Lahore University of Management Sciences. MGMT 142 Principles of Management

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1 MGMT 142 Principles of Management Fall 2013 Instructor Zehra Waheed Room No. 214 SDSB Building Office Hours By appointment Telephone 8426 Secretary/TA TA Office Hours Course URL (if any) Course Basics Credit Hours 3 Lecture(s) Nbr of Lec(s) Per Week 2 Duration 75 minutes Recitation/Lab (per week) Nbr of Lec(s) Per Week N/A Duration N/A Tutorial (per week) Nbr of Lec(s) Per Week N/A Duration N/A Course Distribution Core - Elective Yes Open for Student Category Freshmen Close for Student Category COURSE DESCRIPTION Principles of Management is a rich, interactive learning experience designed to give students an overarching view of management and the basic intellectual tools and aptitudes they need to meet today's organizational challenges. This basic management course will investigate the different functions of management, namely planning, organizing, leading and controlling. In tandem, the course will explore how issues such as organization structure, technology, innovation, ethics, corporate responsibility, organization culture, the competitive environment and customer focus influence managerial decision making. The course will also introduce the various organizational functional areas and how they work together in the organization. COURSE PREREQUISITE(S) COURSE OBJECTIVES None To provide an essential understanding of the basic theories relevant to management within organizations and the management of organizations to business and non-business students. To explore the management functions of planning, organizing, leading and controlling in detail. To introduce key contemporary concepts in business including ethics, corporate social responsibility, entrepreneurship and globalization.

2 Learning Outcomes Lahore University of Management Sciences Grading Breakup and Policy Upon completion of the course, students are expected to be able to: 1. Understand and appreciate different managerial functions and their application in an organizational setting. 2. Critically examine managerial decision making and the reasons and the context it takes place in so as to sharpen their own judgment to make informed decisions. Project: 25% (15% for the project and 10% for the presentation) Quiz(s): 15% (all unannounced). N-2 will apply. Class Participation: 10% (5% for attendance; 5% for CP) Attendance: Four absences allowed. After the fifth absence, CP (attendance) grade will start reducing (1 grade for each absence). Midterm Examination: 20% Final Examination: 30% Examination Detail Midterm Exam Yes/No: Yes Combine/ Separate: Combined Duration: 75 minutes Exam Specifications: objective+ subjective Final Exam Yes/No: Yes Combine/ Separate: Combined Duration: 75 minutes Exam Specifications: objective+ subjective COURSE OVERVIEW Lecture Topics Recommended Readings Objectives/ Application Introduction to Modern Management 1 Management and Organisation Robbins and Coulter (RC), Chapter 1, pp3-25 To provide the foundation concepts necessary to obtain an understanding of management; 2 Module: Management History RC, Chapter 1, pp27-38 To trace the historical development of the management discipline 3 Understanding Management s Context: Constraints and Challenges External Environment RC, Chapter 2, pp43-60 Integrative Managerial Issues To explain the external environmental and cultural constraints faced by managers 4 Managing in a Global Environment RC, Chapter 3, pp69-86 To explain the nature of internationalization and the challenges thereof 5 Organisational Culture Certo and Certo, Chapter 19, pp To explain the concept of diversity and how it affects management decisions

3 6 Managing Social Responsibility and Ethics Lahore University of Management Sciences RC, Chapter 5, pp To explain why social responsibility and ethics are important both for managers and the organizations 7 Managing Change and Innovation RC, Chapter 6, pp To explain the nature of change faced by organizations; To focus on the process of innovation and how a culture of innovation needs to be developed within firms. Planning 8 & 9 Foundations of Planning RC, Chapter 8, pp To explain the primary concepts around planning 10 Managers as Decision Makers RC, Chapter 7, pp To explain the use of information in decisionmaking and group decision-making; 11 Strategic Management RC, Chapter 9, pp To introduce students to the nature of competitive dynamics; 12 Module: Planning Tools and Techniques RC, Chapter 9, pp To detail the fundamental tools that help make planning successful; Organising 13 & 14 Basic Organizational Design; The Organisation s Functional Areas RC, Chapter 10, pp To introduce students to organizational designs and various functional areas within organizations 15 Adaptive Organizational Design RC, Chapter 11, pp To make students familiar with collaborative arrangements, flexible working and the challenges of modern organisational designs 16 Mid-term Exam 17 Managing Human Resources Module RC, Chapter 12, pp To introduce the essentials of human resource management including hiring, skills development and layoffs; The process of, and skills required for managing a managerial career 18 Managing Teams RC, Chapter 13, To explain the concepts of groups vs. teams, work group performance and team building. Leading 19 Entrepreneurship RC, Appendix, pp Extra class handouts To explain the concept of entrepreneurship, the entrepreneurial process and the skills it requires 20 & 21 Managers and Communication RC, Chapter 15, pp To explain the nature and function of communication, interpersonal and organizational communication and communication effectiveness 22 Motivating Employees RC, Chapter 16, pp To describe the early theories of motivation, current theories of motivation, and modern

4 challenges associated with these theories 23 Managers as Leaders RC, Chapter 17, pp To introduce early and contemporary theories of leadership, and contemporary issues related with leadership Controlling 24 Introduction to Controlling RC, Chapter 18, pp To present control as a major management function with implications on operational efficiency and effectiveness. 25 Managing Operations RC, Chapter 19, pp To introduce the specifics of systems and process in production. The Value Chain is also introduced Project presentations 28 Final recap of course contents Final Exams Textbook(s)/Supplementary Readings Primary text: Robbins, S., & Coulter, Mary (2012) Management, 11th Edition. Upper Saddle River, NJ: Pearson Press. Secondary Texts: Griffin, R.W. (2013) Management. Australia; Cengage Learning. (A cheaper, local edition of Management: Principles and Applications is also available and may be used as well. Publiser: Cengage Learning, India) Further Instructions Reading: Students are expected to complete the assigned readings in advance for each class and to be in class on time. Students will be required to attend all classes and come to class on time. They are also encouraged to participate in class discussions and show a cooperative attitude and behavior towards their classmates as well as the instructor. Students are also encouraged to read at least some of the supplementary texts to broaden their understanding of the topics. While in class all mobile phones should be turned off or switched to Silent mode so that students will not be disrupted from attending the class lectures or discussions Material will be presented in: a) lecture format using power point b) handouts (short notes, case studies, and class assignments for discussion will be distributed and/or relevant sections will be referred in the textbook) Attendance: Classes will start at the scheduled time. Attendance will be marked immediately and anyone entering thereafter will be marked absent. Make sure you save your absences for emergencies, and inform the instructor of your absence in case you are missing your presentation. There will be short quizzes during the course in order to encourage students to read the assignments in advance. The quizzes will be unannounced and n-2 policy will apply. Details of the course project will be given in class after the first three sessions. Coursework (and subsequent presentations) will be completed in groups of six each. A contribution statement will be required in full.

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