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JOHN CABOT UNIVERSITY

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

INSTRUCTOR: Robert Christofferson
EMAIL: [email protected]
HOURS: TTH 10:00 AM 11:15 AM
TOTAL NO. OF CONTACT HOURS: 45
CREDITS:
PREREQUISITES: Prerequisite: Sophomore Standing
OFFICE HOURS: by appointment before or after class

COURSE DESCRIPTION:
 The course provides a study of the latest theoretical and empirical factors influencing managerial responses in organizations of the global business community.  The focus is on gaining insight into the essential aspects of effective management  through an examination of the  core management behaviours and practices required to become a successful manager.  Key areas of management are addressed: planning and organizing, problem-solving, decision-making, communicating, motivating, developing, leading and building teams.  The overall intent of the course is to provide a theoretical as well as practical grasp of the fundamental aspects of management as a solid underpinning for further study in functional areas
SUMMARY OF COURSE CONTENT:
1)  The Evolution of Management Thought
2)  Organizational Challenges and Management
3) Values, Personality and Culture
4)  Organizational Culture and Change
5)  High-Performing Organizations and High-Performing Work Systems
6)  High-Performing People
7)  Understanding Individual Behavior
8)  Understanding Group Behavior and Managing Teams
9)   Foundations of Planning and Strategic Management
10) Organizational Structure and Work Design
11) Best Approaches to Leadership
12) Controlling and Managing Operations

METHOD OF INSTRUCTION

1. Lectures
2.Case studies
3.Video presentations
4. Analysis of relevant literature readings
5. Group presentations
2.
LEARNING OUTCOMES:

Upon successful completion of the course, the student will have acquired:
- An appreciation of the human diversity in organizations across personalities, values and cultures
- An awareness of the characteristics of high-performing organizations and high-performing people
- A specific understanding of the 4 processes that are linked within the management cycle: planning; organizing; leading;controlling.  
-An appreciation of the close links between management concepts and skills with problems and issues actually faced by individuals, teams and   
  organizations.
- Basic interpersonal, communication and conceptual skills
- A knowledge of how to diagnose and deal with management dilemmas and issues
TEXTBOOK:
Book TitleAuthorPublisherISBN numberLibrary Call NumberCommentsFormatLocal BookstoreOnline Purchase
ManagementStephenP. Robbins and Mary Coulter 12th Global EditionPearsonISBN-10: 0273787020     
REQUIRED RESERVED READING:
NONE

RECOMMENDED RESERVED READING:
NONE
GRADING POLICY
-ASSESSMENT METHODS:
AssignmentGuidelinesWeight
Class attendance and participation 5%
Group presentations (2 per group) 30%
Individual reports (2) 20%
Intermediate assessments (2) 30%
Final exam 15%

-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 c
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:
Attendance concurs in the evaluation of the class participation grade copmponent and a maximum of 3 unexcused absences are permitted.
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

Session 1           The Evolution of Management Thought
Session 2           Organizational Challenges and Mangement
Session 3-5       Values and Personality
Session 6/7        Culture 
Session 8/9        Organizational Culture and Change 
Session 10/11    High Performing Organizations/Work Systems
Session 12         High Performing People
Session 13-15   Understanding Individual Behavior
Session 16         Mid-Term Exam
Session 17/19    Understanding Group Behavior and Managing Teams
Session 20/21    Foundations of Planning and Strategic Management
Session 22/23    Organizational Structure
Session 24/25    Work Design
Session 26/27    Best Approaches to Leadership
Session 27/28 Controlling and Managing Operations