Journal of Academic Practice

  Students will maintain a journal of Academic Practice. This Journal will be a collection  of insights from, readings, group discussions, videos, and other material accessed for the  course. The journal must maintain a balance between the theories/concepts of management,  and application to one’s life and work. Length: 1-2 pages per week.  

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Trinity Western University
Undergraduate Course Syllabus

Course Number: LDRS 440 I3

Course Name: Developing Administrative Competence

Course Dates: September 7 – December 6, 2022

Instructor: Ben Manickam

Contact Information:

Office Hours: available on request

Co-requisites or Pre-requisites: None

Semester Hours: 3

We acknowledge that Trinity Western University, Langley campus is located on the traditional ancestral

unceded territory of the Stó:lō people.

Course Description:
Examines the skills positional leaders employ in managing a small to medium sized organization or
organizational unit, including direction setting and resource planning, aligning and supervising
people, and assessing activities to improve results. Emphasis is placed on applying leadership
insights and principles within a management context.

Course Design
This is a semester-long course with three-hours of synchronous virtual learning each week. Emphasis is

given to lectures, discussions, and active learning. Assessments are a mix of testing, presenting, and

writing-based. Students are invited to integrate leadership theories with their life experiences and make

applications to existing and future workplace practices in order to more effectively contribute within an

organizational setting.

Course Learning Outcomes:

1. Knowledge and its application

a. Apply administrative best practices to small to medium scale organizational problems;

b. Demonstrate the skill of interpreting, evaluating and creating administrative plans;

c. Write a review of administrative practices report for an organization case study;

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2. Cognitive complexity

d. Develop critical and creative thinking skills for managing day-to-day organizational work;

e. Analyze operational plans and design interventions to improve organizational

6. Social Responsibility and Global Engagement

f. Empathize with an organization’s people to design a motivating work environment;

g. Adopt wise practices that respond sustainably to the complex and interconnected

global systems producing our dynamic world where disruptive change is considered


7. Leadership

h. Demonstrate the application of leadership principles in management contexts;

i. Develop administrative practices for managing day-to-day organizational operations.

Course Learning Evaluation:
The final grade will be determined by the satisfactory completion of all requirements.

Grade activity Linked Learning Outcomes* % of course grade

Weekly Group Discussions 1(a), 1(b), 2(d) 15


Interview with Manager 1(a), 1(b), 6(f) 25%

Team Memo (Infographic) 1(a), 1(b), 2 (d), 2(e), 6(f) 25%

Journal of Academic Practice 1(a), 1(b), 1(c), 2(e), 6(f), 7(h), 7(i) 35%

Total 100%

* Key: TWU Student Learning Outcome number (Course Student Learning Outcome letter)

1. Weekly Group Discussions – 15%

Active participation in group exercises, reflection, and critical discourse is an essential component of
this course. You are expected to show respect for all members of the course, in your speech during
online Zoom meetings, writing responses, and actions. Contribute by actively observing and listening,
raising thoughtful questions, examining relevant issues, building on others’ ideas, analyzing and
evaluating the group’s thinking, synthesizing key points, and expanding the group’s perspectives. Take
care not to dominate a conversation, giving space for others to speak. When in small groups help
maintain the focus, flow, and quality of conversations, and take the initiative to invite others
(particularly those who are quiet) to speak.

Details on discussion topics will be given each week.

2. Interview with Manager -25%

Students will interview a manager on: (a) what excites them about their role as managers (b) the
greatest challenge they face in managing (c) steps/methods they use to assess the internal and
external environments of the team/organization they manage. The assignment will contain three

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parts: (1) brief introduction to the manager and the organization, (2) the interview, (3) two
insights/takeaways from the interview. Final submission of assignment can be in in video format,
written report, or a combination of the two formats.

Due: End of Topic 3

3. Team Communication Memo – 25%

Students will assume they are leading/managing a: (a) small division in an organization, (b) small
scale start up, or (c) ministry team in church. Students will pick one of these three scenarios and
create an infographic for the team/organization. The infographic must motivate the team to rally
and support a strategic initiative of the organization (topics 2-5). A one-page summary explaining
the background to the strategic initiative to be included. (Total:2 pages – one page Infographic
and one page summary).

Due: End of Topic 6

4. Journal of Academic Practice 35%
Students will maintain a journal of Academic Practice. This Journal will be a collection
of insights from, readings, group discussions, videos, and other material accessed for the
course. The journal must maintain a balance between the theories/concepts of management,
and application to one’s life and work. Length: 1-2 pages per week.

Due: last day of class (Dec 6th)

Zoom Sessions

The instructor will be available to answer questions, clarification etc., as needed.

Required Texts and Materials:
1. Principles of Management. Rice University Publishing (2019). Retrieved from

2. Principles of Accounting – Chapter 7

Links for weekly readings are posted in the Tentative Course Outline section.

Course Policies:
Academic Integrity and Avoiding Plagiarism at TWU

One of the core values of Trinity Western University is the integration of academic excellence with
high standards of personal, moral, and spiritual integrity. The University considers it a serious
offence when an individual attempts to gain unearned academic credit. It is the student’s
responsibility to be informed about what constitutes academic misconduct. For details on this, and

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on identifying and avoiding plagiarism go to the University Homepage > Academics > Academic
Calendar (Section: Academic Policies). (Prezi presentation) (Google Slide presentation offering more comprehensive information)

Campus Closure and Class Cancellation

In the event of extreme weather conditions or other emergency situations go to the

Grading and Late Assignments

Because the Adult Degree Completion program is accelerated, prompt submission of assignments as
well as grading and instructor feedback is important. However, life happens and sometimes
accommodations need to be made. Regarding due dates, the following responsibilities and
consequences apply:

1. The instructor will strive to return all on-time assignments (with a grade and comments
where appropriate) to students within 1 to 2 weeks after the due date.

2. It is the student’s responsibility to inform the instructor in advance of the due date that an
assignment will be late and to negotiate an extension agreement with the instructor (an
email request along with the instructor’s confirmation is all that is required).

3. All assignments submitted after the posted due date (without an instructor approved
extension) will be deducted 2% for each day late.

4. No assignments (without an instructor approved extension) will be graded if submitted later
than seven days from the official course end date.

TWU GLOBAL Standard Grading System









A+ 98-100 4.3 Unusually outstanding work; completely error-free work at the

highest level attainable

A 94-97 4.0 Outstanding, excellent work

A- 90-93 3.7 Outstanding, excellent work with very minor flaw/s

B+ 87-89 3.3 Very good work with few flaws

B 83-86 3.0 Good, competent work

B- 80-82 2.7 Good, competent work with noticeable flaws in

one or more areas

of content, syntax, formatting, and/or APA usage

C+ 75-79 2.3 Adequate, reasonably satisfactory work with significant flaws in

one or more areas

C 70-74 2.0 Adequate, reasonably satisfactory work with significant flaws in

two or more areas

C- 65-69 1.7 Adequate, reasonably satisfactory work with significant flaws in

three or more areas

D+ 60-64 1.3 Minimally acceptable work

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D 55-59 1.0 Minimally acceptable work

D- 50-54 .7 Minimally acceptable work

F Below


0 Inadequate Work

Course Statements:
Academic Freedom

With our charter, mission, and identity as a Christian university, Trinity Western University is
committed to academic freedom, affirming and supporting it as defined and described in the
statements of Universities Canada and the Tri-Council Research Granting Agencies provided in full at
the following link:

Students should familiarize themselves with both the academic freedom statement and policy found
at the Academic Freedom website. In this course, the academic freedom of both the course
instructor and students is to be respected. Trinity Western University welcomes a diversity of
academic perspectives, both in class discussion and submitted course work, provided they are
thoughtfully and respectfully presented. Hate speech will not be tolerated.

Accessibility Statement

Students with a disability who need assistance are encouraged to contact the Centre for Accessible
Learning upon admission to TWU to discuss their specific needs. All disabilities must be recently
documented by an appropriately certified professional and include the educational impact of the
disability along with recommended accommodations. Once documented with the Centre for
Accessible Learning, a letter will be sent to the student’s professor recommending appropriate
accommodations. Within the first two weeks of the semester, students must meet with their
professors to agree on accommodations appropriate to each class. Students should follow the steps
detailed by the Centre for Accessible Learning outlined on the website at

Hospitality in the Classroom

TWU is committed to an ethic of inclusion centred on the principles of Christian hospitality,
reciprocity and reconciliation. We seek to cultivate generous learning spaces that are based on
respect for differences and are open to diverse views, opinions, and identities that are thoughtfully
expressed in a collegial manner. We welcome and value all voices, including those from under-
represented groups or those who have been marginalized.

TWU Writing Centre (Undergraduate)

The Writing Centre is available to assist all students with their academic writing assignments in any
subject at any stage of the writing process from brainstorming to editing. Live, online writing
appointments are available throughout the week by appointment and take place within the Learning
Commons appointment booking system. To make an appointment, visit

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For undergraduates, online writing feedback is offered through WriteAway. Students can submit up
to three drafts of a paper, and the online tutors will provide feedback and resources to help improve
the writing. Find out more at For more information, visit or contact

Tentative Course Outline:

Topic 1: Managing and Performing (Chapter 1)

• Introduction to LDRS 440– syllabus; course expectations

• Defining Administrative Competence

• What do managers do?

• The roles managers play

• Major characteristics of the Managers job


a. Principles of Management –Chapter 1.
Read sections: 1.1, 1.2,1.3

Topic 2: External/Internal Organizational Environments and Corporate Culture (Chapter 4)

• The Organizations External Environment

• External Environments & Industries

• Organizational Designs & Structures

• The Internal Organization & External Environments

• Corporate Cultures

• Organizing for Change in 21st Century



a. Principles of Management – Chapter 4(4.1 through 4.6)

Topic 3: Strategic Analysis: Understanding a Firm’s Competitive Environment (Chapter 8)

• Gaining advantages by Understanding the Competitive Environment

• Using SWOT for Strategic Analysis

• Firms External Macro Environment – PESTEL

• Firms Internal Environment – Porters Five Forces

• Internal Environment

• Competition, Strategy, Competitive Advantage

• Strategic Positioning

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a. Principles of Management – Chapter 8 (Section 8.1 through 8.7)

b. Interview with Manager

Topic 4: Strategic Management Process: Achieving & Sustaining Competitive Advantage (Chapter 9)

• Strategic Management

• Firm Vision & Mission

• The Role of Strategic Analysis in Formulating a Strategy

• Strategic Objective & Levels of Strategy

• Planning Firm Actions to Implement Strategies

• Measuring & Evaluating Strategic Performance


a. Principles of Management – Chapter 9 (Section 9.1 through 9.6)
Principles of Accounting – Chapter 7

Topic 5: Budgeting (Chapter 7 – Accounting Textbook)

• Why Budgets Matter

• Describe How and Why Managers Use Budgets

• Preparing Operating Budgets

• Prepare Financial Budgets

• Prepare Flexible Budgets

• Explain How Budgets are used to Evaluate Goals



Topic 6: Organizational Structure and Change (Chap. 10)

• Organizational Structures & Design

• Organizational Change

• Managing Change


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a. Principles of Management – Chapter 10(Section 10.1 through 10.3)

b. Team Communication Memo

Topic 7: Work Motivation for Performance (Chap. 14)

• Motivation: Direction & Intensity

• Content Theories of Motivation

• Process Theories of Motivation

• Recent Research on Motivation Theories


a. Principles of Management – Chapter 14 (Section 14.1 through 14.4)

Topic 8: Organizational Planning and Controlling (Chap. 17)

• Is planning Important

• The Planning Process

• Types of Plans

• Goals or Outcome Statements

• Formal Organizational Planning in Practice

• Employees Response to Planning

• Management by Objective

• The Controlled & Involvement – Oriented Approach to Planning & Controlling


a. Principles of Management – Chapter 17 (Section 17.1 through 17.8)

Topics 9 & 10: Project work/Presentations

• Managing the whole

• Identifying Challenges and Change Initiatives

• Application of Skills Learnt for Greater Effectiveness of Teams


a. Journal of Academic Practice

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