COURSE OUTLINE. APPROVED BY: Dean, David Johnson

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1 COURSE OUTLINE SCHOOL: DEPARTMENT: PROGRAM: COURSE TITLE: School of Business Business and Management Graduate Certificate in Project Management Project Leadership: Skills for Project Managers COURSE CODE: PMGT- 402 TOTAL COURSE HOURS: 45 PRE-REQUISITES/CO- REQUISITES: COURSE ELIGIBILITY FOR PRIOR LEARNING ASSESSMENT AND RECOGNITION (PLAR): Yes ORIGINATED BY: REVISED BY: Isaac Sethian, August 2008 DATE: Fall 2008 APPROVED BY: Dean, David Johnson Students should keep all course outlines for each course taken at Centennial College. These may be used to apply for transfer of credit to other educational institutions. A fee may be charged for additional or replacement copies.

2 Course Title: Project Leadership CENTENNIAL COLLEGE Course Code: PMGT-402 COURSE DESCRIPTION: This course explores the concepts of management, leadership, managerial skills functions, and organizations in today s dynamic business environment. It illustrates the varied backgrounds, competencies, and characteristics of successful project managers/leaders emphasizing the importance of teamwork, efficiency, continuous development of, and effective communication with employees at every level. The course covers the diverse nature of modern business organizations, and describes rewards and challenges ensuing from a career in project management. The course emphasizes the universality of management and leadership in a global business environment. Participants learn that they will have an opportunity in this course to develop general managerial, and project management business skills that are universally valuable to all organizations. COURSE LEARNING OUTCOMES: Upon completion of the course, students should be able to: 1. Describe management and the evolution of managerial functions in contemporary business environment 2. Explain the fundamental concepts of planning and decision making, and apply quantitative methods to decision making in project management. 3. Describe basic organizational designs, staffing and human resources management. 4. Explain the major causes of conflict, employee stress. 5. Describe change and innovation management 6. Describe the foundations of individual and group behavior in organizations. 7. Describe teams and essentials of teamwork and motivation techniques 8. Describe leadership, trust, communication and interpersonal skills 9. Explain the foundations and importance of control in project management. ESSENTIAL EMPLOYABILITY SKILLS (EES); This course supports the students ability to: 1. Communicate clearly, concisely and correctly in the written, spoken, and visual form that fulfills the purpose and meets the needs of the audience. 2. Respond to written, spoken, or visual messages in a manner that ensures effective communication. 4 Apply a systematic approach to solve problems. 5. Use a variety of thinking skills to anticipate and solve problems. 6. Analyze, evaluate, and apply relevant information from a variety of sources. 7. Show respect for the diverse opinions, values, belief systems, and contributions of others. 8. Leading and Interacting with others in groups or teams in ways that contribute to effective working relationships and the achievement of goals. 9. Manage the use of time and other resources to complete projects. 10. Take responsibility for one s own actions, decisions, and consequences PRIOR LEARNING ASSESSMENT RECOGNITION PROCESS (ES): This course is available for PLA challenge. The challenge is as follows: A) an exam B) an interview C) a case study D) a portfolio E) other Issued Revised by COLT: June 2007 THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar)

3 EVALUATION GRADING SYSTEM: An overall score of 50% of better must be achieved for success in the course. The final score will be based on the weighting scheme below: Mid Term Exam 35% Final Exam 35% Assignments 20% Quizzes 10% TOTAL 100% STUDENT ACCOMMODATION: All students have the right to study in an environment that is free from discrimination and/or harassment. It is College policy to provide accommodation based on grounds defined in the Ontario Human Rights Code. Accommodation may include changes or modifications to standard practices. Students with disabilities who require academic accommodations must register with the Centre for Student with Disabilities. Please see the Centre for Students with Disabilities for details. Students requiring accommodation based on human rights grounds should talk with their professors as early as possible. Details are available on the Centennial College website ( ) If students are unable to write an examination due to a medical problem or unforeseen family problems, they should immediately contact their professor or program Chair for advice. In exceptional and well-documented circumstances (e.g. unexpected family problems, serious illness, or death of a close family member), students should be able to write a make-up examination to replace an examination missed. TEXT AND OTHER INSTRUCTIONAL/LEARNING MATERIALS: COURSE TEXT: Fundamentals of Management and MyMangementLab with Ebook Package, 6/E Stephen P. Robbins, David A. DeCenzo ISBN-10: ISBN-13: Publisher: Prentice Hall, Copyright: 2008 REFERENCE MATERIALS: 1. Leadership. By Richard L Hughes, Robert C. Ginnett, Gordon J Curphy. Edition 5, McGraw-Hill. ISBN: ; DOI: / The Art of Leadership. By: Manning, George and Curtis, Kent, Edition 2, McGraw- Hill. ISBN: Essential People Skills for Project Managers Steven Flannes, Ginger Levin Management Concepts, ISBN: X USE OF DICTIONARIES:

4 Students are permitted to use a bilingual paper dictionary during tests and exams. The invigilator reserves the right to examine the dictionary for any supplemental notations. There is to be no use of electronic devices including dictionaries. Probationary Policy: Please contact your academic department for details.

5 Course Title: Project Leadership Centennial College Course Code: PMGT-402 WEEK TOPIC/CONTENT READINGS LEARNING OUTCOMES INSTRUCTIONAL STRATEGIES USED Introduction to Management and Organizations Management Yesterday and Today Organizational Culture and Environment: The Constraints Managing in a Global Environment Text - Chapter 1 Text Chapter 2 Text - Chapter 3 Text Chapter 4 - Who are managers? What is management? - What do project managers do? - What is an organization, and how is the concept of an organization changing? - Scientific Management: Important Contributions - General Administrative Theory and its relevance to Project Management - Quantitative, Contingency Systems Approach in Project Management - Understanding Organizational Behavior - The influence of Current Trends and Issues; Globalization, Ethics, Workforce Diversity, Entrepreneurship, in Project Mgmt. - Managing Projects in an E-Business World, Knowledge Management and Learning Organizations, Quality Management. - The Organization s Culture - Current Organizational Culture Issues Facing Project Managers - Defining the project s External Environment: Customers, Suppliers, Competitors, Pressure Groups - The Project s General Environment: Economic Political/Legal, Socio-cultural, Demographic, Technological and Global conditions - How the Environment Affects Project Managers - Assessing Project s Environmental Uncertainty - Managing Project s Stakeholder Relationships - Understanding the Global Environment - Doing Business Globally Issued Revised by COLT: June 2007 THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) COURSE EVALUATION S (TESTS ASSIGNMEN TS USED)

6 WEEK TOPIC/CONTENT READINGS LEARNING OUTCOMES INSTRUCTIONAL STRATEGIES USED Social Responsibility and Managerial Ethics Decision Making: The Essence of the Manager s Job Foundations of Planning Text - Chapter 5 Text - Chapter 6 Text - Chapter 7 - How Organizations Go International - Managing projects in a Global Environment: The Legal-Political, The Economic, The Cultural Environment - Global Project Management in Today s World - What Is Social Responsibility? - Arguments For and Against Social Responsibility - Social Responsibility and Economic Performance - The Greening of Project Management - Values-Based Project Management Managerial Ethics - Ethics in an International Context - Managing Ethical Lapses and Social Irresponsibility - Ethical Project Leadership: Protecting Employees Who Raise Ethical Issues - Social Entrepreneurship - The Decision-Making Process - The Project Manager as Decision Maker - Making Decisions: Rationality, Bounded Rationality, and Intuition - Types of Project Problems and Decisions - Structured Problems and Programmed Decisions - Unstructured Problems and Non-programmed Decisions Integration in Project Management - Decision-Making Conditions: Certainty Risk, Uncertainty - Decision Making For Today s Project Management Practice - What Is Planning? - Why Do Project Managers Plan? - Purposes of Project Planning Issued Revised by COLT: June 2007 THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar) COURSE EVALUATION S (TESTS ASSIGNMEN TS USED)

7 WEEK TOPIC/CONTENT READINGS LEARNING OUTCOMES INSTRUCTIONAL STRATEGIES USED 8 Mid-Term Exam 9 Strategic Management Text - Chapter 8 - Planning and Performance - Establishing Project Goals and Developing Plans - Characteristics of Well-Designed Goals; Steps in Project Goal Setting Developing Plans - Contingency Factors in Project Planning - Contemporary Issues in Project Planning - Effective Planning in Dynamic Environments - The Importance of Strategic Management - Strategic Management Process in Projects - Types of Organizational Strategies - Corporate Strategy: Growth Stability, Renewal, Corporate Portfolio Analysis - Competitive Advantage in Projects - Project Quality As a Competitive Advantage - Sustaining Competitive Advantage - Competitive Strategies: The Rule of Three - Functional Strategy in Project Management - Strategic Management in Today s Projects - New Directions in Organizational Strategies COURSE EVALUATION S (TESTS ASSIGNMEN TS USED) Organizational Structure and Design Human Resource Management Text-Chapter 10 Text-Chapter 12 - Defining Organizational Structure - Common Traditional Project Organizations - Contemporary Organizational Designs - Today s Organizational Design Challenges - Keeping Project Employees Connected - Building a Learning Organization - Managing Global Structural Issues - Importance of Resource Management In projects - The Human Resource Management Process - Project Human Resource Planning -Training Performance Management Issued Revised by COLT: June 2007 THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar)

8 WEEK 12 TOPIC/CONTENT READINGS LEARNING OUTCOMES INSTRUCTIONAL STRATEGIES USED Managing Change and Innovation Text-Chapter 13 - Performance Appraisal Methods - Compensation and Benefits - Issues in Project Human Resource Mgmt - Managing Workforce Diversity - Recruitment selection of Project Resources - Forces for Change - Two Views of the Change Process - Managing Organizational Change - Managing Resistance to Change - Contemporary Issues in Managing Change. Making Change Happen Successfully - Stimulating Innovation and Creativity COURSE EVALUATION S (TESTS ASSIGNMEN TS USED) 13 Motivating Employees 14 Leadership 15 Final Exam Text-Chapter 16 Text-Chapter 17 - What Is Motivation? - Early Theories of Motivation - Contemporary Theories of Motivation - Current Issues in Motivation - Cross-Cultural Challenges - Designing Appropriate Rewards Programs - From Theory to Practice: Suggestions for Motivating Project Team Members - Managers Versus Leaders - Early Leadership Theories - Contingency Theories of Leadership - Contemporary Views on Leadership - Leadership Issues in the Twenty-First Century: Managing Power, Developing Trust, Providing Ethical Leadership, Empowering Employees, Cross-Cultural Leadership, Gender Differences and Leadership in Project Management - Substitutes for Leadership Issued Revised by COLT: June 2007 THIS COURSE ADHERES TO ALL COLLEGE POLICIES (See College Calendar)

9 POLICY STATEMENTS College Policies The following statements are selected from Centennial College policies approved by the Board of Governors. Student Responsibilities Students are expected to know the contents of the course outline and to discuss with the professor any areas where clarification is required. Students should keep all course outlines for each course taken at Centennial College. These may be used to apply for transfer of credit to other educational institutions. A fee may be charged for additional or replacement copies. Other Policies Students should familiarize themselves with all College Policies that cover students rights, responsibilities, and the Academic Appeal process. For further information, consult the Academic Matters Section in the full-time and continuing education calendars. The Academic Appeal Application form is available from any Enrolment Services (Registrar) Office. Proof of Student Status Students are obliged to produce official photo identification at any time during the semester when requested to do so by any professor. (The official piece is the Centennial Student Card.) Continuing Education students do not have Centennial Student Cards, and so they may use other forms of photo identification, such as a driver s license, health card, or other governmentissued photo identification. Final Examinations When writing a test or examination, students must put their official photo-id cards in full view, for review by the invigilator. Students who do not have official photo-id will be permitted to write the examination with a substitute photo-id, but they will be required to produce photo-id at the program or department office within 24 hours or the next business day following the examination, or else the examination results will be void. Faculty Consultation Professors are available to see students outside of class time. Students can contact professors via voice mail, , or through their program or department office. Information regarding how to contact teachers will be provided at the beginning of the course and is also available in the program or department office. Human Rights Statement It is the policy of the College that all programs will strive for a learning, teaching, and working environment that promotes inclusion, understanding and respect for all students and employees, consistent with the Ontario Human Rights Code and the Centennial College's Statement of Diversity.