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EMG 3301 Principles of Management

Course Description

Principles of Management introduces management as a discipline and process.  This course also includes evolution and scope of management, decision-making, planning, strategy, organizing, staffing, leading, control, change, and the importance of management in the global environment and ethical considerations of management decisions.

Course Objectives

After completing this course, students will be able to

  • Describe and explain the scope of management and its process
  • Describe and explain the principal concepts of management including planning, organizing, leading, controlling, and integrating issues
  • Describe and explain international management and the effects of national cultures on the management environment
  • Develop and improve written communication skills

Week 1

Lecture: Course Introduction and Overview


  • Provide overview of teaching philosophy
  • Present structure and flow of course
  • Review course expectations 
Lecture: Managers and Entrepreneurs


  • 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


  • 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

Week 2

Lecture: The Changing Environment of Business


  • 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


  • 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

Week 3

Lecture: Management's Social and Ethical Responsibilities


  • 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


  • 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

Week 4

Lecture: Strategic Management: Planning for Long-Term Success


  • 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


  • 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

Week 5

Lecture: Organizations: Structure, Effectiveness, and Cultures
Lecture: Organizing in the 21st Century


  • 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

Week 6

Lecture: Human Resource Management


  • 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


  • 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

Week 7

Lecture: Motivating Job Performance


  • 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


  • 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

Week 8

Lecture: Influence, Power, and Leadership


  • 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


  • 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)

The course description, objectives and learning outcomes are subject to change without notice based on enhancements made to the course. December 2013