SPEA V348 Managerial Science

School of Public and Environmental Affairs

Fall 2026

18013

COURSE INFORMATION	DETAILS
Meeting	Mondays, 3:00–4:15 p.m.
Classroom	Raintree Hall 145 (RH 145)
Instructor	Tyrone Spann
Preferred email	spannk@iu.edu
Office	Dunes Medical/Professional Building 2101
Office hours	By appointment
Credit/prerequisite	3 credit hours; prerequisite: MATH-M 100

 

COURSE PURPOSE Learn to make defensible managerial decisions, apply management-science tools to a continuing fictional case, and use the same tools to develop an evidence-based plan for your own business.

 

Official Course Description

Introduction to management-science models and methods for policy analysis and public management. Methods include decision analysis, linear programming, queuing analysis, and simulation. Computer-based applications are included. Prior familiarization with computers is recommended, though not required.

This section delivers those methods through an applied business-planning framework. The business plan is not a promotional exercise; it is the cumulative product through which students demonstrate problem definition, analytical modeling, evidence use, tradeoff analysis, implementation planning, and managerial judgment.

How the Course Works

Concept lesson: PowerPoint instruction introduces the weekly managerial topic and analytical method.

Elevate case application: The fictional Elevate Urban Market team faces a new decision that builds on earlier choices.

Discussion and debate: Students recommend a course of action, support it with evidence, and test classmates’ reasoning.

Individual application: Each student applies the same method to a business they have considered, are planning, or can realistically imagine pursuing.

Cumulative integration: Five unit reports are revised and combined into one cohesive final business plan.

Course Learning Outcomes

By the end of the course, students should be able to:

Frame a managerial decision by identifying the decision maker, alternatives, objectives, constraints, uncertainties, stakeholders, and evidence required.

Distinguish credible evidence from assumptions, estimates, predictions, and preferences.

Use decision analysis and weighted criteria to compare alternatives and explain sensitivity and limitations.

Apply introductory spreadsheet-based forecasting, break-even, capacity, queuing, linear-programming, and simulation concepts to managerial problems.

Design an operating process and evaluate demand, location, capacity, cost, pricing, quality, and financial feasibility.

Develop an organizational and staffing structure that supports the enterprise’s objectives and operating requirements.

Create an implementation plan using project scope, work breakdown, dependencies, schedules, resource allocation, milestones, and risk controls.

Evaluate strategic position using internal, external, competitive, risk, and scenario analysis.

Integrate multiple analyses into a coherent business plan and defend recommendations orally and in writing.

Required Materials and Technology

There is no required traditional textbook. Weekly readings, articles, videos, cases, study guides, and instructor-created resources will be posted in Canvas. Students are responsible for completing assigned materials and bringing them to class electronically or in print.

Regular access to Canvas and IU email.

A laptop or tablet capable of creating Word documents, spreadsheets, and presentations.

Microsoft Excel or another spreadsheet application approved by the instructor.

A basic calculator; no specialized calculator is required.

The Continuing Elevate Case

Elevate Urban Market is a fictional community-focused enterprise proposed for an initially undetermined location in Northwest Indiana. During Unit 1, students help the founders select a preliminary community market. Detailed neighborhood, property, and site analysis occurs in Unit 2. New information will be released as the founders confront decisions involving business direction, customers, operations, finances, employees, implementation, risk, and strategy.

IMPORTANT Elevate is the course demonstration case—not the student’s final project. Students practice each method on Elevate before applying it independently to their own businesses.

 

Five-Unit Course Structure

UNIT	MANAGERIAL FOCUS	APPLIED REPORT
1. Decisions and Business Direction	Problem definition; evidence; mission; objectives; stakeholders; alternatives; constraints; criteria; preliminary market.	Business Concept and Management Decision
2. Operations and Financial Feasibility	Customer evidence; forecasting; processes; location/site; capacity and queues; costs; pricing; break-even; quality.	Operations and Feasibility
3. People and Organizational Performance	Organization design; authority; leadership; staffing; job design; recruitment; training; motivation; performance.	Organization and Human Resources
4. Project Management and Implementation	Scope; work breakdown; scheduling; dependencies; Gantt charts; resources; introductory optimization; risk; control.	Project Implementation
5. Strategy and Integration	Competitive position; SWOT; external environment; alternatives; scenarios and simulation; dashboard; integration.	Strategic Management and Final Business Plan

 

Major Assignments and Assessments

Five Unit Reports – 150 points

Students will submit one 7–10-page report at the conclusion of each unit. Each report must apply the unit’s concepts and analytical tools to the student’s selected business, present relevant evidence, identify important assumptions, and explain the managerial decisions supported by the analysis.

Unless an assignment sheet states otherwise, each report must:

Contain 7–10 pages of substantive analysis, excluding title page, references, and appendices.

Use a readable 11- or 12-point professional font, one-inch margins, page numbers, and consistent headings.

Use credible outside information, cite sources consistently, and distinguish facts from assumptions and estimates.

Include the required analytical tools, exhibits, calculations, diagrams, or spreadsheet outputs.

Conclude with clear managerial decisions, risks, rejected alternatives, and evidence that could change the recommendation.

Final Integrated Business Plan

The Unit 5 submission combines revised versions of all five reports into one cohesive plan. Students must remove repetition, correct earlier errors, reconcile inconsistent assumptions, add transitions, and ensure that operational, financial, organizational, implementation, and strategic recommendations support one another. The final plan is not five papers attached together. Students will present and defend the plan during the final-examination period.

Elevate Discussion Boards – 150 points

Fifteen discussion boards reinforce the weekly concepts. Unless otherwise stated, the initial post must be at least 200 words and make a recommendation supported by course concepts and available evidence. Students must submit at least two substantive peer responses of at least 100 words each.

COMPONENT	POINTS	STANDARD
Initial analysis and recommendation	6	Clear decision, relevant concepts, evidence, assumptions, tradeoffs, and professional writing.
Two peer responses	4	Each response tests reasoning, evidence, criteria, or assumptions rather than merely agreeing.
Total per discussion	10	All requirements completed by the posted deadlines.

 

Class Participation – 70 points

Fourteen designated in-class activities are worth up to 5 points each. Participation includes preparation, small-group analysis, correct use of the assigned tool, contribution to discussion, and professional engagement. Presence alone does not guarantee participation points.

Class Attendance – 30 points

Fifteen scheduled meetings, including the final-presentation period, are worth 2 attendance points each. Attendance points are separate from participation points. Students should communicate promptly when an absence results from illness, emergency, university activity, religious observance, or another qualifying circumstance.

ASSESSMENT NOTE There is no separate midterm examination. Students demonstrate cumulative mastery through weekly applications, discussions, unit reports, and the final integrated business plan.

 

Grading Structure

CATEGORY	NUMBER	POINTS EACH	TOTAL
Unit reports/final integrated plan	5	30	150
Elevate discussion boards	15	10	150
Participation activities	14	5	70
Attendance	15	2	30
COURSE TOTAL			400

 

Standard Grading Scale

GRADE	PERCENTAGE	POINTS		GRADE	PERCENTAGE	POINTS
A	93–100%	372–400		C+	77–<80%	308–319
A–	90–<93%	360–371		C	73–<77%	292–307
B+	87–<90%	348–359		C–	70–<73%	280–291
B	83–<87%	332–347		D+	67–<70%	268–279
B–	80–<83%	320–331		D	63–<67%	252–267
				D–	60–<63%	240–251
				F	<60%	0–239

 

Submission and Course Policies

Canvas and IU Email

Canvas is the official location for assignment instructions, readings, announcements, grades, rubrics, and schedule updates. Students are expected to monitor Canvas and their IU email regularly. Course email should be sent to spannk@iu.edu.

Due Dates and Late Work

Assignments are due at the date and time posted in Canvas. Unless the instructor approves an extension or a documented emergency applies, late work may be reduced by 10 percent of the available points for each calendar day it is late. Work more than five calendar days late may be accepted only at the instructor’s discretion. Communicate before a deadline whenever possible.

Discussion and Civil Debate

Posts should advance the analysis, use course concepts, address evidence, and engage classmates respectfully. Simple agreement, repetition, or unsupported opinion will not receive full credit. Challenge ideas and assumptions—not individuals.

Revision and Feedback

Because the unit reports build toward the final plan, students are expected to use instructor feedback in later work and in the final integrated business plan. Earlier errors, unsupported claims, and inconsistent assumptions must be corrected rather than carried forward.

Attendance, Participation, and Missed Work

Students are responsible for material and announcements from every class, including classes they miss. When possible, notify the instructor before an absence. An excused absence does not automatically waive an assignment or learning outcome; the instructor will determine an appropriate make-up activity when warranted.

Participation activities often depend on live case analysis and may not be reproducible in the same form. A student with an approved or qualifying absence may be offered an equivalent individual analysis. Routine transportation, employment, or scheduling conflicts should be communicated early but do not automatically excuse missed work.

Use of Generative Artificial Intelligence

Generative AI may be used for brainstorming, exploring alternatives, improving organization, creating practice questions, and editing language unless an assignment states otherwise. It may not replace the student’s own analysis, calculations, source evaluation, managerial judgment, or required writing. Students remain responsible for every claim, citation, calculation, and recommendation submitted under their names.

Except for routine spelling and grammar assistance, AI use must be acknowledged. The acknowledgment should identify the tool, date, and purpose and distinguish the student’s work from AI-assisted material. Students must independently verify sources and calculations. AI-generated or fabricated citations, interviews, survey results, quotations, or data are prohibited. Confidential, proprietary, protected, or personally identifying information may not be uploaded without authorization.

Undisclosed or prohibited use may be treated as academic misconduct. The instructor may ask a student to explain or defend submitted sources, writing, calculations, matrix ratings, or recommendations. When in doubt, ask before submitting the work.

Academic Honesty

Academic honesty is fundamental to Indiana University Northwest. Students must submit their own work, cite sources, and avoid cheating, fabrication, plagiarism, interference, unauthorized collaboration, facilitating misconduct, and other prohibited conduct. Consequences may include a warning, point reduction, failure of an assignment or course, and referral under university procedures. See the Indiana University Code of Student Rights, Responsibilities, and Conduct: https://studentcode.iu.edu/.

Professional Classroom Conduct

The classroom and Canvas discussions are professional learning environments. Students are expected to arrive prepared, communicate respectfully, listen seriously to differing perspectives, and avoid behavior that interferes with learning. Vigorous disagreement about a managerial recommendation is welcome; hostile, demeaning, or disruptive conduct is not.

Student Engagement Roster

The instructor may use IU’s Student Engagement Roster to provide periodic feedback on attendance, participation, and coursework. Students can access this information through the Student Engagement Roster (Student) tile in One.IU.

Fall 2026 Course Schedule

The schedule may be adjusted to support learning or respond to university changes. Canvas contains the controlling assignment instructions, readings, and due times. Elevate scenarios and student study guides will be posted with the related modules.

WK	DATE	UNIT / TOPIC	INDIVIDUAL BUSINESS APPLICATION
1	Aug. 24	Unit 1: Management science and evidence-based decision-making (DB 1)	Introduce the business; define the problem and first managerial decision.
2	Aug. 31	Mission, objectives, stakeholders, and managerial responsibility (DB 2)	Draft mission, objectives, and stakeholder analysis.
3	Sept. 7	Labor Day – no class	Research and organize Unit 1 working notes.
4	Sept. 14	Alternatives, constraints, criteria, and weighted decision matrices (DB 3)	Compare business concepts and preliminary markets; DB 3 initial Sept. 20, replies Sept. 22.
5	Sept. 21	Unit 2: Customer evidence, market research, and demand forecasting (DB 4)	Define customers and estimate potential demand; Unit 1 report due Sept. 27.
6	Sept. 28	Process design, preliminary site factors, capacity, and queues (DB 5)	Create the operating model, process map, and capacity analysis.
7	Oct. 5	Costs, pricing, break-even analysis, and quality control (DB 6)	Evaluate financial and operating feasibility; Unit 2 report due Oct. 11.
8	Oct. 12	Unit 3: Organizational structure, authority, and leadership (DB 7)	Develop the management structure and decision authority.
9	Oct. 19	Fall Break – no class	Revise work and prepare the staffing analysis.
10	Oct. 26	Staffing, job design, recruitment, and training (DB 8)	Create the staffing plan and job responsibilities.
11	Nov. 2	Motivation, culture, productivity, and performance management (DB 9)	Establish workforce and performance measures; Unit 3 report due Nov. 8.
12	Nov. 9	Unit 4: Project scope and work breakdown structures (DB 10)	Define the launch project, deliverables, and major activities.
13	Nov. 16	Scheduling, dependencies, Gantt charts, resource allocation, and introductory optimization (DB 11)	Develop the implementation schedule and resource plan.
14	Nov. 23	Project risk, monitoring, and control (DB 12)	Complete implementation and risk controls; Unit 4 report due Nov. 29.
15	Nov. 30	Unit 5: Competitive position, SWOT, and external environment (DB 13)	Assess internal capabilities, competition, and external conditions.
16	Dec. 7	Strategic alternatives, scenarios, introductory simulation, dashboards, and integration (DB 14)	Complete strategic analysis and integrate the five reports.
Exam	Dec. 14–18	Final business-plan presentation and managerial defense (DB 15)	Submit and defend the final integrated plan at the officially scheduled time.

 

Unit Report Due Dates

REPORT	DUE	MAJOR CONTENT
Unit 1: Business Concept and Management Decision	Sunday, Sept. 27	Problem/opportunity, mission, objectives, stakeholders, alternatives, constraints, preliminary market, and supported direction.
Unit 2: Operations and Feasibility	Sunday, Oct. 11	Customer evidence, forecast, process, location/site factors, capacity/queues, costs, pricing, break-even, and quality.
Unit 3: Organization and Human Resources	Sunday, Nov. 8	Structure, authority, staffing, job design, recruitment, training, culture, and performance.
Unit 4: Project Implementation	Sunday, Nov. 29	Scope, work breakdown, schedule, dependencies, resources/optimization, risks, monitoring, and controls.
Unit 5: Strategic Management and Final Business Plan	Final-exam period	Strategic and scenario analysis plus revised and integrated versions of all five unit reports.

 

University Policies and Student Support

Accessibility and Accommodations

Indiana University is dedicated to ensuring equal access to academic programs. Students seeking disability-related or pregnancy-related accommodations should contact IU Northwest’s Accessible Educational Services Coordinator, Freda Cox-Harris, at fjcoxhar@iu.edu or (219) 980-6941 as early as possible. Services are not retroactive, and captions or alternate media may require three or more weeks. Additional information: https://accessibility.iu.edu/ and https://pregnancy.iu.edu/.

Religious Observances

Indiana University respects students’ rights to observe their religions. Students requesting an academic accommodation for a religious observance should notify the instructor by the end of the second week of the course whenever possible so a reasonable plan can be established. Questions or appeals may be directed through the department, dean, EVCAA, or IU Northwest Office of Civil Rights Compliance as provided by university policy.

Discrimination, Harassment, Sexual Misconduct, and Bias

Indiana University prohibits discrimination, harassment, and sexual misconduct. Confidential support is available through IU Northwest Counseling Services at iunoocs@iu.edu or (219) 980-6741. Reports and questions may be directed to the IU Northwest Office of Civil Rights Compliance at nwocrc@iu.edu or (219) 980-6705. Bias incidents may be reported at https://reportincident.iu.edu/. Additional information is available at https://stopsexualviolence.iu.edu/.

Counseling and Well-Being

IU Northwest provides free and confidential on-campus counseling through the Office of Counseling Services, Hawthorn Hall 203A, iunoocs@iu.edu, (219) 980-6741. IU students also have access to 24/7 virtual mental-health support through TimelyCare: https://www.timelycare.com/IU.

Academic and Technical Resources

RESOURCE	WEB ADDRESS
Academic Success and Achievement Programs	https://northwest.iu.edu/academic-success/
Anderson Library	https://northwest.iu.edu/library/
Career Services	https://northwest.iu.edu/career-services/
Student Support Services	https://northwest.iu.edu/student-support/
Technology Services	https://northwest.iu.edu/technology/
Writing Center	https://northwest.iu.edu/english/writing-center/

 

Important Academic Calendar Dates

DATE	CALENDAR ITEM
Monday, Aug. 24	Fall classes begin.
Monday, Sept. 7	Labor Day – no class.
Monday–Tuesday, Oct. 19–20	Fall Break – no class Oct. 19.
Wednesday–Sunday, Nov. 25–29	Thanksgiving recess.
Friday, Dec. 11	Regular classes end.
Dec. 14–18	Final-examination period; use the official IU Northwest/Canvas schedule for the exact presentation time.

 

SYLLABUS REVISION STATEMENT The instructor may revise this syllabus when necessary to improve learning, address unforeseen circumstances, or comply with university requirements. Material changes will be announced through Canvas. Students are responsible for consulting the current Canvas schedule and assignment instructions.

 

University language and contact information were checked against IU Northwest’s Suggested Syllabus Language and the 2024–2026 IU Northwest Academic Bulletin on August 21, 2026.