Management

2020/2021

Учебный год

ENG

Обучение ведется на английском языке

4

Кредиты

Кто читает:

Департамент менеджмента

Статус:

Курс обязательный

Когда читается:

1-й курс, 1, 2 модуль

Преподаватели

Карпинская Эмилия Олеговна

Плахотник Мария Сергеевна

Course Syllabus

Abstract

This course is designed to provide students a broad overview of the subject of management. Topics include management theory and history; the changing business environment; elements of strategic planning and human resource management; leadership; decision-making; conflict management; motivation; communication as well as social responsibility, innovation, and diversity. Students will also examine behavioral, political, and organizational dynamics of managerial practice and the challenging roles of managers at different levels (i.e., line managers, mid-level managers, top managers/executives) of organizations. The course combines lectures and interactive seminars to promote student critical thinking and problem-solving skills. The course assignments are based on current literature in management and on-line resources and include individual and group work.

Learning Objectives

• The goal of this course is to expose students to the theories and principles that are important for successful management of organizations.

Expected Learning Outcomes

• identify roles, functions, levels, skills of managers; identify levels of management; describe managerial functions at each level; explain the process of one's transition to management
• Explain the concept of the division of labor Describe impact of industrial revolution on the development of management practice and thought Name major approaches to management theory Name main theories their authors Explain each theory Provide an example to illustrate each theory Identify pros and cons of each theory
• Provide definitions for goals, plans, planning, strategy; Explain how goals, plans, planning, strategy is/are used in organizations; Differentiate among different types of plans; Differentiate among different types of goals; Explain SMART technique;
• Differentiate between an organization and organizing Explain the purpose of organization structure Analyze an organizational chart to explain the company’s structure Define and discuss all key elements of organization design Reflect on one’s ability to delegate
• Define human resource management Explain how managers at all levels and HR function work together to manage employee Explain purpose, structure of HR department Analyze how internal and external factors affect HR planning Differentiate between recruitment and selection Identify and discuss sources of recruitment
• Define a leader and leadership Explain the difference between roles of a leader and a manager Explain main leadership theories Analyze an organizational situation from a leadership theory perspective Reflect on one’s own leadership style Explain sources of a leader’s power
• Explain how managers and organizations could motivate employees Differentiate between types of motivation Explain each main motivation theory Analyze an organizational situation from a perspective of a motivation theory Use communication channels to manage employees/group members Create solutions to minimize or eliminate barriers to effective communication in the workplace Explain causes of conflict Create solutions minimize or eliminate conflicts in the workplace
• Explain how organizations go international Provide main characteristics of each globalization phase of a corporation Explain the EPG model Reflect on one’s own attitude towards managing employees in a global company Use examples of companies to explain basics of cross-cultural management

Course Contents

• Introduction: The Nature and Functions of Management
  Definitions, roles, functions, skills of managers; levels of management; transition to management
• Development of Management Thought
  Division of labor (Adam Smith); impact of industrial revolution on the development of management practice and thought; major approaches to management theory: Classical (Scientific management and General administrative theory), humanistic (Human relations and human resources perspective); and contemporary (Systems theory, Learning organization, Contingency view, TQM)
• Strategic Management
  goals, plans, planning; types of goals; SMART; types of plans; strategic planning; competitive advantage; core competence; synergy; value; strategic management; SWOT analysis
• Organization, structure, culture
  organization and organizing; organization structure and organization chart; elements of organization design (work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization); contingency factors that affect structural choice; organizational culture; three levels of culture (Edgar Schein)
• Understanding and Managing Individuals and Teams
  human resource management; HR department function, structure; HR planning; employee recruitment and selection; training and development; performance management; total compensation
• Leadership
  Leaders and leadership; leadership and management; leadership theories; power and influence
• Communication, Motivation, and Conflict Management
  intrinsic motivation and extrinsic motivation; Motivation theories (Needs (content) theories: Maslow’s Hierarchy of Needs Theory; Alderfer’s ERG Theory; Process/ cognitive theory: Vroom’s Expectancy Theory; Latham and Locke’s Goal Theory; Instrumentality theory; Hull’s Reinforcement Theory; McGregor’s Theory X and Theory Y; Herzberg’s Two-factor Theory); communication; functions, types, and channels of communication; hierarchy of channel richness; barriers to communication; direction of communication flow; conflict; causes of conflicts; different views on conflict; conflicts and group performance; approaches to handling conflicts
• Managing in the Global Environment: Ethics, Social Responsibility, Innovation, and Diversity
  Internationalization/globalization phases of a corporation (domestic, international, multinational, global); how organizations go international; The EPG Model; global mindset; cultural intelligence; cross-cultural management; careers of global managers; managing workplace diversity; ethics and corporate social responsibility when managing in the global environment; managing innovation and creativity

Assessment Elements

• Homework
  Homework includes a variety of individual and group assignments given to complete at home. Homework will be checked in class during seminars. Homework is graded in accordance with criteria provided below. Instructors might provide additional criteria for some assignments
• Profile
  A Profile of a Manager is an activity that provides students an opportunity to learn about everyday tasks and main functions of managers at different levels of management. The assignment has two parts: individual and group. Students have three weeks to complete the assignment. Additional details, deadlines, and evaluation criteria will be provided by the instructor. This assignment is due in Module 1.
• A Management Challenge
  A Management Challenge is an activity that provides students an opportunity to analyze a challenge their group faced through the lens of management theory. In this assignment, a challenge is (a) an issue faced by the group (b) that is ongoing or that happened once and/but (c) has had a long lasting impact on group productivity, morale, communication, motivation, or other factor/process, and (d) requires a set of solutions to be resolved. Additional details, deadlines, and evaluation criteria will be provided by the instructor. This assignment is due in Module 2.
• Quiz 1
  Each quiz includes material covered in class (lectures and seminars) and in the textbook prior to the quiz. Students will complete each quiz individually. Students will have 5 minutes to complete the quiz. During each quiz, students are not allowed to (1) use their cell phones or any other materials, (2) leave the classroom and come back, and (3) share answers with other groups. Those who violate these or other classroom policies receive a grade of “0” for the quiz. One quiz is provided in Module 1 and the other in Module 2.
• Quiz 2
  Each quiz includes material covered in class (lectures and seminars) and in the textbook prior to the quiz. Students will complete each quiz individually. Students will have 5 minutes to complete the quiz. During each quiz, students are not allowed to (1) use their cell phones or any other materials, (2) leave the classroom and come back, and (3) share answers with other groups. Those who violate these or other classroom policies receive a grade of “0” for the quiz. One quiz is provided in Module 1 and the other in Module 2.
• Exam
  This is a multiple-choice, yes/no, and fill in the blanks type of exam given in an electronic format during the finals week. The exam consists of 30 questions and lasts 30 minutes. The exam includes key concepts covered from the beginning of the course. Students take this exam individually. The exam is conducted with proctoring. Before the exam, students must: 1) Place a camera so that the instructor could see the student, the keyboard, and the screen. 2) Remove all books, papers, or gadgets (and pets) from the desk. To take the exam, students must: 1) Log into the Zoom exam session via the same link used for seminars 2) Be ready to show their picture ID (e.g., passport or student ID) 3) Wait till the instructor gives access to the exam session (students will be let in one by one) 4) Start the exam only after the instructor give a permission 5) Keep the camera on during the exam. Students who neglect this procedure to take the exam will receive a “0” grade for the exam. In other words, students must log in via Zoom and receive a permission to take the exam.

Interim Assessment

• Interim assessment (2 module)
  0.14 * A Management Challenge + 0.3 * Exam + 0.28 * Homework + 0.14 * Profile + 0.07 * Quiz 1 + 0.07 * Quiz 2

Bibliography

Recommended Core Bibliography

• Cleland, D. I., & Ireland, L. R. (2002). Project Management : Strategic Design and Implementation (Vol. 4th ed). New York: McGraw-Hill Professional. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=199621
• R.L. Daft, Dr. Ir. M. Aksit, & Ir. B. Tekinerdogan. (2002). Management. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.B0BA2B73

Recommended Additional Bibliography

• Cohen, W. A., & Drucker, P. F. (2008). A Class with Drucker : The Lost Lessons of the World’s Greatest Management Teacher. New York: AMACOM. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=211004
• Culture, leadership, and organizations : the GLOBE study of 62 societies / ed. by Robert J. House . (2004). Thousand Oaks, Calif. [u.a.]: Sage Publications. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.111320100
• Management History Lamond, David Emerald Publishing Limited 2005 ISBN: ISBN number:9781845448721, ISBN number:9781845448738 SERIES: Management Decision
• Osborne, C. (2015). Leadership (Vol. [New edition]). New York, NY: DK. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=979505