University of the Commonwealth Caribbean MGT204 Teaching Plan Fall 2024 PDF

**UNIVERSITY OF THE COMMONWEALTH CARIBBEAN** **SCHOOL OF BUSINESS & MANAGEMENT** **DEPARTMENT OF BUSINESS ADMINISTRATION** **TEACHING PLAN (FALL 2024)** **COURSE TITLE: INTRODUCTION TO SUPERVISORY MANAGEMENT** **COURSECODE: MGT204** **YEAR: Fall 2024** **TOTAL HOURS: 45** **PRE-REQUISITE: NO...

**UNIVERSITY OF THE COMMONWEALTH CARIBBEAN** **SCHOOL OF BUSINESS & MANAGEMENT** **DEPARTMENT OF BUSINESS ADMINISTRATION** **TEACHING PLAN (FALL 2024)** **COURSE TITLE: INTRODUCTION TO SUPERVISORY MANAGEMENT** **COURSECODE: MGT204** **YEAR: Fall 2024** **TOTAL HOURS: 45** **PRE-REQUISITE: NONE** +-----------------+-----------------+-----------------+-----------------+ | Weeks | Units | Learning | | | | | Objectives | | +=================+=================+=================+=================+ | Week 1 | Unit 1 | **[Basic | | | | | Management & | | | | | Supervision (9 | | | | | hours)]{.underl | | | | | ine}** | | | | | | | | | | - Functions | | | | | of | | | | | Management | | | | | - | | | | | Planning, | | | | | Organizing, | | | | | Influencing | | | | | and | | | | | Controlling | | | | | | | | | | - Overview - | | | | | Management | | | | | Theories | | | | | and Their | | | | | Role in | | | | | Contemporar | | | | | y | | | | | Management | | | | | Practices | | | | | | | | | | - Communicati | | | | | on | | | | | Theories | | | | | and | | | | | Process/Bar | | | | | riers | | | | | to | | | | | Effective | | | | | Communicati | | | | | on | | | | | | | | | | - Participati | | | | | on | | | | | in Talent | | | | | Selection | | | | | for the | | | | | Organizatio | | | | | n | | | | | | | | | | - Management/ | | | | | Subordinate | | | | | Communicati | | | | | on | | | | | Process | | | | | (formal/inf | | | | | ormal) | | | | | | | | | | - Barriers | | | | | and | | | | | Overcoming | | | | | Barriers to | | | | | Communicati | | | | | on | | | | | in | | | | | Interperson | | | | | al | | | | | Relationshi | | | | | ps | | | | | | | | | | - Response | | | | | styles in | | | | | Communicati | | | | | ng | | | | | with Other | | | | | Managers | | | | | and | | | | | Subordinate | | | | | s | | | | | | | | | | - Reports/Ema | | | | | il | | | | | Etiquette | | | | | in Business | | | | | Communicati | | | | | on | | +-----------------+-----------------+-----------------+-----------------+ | | | **[Basic | | | | | Management & | | | | | Supervision]{.u | | | | | nderline}** | | | | | | | | | | - Functions | | | | | of | | | | | Management | | | | | - | | | | | Planning, | | | | | Organizing, | | | | | Influencing | | | | | and | | | | | Controlling | | | | | | | | | | - Overview - | | | | | Management | | | | | Theories | | | | | and Their | | | | | Role in | | | | | Contemporar | | | | | y | | | | | Management | | | | | Practices | | | | | | | | | | - Communicati | | | | | on | | | | | Theories | | | | | and | | | | | Process/Bar | | | | | riers | | | | | to | | | | | Effective | | | | | Communicati | | | | | on | | | | | | | | | | - Participati | | | | | on | | | | | in Talent | | | | | Selection | | | | | for the | | | | | Organizatio | | | | | n | | | | | | | | | | - Management/ | | | | | Subordinate | | | | | Communicati | | | | | on | | | | | Process | | | | | (formal/inf | | | | | ormal) | | | | | | | | | | - Barriers | | | | | and | | | | | Overcoming | | | | | Barriers to | | | | | Communicati | | | | | on | | | | | in | | | | | Interperson | | | | | al | | | | | Relationshi | | | | | ps | | | | | | | | | | - Response | | | | | styles in | | | | | Communicati | | | | | ng | | | | | with Other | | | | | Managers | | | | | and | | | | | Subordinate | | | | | s | | | | | | | | | | - Reports/Ema | | | | | il | | | | | Etiquette | | | | | in Business | | | | | Communicati | | | | | on | | +-----------------+-----------------+-----------------+-----------------+ | | | | | +-----------------+-----------------+-----------------+-----------------+ | | | **[Transition | | | | | from | | | | | Subordinate to | | | | | Supervisor (3 | | | | | hours)]{.underl | | | | | ine}** | | | | | | | | | | - Functions | | | | | and | | | | | Responsibil | | | | | ities | | | | | of the | | | | | Supervisor | | | | | | | | | | - Traits of | | | | | an | | | | | Effective | | | | | Supervisor | | | | | | | | | | - Relationshi | | | | | ps | | | | | between | | | | | Peers and | | | | | Supervisors | | | | | | | | | | - Ethical | | | | | Behaviour | | +-----------------+-----------------+-----------------+-----------------+ | | | **[Employee | | | | | Motivation and | | | | | Morale (12 | | | | | hours)]{.underl | | | | | ine}** | | | | | | | | | | - Overview - | | | | | Management | | | | | vs | | | | | Leadership | | | | | | | | | | - Overview - | | | | | Leadership | | | | | and | | | | | Motivation | | | | | Theories | | | | | | | | | | - The | | | | | Importance | | | | | of | | | | | Leadership | | | | | Theories/St | | | | | yles | | | | | and Their | | | | | Effect on | | | | | Morale | | | | | | | | | | - The Role of | | | | | the | | | | | Supervisor | | | | | in Employee | | | | | Motivation | | | | | | | | | | - Workplace | | | | | Diversity | | | | | | | | | | - The effects | | | | | of Job | | | | | Design, Job | | | | | Analysis | | | | | and Job | | | | | Enrichment | | | | | on the | | | | | Workforce | | | | | | | | | | - The | | | | | Performance | | | | | Management | | | | | Process | | | | | | | | | | - Overview of | | | | | Industrial | | | | | Relations | | | | | Practices | | | | | and | | | | | Jamaican | | | | | Labour Laws | | +-----------------+-----------------+-----------------+-----------------+ | | | **[Employee | | | | | Motivation and | | | | | Morale]{.underl | | | | | ine}** | | | | | | | | | | - Overview - | | | | | Management | | | | | vs | | | | | Leadership | | | | | | | | | | - Overview - | | | | | Leadership | | | | | and | | | | | Motivation | | | | | Theories | | | | | | | | | | - The | | | | | Importance | | | | | of | | | | | Leadership | | | | | Theories/St | | | | | yles | | | | | and Their | | | | | Effect on | | | | | Morale | | | | | | | | | | - The Role of | | | | | the | | | | | Supervisor | | | | | in Employee | | | | | Motivation | | | | | | | | | | - Workplace | | | | | Diversity | | | | | | | | | | - The effects | | | | | of Job | | | | | Design, Job | | | | | Analysis | | | | | and Job | | | | | Enrichment | | | | | on the | | | | | Workforce | | | | | | | | | | - The | | | | | Performance | | | | | Management | | | | | Process | | | | | | | | | | Overview of | | | | | Industrial | | | | | Relations | | | | | Practices | | | | | and | | | | | Jamaican | | | | | Labour Laws | | +-----------------+-----------------+-----------------+-----------------+ | | | **[Employee | | | | | Motivation and | | | | | Morale]{.underl | | | | | ine}** | | | | | | | | | | - Overview - | | | | | Management | | | | | vs | | | | | Leadership | | | | | | | | | | - Overview - | | | | | Leadership | | | | | and | | | | | Motivation | | | | | Theories | | | | | | | | | | - The | | | | | Importance | | | | | of | | | | | Leadership | | | | | Theories/St | | | | | yles | | | | | and Their | | | | | Effect on | | | | | Morale | | | | | | | | | | - The Role of | | | | | the | | | | | Supervisor | | | | | in Employee | | | | | Motivation | | | | | | | | | | - Workplace | | | | | Diversity | | | | | | | | | | - The effects | | | | | of Job | | | | | Design, Job | | | | | Analysis | | | | | and Job | | | | | Enrichment | | | | | on the | | | | | Workforce | | | | | | | | | | - The | | | | | Performance | | | | | Management | | | | | Process | | | | | | | | | | Overview of | | | | | Industrial | | | | | Relations | | | | | Practices | | | | | and | | | | | Jamaican | | | | | Labour Laws | | +-----------------+-----------------+-----------------+-----------------+ | | | **[Basic Time | | | | | Management (9 | | | | | hours)]{.underl | | | | | ine}** | | | | | | | | | | - Determining | | | | | Values and | | | | | Priorities | | | | | | | | | | - Role of | | | | | Delegation | | | | | in Time | | | | | Management | | | | | | | | | | - Effective | | | | | Meeting | | | | | Techniques | | | | | | | | | | - Contemporar | | | | | y | | | | | Planning/Co | | | | | ntrolling | | | | | Techniques | | | | | & | | | | | Allocating | | | | | Resources | | | | | | | | | | \- | | | | | Budgeting | | | | | (Types and | | | | | Preparing a | | | | | Simple | | | | | Budget) | | | | | | | | | | \- | | | | | Scheduling | | | | | (GANTT | | | | | Charts/Load | | | | | Charts/PERT | | | | | Network | | | | | Analysis) | | | | | | | | | | \- Break | | | | | Even | | | | | Analysis | | | | | | | | | | \- | | | | | Introductio | | | | | n | | | | | to Project | | | | | Management | | | | | (Project | | | | | Planning | | | | | Process) | | +-----------------+-----------------+-----------------+-----------------+ | | | **Mid Semester | | | | | Assessment | | | | | (Units 1-4) | | | | | (20%) (2 | | | | | hours)** | | +-----------------+-----------------+-----------------+-----------------+ | | | **[Basic Time | | | | | Management]{.un | | | | | derline}** | | | | | | | | | | - Determining | | | | | Values and | | | | | Priorities | | | | | | | | | | - Role of | | | | | Delegation | | | | | in Time | | | | | Management | | | | | | | | | | - Effective | | | | | Meeting | | | | | Techniques | | | | | | | | | | - Contemporar | | | | | y | | | | | Planning/Co | | | | | ntrolling | | | | | Techniques | | | | | & | | | | | Allocating | | | | | Resources | | | | | | | | | | \- | | | | | Budgeting | | | | | (Types and | | | | | Preparing a | | | | | Simple | | | | | Budget) | | | | | | | | | | \- | | | | | Scheduling | | | | | (GANTT | | | | | Charts/Load | | | | | Charts/PERT | | | | | Network | | | | | Analysis) | | | | | | | | | | \- Break | | | | | Even | | | | | Analysis | | | | | | | | | | \- | | | | | Introductio | | | | | n | | | | | to Project | | | | | Management | | | | | (Project | | | | | Planning | | | | | Process) | | +-----------------+-----------------+-----------------+-----------------+ | | | **[Basic | | | | | Problem Solving | | | | | and Decision | | | | | Making (6 | | | | | hours)]{.underl | | | | | ine}** | | | | | | | | | | - Understandi | | | | | ng | | | | | Organizatio | | | | | nal | | | | | Culture | | | | | | | | | | - Analyzing | | | | | and | | | | | Defining | | | | | Management | | | | | Problems in | | | | | the | | | | | Workplace | | | | | | | | | | - Techniques | | | | | in Problem | | | | | Solving | | | | | | | | | | - Methods of | | | | | Decision-Ma | | | | | king | | | | | | | | | | - Group | | | | | decision-ma | | | | | king | | | | | (advantages | | | | | /disadvantages) | | | | | | | | | | - Conflicts/C | | | | | onflict | | | | | Management | | | | | Techniques | | | | | and | | | | | Positive | | | | | Discipline | | +-----------------+-----------------+-----------------+-----------------+ | Week 11 | | **[Basic | | | | | Problem Solving | | | | | and Decision | | | | | Making (6 | | | | | hours)]{.underl | | | | | ine}** | | | | | | | | | | - Understandi | | | | | ng | | | | | Organizatio | | | | | nal | | | | | Culture | | | | | | | | | | - Analyzing | | | | | and | | | | | Defining | | | | | Management | | | | | Problems in | | | | | the | | | | | Workplace | | | | | | | | | | - Techniques | | | | | in Problem | | | | | Solving | | | | | | | | | | - Methods of | | | | | Decision-Ma | | | | | king | | | | | | | | | | - Group | | | | | decision-ma | | | | | king | | | | | (advantages | | | | | /disadvantages) | | | | | | | | | | - Conflicts/C | | | | | onflict | | | | | Management | | | | | Techniques | | | | | and | | | | | Positive | | | | | Discipline | | +-----------------+-----------------+-----------------+-----------------+ | | | **[Assessment/G | | | | | roup | | | | | Presentations | | | | | (6 | | | | | hours)]{.underl | | | | | ine}** | | +-----------------+-----------------+-----------------+-----------------+ | | | **Revision** | | +-----------------+-----------------+-----------------+-----------------+ **[Assessment Summary]** **Type of Assessment** **Percentage Grade** **Date Posted** **Due Date** ------------------------------------------------ ---------------------- ----------------- ----------------- Discussion Questions (2 @ 5% each) (CLO 1 & 2) 10 % Week 2 & Week 4 Week 4 & Week 5 Individual Assignment (CLO 3) 15% Week 5 Week 6 Mid Semester Assessment (CLO 1-3) 20% Week 8 Group Assignment (CLO 4) 15% Week 9 Week 12 End of Semester Assessment (CLO 3,4,5) 40%