Course Syllabus

JOHN CABOT UNIVERSITY

COURSE CODE: "MGT 301-1"
COURSE NAME: "Principles of Management"
SEMESTER & YEAR: Fall Semester 2012

SYLLABUS

INSTRUCTOR: Paganini Pietro
EMAIL: [email protected]
HOURS: MW 10:00-11:15
TOTAL NO. OF CONTACT HOURS: 45
CREDITS:
PREREQUISITES: Prerequisite: Sophomore Standing
OFFICE HOURS: 10 min before and after class

COURSE DESCRIPTION:

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.

SUMMARY OF COURSE CONTENT:

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.

LEARNING OUTCOMES:

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.

TEXTBOOK:

Book Title	Author	Publisher	ISBN number	Library Call Number	Comments	Format	Local Bookstore	Online Purchase
Management - 11th Edition	Stephen P. Robbins and Mary Coulter		9780132163842

REQUIRED RESERVED READING:

NONE

RECOMMENDED RESERVED READING:

NONE

GRADING POLICY
-ASSESSMENT METHODS:

Assignment	Guidelines	Weight
Mid-semester exam	This will take the form of a short-answer written paper held in class 14.	15%
Group Assignment	Students will work in a team of three 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 ‘case’ organization. Details on the requirements will be given in class.	(25% written report, 10% presentation)
Final Exam	This will take the form of two essay-style written papers held in the formal exam period. The purpose of the exam is to ensure you have a broad understanding of the management discipline and covers every topic from the course.	25%
Class Participation	Excellent Exemplary attendance and actively participates in both small group and class discussions. Contributions in class reflect thorough preparation and completion of review questions. Provides good insights; has clear and thoughtful views; and supports and argues for but is open to modifying positions. Takes an active role in presentation preparation and delivery. Satisfactory Attends frequently and participates in both small group and class discussions. Contributions demonstrate some preparation for tutorial and review questions. Some contribution of facts or opinion. Unsatisfactory Attends the minimum requirement but is an unwilling participant, is observed to rarely speak in small group discussion and never voluntarily speaks in class discussions. For example: only speaks when directly addressed. Does not take an active role in the preparation or delivery of the presentation.	25%

-ASSESSMENT CRITERIA:

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 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.

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 evaluate theory 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 REQUIREMENTS:

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.

10pt penalty for late assignments submission. A missed assignment will be an incomplete (0%).

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 number	Topic		Reading and Preparation
1	Welcome and overview
2	Introduction to the course		Chapter 1
3	The evolution of management theory		Chapter 2
4	Management history and context		Chapter 2
5	Foundations of organizational behavior: attitudes, perception, personality and learning		Chapter 14
6	How to do academic research
7	Organizational structure and design - Basic		Chapter 10
8	Organizational structure and design - Adaptive		Chapter 11
9	Organizational culture		Additional reading
10	The global business environment		Chapter 3
11	Managerial decision-making		Chapter 7
12	Foundations of planning		Chapter 8
13	Strategic management		Chapter 9
14	Managing change and innovation		Chapter 6
15	Corporate social responsibility and business ethics		Chapter 5
16	Power, conflict management and negotiation		Additional reading provided
17	Managers and communication		Chapter 15
18	Leadership		Chapter 17
19	Strategic Human Resource Management		Chapter 12
20	Managing diversity		Chapter 4
21	Managing teams		Chapter 13
22	Motivation and rewards		Chapter 16
23	Introduction to controlling		Chapter 18
24	Managing operations	Chapter 19
25	Group presentations
26	Group presentations
27	How to write essays in exams
28	Course wrap-up

Session	Session Focus	Reading Assignment	Other Assignment	Meeting Place/Exam Dates