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MBA

BUS 5910 Management Capstone

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BUS 5910: Management Capstone


Credits: 3

Prerequisites:  

Recommended: At least 70% of MBA course work (9 courses) should be completed before taking this course


Course Description: The intent of the Capstone course is to integrate what was learned during the students’ MBA program into an applied context. This course addresses the business-related fields of organizational theory, human resources, project/program management, accounting/finance, operations management, business law and ethics, leadership, and globalization. These fields of study are used as frames through which business case studies are analyzed. Students will place into practice their acquired skills to evaluate comprehensive business enterprise situations through an integrated view of various functional disciplines. Students will be required to present their final project via live video interview with the instructor as part of this course. 


Required Textbook and Materials: UoPeople courses use open educational resources (OER) and other materials specifically donated to the University with free permissions for educational use. Therefore, students are not required to purchase any textbooks or sign up for any websites that have a cost associated with them. The main required textbooks for this course are listed below and can be readily accessed using the provided links. There may be additional required/recommended readings, supplemental materials, or other resources and websites necessary for lessons; these will be provided for you in the course's General Information and Forums area, and throughout the term via the weekly course Unit areas and the Learning Guides.

  • This course does not contain a main textbook; resources to all required reading will be provided in the course Learning Guide for each week.

Some of the materials for this course can be found in this archive.


Software Requirements/Installation: No special requirements.


Learning Objectives and Outcomes:

By the end of this course students will be able to:

1.  Evaluate comprehensive business enterprise situations through an integrated view of various functional disciplines.

2.  Analyze challenges and engage in decision-making through multiple frames, including organizational theory, human resources, project/program management, accounting/finance, operations management, business law and ethics, leadership, and globalization

3.  Apply concepts and approaches to strategy formulation and implementation

4.  Create a final, comprehensive work that demonstrates a broad understanding, as well as some mastery, of concepts acquired during MBA study, demonstrating the following: critical analysis, clear communication, innovative problem-solving, and synthesis of multiple business constructs, theories and models.


Course Schedule and Topics: This course will cover the following topics in eight learning sessions, with one Unit per week.

Week 1: Unit 1- Organizational Theory

Week 2: Unit 2- Organizational Theory viewed through the Human Resources Frame

Week 3: Unit 3- Project/Program Management viewed through the Organizational Frame

Week 4: Unit 4- Managerial Finance and Accounting viewed through the Project/Program Management Frame

Week 5: Unit 5- Operations Management viewed through Managerial Finance/Accounting Frame

Week 6: Unit 6- Business Law viewed through the Business Ethics Frame

Week 7: Unit 7- Leadership viewed through the Human Resources Frame

Week 8: Unit 8- Globalization viewed through the Strategic Frame


Learning Guide: The following is an outline of how this course will be conducted, with suggested best practices for students.

Unit 1: Organizational Theory

  • Post an introduction in the Course Forum
  • Read BUS5910: Course Guide for Final Paper and Presentation
  • Read the Learning Guide and Reading Assignments
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Respond to the Portfolio Activity

Reading Assignment


Laegaard,  J. & Bindslev, M. (2006).Organizational Theory. Bookboon.com

  • Chapter 3 and Chapter 4, Section 6. 

Case Studies

Hurst, D. (n.d.). Young Entrepreneurs -- Seizing Opportunities and New Directions. Acadia Institute for Case Studies.  Acadia University. Case study: Retrieved from: http://aics.acadiau.ca/pronet_business_connections.html

  • The Acadia Institute of Case Studies (AICS) is a non-profit center in the School of Business Administration, Acadia University. The purpose of the Institute is to develop educational resource materials to assist educators and instructors in the classroom by providing innovative and enhanced "teaching tools" which reflect "real-world" situations. The Institute's focus is on entrepreneurship and small business operations.

Lamprinakis, L. (2013). The Transformation of Valio: A Case Study. Journal of Business Case Studies, 9(1), 85-88. Retrieved from: http://cluteinstitute.com/ojs/index.php/JBCS/article/view/7549/7615

Nanyan, J. M. & He, W. (2015). The Organizational Change Dilemma of ERP Implementation in a Small Manufacturing Company. Journal of Business Case Studies, 11(3), 95-104.   Retrieved from: http://cluteinstitute.com/ojs/index.php/JBCS/article/view/9273/9323  

  • The Journal of Business Case Studies (JBCS) is a widely cited, completely open access journal that is available for business educational professionals.

Unit 2: Organizational Theory viewed through the Human Resources Frame

  • Peer assess Unit 1 Written Assignment
  • Read the Learning Guide and Reading Assignments
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Respond to the Portfolio Activity

Reading Assignment


Laegaard,  J. & Bindslev, M. (2006).Organizational Theory. Bookboon.com

  • Chapters 3, 4, and 5. 

Senyucel, Z. (2009). Managing the Human Resource in the 21st Century (2009), Bookboon.com.

  • Chapters 3, 4, and 5. 

Case Studies

Marshall, T., Mottier, E., Lewis, R. (2015).  Motivational Factors and the Hospitality Industry: A Case Study Examining the Effects of Changes in the Working Environment. Journal of Business Case Studies, 11(3), 123-132. Retrieved from: http://cluteinstitute.com/ojs/index.php/JBCS/article/view/9289/9325  

Ross, G. (1995). The Cambridge Suites Halifax.  Acadia Case Study Institute. Acadia University. Copyright ©1995, the Acadia School of Business Administration, Acadia University.  Retrieved from: http://aics.acadiau.ca/case_studies/cambridgesuites.html

Unit 3: Project/Program Management viewed through the Organizational Frame

  • Peer assess Unit 2 Written Assignment
  • Read the Learning Guide and Reading Assignments
  • Review: BUS5910: Course Guide for Final Paper and Presentation
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment (instructor Graded)

Reading Assignment


Laegaard,  J. & Bindslev, M. (2006).Organizational Theory. Bookboon.com

  • Chapter 2

Jessen, S.A. (2010). Project Leadership -- Step by Step: Part I. Bookboon.com 

  • Chapter 1

Case Study

Fullerton, G.L. (1995).  Atlantic Waterfowl Celebration. Acadia Institute of Case Studies. Acadia University.Copyright © 1995, the School of Business Administration, Acadia University. Reproduction of this case is allowed without permission for education purposes, but all such reproductions must acknowledge the copyright. 

Unit 4: Managerial Finance and Accounting viewed through the Project/Program Management Frame

  • Read the Learning Guide and Reading Assignments
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Respond to the Portfolio Activity

Reading Assignment


Heisinger, K., & Hoyle, J. B.(2012). Accounting for Managers. Saylor Foundation. Creative Commons by-nc-sa 3.0.  

  • Chapter 13 pp. 1,030 – 1,129. 

Introduction to Business (2012). Lardbucket.org. 

  • Chapter 12 - The Role of Accounting in Business, Chapter 12, section 4 pp. 653-666.

Case Studies

Causseaux, W. & Caster, B. (2016). Blaze Manufacturing: An Ethical Analysis. Journal of Business Case Studies, 12(1), 13-18.

Roberts, G.S. & Hendry, L.P. (1991). Atlantic Lumber Traders.  Acadia Institute for Case Studies. Acadia University.  Copyright 1991, the Atlantic Entrepreneurial Institute, an Atlantic Canada Opportunities Agency funded organization. Reproduction of this case is allowed without permission for educational purposes, but all such reproductions must acknowledge the copyright. This permission does not include publication.

Unit 5: Operations Management viewed through Managerial Finance/Accounting Frame

  • Peer assess Unit 4 Written Assignment
  • Read the Learning Guide and Reading Assignments
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Respond to the Portfolio Activity

Reading Assignment


Introduction to Business (2012). Lardbucket.org. 

  • Chapter 12 - The Role of Accounting in Business, Chapter 12, section 4 pp. 653-666.

Knowles, G. (2011). Quality Management. Bookboon.com

  • pages 90 – 108 and 177 - 184. 

Knowles, G. (2011)/ Six Sigma. Bookboon.com

  • pages 71 – 135 and 137 - 150. 

Case Studies

Erer, M. (2013). The Improvement Project of Science Construction PLC. Journal of Business Case Studies, 9(1), 227-234.

King, W. & Stapleton, D. (1993).  Improving Production at Bioethic Fish Processors, Ltd.  Acadia Institute for Case Studies.  Acadia University.  Copyright © 1993, the Atlantic Entrepreneurial Institute. Reproduction of this case is allowed without permission for educational purposes, but all such reproduction must acknowledge the copyright. This permission does not include publication.

Unit 6: Business Law viewed through the Business Ethics Frame

  • Peer assess Unit 5 Written Assignment
  • Read the Learning Guide and Reading Assignments
  • Review: BUS5910: Course Guide for Final Paper and Presentation
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment  (Instructor graded)

Reading Assignment


Klimza, L. (2014). Business Ethics. Bookboon.com

  • Chapters 5 & 6

Sarna, L. (2012). Law for Business Students. Bookboon.com

  • Chapter 6

Case Study

Morgan, A. R. & Burnside, C. (2014). Olympus Corporation Financial Statement Fraud Case Study: The Role That National Culture Plays on Detecting and Deterring Fraud. Journal of Business Case Studies, 10(2), 175-184.

Unit 7: Leadership viewed through the Human Resources Frame

  • Read the Learning Guide and Reading Assignments
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Written Assignment
  • Respond to the Portfolio Activity
  • Schedule your Week 8 interview with your instructor (if you haven't already)

Reading Assignment


Senyucel, Z. (2009). Managing Human Resources in the 21st Century. Bookboon.com.

  • Chapters 7 - 9

Case Studies

Fischer, A.K. (2012). Corporate Human Resource Management in an International Setting. Journal of Business Case Studies, 8(6), 621-626.

Mento, A.J., Cougnet, J.E., De Vader, C.L. (2012). Now What Do I Do with Brad and Kerry? Journal of Business Case Studies, 8(1), 51-66.

Unit 8: Globalization viewed through the Strategic Frame

  • Peer assess Unit 7 Written Assignment
  • Read the Learning Guide and Reading Assignments
  • Participate in the Discussion Assignment (post, comment, and rate in the Discussion Forum)
  • Complete and submit the Final Paper
  • Meet with Instructor by Skype to discuss your final paper.
  • Complete and submit the anonymous Course Evaluation

Reading Assignment


Zamborsky, P. (2016). International Business and Global Strategy. Bookboon.com

Case Study

Wu, W. & Lee, Y. (2014). From OEM Supplier to A Global Leading Company. Journal of Business Case Studies, 10(3), 225-230/


Course Requirements:

Discussion Assignments & Response Posts/Ratings
Some units in this course require that you complete a Discussion Assignment. You are required to develop and post a substantive response to the Discussion Assignment in the Discussion Forum. A substantive response is one that fully answers the question that has been posed by the instructor. In addition, you must extend the discussion by responding to at least three (3) of your peers’ postings in the Discussion Forum and by rating their posts. Instructions for proper posting and rating (out of a 10 point scale) are provided inside the Discussion Forum for each week. Discussion Forums are only active for each current and relevant learning week, so it is not possible to contribute to the forum once the learning week has come to an end. Failure to participate in the Discussion Assignment by posting in the Discussion Forum and responding to peers as required may result in failure of the course.

Written Assignments & Assessment Forms
Most units in this course require that you complete a Written Assignment, which may come in many forms (case study, research paper, etc.). You are required to submit your assignments by the indicated deadlines and, in addition, to peer assess three (3) of your classmates’ assignments according to the instructions found in the Assessment Form, which is provided to you during the following week. During this peer assessment period, you are expected to provide details in the feedback section of the Assessment Form, indicating why you awarded the grade that you did to your peer. Please note that each assignment grade is comprised of a combination of your submission (90%) and your peer assessments (10%). Failure to submit Written Assignments and/or Assessment Forms may result in failure of the course.

Comprehensive Final Paper

The final written assignment is a substantive effort on your part in contributing to the work required to successfully pass this course.  In this paper, the student will comprehensively discuss the case study they have selected. The case study selection should represent many (but not all) of the topics covered by the Master’s Program at the University of the People. This work will demonstrate the synthesis of their acquired knowledge from the various disciplines represented in the case study selected. In doing so, the student should strive to introduce into the discussion creative solutions and flexible, critical thinking. The final paper also represents an integration of the work performed with Written Assignments 3 and 6. 

The paper final written assignment will contain the following five sections:

 

·        Section One – Problem Statement

·        Section Two – Literature Review

·        Section Three – Case Elements

·        Section Four – Case Solution

·        Section Five – Case Conclusions 

Students are also required to schedule a Skype conference call with the instructor. The purpose of the call is for the student to conduct a brief presentation of the important aspects of the assignment and to answer questions from the instructor.  Under certain conditions where an interview may not be possible, students will be given permission to submit a PowerPoint presentation with audio narration. 

Unit 3, Unit 6 and the FInal Paper are instructor-assessed.

Group Activities
This course does not contain group activities.

Portfolio Activities
In this course, Portfolio Activities will be used to support the final paper assignment.

Course Forum
The Course Forum is the place to raise issues and questions relating to the course. It is regularly monitored by the instructors and is a good place to meet fellow students taking the same course. While it is not required to participate in the Course Forum, it is highly recommended.


Course Policies:

Grading Components and Weights
Each graded component of the course will contribute some percentage to the final grading scale, as indicated here:

Discussion Assignments 20%
Written Assignments (Case Studies) 25% 
Written Assignments (Units 3 and 6) 20% (2 @ 10% each)
Final Paper and Presentation 25%
Portfolio Activities 10%
TOTAL 100%


Grading Scale
This course will follow the standard 100-point grading scale defined by the University of the People, as indicated here:

Letter Grade
Grade Scale Grade Points
A+ 98-100 4.00
A 93-97 4.00
A- 90-92 3.67
B+ 88-89 3.33
B 83-87 3.00
B- 80-82 2.67
C+ 78-79 2.33
C 73-77 2.00
C- 70-72 0.00
D+ 68-69 0.00
D 63-67 0.00
D- 60-62 0.00
F Under 60 0.00
CR N/A N/A
NC N/A N/A
NF N/A N/A
W N/A N/A


Grade Appeal

If you believe that the final grade you received for a course is erroneous, unjust, or unfair, please contact your course instructor. This must be done within seven days of the posted final grade. For more information on this topic, please review the Grade Appeal Procedure in the University Catalog.

Participation
Non-participation is characterized by lack of any assignment submissions, inadequate contributions to the Discussion Forums, and/or lack of peer feedback to Discussion/Written Assignments. Also, please note the following important points about course participation:

  • Assignments must be submitted on or before the specified deadline. A course timeline is provided in the course schedule, and the instructor will specify deadlines for each assignment.
  • Any student showing non-participation for two weeks (consecutive or non-consecutive) is likely to automatically fail the course.
  • Occasionally there may be a legitimate reason for submitting an assignment late. Most of the time, late assignments will not be accepted and there will be no make-up assignments.
  • All students are obligated to inform their instructor in advance of any known absences which may result in their non-participation.

Academic Honesty and Integrity
When you submit any work that requires research and writing, it is essential to cite and reference all source material. Failure to properly acknowledge your sources is known as “plagiarism” – which is effectively passing off an individual’s words or ideas as your own. University of the People adheres to a strict policy of academic honesty and integrity. Failure to comply with these guidelines may result in sanctions by the University, including dismissal from the University or course failure. For more information on this topic, please review the Academic Integrity Policy in the University Catalog.

Any materials cited in this course should be referenced using the style guidelines established by the American Psychological Association (APA). The APA format is widely used in colleges and universities across the world and is one of several style and citation formats required for publication in professional and academic journals. Purdue University’s Online Writing LAB (OWL) is a free website that provides excellent information and resources for understanding and using the APA format and style. The OWL website can be accessed here: https://owl.purdue.edu/owl/purdue_owl.html

Code of Conduct
University of the People expects that students conduct themselves in a respectful, collaborative, and honest manner at all times. Harassment, threatening behavior, or deliberate embarrassment of others will not be permitted. Any conduct that interferes with the quality of the educational experience is not allowed and may result in disciplinary action, such as course failure, probation, suspension, or dismissal. For more information on this topic, please review the Code of Conduct Policy in the University Catalog.