SRJC Course Outlines

8/22/2019 7:19:05 AMBMG 63.4 Course Outline as of Fall 2014

Changed Course
CATALOG INFORMATION

Discipline and Nbr:  BMG 63.4Title:  MANAGERIAL LEADERSHIP  
Full Title:  Managerial Leadership
Last Reviewed:3/24/2014

UnitsCourse Hours per Week Nbr of WeeksCourse Hours Total
Maximum1.50Lecture Scheduled1.5017.5 max.Lecture Scheduled26.25
Minimum1.50Lab Scheduled03 min.Lab Scheduled0
 Contact DHR0 Contact DHR0
 Contact Total1.50 Contact Total26.25
 
 Non-contact DHR0 Non-contact DHR Total0

 Total Out of Class Hours:  52.50Total Student Learning Hours: 78.75 

Title 5 Category:  AA Degree Applicable
Grading:  Grade or P/NP
Repeatability:  00 - Two Repeats if Grade was D, F, NC, or NP
Also Listed As: 
Formerly: 

Catalog Description:
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This course provides the knowledge, skills, and tools to increase management leadership effectiveness. Topics include successful leadership characteristics, situational leadership styles, and setting direction with vision, mission, and policies within the organization's culture.  

Prerequisites/Corequisites:


Recommended Preparation:
Eligibility for ENGL 100 or ESL 100

Limits on Enrollment:

Schedule of Classes Information
Description: Untitled document
This course provides the knowledge, skills, and tools to increase management leadership effectiveness. Topics include successful leadership characteristics, situational leadership styles, and setting direction with vision, mission, and policies within the organization's culture.  
(Grade or P/NP)

Prerequisites:
Recommended:Eligibility for ENGL 100 or ESL 100
Limits on Enrollment:
Transfer Credit:CSU;
Repeatability:00 - Two Repeats if Grade was D, F, NC, or NP

ARTICULATION, MAJOR, and CERTIFICATION INFORMATION

Associate Degree:Effective:Inactive:
 Area:
 
CSU GE:Transfer Area Effective:Inactive:
 
IGETC:Transfer Area Effective:Inactive:
 
CSU Transfer:TransferableEffective:Fall 2008Inactive:
 
UC Transfer:Effective:Inactive:
 
C-ID:

Certificate/Major Applicable: Both Certificate and Major Applicable



COURSE CONTENT

Student Learning Outcomes:
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1.  Define and demonstrate knowledge of situational leadership styles.
2.  Define and articulate ethical standards in an organizational setting.
3.  Determine the effectiveness of various leadership styles.
 

Objectives: Untitled document
1. Examine and differentiate between successful and unsuccessful management leadership characteristics and evaluate their impact on employees and leadership styles.
2. Explain and demonstrate the use of situational leadership style for  the purpose of increasing productivity.
3. Describe different organizational cultures and assess their impact on ethics and productivity.
4. Describe how vision, mission, and policies create the ideal future for an organization.

Topics and Scope
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1. Analyze successful management/leadership characteristics
  a. Research overview on leadership
  b. Evaluating effective leadership characteristics
   c. Developing and emulating successful characteristics of leadership
2. Effective use of situational leadership styles
   a. Theory of effective leadership
  b. Use of power in organizations
  c. Directing performance of others
  d. Coaching others for improvement
3. Evaluate and analyze organizational cultures
  a. Organizational cultural styles and ethics
  b. Positive and negative politics
4. Understand and explain the significance of organizational vision, mission, and policies
   a. Establishing goals and objectives to achieve the vision
  b. Generating enthusiasm for goals and objectives

Assignments:
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1. Reading approximately 20-40 pages per week, plus workbook exercises
2. Write and develop a model for organizational leadership 3-5 pages per week
3. Role-playing:
   a. Practice various leadership styles such as autocratic, participative and consultive
  b. Demonstrate ability to manage in a variety of ethical conflict situations
4. 1-3 Case studies with in-class participation and analysis
5. 1-2 Quizzes

Methods of Evaluation/Basis of Grade.
Writing: Assessment tools that demonstrate writing skill and/or require students to select, organize and explain ideas in writing.Writing
25 - 35%
Model for organizational leadership
Problem solving: Assessment tools, other than exams, that demonstrate competence in computational or non-computational problem solving skills.Problem Solving
20 - 25%
Group activities, workbook exercises, case studies
Skill Demonstrations: All skill-based and physical demonstrations used for assessment purposes including skill performance exams.Skill Demonstrations
20 - 40%
Role-playing
Exams: All forms of formal testing, other than skill performance exams.Exams
10 - 20%
1-2 quizzes
Other: Includes any assessment tools that do not logically fit into the above categories.Other Category
5 - 15%
Participation in classroom activities


Representative Textbooks and Materials:
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Chapman and O'Neil. Leadership: Essential Steps Every Manager Should Know, third edition, Prentice Hall,1999 and Instructor prepared materials (classic)

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