Principles of Management
MG 120
School of Business and Economics
Program
Undergraduate / Cohort
Semester:
Fall 2015
Credit Hours:
3
Prerequisites (if any):
Student Resources at
Introduction to Business
http://moodle.umt.edu.pk/
BRIEF COURSE DESCRIPTION:
Simply speaking management is what managers do and this course is precisely about that! The course deals in
detail with the 4 basic management functions of planning, organizing, leading and controlling.
Special consideration has been given to highlight the applied or practical side of management rather than
theories alone. For this purpose examples from Pakistani and international context of business and management
are presented which are real life situations as I encountered in my career as a manager and a management
consultant. Another aspect which adds depth to this course is the extensive use of cases and managerial
situations so that the students acquire the skills and knowledge to encounter these issues when faced in their
work life.
This is a core course and the main objective is to arouse participants’ interest in the field of management and its
related areas. Two hundred years ago, before the industrial revolution, the concept of professional management
and managers did not exist. Today millions of people around the world are managers. These managers
coordinate and control organizational resources, lead their people into the future, and help their organizations
respond to everything from technological changes to social expectations. Management touches everyone’s daily
lives in a variety of ways: managers run the largest and smallest businesses, hospitals and schools, charities and
art organizations, government and military organizations. Even for a manager as experienced as Bill Gates
(Chairman of Micro Soft), management is a complex, challenging activity. To keep Microsoft on top, Gates
needs excellent management skills and a solid understanding of his role and responsibilities within the
company, and he needs to share his goals and his vision with everyone else in the organization.
This course starts with an examination of basic concepts of management and interrelationship between
management and organizations. Next its highlights the detail concepts of four basic functions that makes up the
management process and a look at what managers actually do during their management careers.
Sr#
1.
Course Learning Objectives
Link with Program Learning Objectives
To incorporate within the curriculum major
emphasis on the development of students'
fundamental learning skills, for example: reasoning
To provide basic and relevant knowledge about and quantitative abilities; as well as communication
and computing skills which they will need for
management in organizations
responsible leadership roles in their careers
To train the students to develop an understanding
and appreciation of the global business environment.
2.
3.
4.
To increase the students understanding of the
tools, techniques, procedures and programs.
Managers have to solve problems and make
decisions. The concept is to enlighten students so
that they can see that even with all these
resources mistakes are made.
To prepare students to take up careers in Marketing,
Finance, Information Systems, Entrepreneurship,
Management, International Business and Supply
Chain Management in leading organizations
To illustrate that managers in an organization use
principles, ideas, approaches and techniques from
many different disciplines to make the best
decision possible.
To meet the demand of corporate world for
managers who are equipped with business
knowledge and are able to cope with constantly
rising business needs
To improve the participant’s awareness that
single perfect answer to organizational problems
does not exit. Thus an approach that considers the
interaction of environment, the people and the
situations is more meaningful in studying the
subject.
To meet the demand of corporate world for
managers who are equipped with business
knowledge and are able to cope with constantly
rising business needs.
RECOMMENDED TEXT:
 Management by Stephen P. Robbins & Mary Coulter, 9th Edition, Prentice Hall
 Understanding Management by Richard L. Daft & Dorothy Marcic, 7th edition. Thomson South
Western.
 Management by Danny Samson & Richard L. Daft, Thomson Learning
SUPPLEMENTARY TEXT:
o Management by Drucker, Peter F, & Maciariello, Joseph A. Revised Edition 2008.
o The primary source of reference for supplementary material will be the WWW.
o Course Handouts (CAN BE DOWNLOADED FROM THE LINK PROVIDED)
WEB LINKS:
Moodle and other links will be updated with the start of new semester.
Classroom Behavior:
Regularity and punctuality will be very strictly observed. You have an allowance of only six absences (Out of
30 sessions) three absences (out of 15 sessions). This includes the leaves that are approved from your Batch
Advisor. In case you are absent in six classes, you will get an ‘F’ in the course. Regarding punctuality, you will
be marked present only if you arrive in the class within five minutes of the scheduled time. Any absents during
the presentation sessions will result in deduction of 1 point each from the class participation marks. This means
that the class participation marks can go into the negative as well. If your group is making a presentation and
you are not there, you get a zero. If you miss a Quiz you get zero in that Quiz. You will lose 5 points if you
deliver your assignment / report after the given date. The chapters and other material included in the Mid-term
and final Exam will be discussed one week prior to its commencement respectively.
Participant Responsibilities:
Class Participation:
Positive, healthy and constructive class participation will be monitored for each class. Particular emphasis will
be given during the presentation sessions. The manner in which the question is asked or answered will also be
noted. Your behaviour, as business executives in the class will contribute to the class participation marks.
Honesty Policy:
A student found in cheating (plagiarism) on any exam/ assignment/ project, his/her case will be referred to
Unfair Means Committee (UFM) that may result in no credit (i.e. no grade) for that exam/ assignment/ project.
A deduction from the sessional marks and financial penalties are other possibilities as decided by the
committee.
Plagiarism:
It is defined in dictionaries as "the wrongful appropriation, close imitation, or purloining (stealing) and
publication, of another author's language, thoughts, ideas, or expressions, and the representation of them as
one's own original work.
ASSESSMENT CRITERIA:
Mid-Term
Final exam
Class Participation
Case Study
Project & Presentation
Quizzes
Assignments
Total
25%
30%
5%
5%
15%
10%
10%
100%
Calendar of Activities
Sr #
1
2
3
4
5
Topics to be
covered in the
course
Introduction to
Management
and
Organization
Management
History
The
Environment
and Corporate
Culture
Managers as
Decision
Makers
Foundations of
Planning
Learning objective of this topic
Classify managerial and non-managerial employees.
Define management. Describe the functions, roles and
skills of managers and how the manager’s job is changing.
Describe the characteristics of an organization. Explain
the value of studying management.
Describe the historical background of management.
Explain various theories in the classical approach.
Describe the quantitative approach. Discuss the
development and uses of the behavioral approach. Explain
various theories in the contemporary approach
Describe the general and tasks environment and the
dimensions of each.
Explain the strategies managers use to help organizations
adapt to an uncertain environment.
Define corporate culture and give organizational
examples.
Explain organizational symbols, stories, heroes, slogans
and ceremonies and their relationships to corporate
culture.
Describe how corporate culture relates to the
environment.
Define the cultural leader and explain the tools a cultural
leader uses to change corporate culture.
Explain why decision making is an important component
of good management
Describe the eight steps in the decision-making process.
Explain the three ways manager’s make decisions.
Classify decision’s and decision-making conditions.
Describe different decision-making styles and discuss
how biases affect decision-making. Identify affective
decision-making techniques.
Define the nature and purpose of planning. Classify the
types of goals organization might have and the plans they
use. Compare and contrast approaches
Teaching
methods
Ice breaking
Video Clip
Discussion
Lecture as
well as class
discussions
Advance case
for next class
Lecture
Group
Discussion
Lecture
Group
Discussion
Case study
Lecture
Group
Discussion
Advance
Case for next
class
Assess
ment
criteria
Quiz 1
Quiz 1
Quiz 2
Assignm
ent
Case
Analysis
Quiz 2
Assignme
nt
Case
Analysis
Quiz 3
6
7
Strategy
Formulation &
Implementation
Organizational
Structure &
Design
10
11
12
13
14
15
Describe six key elements in organizational design.
Identify the contingency factors that favor either the
mechanistic model of the organic model of organizational
design. Compare and contrast traditional and
contemporary organizational designs.
Case
Analysis
Lecture
Case Study
Lecture
Situational
Analysis
Assignme
nt:
Quiz 3
Mid
Term
Exam
along
with all
course
taught
Mid-Term Examination
8
9
Define strategic management and explain why Chapter: 8,
Management by Robbins 9th edition Pearson Education it’s important.
Explain what managers do during the six steps of the
strategic management process. Describe the three types of
corporate strategies. Describe competitive advantage and
the strategies organization use to get it. Discuss current
strategic management issues.
Managing
Human
Resources &
Diversity
Managing
Change &
Innovation
Motivating
Employees
Leadership
Theories
Define the nature and functions of communication.
Compare and contrast methods of interpersonal
communication. Identify barriers to effective
interpersonal communication and how to
overcome them. Explain how communication can
flow most effectively in organizations. Describe
how technology affects managerial
communication.
Compare and contrast views on the change
process. Classify types of organizational change.
Explain how to manage resistance to change.
Describe techniques fore stimulating innovation.
Define motivation. Compare and contrast early
theories of motivation. Compare and contrast
contemporary theories of motivation. Discuss
current issues in motivation.
Define leader and leadership. Compare and
contrast early theories of leadership. Describe the
three major contingency theories of leadership.
Describe modern views of leadership.
Fondations of
Control
Explain the nature and importance of control.
Describe the three steps in the control process.
Explain how organizational performance is
measured. Describe tools used to measure
organizational performance.
Presentations
Students will work in groups demonstrating
knowledge using their presentation skills.
Presentations
Lecture
Situational
Analysis
Advance
case.
Video clip
Discuss
reading and
various
applications
Lecture
Discuss
reading
Video clip
Lecture
Case
Examples
and Real life
situations
Advance
Case study
Lecture
Discuss
reading and
various
applications
Case Discussion
Quiz 4
Case Analysis
Assignment: Quiz 4
Quiz 5
Case study
Situational analysis
Quiz 5
Case Analysis
Assignment:
Quiz 6