This course will introduce students to financial strategies required for non-financial managers working in a global economic environment. The course will present a high level overview of various accounting/financial processes and other resources necessary for decision making and organizational strategic planning purposes.
- OEL 501: Learning Community
Student Learning Outcomes (SLOs)
Students who successfully complete this course will be able to:
- Demonstrate a basic understanding of accounting and financial management processes.
- Demonstrate the ability to develop and analyze organizational budgets for forecasting purposes.
- Explain global economic threats and the challenges it presents for organizations.
- Apply the financial strategies required for organizational decision making to a business dilemma.
- Demonstrate ability to conduct research, analyze financial statements, and other organizational information to develop organizational strategic planning processes.
- Demonstrate an understanding of organizational marketing concepts and how they relate to an effective organization.
Applicable Program Learning Outcomes (PLOs)
5. Construct organizational leadership strategies.
7. Design and implement organizational change processes.
8. Create strategies to support intercultural/global inter-relationships.
9. Develop strategies that support the advancement of organization's vision and mission.
12. Apply financial and economic tools to improve organizational performance.
Course Activities and Grading
Discussions: 12 @ 30 points each
Problem Solving Assignments: 3 @ 50 points each
Group Projects: 3 @ 80 points each
(Available through our online bookstore)
- Froeb, McCann, Shor and Ward (2018). Managerial Economics: A Problem Solving Approach. 5th ed. Cengage Learning. ISBN-13: 9781337106665
Supplemental Required Readings/Resources
(Provided in the course)
- Financial Management Processes
- Organizational Marketing Concepts
- Top Ten Global Economic Challenges http://www.brookings.edu/research/reports/2007/02/globaleconomics
Supplemental Required Readings/Resources
(Available in the Charter Oak Library)
Organizational Decision Making
Elbanna, S. (2016). Managers' autonomy, strategic control, organizational politics and strategic
planning effectiveness: An empirical investigation into missing links in the hotel sector. Tourism Management, 52210-220. doi:10.1016/j.tourman.2015.06.025
Luoma, J. (2016). Model-based organizational decision making: A behavioral lens. European
Journal Of Operational Research, 249(3), 816-826. doi:10.1016/j.ejor.2015.08.039
Hannan, R. L., Rankin, F. W., & Towry, K. L. (2010). Flattening the organization: The effect of
Organizational reporting structure on budgeting effectiveness. Review of Accounting Studies, 15(3), 503-536. doi: http://dx.doi.org.cosc.idm.oclc.org/10.1007/s11142-010-9132-5
Ezzamel, M. (1994). Organizational change and accounting: Understanding the budgeting system in its
organizational context. Organization Studies, 15(2), 213. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/222359523?accountid=26762
Global and Economic Effects on Organizations
Peric, M., & Vitezic, V. (2016). Impact of global economic crisis on firm growth. Small Business
Economics, 46(1), 1-12. doi http://dx.doi.org.cosc.idm.oclc.org/10.1007/s11187-015-9671-z
Barge-gil, A., & Modrego, A. (2011). The impact of research and technology organizations on firm
competitiveness. measurement and determinants. Journal of Technology Transfer, 36(1), 61-83. doi: http://dx.doi.org.cosc.idm.oclc.org/10.1007/s10961-009-9132-4
Organizational Marketing Concepts
Akroush, M. N., & Al-Mohammad, S. (2010). The effect of marketing knowledge management on organizational performance. International Journal of Emerging Markets, 5(1), 38-77. doi: http://dx.doi.org.cosc.idm.oclc.org/10.1108/17468801011018266
Mena, J. A., & Chabowski, B. R. (2015). The role of organizational learning in stakeholder marketing.
Academy of Marketing Science.Journal, 43(4), 429-452. doi: http://dx.doi.org.cosc.idm.oclc.org/10.1007/s11747-015-0442-9
Otley, D. T. (1980). The contingency theory of management accounting: Achievement and
prognosis. Accounting, Organizations and Society, 5(4), 413. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/195145358?accountid=26762
Tenhiälä, A. (2011). Contingency theory of capacity planning: The link between process types and
Planning methods. Journal of Operations Management, 29(1), 65. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/854034943?accountid=26762
Donaldson, L., & Barney, J. B. (1990). The ethereal hand: Organizational economics and management
theory; the debate between traditional management theory and organizational economics: Substantive differences or intergroup conflict?; A reply. Academy of Management. the Academy of Management Review, 15(3), 369. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/210936762?accountid=26762
Taneja, S., Pryor, M. G., Humphreys, J. H., & Singleton, L. P. (2013). Strategic management in an era of
paradigmatic chaos: Lessons for managers. International Journal of Management, 30(1), 112-126. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/1315137199?accountid=26762
Murphy, P. (1996). Chaos Theory as a Model for Managing Issues and Crises. Public Relations
Review, 22(2), 95-113.
Levy, D. (1994). Chaos theory and strategy: Theory, application, and managerial implications. Strategic
Management Journal (1986-1998), 15, 167. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/231139231?accountid=26762
Theory X and Theory Y
Sahin, F. (2012). The mediating effect of leader-member exchange on the relationship between theory X
and Y management styles and affective commitment: A multilevel analysis. Journal of Management and Organization, 18(2), 159-174. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/1022032218?accountid=26762
Gürbüz, S., Sahin, F., & Köksal, O. (2014). Revisiting of theory X and Y. Management Decision, 52(10),
1888. Retrieved from http://search.proquest.com.cosc.idm.oclc.org/docview/1633967230?accountid=26762
Russ, T. L. (2011). Theory X/Y assumptions as predictors of managers' propensity for participative
decision making. Management Decision, 49(5), 823-836. doi: http://dx.doi.org.cosc.idm.oclc.org/10.1108/00251741111130887
Readings and Exercises
Problem Solving and Decision Making
Pricing, Costs and Profits
Pricing for Greater Profit
Strategic Decision Making
Wrap Up - What Have You Learned
COSC Accessibility Statement
Charter Oak State College encourages students with disabilities, including non-visible disabilities such as chronic diseases, learning disabilities, head injury, attention deficit/hyperactive disorder, or psychiatric disabilities, to discuss appropriate accommodations with the Office of Accessibility Services at OAS@charteroak.edu.
COSC Policies, Course Policies, Academic Support Services and Resources
Students are responsible for knowing all Charter Oak State College (COSC) institutional policies, course-specific policies, procedures, and available academic support services and resources. Please see COSC Policies for COSC institutional policies, and see also specific policies related to this course. See COSC Resources for information regarding available academic support services and resources.