|Description ... Conduct of Class ... Objectives ... Textbooks ... Assignments and Grading Policy ... Honor Code|
NOTE: This course is required for all MSLS and
MSIS students in the School of
Information and Library Science at the University of North Carolina at Chapel Hill. It is possible to
waive the course if you can show evidence of having satisfactorily completed similar coursework elsewhere.
Please contact one of the 585 course instructors if you wish to pursue the
NOTE 2: If you plan to take this section of the course in the Fall 2011 semester, please go to the Student Information Form, fill it out and submit it.
"Management sets the tone and determines the strategic goals.
Management is responsible for a company's success or failure.
Management sets deadlines, dress codes, corporate educational policies and determines if incompetents stay in the company."
INLS 585 provides a general introduction to the principles of management. Although the focus of the course is on managing information agencies (libraries, information centers, and the like), the principles taught are applicable to any management setting and are important for information professionals to know. Emphasis is on understanding organizational behavior and the budgeting process. A wide range of topics are covered: the organizational environment, planning and decision making, staffing, organizing, team building and conflict management, communication and motivation, finance and budgeting, problem solving, leadership and organizational change.
207A Manning Hall
Email: Evelyn Daniel (firstname.lastname@example.org)
Since this is an online class, it is extremely important that you feel connected to your instructor and to other students in the class. Communicating in an online environment can be challenging. Online courses, although frequently more convenient, are often not as enjoyable or effective as face to face classes. I hope, with all of your help, to make this course an enjoyable, interactive, and valuable one even though we will not be meeting like a classroom course. Toward this end, in addition to the end of semester evaluation, an optional questionnaire will be provided sometimes during the semester which is designed to give you the opportunity to provide anonymous feedback about how the course is going and what could be improved.
This course uses the UNC Sakai online course management system (http://sakai.unc.edu). Much of the communication for this class will be done in online discussion boards in Sakai. We will also use an audio conference tool called Elluminate (now being re-branded as Blackboard Collaborate) for some synchronous time together both as whole class sessions and for small group and individual conferences. We will also use UNC Voicethread (voicethread.unc.edu) for group conversations around images, documents and videos.
I can be reached at the office number above usually in the afternoons; if I'm not there, leave a message. I will respond to phone or email messages within 24 hours and more often within eight.
You will have a choice of one of two different textbooks -- one oriented to the business world and the other to the library environment. Most of your assigned readings will come from one of these textbooks supplemented by websites, and other readings particularly on budgeting. The readings, exercises, and instructor commentary are designed to encourage you to reflect on past experiences through a management lens.
Some relevant class policies are as follows:
By the end of the course you should have a sense of how you would like to manage other people and how you would like to be managed. You should have a clear idea of the sort of organizational culture you would find most supportive for you as a worker and as a manager. Since almost every SILS graduate becomes a manager (and many have management responsibilities in their first position), it is important to get a good grounding in management in INLS 585. You will find this course provides useful background for advanced courses in type of library, archival work, specialized client groups, systems work and other contexts. I hope it will provide a pathway for your continued learning about management, leadership and how organizations work.
- The learning week begins on Tuesday and ends on Monday. Please plan to check in to the sakai site by or before Wednesday and add a post or repond to a request for a written exercise by or before Friday. Check on the site on the weekend to respond to posts from others or add to the discussion with new thoughts.
- A schedule showing dates, topics and major assignments will act as an overall guide. An agenda for each week will be posted on Sakai at least 48 hours before the beginning of the week.
- The Discussion area of the Sakai site is where discussions will take place. Discussion is central to learning in most online courses. Discussion questions and assignments will be provided and you are invited to add your own thoughts and questions as well. If there is something you do not understand, post a question. The only "stupid" questions are those that are not asked. If you do not understand something, it is likely that many of your classmates also do not understand it.
- Assistance to one another is encouraged. Some exercises and assignments are group-based. We will use these as a way for you to sharpen your group process skills.
- Several Elluminate audio conferences sessions will be scheduled. To this end a good headset with microphone will be helpful. The times of the sessions will vary to accommodate different schedules. All class Elluminate sessions will be recorded for convenience in listening to at another time. Individual and group conferences may be scheduled on Elluminate at mutually convenient times.
- It is assumed that you will commit eight or nine hours each week to this required course.
| To develop personal managerial skills, a philosophy about management, and the
to think like a manager
To identify the role and activities of managers and the central roles managers play in promoting innovation in an organizational context.
To learn about, experience, and assess working in teams and to examine issues related to managing staff and services in a diverse society.
To define the elements of a high performance/high commitment organizational culture and to feel confident that you can contribute to and help create such a culture
To demonstrate leadership and good collaborative skills in working with classmates and the instructor to make the class an effective and efficient learning environment
To develop strategies for continued learning about management and continued development of analytical, interpersonal, and political skills
Because this course is a requirement for both MSLS and MSIS students who plan careers in a wide range of information organizations including libraries and other non-profits plus organizations in the corporate world, you will have a choice of ONE of two required textbooks. These are:
Robbins, Stephen P., David A. Decenzo and Mary Coulter (2011). Fundamentals of Management, Essential Concepts and Applications.. 7th ed. Prentice Hall. ISBN: 978-0136109822 pbk. NOTE: The 6th edition by Robbins and DeCenzo (2010) (ISBN: 978-0136007104) is also acceptable and less expensive although lacking some of the case study and self-assessment materials.The Robbins book is the better choice for those who intend to pursue a career in the corporate or for-profit world. The Stueart & Moran textbook is recommended for those who intend to pursue a career in a library setting.
Stueart, Robert D. and Barbara B. Moran (2007). Library and Information Center Management. 7th ed. Libraries Unlimited, ISBN: 978-1591584087 pbk.
Copies of both books are available on reserve in the SILS library and both are available for purchase in the UNC Student Stores. You may also want to check one of the online textbook vendors such as http://gettextbook.com to find the best price for your chosen text.
Additional readings will be placed on reserve in the SILS Library or be available on electronic reserve unless they are provided directly to you through the Saki site or as a direct link to a website.
Graded activities include the following:
There are no exams. The Management Portfolio consists of six written assignments selected from eight possibilities (of which one is required of everyone); each has a required due date. The Budget Project consists of a case analysis with a budget and supportive documents plus a threaded Power Point presentation for the class. Individual Participation in Discussions assumes regular (2-3 times per week) contributions to discussion forums. Additional details for each assignment as provided through the Assignments section of Sakai.
- Individual Management Portfolio - 50%
- Group Budgeting Project - 25%
- Individual Participation in Discussions - 25%
I am willing to entertain alternatives to the assignments in the Management Portfolio if your particular situation suggests that you would benefit from it. If you wish to substitute something different for one or more of the assignments, please contact me with your alternative proposal and I'm confident we can reach agreement.
My expectation is that you will all do satisfactory graduate level work, recognized in this university by a grade of P. If your work falls below that level, I will let you know. Some of you will do outstanding work considerably above the expected level and I'll let you know this as well.
Graduate students may receive the following grades: H, P, L, F. The SILS grading policy is based on the University Grading Policy. SILS uses the graduate grading scale, which is defined as follows:To provide some additional guidelines for this course, here is how the grading sclae will be interpreted for INLS 585.H - 95-100 - Clear excellence
P - 80-94 - Entirely satisfactory
L - 70-79 - Low pass
F - 69 and below - Failing
IN - Work incomplete
- P = Satisfactory work at the graduate level. Student performance meets designated course expectations, demonstrates understanding of the course topics across the entire semester through active participation throughout the semester showing familiarity with the course materials. The student participates in forum discussions and Elluminate sessions with relevant comments. Written assignments are thoughtful and adhere to the stated requirements.
- H = Outstanding achievement. Student performance demonstrates full command of the course materials and evinces a high level of originality and/or creativity that surpasses course expectations. The student contributes on a regular basis to the in-class activities and the discussion forums with insightful and critical comments supported by professional literature beyond that provided by the basic required readings. Command and understanding of the literature is shown in major written assignments and is documented clearly. The H student initiates issue discussions, leads in summary and conclusions, and shares knowledge with classmates. Leadership and initiative are demonstrated throughout the semester.
- L = Unsatisfactory work. Student performance demonstrates incomplete and inadequate understanding of course materials. Contributions are irregular and frequently absent.
- F = Failing. Student may continue in the program only with permission of the dean.
- IN = Incomplete. A grade of incomplete may be taken only because of illness or special circumstances and only by prior arrangement with the instructor.
The University of North Carolina at Chapel Hill has had a student-administered honor system and judicial system for over 100 years. Because academic honesty and the development and nurturing of trust and trustworthiness are important to all of us as individuals, and are encouraged and promoted by the honor system, this is a most significant University tradition. The system is the responsibility of students and is regulated and governed by them; faculty share the responsibility and readily commit to its ideals. If students in this class have questions about their responsibility under the honor code, please bring them to me or consult with the Office of the Dean of Students or the Instrument of Student Governance. This document contains all policies and procedures pertaining to the student honor system. The Honor Code is in effect in this course. Your full participation and observance of this important aspect of the University is encouraged.