MCO 101 • MANAGEMENTUnit 0: Managing Expectations & Learning

MANAGEMENT 2MCO 101Issue date: 3 Jan 2008

Managing Expectations

COURSE DETAILS:

Faculty : Business Management and GlobalisationCampus : CyberjayaCourse Name : ManagementCourse Code : MCO 101Career : PostgraduateCredit Hours : 3 (42 contact hours)Duration : Modular over 3 weekends

: Saturday 2:00pm – 7:00pm: Sunday 9:00pm – 1:00pm &

2:00pm – 7:00pm

Mode of Delivery : Lecture & TutorialPre-Requisites : none

MANAGEMENT 3MCO 101Issue date: 3 Jan 2008

Managing Expectations

COURSE DESCRIPTION:

The course provides participants with a complete, comprehensive review of management concepts in an understandable form. This course aims to:

(a) Provide students with an understanding of different options that students may use in their future management activities and

(c) Demonstrate how leadership, team building, organisational thrust and strategy are analysed and assembled for competitiveness.

MANAGEMENT 4MCO 101Issue date: 3 Jan 2008

Managing Expectations

LEARNING OUTCOMES:

At the end of the course, students will be able to:

• Explain fundamental concepts and principles of management including the basic roles, skills, and functions of management

• Discuss the knowledgeable of historical development, theoretical aspects and practice application of managerial process

• Examine the environment, technology, human resources, and organizations in order to achieve high performance

• Discuss the ethical dilemmas faced by managers and the social responsibilities of businesses.

MANAGEMENT 5MCO 101Issue date: 3 Jan 2008

Managing Expectations

SUBJECTS DISCUSSED:

1. Management, Managers and evolution of Management theory2. Personality traits and diversity3. Organisation, Globalisation and the resulting environments4. Decision-making and Planning5. Structure and Strategy6. Executing and Controlling7. Human Resources Management as a function8. Motivation, Leadership, Groups and Teams9. Communication, conflicts and politics10. Operations Management. Entrepreneurship. Innovation

6MCO 101Issue date: 3 Jan 2008

Managing Expectations

MODULAR DELIVERY

Each module is delivered sequentially within a 4 weeks period.

Weekly contact hours:

Saturday : 2:00pm – 5:00pm 3 hoursSunday : 9:00am – 12:00pm 3 hours

2:00pm – 5:00pm 3 hours 9 hours

Over a period of 5 weekends, (9 x 5) is 42 hours per module.

The fourth weekend is planned for a 3 hours examination. There will be exercises and quizzes throughout the course.

7MCO 101Issue date: 3 Jan 2008

TOTAL PROGRAM DURATION

Duration for 1 module 5 weeksNo of Modules for each program 13

Total Module 65 weeks

Assignment submission 10 weeksFinal Project Paper 8 weeksDefence/Presentation 2 weeks

Total Program Duration 72 weeksor 18 monthsor 1½ years

Managing Expectations

MANAGEMENT 8MCO 101Issue date: 3 Jan 2008

Managing Expectations

MCO 101:

Week 1 : 16, 17 FEB 2008Week 2 : 23, 24 FEB 2008Week 3 : 01, 02 MAR 2008Week 4 : 08 MAR 2008 – Final Exam (tentative)

+ 10 Weeks

Week 14 : 19 MAY 2008 – Wesak Day (Public Holiday)20 MAY 2008 – Assignment Paper Due Date

MANAGEMENT 9MCO 101Issue date: 3 Jan 2008

Managing Expectations

ASSESSMENT :

1. Quizzes short tests 20%2. Assignments 40%3. Final Examination 40%

Recommended Reading

1. Williams (2007). Management 4th Ed. Thomson South Western, OH USA2. Hill & McShane (2008). Principles of Management. McGraw Hill, NY USA3. Kinicki & Kreitner (2008). Organisational Behaviour, key concepts, skills and

best practices, McGraw Hill, NY USA4. Stephen R. Robbins & David DeCenzo, Fundamentals of Management, 5th

Edition, Prentice Hall International, 20055. Goodman S., et al, Management challenges for tomorrow’s leaders,

International Ed, 20076. Stephen R. Robbins & Mary Coulter, Management, 8th Edition, Prentice Hall

International, 20057. Gary Dessler, Management: Principles and Practices for Tomorrow’s Leader,

3rd Edition, 2003

MANAGEMENT 10MCO 101Issue date: 3 Jan 2008

Learning Styles – how do you fair?

ACTIVISTS REFLECTORS

THEORISTS PRAGMATISTS

MANAGEMENT 11MCO 101Issue date: 3 Jan 2008

Learning Styles

ACTIVISTS: Activists involve themselves fully and without bias in new experiences. They enjoy the here and now and are happy to be dominated by immediate experiences. They are open-minded, not sceptical, and this tends to make them enthusiastic about anything new. Their philosophy is: ‘I’ll try anything once’. They dash in where angels fear to tread. They tend to throw caution to the wind. Their days are filled with activity. They revel in short term crisis fire fighting. They tackle problems by brainstorming. As soon as the excitement from one activity has died down, they are busy looking for the next. They tend to thrive on the challenge of new experiences but are bored with implementation and longer-term consolidation. They are gregarious people constantly involving themselves with others but in doing so they hog the limelight. They are the life and souls of the party and seek to centre all activities around themselves.

MANAGEMENT 12MCO 101Issue date: 3 Jan 2008

Learning Styles

REFLECTORS: Reflectors like to stand back to ponder experiences and observe them from many different perspectives. They collect data, both first hand and from others, and prefer to chew it over thoroughly before coming to any conclusion. The thorough collection and analysis of data about experiences and events is what counts so they tend to postpone reaching definitive conclusions for as long as possible. Their philosophy is to be cautious, to leave no stone unturned. ‘Look before you leap’; ‘Sleep on it’. They are thoughtful people who like to consider all possible angles and implications before making their own points. They tend to adopt a low profile and have a slightly distant, tolerant, unruffled air about them. When they act, it is as part of a wide picture that includes the past as well as the present and others’ observations as well as their own.

MANAGEMENT 13MCO 101Issue date: 3 Jan 2008

Learning Styles

THEORISTS: Theorists adapt and integrate observations into complex but logically sound theories. They think problems through in a vertical, step-by-step logical way. They assimilate disparate facts into coherent theories. They tend to be perfectionists who won’t rest easy until things are tidy and fit into their rational scheme. They like to analyse and synthesise. They are keen on basic assumptions, principles, theories models and systems thinking. Their philosophy prizes rationality and logic. ‘If it’s logical it’s good’. Questions they frequently ask are: “Does it make sense?” “How does this fit with that?” “What are the basic assumptions?” They tend to be detached, analytical and dedicated to rational objectivity rather than anything subjective or ambiguous. Their approach to problems is consistently logical. This is their ‘mental set’ and they rigidly reject anything that doesn’t fit with it. They prefer to maximise certainty and feel uncomfortable with subjective judgements, lateral thinking and anything flippant.

MANAGEMENT 14MCO 101Issue date: 3 Jan 2008

Learning Styles

PRAGMATISTS: Pragmatists are keen on trying out ideas, theories and techniques to see if they work in practice. They positively search out new ideas and take the first opportunity to experiment with applications. They are the sort of people who return from management courses brimming with new ideas that they want to try out in practice. They like to get on with things and act quickly and confidently on ideas that attract them. They don’t like ‘beating around the bush’ and tend to be impatient with ruminating and open-ended discussions. They are essentially practical, down to earth people who like making practical decisions and solving problems. They respond to problems and opportunities ‘as a challenge’. Their philosophy is: ‘There is always a better way’ and ‘if it works its good’.

MANAGEMENT 15MCO 101Issue date: 3 Jan 2008

Learning Tips

• Find yourself – do a soul search

• Find your space – time of day, environment

• Find a partner – learning same program or similar

• Pace yourself – lectures, tutorials, exams, assignments

• Create own notes – mind maps, acronyms, metaphors, relativity

• Eat right – healthy diet > healthy body > healthy brain cells > capture

• Seek positive outlook – think of opportunities, comfort, avoid negative aura

MANAGEMENT 16MCO 101Issue date: 3 Jan 2008

Weblog