[mg-en-lectures] [00] course presentation

8/10/2019 [MG-En-lectures] [00] Course Presentation

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Dan Lungescu, PhD, assistant professor

Irina Salan , PhD, assistant professor2014-2015

Management

Course presentation


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Topics

A. Course overview

B. Course outline

C. Weekly lectures

D. Course method

E. Course assessment

F. Readings


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organizations activity

job job job job job job job job



A. Course overview

Topics A. Course overview


jobs handler

jobs handler

jobs handler

jobs handler

overall jobs handler


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Course overview (2)What is doing the most

important person in this picture?What is her job?

How is she doing her job?What skills does she need to

prove in performing her job?What knowledge must shemaster?What methods and techniquesdoes she use?

Topics A. Course overview (2)


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Course overview (3)

Topics A. Course overview (3)

1 2

4 3


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Learning objectives

After studying this discipline, you should:Understand fundamental concepts and principles ofmanagement.Be knowledgeable of historical development , theoreticalaspects and practice application of managerial process.

Be familiar with interactions between the environment ,technology , human resources and organizations in order toachieve performance.Be aware of the major challenges faced by managers.Recognize the importance of planning and be familiar withplanning methods and techniques, including rationaldecision-making and creativity techniques.Understand the basic elements of organizing : chain ofcommand, coordination, organization chart and others.

Topics A. Course overview Learning objectives


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Learning objectives (2)

Outline the major approaches to job design .Understand motivation : why individuals are doingsomething and how a manager could provide them withreasons to do their jobs.

Understand how a leader should behave in order to getfollowed by subordinates.Recognize the importance of different communicationskills and assess the usefulness of centralized anddecentralized group communication networks.

Understand the different types of controlling and the mostimportant control techniques.

Understand the importance of information and howinformation systems help managing information.

Topics A. Course overview Learning objectives (2)


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Prerequisites

Topics A. Course overview Prerequisites

There are no other disciplines imperatively required for learningmanagement. Anyway, knowledge provided by other disciplinesmay help understanding easier and better some specific topics.

None

Organization design implies grouping activities according to theirnature/content. So you should have an idea about the meaning of such activities: marketing, accounting, finance, production etc.

General knowledge about business

Decision-making models point to the future events, so many rellyon the concept of probability. Probability will be taught atmathematics, in the first semester.

Mathematics/statistics


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Whats next?

Topics A. Course overview Whats next?

Other issuesin management

Managementin specificindustries

Managingspecific typesof companies

Specificmanagement

activities

I II

IV III


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I. Specific management activities

Topics A. Course overview Whats next? I. Specific management activities

Ethics: moral judgment used when running a business.SR: helping protecting and improving the welfare of society.

Ethics & social responsibility

Formulating and implementing large-scale action plans.

Strategy | Strategic management

Handling the process of organizational transformation.

Change management

Managing the research and development of new products.

Innovation management

Organizing employees: planning, staffing, compensating etc.

Human resource management (HRM)


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Specific management activities (2)

Topics A. Course overview Whats next? I. Specific management activities (2)

Providing employees with reasons and incentives to do their job.

Motivation and compensation

Influencing humans in order to help achieving organizational goals.

Leadership in organizations

Handling the mutual opposition between two or more parties.Conflict management

Management of production process (converting inputs into goods).

Operations management

Logistics: moving physical resources where they are required.SCM: managing the entire process from raw material to final sale.

Logistics | Supply chain management


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II. Managing specific types of companies

Topics A. Course overview Whats next? II. Managing specific types of companies

Entrepreneurship: the creation of a new enterprise.SBM: management of small familly companies.

Entrepreneurship | Small business management

Conducting activities across national boundaries.

International management


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III. Management in specific industries

Topics A. Course overview Whats next? III. Management in specific industries

Management in services

Management in commerce and tourism

Management in tourism

Hotel management

Management in agriculture

Management of non-profit organizations


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IV. Other issues in management

Topics A. Course overview Whats next? IV. Other issues in management

National models of management in US, Japan, EU etc.This implies the study of national cultures.

Comparative management

The study of human behavior within an organizational setting.This is not focused on management but on employee psychology.

Organizational behavior

Managing resources to bring about the successful completion of aproject (collaborative enterprise set to achieve a particular aim).

Project management

Using computer to play different roles in management actions.This is a mirror of what youll be able to do as a real manager.

Managerial simulations


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B. Course outline

Topics B. Course outline

Part I: Introduction

Part II: Planning

Part III: Organizing

Part IV: Leading

Part V: Controlling

Management


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Part I outline

Topics B. Course outline Part I outline

Part I: Introduction

Ch. 1. Managers job

Ch. 2. The evolution of management

Ch. 3. Organizational environments

Ch. 4. Social responsibility and ethics

Management


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Part II outline

Topics B. Course outline Part II outline

Part II: Planning

Management

Ch. 5. Organizational goals and plans

Ch. 6. Strategic management

Ch. 7. Decision making

Ch. 8. Managing innovation and change


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Part III outline

Topics B. Course outline Part III outline

Part III: Organizing

Management

Ch. 9. Organizational structure

Ch. 10. Organization design

Ch. 11. Human resource management


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Part IV outline

Topics B. Course outline Part IV outline

Part IV: Leading

Management

Ch. 12. Motivation

Ch. 13. Leadership

Ch. 14. Communication

Ch. 15. Managing groups


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Part V outline

Topics B. Course outline Part V outline

Part V: Controlling

Management

Ch. 16. Organizational control

Ch. 17. Control methods

Ch. 18. Operations management

Ch. 19. Information systems


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C. Weekly lectures

Topics C. Weekly lectures

Week SeminarChapter Course lecture

Administrative class1 Course presentation

Managers job[case study]2 1 Managers job.

Theories X and Y[debate]

3 2The evolution of

management

Ethics[case study]4 3-4

Environments.SR and ethics

Next seminar class: 15 minutes multiple choice test, chapters 1 -4


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Weekly lectures (2)

Topics C. Weekly lectures (2)


SWOT analysis[application exercise]

5 5-6Goals and plans.

Strategic management

Logical fallacies,

biases, and heuristicsthat may affect DM

[presentation +exercises]

6 7-8Decision making (DM).Innovation and change

7 9 Organizational structure

Individual decisionmaking [AE]8 10-11

Organization design.HRM



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Weekly lectures (3)



Group decisionmaking [AE]

9 12 Motivation

Brainstorming [AE].Change management10 13 Leadership

Motivation: needtheories [discussion]

11 14 Communication

Motivation: processtheories [discussion]12 15 Managing groups



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Weekly lectures (4)



Leadership

[case study]13 16-17

Organizational control.

Control methodsCommunication [CS]

Recapitulation14 18-19

Operations management.Information systems

No multiple choice test related to chapters 16 -19


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D. Course method

The course consists of:Lectures on different topics in management.Class discussions and debates on assigned topics.

Case studies and application exercises.

Homework.

Texts required:Lecture presentations (pdf files on blackboard).

Case study papers (pdf files on blackboard).Books available in the library.

eBooks (on demand).

Topics D. Course method


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Students

Students are expected to:

Attend all classes.

Participate actively in discussions, asking clarifying

questions.Complete exercises in a timely fashion.

Read text assignments and identify topics that needclarification.

Raise questions to ensure thorough understanding andability to use the information in contexts outside theclassroom.

Topics D. Course method Students


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E. Course assessment

Topics E. Course assessment

Ex officio

1 pointClasspartici pation

1 point

Portfolio(tasks + HA)

2.5 points

Part-timeexaminations

1.5 points

Finalexamination

4.0 points


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Policy on class participationAttendance, attitude, and preparation are important.

The right attitude means:desire and willingness to study and learn;preparation as directed and putting forth effort;being ready to answer questions when called upon;

volunteering answer to questions or asking questions;actively listening to the instructor and other classmembers.

Carrying too many units, working too many hours, etc., willnot be given much consideration in the determination ofthe final grade ( symptoms of poor time management).Bonus Incentive Points (BIPs) may be earned to improvepoor test grades, make up for unavoidable absences, etc.,or merely to raise the final grade received.

Topics E. Course assessment Policy on class participation


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Class attendance

Absences (A) and tardies (T) will negatively affect grades.

Make-up exams are exceptions, and only given on thebasis of instructor/student agreement for significant andcompelling reasons.

The total number of A/T, regardless of the reason, affectsthe available best final grade as shown below (2T=1A):

5-7 As 98-10 As 8

11+ As 7.Memorandums to the instructor explaining necessaryabsences can mitigate their effect.BIPs can help offset the impact of absences.

Topics E. Course assessment Policy on class participation Class attendance


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F. Readings

1. Bartol , K. M., & Martin , D. C. (1994). Management (2nded.). McGraw-Hill.

2. Brtianu , C., Mndruleanu , A., Vasilache , S., & Dumitru , I.

(2011). Business management . Bucureti : EdituraUniversitar .

3. Brtianu , C., Vasilache , S., & Jianu , I. (2006). Businessmanagement . Bucureti : Editura ASE.

4. Griffin, R. W. (1990). Management (3rd ed.). HoughtonMifflin Company.

Topics F. Readings


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Readings: e-books

1. Boddy , D. (2008). Management: An introduction (4th ed.).

Prentice Hall.2. Certo , S. C., & Certo , S. T. (2012). Modern management:

Concepts and skills (12th ed.). Prentice Hall.3. Daft , R. L. (2008). Management (8th ed.). Thomson.

4. Daft , R. L., & Marcic , D. (2009). Understandingmanagement (6th ed.). South-Western, CengageLearning.

5. DuBrin , A. J. (2010). Essentials of management (9th ed.).South-Western.

6. Gomez-Mejia , L. R., & Balkin, D. B. (2012). Management:People / performance / change . Prentice Hall.

7. Hill, C. W., & McShane , S. L. (2008). Principles ofmanagement . McGraw-Hill.

Topics F. Readings : e-books


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Readings: e-books (2)

8. Hitt , M., Black, J. S., & Porter , L. W. (2012). Management

(3rd ed.). Prentice Hall.9. Jones , G. R. (2003). Organizational theory, design, and

change: Text and cases (4 ed.). Pearson.10. Kinicki, A., & Williams , B. K. (2010). Management: A

practical introduction (5th ed.). McGraw-Hill.11. Lewis, P. S., et al. (2007). Management: Challenges for

tomorrow's leaders (5th ed.). Thomson.12. Robbins , S. P., & Coulter , M. (2012). Management (11th

ed.). Prentice Hall.13. Schermerhorn , J. R. (2012). Exploring management (3rd

ed.). Wiley.14. Williams , C. (2011). Management (6th ed.). Cengage

Learning.

Topics F. Readings : e-books (2)


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Readings: books in Romanian

1. Popa , M. & Lungescu , D. & Salan , I. (2013).Management. Concepte, tehnici, abiliti . Cluj-Napoca:Presa Universitar Clujean.

T i F R di B k i R i

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