This course aims to:

1. Introduce students to a range of concepts and theories which are crucial to an understanding of management in organizations;

2. Enhance understanding of the key issues that affect management and organizations

3. Provide opportunities for students to apply concepts and theories to ‘real world’ cases.

4. Help students to develop insights into the skills that are central to management practice.

This course provides an introduction to the fundamental principles, practices, issues and debates associated with the management of public, business and third sector organizations. The frameworks, concepts and theories covered in the course are introduced to explain how managers deal with the diversity of issues faced in the effective management of contemporary organizations.

The underpinning themes of the course center on how managers can deal with the multiple demands of complex and turbulent environments, promote and sustain competitive advantage, manage changing social, political and technological factors inside and outside the organization, ensure ethical and social responsibility, develop global organizations and manage diversity in the workforce. How management goes about its principal tasks of managing strategy, structures, people and systems are the key focus issues of the course. The main roles of modern management - planning, leading, innovating, organizing and controlling - are also examined.

To this end, this course examines the various facets and approaches to management, and attempts to locate these different approaches within various theoretical, historical and national contexts.  The broad aim of this course therefore is to encourage students of management to critically evaluate operational assumptions and practice implications of different approaches to management of people and develop relevant skills to transfer to the workplace.

After completing this course you should be able to:

1. Describe and critically discuss different theoretical and philosophical approaches to management

2. To engage in critical reflection of management and organizations,

3. Analyze and discuss how individuals and teams work in organizations.

4. Discuss the effects and implications of specific management strategies and their impact on individuals, groups and organizations.

5. Explain how the internal and external organizational environment impacts on the design of management practices across all levels of the enterprise.

6. Discuss the essential skills for the competent management in international contexts.

Assessment Guidelines for assigning main letter grades: A, B, C,D, and F.

A:  Work of this quality directly addresses the question or problem raised and provides a coherent argument displaying an extensiveknowledge 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.

B:  This 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.

C:  This is an acceptable level of performance and provides answers that are clear but limited, reflecting the information offered in the lectures and reference readings.

D:  This 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.

F: This 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 Policy

A demonstrably regulated attendance policy is required both by Italian immigration law and by our accreditation bodies. Instructors will record attendance on official registers, once the class list has been finalized after Add/Drop week (see the relevant page of the catalog). Attendance is also of key pedagogical importance. Successful progress towards a degree depends on the full cooperation of both students and faculty members. Most courses utilize lectures and classroom discussions, which means that regular attendance and active participation in classes are essential parts of the educational process. No excuse for absence will exempt a student from the completion of all required work in a course. The student is responsible for requesting assistance from faculty members for making up any missed work.

In courses which meet twice per week, students may not have more than three absences.

Students are expected to be in class on time.