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Principles of Management

This document provides the course syllabus for IBM 103 Principles of Management offered during the Fall 2009 semester. The 3-credit course introduces students to management theories, principles, concepts, functions and strategies. It is taught by Professor Pinn Tananone and covers topics like management functions, theories, planning, organizing, motivating, leadership, decision making and control. Students will learn through lectures, discussions, presentations and case analyses. Their performance will be evaluated based on participation, quizzes, exams and assignments. The course aims to help students understand management concepts and apply them to organizations.

Uploaded by

Lily Pan
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© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
91 views

Principles of Management

This document provides the course syllabus for IBM 103 Principles of Management offered during the Fall 2009 semester. The 3-credit course introduces students to management theories, principles, concepts, functions and strategies. It is taught by Professor Pinn Tananone and covers topics like management functions, theories, planning, organizing, motivating, leadership, decision making and control. Students will learn through lectures, discussions, presentations and case analyses. Their performance will be evaluated based on participation, quizzes, exams and assignments. The course aims to help students understand management concepts and apply them to organizations.

Uploaded by

Lily Pan
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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International Business Management Program

Business Administration Faculty


Payap University
Semester 1, Academic Year 2009
............

Course Syllabus
Course Number:
Course Title:
Course Credit:

IBM 103
Principles of Management
(3-0-0) credits

1. Course Description:
Introduction to management theories, principles, concepts,
functions and strategies as currently applied to complex organizations. The focus is on
the nature of management, models of organizational structure and design, management
theory and application, leadership, job design and composition, employee supervision and
motivation, performance, group and inter-group behavior, planning, organizing,
controlling and leading.

2. Instructors Name:
Class Room:
Teaching Hours:
Office Room:

Pinn Tananone
GI

GI103 Ground Floor, Graduate and International School


Building
Telephone (Mobile): 08-6917-1333
E-Mail:
[email protected]

3. Course Objectives:
Students should be able to:
3.1 comprehend the complex nature of organizations
3.2 understand and apply the general functions of management to any business
3.3 appreciate the evolution of management theories and their applications in the work
place
3.4 understand the significance of motivation and the power of leadership for employees
3.5 comprehend strategies used in different functional areas for effective and efficient
performance
3.6 realize the importance of diversity and cultural issues in business
3.7 appreciate the growing significance of corporate social responsibility and ethics in
businesses
4. Course Materials:
Required Text
G.R.Jone, J.M.George., Contemporary Management, 5th Edition, McGraw-Hill 2007
References
Chuck Williams, Management, 2nd Edition, Thomson, 2003
Lewis P.S.,Goodman.S.H.,Fandt.P.M, Management Challenges for Tomorrows Leaders,
4th Edition, Thomson 2004
Robert Kreitner, Management, 10th Edition, Houghton, 2007

5. Course Content:
Week

Chapter

Overview of the
Course: What is
Management?

Evolution of
Different
Management
Theories

Changing
Environments for
Management

CSR and Ethical


Reasoning in
Business

International
Management and
Cross-Cultural
Competence

Significant Issues
in Planning

7
8

Topic

Midterm Exams
Strategic
Management
Process

Objective
- Understand the management
definition.
- Describe the four management
functions.
- Explain the difference between
effectiveness and efficiency.
- Define the different levels of
manager and managerial skills
- Understand how historical forces
influence the practice of
management.
- Identify and explain major
development in the history of
management theory.
- Identify the main forces in an
organizations task and general
environments.
- Describe the challenges that each
force presents to managers.
- Discuss the main ways in which
managers can manage the
organizational environment.
- Understand the concept of CSR
and ethics
- Describe the concept of CSR,
and detail the ways in which
organizations can promote both
ethical and socially responsible
behavior by their employees.
- Describe the emerging borderless
world.
- Define international management
and explain how it differs from the
management of domestic business
operation.
- Describe the characteristics of
different attitudes towards
international operation.
- Define the cultural diversity and
explain how effective management
improves its performance.
- Define goals and plans and
explain the relationship between
them.
- Identify the concept of planning,
type of planning and planning
process.
- Define the components of
strategic management.
- Describe the strategic process
- Understand different types of
strategy.
-Differentiate among corporate-,
business-, and functional-level
strategies, including BCG matrix

Teaching
Hours
3

Activity
- Lecture
- Setting up
groups
- Class
discussion

- Lecture
- Class
discussion
- Business
scenario and
article
presentation
- Lecture
- Class
discussion
- Article
presentation

- Lecture
- Class
discussion
- Article
presentation

- Lecture
- Class
discussion
- Business
scenario

- Lecture
- Class
discussion

- Lecture
- Class
discussion
- Case
analysis

and Porters competitive forces.


9

Decision Making
Issues

- Explain why decision making is


an important component of good
management.
- Explain the difference between
programmed and nonprogrammed
decisions and the decision
characteristics of certainty, risk,
and uncertainty.
- Describe the classical,
administrative, and political
models of decision making and
their applications.
- Identify the six steps used in
managerial decision making.

- Lecture
- Class
discussion

10

Organizing
Concepts and
Principles

- Lecture
- Class
discussion

11

10

Organizing in the
21st Century

- Explain the fundamental


characteristics of organizing,
including such concepts as work
specialization, chain of command,
line and staff.
- Understand the concept and the
types of organizations.
- Explain when specific structural
characteristics such as
centralization, span of
management should be used
within organizations.
- Describe the organizational
structures managers can design,
and why they choose one structure
over another.
- Compare the traditional view and
the modern view of organizations.
- Explain the concept of
contingency organizational design.
- Distinguish between mechanistic
and organic organizations.
- Discuss the roles that
differentiation and integration play
in organization structure.
- Define the term delegation.

- Lecture
- Class
discussion
- Article
presentation

12

13

Motivation Issues

- Explain what motivation is and


why managers need to be
concerned about it.
- Explain the motivational lessons
taught by Maslows theory,
Herzbergs theory, and expectancy
theory.
- Describe how goal setting
motivates performance.
- Explain the concept of job
enlargement and job enrichment
and how they can be used to
enhance the motivating potential
of job.
- Distinguish extrinsic rewards
from intrinsic rewards.
- Explain how quality control
circles, open-book management,

- Lecture
- Class
discussion
- Case
analysis

13

15

Leadership Issues

14

14

Group Dynamics
and Teamwork

15

17

Organizational
Control

16

17

Final Exam
Review &
Discussion
Final Exams

and self-managed teams promote


employee participation.
- Identify the five bases of power
and explain what it takes to make
empowerment work.
- Explain the evolution of the
leadership theories from the trait
theory, the behavior theory, the
contingency theory, to the
transformational theory.
- Describe the path-goal theory of
leadership and explain how the
assumption on which it is based
differs from the assumption on
which Fiedlers contingency
theory is based.
- Explain the different
characteristic of group and team.
- Identify and describe the six
stages of group / team
development.
- Explain how groupthink can lead
to blind conformity.
- Define and discuss the
management of virtual teams.
- Discuss the criteria and
determinants of team
effectiveness.
- Identify three types of control.
- Explain the four steps of control
process.
- Identify the four key elements of
a crisis management program.
- Define total quality management
(TQM) and discuss the basic TQM
principles.
- Define and discuss the trends in
quality control.

- Lecture
- Class
discussion
- Case
analysis

- Lecture
- Class
discussion
- Business
scenario

- Lecture
- Class
discussion
- Case
analysis

6. Course Activities:
6.1. Lecture
6.2. Class Discussion and Participation
6.3. Team Case Evaluations
6.4. Oral Presentations using visual aids
6.5. Written Papers
6.6. Researching recent publications for articles
6.7. Examination
7. Grade Scale:
7.1. Class Participation and Team Case Analysis
7.2. Two Quizzes
7.3. Midterm Examination
7.4. Final Examination
*See Appendix

20%
20%
20%
40%

8. Course Evaluation:
8.1. Students who have less than 80% of class attendance cannot take the final
examination.
8.2. It is important that students read the assigned readings and chapters and come
prepared to class.
8.3. It is important that students perform according to the academic code of honor that
prohibits cheating and plagiarizing the work of others.
8.4. The evaluation is based on the Payap University grading scale shown as follows:
Grading Score
100-80
79-75
74-70
69-65
64-60
59-55
54-50
49-0

Letter Grade
A
B+
B
C+
C
D+
D
F

9. Appendix
Guidelines for papers and case analyses will be provided.

Score (4 point scale)


4
3.5
3.0
2.5
2.0
1.5
1
0

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