JCU Logo

JOHN CABOT UNIVERSITY

COURSE CODE: "MGT 301-2"
COURSE NAME: "Principles of Management"
SEMESTER & YEAR: Spring 2014
SYLLABUS

INSTRUCTOR: Susan Fuller
EMAIL: [email protected]
HOURS: TTH 10:00 AM 11:15 AM
TOTAL NO. OF CONTACT HOURS: 45
CREDITS:
PREREQUISITES: Prerequisite: Sophomore Standing
OFFICE HOURS:

COURSE DESCRIPTION:

 As an introductory course in management principles, the course covers the theories, structures and trends of management in organizations. The course covers topics such as the analysis of organizational environments, problem identification, opportunity analysis, decision-making under uncertainty, and the managerial functions of planning, organizing, leading and controlling. Skills and knowledge are developed though studying, analyzing and presenting case studies and though debates.

The emphasis in this course is on understanding management principles as an aid to improved decision making in real life situations.  It also aims at the development of teamwork and communication skills that are important prerequisites for effective management.

SUMMARY OF COURSE CONTENT:

 As an introductory course in management principles, the course covers the theories, structures and trends of management in organizations. The course covers topics such as the analysis of organizational environments, problem identification, opportunity analysis, decision-making under uncertainty, and the managerial functions of planning, organizing, leading and controlling. Skills and knowledge are developed though studying, analyzing and presenting case studies and though debates.

The emphasis in this course is on understanding management principles as an aid to improved decision making in real life situations.  It also aims at the development of teamwork and communication skills that are important prerequisites for effective management.

LEARNING OUTCOMES:

 As an introductory course in management principles, the course covers the theories, structures and trends of management in organizations. The course covers topics such as the analysis of organizational environments, problem identification, opportunity analysis, decision-making under uncertainty, and the managerial functions of planning, organizing, leading and controlling. Skills and knowledge are developed though studying, analyzing and presenting case studies and though debates.

 

By  the end of this course students should :

1.    developed an awareness of the value and limitations of management theories;

2.    acquired, understanding and appreciation  the roles of the manager/administrator within the organization;

3.    developed a basic understanding of management concepts, theory and contemporary issues;

4.    developed  or improved his or her ability to think critically about management issues;

5.    developed or improved discussion  and business presentation skills;

6.    developed ability to work as an effective team member;

7.    acquired a more positive attitude towards work and a commitment to quality improvement.

TEXTBOOK:
Book TitleAuthorPublisherISBN numberLibrary Call NumberCommentsFormatLocal BookstoreOnline Purchase
Management 12th editionStephen P. Robbins and Mary Coulter,Pearson Prentice Hall 2014ISBN-10: 0133043606 • ISBN-13: 9780133043600     
REQUIRED RESERVED READING:
NONE

RECOMMENDED RESERVED READING:
NONE
GRADING POLICY
-ASSESSMENT METHODS:
AssignmentGuidelinesWeight
Written ExamsWritten Midterm Exam 20% of final grade Written Final Exam (cumulative) 40% of final Grade60%
Management Team Cross Examination DebateAnnotate Bibliography 5% Pro and Con abstracts 5% Debate (content and delivery) 10%20%
Attendance and ParticipationQuality and contribution to in-class discussions, preparation of assigned exercises, in-class oral presentations and presentation slides.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:
Students are expected to come prepared to class and to participate in all activities.  Active, not passive, participation is crucial. Regular attendance is essential. Any student, without the Dean's approval, who misses more than three classes may be requested to withdraw from the course.  N.B. two unexcused lateness equal one absence.
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


MGT 301 Course Outline for Spring 2014
Class # Reading Activity Topic
Class 1     Introduction
Class 2 Text Chpt. 1    Management & Organization
Class 3 Text Chpt 2 Case - task  Management History
Class 4 Text Chpt 3   Constraints & Challenges
Class 5 Text Chpt. 4 Case - task Global Environment
Class 6 Text Chpt. 5 Case - task Social Responsibility & Ethics
Class 7 Text Chpt 6   Decision Making
Class 8   Exercise Individual
Class 9 Text Chpt 7 Case - task Change and Innovation
Class 10 Text Chpt 8   Foundations of Planning
Class 11   Exercise  
Class 12 M I D T E R M     E X A M    
Class 13 Library Session Choose Debate topics  
Class 14 Text Chpt 9   Strategic Management
Class 15 Text Chpt 10 Submit Annotated Bibliography  Managerial Controls
Class 16 Text Chpt 11   Basic Organizational Design
Class 17 Text Chpt 12 Exercise  Adaptive Organizational Design
Class 18 Text Chpt 13 Submit "pro" abstract Managing Human Resources
Class 19 Text Chpt 14 Case - task Managing Teams
Class 20 Text Chpt 15 Submit "con" abstract Understanding Individual Behavior
Class 21   Case - task  
Class 22 Text Chpt 16   Managers & Communication
Class 23 Text Chpt 17 Case - task Motivating Employees
Class 24 Text Chpt 18 Exercise Managers as Leaders
Class 25 Formal Debate D E B A T E      
Class 26  DEBATE cont.

Exercise
Class 28 Course Review     
    F I N A L    E X A M