Abu S. Arif



|Instructor : Abu Sayeed Arif |Office Hours: As per notice on door |

|Office : 4007 |Accessible through SB website & abuarif. |

|Email : abuarif.bd@ | |

COURSE DESCRIPTION:

The course is designed to explore the meaning, importance, process and principles of Management. The course looks into the different management theories – old and new – thereby facilitating integration of the student’s knowledge & skills into their roles as future managers in the competitive global environment.

PREREQUISITE:

The students should at least be in their sophomore year and by now would have completed all their foundation courses. Although not a prerequisite, students who have completed their Introduction to Business curriculum will have a much easier timeunderstanding some of the discussions in class.

COURSE OBJECTIVES:

Not only would the students be able to learn basic management functions of planning, organizing, leading and controlling, but also be able to appreciate the value of upholding social responsibility and managerial ethics. Students will be required to relate real-life practices to what they learn in class.

TEXTBOOK:

Robbins, S. P. & Coulter, M. (2014) Management (12th Edition), Prentice-Hall, Inc.

RECOMMENDED REFERENCE TEXT:

Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th Edition), Tata McGraw-Hill

Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and Applications (8th Edition), Prentice-Hall, Inc.

ACADEMIC INTEGRITY POLICY:

Students must refrain from any type of cheating and/or plagiarism in a course. Any student acting otherwise will receive an “F” grade in the course. School of Business, IUB, maintains a zero tolerance policy regarding violation of academic integrity.

UNFAIR MEANS DURING EXAM

Students are not allowed to keep bags, handouts, books, mobile phones, smart watches or any other smart electronic devices with them during any exam. Students are advised to keep everything in the front of the class room before the exam starts. Please note that, just carrying any smart electronic devises (even if the devise is turned off or put it in silent mode) during the exam will be considered as “cheating”. Moreover, during the exam, anything written on hand palms (or anywhere else) and carrying paper materials (whatever is written) will be considered as “cheating”. Any sorts of “cheating” will result in an “F” grade with no exception.During the exam, students are only allowed to carry pen,pencil, eraser, sharpener, ruler, highlighter and calculator in a clear plastic bag.

COURSE PLAN:

The following table shows the topics likely to be covered from the textbook, leading up to the mid-term or final exams. However, the instructor reserves the right to add and/or subtract topics, or change the sequence in which they are covered. Students will be notified of all modifications to the course plan in class.

Lecture – 1 & 2

|Title |Introduction to Management & Organizations |

|Sub titles |Who are Managers? |

| |What is Management? |

| |Describe the functions, roles and skills of managers. |

| |Why study management? |

|Aim |To discuss about basic management functions of planning, organizing, leading and controlling.Students will be |

| |required to relate real-life practices to what they learn in class. |

|Objectives |By the end of the lesson the students will learn about- |

| |Understand the importance of Managers. |

| |Identify and describe the levels & functions of management. |

| |Understand the skills required at each level of management. |

| |Appreciate the rolesplayed by managers |

| |The values of studying management |

|Brief contents |Management, definition of manager, levels of management, characteristics of organization |

| |Efficiency and effectiveness |

| |Mintzberg’s managerial roles |

| |Katz’s managerial skills |

| |Universality of management |

|Key words |Management, Manager, first line manager, middle manager, top manager, characteristics of organizations, efficiency|

| |& effectiveness, interpersonal, informational and decisional roles, technical, human & conceptual skills, |

| |Universality of management. |

|New words |Employee productivity, Efficiency (means) and effectiveness (ends), Figurehead, liaison, disseminator, |

| |spokesperson, entrepreneur, disturbance handler, resource allocator, negotiator. |

|Probable Questions |Explain why managers are important to organizations. |

| |Explain the different levels in management and how the scope of authority and responsibility varies from one level|

| |to the other. |

| |Briefly describe the functions of management? |

| |Is your course instructor a manager? Discuss in terms of managerial roles, and skills. |

| |Explain the universality of management concept. Does it still hold true in today’s world? Why or why not? |

| |In today’s environment, which is more important to organizations – efficiency or effectiveness? Explain your |

| |choice. |

|References |Management : twelfth edition (Pearson) |

| |Stephen P. Robbins/ Mary Coulter |

| |Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th Edition),|

| |Tata McGraw-Hill |

| |Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and Applications|

| |(8th Edition), Prentice-Hall, Inc |

Lecture – 3 & 4

|Title |Historical Background of Management |

|Sub titles |Early Management examples |

| |Theories in the Classical Approach |

| |The development of the Behavioral approach |

| |The Quantitative approach |

| |The Contemporary approach |

| |Contingency approach |

|Aim |To discuss how the field of study called management has evolved. |

|Objectives |By the end of the lesson the students will learn about- |

| |Some early management examples. |

| |The various theories in the classical approach. |

| |Understand the development and uses of the behavioral approach. |

| |Understand the quantitative approach. |

| |The various theories in the contemporary approach. |

|Brief contents |Some early management examples |

| |Two major theories of classical approach, |

| |Quantitative approach |

| |Contemporary approaches |

| |Contingency approach |

|Key words |Ancient management, Division of labor (job specialization), Bureaucracy, Total Quality Management (TQM), Open & |

| |Closed system. |

|New words |Division of labor (job specialization), Bureaucracy, Total Quality Management (TQM), Open & Closed system, |

| |contingency approach. |

|Probable Questions |Explain why studying management history is important. |

| |Describe the important contributions made by the classical theorists. |

| |What kind of workplace would Henri Fayol create? |

| |Describe total quality management. |

| |Explain what the quantitative approach has contributed to the field of management. |

| |How do systems theory and the contingency approach make managers better at what they do? |

|References |Management : twelfth edition (Pearson) |

| |Stephen P. Robbins/ Mary Coulter |

| |Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th Edition),|

| |Tata McGraw-Hill |

| |Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and Applications|

| |(8th Edition), Prentice-Hall, Inc |

Lecture – 5 & 6

|Title |Understanding Management’s Context: |

| |Constraints and Challenges |

|Sub-titles |Different views on Manager’s action |

| |Components of external environment |

| |External environment and complexity |

| |Organizational stakeholders |

| |Organization cultures: strong versus weak cultures |

|Aim |The major objective of this chapter is to develop and apply theories on |

| |manager’s role, organization culture to apply in organization management. |

|Objectives |By the end of the lesson students will be able to learn about: |

| |How to contrast and compare managerial role in different context |

| |Identifying weak and strong organizational cultures and to act on context |

|Brief contents |Omnipotent View of Management, Symbolic view of Management, Components of |

| |External Environment, Environmental Uncertainty, Environmental Complexity |

| |Stakeholders, Organizational Culture, Strong Cultures, How Employees |

| |Learn Culture, Creating an Innovative Culture |

|Key Words |Omnipotent and symbolic view of management, external environment, |

| |Stakeholders, Organizational Culture, Strong Cultures, |

| |Weak culture |

|New Words |Omnipotent, symbolic, environmental complexity, Stakeholders, |

| |Organizational Culture, Strong Cultures |

| |Weak culture |

|Probable Questions |What are the differences between omnipotent view and symbolic view of |

| |manager’s actions? |

| |What are the main components of organization culture |

| |Distinguish between weak and strong organization cultures |

|Reference |Management : twelfth edition (Pearson) |

| |Stephen P. Robbins/ Mary Coulter |

| |Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and |

| |Entrepreneurial Perspective (14th Edition), Tata McGraw-Hill |

| |Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of |

| |Management: Essential Concepts and Applications (8th Edition), |

| |Prentice-Hall, Inc. |

Lecture – 7 & 8

|Title |Foundations of Planning and Decision making |

|Sub-titles |The what and why of planning |

| |Goals and types of plans |

| |Setting goals and developing plans |

| |Steps in the decision-making process |

| |ways managers make decisions |

| |decisions and decision-making conditions |

| |different decision-making styles |

| |effective decision-making techniques |

|Aim |Communicate the importance and implications of planning and goal setting to the students |

| |The major objective of this chapter is to study and apply theories on decision-making processand decision-making styles|

|Objectives |By the end of the lesson the students will learn about- |

| |The nature and purposes of planning |

| |Different types of planning |

| |The types of goals organizations might have and the plans they use |

| |Identifying process and ways of decision making in organizational settings |

|Brief contents |What is planning? |

| |Why do managers plan? |

| |Planning and performance |

| |Goals and plans |

| |Types of plans |

| |Decision-Making Process |

| |Important Decision Criteria |

| |Evaluation of Alternatives |

| |Conditions of decision making |

| |Role of intuition |

| |Structured Problems and Programmed Decisions |

| |Unstructured Problems and Non-programmed Decisions |

| |Linear Thinking Style |

| |Nonlinear Thinking Style |

|Key words |Planning, goals, Goal-setting, Management by objectives (MBO), Decision-Making Process, decision criteria, alternative |

| |evaluation, Conditions of decision making, Structured Problems and unstructured problems |

|New words |Management by Objectives, decision criteria, alternative evaluation, Linear Thinking Style, Nonlinear Thinking Style, |

| |Programmed Decisions, non-programmed decisions |

|Probable Questions |Discuss the purposes of planning. |

| |Explain the different types of planning. |

| |What are the benefits of Management by objectives? |

| |Briefly explain the decision-making process by any manager in an organizational setting. |

| |What are the basic differences between structured and unstructured problems? |

|References |Management : twelfth edition (Pearson) |

| |Stephen P. Robbins/ Mary Coulter |

| |Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th Edition), Tata|

| |McGraw-Hill |

| |Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and Applications (8th|

| |Edition), Prentice-Hall, Inc. |

Lecture – 9 and 10

|Title |Understanding Individual and Group Behaviour |

|Sub-titles | |

|Aim |This lecture would let the students’ better understanding of Individual and Group Behaviour |

|Objectives |By the end of the lesson the students will learn about- |

| |basic management functions of Individual and Group Behaviour but also be able to appreciate the value of |

| |upholding social responsibility and managerial ethics. Students will be required to relate real-life practices |

| |to what they learn in class. |

|Brief contents |●Focus & Goals of OB ●Attitudes & Job Performance ●Personality ●MBTI ●The Big Five ●Perception ●Factors that |

| |influence Perception ●Shortcuts used in Judging others ●Perception: Implication for Managers ●Learning ●Shaping:|

| |a Managerial Tool ●Learning: Implications for Managers ●Contemporary Issues in OB ●Managing negative Behaviour |

| |in Workplace ●Groups & Group Development ●Work Group Performance & Satisfaction ●Turning Groups into Effective |

| |Teams |

|Key words |Behavior, organizational behavior, employee productivity, absenteeism, turnover, organizational citizenship |

| |behavior, job satisfaction, workplace misbehavior, attitudes, cognitive component, affective component, |

| |behavioral component, job involvement, organizational commitment, perceived organizational support, cognitive |

| |dissonance, attitude surveys, personality, big-five model, locus of control, Machiavellianism, self-esteem, |

| |self-monitoring, impression management, emotions, emotional intelligence (EI), perception, attribution theory, |

| |fundamental attribution error, self-serving bias, assumed similarity, stereotyping, halo effect, learning, |

| |operant conditioning, social learning theory, shaping behavior. |

|New words |The Organization as an Iceberg. Organizational Citizenship Behavior (OCB). Myers Briggs Type Indicator (MBTI). |

| |The Big-Five Model |

|Probable Questions |Explain why the concept of an organization as an iceberg is important to understanding organizational behavior. |

| | |

| |Describe the focus and the goals of organizational behavior. |

| |Define the six important employee behaviors that managers want to explain, predict, and influence. |

|References |Management : twelfth edition (Pearson) |

| |Stephen P. Robbins/ Mary Coulter |

| |Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th |

| |Edition), Tata McGraw-Hill |

| |Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and |

| |Applications (8th Edition), Prentice-Hall, Inc. |

•

• MIDTERM

•

• Lecture – 11 & 12

|Title | Managers as leaders ( Leadership ) |

|Sub-titles |WHAT IS LEADERSHIP? |

| |EARLY LEADERSHIP THEORIES |

| |CONTINGENCY THEORIES OF LEADERSHIP: |

| |The Fiedler Model |

| |Path-Goal Model |

| |Hersey and Blanchard’s Situational Leadership Theory |

| |CONTEMPORARY VIEWS OF LEADESHIP: |

| |Transformational-Transactional Leadership |

| |Charismatic-Visionary Leadership |

| |LEADERSHIP ISSUES IN THE TWENTY-FIRST CENTURY: |

| |Managing Power (Types of Power) |

| |Managing Trust |

| |Empowering Employees |

| |Cross Cultural Leadership |

| |Effective Leadership |

|Aim | |

|Objectives |The main purpose of the chapter is to acquaint students with idea of leadership, in the context of power, |

| |authority and Influence. The different theories of leadership, (Trait,behavioural situational) |

| |understand the factors determining effective leadership, and the contemporary views of leadership. |

|Brief contents |Leadership, Characteristics, Behavior of leadership in different Contexts, Transformational-Transactional, |

| |Charismatic-Vision Leadership, Trust in Leadership and Effective Leadership. |

|Key words |Leadership, Power, Authority, Influence, Behaviour, Situation |

|New words |Influence, Charismatic, Transformational-Transactional, Maturity Immaturity of Followers, Readiness of |

| |Followers |

|Probable Questions |“The study of leadership is dependent on the interaction of three interdependent and interacting factors—leader,|

| |follower and situation.” Explain this in the context of different leadership theories. |

|References |Management : twelfth edition (Pearson) |

| |Stephen P. Robbins/ Mary Coulter |

| |Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th |

| |Edition), Tata McGraw-Hill |

| |Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and |

| |Applications (8th Edition), Prentice-Hall, Inc. |

•

• Lecture – 13 , 14 & 15

|Title | Organizational Structure & Design |

|Sub-titles |Designing organizational structure |

| |Mechanistic and organic structure |

| |Traditional organizational design |

| |Contemporary organizational design |

| |Flexible work arrangement |

|Aim |To communicate the nature of organizational designs |

| |To explain and discuss traditional and contemporary organizational design |

|Objectives |By the end of the lesson the students will learn about- |

| |The six key elements in organizational design |

| |Mechanistic and organic structures |

| |Traditional and contemporary organizational design |

|Brief contents |Designing organizational structure |

| |Mechanistic and Organic structure |

| |Contingency factors affecting structural choice |

| |Traditional organizational design |

| |Contemporary organizational design |

|Key words |Organizational design, Work specialization, Departmentalization, Chain of command, Span of control, Mechanistic |

| |and organic structure, Simple structure, functional structure etc. |

|New words |Organizational design, Work specialization, Departmentalization, Chain of command, Span of control, Mechanistic |

| |and organic structure, Simple structure, functional structure etc. |

|Probable Questions |Discuss the different traditional organizational designs. |

| |Explain the six key elements of organizational design. |

| |Contrast organic and mechanistic structures. |

|References |Management : twelfth edition (Pearson) |

| |Stephen P. Robbins/ Mary Coulter |

| |Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th |

| |Edition), Tata McGraw-Hill |

| |Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and |

| |Applications (8th Edition), Prentice-Hall, Inc. |

•

• Lecture – 16, 17 & 18

|Title | Motivation |

|Sub-titles |Designing organizational structure |

| |Mechanistic and organic structure |

| |Traditional organizational design |

| |Contemporary organizational design |

| |Flexible work arrangement |

|Aim |In this lecture would let the students’ better understanding Motivation |

|Objectives |The students will be able to learn basic management functions of Motivation; but also be able to appreciate the |

| |value of upholding social responsibility and managerial ethics. Students will be required to relate real-life |

| |practices to what they learn in class. The purpose of motivation is to create condition in which people are |

| |willing to work with zeal, initiative. |

|Brief contents |Motivation, Theory X, Theory Y, Hierarchy of need theory, Energy , Physiological Theory, Direction, persistence,|

| |Hygiene factors, Motivators, Three-Needs Theory, Goal-Setting Theory, Reinforcement Theory, Designing Motivating|

| |Jobs, Equity Theory, Job Design, Job Characteristics Model (JCM) Job enlargement, Job Depth, Autonomy, Feedback |

|Key words |Theory X, Theory Y, Hierarchy of need theory, Energy , Physiological Theory, Hygiene Factors. |

|New words |Theory X, Theory Y, Hierarchy of need theory, Energy , Physiological Theory, Hygiene Factors. |

|Probable Questions |What Is Motivation? |

| |Define motivation. Explain the three key elements of motivation. |

| |Early Theories of Motivation. |

| |Describe Maslow’s hierarchy of needs and how it can be used to motivate. |

| |Discuss how Theory X and Theory Y managers approach motivation. |

| |Describe Herzberg’s motivation-hygiene theory. |

| |Describe the three-need theory. |

|References |Management : twelfth edition (Pearson) |

| |Stephen P. Robbins/ Mary Coulter |

| |Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th |

| |Edition), Tata McGraw-Hill |

| |Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and |

| |Applications (8th Edition), Prentice-Hall, Inc. |

•

• Lecture - 19 & 20

|Title | Foundations of Control |

|Sub-titles | |

|Aim |This lecture would let the students’ better understanding of Foundations of Control |

|Objectives |The students will be able to learn basic management functions of Foundations of Control but also be able to |

| |appreciate the value of upholding social responsibility and managerial ethics. Students will be required to |

| |relate real-life practices to what they learn in class. |

|Brief contents |What is controlling & why is it important? , The control process , Controlling for Organizational and Employee |

| |Performance, Tools for measuring Organizational Performance , Contemporary Issues in Control |

|Key words |controlling, market control, bureaucratic control, clan control, control process, range of variation, immediate |

| |corrective action, basic corrective action, performance, organizational performance, productivity, |

| |organizational effectiveness, feed-forward control, concurrent control, management by walking around, feedback |

| |control, economic value added (EVA), market value added (MVA), management information system (MIS), data, |

| |information, balanced scorecard, benchmarking, employee theft, service profit chain, corporate governance. |

|New words |feed-forward control, concurrent control, management by walking around, feedback control, economic value added |

| |(EVA), market value added (MVA), balanced scorecard, benchmarking, service profit chain, corporate governance |

|Probable Questions |What is controlling & why is it important? |

| |Define organizational performance. |

| |Describe how balanced scorecards and benchmarking are used in controlling. |

| |Describe how managers may have to adjust controls for cross-cultural differences. |

| |What is the Purpose of Control? |

| |What Is Performance? |

| |What Is Organizational Performance? |

| |What are the Advantages of feedback controls? |

| |What is benchmarking? |

|References |Management : twelfth edition (Pearson) |

| |Stephen P. Robbins/ Mary Coulter |

| |Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th |

| |Edition), Tata McGraw-Hill |

| |Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and |

| |Applications (8th Edition), Prentice-Hall, Inc. |

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