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Course ID: EN241Date: Pilot Spring 2012

EN241: Managing Entrepreneurial OperationsCourse Design Template

UbDOnground Course

© Baker College (2011). Permission is required to copy or distribute

General Course Information

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Content Experts’ Names: Linda Meyers, Harold Krull, Rusty VanDerVeer, Tim Stein, Timothy Taylor, Tim Martin, Jerri Buiting, Cindy

E-mail Addresses: [email protected], [email protected], [email protected], [email protected], [email protected], [email protected], [email protected], [email protected], [email protected]

Lead Instructional Designers: Breana Yaklin and Kelly Clark

E-mail Addresses: [email protected] and [email protected]

Textbook: Good to Great, by Jim CollinsCopyright 2001, First Edition, HarperCollins Publishers Inc., New York, NYISBN: 0-06-662099-6

Course Description:

This course establishes a framework for the management of day to day operations of the enterprise. This course is centered on: planning, creating operational effectiveness, developing the customer experience, regulatory compliance and development of effective organizational leadership skills.

Course Name and Number:

EN241

Operations for Entrepreneurs

mailto:[email protected]

mailto:[email protected]

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Student Learning Outcomes, Enabling Objectives, Big Ideas, and Essential Questions:

1. Distinguish the differences between leadership and management roles.a. Illustrate how leadership and management apply to your business.b. Identify what makes a good leader.

2. Investigate the interrelationship between customer experience and operational effectiveness.a. Examine means of measuring operational effectiveness.b. Demonstrate how to maximize operational resources.c. Examine the importance of continuous improvement in both customer experience and

operational effectiveness.d. Analyze the ethical considerations of preserving the customer relationship.e. Demonstrate how to meet the quality standards for your industry. f. Illustrate how supply chain management and delivery platforms impact both operations and

customer experience.3. Investigate regulatory compliance issues as related to your business.

a. Identify the necessary regulatory licenses and certifications for your business.b. Examine the OSHA/MIOSHA regulations for your business.

4. Examine the relationship between planning and management.a. Compare long-term planning, day-to-day planning, and contingency planning as they relate

to decision-making.b. Identify the skills, tools, and methods necessary to manage your business.

5. Judge the success and value of your business.a. Explain how your business provides, or will provide, value to your stakeholders.b. Determine the values and vision of your business (customer service, quality, production

efficiency).c. Analyze the efficiency of your business by how the various departments work, or will work,

together (financial, marketing, human resources, etc.).

Big Ideas:

Planning Operational Effectiveness Customer Experience Regulatory Compliance Leadership

Essential Questions:

1. How do I provide value?2. How do I define and achieve success?

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Required Assessments:

Operational Plan that will be added to the Business Plan, which is due in EN 291:

Vision and Values Statement Strategic Thinking Plan Supply Chain Outline Licensure and Regulation Report Location Analysis Report Operations and Customer Service Flow Chart

Ethical Scenarios

Quality Standards Reflection

Rigor and Relevance Framework

On the next two pages you will see the student learning outcomes and enabling objectives for this course plotted to the Rigor and Relevance Framework. The Rigor and Relevance Framework is a tool developed by the International Center for Leadership in Education. “The Framework is used to examine curriculum, instruction, and assessment.” It is based on two dimensions – the six levels of Bloom’s Taxonomy for the cognitive domain and an Application Model. At Baker we use the Revised Bloom’s Taxonomy. The low end of the taxonomy, “Remembering” involves acquiring knowledge and being able to recall it. The high end of the taxonomy, “Creating” involves putting knowledge and content together to create something new.

The second continuum, the Application Model is five levels of application from knowledge in one discipline to the highest and most desired form for transfer of learning, application to real word unpredictable problems and situations.

The Framework has four quadrants: Quadrant A, acquisition of knowledge, Quadrant B, Application or using acquired knowledge to solve problems and complete work, Quadrant C, assimilation of knowledge or using knowledge automatically to analyze and solve problems using unique solutions, and Quadrant D, apply knowledge and skills by thinking in complex ways and applying it to complex situations, which is the highest level on Bloom’s Taxonomy and the highest level of application.

The student learning outcomes and enabling objectives for this course are plotted along the two continuums, which places each one in a quadrant on the Framework. The International Center for Leadership in Education has researched and determined based on this research, the most appropriate and effective instructional strategies and assessments for each quadrant. By plotting the student learning outcomes and enabling objectives to the Framework, we are able to use the research to determine the appropriate and most effective instructional strategies and assessments for each. We use this information to design assessments, learning experiences, and instructional resources for the course. You will find detailed information on this aligned to each student learning outcome and enabling objective in the Recommendations for Assessments, Instructional Strategies, and Assignments portion of this document.

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The student learning outcomes plotted on the Rigor & Relevance Framework

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4, 4: SLOs 1, 2, 3, 4

5, 5: SLO 5

The enabling objectives plotted on the Rigor & Relevance Framework

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3, 4: 1a, 2b, 2c, 2e, 2f

4, 4: 1b, 2a, 2d, 3a, 3b, 3c, 4b

4, 5: 4a, 5a, 5c

5, 4: 5b

Recommendations for Assessments, Instructional Strategies, and Assignments Student Learning Outcomes and

Enabling ObjectivesAssessments, Instructional Strategies, Recommended Learning Experiences,

and Media

1. Distinguish the differences between leadership and management roles.

a. Illustrate how leadership and management apply to your business.

b. Identify what makes a good leader.2. Investigate the interrelationship between

customer experience and operational effectiveness.

a. Examine means of measuring operational effectiveness.

b. Demonstrate how to maximize operational resources.

c. Examine the importance of ethical considerations, quality control, and continuous improvement in both customer experience and operational effectiveness.

d. Illustrate how supply chain management and delivery platforms impact both operations and customer experience.

e. Identify how the customer experience relates to your business.

3. Investigate regulatory compliance issues as related to your business.

a. Identify the necessary regulatory licenses and certifications for your business.

b. Examine the OSHA/MIOSHA regulations for your business.

c. Explain the relationship between quality checks and regulatory issues.

4. Examine the relationship between planning and management.

a. Compare long-term planning, day-to-day planning, and contingency planning as they relate to decision-making.

b. Identify the skills, tools, and methods necessary to manage your business.

5. Judge the success and value of your business.a. Explain how your business provides, or

will provide, value to your stakeholders.b. Determine the values and vision of

your business (customer service,

D Quadrant – Learning Experiences and Assessments

This quadrant is where students are able to think in complex ways and apply their knowledge and skills. Students should be able to explain the why behind concepts in each area of the outcome. When confronted with perplexing unknowns, students are able to use extensive knowledge and skill to create solutions and take action that further develops their skills and knowledge.High levels of Bloom’s and high level of applicationA blend of direct and indirect strategies, but lends itself well to indirectLearning Activities Real world – increased levels of transfer Problem-based learning – ill-structured

problems that they will be faced with in real-world situations

Research High levels of application – theory to practice Simulations Role plays

AssessmentsAssessments should challenge them to think deeply about the topics. This quadrant requires them to take theories to practical application. Product performance - where students produce

something like a product of research or a project

Process performance – students are assessed on how they came to their conclusion

Portfolios Self reflection. Secondary assessments – process

performance and extended responses

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quality, production efficiency).c. Analyze the efficiency of your business

by how the various departments work, or will work, together (financial, marketing, human resources, etc.).

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Reading the Learning Plan

The Learning Plan is the design portion of the CDT. It provides all of the design detail and is considered a blueprint for the course. There is a matrix for each week of the course.

At the top of Week One, you will find the information pertaining use of the Assignment Link and the ePortfolio. You will also find appropriate instructional strategies aligned to the SLOs, EOs, big ideas, essential questions for the week and to Rigor and Relevance Framework. These are research-based strategies aligned to the level of learning based on the Rigor and Relevance Framework plotting. In column one, Student Learning Outcomes(SLOs), Enabling Objectives (EOs), Big Ideas, and Essential Questions, you will find the SLOs, EOs, big ideas, and essential questions that are being addressed for the week. All of the assessments, learning experiences, and media listed in the matrix for that week are aligned to the SLOs, EOs, enabling objectives big ideas, and essential questions.

In column two – top box, Assessments, you will find both formative and summative assessments listed. These are aligned to the SLOs, EOs, big ideas and essential questions for the week. Next to each assessment listed, you will see the specific SLOs and EOs it addresses. These are also aligned to the Rigor and Relevance Framework. Specific suggested instructional strategies pertaining to each assessment are explained in italics below the assessment instructions.

In column two – bottom box, Learning Experiences, you will find all of the reading, presentations, instructional activities, instructions, documents and resources needed for student learning. These are all aligned to the SLOs, EOs, big ideas, essential questions for the week and to Rigor and Relevance Framework.

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The Learning Plan

Assignment Link: Students will be required to use the assignment link in Blackboard for submitting all major assignments. Instructions for using the Assignment Link for students are located in the Blackboard course. Instructors will find links to tutorials on Blackboard features they will use in the class in their Instructor Resources folder in Blackboard.Portfolio Instructions for students: Students will be expected to use the portfolio in this course and throughout this program. The portfolio is something students can give potential or current employers access to so they can see some of the work they have done that relates to their career. The portfolio can also be used to save important papers or projects. The My Files area is extra storage space for each student to use. Students can access this space from any computer anywhere. The My Files space can cut down on the excuses of “My hard drive crashed and I lost my work” or “I lost my thumb drive that had my assignment on it.” The My Files is compared to the cloud storage. Instructions for the My Files and portfolio are located in the Instructor Resources folder and can be given to the students if you choose to do so.Instructional Strategies: The following strategies may be used each week during the course.

Lecture/Discussion: Direct instructional strategy, lecture. Learning cycle: Introduction and motivation. Lecture should focus on the big ideas, essential questions, SLOs and EOs for the week. This should grab the students' attention and get them interested and motivated to learn.

Big Ideas & Essential Questions of the Week Discussion: Required activity. Learning cycle: Introduction. Indirect and direct instructional strategies, discussion. Use pair and share, small group or whole class discussion. Ask students to not look up the answers, this is about what they currently know. This is an activity to introduce them to the Big Ideas and Essential Questions for the course. Let students know that these are the essence of this course and they will be investigating them throughout the course. At the end of the course, they should be asked these same questions again and allowed to compare their answers.

In-class Article Discussion: Direct and indirect instructional strategy, discussion. Learning cycle: Practice. Use pair and share, small group or whole class discussion. The purpose of this activity is to engage students in thinking critically about the topics of discussion this week as they relate to real world research in criminal justice.

Weekly Reflective Learning Discussion: Direct and indirect instructional strategy, reflection and discussion. Learning cycle: reflection. After each week is complete, have students discuss what they learned. Use pair and share or whole class discussion. The purpose is for students to re-visit the learning that took place over the week. This helps students to understand their own learning, reinforces the big ideas and essential questions, SLOs and EOs for the week. The discussion should focus on the following statements and questions: As a result of this week I... Know more about... Understand better about... Am more skilled at... Have questions about... Need to know more about... Will apply…... What understandings have you gained? What did you learn about the big ideas and essential questions for this week? Can also use this as a one minute reflection that is written.Reason why reflective writing benefits students:

o Maximizes the opportunity for students to understand new material by expanding the connections to previously learned material.o It expands students’ current views of the world by helping them to see how the new materials might alter their current view of the world or of

themselveso It increases the number of neuro-network connections, increasing the likelihood that students will be able to recall the information in the

future.o It expands the number of cues that students can respond to in order to recall the new information.o It helps students to make emotional connections with the new information, enhancing ease of recall.

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o It helps students to move from being receivers of knowledge to producers of knowledge.Reference: Doyle, T. (2008). Helping Students Learn in a Learner-Centered Environment

Guest speakers and field trips: These are always great ways for the students to get other professional perspectives. It is suggested if you take your students on a field trip or invite a guest speaker into the classroom that you have each student write some type of reflection or answer some questions to make sure that they got something out of their visit or out of listening to someone else speak. If you invite a guest speaker, you also might put the students in small groups and have them create questions that they might want to ask upon your approval. Formal thank you notes from students are also good to have the students do and create a positive reflection on Baker College.

Technologies: Throughout this program, you should be getting the students to think about the technologies that will help them with their businesses. You might discuss mobile technologies, electronic calendars, project management software, financial software, databases, spreadsheets, and also point them to the tools on the Michigan One Stop website or sba.gov.

Group work: This class should entail lots of group work. Students should be put in groups so they can provide ideas, feedback, and perform peer reviews on group members’ business plans.

Very Important Resources for this class: http://sba.gov and http://www.michigan.gov/business. The students might want to investigate the Michigan One Stop tutorials and the Resource Center.

WEEK ONESLOs & EOs



b. Identify what makes a good leader.

2. Investigate the interrelationship between customer experience and operational effectiveness.



a. Compare long-term planning, day-to-day

Assessments

PortfolioDue: Week Eight and NinePoints: 20This course corresponds very closely to EN291, and many assignments need to be completed for work in EN291. Upon completion and submission of each assignment, upload it to your portfolio by Week Eight so the content can be used in EN291. Submit your Interview and Reflection to your portfolio by Week Nine so it can be accepted for credit in EN291.

The following items should be added to your E-Portfolio to be used in the Business Plan in EN291:

o Vision and Values Statemento Strategic Plano Supply Chain Outlineo Licensure and Regulation Reporto Location Analysis Reporto Operations and Customer Service Flow Chart

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http://www.michigan.gov/business

http://sba.gov/

planning, and contingency planning as they relate to decision-making.


5. Judge the success and value of your business.

a. Explain how your business provides, or will provide, value to your stakeholders.

b. Determine the values and vision of your business (customer service, quality, production efficiency).

c. Analyze the efficiency of your business by how the various departments work, or will work, together (financial, marketing, human resources, etc.).

BIG IDEAS Planning Operational Effectiveness Customer Experience Regulatory Compliance Leadership

Essential Questions1. How do I provide value?2. How do I define and achieve

o Interview and Reflection

Operations Interview & ReflectionDue: Date of Interview and Contact name: Week Four Interview and Reflection: Week NinePoints: 70 (10 Week Four, 60 Week Nine)

Interview 2 business professionals about business operations. Make sure the business professionals are different from the people you interviewed for EN201 and EN211. You might think of interviewing someone in your organizations or clubs that you have joined. Submit the interviewees’ names, business information, and interview date by Week Four (You do not need to conduct your interview before Week Four, but have the interview date set by Week Four). Ask the following questions, and any additional questions you can think of:

What’s your biggest challenge in managing your day-to-day operations? How do you make decisions about what to do? Could you describe your business operations to me, and the flow of business between

departments? What happens in a typical day in your business? As your business has grown and developed, how has this changed the operational

characteristics of your business? How has this changed your role in the operational characteristics?

What are your key operational benchmarks? What do you check to see if you are on track? (Examples: financials, labor, customer surveys, etc.)

What is the one thing about business operations you wish you would have known more about before starting your business? (Financials, marketing, etc.)

What are some tools or methods you use for long-term planning?

Reflect on the answers you received from both interviews together, and write a reflection piece about how this relates to you and your business. Address the following in your reflection:

What did you learn from these interviews that can help you to improve the planning and operations of your own business?

Are there any areas of business operations in which you feel unprepared? What can you do to improve?

Were there any significant differences or similarities in the interviewees’ answers? Why do you think that is?

Submit the responses from your interview and the reflection piece to your instructor in Week Nine.

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success? You will be presenting on this in Week Ten. This assignment also needs to be in your portfolio by Week Nine for EN291.

(SLO 4, EOs 4a, 4b, & 5c)

Instructor Note: Use the Vision and Values Statement resource in Instructor Resources to shape your discussion in class before the Vision and Values Statement assignment.

Vision and Values StatementDue: Week TwoPoints: 30

Outline the vision and values of your business. Key elements may include: customer service, quality, and production efficiency. Your Vision and Values statement should address the following items for your business:

Who you are What you are doing, why does/should your business exist How do you go about fulfilling this function, what methods are used Where you are headed What is the payoff What value you are creating for guests, customers, clients, partners, organization, and for

yourself

Consider how your Vision and Values statement will be communicated to stakeholders, and how you will make sure the business adheres to the Vision and Values statement. Research other companies to see what they include.Your Vision and Values statement will be an important part of the Strategic Plan Mind Map and Operations and Customer Service Flow Chart you will be working on throughout this course. This should also closely correspond to the work you are completing in EN291. Submit your vision and values statement to your instructor in Week Two, and add it to your E-Portfolio by Week Eight. (SLO 5, EO 5a, 5b)

Good to Great Reflection OneDue: Week TwoPoints: 15

After reading Chapters 1 & 2 in your textbook, write a brief reflection piece addressing the following

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questions:

Which is harder to cultivate within yourself: humility or will?If Level 5 is about ambition, first, about the cause, the company, and the work—not yourself—combined with the will to make good on that ambition, then how can each of us as individuals learn to take actions consistent with being Level 5?Think of a Level 5 you have known. How did he or she become Level 5? What can we learn from that person?Why do so few Level 5s get chosen for top spots in our organizations? What can be done to change this?

Submit your reflection to your instructor in Week Two.(SLO 1 EOs 1a, 1b)

Strategic Plan Mind MapDue: Week ThreePoints: 80

http://www.sba.gov/content/forecasting-growthFollow the outline from sba.gov for forecasting growth and strategic thinking to develop a strategic plan for your business. Refer back to previous assignments for some of the work. Begin with the Vision and Values statement for Week Two; this is your “Ideal Position” that you should be working towards with your Strategic Plan. Your Strategic Plan will begin as a mind map, and then develop into a flow chart with other additional elements throughout the course.

Create an initial mind map with your business and your Vision and Values statement in the center. As you develop your mind map, try to pay attention to overlap between departments and see how the different jobs fit together. Ask yourself the following questions, and try to answer these as you develop your mind map:

What is your business? Your Vision and Values statement should help answer this.What will your business look like when you start?What will it look like in the future—what’s your ideal position?Identify the jobs that need to be done in your business to reach your ideal position (financial/accounting jobs, managing, etc.)What jobs/tasks fit into each section?What do you need to have? What would be nice to have?How do you need to do it?What are the real world constraints that prevent you from reaching your ideal position and what can you do to get around them?Compare your long-term and short-term goals. What do you need to do today? Tomorrow? Next

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http://www.sba.gov/content/forecasting-growth

week, next month, next year?What are your biggest concerns, biggest threats? How are you going to react?How are you going to audit your business? How are you going to capture information for use in problem solving?

As your mind map develops, group the different jobs and tasks into sections together. You should see whole departments developing and see the connection between them. Include a short write-up that explains how you developed your mind map and how your mind map answers the questions above. You will use your mind map later in the course to develop an operations flow chart for your entire business, and you will be adding several other assignment elements to it.

Submit your Strategic Plan Mind Map to your instructor by Week Three, and to your E-Portfolio by Week Eight.

(SLOs 4 & 5, EOs 2a, 4b, 5b)

Learning ExperiencesReading Assignment:Chapters 1 & 2 in Good to Great, pages 1-40

Lecture:Before assigning the Vision and Values Statement, discuss the key elements of one, how long one should be, and what it should address. Discuss a good and a bad example. Provide these examples to the students if possible.

When introducing the Strategic Plan, ideal position, process evaluation, and continuous improvement.

Essential Questions (EQs) Discussion (Required Exercise): Due: Week One Points: 15

The students should not be given the opportunity to look up these answers. They should answer these questions based on their current knowledge. These questions are the essential questions of the EN241 course. They are the essence of this course and these questions will be addressed as we move through the course. At the end of the course, you will be asking the students these same questions to gauge their growth.

You can ask the students to write their responses and then have them re-write their responses the last week of class to gauge their growth. You can also discuss the EQs by using pair and share,

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small group, or whole class discussion.

The Essential Questions for the course are:1. How do I provide value?2. How do I define and achieve success?

WEEK TWOSLOs & EOs1. Distinguish the differences between

leadership and management roles.a. Illustrate how leadership and

management apply to your business.


2a. Examine means of measuring operational effectiveness.2b. Demonstrate how to maximize operational resources.2f. Illustrate how supply chain management and delivery platforms impact both operations and customer experience.


a. Identify the necessary regulatory licenses and certifications for your business.b. Examine the OSHA/MIOSHA regulations for your business.

BIG IDEAS

Regulatory ComplianceOperational Effectiveness

Assessments

Vision and Values Statement due.

Good to Great Reflection One due

Supply Chain OutlineDue: Week ThreePoints: 80

Outline the supply chain for your business. Think about what you need to complete your job. Address how your supply chain and delivery methods meet the needs of both the customer and your business. Answer the following questions in your outline:

What are the products or services you need for your business to function? This includes the products you are selling and also the products you need for your business to function, such as software, office supplies, parts, and packaging supplies for delivery, etc.

What are the best sources to get the products or services you need? What are your backups?

How will you deliver your product or service? Some variables you need to think about for delivery: scheduling deliveries, money collection, etc.

Keep in mind the product, service, and delivery costs. These costs need to be included in your financial statement in EN291.Submit your Supply Chain Outline to your instructor in Week Three, and to your E-Portfolio by Week Eight. When you submit your Supply Chain Outline you will also need to add it to the Operations and Customer Service Flow chart that is assigned in Week Three. (EOs 2a, 2b, 2f)

Good to Great Reflection Two

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Customer Experience

Essential Questions1. How do I provide value?2. How do I define and achieve success?

Due: Week ThreePoints: 15

After reading Chapter 3 in your textbook, write a brief reflection piece addressing the following questions:

How might you tell if someone is the right person on the bus?How might you tell if someone is simply in the wrong seat as distinct from being the wrong person on the bus entirely?Think of a case where you had doubts, but your organization hired anyway. What was the outcome? Why did the organization hire anyway, and what do you learn from the situation?If compensation is not the primary driver for the right people on the bus, then what are the primary elements in getting and keeping the right people on the bus? What role does compensation play?

Submit your reflection to your instructor in Week Three.(SLO 1 EOs 1a, 1b)

Licensure and Regulations ReportDue: Week FourPoints: 75

Research any Federal, State, or county/city licenses or regulations that pertain to your business and compose a list of all licenses, certificates, permits, that your business must have. Cite the resources you use to compose this list. Address any health or safety regulations that your business must follow (including OSHA and MIOSHA), and compose a plan to meet these regulations (posters, training, manuals, etc.). You should be answering the question: What do I need to be compliant...

With the federal government? With the state? With the county/city? With OSHA/MIOSHA? With any health regulations? With any safety regulations?

Submit your Licensing and Regulations Report to your instructor in Week Four, and to your E-Portfolio by Week Eight.(SLO 3, EOs 3a & 3b)

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Learning ExperiencesReading Assignment:Chapter 3 in Good to Great, pages 41-64

Lecture: Discuss Supply Chain Management and delivery methods. Introduce licensure and regulations, discuss further in Week Three.

WEEK THREESLOs & EOs





a. Examine means of measuring operational effectiveness.b. Demonstrate how to maximize operational resources.c. Examine the importance of continuous improvement in both customer experience and operational effectiveness.e. Identify how the customer

AssessmentsStrategic Plan Mind Map due.Supply Chain Outline due.Good to Great Reflection Two due.

Good to Great Reflection ThreeDue: Week FourPoints: 15


Which side of the Stockdale Paradox is harder for you: unwavering faith or confront the brutal facts? Why?Think of two environments that you have been in. The first being an environment that did not confront the brutal facts and where people (and the truth) were not heard. The second being an environment that did confront the brutal facts and where people had a tremendous opportunity to be heard. What accounts for the difference between the two environments? What does the contrast teach about how to construct an environment where the truth is heard?Do you have any red flag mechanisms in your life or organization? What ideas do you have for new ones?In leading a team, what is your questions to statements ratio?

Submit your reflection to your instructor in Week Four.

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experience relates to your business.

3a. Identify the necessary regulatory licenses and certifications for your business.

4a. Compare long-term planning, day-to-day planning, and contingency planning as they relate to decision-making.4b. Identify the skills, tools, and methods necessary to manage your business.


a. Explain how your business provides, or will provide, value to your stakeholders.b. Determine the values and vision of your business (customer service, quality, production efficiency).c. Analyze the efficiency of your business by how the various departments work, or will work, together (financial, marketing, human resources, etc.).

BIG IDEAS

PlanningOperational Effectiveness

(SLO 1 EOs 1a 1b)

Location Analysis ReportDue: Week FivePoints: 85

Based on the in-class discussion, think about what your business needs in terms of location and facilities management. Write a report addressing all the items you need to think about for your ideal business location and facilities. If you already have an established business, report on your location and facilities, and explain why this works for your business; if your ideal business location and facilities are different from what you currently have, then note this comparison as well. If you do not yet have an established business, research different locations and try to select a location that would be ideal for your business. Some of the items you should consider when writing this report include:

Business location Interior/exterior layout (offices, manufacturing, entrance/exits, parking, etc.) Type (stand alone, in home, mall/shopping center, kiosk, virtual, etc.) Zoning Tax rebates/reduction zones Size/electrical/ingress and egress customers and stock PO BOX vs. street address Signage Buy vs. lease Delivery Wi-fi Do you have room for expansion? What happens if the business grows? What if your

business requires less space then you had planned for, what is your plan to address this space?

With your report, draw a floor plan and, if possible, include your business location on a map. In your floor plan, indicate spatial requirements. Submit your Location Analysis Report to your instructor in Week Five, and your E-Portfolio by Week Eight.(EOs 3a, 4b)

Operations and Customer Service Flow ChartDue: Week SevenPoints: 70

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Customer ExperienceRegulatory ComplianceLeadership

Essential Questions1. How do I provide value?2. How do I define and achieve success?

Use your completed Strategic Plan mind map to create a flow chart showing the connection between departments and the customer’s experience with your business. What department do they interact with first, second, last, etc.? What does each department need to do to efficiently meet the customer’s needs and deliver high quality? Define the various duties for each department and illustrate the work flow. Include data from your Supply Chain Outline in your flow chart. Where, when, and how does your supply chain fit in with the other functional areas of your business? Explain the goods, services, or value you will provide to the customer at each check point. Think about a process for customer feedback or checking on customer satisfaction, and incorporate this in your flow chart.

Submit your Operations and Customer Service Flow Chart to your instructor in Week Seven. Begin working on this early because it is an in-depth assignment, and you will be adding more elements to it later in the course.

(SLOs 2 & 5, EOs 2a, 2b, 2c, 2e, 4a, 5a, 5b, 5c)


Lecture:Introduce Business location and facilities management. Discuss what students need to do to establish a building location, who to contact, what sort of space is necessary for different businesses, etc. Also discuss the types of things they will need to think about once they select a building location and manage their facilities. Discuss licensure and regulations further. Address any questions from students about licensure and regulations for their businesses.Discuss the Strategic Thinking Plan, and make sure students are on track. Discuss the Ideal Position and continuous improvement in further detail.

Some students might have a difficult time with the Location Analysis report. To help them, it might be useful to bring in a space planner or interior designer as a guest speaker.

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WEEK FOURSLOs & EOs




2b. Demonstrate how to maximize operational resources.3a. Identify the necessary regulatory licenses and certifications for your business.

4b. Identify the skills, tools, and methods necessary to manage your business.

BIG IDEAS

Customer ExperienceOperational Effectiveness

Essential Questions


Assessments

Interview date and contact information due.

Licensure and Regulations Report due.

Good to Great Reflection Three due.

Good to Great Reflection FourDue: Week FivePoints: 15


How long, on average, did it take the good-to-great companies to clarify their hedgehog concepts? What implications does this have about finding your own hedgehog concept?Are you engaged in work that fits your own three circles: what you are passionate about, what you are genetically encoded for, what you can get paid for? Do you need to change? Which circle is hardest to get right?Why?Which is more important for an organization: the goal to be the best at something, or realistic understanding of what you can (and cannot) be the best at?Can each sub-unit and each person have a hedgehog concept?How is the hedgehog concept different for a nonprofit organization?

Submit your reflection to your instructor in Week Five.(SLO1 EOs 1a, 1b, 2b 4b)


Lecture:

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Help students complete their Location Analysis due next week.

WEEK FIVESLOs & EOs




2e. Demonstrate how to meet the quality standards for your industry.

4b. Identify the skills, tools, and methods necessary to manage your business.

5a. Explain how your business provides, or will provide, value to your stakeholders.

5b. Determine the values and vision of your business (customer service, quality, production efficiency).

BIG IDEAS

Customer ExperienceOperational Effectiveness

Assessments

Good to Great Reflection Four due.

Location Analysis due.

Good to Great Reflection FiveDue: Week SixPoints: 15


If "rinsing your cottage cheese" is important, how do you tell *which* cottage cheese is worth rinsing? In other words, if diligent attention to detail is essential, how do we decide which details are important, and which are trivial?Think of two people: One being someone who only sees his or her job as a "job" and the other who understands that he or she has a responsibility. How does this difference play itself out in their work? What should we look for in locating such people?If class distinctions are deeply divisive, then why do organizations persist in creating an executive class that separates itself from those who do the real work? If you ran the whole show, what would you remove to reduce these class distinctions?Do you have a stop doing list? What do you put on your stop doing list?

Submit your reflection to your instructor in Week Six.(SLO 1 EOs 1a, 1b, 4b, 5a, 5b)

Instructor note: see in-class activity under the learning experiences before assigning the Quality Standards Reflection.

Quality Standards ReflectionDue: Week Six Points: 35

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Essential Questions


Use the data you gathered from this week’s in-class activity. Reflect on how you originally defined quality for your business. Has this changed since polling your classmates? If so, how? How does this impact your business? Think about your customer base—do your classmates accurately represent your average customer? How might your customers’ responses to these questions about quality differ from your classmates? Right now, it might be difficult to survey your customer base, especially if you don’t have any customers yet. Discuss how you might survey your customers to get their opinions on quality, and then explain the standards you would set in place to meet your customers’ opinion on quality. Submit your reflection to your instructor in Week Six.

Also, think about how this relates to the customer experience in the flow chart you are developing. Does your understanding of quality standards change the customer experience in your flow chart? Think about the quality triggers, and ask yourself: Where can things go wrong? If you haven’t already, add any quality interaction points in your flow chart to address potential problems or pitfalls.(EO 2e)


Lecture:

In-Class Activity:Students should define quality and what it means in their business (Ex: What do I think makes the best quality widget? What do I think qualifies as the best quality customer service for this setting?) Then, in small-groups or as a class, each student should survey his/her classmates and ask what his/her classmates think defines quality for his/her business (Ex: What do you think makes the best quality widget? What do you think qualifies as the best quality customer service in this setting?). Students should gather survey results and use them for their homework assignment. (EO 2e)

*It is recommended that students complete the in-class activity in groups. Also, see the Chocolate Chip Cookie Quality Standards Reflection example in the Assignment Supplements in Instructor Resources.

WEEK SIXSLOs & EOs Assessments

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a. Examine means of measuring operational effectiveness.b. Demonstrate how to maximize operational resources.c. Examine the importance of continuous improvement in both customer experience and operational effectiveness.e. Identify how the customer




a. Explain how your business provides, or will provide, value to

Good to Great Reflection Five due.

Quality Standards Reflection due.

Good to Great Reflection SixDue: Week SevenPoints: 15


If technology cannot make or break a company's level of greatness, but only serves as an accelerator of greatness or demise already in progress, then why did everyone fall in love with technology for technology's sake during the 1990s?Why is there so much hype and fear about new technologies, and what can you do to view new technologies with objective equanimity?

Submit your reflection to your instructor in Week Seven.(SLO 1 EOs 1a, 1b, 5a, 5b)

Learning Experiences

Reading Assignment:Chapter 7 in Good to Great, pages 144-163

Discuss any questions or problems students have with the Operations and Customer Service Flow Chart before submission in Week Seven. Work on Operations and Customer Service Flow Chart in class. (SLOs 2 & 5, EOs 2a, 2b, 2c, 2e, 4a, 5a, 5b, 5c)

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your stakeholders.b. Determine the values and vision of your business (customer service, quality, production efficiency).c. Analyze the efficiency of your business by how the various departments work, or will work, together (financial, marketing, human resources, etc.).



success?

WEEK SEVENSLOs & EOs




Assessments

Operations and Customer Service Flow Chart due.

Good to Great Reflection Six due.

Good to Great Reflection SevenDue: Week EightPoints:15

After reading Chapter 8 in your textbook, write a brief reflection piece addressing the following

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a. Examine means of measuring operational effectiveness.b. Demonstrate how to maximize operational resources.c. Examine the importance of continuous improvement in both customer experience and operational effectiveness.d. Analyze the ethical considerations of preserving the customer relationship.e. Identify how the customer




a. Explain how your business provides, or will provide, value to your stakeholders.b. Determine the values and vision of your business (customer service, quality, production

questions:

Think of two organizations you've observed: one that followed the flywheel principle, and the other that fell into the Doom Loop. What caused the difference between the two? What does your contrast teach about why do so many organizations fall into the Doom Loop, rather than building momentum over the long term in the flywheel?How do you know when it is time to change the direction of the flywheel?If big change programs with lots of hoopla, tag lines, launch events, motivational meetings—and so forth—do not lead to greatness, then why are such programs so common? What should be done instead of these programs?How can the flywheel concept apply to your own life and career?

Submit your reflection to your instructor in Week Eight.(SLO 1 EOs1a, 1b, 2c)

Ethical ScenarioDue: Week EightPoints: 35

Write an ethical scenario (similar to the ones from the in-class activity) that pertains specifically to your business. Explain the ramifications of various options, and explain the solution you decide upon. Why is your solution the best course of action? Submit your ethical scenario to your instructor in Week Five.

(EO 2d)

Instructor note: Please see in-class activity under the learning experiences before assigning the Ethical Scenario.


Reading Assignment:Chapter 8 in Good to Great, pages 164-187

Lecture:

In-Class Activity:Ethical Scenarios

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efficiency).c. Analyze the efficiency of your business by how the various departments work, or will work, together (financial, marketing, human resources, etc.).



success?

Break students out into small groups and give each group an ethical scenario OR have groups come up with ethical scenarios that deals with customer service and preserving the customer. Have groups identify if it is an ethical or legal situation, or both. Groups should discuss the ramifications of the ethical scenario, how they would handle them, agree upon a solution to the scenario, and then present their scenario and solution to the rest of the class. (EO 2d)

WEEK EIGHTSLOs & EOs





a. Examine means of measuring operational

Assessments

Ethical Scenarios due.

Good to Great Reflection Seven due.

Submit necessary items to portfolio.

Good to Great Reflection EightDue: Week NinePoints: 15


What are your core values?

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effectiveness.b. Demonstrate how to

maximize operational resources.

c. Examine the importance of continuous improvement in both customer experience and operational effectiveness.

d. Analyze the ethical considerations of preserving the customer relationship.

e. Demonstrate how to meet the quality standards for your industry.

f. Illustrate how supply chain management and delivery platforms impact both operations and customer experience.





a. Compare long-term planning, day-to-day

What is your core purpose, beyond just making money?What is your BHAG—big hairy audacious goal?What is your first five-year base camp, on the way to achieving the BHAG?What practices and strategies does your organization have that are dysfunctional and should be open for change?

Submit your reflection to your instructor in Week Nine.(SLO1 EOs 1a, 1b, 2c)


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planning, and contingency planning as they relate to decision-making.



a. Explain how your business provides, or will provide, value to your stakeholders.





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success?

WEEK NINESLOs & EOs







5c. Analyze the efficiency of your business by how the various departments work, or will work, together (financial, marketing, human resources, etc.).

BIG IDEAS Planning

Assessments

Interview and Reflection due, submit to E-Portfolio.

Good to Great Reflection Eight due.


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Operational Effectiveness Customer Experience Regulatory Compliance Leadership


success?

WEEK TENSLOs & EOs






b. Demonstrate how to maximize operational resources.

c. Examine the importance of continuous improvement in both customer experience and operational effectiveness.

d. Analyze the ethical

Assessments


Interview/Reflection PresentationsDue: In-class Week TenPoints: 70

Formal in-class presentations on interview/reflection pieces. Dress business professional.

Reading Assignment:

There are no assigned readings this week.

Essential Questions (EQs) Discussion (Required exercise):Due: Week Ten Points: 15

The students should not be given the opportunity to look up these answers. These questions are the same questions that you asked the students the first week of the class. You should be able to gauge the students’ growth by the way they can now answers these questions.

You can ask the students to write their responses and then have them re-write their responses the last week of class to gauge their growth. You can also discuss the EQs by using pair and share,

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considerations of preserving the customer relationship.

e. Demonstrate how to meet the quality standards for your industry.

f. Illustrate how supply chain management and delivery platforms impact both operations and customer experience.







5. Judge the success and value of

small group, or whole class discussion.

The Essential Questions for the course are:


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your business.a. Explain how your

business provides, or will provide, value to your stakeholders.





success?

Note: The assessments for this course contain 800 out of the 1000 total points.

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