Management

Course presentation

Dan Lungescu, PhD, assistant professor

Irina Salan, PhD, assistant professor
2014-2015

Topics

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

A. Course overview

overall jobs
jobshandler
handler
jobs handler
jobs handler
job job jobs
job handler
job job job job job
job job job job job job job job
job job joborganizations
job job activity
job job job
job job job job job job job job

Topics A. Course overview

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)

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
None
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.

General knowledge about business

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.

Mathematics/statistics
Decision-making models point to the future events, so many relly
on the concept of probability. Probability will be taught at
mathematics, in the first semester.
Topics A. Course overview Prerequisites

Whats next?
Specific
management
activities

Managing
specific types
of companies
I

II

IV

III

Other issues
in management

Topics A. Course overview Whats next?

Management
in specific
industries

I. Specific management activities

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

Strategy | Strategic management

Formulating and implementing large-scale action plans.

Change management
Handling the process of organizational transformation.

Innovation management
Managing the research and development of new products.

Human resource management (HRM)

Organizing employees: planning, staffing, compensating etc.
Topics A. Course overview Whats next? I. Specific management activities

Specific management activities (2)

Motivation and compensation
Providing employees with reasons and incentives to do their job.

Leadership in organizations
Influencing humans in order to help achieving organizational goals.

Conflict management
Handling the mutual opposition between two or more parties.

Operations management
Management of production process (converting inputs into goods).

Logistics | Supply chain management

Logistics: moving physical resources where they are required.
SCM: managing the entire process from raw material to final sale.
Topics A. Course overview Whats next? I. Specific management activities (2)

II. Managing specific types of companies

Entrepreneurship | Small business management

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

International management
Conducting activities across national boundaries.

Topics A. Course overview Whats next? II. Managing specific types of companies

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

Topics A. Course overview Whats next? III. Management in specific industries

IV. Other issues in management

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

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

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

Managerial simulations
Using computer to play different roles in management actions.
This is a mirror of what youll be able to do as a real manager.
Topics A. Course overview Whats next? IV. Other issues in management

B. Course outline
Management
Part I: Introduction
Part II: Planning
Part III: Organizing
Part IV: Leading
Part V: Controlling

Topics B. Course outline

Part I outline
Management
Part I: Introduction
Ch. 1. Managers job
Ch. 2. The evolution of management
Ch. 3. Organizational environments
Ch. 4. Social responsibility and ethics

Topics B. Course outline Part I outline

Part II outline
Management
Part II: Planning
Ch. 5. Organizational goals and plans
Ch. 6. Strategic management
Ch. 7. Decision making
Ch. 8. Managing innovation and change

Topics B. Course outline Part II outline

Part III outline

Management
Part III: Organizing
Ch. 9. Organizational structure
Ch. 10. Organization design
Ch. 11. Human resource management

Topics B. Course outline Part III outline

Part IV outline
Management
Part IV: Leading
Ch. 12. Motivation
Ch. 13. Leadership
Ch. 14. Communication
Ch. 15. Managing groups

Topics B. Course outline Part IV outline

Part V outline
Management
Part V: Controlling
Ch. 16. Organizational control
Ch. 17. Control methods
Ch. 18. Operations management
Ch. 19. Information systems

Topics B. Course outline Part V outline

C. Weekly lectures
Week Chapter

Course lecture

Seminar

Course presentation

Administrative class

Managers job.

Managers job
[case study]

The evolution of
management

Theories X and Y
[debate]

3-4

Environments.
SR and ethics

Ethics
[case study]

Next seminar class: 15 minutes multiple choice test, chapters 1-4

Topics C. Weekly lectures

Weekly lectures (2)

Week Chapter

Course lecture

Seminar

5-6

Goals and plans.

Strategic management

SWOT analysis
[application exercise]

7-8

Decision making (DM).

Innovation and change

Organizational structure

Logical fallacies,
biases, and heuristics
that may affect DM
[presentation +
exercises]

10-11

Organization design.
HRM

Individual decision
making [AE]

Next seminar class: 15 minutes multiple choice test, chapters 5-11

Topics C. Weekly lectures (2)

Weekly lectures (3)

Week Chapter

12

Course lecture

Seminar

Motivation

Group decision
making [AE]

10

13

Leadership

Brainstorming [AE].
Change management

11

14

Communication

Motivation: need
theories [discussion]

12

15

Managing groups

Motivation: process
theories [discussion]

Next seminar class: 15 minutes multiple choice test, chapters 12-15

Topics C. Weekly lectures (3)

Weekly lectures (4)

Week Chapter

13
14

Course lecture

Seminar

16-17

Organizational control.
Control methods

Leadership
[case study]

18-19

Operations management.
Information systems

Communication [CS]
Recapitulation

No multiple choice test related to chapters 16-19

Topics C. Weekly lectures (4)

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

2.5 points
Portfolio
(tasks + HA)

1.5 points
Part-time
examinations
Topics E. Course assessment

1 point
Class
participation

1 point
Ex officio

4.0 points
Final
examination

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

Class attendance
Absences (A) and tardies (T) will negatively affect grades.
Make-up exams are exceptions, and only given on the
basis of instructor/student agreement for significant and
compelling reasons.
The total number of A/T, regardless of the reason, affects
the available best final grade as shown below (2T=1A):
5-7 As 9
8-10 As 8
11+ As 7.
Memorandums to the instructor explaining necessary
absences can mitigate their effect.
BIPs can help offset the impact of absences.
Topics E. Course assessment Policy on class participation Class attendance

F. Readings
1. Bartol, K. M., & Martin, D. C. (1994). Management (2nd
ed.). McGraw-Hill.
2. Brtianu, C., Mndruleanu, A., Vasilache, S., & Dumitru, I.
(2011). Business management. Bucureti: Editura
Universitar.
3. Brtianu, C., Vasilache, S., & Jianu, I. (2006). Business
management. Bucureti: 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. Popa, M. & Lungescu, D. & Salan, I. (2013).

Management. Concepte, tehnici, abiliti. Cluj-Napoca:
Presa Universitar Clujean.

Topics F. Readings Books in Romanian