Principles of Management - Syllabus.pdf

College of Business Administration Department of Management Course Syllabus1 Course Title Principles of Management...

College of Business Administration Department of Management Course Syllabus1 Course Title Principles of Management Course Code 0302160 Fall Semester, 2024/2025 1 Revised on 10th November 2022; 16th November 2022; 30th April 2023  Course Syllabus Course Title Principles of Management Course Code 0302160 Credit Hours 3 Contact Hours 45 Course Category Univ. Req. √ Col. Req. Prog. Req. Others Course Type √ Compulsory Elective Pre-requisite(s) None Co-requisite(s) None 0202112 Semester FALL Year 2024/2025 Instructors Name Erhan Boğan Office Location M5-133 Tel. No. - Email [email protected] Lecture Times Monday-Wednesday (08.00-09.15) Monday-Tuesday-Wednesday-Thursday From 11.00-12.30pm Office Hours Email me for appointment for any issues arises. Course Description This course presents the current management practices as they apply in the modern business world. The course discusses the four cornerstones of the management function: planning, organizing, leading, and controlling. It addresses the function of management from classical, behavioral, contingency and system perspectives. Course Learning Outcomes By the end of successful completion of this course, the student will be able to: 1. Examine the nature and different functions of management. (CLO1) 2. Discuss the major roles of managers. (CLO2) 3. Explain the main concepts and theories of management. (CLO3) 1 4. Identify how the main concepts and theories of management apply in practical situations. (CLO4) 5. Analyze and present practical case issues in management. (CLO5) Alignment of Course Student Learning Outcomes to Program Student Learning Outcomes Program Learning Outcomes (PLOs) Course Learning Outcomes (CLOs) Identify and describe theories, concepts, and - Examine the nature and different functions of practices in different areas of business. management. (CLO1) - Discuss the major roles of managers. (CLO2) - Explain the main concepts and theories of management. (CLO3) - Identify how the main concepts and theories of management apply in practical situations. (CLO4) Apply theoretical and practical knowledge to - Analyze and present practical case issues in provide innovative and socially responsible management. (CLO5) and sustainable business solutions. Use effective communicational skills to promote respect and trust and build adaptability to achieve team performance. Utilize information by applying a variety of business and industry standard software and hardware to major business functions. Apply effective conflict and diversity management practices to lead change in diverse business contexts. Identify and evaluate social, cultural, global, - Explain the main concepts and theories of ethical, and environmental responsibilities management. (CLO3) and issues. Conduct research to identify contemporary - Analyze and present practical case issues in business issues and recommend innovative management. (CLO5) and sustainable solutions. Evaluate the business trends in the UAE and beyond to design innovative solutions that tackle contemporary challenges. Weekly Distribution of Course Topics/Contents Week Topic Comments Course Learning Outcomes 1. Add and drop period Brief introduction to the course 2. Managers and you in the Chapter 1 (What is Management?) 1, 2 workplace 3. Managers and you in the Chapter 1 (Module) History of workplace Management 1, 2, 3 Management history 4. Management history Module Chapter 1 3 2 Week Topic Comments Course Learning Outcomes Interactive lecture Practical application- Class activity- case study- reading the case and answering the case study questions Quiz 1 5. Influence of the external Chapter 3 (Organizational culture, 6. environment and the dimensions and types) organization’s culture Interactive lecture 3, 4, 5 Practical application- Class activity - preparing the basic plot of documentary project 7. Influence of the external Chapter 6 (Social responsibility & ethics) environment and the Interactive lecture organization’s culture 3 Managing social responsibility and ethics. 8. Chapter 2 (Decision making process & Making decisions types) 3, 4 Interactive lecture Quiz 2 9. Planning Chapter 8 (Planning process, types, and tools) Interactive lecture Practical Application- 1 Class activity for documentary- Linking the selected business with specified topics from the course. 10. Designing organizational Chapter 11 (Structure types) 11. structure Interactive lecture Practical Application- Class activity for documentary- Linking 1 the selected business with specified topics from the course. Midterm exam 12. Leadership Chapter 17 (Leadership theories) Practical application- Class activity - case study- reading the 1 case and answering the case study questions Quiz 3 13. Controlling Chapter 18 (Controlling process & types) 1 Final project submission 14. Revisions 15. 16. Final exam 3 Information on Practical Components Types Assessed Not Assessed Practical final project √ Case study analysis √ Practical application-in class activities √ Data analysis Practical exercises The practical components of the exam Guest speakers Real-rime reactions In-class discussions and activities Site visits Role play and interview Problem-based learning Flipped classes Debates Project-based learning Inquiry-based learning Service learning Information on Out-of-Class Assignments with Due Dates for Submission Assignment/Activity Due Date Comments Final project- submission of Week 12 The documentary will be submitted through documentary video Onedrive link Student Assessment Assessment Tool(s) Date Weight (%) Group project (see the grading rubric in the appendix) Week 12 25 Mid semester exam 16 October 20 Quizzes 4th 8th 12th 15 Week Final exam will be 40 announced Total 100 4 Course Outcome Assessment Plan UOS Teaching/Learning Assessment Performance Course LOs Competency Method(s) Tool(s) Indicators Goals Examine the nature - Interactive - Exams 70% of students -Oral and different lectures - In-class achieve 70% of communication functions of - Class activities on activities the CLO -Written management. case studies Communication (CLO1) -Teamwork/ -Collaboration Numeracy Discuss the major - Interactive - Exams 70% of students -Oral roles of managers. lectures - In-class achieve 70% of communication (CLO2) - Class activities on activities the CLO -Written case studies Communication -Teamwork/ Collaboration -Numeracy Explain the main - Interactive - Exams 70% of students -Oral concepts and lectures - In-class achieve 70% of communication theories of - Class activities on activities the CLO -Written management. case studies Communication (CLO3) -Teamwork/ Collaboration -Numeracy Identify how the - Interactive - Group 70% of students -Oral main concepts and lectures project achieve 70% of communication theories of - Class activities on - In-class the CLO -Written management apply case studies activities Communication in practical -Teamwork/ situations. (CLO4) Collaboration Numeracy Analyze and - Interactive - Group 70% of students -Oral present practical lectures project achieve 70% of communication case issues in - Class activities on - In-class the CLO. -Written management. case studies activities Communication (CLO5) -Teamwork/ Collaboration -Numeracy Scope and Nature of Assessment Tools 5 Exams: Mid-term and final exams will contain MCQs and essay questions. The exams will be paper- based. Final exam will be comprehensive. Students will also be given quizzes on specified topics/chapters announced in advance. Final Project- Documentary video In this project, students need to prepare a documentary video related to the experiences of a senior or a mid-level manager in a company. The company can be from any industry including manufacturing, service business, banking, airline, food etc. Students will conduct interview and ask questions covering different aspects of the four functions of management. Documentary will be around 15 minutes long. The following sample interview questions should be covered:  What is the planning process in your organization?  What types of plans do you prepare, for example, short-term, long-term, strategic etc.  What is your organizational structure? Type, Levels, Number of employees, Number of departments?  How do you motivate employees? What reward system is in place?  What is the control mechanism in your organization? Tell us about the control process being used in your organization? The documentary must include the followings:  Proper introduction- Documentary should start showing names of the group members/students, name of the course, instructor. In addition, the introduction part should also include the name of the business, name of the manager, products/services offered, location of the business etc.  Overall theme of the documentary (The theme relates to “Management”. All the points discussed in the documentary should be related to the main topic which covers the four functions of management. Any shots, pictures, B-Rolls used should be related to Management and should reflect management dynamics in an organization. B-Roll might include shots of the environment, close-ups of objects, actions related to what's being discussed  Interview of a manager  Your own critical analysis of the interview- you must link your findings with the four functions of management. In other words, what did you learn? You need to include your critical analysis at the end of the documentary. You need to come in the video and present your detailed critical analysis.  Pictures, Shots, B-Rolls (B-Rolls means any supplemental video taken to show the place, products etc. in addition to the interview video).  Voice over Students will work in a group of 3-5 in order to complete this project. Teaching and Learning Resources 6 Textbook(s): Robbins, C. & Coulter, M. (2021). Management (15th ed.). Pearson Education. Recommended readings: Bateman, T. S. & Konopaske, R. (2021). Management: Leading & collaborating in a competitive world (15th ed.). McGraw-Hill/Irwin. Boddy, D. (2020). Management: Using practice and theory to develop skill (8th ed.). Pearson UK. Kinicki, A. & Soignet, D. (2022). Management: A practical introduction (10th ed.). McGraw-Hill Jones, G. & George, J. (2021). Essentials of contemporary management (9th ed.). McGraw-Hill Robbins, S., Coulter, M. & De Cenzo, D. (2019). Fundamentals of management (11th ed.). Pearson Education. Hernandez, M., Khattab, J., & Hoopes, C. (2021). Why good leaders fail. MIT Sloan Management Review, 62(4), 1-4. Hollister, R., Tecosky, K., Watkins, M., & Wolpert, C. (2021). Why every executive should be focusing on culture change now. MIT Sloan Management Review, 63(1), 1-6. Kaplan, S. (2020). Why social responsibility produces more resilient organizations. MIT Sloan Management Review, 62(1), 85-90. Kerrissey, M. J., & Edmondson, A. C. (2020). What good leadership looks like during this pandemic. Harvard Business Review, 13(1). Reeves, M., Lang, N., & Carlsson-Szlezak, P. (2020). Lead your business through the coronavirus crisis. Harvard Business Review, 27, 2-7. Other Resources Blackboard resources: Students enrolled in this course will be given an access to a variety of internet resources, including course material that will be posted on blackboard. Students are strongly advised to access course material posted on blackboard for their learning. Course outline, power point slides, assignments, marks, and other materials will be made available through blackboard. Electronic resources: - http//www.inc.com. - http//www.jimcollins.com. - http:// hbswk.hbs.edu/ - http//www.gulfbusiness.com. - http//www.wamda.com. - http//www.businessweek.com. Research journals and other periodicals: - Harvard Business Review. - MIT Sloan Management Review. - California Management Review. - Journal of Management. - International Journal of Organizational Analysis. - Management Decision. Attendance Policy 7 Attendance is compulsory. A student missing 10% (6 hours) of the total allocated course hours will receive 1st warning notice and a student missing 15% (9 hours) will receive 2 nd warning notice. A student missing 20% (12 hours or more) will be forced to withdraw (in accordance with the university regulations). Plagiarism/Cheating Students are expected to do their own work. You are allowed to work on assignments in teams only if specified by the instructor. In other words, students are encouraged to communicate about general principles of the course, but all assigned homework must be done on an individual basis. The instructor is available to provide any assistance that you may need. Cheating is considered a serious offense by the university. You should be aware of the severe penalty for cheating (refer to the student code of conduct published in the university catalogue). Code of Conduct It is essential that a student abides by the rules of the University and respect everyone else’s property and rights. However, should a student break the rules of the University and shows disrespect to instructors and fellow students, he/she should be prepared to bear the consequences of his/her actions. Below is a list of some of the University violations that call for discipline. It is the student’s responsibility to read and understand the by-laws regarding the student code of conduct that was duly approved by the University Board of Trustees in its ninth meeting held on 28/3/2002. The UOS policies and procedures part of Student Code of Conduct state: “If a student is caught cheating or about to cheat in an examination or a test, the following penalties are applied to him/her collectively: - He/she is failed in the course in which he/she was caught cheating on examination. - All the other courses in which the student was registered for during the semester in which he/she was caught cheating, are cancelled. - The student is dismissed from the University for one full semester following the semester session in which he/she was caught cheating and the summer is not considered a regular semester for this purpose. No course completed in any university elsewhere will be counted for him/her during the period of dismissal from the University. Academic violations: - Breaking the laws of the State and the explicit rules of the University. - Misbehaving in classrooms, laboratories, libraries and all other places in the University. - Plagiarism: Plagiarism is the act of stealing someone else’s property and claiming it as one’s own. This property might be a paper, a book, an idea, a computer program, an experiment, an exam paper, an answer, etc. Being free, a person is entitled to act in accordance with one’s beliefs, but it is wrong to plagiarize. Therefore, a person caught plagiarizing or stealing will be subjected to the University’s code of conduct and will be punished accordingly. Students are alerted to this misdemeanor and are encouraged to behave properly and avoid exposing themselves to the consequences of this unethical and illegal behavior. - Inappropriate collaboration: The norm is that close collaboration with others on academic work requires acknowledgement of other collaborators. Inappropriate collaboration involves working with others in developing, organizing, or revising a project, which might be a paper, a presentation of a research or design project, or a take-home examination without acknowledging their help. - Dishonesty in examinations and submitted work: All academic work and materials submitted for assessment must be the work of the student. Cheating is not limited to copying from others’ work 8  and giving unauthorized assistance, but it also includes the use of devices or procedures for the purpose of achieving false scores on examinations. Students are prohibited from submitting any material prepared by, or purchased from, another person or company. - Work completed for one course and submitted for another: Students may not present the same work for more than one course. Students are reminded that when incorporating their own past research in current projects, they need to document such previous work. - Deliberate falsification of data: Students must not deliberately falsify data or distort supporting documentation for course work or other academic activity. - Interference with other students’ work: Students may not intentionally interfere with the work of others by sabotaging laboratory experiments, research or digital files, giving misleading information or disrupting class work. - Copyright violation: Copyright laws govern practices such as making use of printed materials, duplicating computer software, duplicating images, photo duplicating copy-righted material, and reproducing audio-visual work. Such practices must be observed. The code of conduct forbids theft and the unauthorized use of documents. - Complicity in academic dishonesty: Complicity in academic dishonesty consists of helping or attempting to help another person commit acts of academic dishonesty or willfully assisting another student in the violation of the academic code of conduct. It also involves pre-meditated and intentional acts, such as doing the work, designing or producing a project, willfully providing answers during an exam, test or quiz for other students; calling a student on a mobile telephone while taking an exam; providing a student with an advanced copy of a test; leaving inappropriate materials behind at the site of an exam or test; altering the outcome results of an exam, and so on. 9  Rubric for Documentary Project Scaled Score: 0/1 2 3 4 Criteria Weight Below Standard Approaching At Standard Exceeds Standard Standard - Introduction & 20% Theme of the Some effort is It shows It shows full theme documentary made to appropriate understanding and proper develop a understanding of a clear theme introduction is theme & of a clear theme of documentary lacking introduction of of documentary and sufficient the and sufficient introduction is documentary introduction is included included - Basic plot/ 30% It lacks basic plot All interview All interview Interview Interview and focused questions questions questions contents interview underlining the underlining the underlining the questions are basic plot are not basic plot are basic plot are missing. covered. partially fully covered. covered. - Critical analysis 30% Analysis of four Analysis of few Analysis of four Analysis of four functions of functions of functions of functions of management is management is management management and inadequate. provided. and underlying underlying issues issues is partially is clearly identified identified - Audio/visual 20% Audio/video Some attempts is Audio/video Audio/video quality quality is poor. It made to include quality is quality is lacks proper shots, B-Rolls, acceptable. It excellent. It shots, B-Rolls, Pictures, includes basic includes very Pictures, voiceover shots, B-Rolls, clear shots, B- voiceover Pictures, Rolls, Pictures, voiceover voiceover 10