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Regular version of the site
Bachelor 2021/2022

Management

Type: Compulsory course (Urban Planning)
Area of studies: Urban Planning
Delivered by: Vysokovsky Graduate School of Urbanism
When: 3 year, 1, 2 module
Mode of studies: distance learning
Open to: students of one campus
Instructors: Natalya I. Guseva, Marina Predvoditeleva, Olesia Trubnikova
Language: English
ECTS credits: 4
Contact hours: 36

Course Syllabus

Abstract

This course is about management and managers. Management is about people. Managers manage people and are the one thing that all organizations—no matter the size, kind, or location—need. The world is changing, and will continue to change. The dynamic nature of today’s organizations means both rewards and challenges for the individuals who will be managing those organizations. Being a manager is all about—the problems these real managers have faced and how they have resolved those problems. The course includes a wide variety of useful learning experiences both in-class projects and online course assignments. The program is designed for teachers leading this discipline, teaching assistants and students of 07.03.04 Urban Planning Bachelor's degree.
Learning Objectives

Learning Objectives

  • The aim of the course is to provide participants with the necessary theoretical knowledge, practical skills and competencies needed to manage employees in organisations.
Expected Learning Outcomes

Expected Learning Outcomes

  • Be able to: analyse communication processes in the organisation and develop proposals to improve their effectiveness.
  • Be able to: apply different leadership frameworks in your own leadership roles.
  • Be able to: develop initiatives to motivate and stimulate the organisation's employees.
  • Be able to: diagnose organisational culture, identify its strengths and weaknesses, develop proposals for its improvement.
  • Be able to: identify the sources of organizational culture.
  • Be able to: organise teamwork to solve management problems.
  • Be able to: recognize ethical components to managerial decisions, including common ethical decision-making traps.
  • Be able to: set goals and formulate tasks related to the implementation of professional functions.
  • Know how to apply common models of organizational change.
  • Know: basic theories and concepts of human interaction in organisations, including communication processes.
  • Know: basic theories and concepts of human interaction in organisations, including motivational processes.
  • Know: Current trends in management.
  • Know: how to formulate and implement strategies at the business unit level.
  • Know: modern techniques for effectively influencing individual and group behaviour in an organisation.
  • Know: principles of goal-setting, types and methods of organisational planning; types of organisational structures, their main parameters and principles of their design.
  • Know: the basic stages in the formation of management as a science and profession.
  • Know: the different ways that leadership has been studied over time.
  • Know: the roles, functions and tasks of the manager in a modern organisation.
  • Know: types of managerial decisions and methods of decision-making; basic theories and concepts of human interaction in organisations, including decision-making processes.
  • Know: types of organisational culture and how to build it.
  • Understand ways to more effectively use power as a manager.
Course Contents

Course Contents

  • Introduction to Management. Evolution of Management concepts.
  • What is an organisation?
  • Power and organizational change.
  • Managing organizational culture.
  • Managers and Communications / Negotiations.
  • Decision-making and ethics.
  • Leadership in organizations.
  • Motivating Employees.
  • Understanding management context. Foundation of Planning and Strategic Management.
Assessment Elements

Assessment Elements

  • non-blocking Work in seminars, participation in discussions
    Deadlines: Students must clearly adhere to the deadlines for submitting their work. Failure to meet them will affect the grade awarded for the assignment: - 1 - 3 days overdue: 20% drop; - 4 to 5 days late: 30% drop; - 6 to 7 days late: 40% drop; - Delay of more than 7 days: 50% reduction.
  • non-blocking Team project
    Team project “Study of modern management trends and managerial practices in Russian and international companies doing business in Russia”. Deadlines: Students must clearly adhere to the deadlines for submitting their work. Failure to meet them will affect the grade awarded for the assignment: - 1 - 3 days overdue: 20% drop; - 4 to 5 days late: 30% drop; - 6 to 7 days late: 40% drop; - Delay of more than 7 days: 50% reduction.
  • non-blocking Online course "Managing the organization" (from Coursera)
    Details of the grading and content of the online course can be found here: https://www.coursera.org/learn/managing-organization/
  • blocking Exam
    Current and Exam course grades are rounded to decimals. The final grade for the course is rounded to a whole number.
Interim Assessment

Interim Assessment

  • 2021/2022 2nd module
    0.4 * Exam + 0.2 * Team project + 0.3 * Online course "Managing the organization" (from Coursera) + 0.1 * Work in seminars, participation in discussions
Bibliography

Bibliography

Recommended Core Bibliography

  • Robbins, S. P., & Coulter, M. K. (2018). Management, Global Edition: Vol. 14E [edition]. Pearson.

Recommended Additional Bibliography

  • Bazerman, M. H., & Tenbrunsel, A. E. (2011). Ethical Breakdowns. Harvard Business Review, 89(4), 58–65.
  • Beshears, J., & Gino, F. (2015). Leaders as Decision Architects. (cover story). Harvard Business Review, 93(5), 51–62.
  • CHRISTENSEN, C. M. (2010). How Will You Measure Your Life? Harvard Business Review, 88(7/8), 46–51.
  • Cohen, A. R., & Bradford, D. L. (1989). Influence Without Authority: The Use of Alliances, Reciprocity, And Exchange To Accomplish Work. Organizational Dynamics, 17(3), 5–17. https://doi.org/10.1016/0090-2616(89)90033-8
  • Collins, J. (2005). Level 5 Leadership: The Triumph of Humility and Fierce Resolve. (cover story). Harvard Business Review, 83(7/8), 136–146.
  • Collins, J. C., & Porras, J. I. (1995). Building a Visionary Company. California Management Review, 37(2), 80–100. https://doi.org/10.2307/41165790
  • Gentile, M. C. (2010). Keeping Your Colleagues Honest. Harvard Business Review, 88(3), 114–117.
  • GROYSBERG, B., LEE, J., PRICE, J., & CHENG, J. Y.-J. (2018). The Leader’s Guide to Corporate Culture. (cover story). Harvard Business Review, 96(1), 44–52.
  • Kahneman, D. (2012). Thinking, Fast and Slow. Contenido, (585), 143. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=asn&AN=73880857
  • Kotter, J. P. (2007). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 85(1), 96–103.
  • Kotter, J. P., & Schlesinger, L. A. (2008). Choosing Strategies for Change. Harvard Business Review, 86(7/8), 130–139.
  • Pfeffer, J. (2010). Power Play. Harvard Business Review, 88(7/8), 84–92.