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Regular version of the site
Bachelor 2018/2019

Management

Area of studies: Management
When: 1 year, 1, 2 module
Mode of studies: Full time
Language: English
ECTS credits: 6

Course Syllabus

Abstract

This course is designed to provide students a broad overview of the subject of management. Topics include management theory and history; the changing business environment; elements of strategic planning and human resource management; leadership; decision-making; conflict management; motivation; communication as well as social responsibility, innovation, and diversity. Students will also examine behavioral, political, and organizational dynamics of managerial practice and the challenging roles of managers at different levels (i.e., line managers, mid-level managers, top managers/executives) of organizations. The course combines lectures and interactive seminars to promote student critical thinking and problem-solving skills. The course assignments are based on current literature in management and on-line resources and include individual and group work.
Learning Objectives

Learning Objectives

  • The goal of this course is to expose students to the theories and principles that are important for successful management of organizations.
Expected Learning Outcomes

Expected Learning Outcomes

  • identify roles, functions, levels, skills of managers; identify levels of management; describe managerial functions at each level; explain the process of one's transition to management
  • Explain the concept of the division of labor Describe impact of industrial revolution on the development of management practice and thought Name major approaches to management theory Name main theories their authors Explain each theory Provide an example to illustrate each theory Identify pros and cons of each theory
  • Provide definitions for goals, plans, planning, strategy; Explain how goals, plans, planning, strategy is/are used in organizations; Differentiate among different types of plans; Differentiate among different types of goals; Explain SMART technique;
  • Differentiate between an organization and organizing Explain the purpose of organization structure Analyze an organizational chart to explain the company’s structure Define and discuss all key elements of organization design Reflect on one’s ability to delegate
  • Define human resource management Explain how managers at all levels and HR function work together to manage employee Explain purpose, structure of HR department Analyze how internal and external factors affect HR planning Differentiate between recruitment and selection Identify and discuss sources of recruitment
  • Define a leader and leadership Explain the difference between roles of a leader and a manager Explain main leadership theories Analyze an organizational situation from a leadership theory perspective Reflect on one’s own leadership style Explain sources of a leader’s power
  • Explain how managers and organizations could motivate employees Differentiate between types of motivation Explain each main motivation theory Analyze an organizational situation from a perspective of a motivation theory Use communication channels to manage employees/group members Create solutions to minimize or eliminate barriers to effective communication in the workplace Explain causes of conflict Create solutions minimize or eliminate conflicts in the workplace
  • Explain how organizations go international Provide main characteristics of each globalization phase of a corporation Explain the EPG model Reflect on one’s own attitude towards managing employees in a global company Use examples of companies to explain basics of cross-cultural management
Course Contents

Course Contents

  • Introduction: The Nature and Functions of Management
    Definitions, roles, functions, skills of managers; levels of management; transition to management
  • Development of Management Thought
    Division of labor (Adam Smith); impact of industrial revolution on the development of management practice and thought; major approaches to management theory: Classical (Scientific management and General administrative theory), humanistic (Human relations and human resources perspective); and contemporary (Systems theory, Learning organization, Contingency view, TQM)
  • Strategic Management
    goals, plans, planning; types of goals; SMART; types of plans; strategic planning; competitive advantage; core competence; synergy; value; strategic management; SWOT analysis
  • Organization, structure, culture
    organization and organizing; organization structure and organization chart; elements of organization design (work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization); contingency factors that affect structural choice; organizational culture; three levels of culture (Edgar Schein)
  • Understanding and Managing Individuals and Teams
    human resource management; HR department function, structure; HR planning; employee recruitment and selection; training and development; performance management; total compensation
  • Leadership
    Leaders and leadership; leadership and management; leadership theories; power and influence
  • Communication, Motivation, and Conflict Management
    intrinsic motivation and extrinsic motivation; Motivation theories (Needs (content) theories: Maslow’s Hierarchy of Needs Theory; Alderfer’s ERG Theory; Process/ cognitive theory: Vroom’s Expectancy Theory; Latham and Locke’s Goal Theory; Instrumentality theory; Hull’s Reinforcement Theory; McGregor’s Theory X and Theory Y; Herzberg’s Two-factor Theory); communication; functions, types, and channels of communication; hierarchy of channel richness; barriers to communication; direction of communication flow; conflict; causes of conflicts; different views on conflict; conflicts and group performance; approaches to handling conflicts
  • Managing in the Global Environment: Ethics, Social Responsibility, Innovation, and Diversity
    Internationalization/globalization phases of a corporation (domestic, international, multinational, global); how organizations go international; The EPG Model; global mindset; cultural intelligence; cross-cultural management; careers of global managers; managing workplace diversity; ethics and corporate social responsibility when managing in the global environment; managing innovation and creativity
Assessment Elements

Assessment Elements

  • non-blocking Homework
    Homework includes a variety of individual and group assignments given to complete at home. Homework will be checked in class during seminars. Homework is graded in accordance with criteria provided below. Instructors might provide additional criteria for some assignments
  • non-blocking Profile
    A Profile of a Manager is an activity that provides students an opportunity to learn about everyday tasks and main functions of a manager. The assignment has two parts. Part One (individual) - An Interview with a Manager Each student chooses to interview either a line manager, a mid-level manager, or a top manager. The interviewee must have at least 1 year of managerial experience at the chosen level. Students are not allowed to interview members of their immediate family (e.g., mom, dad, sister). However, students can “swap relatives” with each other (e.g., Anna interviews Nick’s mom and Nick interviews Anna’s dad). The interview should be 15-20-minute long via phone, skype, or face-to-face (preferred). Considering the cultural and linguistic diversity of the class, the interview can be conducted in any language and with managers in any organization or country. During the interview, each student has to ask questions about the manager’s (1) main functions, (2) everyday tasks, (3) main challenges, (4) necessary skills, competencies, knowledge base, (5) and piece of advice for a manager-to-be. In addition, each student has to provide the following information about the interviewee: Name, job title, organization (department/division, if applicable), industry, the number of people under the supervision, and length of work experience in general and in this position in particular. Interviewee name and organization will not be reported to class; only the instructor knows this information. All students will have 2 weeks to complete this part of the assignment. Students must summarize and type up the answers in English in MS Word. This document has to be organized well for easy navigation of the instructor. (The instructor should be able to clearly see which part of the text refers to skills and which part refers to functions). Each student must print this document and bring this document to class when it is due. The instructor will check this document. Students who do not complete part One but join a group to complete part Two will be eligible to receive 1/2 grade for this assignment. In other words, completion of Part One is a pre-requisite to Part Two. Part Two (group) - A Composite Profile Students develop a composite profile of a manager at the chosen level. Two groups create a profile for a line-manger, two more for a mid-level manager, and the remaining two - for the top manager. Students will have one week to develop the profile at home to present it to the class. Profiles of each two groups (pairs) will be compared and evaluated by the remaining four groups and the instructor.
  • non-blocking Video
    A Student Created Video provides students an opportunity to demonstrate their understanding of a concept related to management. Students will work in groups of 4-5 people to study a concept and present this concept to the class by creating a 4-8 minute video. The list of concepts will be provided by the instructor. Students will be responsible for finding materials to learn about the concept. The videos will be shown during seminars. In addition to the video, students will have to provide to the instructor a handout that has (1) a summary of the concept presented in the video and (2) a list of sources cited in the video. If the handout is complete, it will be forwarded to other students in the group. If the handout is incomplete or missing, the instructor will lower the grade for the assignment. Members of each group receive the same grade for this assignment. If the video is successful, the students will be asked to forward the video to other students. Students are responsible for making sure that the video is compatible with the computer in the room. Students are encouraged to test this compatibility at least a week before the due date. If they experience technical problems that could have been avoided on the due day, the instructor will lower their grade for the assignment.
  • non-blocking Quizze 1
    These are two multiple-choice, yes/no, and fill in the blanks type of quizzes. They are given in a written format during seminars. Each quiz consists of 10 questions. Students will have 5 minutes to complete the quiz. During each quiz, students are not allowed to (1) use their cell phones or any other materials, (2) leave the classroom and come back, and (3) share answers with other groups.
  • non-blocking Quizze 2
    These are two multiple-choice, yes/no, and fill in the blanks type of quizzes. They are given in a written format during seminars. Each quiz consists of 10 questions. Students will have 5 minutes to complete the quiz. During each quiz, students are not allowed to (1) use their cell phones or any other materials, (2) leave the classroom and come back, and (3) share answers with other groups.
  • non-blocking Exam
    This is a multiple-choice, yes/no, and fill in the blanks type of exam given in a written format during the finals week. The exam consists of 30 questions and lasts 30 minutes.
Interim Assessment

Interim Assessment

  • Interim assessment (2 module)
    0.3 * Exam + 0.28 * Homework + 0.14 * Profile + 0.07 * Quizze 1 + 0.07 * Quizze 2 + 0.14 * Video
Bibliography

Bibliography

Recommended Core Bibliography

  • Cleland, D. I., & Ireland, L. R. (2002). Project Management : Strategic Design and Implementation (Vol. 4th ed). New York: McGraw-Hill Professional. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=199621
  • R.L. Daft, Dr. Ir. M. Aksit, & Ir. B. Tekinerdogan. (2002). Management. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.B0BA2B73

Recommended Additional Bibliography

  • Cohen, W. A., & Drucker, P. F. (2008). A Class with Drucker : The Lost Lessons of the World’s Greatest Management Teacher. New York: AMACOM. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=211004
  • Culture, leadership, and organizations : the GLOBE study of 62 societies / ed. by Robert J. House . (2004). Thousand Oaks, Calif. [u.a.]: Sage Publications. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.111320100
  • Management History Lamond, David Emerald Publishing Limited 2005 ISBN: ISBN number:9781845448721, ISBN number:9781845448738 SERIES: Management Decision
  • Osborne, C. (2015). Leadership (Vol. [New edition]). New York, NY: DK. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=979505