Management Course presentation Dan C. Lungescu, PhD, assistant - - PowerPoint PPT Presentation

Dan C. Lungescu, PhD, assistant professor 2015-2016

Management

Course presentation

Topics

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

• rganization’s activity

job job job job job job job job job job job job job job job job job job job job job job job job

• A. Course overview

Topics » A. Course overview

job job job job job job job job jobs handler jobs handler jobs handler jobs handler

• verall jobs handler

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)

Course overview (3)

Topics » A. Course overview (3)

1 2 4 3

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

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)

Prerequisites

Topics » A. Course overview » Prerequisites

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.

None

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.

General knowledge about business

Decision-making models point to the future events, so many relly

• n the concept of probability. Probability will be taught at

mathematics, in the first semester.

Mathematics/statistics

What’s next?

Topics » A. Course overview » What’s next?

Other issues in management Management in specific industries Managing specific types

• f companies

Specific management activities I II IV III

• I. Specific management activities

Topics » A. Course overview » What’s next? » I. Specific management activities

Ethics: moral judgment used when running a business. SR: helping protecting and improving the welfare of society.

Ethics & social responsibility

Formulating and implementing large-scale action plans.

Strategy | Strategic management

Handling the process of organizational transformation.

Change management

Managing the research and development of new products.

Innovation management

Organizing employees: planning, staffing, compensating etc.

Human resource management (HRM)

Specific management activities (2)

Topics » A. Course overview » What’s next? » I. Specific management activities (2)

Providing employees with reasons and incentives to do their job.

Motivation and compensation

Influencing humans in order to help achieving organizational goals.

Leadership in organizations

Handling the mutual opposition between two or more parties.

Conflict management

Management of production process (converting inputs into goods).

Operations management

Logistics: moving physical resources where they are required. SCM: managing the entire process from raw material to final sale.

Logistics | Supply chain management

• II. Managing specific types of companies

Topics » A. Course overview » What’s next? » II. Managing specific types of companies

Entrepreneurship: the creation of a new enterprise. SBM: management of small familly companies.

Entrepreneurship | Small business management

Conducting activities across national boundaries.

International management

• III. Management in specific industries

Topics » A. Course overview » What’s next? » 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

• IV. Other issues in management

Topics » A. Course overview » What’s next? » IV. Other issues in management

National models of management in US, Japan, EU etc. This implies the study of national cultures.

Comparative management

The study of human behavior within an organizational setting. This is not focused on management but on employee psychology.

Organizational behavior

Managing resources to bring about the successful completion of a project (collaborative enterprise set to achieve a particular aim).

Project management

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.

Managerial simulations

• B. Course outline

Topics » B. Course outline

Part I: Introduction Part II: Planning Part III: Organizing Part IV: Leading Part V: Controlling Management

Part I outline

Topics » B. Course outline » Part I outline

Part I: Introduction

• Ch. 1. Manager’s job
• Ch. 2. The evolution of management
• Ch. 3. Organizational environments
• Ch. 4. Social responsibility and ethics

Management

Part II outline

Topics » B. Course outline » Part II outline

Part II: Planning Management

• Ch. 5. Organizational goals and plans
• Ch. 6. Strategic management
• Ch. 7. Decision making
• Ch. 8. Managing innovation and change

Part III outline

Topics » B. Course outline » Part III outline

Part III: Organizing Management

• Ch. 9. Organizational structure
• Ch. 10. Organization design
• Ch. 11. Human resource management

Part IV outline

Topics » B. Course outline » Part IV outline

Part IV: Leading Management

• Ch. 12. Motivation
• Ch. 13. Leadership
• Ch. 14. Communication
• Ch. 15. Managing groups

Part V outline

Topics » B. Course outline » Part V outline

Part V: Controlling Management

• Ch. 16. Organizational control
• Ch. 17. Control methods
• Ch. 18. Information systems

• C. Weekly lectures

Topics » C. Weekly lectures

Week Seminar Chapter Course lecture

Administrative class 1 – Course presentation Manager’s job 2 1 Manager’s job The evolution of management 3 2 The evolution of management SR and ethics 4 3-4 Environments. SR and ethics

No test in the first four weeks.

Weekly lectures (2)

Topics » C. Weekly lectures (2)

Week Seminar Chapter Course lecture

SWOT analysis. Creativity 5 5-6 Goals and plans. Strategic management Logical fallacies, biases, and heuristics that may affect DM 6 7 Decision making (DM) 7 8 Innovation and change Individual decision making [C] 8 9 Organizational structure

Seminar class no. 5: 15 minutes multiple choice test, chapters 1-4

Weekly lectures (3)

Topics » C. Weekly lectures (3)

Week Seminar Chapter Course lecture

Individual decision making [R+U] 9 10-11 Organization design. HRM Group decision making 10 12 Motivation Motivation: need theories 11 13 Leadership Motivation: process theories 12 14 Communication

Seminar class no. 10: 15 minutes multiple choice test, chapters 5-11

Weekly lectures (4)

Topics » C. Weekly lectures (4)

Week Seminar Chapter Course lecture

Leadership 13 15-16 Managing groups. Organizational control Communication 14 17-18 Control methods. Information systems

Seminar class no. 14: 15 minutes multiple choice test, chapters 12-14

• 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

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

• E. Course assessment: MGE

Topics » E. Course assessment

Ex officio 1 point Project 0,5 points Seminar 3.0 points Part-time examinations 1.5 points Final examination 4.0 points

Course assessment: CIGE + FBE

Topics » E. Course assessment » CIGE + FBE

Ex officio 1 point Home assignments 1.2 points Seminar 2.3 points Part-time examinations 1.5 points Final examination 4.0 points

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.,

• r merely to raise the final grade received.

Topics » E. Course assessment » Policy on class participation

• 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

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

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)

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

Dan C. Lungescu, PhD, assistant professor 2015-2016