代写AP/ADMS3900A 3.0 The Practice of General Management Summer 2024代做Python编程
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School of Administrative Studies
Summer 2024
AP/ADMS3900A 3.0
The Practice of General Management
COURSE DESCRIPTION
This course develops the required organizational skills and practices of managers to meet their objectives in small, medium, and large organizations. Theoretical instruction is combined with cases and experiential exercises to help students develop a comprehensive understanding of the subject and the integration of functional areas in strategic analysis.
COURSE OVERVIEWhj
The course is divided into three four-week modules. We will start by exploring purpose, principles and leadership in management. We will then move on to studying the process of managing the activities of a competitive firm, from planning to execution. We will end by looking at the challenges associated with managing change, innovation, and risk.
The majority of the course readings are cutting edge articles that you will download from the York library website for free. The exceptions are the book Connected Capitalism and the Harvard simulation, which will be available for purchase through the bookstore or online. The instructor will post recorded mini-lectures online each week. Listening to the recordings of the mini-lectures is mandatory, and should be considered an extension of the required readings. The instructor will also host real-time meetings where the course material will be discussed in an interactive manner. Attending these synchronous sessions is not mandatory. The dates and times of these meetings will be determined with the class based on participant availability.
PREREQUISITES: ADMS 2400
REQUIRED TEXT(S)
Weitzner, D. 2021. Connected Capitalism. Toronto: University of Toronto Press – ISBN 9781487508425. Hardcopy available through the York Bookstore. Hard, e-copies and audio copies available via Amazon, Indigo, Audible etc.
ADMS 3900 A S24 Simulations – E-copy available via Harvard:
https://hbsp.harvard.edu/import/1171744
COURSE EVALUATION
Please note that late assignments will not be accepted. There are various grade components (see below):
Simulations: 2 * 15%
Due W4: Net Zero
Due W11: Scope, Resources, Schedule V3
Students are required to complete the two simulations. Students must pay for them directly through the Harvard website. The first will become available at the end of week two, the second at the end of week nine, to allow for two weeks for students to complete the simulation.
Students must complete all rounds of the simulation itself, then submit a 2000-2250 word, double-spaced analytical paper on the simulation which includes a discussion of:
1) Justification for the decisions made in the sim. Please note: this should not be a laundry list of every decision. Students should choose a few key decisions to analyze in depth.
2) Reflection on the learning experience from the simulation.
For both simulations, ALL justifications and reflections are to be backed up with readings from the course. For SIM 1, readings from the first four weeks of class (minimum of two). For SIM 2, readings from weeks five to eleven, EXCLUDING sources you used in the midterm.
The simulation is due by midnight on the last day of week 4 and 11.
In an attached appendix at the end of the analytical paper, students must include their results from all simulation exercises (screenshots of the final results are fine, but they must show the student’s name and/or login in English).
No external research beyond the course readings is permitted or required; all course readings must be fully cited in either MLA or APA format. Please note that any papers submitted without fully completing the simulation (i.e., all assigned runs) will receive a grade of 0 and may be reported for academic dishonesty.
Midterm assignment – 30%
The midterm assignment is a real-world application paper that is due before midnight on the last day of week 7. Students will be provided with two prompts of recent business events. They will choose one of the two prompts and will then choose two chapters from Connected Capitalism along with two other readings not applied in the simulation assignment to write a double-spaced response essay to the prompt of approximately 2250-2500 words. External research is permitted about the business issue only; all theoretical readings must come from this course. All sources (course readings, Connected Capitalism, and any further external research completed) must be cited in either APA or MLA format with a bibliography provided.
Please note that this is an examination, and no extensions will be permitted beyond those required for accessibility, medical, or religious accommodations.
Final exam - 40%
Students will write a take-home final exam that will test comprehension of the assigned material. The exam will be cumulative, consist of three essay questions and the time/date will be set by the University.
COURSE OUTLINE
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Module 1: Purpose, Principles, and Leadership |
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Week 1
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Managing with Purpose Weitzner, D. 2021. Connected Capitalism. Introduction. University of Toronto Press. Weitzner, D. 2022. Manage or Co-create? Time to Choose. European Business Review, Nov. 24. Weitzner, D. 2024. Maybe We Need to Say Less About Ethics. Psychology Today, October 6. Ingram, P. & Choi, Y. 2022. What Does Your Company Really Stand For? Harvard Business Review, 100(6): 40-47. |
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Week 2
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Responsible Management Weitzner, D. 2021. Connected Capitalism. Chapters 1 and 2. University of Toronto Press. Weitzner, D. & Deutsch, Y. 2023. Harm Reduction, Solidarity, and Social Mobility as Target Functions: A Rortian Approach to Stakeholder Theory. Journal of Business Ethics. Journal of Business Ethics, 186(3): 479-492. Weitzner, D. 2022. Three Ways Companies are Getting Ethics Wrong. MIT Sloan Management Review, 64(1), 1-3. |
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Week 3
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Sustainable Management Weitzner, D. 2021. Connected Capitalism. Chapter 3. University of Toronto Press. Weitzner, D. 2022. Patagonia’s grand gesture sends the wrong message about ethical capitalism. The Conversation, October 11. Challagalla, G. & Dalsace, F. 2022. Moving the Needle on Sustainability. Harvard Business Review, 100(6): 130-137. Eccles, R. & Taylor, A. 2023. The Evolving Role of Chief Sustainability Officers. Harvard Business Review, 101(4): 76-85. |
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Week 4
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Managerial Leadership Weitzner, D. 2022. Why CEO Efforts to Buy Their Way Out of Scandal Fail. Psychology Today, June 16. Weitzner, D. 2023. Re-Imagining Interdependence. Psychology Today, October 6. Ibarra, H., Hildebrand, C.A., & Vinck, S. 2023. The Leadership Odyssey. Harvard Business Review, 101(3): 102-110. Quinn, R., Crane, B., Thompson, T., & Quinn, R.E. 2024. Why Real-Time Leadership Is So Hard. Harvard Business Review, 102(1): 56-59. Net Zero simulation due |
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Module 2: From Planning to Execution |
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Week 5
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Managerial Strategy Formulation Knight, E., Daymond, J. & Paroutis, S., 2020. Design-Led Strategy: How to Bring Design Thinking Into The Art Of Strategic Management. California Management Review, 62(2): 30-52. Chevallier, A., Dalsace, F., & Barsoux, J.-L. 2024. The Art of Asking Smarter Questions. Harvard Business Review, 102(3), 66–74. Mankins, M. & Gottfredson, M. 2022. Strategy-Making in Turbulent Times. Harvard Business Review, 100 (5): 60-69. |
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Week 6
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Management Communication and Negotiation Weitzner, D. 2021. Connected Capitalism. Chapter 4. University of Toronto Press. Weitzner, D. 2024. Bringing Mindfulness to Difficult Conversations. Psychology Today, January 4. Ramanna, K. 2023. Managing in the Age of Outrage. Harvard Business Review, 101(1): 96-107. Noble, D. & Kauffman, C. 2023. The Power of Options. Harvard Business Review, 101(1): 108-115. |
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Week 7
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Managing Globalization and Political Risk Weitzner, D. 2021. Connected Capitalism. Chapter 5. University of Toronto Press. Weitzner, D. 2023. Our economic future depends on young reformers, not ineffective revolutionaries. The Conversation, February 2. Martin, R.L. & Reeves, M. 2022. Strategy in a Hyperpolitical World. Harvard Business Review, 100(6): 47-52. Mid-term assignment due |
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Week 8
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Managerial Strategy Execution Weitzner, D. 2021. Connected Capitalism. Chapter 6. University of Toronto Press. Collis, David J. 2021. Why Do So Many Strategies Fail? Harvard Business Review, 99(4):82-93. Hill L.A., Tedards E., Swan T. 2023. Drive Innovation with Better Decision-Making. Harvard Business Review. Fall 2023 Special Issue:10-17. Weitzner, D. 2022. The Danger in Not Trusting Our Moral Compass. Psychology Today, December 9. |
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Module 3: The Challenge of Change |
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Week 9
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Managing Curiosity Weitzner, D. 2021. Connected Capitalism. Chapter 7. University of Toronto Press. Weitzner, D. 2022. Don’t Be Too Smart for Awe. Psychology Today, October 2. Waytz, A. 2023. Beware a Culture of Busyness. Harvard Business Review, 101(2):58-67. |
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Week 10
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Managing AI Weitzner, D. 2023. Algorithms Are a Poor Substitute for Human Decency. Psychology Today, April 20. Weitzner, D. 2022. Push for AI innovation can create dangerous products. The Conversation, July 19. Davenport, T.H. & Mittal, N. 2023. Stop Tinkering with AI. Harvard Business Review, 101(1): 116-127. Heimans J. & Timms H. 2024. Leading in a World Where AI Wields Power of Its Own. Harvard Business Review, 102(1):70-79. |
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Week 11
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Managing Change Weitzner, D. 2021. Connected Capitalism. Chapter 8. University of Toronto Press. Michels, D. & Murphy, K. 2021. How Good Is Your Company at Change? Harvard Business Review, 99(4): 62-71. Frei, F. & Morriss, A. 2023. Storytelling That Drives Bold Change. Harvard Business Review 101(6): 62–71. Scope, Resources, Schedule V3 simulation due |
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Week 12
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Managing Innovation Weitzner, D. 2021. Connected Capitalism. Chapter 9. University of Toronto Press. Pisano, G.P. 2019. The Hard Truth about Innovative Cultures. Harvard Business Review, 97(1): 62-71. Kim, W.C. & Mauborgne, R. 2023. Innovation Doesn’t Have to Be Disruptive. Harvard Business Review, 101(3): 72-81. |