Dan C. Lungescu, PhD, assistant professor2015-2016

Management

Course presentation

Topics

A. Course overview

B. Course outline

C. Weekly lectures

D. Course method

E. Course assessment

F. Readings

organization’s activity

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A. Course overview

Topics » A. Course overview

job job job job job job job job

jobs handlerjobs handler

jobs handlerjobs handler

overall 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, theoreticalaspects 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 communicationskills 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 learningmanagement. Anyway, knowledge provided by other disciplinesmay help understanding easier and better some specific topics.

None

Organization design implies grouping activities according to theirnature/content. So you should have an idea about the meaning ofsuch activities: marketing, accounting, finance, production etc.

General knowledge about business

Decision-making models point to the future events, so many rellyon the concept of probability. Probability will be taught atmathematics, in the first semester.

Mathematics/statistics

What’s next?

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

Other issuesin management

Managementin specificindustries

Managingspecific typesof companies

Specificmanagement

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 aproject (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 SeminarChapter Course lecture

Administrative class1 – Course presentation

Manager’s job2 1 Manager’s job

The evolution of management

3 2The evolution of

management

SR and ethics4 3-4Environments.SR and ethics

No test in the first four weeks.

Weekly lectures (2)

Topics » C. Weekly lectures (2)

Week SeminarChapter Course lecture

SWOT analysis.Creativity

5 5-6Goals 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 SeminarChapter Course lecture

Individual decision making [R+U]

9 10-11Organization 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 SeminarChapter Course lecture

Leadership13 15-16Managing groups.

Organizational control

Communication14 17-18Control 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 pointProject

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 pointHome 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., or 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: EdituraUniversitară.

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, CengageLearning.

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.). CengageLearning.

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 professor2015-2016