Syllabus-Management
SYLLABUS
MANAGEMENT
Course code:
Credit units: 3 units
Lecturer: HaiyingYUAN, Ph.D.
Office: 5303
Phone: +86 21 6770 5349(office)
Email:
Office hours: Wednesday, 14:00 – 16:00 pm., or by appointment
Course Description
The course of management is designed to discuss management theories, concepts, techniques, and practices in the context of complex, dynamic, changing and globalizing business world. Applying the functional or process approach to the study of management, the discussion will cover all main management functions: planning, organizing, leadingand controlling. This will equip students with a framework for understanding andanalyzing the nature of managerial works and the determining factors of managerialsuccess. Application of the learning materials will be encouraged through case discussionsand other experiential assignments.
Course Objectives
1. To provide a conceptual and theoretical knowledge about the important functions andactivities of management.
2. To develop critical ways of thinking (analysis and synthesis) for evaluating andapplying a variety of concepts and techniques in managerial decision making situationsthrough case discussions and other experiential assignments.
3. To facilitate students to become an active creator of their own knowledge base bybecoming a learner through direct observations of examples of managerial behavior indaily life.
Required Text
Stephen P. Robbins,Mary Coulter.2012. Management(Global Edition), 11th edition. New Jersey: Prentice Hall.
Additional Learning Materials
Relevant articles from a variety of journals and magazines, especially related to thepractices of management in China.
Class Requirements
1. Class attendance and participation.
Students are expected to attend the class on a regular basis, faithfully complete allassignments and readings on the dates assigned, and actively participate in class activitiesand discussions. Although your facilitator will provide an overview of key points andissues for each topic, every student is required to be an active participant and makemeaningful comments on the learning materials being discussed. Your grade on classparticipation is something to be earned via consistent contribution to class discussion. Youshould, therefore, make conscientious efforts to be sufficiently prepared to the classdiscussions. The responsibility for making the learning process succeed is yours. Thefaculty requires students to attend at minimum 80% of the scheduled class sessions.Attendance that is less than this requirement will make you not eligible for obtaining thegrade.
2. Case Analysis.
Each student (might be in a group) will have the opportunity to present a case analysis,and is required to submit an executive summary (approximately 1-2 pages) for each case.These case reports are due on the day the case is scheduled for class discussion and shouldbe turned in to the lecturer at the end of the class period. Case reports turned in after thescheduled class periods are eligible for a grade no higher than a C. No later reports will beaccepted if submitted more than 2 class days past the scheduled due date (except by prearrangedconsent of the lecturer).
3. Management Problem.
Each student is also required to make an interview with a real manager to discuss a realmanagerial problem, and then submit an interview report and your proposed solutions tothe problem. The interview report is due on the last class period.
4. Exams.
Final examinations will be conducted to test your knowledge,understanding, comprehension, and capability to apply the course material in solvingactual managerial problems. The exam will not be cumulative.
Evaluation
Attendance and participation5%
Assignments10%
Case study(Group) 10%
Interviewing managers and presentations (Group)15%
Mid-term exam 20%
Final exam 40%
Class Schedule, Discussion Topics and Reading Materials
WEEK / Topic / Reading Assignments1 / Wed. / Syllabus Discussion / Ch. 1
2 / Mon. / Ch. 1Introduction to Management and Organizations / Module Management History
Wed. / Ch.1 / Ch. 2
3 / Wed. / Ch.2 Constraints and Challenges for the Global Manager / Ch. 5
4 / Mon. / Ch.2 / Ch. 5
Wed. / Ch.5Social Responsibility and Ethics / Ch. 7
5 / Wed. / Ch.5Social Responsibility and Ethics / Case
6 / Mon. / Ch.7 Decision-Making
Wed. / Ch.7 Decision-Making / Ch. 6
7 / Wed. / Case Analysis and Discussion / Ch. 7
8 / Mon. / Ch.8 Foundations of Planning
Wed. / Mid-term Exam / Ch.9
9 / Wed. / Ch. 10 Foundations of Organizational Design / Ch.15
10 / Mon. / Ch. 10
Wed. / Labor’s Day Vacation / No Class / Ch.16
11 / Wed. / Ch. 11 Contemporary Organizational Design / Ch.17
12 / Mon. / Ch. 11
Wed. / Ch.16 Motivation / Ch.18
13 / Wed. / Ch.16Motivation
14 / Mon. / Ch.17 Leadership
Wed. / Presentation (Interview Real Managers)
15 / Wed. / Ch.17 Leadership
16 / Mon. / Ch.18 Foundations of Control / Ch.18
Wed. / Dragon Boat Festival Vacation/ No Class
17 / Wed. / Ch.18 Foundations of Control / Course Review
Final exam
Notes:
Ch.? = refers to the chapter in Robbins and Coulter (2012)
© 2013 Haiying YUAN1-3