Course Outline

Title Principles of Management

Code UE-272

Credit Hours 3

None
Prerequisite

Follow Up

Category
University Elective

● To understand the roles and functions of managers at various (entry, middle and the top) levels
● To explain the relationships between organizational mission, goals, and objectives
● To conceptualize how internal and external environment shape organizations and their responses
Aims and Objectives ● To demonstrate empirical understanding of various organizational processes and behaviors and the theories associated with them ●
To demonstrate critical thinking skills in identifying ethical, global, and diversity issues in planning, organizing, controlling and leading
functions of management
● Understand organizational design and structural issues

After successful completion of this course, the students will be able to

Learning Outcomes ● Understand and apply management principles and concepts as they apply to business situations.
● Understand the role of management in making business decisions.
● Work efficiently and effectively in any kind of organization.

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 Managing and the Managers Job: The management process, kinds of managers, basic managerial roles and skills, and the nature of managerial
work. The Environment and Culture of Management: The external and internal environment, the organization’s cultures,
organizationenvironment relationship. Planning and Decision Making: Decision making and planning process, organizational goals and levels of
planning, various levels of strategies, rational perspectives on decision making, behavioral aspects of decision making, group and team decision
making in organizations. The Organizing Process: Designing Jobs, grouping jobs, establishing reporting relationships, distributing authority,
Course coordinating activities. Managing Change and Innovation: Forces for change, steps in the change process, understanding and overcoming
Description resistance to change, the innovation process. Leadership and Influence Process: Different approaches to leadership, political behavior in
organizations. The Controlling Process: The purpose of control, steps in the control process; operational, structural, and strategic control,
managing total quality and productivity. The Ethical and Social Environment: Individual ethics in organization, emerging ethical issues, social
responsibility and organizations.

Text Book
A. – Ricky W. Griffin (2017), “Management”, 12th edition, Cengage Learning

Reference Material
B. – Stephen P Robbins, Mary Coulter (2017), “Management”, 14th edition, Pearson

Sessional 25% Mid 35% Final 40% Total 100%

Assessment Quiz, Assignment, Presentation 25 Mid-Term Paper 35 Final-Term Paper 40 100

Criteria

Recommendations Active participation of students in class discussions will be the key to achieve course objectives, successfully.
Lecture Plan
Source Recommendation s for
Week Lecture Topic (Book-Chapter Learning
No. Section No.) Activities

Introduction:
1 Course Outline Overview, An introduction to Management, Organization, Organizational A. Chap-1
resources
1
Managing and the Managers Job:
2 The management process (Planning and Decision Making, Organizing, A. Chap-1
Leading, Controlling), Kinds of managers (level and areas of managers)

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 Managing and the Managers Job (Cont.):
2 3 Basic managerial roles, Managerial skills, Sources of managerial skills, the nature of managerial A. Chap-1
work

The Environment and Culture of Management:

The importance of studying environment, types of environmental elements, The external
4 environment, Elements of general environment (economic, political, socio-cultural, A. Chap-3
technological, international)

The Environment and Culture of Management (Cont.):

Elements of task environment (customers, competitors, suppliers, regulators,
5 A. Chap-3 Case study 1
strategic partners), The elements of internal environment (owners, BODs, employees, the
organization’s culture)
3
Planning and Decision Making:
Decision making and planning process, Organization mission, organizational goals, Kinds of
6 Organizational Plans (strategic, tactical, operational), Time Frames for Planning (long term, A. Chap-7 Assessment 1
intermediate term, short term)

Planning and Decision Making (Cont.):

Responsibilities for Planning, Contingency Planning, Crisis Management, Types of operational
7 A. Chap-7
planning (program, project, policy, SOPs, rules and regulations)
4
Planning and Decision Making (cont.):
8 Managing goal setting and planning process (Barriers to Goal Setting and A. Chap-7
Planning, Overcoming the Barriers, Using Goals to Implement Plans - MBO) Assessment 2

Managing Strategy and Strategic Planning:

The nature of Strategic Management, using SWOT analysis to formulate strategies, corporate
9 A. Chap-8
level strategies (Diversification, Vertical Integration, Geographical Expansion)

5
Managing Strategy and Strategic Planning (Cont’d):
Business level strategies (porter’s framework: differentiation, low-cost, focus; miles and snow
10 A. Chap-8
framework: prospector, defender, analyzer, reactor), Product life cycle

11 Case Study Discussion A. Chap-8 Case study 2

6 Managing Decision Making and Problem Solving:

12 The nature of decision making (Types of Decisions, Decision-making A. Chap-9 Assessment 3
Conditions), Rational Perspectives on Decision Making,

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 Managing Decision Making and Problem Solving (cont.): Behavioral
13 Aspects of Decision Making, Group and Team Decision Making in Organizations A. Chap-9

7 The Organizing Process:

The Elements of Organizing, Designing Jobs (Job Specialization, Benefits and Limitations of
14 A. Chap-11
Specialization, Alternatives to Specialization), Grouping Jobs:
Departmentalization
The Organizing Process (cont.) :
Establishing Reporting Relationships (Chain of Command, Narrow Versus
15 Wide Spans, Tall Versus Flat Organizations, Determining the Appropriate A. Chap-11
8 Span), Distributing Authority (The Delegation Process, Decentralization and Centralization),
coordinating activities

16 Revision Assessment 4

Managing Organization Design:

The Nature of Organization Design, Bureaucratic VS Behavioral Design, Basic
17 Forms of Organization Design (Functional (U-Form) Design, Conglomerate A. Chap-12
(H-Form) Design, Divisional (M-Form) Design, Matrix Design, Hybrid
Designs), Emerging Issues in Organization Design
Managing Change and Innovation:
The Nature of Organization Change (Forces for Change, Planned Versus Reactive Change),
18 A. Chap-13
Managing Change in Organizations (Steps in the Change Process)
9
Managing Change and Innovation (cont.):
19 Understanding Resistance to Change, Overcoming Resistance to Change, Participation), Areas A. Chap-13 Assessment 5
10 of Organizational Change

Managing Change and Innovation (cont.):

20 Organizational Innovation (The Innovation Process, Forms of Innovation, The A. Chap-13
Failure to Innovate, Promoting Innovation in Organizations)

Managing Human Resources:

11 21 The Strategic Importance of HRM, The Legal Environment regarding HRM, A. Chap-14
Attracting Human Resources: HR Planning, Recruiting HR

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 Managing Human Resources (cont.):
Attracting Human Resources: Selecting HR
22 A. Chap-14 Assessment 6
Developing Human Resources: Training and Development,
Performance Performance Feedback Appraisal,
Managing Human Resources (cont.):
Maintaining Human Resources: Determining Compensation, Determining
23 A. Chap-14
Benefits, Career Planning
12 Managing Labor Relations, New Challenges in changing workplace
Managing Employee Motivation and Performance:
24 What is Motivation?, Maslow’s hierarchy of needs, The two factor theory, A. Chap-16
McClelland’s Theory of Needs, Expectancy theory

Managing Employee Motivation and Performance (cont.):

25 Equity theory, Goal-Setting theory, Reinforcement theory, Alternative Forms of Work A. Chap-16 Case Study
Arrangements
13 Leadership and Influence Process:
Power and types of powers, The Nature of Leadership, Management VS Leadership,
26 A. Chap-17
Different Approaches to Leadership: generic approaches

Leadership and Influence Process (cont.):

27 Different Approaches to Leadership: situational approaches, related approaches, emerging A. Chap-17 Assessment 7
approaches
14 Interpersonal Relations and Communication:
The Interpersonal nature of organization (Interpersonal Dynamics, Outcomes of Interpersonal
28 A. Chap-18
Behaviors), Communication and the Managers Job, Forms of Communication in Organizations

Interpersonal Relations and Communication (cont.):

Informal Communication in Organizations (The Grapevine, Management by
29 Wandering Around, Nonverbal Communication), Managing Organizational Communication A. Chap-18
(Barriers to Communication, Improving Communication Effectiveness)
15
Basic Elements of Control:
The nature of control, the purpose of control, Types of control (Areas, Levels, Responsibilities),
30 Steps in control process, Operational controls, Financial controls, Structural control, Strategic A. Chap-20 Assessment 8
control

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 Basic Elements of Control (cont.):
31 Managing control in organizations (Characteristics of effective control, Resistance A. Chap-20
to control, Overcoming resistance to control)
16

32 Revision

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