EMG 3301 Principles of Management

Lecture: Course Introduction and Overview

Outcomes

• Provide overview of teaching philosophy
• Present structure and flow of course
• Review course expectations 

Lecture: Managers and Entrepreneurs

Outcomes

• Define the term management and explain the managerial significance of the terms effectiveness and efficiency
• Identify and summarize five major sources of change for today’s managers
• Distinguish between managerial functions and skills and identify the eight basic managerial functions
• Demonstrate your knowledge of Wilson’s three managerial skill categories and explain the practical significance of his research findings
• Explain how managers learn to manage
• Challenge two myths about small businesses and describe entrepreneurs

Lecture: The Evolution of Management Thought

Outcomes

• Identify two key assumptions supporting the universal process approach and briefly describe Henri Fayol’s contribution
• Discuss Frederick W. Taylor’s approach to improving the practice of industrial management
• Identify at least four key quality improvement ideas from W. Edwards Deming and the other quality advocates
• Describe the general aim of the human relations movement and explain the circumstances in which it arose
• Explain the significance of applying open-system thinking to management
• Explain the practical significance of adopting a contingency perspective
• Describe what “management by best seller” involves and explain what managers can do to avoid it

Lecture: The Changing Environment of Business

Outcomes

• Summarize the demographics of the new workforce
• Explain how the social contract between employer and employee has changed in recent years
• Define the term managing diversity and explain why it is particularly important today
• Discuss how the changing political-legal environment is affecting the practice of management
• Discuss why business cycles and the global economy are vital economic considerations for modern managers
• Describe the three-step innovation process and define the term intrapreneur

Lecture: International Management and Cross-Cultural Competence

Outcomes

• Describe the six-step internationalization process, and distinguish between a global company and a transnational company
• Define the term cultural intelligence, and contrast ethnocentric, polycentric, and geocentric attitudes toward foreign operations
• Explain from a cross-cultural perspective the difference between high-context and low-context cultures, and identify at least four of the GLOBE cultural dimensions
• Discuss Hofstede’s conclusion about the applicability of American management theories in foreign cultures, and explain the practical significance of the international study of work goals and leadership styles
• Summarize the leadership lessons from the GLOBE Project
• Identify the four leading reasons why U.S. expatriates fail to complete their assignments, and discuss the nature and importance of cross-cultural training in international management
• Summarize the position of women on foreign assignments

Lecture: Management's Social and Ethical Responsibilities

Outcomes

• Define the term corporate social responsibility (CSR) and specify the four levels in Carroll’s global CSR pyramid
• Contrast the classical economic and socioeconomic models of business and summarize the arguments for and against CSR
• Identify and describe the four social responsibility strategies and explain the concept of enlightened self-interest
• Summarize the four practical lessons from business ethics research
• Distinguish between instrumental and terminal values and explain their relationship to business ethics
• Identify and describe at least four of the ten general ethical principles.
• Discuss what management can do to improve business ethics

Lecture: Planning and Project Management – The Basics

Outcomes

• Distinguish among state, effect, and response uncertainty
• Identify and define the three types of planning
• Write good objectives and discuss the role of objectives in planning
• Describe the four-step management by objectives (MBO) process and explain how it can foster individual commitment and motivation
• Discuss project planning within the context of the project life cycle and list six roles played by project managers
• Compare and contrast flow charts and Gantt charts, and discuss the value of PERT networks

Lecture: Strategic Management: Planning for Long-Term Success

Outcomes

• Define the term strategic management and explain its relationship to strategic planning, implementation, and control
• Explain the concept of synergy and identify four kinds of synergy
• Describe Porter’s model of generic competitive strategies
• Identify and explain the major contribution the business ecosystems model makes to strategic thinking
• Identify seven basic Internet business models and four Internet strategy lessons
• Identify and describe the four steps in the strategic management process
• Explain the nature and purpose of a SWOT analysis
• Describe the three types of forecasts

Lecture: Decision Making and Creative Problem Solving

Outcomes

• Specify at least five sources of decision complexity for modern managers
• Explain what a condition of risk is and what managers can do to cope with it
• Define and discuss the three decision traps: framing, escalation of commitment, and overconfidence
• Discuss why programmed and non-programmed decisions require different decision-making procedures and distinguish between the two types of knowledge in knowledge management
• Explain the need for a contingency approach to group-aided decision making
• Identify and briefly describe five of the ten “mental locks” that can inhibit creativity
• List and explain the four basic steps in the creative problem-solving process
• Describe how causes of problems can be tracked down with fishbone diagrams

Lecture: Organizations: Structure, Effectiveness, and Cultures

Lecture: Organizing in the 21st Century

Outcomes

• Identify and describe four characteristics common to all organizations
• Identify and explain the two basic dimensions of organization charts
• Contrast the traditional and modern views of organizations
• Describe a business organization in terms of the open-system model
• Explain the term learning organization
• Explain the time dimension of organizational effectiveness
• Explain the role of complacency in organizational decline and discuss the ethics of downsizing
• Describe at least three characteristics of organizational cultures and explain
• Explain the concept of contingency organization design
• Distinguish between mechanistic and organic organizations
• Discuss the roles that differentiation and integration play in organization structure
• Identify and briefly describe the five basic departmentalization formats
• Describe how a highly centralized organization differs from a highly decentralized one
• Define the term delegation and list at least five common barriers to delegation
• Explain how the traditional pyramid organization is being reshaped the cultural significance of stories

Lecture: Human Resource Management

Outcomes

• Explain what human resource management involves
• Define the term human capital and identify at least four of Pfeffer’s people-centered practices
• Identify and briefly explain the seven steps in the PROCEED model of employee selection
• Distinguish among equal employment opportunity, affirmative action, and managing diversity
• Explain how managers can be more effective interviewers
• Discuss how performance appraisals can be made legally defensible
• Compare and contrast the ingredients of good training programs for both skill and factual learning
• Specify the essential components of an organization’s policies dealing with sexual harassment and alcohol and drug abuse

Lecture: Communicating in the Internet Age

Outcomes

• Identify each major link in the communication process
• Explain the concept of media richness and the Lengel-Daft contingency model of media selection
• Identify the five communication strategies and specify guidelines for using them
• Discuss why it is important for managers to know about grapevine and nonverbal communication
• Explain ways in which management can encourage upward communication
• Identify and describe four barriers to communication
• List two practical tips for each of the three modern communication technologies (e-mail, cell phones, and videoconferences) and summarize the pros and cons of telecommuting
• List at least three practical tips for improving each of the following communication skills: listening, writing, and running a meeting

Lecture: Motivating Job Performance

Outcomes

• Explain the motivational lessons taught by Maslow’s theory, Herzberg’s theory, and expectancy theory
• Describe how goal setting motivates performance
• Discuss how managers can improve the motivation of personnel who perform routine tasks
• Explain how job enrichment can be used to enhance the motivating potential of jobs
• Distinguish extrinsic rewards from intrinsic rewards and list four rules for administering extrinsic rewards effectively
• Explain how quality control circles, open-book management, and self-managed teams promote employee participation
• Explain how companies are striving to motivate an increasingly diverse workforce

Lecture: Group Dynamics and Teamwork

Outcomes

• Explain the significance of cohesiveness, roles, norms, and ostracism in regard to the behavior of group members
• Identify and briefly describe the six stages of group development
• Define organizational politics and summarize relevant research insights
• Explain how groupthink can lead to blind conformity
• Define and discuss the management of virtual teams
• Discuss the criteria and determinants of team effectiveness
• Explain why trust is a key ingredient of teamwork and discuss what management can do to build trust

Lecture: Influence, Power, and Leadership

Outcomes

• Identify and describe eight generic influence tactics used in modern organizations
• Identify the five bases of power and explain what it takes to make empowerment work
• Explain the concept of emotional intelligence in terms of Goleman’s four leadership traits
• Summarize what the Ohio State model and the Leadership Grid® have taught managers about leadership
• Describe the path-goal theory of leadership and explain how the assumption on which it is based differs from the assumption on which Fiedler’s contingency theory is based
• Describe a transformational leader and explain Greenleaf’s philosophy of the servant leader
• Identify the two key functions that mentors perform and explain how a mentor can develop a junior manager’s leadership skills
• Explain the management of antecedents and consequences in behavior modification

Lecture: Change, Conflict, and Negotiation

Outcomes

• Identify and describe four types of organizational change, according to the Nadler-Tushman model
• Explain how people tend to respond differently to changes they like and those they dislike
• List at least six reasons why employees resist change and discuss what management can do about resistance to change
• Describe how the unfreezing-change-refreezing metaphor applies to organization development (OD)
• Describe tempered radicals and identify the 5 Ps in the checklist for grassroots change agents
• Contrast the competitive and cooperative conflict styles
• Identify and describe five conflict resolution techniques
• Identify and describe the elements of effective negotiation and explain the advantage of added value negotiating (AVN)