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JOHN CABOT UNIVERSITY
COURSE CODE: "MGT 301-2"
COURSE NAME: "Principles of Management"
SEMESTER & YEAR:
Spring 2022
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SYLLABUS
INSTRUCTOR:
Luigi Nasta
EMAIL: [email protected]
HOURS:
MW 10:00 AM 11:15 AM
TOTAL NO. OF CONTACT HOURS:
45
CREDITS:
PREREQUISITES:
Prerequisite: Sophomore Standing
OFFICE HOURS:
by appointment
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COURSE DESCRIPTION:
This course offers an introduction to the manager’s role and the management process of decision making in the context of organizations and society. The focus of the course is on effective management of the corporation in a changing society and on improved decision making and communication. It introduces the processes of planning, organizing, leading, and controlling, and it emphasizes the importance of teamwork and individual participation.
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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 |
| Strategic Management: Text and Cases | Dess, Gregory; Lumpkin, G.T. (Tom); Eisner, Alan; McNamara, Gerry | McGraw-Hill Education | 9781260075083 | | | | | |
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REQUIRED RESERVED READING:
RECOMMENDED RESERVED READING:
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GRADING POLICY
-ASSESSMENT METHODS:
| Assignment | Guidelines | Weight |
| Written individual assignment: Mid-term exam | Written assignment composed by multiple choices questions, true or false questions, open questions | 30% |
| Group assignment: Case study presentation in the class | Case analysis presentation. Key topics of the presentation to focus on: company strategy, organizational design and culture, and leadership. | 30% |
| Written individual assignment: Final exam | Written assignment composed by open questions, multiple choice questions, true or false questions | 30% |
| 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. | 10% |
-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. 94 to 100 A; 90 to 93 A-
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. 87 to 89 B+; 84 to 86 B; 80 to 83 B-
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. 77 to 79 C+; 74 to 76 C; 70-73 C-
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. 67 to 69 D+; 64 to 66 D; 60-63 D-
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. 0 to 59 F
-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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The topics to be learnt and discussed during the course:
- Course overview
- Strategic Planning
- Industrial organization approach
- Five Forces Analysis
- Resource Based Theory
- Instutional Theory
- Business Strategy
- Value Chain Analysis
- Corporate Strategy
- Blue Ocean Strategy
- Marketing
- Organization
- HR Management
- Procurement and Supply Chain
- Finance
- Managing Innovation
- Business Modeling
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