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JOHN CABOT UNIVERSITY
COURSE CODE: "MGT 301-5"
COURSE NAME: "Principles of Management"
SEMESTER & YEAR:
Spring 2026
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SYLLABUS
INSTRUCTOR:
Silvia Pulino
EMAIL: [email protected]
HOURS:
TTH 4:30 PM 5:45 PM
TOTAL NO. OF CONTACT HOURS:
45
CREDITS:
PREREQUISITES:
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 a 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:
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Have a basic understanding of management principles, theory and main issues;
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Understand the values and limitations of the main management theories;
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Understand and analyze the organizational structures, the importance of human resources management, team organization and development, and motivation;
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Develop understanding of contemporary issues facing the management practices, like Artificial Intelligence, technology, global and virtual management, social media presence.
Additionally, the course activities will help students perfect two key transferable skills:
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Communication and Public Speaking: effectively communicate own thoughts, orally and in writing, with special attention to language register, presentation of numerical work, and persuasiveness of recommended solutions..
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Interpersonal skills: collaborative group work to conduct research ,write a report, and present findings, ability to interact in a professional setting.
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TEXTBOOK:
| Book Title | Author | Publisher | ISBN number | Library Call Number | Comments | Format | Local Bookstore | Online Purchase |
| Principles of Management | N/A | University of Minnesota Libraries Publishing | N/A | | Adapted from a work produced and distributed under a Creative Commons license
(CC BY-NC-SA) in 2010 by a publisher who has requested that they and the original author not receive attribution.
It will be made available online. | Ebook | | |
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REQUIRED RESERVED READING:
RECOMMENDED RESERVED READING:
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GRADING POLICY
-ASSESSMENT METHODS:
| Assignment | Guidelines | Weight |
| Engagement and preparation | Active participation in discussions, debates, simulations, and peer feedback.
Demonstrated preparation for readings and cases.
Includes contributions when other teams are presenting (questions, challenges)
In-class Quizzes | 20% |
| Presentations | | 10% |
| Mid-term Exam | Topics covered:
* External analysis
* Business unit analysis | 20% |
| Integrative Inquiry Project | The Integrative Inquiry Project invites students to explore a core management issue through the lenses of at least two liberal arts disciplines, highlighting the interconnected nature of knowledge in a liberal arts education. Rather than treating management as a purely technical field, the project challenges students to examine managerial problems in dialogue with perspectives from areas such as philosophy, psychology, history, sociology, literature, or ethics. Through interdisciplinary research and critical reflection, students demonstrate how liberal arts insights can deepen, challenge, or reshape conventional management thinking, ultimately articulating what it means to be an effective, responsible, and reflective manager in today’s complex world. | 30% |
| Final Presentation | “Board of Directors” style presentation of the strategic analysis., evaluated individually on: presentation skills, ownership of content, confidence, ability to respond to questions.
| 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:
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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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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Class
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Topic
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1
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Introduction to Principles of Management
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2
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Introduction (continued)
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3
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History of Management
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4
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The Firm’s Life Cycle
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5
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Corporate Governance
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6
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Corporate Governance II
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7
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Organizational Culture
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8
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Organizational Culture II
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9
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The Concept of Strategy
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10
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Developing Vision, Mission, and Values
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11
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Developing Strategy Through External Analysis
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12
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Developing Strategy Through Internal Analysis
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13
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Developing Strategy Through Internal Analysis II
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14
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Mid-term Exam
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15
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SWOT Analysis
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16
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The Decision-Making Process
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17
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Corporate Strategy and Vertical Integration
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18
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Case Study
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19
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Diversification
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20
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Internationalization
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21
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Case Study
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22
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Business Strategies
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23
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Guest Speaker
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24
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Guest Speaker
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25
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Organizational Structure
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26
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Organizational Structure II
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27
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Project Work
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28
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Project Work
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FINAL EXAM
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