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Indicative Content

 

The Management Process: Planning and decision making – determining courses of action, Organizing – coordinating activities and resources, Leading – motivating and managing people, Controlling – monitoring and evaluating activities, Kinds of managers, Managing in different areas of the organization, Managerial roles and skills.

 

Traditional and Contemporary Issues and Challenges: Scientific management, Administrative management, The classical management perspective, The Hawthorne Studies, The Human Relations Movement.

 

The Environmental Context of Management: The external environment, The task environment, The internal environment, The organization’s culture, Environments affect.

 

The Ethical and Social Environment: Individual ethics, managerial ethics, ethics in an organizational context, managing ethical behavior, Areas of social responsibility, The government and social responsibility, Managing social responsibility.

 

Planning and Decision Making: Basic elements, process, Organizational goals, Organizational planning, Tactical planning, Operational planning, Managing goal-setting and planning processes.

 

Managing Strategy and Strategic Planning: The components of strategy, types of strategic alternatives, SWOT analysis, Formulating Business-Level Strategies, Formulating Corporate-Level Strategies.

 

Managing Decision Making and Problem Solving: Definition, types, decision-making conditions, Group and team decision making

 

The Organizing Process: Elements, designing jobs, Grouping jobs, reporting relationships, Distributing authority, coordinating activities.

 

Managing Organization Design: Bureaucratic model, Behavioral model. Matrix design, Hybrid designs.

 

Human Resource Management: compensation and benefits, labor relations, health and safety, HR planning, recruitment, Selecting, Development, Labor relations.

 

Motivation: Importance, Approaches, Content perspectives, Popular motivational strategies.

 

Leadership: Meaning, Nature of leadership, Generic approaches, Situational Approaches, Related Approaches.

 

Controlling: Elements, Types, Operational control, Financial control, Structural control, Strategic control.  

 

Grade Determination:

The student will be graded on satisfactory completion of in-class assignments, homework, quizzes/case study, presentation and exams.

Fundamentals of Management

This course designed to introduce the basic concepts, issues, and skills of strategic management as well as the challenges facing the practicing executives in formulating and implementing competitive strategies. It not only aims at providing students with an introduction to competitive strategies in organizations, it also encourages students to put these concepts and skills into practice. Through the course, students are expected to improve their skills to manage their study and organizational lives. In addition, they will be equipped with strategic management competence and understanding of managerial strategies for their future career.

 

COURSE OBJECTIVES

This course presents a thorough and systematic coverage of management theory and practice. It focuses on the basic roles, skills and functions of management, with special attention to managerial responsibility for effective and efficient achievement of goals. Special attention is given to social responsibility, managerial ethics, and the importance of motivating, leading and controlling.

Upon completion of the course, students are expected to be able to:

 

  1. understand fundamental concepts and principles of management, including the basic roles, skills, and functions of management;

  2. be knowledgeable of historical development, theoretical aspects and practice application of managerial process;

  3. be familiar with interactions between the environment, technology, human resources, and organizations in order to achieve high performance;

  4. be aware of the ethical dilemmas faced by managers and the social responsibilities of businesses.

  5. Demonstrate critical thinking when presented with managerial problems

 

The material covered will be relevant to you, regardless of your career objectives. In all likelihood, you will either be a manager or work with one in any occupation you choose. In the final analysis, we are all managers of our own lives and can benefit by studying to be better managers.

 

Recommended Text Book: Robbins, Stephen P, and Coulter, Mary. (2007) Management, 9th Edition, Prentice Hall.


Supplementary Reading List (Optional where appropriate)

  1. Griffin, Ricky W. (2013) Management, 11th Edition, South-Western Publishing Co.

  2. George, Jennifer M., & Jones, Gareth R. (2007) Contemporary Management, 5th Edition, McGraw-Hill/Irwin.

  3. Whetten, David A., & Cameron, Kim S. (2007) Developing Management Skills, 7th Edition, Pearson Prentice Hall.

 

FORM OF EVALUATION

Class Assignments and Homework:

The cases, problems, and exercises assigned are to be done completely, neatly and on time according to the more complete instructions given in class at the time of the assignments. The class work and assignments must be kept in a notebook which may be checked periodically. The notebook will serve as a cross check against instructor records.

 

Term Project Presentation:

The term project, on an approved management topic, will be due when indicated.

 

Examinations:

The examinations may consist of multiple choice, true/false, and essay questions which measure the ability to know and apply principles of good management. Other types of questions may be included. The questions will cover the lectures, class discussions, activities, exercises, and textbooks. The mid-term and final may include multiple choice questions on the test as well as application exercises.

 

STUDENT PREPARATION

Students are expected to have all lessons, papers, presentations, etc., prepared on the dates (to be announced), to come class with the required materials, to take notes, and to read the assignments by the dates due. Assignments turned in late will receive one-half grade lower than they would earn if on time.

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