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JOHN CABOT UNIVERSITY

COURSE CODE: "MGT 301-3"
COURSE NAME: "Principles of Management "
SEMESTER & YEAR: Spring 2019
SYLLABUS

INSTRUCTOR: Pietro Paganini
EMAIL: [email protected]
HOURS: MW 8:30-9:45 AM
TOTAL NO. OF CONTACT HOURS: 45
CREDITS:
PREREQUISITES: Prerequisite: Sophomore Standing
OFFICE HOURS: By appointment or 10 min. before and after class

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.
SUMMARY OF COURSE CONTENT:

As an introductory course in management principles, the course covers the theories, structures and trends of management in organizations. The course covers topics such as the analysis of organizational environments, problem identification, opportunity analysis, decision making under uncertainty, and the managerial functions of planning, organizing, leading and controlling. Skills and knowledge are developed through studying, analyzing and presenting case studies and papers on recent managerial trends, as well as through teamwork dynamics.

The emphasis of this course is on understanding management principles as an aid to improved decision making in real life situations.  It also aims at the development of teamwork and communication skills that are important prerequisites for effective management.

The course will be delivered through lectures and case and paper presentation and discussion. Lectures will be used to discuss the main issues contained in the reading assignments in order to further understand and analyze them. Student contribution to class discussion and dynamics will be favored and positively evaluated.

LEARNING OUTCOMES:

Upon successful completion of all the course assignments, the student will be able to:

·      acquire a basic understanding of management concepts, theory and contemporary issues;

·      develop an awareness of the value and limitations of management theories;

·      acknowledge the role of the manager/administrator within the organization;

·      understand the tools and techniques to analyze the business environment and perform strategic planning

·      comprehend recent trends in management such as social responsibility, globalization and diversity;

·      understand the role of organization design and human resources management;

·      recognize the issues related with leadership, teamwork and motivation;

·      acquire the main tools to managerial control and performance measurements;

·      develop discussion  and business presentation skills;

·      develop ability to work as an effective team member.

 

 

TEXTBOOK:
NONE
REQUIRED RESERVED READING:
NONE

RECOMMENDED RESERVED READING:
NONE
GRADING POLICY
-ASSESSMENT METHODS:
AssignmentGuidelinesWeight
Mid-term testOn the topics reviewed during the lectures.15%
Class attendance, class participation and debate - Coursework: Case studies and article discussions and presentations, in-class exercises, role game and scenario games, self-assessment portfolio and attendance (30%+70%) 30%
Teamwork Final ProjectStudents will work in a team of 2/3 on a written report and presentation, applying the concepts learned in one of the course topics to an analysis of a real-world organization. Groups and topics will be allocated at the beginning of the semester, with students choosing their own organization. Details on the requirements will be given in class. 30% (20% written report, 10% presentation)
Final testOn the topics reviewed during the lectures. 25%

-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 cours
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:

Participation and Attendance Policy

Students are supposed to come prepared to class and participate in all activities. Active participation is crucial. Regular attendance is an essential component of class participation. Students that miss three classes may be asked to withdraw from the course. Two lateness equal one absence.

Please refer to the university catalog for the attendance and absence policy.

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.
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.

SCHEDULE

 

 

Class

Topics

Activities

Readings

Task

1

Introduction to MGT

slide 0 - slide 1 - ch. 1

Be energized!!!

2

Management history

Lecture

slide 1a- ch. 1 (module-2)

!

Last day to drop

3

The evolution of mgt

Lecture

slide 1a- ch. 1 (module-2)

Reading - task 1

4

Organizational behavior

Lecture 

slide 14 - ch. 14 

5

Organizational structure and design - Basic

Lecture

slide 10/11 - ch. 10/11 

6

Organizational culture

Lecture + discussion

Slide 2  - ch. 2 

7

Organizational culture

Lecture + discussion

Slide 2  - ch. 2 

8

The global business environment

Lecture + simulation

Slide 3 -ch. 3

Q&A - Task 2

9

Decision making

Lecture

Slide 7 - ch. 7 

10

Decision making

Lecture + simulation

Slide 7 - ch. 7

Case study (I) - task 3

11

Planning

Lecture

Slide 8 - ch. 8

12

Midterm

13

Strategic mgt - planning tools

Lecture

Slide 9/9a - ch. 9 

14

Managing change and innovation

Lecture + simulation

Slide 6 - ch. 6

15

Managing change and innovation

Lecture + simulation

Slide 6 - ch. 6

16

CSR & etichs

Lecture + simulation

Slide 5 - ch. 5

17

CSR & etichs

Lecture + simulation

Slide 5 - ch. 5

Strategic plan (T) - task 4

!

Last day to drop

18

MGT & communications

Lecture

Slide 15 - ch. 15

19

Leadership

Lecture

Slide 17 - ch. 17

20

Managing diversity

Lecture + discussion

Slide 4 - ch. 4

case study (T) - task 5 

21

Managing teams

Lecture + discussion

Slide 13 - ch. 13

case study (T) - task 5 

22

Motivation & rewards

Lecture + discussion

Slide 16 - ch. 16

case study (T) - task 5 

23

Control mgt

Lecture

Slide 18 - ch. 18

case study (T) - task 5 

24

25

Control mgt

Lecture

Slide 18 - ch. 18

Final proj. draft deadline

26

Operation mgt.

Lecture

Slide 19 - ch. 19

27

Exam review 

28

Final proj. deadline

29

Final Exam