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JOHN CABOT UNIVERSITY
COURSE CODE: "MGT 301-3"
COURSE NAME: "Principles of Management"
SEMESTER & YEAR:
Spring 2018
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SYLLABUS
INSTRUCTOR:
Ieva Jakobsone Bellomi
EMAIL: [email protected]
HOURS:
MW 8:30-9:45 AM
TOTAL NO. OF CONTACT HOURS:
45
CREDITS:
PREREQUISITES:
Prerequisite: Sophomore Standing
OFFICE HOURS:
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COURSE DESCRIPTION:
Introduction to the manager’s role and the management process in the context of organizations and society. Focus on effective management of the corporation in a changing society and on improved decision making and communication. Processes covered: planning, organizing, leading, and controlling. Teamwork and individual participation are emphasized.
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SUMMARY OF COURSE CONTENT:
The course covers the essential concepts of management (corporate, government and NGOs focus), it provides a solid foundation for understanding the key issues and offers a strong, practical focus, including the latest research on what works for managers and what doesn’t. In addition, the course shall strongly focus on key contemporary issues of an organizational environment like Artificial Intelligence, social media platforms, and globalization.
The course is tailored as a highly interactive one (assigned readings are the must!) with discussions and class deliberations on contemporary management issues.
The students are welcome to contribute to the class discussions by reading business newspapers and magazines, like Harvard Business Review, Business Week, The Economist, Wall Street Journal, or any other professional management literature.
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LEARNING OUTCOMES:
At the end of this course, students shall:
- Have a basic understanding of management principles, theory and main issues;
- Understand the values and limitations of the main management theories;
- Understand and analyze the organizational structures, the importance of human resources management, team organization and development, and motivation;
- Develop understanding of contemporary issues facing the management practices, like Artificial Intelligence, technology, global and virtual management, social media presence.
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TEXTBOOK:
| Book Title | Author | Publisher | ISBN number | Library Call Number | Comments | Format | Local Bookstore | Online Purchase |
| Fundamentals of Management: Management Myths Debunked!, Global Edition | Stephen P Robbins, David A. De Cenzo, Mary Coulter | Pearson Education Limited | 978-1292146942 | | | | | |
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REQUIRED RESERVED READING:
RECOMMENDED RESERVED READING:
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GRADING POLICY
-ASSESSMENT METHODS:
| Assignment | Guidelines | Weight |
| 1st written individual assignment: Quiz on theoretical concepts | A short quiz in the class of 10 multiple choice questions to check the general understanding of fundamental management concepts learned (solely on the basis of the textbook) | 10% |
| 2nd written individual assignment: Short quiz and essays on topics covered in the class | Short quiz and essays on two key theoretical concepts covered in the class | 20% |
| Group assignment: Case study presentation in the class | Case analysis presentation on a publicly listed company. Key topics of the presentation to focus on: company strategy, organizational design and culture, and leadership | 30% |
| 3rd written individual assignment - final exam: Short essays on concepts covered in the class | Short essays (in class, 3 pages). Topics to be confirmed. | 20% |
| Class participation | Students are welcome to contribute to the class discussions by sharing with the classmates contemporary articles, research, opinions, etc. on the management issues. | 20% |
-ASSESSMENT CRITERIA:
AWork of this quality directly addresses the question or problem raised and provides a coherent argument displaying an extensive knowledge of relevant information or content. This type of work demonstrates the ability to critically evaluate concepts and theory and has an element of novelty and originality. There is clear evidence of a significant amount of reading beyond that required for the course.
BThis is highly competent level of performance and directly addresses the question or problem raised.There is a demonstration of some ability to critically evaluatetheory and concepts and relate them to practice. Discussions reflect the student’s own arguments and are not simply a repetition of standard lecture andreference material. The work does not suffer from any major errors or omissions and provides evidence of reading beyond the required assignments.
CThis is an acceptable level of performance and provides answers that are clear but limited, reflecting the information offered in the lectures and reference readings.
DThis level of performances demonstrates that the student lacks a coherent grasp of the material.Important information is omitted and irrelevant points included.In effect, the student has barely done enough to persuade the instructor that s/he should not fail.
FThis work fails to show any knowledge or understanding of the issues raised in the question. Most of the material in the answer is irrelevant.
-ATTENDANCE REQUIREMENTS:
ATTENDANCE REQUIREMENTS AND EXAMINATION POLICY
You cannot make-up a major exam (midterm or final) without the permission of the Dean’s Office. The Dean’s Office will grant such permission only when the absence was caused by a serious impediment, such as a documented illness, hospitalization or death in the immediate family (in which you must attend the funeral) or other situations of similar gravity. Absences due to other meaningful conflicts, such as job interviews, family celebrations, travel difficulties, student misunderstandings or personal convenience, will not be excused. Students who will be absent from a major exam must notify the Dean’s Office prior to that exam. Absences from class due to the observance of a religious holiday will normally be excused. Individual students who will have to miss class to observe a religious holiday should notify the instructor by the end of the Add/Drop period to make prior arrangements for making up any work that will be missed. The final exam period runs until ____________
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ACADEMIC HONESTY
As stated in the university catalog, any student who commits an act of academic
dishonesty will receive a failing grade on the work in which the dishonesty occurred.
In addition, acts of academic dishonesty, irrespective of the weight of the assignment,
may result in the student receiving a failing grade in the course. Instances of
academic dishonesty will be reported to the Dean of Academic Affairs. A student
who is reported twice for academic dishonesty is subject to summary dismissal from
the University. In such a case, the Academic Council will then make a recommendation
to the President, who will make the final decision.
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STUDENTS WITH LEARNING OR OTHER DISABILITIES
John Cabot University does not discriminate on the basis of disability or handicap.
Students with approved accommodations must inform their professors at the beginning
of the term. Please see the website for the complete policy.
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SCHEDULE
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Week and Preliminary Dates
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Topic
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Assigned readings
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Principal activities
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Week 1 15&17 January
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INTRODUCTION
Managers and Management
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Chapter 1, textbook
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Case application #1 Managing Without Managers (Spotify) (Chapter 1)
Case application #2 Saving the World (Chapter 1)
Questions for the class discussion:
- Who are managers and where do they work?
- What three characteristics do all organizations share?
- Is it still managing when what you are managing are robots?
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Week 2 22&24 January
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The Management Environment and Integrative Managerial Issues
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Chapter 2 & 3, textbook
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Case application #1 Getting Back on Target (Chapter 2)
Case application #3 China Zhongwang (Chapter 2)
Case application #1 Global Stumble (Chapter 3)
Questions for the class discussion:
- How does the external environment affect managers?
- How does the organizational culture affect managers?
- What is globalization and how does it affect organization?
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Week 3 29&31 January
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I PLANNING
Foundations of Decision Making and Decision Making Models
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Chapter 4, textbook
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Case application #1 Big Brown Numbers (Chapter 4)
Case application #2 Galloping to the Right Decision (Chapter 4)
Questions for the class discussion:
- What types of decisions and decision-making conditions do managers face?
- How do individuals make decisions?
- How do groups make decision?
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Week 4 5&7 February
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Foundations of Planning
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Chapter 5, textbook
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Case application #1 Primark Takes on Burberry and Alexander McQueen (Chapter 5)
Case application #2 Crisis Planning at Livestrong Foundation (Chapter 5)
Case application #3 Eyeing the Future (Chapter 5)
Questions for the class discussion:
- What is planning and why do managers need to plan?
- How is planning correlated to corporate strategy, competitive strategy and functional strategy?
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Week 5 12&14 February
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Short quiz on the theoretical concepts covered in the classes
II ORGANIZING
Organizational Structure and Design
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Chapter 6, textbook
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Case application #1 You work where? (Chapter 6)
Case application 3# A New Kind of Structure (Chapter 6)
Questions for the class discussion:
- What are the six key elements in organizational design?
- Are they relevant in the age of digital, technology and AI?
- What are contemporary organizational design challenges?
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Week 6 19&21 February
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Managing Human Resources
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Chapter 7, textbook
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Case application#1 Candidate Selection Dilemma (Chapter 7)
Brunello Cucinelli: Humanistic Approach to Luxury (Chapter 7)
Questions for the class discussion:
- What are the contemporary issues on identifying and selecting competent employees? Social media, AI?
- How to keep great people in the company?
- How to plan for and build your career?
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Week 7 26&28 February
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Managing Change and Innovation
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Chapter 8, textbook
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Case application #2 Making Over Avon (Chapter 8)
Case application #3 Stress Kills (Chapter 8)
Questions for the class discussion:
- How to manage the resistance to change?
- How to encourage the innovation in the company?
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Week 8 5&7 March
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Mid-term exam: short quiz on the theoretical concepts covered in the class and 2 essay questions (students should be able to explain key concepts covered in the class)
III LEADING
Foundations of Individual Behavior
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Chapter 9, textbook
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Case application #1 Getting All Emotional at Google (Chapter 9)
Questions for the class discussion:
- How does the individual personality and character influence the individual’s behavior in an organization?
- How do we perceive the things around us? Perception – what influences it?
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Week 9 12&14 March
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Understanding Groups and Managing Work Team
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Chapter 10, textbook
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Case application #1 RX: Teamwork (Chapter 10)
Case application #2 The Cardinal Way (Chapter 10)
Case application #3 Teaming Up for Take Off (Chapter 10)
Questions for the class discussion:
- What are the critical concepts of group behavior?
- What current issues do managers face in managing teams? AI? Global teams? Virtual teams?
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Week 10 19&21 March
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Motivating and Rewarding Employees
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Chapter 11, textbook
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Case application #1 One for the Money (Chapter 11)
Case application #2 Alibaba: Motivation for the Long Haul (Chapter 11)
Questions for the class discussion:
- What does motivate you?
- What current motivation issues do managers face?
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Week 11 26&28 March
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Leadership and Trust
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Chapter 12, textbook
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Case application #1 Developing Gen Y Leaders (Chapter 12)
Case application #3 Leading Without Intervention (Chapter 12)
Questions for the class discussion:
- What is leadership like today? In the social media age?
- What issues do leaders face today?
- Are there any cultural differences for leadership?
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Week 12 9&11 April
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Group Assignment: case analysis: presentations
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Case analysis presentation on a publicly listed company. Key topics of the presentation: company strategy, organizational design and culture, leadership
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Week 13 16&18 April
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IV CONTROLLING
Foundations of Control
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Chapter 14, textbook
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Case application #2 If you Can't Say Something Nice Don't Say Anything at All (Chapter 14)
Case application #3 Too relaxed (Chapter 14)
Questions for the class discussion:
- Why is control important for management and organization?
- Do we need to align the control with individuality of employee?
- What about control and creativity?
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Week 14 23&25 April
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Operations Management and Entrepreneurship
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Chapter 15, Entrepreneurship Module, textbook
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Case application #2 Dreamline Nightmare (Chapter 15)
Case application #3 Stirring Things Up (Chapter 15)
Questions for the class discussion:
- Why is the value management important for an organization?
- What contemporary issues do managers face in managing operations?
- Is management important for entrepreneurship?
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Week 15
28 April – May 4
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Final exam:
Individual written assignment: 2 essays on the theoretical concepts covered in the class (students should be able to explain the key theoretical concepts)
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