillips, “Time to rethink our model for corporate reporting,” Ibid, p. 20.
15. Recommended Complementary Reading Joseph S. Nye, Jr., The Powers To Lead, Oxford University Press, 2008. Lowell L. L. Bryan and Claudia L. I. Joyce, Mobilizing Minds: Creating Wealth from Talent in the 21st Century Organization, 1st edition, McGraw-Hill, 2007 (ISBN-10: 0071490825). Joseph E. Stiglitz, “Making Corporations Responsible,” The Responsive Community, 14 (Winter 2003/04), pp. 4-6, The Institute for Communitarian Policy Studies, George Washington University (ISBN: 1053-0754). Business Communication, HBS Press, 2003 (ISBN: 1-59139-113-X). Roger Fisher and Danny Ertel, Getting Ready to Negotiate, Penguin Books, 1995.
16. Recommended Optional Reading Mohamed El-Erian, When Markets Collide: Investment Strategies for the Age of Global Economic Change, McGraw-Hill Professional, 2008. Barbara Ehrenreich, Going to Extremes: Notes from a Divided Nation, Granta, 2008. John Kotter, A Sense of Urgency, Harvard Business Press, 2008. Don Keough, The Ten Commandments of Business Failure, Penguin, 2008. Chris Goodall, Ten Technologies to Save the Planet, Profile Books, 2008. Kai Bird and Martin J. Sherwin, American Prometheus: The Triumph and Tragedy of J. Robert Oppenheimer, Atlantic Books, 2008. Mary Beard, Pompeii: The Life of a Roman Town, Profile Proof, 2008. Simon Blackburn, Plato’s Republic: A Biography, Atlantic Monthly Press, 2006. David Noonan, Aesop and the CEO, Nelson Business, 2005. Harry G. Frankfurt, On Bullshit, Princeton University Press, 2005. Robert Slater, Jack Welch on Leadership, McGraw-Hill, 2004. Miyamoto Musashi translated by Thomas Cleary, The Book of Five Rings, Shambhala Library, 1993. Enchiridion, Epictetus translated by George Long, Prometheus Books, 1991. Wess Roberts, Leadership Secrets of Attila the Hun, Warner Business Books, 1987. Herakleitos and Diogenes translated by Guy Davenport, Grey Fox Press, 1979.
17. The case for our first discussion for “Week 2” John Gapper, “Who will mourn local newspapers?” FT, December 11, 2008, p. 11. A Note on Expectations: Focus and determination characterize those who are “hard-wired” for results. Present arguments based on information and evidence, not ideology. Feel free to intellectually argue your convictions strongly; your “tone” of voice will not be misunderstood. But, expect the same from me and your colleagues. Democracy depends on wellsupported intellectual argumentation and so does a quality education; namely, yours at Ageno.
PERSONAL DATA SHEET
_____________________________________________________________ Name _____________________________________________________________ Address _____________________________________________________________ _____________________________________________________________ City Zipcode _____________________________________________________________ Phones Day Eve _____________________________________________________________ Fax E-mail
_____________________________________________________________ Employer name (attach bus card if available) I have access to the Internet yes [ ] no [ ] I know how to prepare a Power Point Presentation: Yes  No [ ] My learning objectives for this class:
What professional practice strategies do I expect to develop in this class?
What added value for me as a practicing manager do I predict will result from this class?
What is the difference between ethics and the law?
What is the triple bottom line?