Management. Course presentation

Transcription

1 Management Course presentation Dan C. Lungescu, PhD, assistant professor

2 Topics A. Course overview B. Course outline C. Weekly lectures D. Course method E. Course assessment F. Readings

3 A. Course overview overall jobs jobs handler jobs handler jobs handler job job jobs handler job job job job job job job job job job job job job job job job organization s job job activity job job job job job job job job job job job Topics» A. Course overview

4 Course overview (2) What is doing the most important person in this picture? What is her job? How is she doing her job? What skills does she need to prove in performing her job? What knowledge must she master? What methods and techniques does she use? Topics» A. Course overview (2)

5 Course overview (3) Topics» A. Course overview (3)

6 Learning objectives After studying this discipline, you should: Understand fundamental concepts and principles of management. Be knowledgeable of historical development, theoretical aspects and practice application of managerial process. Be familiar with interactions between the environment, technology, human resources and organizations in order to achieve performance. Be aware of the major challenges faced by managers. Recognize the importance of planning and be familiar with planning methods and techniques, including rational decision-making and creativity techniques. Understand the basic elements of organizing: chain of command, coordination, organization chart and others. Topics» A. Course overview» Learning objectives

7 Learning objectives (2) Outline the major approaches to job design. Understand motivation: why individuals are doing something and how a manager could provide them with reasons to do their jobs. Understand how a leader should behave in order to get followed by subordinates. Recognize the importance of different communication skills and assess the usefulness of centralized and decentralized group communication networks. Understand the different types of controlling and the most important control techniques. Understand the importance of information and how information systems help managing information. Topics» A. Course overview» Learning objectives (2)

8 Prerequisites None There are no other disciplines imperatively required for learning management. Anyway, knowledge provided by other disciplines may help understanding easier and better some specific topics. General knowledge about business Organization design implies grouping activities according to their nature/content. So you should have an idea about the meaning of such activities: marketing, accounting, finance, production etc. Mathematics/statistics Decision-making models point to the future events, so many relly on the concept of probability. Probability will be taught at mathematics, in the first semester. Topics» A. Course overview» Prerequisites

9 What s next? Specific management activities I II Managing specific types of companies Other issues in management IV III Management in specific industries Topics» A. Course overview» What s next?

10 I. Specific management activities Ethics & social responsibility Ethics: moral judgment used when running a business. SR: helping protecting and improving the welfare of society. Strategy Strategic management Formulating and implementing large-scale action plans. Change management Handling the process of organizational transformation. Innovation management Managing the research and development of new products. Human resource management (HRM) Organizing employees: planning, staffing, compensating etc. Topics» A. Course overview» What s next?» I. Specific management activities

11 Specific management activities (2) Motivation and compensation Providing employees with reasons and incentives to do their job. Leadership in organizations Influencing humans in order to help achieving organizational goals. Conflict management Handling the mutual opposition between two or more parties. Operations management Management of production process (converting inputs into goods). Logistics Supply chain management Logistics: moving physical resources where they are required. SCM: managing the entire process from raw material to final sale. Topics» A. Course overview» What s next?» I. Specific management activities (2)

12 II. Managing specific types of companies Entrepreneurship Small business management Entrepreneurship: the creation of a new enterprise. SBM: management of small familly companies. International management Conducting activities across national boundaries. Topics» A. Course overview» What s next?» II. Managing specific types of companies

13 III. Management in specific industries Management in services Management in commerce and tourism Management in tourism Hotel management Management in agriculture Management of non-profit organizations Topics» A. Course overview» What s next?» III. Management in specific industries

14 IV. Other issues in management Comparative management National models of management in US, Japan, EU etc. This implies the study of national cultures. Organizational behavior The study of human behavior within an organizational setting. This is not focused on management but on employee psychology. Project management Managing resources to bring about the successful completion of a project (collaborative enterprise set to achieve a particular aim). Managerial simulations Using computer to play different roles in management actions. This is a mirror of what you ll be able to do as a real manager. Topics» A. Course overview» What s next?» IV. Other issues in management

15 B. Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV: Leading Part V: Controlling Topics» B. Course outline

16 Part I outline Management Part I: Introduction Ch. 1. Manager s job Ch. 2. The evolution of management Ch. 3. Organizational environments Ch. 4. Social responsibility and ethics Topics» B. Course outline» Part I outline

17 Part II outline Management Part II: Planning Ch. 5. Organizational goals and plans Ch. 6. Strategic management Ch. 7. Decision making Ch. 8. Managing innovation and change Topics» B. Course outline» Part II outline

18 Part III outline Management Part III: Organizing Ch. 9. Organizational structure Ch. 10. Organization design Ch. 11. Human resource management Topics» B. Course outline» Part III outline

19 Part IV outline Management Part IV: Leading Ch. 12. Motivation Ch. 13. Leadership Ch. 14. Communication Ch. 15. Managing groups Topics» B. Course outline» Part IV outline

20 Part V outline Management Part V: Controlling Ch. 16. Organizational control Ch. 17. Control methods Ch. 18. Information systems Topics» B. Course outline» Part V outline

21 C. Weekly lectures Week Chapter Course lecture Seminar 1 Course presentation Administrative class 2 1 Manager s job Manager s job The evolution of management Environments. SR and ethics The evolution of management SR and ethics No test in the first four weeks. Topics» C. Weekly lectures

22 Weekly lectures (2) Week Chapter Course lecture Seminar Goals and plans. Strategic management SWOT analysis. Creativity 6 7 Decision making (DM) 7 8 Innovation and change 8 9 Organizational structure Logical fallacies, biases, and heuristics that may affect DM Individual decision making [C] Seminar class no. 5: 15 minutes multiple choice test, chapters 1-4 Topics» C. Weekly lectures (2)

23 Weekly lectures (3) Week Chapter Course lecture Seminar Organization design. HRM Individual decision making [R+U] Motivation Leadership Communication Group decision making Motivation: need theories Motivation: process theories Seminar class no. 10: 15 minutes multiple choice test, chapters 5-11 Topics» C. Weekly lectures (3)

24 Weekly lectures (4) Week Chapter Course lecture Seminar Managing groups. Organizational control Control methods. Information systems Leadership Communication Seminar class no. 14: 15 minutes multiple choice test, chapters Topics» C. Weekly lectures (4)

25 D. Course method The course consists of: Lectures on different topics in management. Class discussions and debates on assigned topics. Case studies and application exercises. Homework. Texts required: Lecture presentations (pdf files on blackboard). Case study papers (pdf files on blackboard). Books available in the library. ebooks (on demand). Topics» D. Course method

26 Students Students are expected to: Attend all classes. Participate actively in discussions, asking clarifying questions. Complete exercises in a timely fashion. Read text assignments and identify topics that need clarification. Raise questions to ensure thorough understanding and ability to use the information in contexts outside the classroom. Topics» D. Course method» Students

27 E. Course assessment: MGE 3.0 points Seminar 0,5 points Project 1 point Ex officio 1.5 points Part-time examinations 4.0 points Final examination Topics» E. Course assessment

28 Course assessment: CIGE + FBE 2.3 points Seminar 1.2 points Home assignments 1 point Ex officio 1.5 points Part-time examinations 4.0 points Final examination Topics» E. Course assessment» CIGE + FBE

29 Policy on class participation Attendance, attitude, and preparation are important. The right attitude means: desire and willingness to study and learn; preparation as directed and putting forth effort; being ready to answer questions when called upon; volunteering answer to questions or asking questions; actively listening to the instructor and other class members. Carrying too many units, working too many hours, etc., will not be given much consideration in the determination of the final grade (» symptoms of poor time management). Bonus Incentive Points (BIPs) may be earned to improve poor test grades, make up for unavoidable absences, etc., or merely to raise the final grade received. Topics» E. Course assessment» Policy on class participation

30 F. Readings 1. Bartol, K. M., & Martin, D. C. (1994). Management (2nd ed.). McGraw-Hill. 2. Brătianu, C., Mândruleanu, A., Vasilache, S., & Dumitru, I. (2011). Business management. București: Editura Universitară. 3. Brătianu, C., Vasilache, S., & Jianu, I. (2006). Business management. București: Editura ASE. 4. Griffin, R. W. (1990). Management (3rd ed.). Houghton Mifflin Company. Topics» F. Readings

31 Readings: e-books 1. Boddy, D. (2008). Management: An introduction (4th ed.). Prentice Hall. 2. Certo, S. C., & Certo, S. T. (2012). Modern management: Concepts and skills (12th ed.). Prentice Hall. 3. Daft, R. L. (2008). Management (8th ed.). Thomson. 4. Daft, R. L., & Marcic, D. (2009). Understanding management (6th ed.). South-Western, Cengage Learning. 5. DuBrin, A. J. (2010). Essentials of management (9th ed.). South-Western. 6. Gomez-Mejia, L. R., & Balkin, D. B. (2012). Management: People / performance / change. Prentice Hall. 7. Hill, C. W., & McShane, S. L. (2008). Principles of management. McGraw-Hill. Topics» F. Readings: e-books

32 Readings: e-books (2) 8. Hitt, M., Black, J. S., & Porter, L. W. (2012). Management (3rd ed.). Prentice Hall. 9. Jones, G. R. (2003). Organizational theory, design, and change: Text and cases (4 ed.). Pearson. 10. Kinicki, A., & Williams, B. K. (2010). Management: A practical introduction (5th ed.). McGraw-Hill. 11. Lewis, P. S., et al. (2007). Management: Challenges for tomorrow's leaders (5th ed.). Thomson. 12. Robbins, S. P., & Coulter, M. (2012). Management (11th ed.). Prentice Hall. 13. Schermerhorn, J. R. (2012). Exploring management (3rd ed.). Wiley. 14. Williams, C. (2011). Management (6th ed.). Cengage Learning. Topics» F. Readings: e-books (2)

33 Readings: books in Romanian 1. Lungescu, D.C. & Popa, M. & Salanță, I. (2015). Management. Concepte, tehnici, abilități (ed. a 2-a). Cluj- Napoca: Risoprint. Topics» F. Readings» Books in Romanian

34 Dan C. Lungescu, PhD, assistant professor