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JOHN CABOT UNIVERSITY

COURSE CODE: "MGT 301"
COURSE NAME: "Principles of Management "
SEMESTER & YEAR: Summer Session II 2020
SYLLABUS

INSTRUCTOR: Ieva Jakobsone Bellomi
EMAIL: [email protected]
HOURS: Remote Learning
TOTAL NO. OF CONTACT HOURS: 45
CREDITS:
PREREQUISITES: Prerequisite: Sophomore Standing
OFFICE HOURS:

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:
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. 
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.
TEXTBOOK:
Book TitleAuthorPublisherISBN numberLibrary Call NumberComments
Fundamentals of Management Management Myths Debunked! Global Edition#Stephen P.Robbins, Mary Coulter, David A.DeCenzoPearsonISBN13: 978-1-292-14694-2  
REQUIRED RESERVED READING:
NONE

RECOMMENDED RESERVED READING:
NONE
GRADING POLICY
-ASSESSMENT METHODS:
AssignmentGuidelinesWeight
1st written individual assignment: QuizA short quiz in the class of 10 multiple choice questions to check the general understanding of fundamental management concepts learned10%
2nd written individual assignment: Mid-term examShort quiz and essays on two key theoretical concepts covered in the class 20%
Group assignment: Case study presentation in the classCase analysis presentation on a publicly listed company which has been under scrutiny recently re: CSR and ethical behavior issues. Key topics of the presentation to focus on: company strategy, organizational design and culture, and leadership, CSR and ethics issues: if you were the advisor to the CEO of the Company in question: what would you advise on how to avoid and/or solve the issues?30%
3rd written individual assignment: Final examShort quiz and essays on two key theoretical concepts covered in the class20%
Class participationClass participation grade consists: 10% - group presentation on the textbook case study assigned and 10%- individual 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 ____________
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

PRINCIPLES OF MANAGEMENT MGT 301 IJB SUMER 2020
Textbook: FUNDAMENTALS OF MANAGEMENT MANAGEMENT MYTHS DEBUNKED! 10th edition, S.P.Robbins, M.Coulter, D.A. DeCenzo, ISBN 978-0-13-423747-3, ISBN 10: 1-29-214694-X
SYLLABUS  (tentative)
week no class no dates topic readings cases and class activities
INTRODUCTION TO MANAGEMENT
W1 1 06/07/2020 Introductions, Introduction to the Course; Managers and Management Chapter 1  
2 07/07/2020 Managers and Management CONT. Chapter 1 Case application #1: MANAGING WITHOUT MANAGERS (SPOTIFY), Case application #2: SAVING THE WORLD (Chapter 1)
3 08/07/2020 The Management Environment: External and Internal Environments Chapter 2  
4 09/07/2020 Integrative Managerial Issues: Corporate Social Responsibility and Ethics  Chapter 3 Case application #3: CHINA ZHONGWANG (Chapter 2)
PLANNING
W2 5 13/07/2020 SHORT WARM-UP QUIZ, Foundations of Decision Making and Decision Making Models Chapter 4  
6 14/07/2020 Foundations of Planning and Strategic Management  Chapter 5  
7 15/07/2020 Foundations of Planning: Strategies Chapter 5  
  8 16/07/2020 Foundations of Planning: Strategies CONT. Chapter 5 Case application #2: CRISIS PLANNING AT LIVESTRONG FOUNDATION (Chapter 5) GROUP PRESENTATION
ORGANIZING
W3 9 20/07/2020 Organizational Structure and Design Chapter 6  
10 21/07/2020 Organizational Structure and Design CONT. Chapter 6 Case application #3: A NEW KIND OF STRUCTURE (Chapter 6) GROUP PRESENTATION
11 22/07/2020 Managing Change and Innovation, REVIEW FOR MID-TERM EXAM Chapter 8  
12 23/07/2020 MID-TERM EXAM    
LEADING
W4 13 27/08/2020 Understanding Groups and Managing Work Teams Chapter 10 Case application #3: TEAMING UP FOR TAKE OFF (Chapter 10)
14 28/07/2020 Leadership and Trust Chapter 12  
15 29/07/2020 Managing Communication and Information Chapter 13  
16 30/07/2020 Managing Communication and Information CONT. Chapter 13 Case application #3: USING SOCIAL MEDIA FOR WORKPLACE COMMUNICATION (Chapter 13) GROUP  PRESENTATION
CONTROLLING
W5 17 03/08/2020 Managing Human Resources  Chapter 7  
18 04/08/2020 GROUP PRESENTATIONS ON CORPORATE SOCIAL RESPONSIBILITY AND ETHICS    
19 05/08/2020 Foundations of Control Chapter 14  
20 06/08/2020 Foundations of Control CONT., REVIEW FOR THE FINAL-EXAM Chapter 14 Case application #3: TOO RELAXED (Chapter 14)
21 07/07/2020 FINAL EXAM