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JOHN CABOT UNIVERSITY
COURSE CODE: "MGT 301-2"
COURSE NAME: "Principles of Management"
SEMESTER & YEAR:
Spring 2014
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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:
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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.
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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.
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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.
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TEXTBOOK:
Book Title | Author | Publisher | ISBN number | Library Call Number | Comments | Format | Local Bookstore | Online Purchase |
Management 12th edition | Stephen P. Robbins and Mary Coulter, | Pearson Prentice Hall 2014 | ISBN-10: 0133043606 • ISBN-13: 9780133043600 | | | | | |
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REQUIRED RESERVED READING:
RECOMMENDED RESERVED READING:
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GRADING POLICY
-ASSESSMENT METHODS:
Assignment | Guidelines | Weight |
Written Exams | Written Midterm Exam 20% of final grade
Written Final Exam (cumulative) 40% of final Grade | 60% |
Management Team Cross Examination Debate | Annotate Bibliography 5%
Pro and Con abstracts 5%
Debate (content and delivery) 10% | 20% |
Attendance and Participation | Quality 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.
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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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MGT 301 Course Outline for Spring 2014 |
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Class # |
Reading |
Activity |
Topic |
Class 1 |
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Introduction |
Class 2 |
Text Chpt. 1 |
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Management & Organization
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Class 3 |
Text Chpt 2 |
Case - task |
Management History
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Class 4 |
Text Chpt 3 |
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Constraints & Challenges
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Class 5 |
Text Chpt. 4 |
Case - task |
Global Environment |
Class 6 |
Text Chpt. 5 |
Case - task |
Social Responsibility & Ethics
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Class 7 |
Text Chpt 6 |
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Decision Making |
Class 8 |
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Exercise |
Individual |
Class 9 |
Text Chpt 7 |
Case - task |
Change and Innovation
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Class 10 |
Text Chpt 8 |
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Foundations of Planning |
Class 11 |
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Exercise |
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Class 12 |
M I D T E R M E X A M |
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Class 13 |
Library Session |
Choose Debate topics |
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Class 14 |
Text Chpt 9 |
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Strategic Management
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Class 15 |
Text Chpt 10 |
Submit Annotated Bibliography |
Managerial Controls |
Class 16 |
Text Chpt 11 |
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Basic Organizational Design
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Class 17 |
Text Chpt 12 |
Exercise |
Adaptive Organizational Design
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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
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Class 21 |
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Case - task |
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Class 22 |
Text Chpt 16 |
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Managers & Communication
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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 |
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Class 26 |
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DEBATE cont.
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Exercise |
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Class 28 |
Course Review |
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F I N A L E X A M |
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