Syllabus: Principles Of Management 3u2u1i

Republic of the Philippines

University of Southeastern Philippines COLLEGE OF GOVERNANCE & BUSINESS Obrero, Davao City Course Number Course Title Course Credit Pre-requisite

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MGT. 1 Principles of Management Three (3) units none

UNIVERSITY VMGV Vision:

Mission: Goals:

By becoming a premier university in the ASEAN Region, the USEP shall be a center of excellence and development, responsive and adaptive to fast-changing environments. USEP shall also be known as the leading university in the country that fosters innovation and applies knowledge to create value towards social, economic, and technological development. USEP shall produce world-class graduates and relevant research and extension through quality education and sustainable resource management. Instruction. Produce globally competitive and morally upright graduates; Research, Development and Extension . Develop a strong RDE culture with competent human resource and responsive and relevant researches that are adopted and utilized for development; Resource Management. Effective and efficient generation, allocation and utilization of resources.

Core Values:

U nity, S tewardship, E xcellence, P rofessionalism

COURSE DESCRIPTION

This course deals with the fundamentals of business organizations and management. The theories and principles of organization and management, as well as their application in business and industry are thoroughly discussed. The functions of management (Planning, Organizing, Staffing, Directing, and Controlling) and the different forms of business ownership with strengths and weakness form part of the course coverage. The course covers the benefits derived from entrepreneurship and importance of social responsibility as another goal of business.

GENERAL COURSE OBJECTIVES

At the end of the semester, students are expected to: 1. To gain a basic understanding of principles of management including planning, organizing and controlling. 2. To gain a basic understanding of concepts for managing people including human resources, motivation, leading, and communications. 3. To improve your ability to examine managerial issues and problems and to develop feasible alternatives that can result in better decision-making. 4. To develop an awareness of multiple approaches that can be used to resolve managerial issues and problems. 5. To examine and discuss the ethical issues involved in management decision making. Course Output: Case Study Analysis and Presentation

COURSE METHODOLOGY 1. Lecture/Discussions 2. Group Presentation 3. Cases/Problem Solving

COURSE OUTLINE Content

Time Allotment

ORIENTATION Course Outline Requirements Class Policies Grading System  Self-Introduction  Expectations on the course Part I. Introduction to Management Chapter 1: The Manager’s Job a. Who is a Manager b. Types of Manager c. The process of Management d. The Four Managerial Functions e. The Seventeen Managerial roles f. Five key Managerial skills g. Development of Managerial skills h. The Evolution of Management Thought Chapter 2: International Management and Cultural Diversity a. International Management b. Challenges Facing the Global Managerial Worker c. Methods of Entry into world Markets

Week 1 (3hrs)

Specific Objectives   

Week 2 (3 hrs.)

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Week 3 (3 hrs.)

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Teaching Strategies

Evaluation Techniques

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Discussion

Explain the term manager, and identify different types of managers. Describe the process of management, including the functions of management. Describe the various managerial roles. Identify the basic managerial skills and understand how they can be developed. Identify the major development in the evaluation of management thought.

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Lecture-discussion Cases

-Verbal examination -Exercises -Short-test

Describe the importance of multinational corporations and outsourcing international business. Recognize the importance of sensitivity to cultural differences in international enterprise. Identify major challenges facing the global managerial worker. Pinpoint success factors in the global marketplace and

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Lecture-discussion Multi-media; Cases

-Verbal examination -Homework -Short-test

To acquaint the students with the course description, objectives, outline, requirements and grading system; To get to know each other; and To know the individual expectation on the course.

d. e.

f.

Success Factors in the Global Marketplace The scope, competitive advantage, and potential problems of Managing Diversity Organizational Practices to Encourage Diversity

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Chapter 3: Ethics and Corporate Responsibility a. Business Ethics b. Corporate Social Responsibility c. Corporate Social Responsibility Initiatives d. Environmental Protection e. Creating an Ethical and Socially Responsible Workplace.

Week 4 (3 hrs.)

Part II. Planning Chapter 4: Essentials of Planning a. A General Framework for Planning. b. The Nature of Business Strategy c. The Development of Business Strategy d. Operating Plans, Policies, Procedures and Rules Management by Objectives: A system if Planning and Review Chapter 5: Problem Solving and Decision Making a. Non-programmed versus Programmed decisions b. Steps in Problem Solving and Decision Making c. Bounded Rationality and Influences on Decision Making d. Intuition

Week 5 (3 hrs.)

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several positive and negative aspects of globalization. Describe the scope of diversity and the competitive advantage and potential problems of a cultural diverse workplace.

Identify the philosophical principles behind business ethics. Explain how values relate to ethics Identify factors contributing to lax ethics and common ethical temptations and violations. Apply a guide to ethical decision making. Describe the stakeholder viewpoint of social responsibility and corporate social performance. Present an overview of corporate social responsibility initiatives.

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Lecture-discussion Multi-media Cases

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Lecture-discussion Multi-media Cases

Enumerate the general framework for planning and apply it to enhance your planning skills. Describe the nature of business strategy. Explain how business strategy is developed, including SWOT analysis. Identify levels of business strategy, competitive forces and type of business strategies. Explain the use of operating plans, policies, policies, procedure, and rules. Present an overview of management by objectives.

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Lecture-discussion Multi-media Cases

Differentiate between non-programmed and programmed decisions. Explain the steps involved in making a nonprogrammed decisions. Understand the major factors that influence decision making in organizations. Appreciate the value and potential limitations of group decision making. Understand the nature of creativity and how it contributes to

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Lecture-discussion Multi-media Cases

-Verbal examination -Exercises - Assignment -Short-test

Verbal examination -Exercises - Assignment -Short-test

-Verbal examination -Exercises -Short-test

e. f.

Group problem Solving and Decision Making Creativity and Innovation in Managerial Work

Chapter 6: Quantitative Techniques for Planning and Decision Making a. Data-based decision making b. Forecasting Methods c. Qualitative and Quantitative Approaches d. Gantt charts and Milestone Charts e. Program Evaluation and Review Technique f. Break-even analysis g. Break-even Formula h. Decision Trees i. Inventory Control Techniques j. Pareto Diagrams for problem identification Prelim Examination Part III. Organizing Chapter 7: Job design and Work Schedules a. Four Major dimensions of Job design Plus Job specialization and Job description b. Job description and Job design c. Job enrichment and the Job Characteristics Model d. Job involvement, enlargement and rotation e. Job crafting and Job design f. Ergonomics and Job design g. Modified work schedules and Job design

Week 6 (3 hrs.)

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managerial work. Implement several suggestions for becoming a more creative problem solver.

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Explain how managers use data-based decision making. Explain the use of forecasting techniques in planning. Describe how to use Gantt chart, milestone charts, and PERT planning techniques. Use break-even analysis and formula and decision trees for problem solving and decision making. Manage Inventory using the economic order quantity (EOQ), the just-in-time (JIT) and LIFO versus FIFO. Describe how to identify problems using a Pareto diagram.

Week 7

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To assess the learning and performance of students.

Week 7 (3 hrs.)

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Explain the four major dimensions of job design plus job specialization and job descriptions. Describe job enrichment, including the job characteristics model. Describe job involvement, enlargement and rotation Explain how workers use job crafting to modify their jobs. Illustrate how ergonomic factors can be part of job design. Summarize the various modified work schedules. Explain how job design can contribute to a highperformance work system.

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Pen and Paper test   

Lecture-discussion Multi-media Cases

-Verbal examination -Exercises -Short-test

h. Job design and highperformance work systems Chapter 8: Organization Structure, Culture and Change a. Bureaucracy as an Organization Structure b. Departmentalization c. Modifications of the Bureaucratic Organization d. Delegation, Empowerment and Decentralization e. Organizational culture f. Managing change

Week 8 (3 hrs.)

Chapter 9: Human Resource and Talent Management a. Human Resource Management and Business Strategy b. The talent Management model and Strategies Human Resource Planning Recruitment c. Selection d. Orientation, training, and development e. Performance evaluation (or Appraisal) f. Compensation g. The role of Labor Unions in Human Resource Management Part IV. Leading Chapter 10: Leadership a. The link between Leadership and Management b. The Leadership Use of Power and Authority c. Characteristics, Traits, and Behaviors of Effective Leaders d. Leadership styles

Week 9 (3 hrs.)

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Week 10 (3 hrs.)

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Explain the bureaucratic organization structure and discuss its advantage and disadvantages. Explain the major ways in which organizations are divided into departments. Describe four modifications of the bureaucratic structure. Specify how delegation, empowerment, and decentralization spread authority in an organization. Identify major aspects of organizational structure. Enumerate key aspects of managing change, including gaining for change.

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Lecture-discussion Multi-media Cases

Explain how human resource and talent management is part of business strategy. Describe the components of talent management. Present an overview of recruitment and selection. Present an overview of employee orientation, training, and development. Explain the basics of a performance evaluation system. Summarize the basics of employee compensation. Understand the role of labor unions in human resource management.

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Lecture Discussion Cases Focus group discussion

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Lecture-discussion Cases

Differentiate between leadership and management Describe how leaders, are able to influence and empower team . Identify important leadership characteristics and behaviors. Describe participative leadership, authoritarian leadership, the Leadership Grid, situational leadership, and entrepreneurial leadership. Explain transformational and charismatic leadership. Understand the leadership role of mentoring and coaching. Pinpoint leadership approaches to dealing with adversity and

-Verbal examination -Exercises -Short-test

-Verbal examination -Exercises -Short-test

e.

Transformational and Charismatic Leadership f. The Leader as a mentor and coach g. Leadership during adversity and crisis h. Leadership skills Chapter 11: Motivation a. The Relationship between Motivation, Performance and Engagement b. Motivation through Need satisfaction c. Motivation through Goal setting d. Positive Reinforcement and Recognition Programs e. Expectancy Theory of Motivation f. Motivation through Financial Incentives Chapter 12: Communication a. The Communication Process b. Nonverbal Communication Organizations c. Organizational Channels and Directions of Communication d. Barriers to Communication e. Overcoming Barriers to Communication f. How to conduct an Effective Meeting g. Organizational Policies and Interpersonal Communication Chapter 13: Teams, Groups, and Teamwork a. Types of Teams and Groups b. Characteristics of Effective Work groups c. Stages of Group Development d. Managerial Actions for

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Week 11 (3 hrs.)

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Week 12 (3 hrs.)

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Week 13 (3 hrs.)

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crises. Identify the skills that contribute to leadership.

Explain the relationship between motivation and performance Present an overview of major theories of need satisfaction in explaining motivation. Explain how goal setting is used to motivate people. Describe the application of positive reinforcement including recognition and praise to worker motivation. Explain the conditions under which a person will be motivated according to expectancy theory. Describe the role of financial incentives, including profit sharing, and gain sharing in worker motivation.

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Lecture-discussion Cases Focus group discussions

-Verbal examination -Exercises -Short-test

Enumerate the steps in the communication process Recognize the major types of nonverbal communication in the workplace. Explain and illustrate the difference between formal and informal communication channels. Identify major communication barriers in organizations. Develop tactics for overcoming communication barriers. Describe how to conduct more effective meetings. Describe how organizational ( or office) politics affects interpersonal communication.

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Lecture-discussion Multi-media

-Verbal examination -Exercises -Short-test

Identify various types of teams and groups, including selfmanaged work teams and project groups. Recognize the characteristics of effective groups and teams. Enumerate the stages of group development. Summarize managerial actions for building teamwork. Pinpoint the actions and attitudes of an effective team player.

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Lecture-discussion Multi-media

-Verbal examination -Exercises -Short-test

e. f.

g.

building Teamwork Being an Effective Team player Potential Contributions and Problems of Teams and Groups Resolving conflict within Teams and Groups Mid-term Examination

Part V. Controlling Chapter 14: Information Technology and e-Commerce a. Information Technology and the Manager’s Job b. The positive and Negative Consequences of Information Technology c. The Impact of the Internet on Customers and Other External Relationships d. The Effects of the Internet on Internal Operations e. Success Factors in eCommerce Chapter: 15 Essentials of Control a. Controlling and the other Management Functions b. Types and Strategies of Controls c. Steps in the Control Process d. Non-budgetary Control Techniques e. Budgets and Budgetary Control Techniques f. Managing Cash Flow and Cost Cutting g. Nontraditional Measures of Financial Performance h. Information Systems and Control

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Point to the potential contributions and problems if teams and groups. Describe the positive and negative aspects of conflict and how team leaders and managers can resolve conflicts.

Week 14

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To assess the learning and performance of students.

Week 14 (3 hours)

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Summarize the demands information technology places on the manager’s job. Describe positive and negative consequences of Information technology for the manager. Discuss the impact of the internet and social media sites on customer and other external relationships. Explain the effects of the internet on internal company operations. Enumerate factors associated with success in e-commerce.

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Lecture-discussion Cases

Explain how controlling relates to the other management functions. Understand the different types and strategic of controls. Describe the steps in the control process. Explain the use of nonbudgetary control techniques. Prepares various types of budgets and the use of budgets and financial ratios control. Determine how managers and business owners manage cash flow and control costs and use non-traditional measures of financial performance. Describe how an information system contributes to control. Specify several characteristics of effective controls.

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Lecture-discussion Cases

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Week 15 (3 hours)

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Pen and Paper Test -Verbal examination -Exercises -Short-test

-Verbal examination -Exercises -Short-test

i.

Characteristics of Effective Controls

Chapter 16: Managing Ineffective Performers a. Factors Contributing to Ineffective Performance b. The control model for managing Ineffective Performers c. Coaching and Constructive Criticism d. Employee Discipline e. Dealing with difficult people, Including Cynics f. Termination

Week 16 (3 hours)

Part VI. Managing for Personal Effectiveness Chapter 17: Enhancing Personal Productivity and Managing Stress a. Improving Your work Habits and Time Management b. Understanding and Reducing Procrastination c. The Nature of Stress and Burnout d. Stress-Management Techniques

Week 17 (3 hours)

Final Examination & submission of final requirement

Week 18 ( 3 hrs.)

Grade Computation: Attendance Class Participation Quizzes Examination Final Requirement TOTAL

Identify factors contributing to poor performance. Describe the control model for managing ineffective performers. Know what is required to coach and constructively criticize employees. Understand how to discipline employees. Develop an approach to dealing with difficult people, including cynics. Explain the recommended approach to terminating employees.

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Lecture-discussion Multi-media Cases

-Verbal examination -Exercises -Short-test

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Multi-media presentation

- Project assessment and Personal assessment

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Identify techniques for improving work habits and time management Explain why people procrastinate, and identify techniques for reducing procrastinations. Understand the nature of stress and burnout, including their consequences. Explain how stress can be managed effectively.

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To assess the learning of the students.

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10% 15% 20% 40% 15% 100%

Consultation Hours: Every TTH; e-mail (Any day – day time)

Pen and Paper Test

COURSE REFERENCES: 1. 2. 3.

Andrew J. Dubrin (2012) Introduction to Management, 9th Edition. Singapore. Mason Carpenter, Talya Bauer, Berrin Erdogan, (2012) Management Principles, (http://2012books.lardbucket.org/) Charles W.L. Hill, Steven L. Mcshane (2010) Principles of Management, America

PREPARED BY

RECOMMENDING APPROVAL

APPROVED BY

Jennelyn L. Villarmino, A Faculty-in-charge

DR. ENRICO C. YEE, JR., A Chair, DBA

DR. REC E. EGUIA Dean, CGB