Priman Standard

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Ateneo Graduate School of BusinessRockwell Center, Makati City

PRINCIPLES AND DYNAMICSOF MANAGEMENT

Ateneo MBA Standard Program

Revised: January 2015


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Principles and Dynamics of Management Ateneo MBA Standard ProgramJanuary 2015

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CENTRAL MANAGEMENT CLUSTER Ateneo MBA Standard Program

Ateneo Graduate School of BusinessRockwell Center, Makati City

COURSE TITLE: PRINCIPL ES A ND DYNAMICS OFMANAGEMENT

COURSE CODE: PRIMA N

COURSE DESCR IPTION:

The course provides an introduction to management and the knowledge andskills to competently cope wi th the challenges facing today’s management.Business enterprises and nonprofit organizations operate within a complex andrapidly changing global environment. The field of management is undergoing arevolution. Globalization, economic deregulation, trade liberalization,technological advancement and the widening growth of the urban poor havecreated new opportunities and threats confronting managers. The course isdesigned to familiarize learners with the accepted management standards,procedures and techniques employed by corporate, business and functionallevel managers.

COURSE OB JECTIVES:

Upon successful completion of this course, learners are expected tocompetently:

1. Define management, its functions and its impact on organizations,governance, social responsibility and nation building.

2. Understand what management paradigms are; what are the principalfunctions of a manager; and the influence of paradigms on the practice ofthese functions;

3. Identify the emerging trends that will determine management work in thefuture;

4. Apply the various experience-tested analytical tools of management in theirrespective companies;

5. Understand how business and nonprofit organizations attain their objectivesthrough the management of processes and their elements; how severalprocesses interact in a system called the organization; and how thisorganization is itself interacting with a bigger set of systems in itsenvironment; and

6. Appreciate the value of contributing to nation-building.


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COURSE OUTLINE:

SESSION TOPICS READINGS WRITTEN CASEASSIGNMENTSGROUP

ASSIGNMENTS

1Course Overview andIntroduction to Management

Chapters 1 and 9(Pages 30-83 & 258-289)

ManagementExperience in MyCompany

Elektra Products, Inc.(Pages 54-55)

2

The Evolution ofManagement Thinking

The Environment andCorporate Culture

Chapters 2 and 3(Pages 57-81)

1.Rio Grande SupplyCo. (page 111)

3

Managing in a Global

EnvironmentManaging Ethics and SocialResponsibility


2. Should We Gobeyond the Law(page 169)

1. Group Paper onSocial Responsibility

4

Managing Small BusinessStart-Ups

Managerial DecisionMaking

Chapters 6 and 9(pages 171-200, 258-286)

3. Emma’s Parlor(page 198-199)

4. Who Gets theProject (page 284)

5

Managerial Planning andGoal Setting

Strategy Formulation andExecution

Chapters 7 and 8

(pages 204-257)

5. EdmundsCorrugated Company

(page 256)

2. Group paperreport: Analysis of the

Planning system of acompany

6

Designing AdaptiveOrganizations

Managing HumanResources

Chapters 10 and 12(pages 290-323, 351-383)

6. FMBT& T (page322)

3. Group paperreport: Analysis of theOrganizationstructure of acompany

7

Understanding IndividualBehavior in Organizations

Leading Teams

Chapters 14 and 18(Pages 418-450, 538-567)

7. Reflex Systems(Page 450-451)

8 Mid-term Exam Review Content ofSession 1-7

9 Leadership Chapters 15 (pages452- 479)

8. Mountain WestHealth Plans (page479)

4. Group paperreport: Leading &motivating techniquesof a leader

10Motivating Employees

Managing Communication


9 . Kimbel’s DeptStore (page 508-509)

11 Managing Change andInnovation Chapters 11 and 13(Pages 324-350, 384- 10. SouthernDiscomfort (page


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Managing Diversity414) 350)

12 Managing Quality andPerformance Chapters 19 (Pages569- 597)

11. Lincoln Electric(page 595-596)

5. Group paperreport:

Analysis of the

Management controlsystems in acompany usingdifferent tools ofassessment

13 Managing Value Chain,Web 2.0 and E.Business Appendix Chapter(pages 599-614)

14 Course integrationPresentation of individual research paper 1

15Presentation of individual research paper 2

Note: The learning specialists may change the assigned case studies for thedifferent sessions.

COURSE REQUIREMENTS:

1. ATTENDANCE/PUNCTUALITY:

The class will meet once a week, for 3 hours per week, and for 15 weeks.The highly interactive pace requires learners to take a great deal ofresponsibility for their own learning outcomes. While in class, learners areexpected to actively participate in the discussions and group activities.Outside of class, learners are expected to spend a considerable number ofhours of study, homework assignment, and individual and groupdiscussions. Learners are expected to attend all class sessions. Underexisting rules, the learner should not incur more than three (3)absences , otherwise he/she will be disqualified from the course and willreceive a failed grade (1.0). Likewise, learners who are habitually late forclass shall be disqualified from the course . Tardiness of more than 30

minutes is equivalent to an absence.

2. WRITTEN ASSIGNMENTS: An important requirement of this course is the completion and on-timesubmission of written assignments. Late reports will not be accepted and will not be given any grade credit. All written work must be typewritten orcomputer-printed, one and a half spaced, with page numbers, on standardletter-size paper and are to include appropriate headings to divide topicsections. A research paper is required towards the end of the course. Thisis a research work on a particular topic related to strategic management. Itmust contain the standard requirements: title page, table of contents,pagination, footnotes, bibliography and appendices or exhibits. Failure of


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materialrelevant to thetopicsassigned?

present but asa wholecontent waslacking.

(occasionallyusing exercisesand problemsto illustrate aconcept orciting actualbusinesscases) andbenefited theclass.

valuablematerial (usingexercises andproblems toillustrate aconcept, citingactual businesscases) andwas beneficialto the class.

OrganizationWas the

presentationwell organizedand easy tofollow?

Thepresentationlackedorganizationand had littleevidence ofpreparation.

There wereminimal signsof organizationor preparation.

Presentationhad organizingideas but couldhave beenmuch strongerwith betterpreparation.

Presentationwas wellorganized, wellprepared andeasy to follow.

PresentationDid the presentersspeak clearly?Did theyengage theclass?Was it obviousthe materialhad beenrehearsed?

Presenterswereunconfidentanddemonstratedlittle evidenceof planningprior topresentation.

Presenterswere notconsistent withthe level ofconfidence/preparednessthey showedthe classroombut had somestrongmoments.

Presenterswereoccasionallyconfident withtheirpresentationhowever it wasnot asengaging as itcould havebeen for theclass.

Presenterswere all veryconfident indelivery andthey did anexcellent job ofengaging theclass.Preparation isevident.

CollaborationDid everyonecontribute tothe

presentation?Did everyoneseem wellversed in thematerial?

The membersnever workedfrom others’ideas.It seems asthoughonly a fewpeopleworked on thepresentation.

The memberssometimesworkedfrom others’ideas.However itseemsas thoughcertainpeople did notdoas much workasothers.

The membersworked fromothers’ ideasmost of thetime. And itseems likeeveryone didsome work, butsome peopleare carryingthepresentation.

The membersalways workedfrom others’ideas.It was evidentthat allcontributedequally to thepresentation.

Use of MediaDid the groupuse any mediaor materials tosupport their

presentation?Did theyreinforce the

presentation

and areappropriate,

Media issuperfluous ornothing wasused during thepresentation.

Relies heavilyon the mediaused. Materialsrarely supportthepresentation.

Looks at thematerials oftento keep track ofthepresentation.They are easyto use andunderstand.

Media are usedeffortlessly toenhancepresentation.Materials areappropriate,easy tounderstand,and attractive.


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easy tounderstandand attractive?

4. CLA SS PA RTICIPATION:

Each learner is expected to actively participate in the discussions on theassumption that each brings a wide range of experiences to the learningprocess. Active participation may include helping the class understandcomplex ideas, willing to consider new ideas, asking insightful questions,having a cooperative attitude and a sense of humor and helping otherscomprehend the material. However, consideration of other learners isimportant to avoid dominating class discussions.

5. RESEARCH WORK : AGSB recommends the use of standard style guides with preference to the American Psychological Association (APA). The following websites are

suggested as guide references:

http://www.aresearchguide.com/styleguides.html http://www.apastyle.org/index.html http://apastyle.org/electrf.html http://www.bedfordstrmartins.com/online/shrttoc.html http://bob.ucsc.edu/library/ref/instruction/research/libres.html

6. EXAMINATIONS:Midterms examination will be given to assess the learning of the students.

7. FINAL RESEARCH PA PER:Learners will make a research paper (FRP) on any topic in StrategicManagement. It may be about strategies, strategy formulation,implementation or evaluation. Learners may write about an existingorganization (profit or nonprofit), analyzing the external and industryenvironment, its functional activities (marketing, operations, finance, HRetc.), establishing its mission, vision and objectives, and generating andrecommending strategies to achieve its objectives.

COURSE METHODOLOGY:

The course will be conducted with the use of interactive methods appropriatefor adult learners, focusing on cases on specific and broad topics, groupdiscussions and exercises, quizzes, individual participation, grouppresentations and other learning and skill building approaches. Suchmethodologies are designed to enhance the personal development of thelearner who will take on leadership roles in their future.

GRA DING SYSTEM:

Learners will be graded for their performance in the following manner:

http://www.aresearchguide.com/styleguides.htmlhttp://www.aresearchguide.com/styleguides.htmlhttp://www.apastyle.org/index.htmlhttp://www.apastyle.org/index.htmlhttp://apastyle.org/electrf.htmlhttp://apastyle.org/electrf.htmlhttp://www.bedfordstrmartins.com/online/shrttoc.htmlhttp://www.bedfordstrmartins.com/online/shrttoc.htmlhttp://bob.ucsc.edu/library/ref/instruction/research/libres.htmlhttp://bob.ucsc.edu/library/ref/instruction/research/libres.htmlhttp://bob.ucsc.edu/library/ref/instruction/research/libres.htmlhttp://www.bedfordstrmartins.com/online/shrttoc.htmlhttp://apastyle.org/electrf.htmlhttp://www.apastyle.org/index.htmlhttp://www.aresearchguide.com/styleguides.html


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Individual reports, participation and attendance/punctuality 35%Group reports and participation in the group 30%

Examination 15%Individual final research report 20%

Total 100%

Note: Facilitators may vary the weights as they see fit for their purposes.

SPECIAL ACCOMODA TIONS:

If a learner is in need of course adaptation or special considerations due tocertain disability or other problems or constraints, the same should bediscussed with the facilitator.

ACA DEMIC INTEGRITY POLICY:

Each learner is responsible to know the standards of conduct and expectationsof academic integrity that apply to academic undertakings. Academicdishonesty will not be tolerated and will result in the maximum penaltyallowable as defined in the Student Guidebook. The following are consideredserious violations per Guidebook:

Cheating during exams. Submitting spurious reports copied from materials other than his/her

own. Plagiarism.

In understanding what constitutes Plagiarism, see the following sites:http://www.engl.niu.edu/comskills/students/plagiarism/Plagiarism.html http://www/ehhs.cmich.edu/~mspears/plagiarism.html

In addition to what is stated in the Guidebook, the following are examples ofacademic dishonesty that are pertinent to the requirement of this course:

Copying another learner’s work including assignments and reports. Use of “crib” sheets or other hidden note for a quiz or an exam. Receiving assistance from anyone else with take-home quizzes.

MA TERIALS OF INSTRUCTION:

1. Textbook: Daft, Richard L.NEW ERA OF MANAGEMENT Concepts and ApplicationsCengage Learning, 2012.

2. References: Bateman, Thomas S and Snell, Scott AM: Management , 2009

Jones, Gareth REssentials of Contemporary Management, 3 rd Edition, 2009

http://www.engl.niu.edu/comskills/students/plagiarism/Plagiarism.htmlhttp://www.engl.niu.edu/comskills/students/plagiarism/Plagiarism.htmlhttp://www/ehhs.cmich.edu/~mspears/plagiarism.htmlhttp://www/ehhs.cmich.edu/~mspears/plagiarism.htmlhttp://www/ehhs.cmich.edu/~mspears/plagiarism.htmlhttp://www.engl.niu.edu/comskills/students/plagiarism/Plagiarism.html


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Ghillyer, Andrew WManagement

A Real World Approach, 2009

Kinicki, Angelo and Williams, Brian K

Management , 4 th Edition, 2009

Rue, Leslie WManagement , 13th Edition, 2009

3. Supplemental Materials:a. Case materials as a guide to the discussion in appropriate

workshops/sessions.b. The ethical cases in every workshop. {Learners are encouraged to

update the information on the exercise materials by surfing the net.c. In Session 1, the facilitator will provide details of grading and evaluation

in this course. An example of a suggested grading system is shownbelow:

GRADE PRESENTATION INDIVIDUAL WEIGHT RATINGWTD

SCOREINDIVIDUAL REPORTS GRADE

1. Case: Rio Grande REPORTS 0.25

2. Case: Should We Go Beyond the Law? PRESENTATION 0.05

3. Case: Emma’s Parlor CLASSPARTICIPATION

0.05

4. Case: Who Gets the Project EXAMS 0.15

5. Case: Edmund’s Corrugated Co. FINAL REPORT 0.20

6. Case: FMB&T

7. Case: Reflex Systems

8. Case: Mountain West Health Systems

9. Case: Kimbel’s Department. Store

10. Case: Southern Discomfort

11. Case: Lincoln Electric

TOTAL

AVERAGE

GROUP REPORTS GROUP WEIGHT RATING WTDSCORE

1. Group Report: Social Responsibility

2. Group Report: Strategic PlanningProcess of a Company

REPORTS 0.20

3. Group Report: Analysis of theOrganization Structure of a Company

PRESENTATION 0.05

4. Group Report: Leading & MotivatingTechniques

PARTICIPATION 0.05

5. Group Report: Controlling OVERALL TOTAL 1.00 FINALGRADE

TOTAL

AVERAGE


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SESSION 1

COURSE OVERVIEW INTRODUCTION TO MANAGEMENTMANAGERIAL DECISION MAKING

Assignments to be completed prior to Session 1:

1. Read Chapters 1 and 9, Decision-Making Steps, on pages 216-221 only ofthe textbook and the two handouts on the Case Method (How to Analyze aCase).

2. Individual learners will prepare a report and a PowerPoint presentation onthe case “Elektra Products, Inc.” on pages 40– 41.

Learning Objectives:

At the end of this session, learners are expected to competently:

1. Define management and describe the four management functions and thetype of management activity associated with each;

2. Differentiate between efficiency and effectiveness and their importance fororganizational performance;

3. Describe management types and the horizontal and vertical differencesbetween them;

4. Distinguish conceptual, human, and technical skills and their relevance;

5. Discuss the roles that managers perform in organizations;

6. Understand the management competencies needed to deal with today’sturbulent environment, including issues such as diversity, globalization andrapid change;

7. Compare management in the “The New Workplace” as against “The OldWorkplace“;

8. Learn the distinction in managing small businesses and nonprofitorganizations vs. large corporations;

9. Know the six steps used in managerial decision making;

10. Define business and understand its objectives and functions in relation tonation-building and social responsibility; and

11. Analyze a case and understand the rubrics in grading individual reports,group reports, research works and exams.


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Activities:

1. The facilitator and the class members will introduce themselves.

2. The facilitator will discuss the course objectives, course requirements,

grading criteria and classroom rules.

3. The facilitator will ask learners their expectations of the course.

4. The facilitator will lead the discussion on what management is all about, thefour management functions, organizational performance, management skillsand new management competencies.

5. Learners will be asked to present their analysis of the case “ElektraPr oducts” using PowerPoint.

6. The facilitator will then lead the discussion on the case analysis made by thelearners.

7. Using the assigned case, the facilitator will focus on the correct way ofanalyzing a case and preparing a case analysis report.

8. The facilitator will also show the class how the case analysis report isevaluated or graded using rubrics such as: a. Recognition of decisionrequirement or Problem identification; b. Objectives with reference to thedecision to be taken; c. Diagnosis and analysis; d. Development ofalternatives; e. Decision or selection of decided alternative; and f.Implementation of chosen alternative taken from the Case Method handoutsand Decision-Making Steps.

9. The facilitator will explain the assignments for the next session.


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SESSION 2

THE EVOLUTION OF MANAGEMENT THINKING THEENVIRONMENT OF MANAGEMENT


1. Read Chapters 2 and 3 of the textbook.

2. Prepare reports and PowerPoint presentations on the case “Rio Grande” onpage 111.



1. Identify the major developments in the history of management thought;

2. Explain the learning organization and its components;

3. Understand the organizational, general, task and internal environmentsaffecting the organization;

4. Define corporate culture and how it relates to the environment;

5. Discuss the value of adaptive culture to the organization; and

6. Describe a cultural leader and the tools a cultural leader uses to create ahigh performance culture.

Activities:

1. Learners will be asked to present their case reports using PowerPoint, onefor “Rio Grande”.

2. The class will be asked to provide comments and additional inputs to thepresentations.

3. The facilitator will integrate the presentations made.



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SESSION 3

MANAGING IN A GLOBAL ENVIRONMENTETHICS AND SOCIAL RESPONSIBILITY



2. Prepare a report and PowerPoint presentation on the ethical dilemma case“Should We Go Beyond the Law?” on pages 151 -152.

3. Groups will prepare a report and a PowerPoint presentation on the socialresponsibility activity or program of a company. Define at which level ofsocial responsibility is the company. Is it Economic, Legal, Ethical, orDiscretional? Justify your choice.



1. Appreciate the existing borderless world;

2. Distinguish the dissimilarities in the economic, socio-cultural, and legal-political environments throughout the world as they affect businessoperations;

3. Understand the different entry strategies that businesses may use todevelop foreign markets;

4. Describe how regional trading alliances are reshaping the internationalbusiness environment;

5. Discuss how the challenges of managing in a global environment;

6. Define ethics and how ethical behavior relates to behavior governed by lawand free choice;

7. Understand the approaches for ethical decision making;

8. Evaluate corporate social responsibility along economic, legal, ethical, anddiscretionary criteria; and

9. Describe structures managers can use to improve their organization ’sethical and social responsiveness;


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Activities:

1. Learners will be asked to present their individual reports using PowerPointon the ethical dilemma case “Should We Go Beyond the Law?”

2. The facilitator will lead in the discussion of concepts in the reports.

3. Groups will be asked to present their reports using PowerPoint on a

company’s social responsibility activities or programs.

4. The facilitator will lead in the discussion of the group reports


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SESSION 4

MANAGING SMALL BUSINESS START-UPSMANAGERIAL DECISION MAKING


1. Read Chapter 6 and 9 of the textbook.

2. Prepare reports and PowerPoint presentations on the case “Emma’s Parlor”and “Who Gets the Project”



1. Discuss the rudiments of managing a small business, a growing business aswell as a non-profit organization;

2. Define the personality characteristics of a typical entrepreneur; and

3. Explain social entrepreneurship as a vital part of today’s small businessenvironment.

4. Understand why decision making is an important component of goodmanagement;

5. Differentiate between programmed and non-programmed decisions and thedecision characteristics of risk, uncertainty, and ambiguity;

6. Describe the classical, administrative and political models of decisionmaking and their applications;

7. Explain the four personal decision styles used by managers; and

8. Appreciate the advantages and disadvantages of participative decision

making.

Activities:

1. Learners will be asked to present the cases “Emma’s Parlor” and Who Getsthe Project” using PowerPoint.

2. The facilitator will lead the discussion of concepts in the reports and will helpthe class integrate the lessons of the session.


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3. The facilitator will give a mini-lecture on the value of entrepreneurship to jobcreation and nation building.



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SESSION 5

MANAGERIAL PLANNING and GOAL SETTINGSTRATEGY FORMULATION and IMPLEMENTATION



2. Prepare a report and PowerPoint presentation on “Edmund’s CorrugatedCo.”

3. Groups will prepare a report and a PowerPoint presentation on the strategicplanning process of an existing organization. The report should include ananalysis of the strategic planning process and recommendations forimprovement.



1. Explain goals and plans and the relationship between them;

2. Compare the various planning models;

3. Speculate on the new planning paradigm and its use in learningorganizations;

4. Discuss the components of strategic management;

5. Define the mission statement and include nation-building as an additionalcomponent of a well stated mission statement; and

6. Incorporate corporate social responsibility in the development of anorganization’s mission statement.

Activities:

1. Groups will present their group report on the strategic plan of anorganization using PowerPoint.

2. Learners will present Edmund’s Corrugated Co. Case

3. The facilitator will lead the class in discussing the outputs of thepresentations.


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4. The facilitator will give a short lecture on strategic management and therequirement of preparing a strategic management paper as a prerequisite incompleting the MBA program.



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SESSION 6

DESIGNING ADAPTIVE ORGANIZATIONSMANAGING HUMAN RESOURCES



2. Prepare a report and PowerPoint presentation on FMB&T

3. Groups will prepare a report and a PowerPoint presentation on theorganization structure of a company. Be guided by the following questions:

Is your organization more centralized or decentralized? What are theeffects of that structure? Would you say your company has amechanistic or organic structure? Does this structure help your companyachieve its objectives? Explain. If not, what should be your proposedstructure?



1. Explain the fundamental characteristics of organizing;

2. Describe the various approaches to departmentalization and identify whereeach is appropriate;

3. Contrast traditional organizations and learning organizations;

4. Link how structure can be used to achieve an organization’s strategicobjectives;

5. Identify the types of teams in an organization;

6. Understand the role of human resource management in organizationalstrategic planning;

7. Apply the tools managers use to recruit and select employees; and

8. Explain how organizations develop an effective workforce through trainingand performance appraisal;

Activities:

1. The facilitator will organize a workshop wherein the various groups willdesign different organizations as follows:


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a. Virtualb. Global Marketingc. Serviced. Manufacturing

e. Non-profit

Guide Question: Which approach did you use? Why?

2. The groups will present their outputs.

3. The facilitator will lead the class in the discussion of the concepts.

4. Some groups will be asked to present their organization structure report inPowerPoint.

5. The facilitator will give a short lecture on new application of teams to facilitateemployee involvement.



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SESSION 7

DYNAMICS OF BEHAVIOR IN ORGANIZATIONSLEADING TEAMS



2. Prepare a report and PowerPoint presentation on the case “Reflex System”page 450.

3. Group will prepare a report and a PowerPoint presentation (for classdiscussion only) about the president of their respective companies.Describe his/her general behavior according to the attitudes and traits listedin the table below:

Attitude, Trait or Perceptual distortion President

Job satisfactionOrganizational commitmentLocus of control

AuthoritarianismMachiavellianism

AttributionStereotyping

Halo effect (positive or negative)ProjectionPerceptual defense

Recommend possible changes to your company president’s leadership traits.

4. Research on Filipino Values and the Urban Poor.



1. Define attitudes, including its major components and explain theirrelationship to personality, perception and behavior;

2. Discuss the major personality traits and describe how personality caninfluence workplace attitude and behaviors;

3. Explain how people learn in general and in terms of individual learningstyles;

4. Identify the types of teams in organizations, stages in team development;


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5. Discuss some of the problems and challenges in teamwork

6. Utilize teams to facilitate employee involvement;

7. Identify roles within teams and the type of role you could play to help a team

be effective;

8. Appreciate the concepts of team cohesiveness and team norms and theirrelationship to team performance; and

9. Define the outcomes of effective teams and how managers can enhanceteam effectiveness.

Activities:

1. Learners will present their individual report on the behavior and leadershipcharacteristics of their company president.

2. The facilitator will lead the class in the discussion of the reports presented.



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SESSION 8

MID-TERM EXAMINATION

Assignment to be completed prior to Session 8:

Review all topics covered from Sessions 1 to 7 and prepare for the mid-termexamination.

Learning Objective:

At the end of this sessions, learners are expected to assess the learnings theyacquired during the mid-term period.

Activity:

1. For the first hour, learners will take a multiple-choice examination coveringChapters 1 – 10, 12, 14 &18 in the textbook. This will be a closedbook/notes activity.

2. On the 2nd to the 4 th hour, learners will do a case analysis exercise.Learners may refer to their books and notes.


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SESSION 9

LEADERSHIP


1. Read Chapters 5 of the textbook.

2. Prepare a report and PowerPoint presentation on the case “Mount ain WestHealth Plans” page 479.

3. Groups will prepare, for submission, 3 to 5 pages Leading paper and apowerpoint presentation describing and analyzing leading and motivationtechniques experienced in an organization. Refer to the concepts in the text.



1. Explain leadership and its importance for organizations;

2. Describe how Leadership is changing in today’s o rganization, includingLevel leadership, Servant Leadership and Authentic Leadership;

3. Identify personal characteristics associated with effective leaders;

4. Describe the different leadership theories;

5. Explain how effective followership is related to effective Leadership; and

6. Identify the sources of power and the tactics leaders use to influence others.

Activities:

1. Learners will present their individual report on Mountain West Health Plans.2. Groups will present their report using PowerPoint on leading and motivating

techniques. The facilitator will integrate the presentations with the inputs ofother learners.

3. The facilitator will lead the class in the discussion of the reports presented.



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SESSION 10

MOTIVATING EMPLOYEESMANAGING COMMUNICATION



2. Prepare a report and PowerPoint presentation on the case “Kimbel’sDepartment Store?” on pages 495 -496.



1. Explain motivation and the difference between current approaches andtraditional approaches to motivation;

2. Apply the various theories of motivation;

3. Appreciate why communication is essential for effective management;

4. Understand the difference between formal and informal organizationalcommunications and the importance of each for organization management;and

5. Identify the skills managers need for communicating during a crisis situation.

Activities:

1. The facilitator will discuss the mid-term exam.

2. The facilitator will organize a workshop wherein groups are assigned to

each motivational theory and shall provide an example of a motivationaldesign using the theory.

3. The groups will present their respective outputs.

4. The facilitator will lead the discussion of the outputs.

5. Learners will present their analysis using PowerPoint of the case “Kimbel’sDepartment Store”.

6. The facilitator will lead the discussion of the case presentations.



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SESSION 11

MANAGING CHANGE AND INNOVATION MANAGINGDIVERSITY MANAGING CONFLICT


1. Read Chapters 11and 13 of the textbook.

2. Prepare an individual report and a PowerPoint presentation on the case“Southern Discomfort” on pages 350.



1. Define organizational change and explain the forces of change;

2. Identify the techniques managers can use to facilitate the initiation ofchange in organizations, including idea champions, new venture teams, ideaincubators, and open innovation;

3. Understand force-field analysis and other implementation tactics that can beused to overcome resistance to change;

4. Understand the causes of conflict and how to reduce conflict;

5. Discuss how to effectively manage a culturally diverse workforce; and

6. Appreciate the importance of multicultural teams and employee networkgroups for today’s globally diverse organizations.

Activities:

1. The facilitator will organize a workshop where groups discuss a changemanagement experience in a company. The focus of the discussion shall beon the resistance to change manifested by those affected and howmanagement implemented said change. Groups will present their output tothe class.

2. Learners will present their analysis using PowerPoint on the case “SouthernDiscomfort”.

3. The facilitator will integrate the results of the discussion and presentations.



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SESSION 12

MANAGING QUALITY and PERFORMANCE


1. Read Chapter 19 of the textbook.

2. Prepare a report and a PowerPoint presentation on the case “LincolnElectric” on pages 595.

3. Groups will prepare, for submission, 3 to 5 pages on Controlling report anda PowerPoint presentation describing the management control system(s) inan organization and possible recommendations for improvement. Refer tothe concepts in the text.



1. Explain organizational control and why it is a key management function;

2. Describe differences in control focus, including feedforward, concurrent andfeedback control;

3. Describe trends in budgeting and financial control; and

4. Understand the Balanced Scorecard concept, giving emphasis on thedifferent stakeholders including the community and the nation.

Activities:

1. The facilitator will lead in discussing the case “Lincoln Electric” with t hewhole class.

2. Groups will present their reports using PowerPoint on management controlsystem(s). The facilitator will discuss the presentations with the class andinclude his/her own inputs.

3. The facilitator will give a short lecture on the Balanced Scorecard.



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SESSION 13

MANAGING HUMAN RESOURCES MANAGINGthe VALUE CHAIN, INFORMATIONTECHNOLOGY, and E-BUSINESS

Assignment to be completed prior to Session 12:

Read Appendix Chapter of the textbook.



1. Describe the importance of the value chain, facilities layout, inventorymanagement, information technology and E-Business for organizations;

2. Summarize the impact of information technology on competitive strategy;

Activity:

The facilitator will orient learners on information technology and E-business,human resource and operations management being subjects to be taken up ascore courses in the MBA Program.


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SESSIONS 14 & 15

COURSE INTEGRATION FINAL RESEARCHPAPER PRESENTATIONS

Assignment to be completed prior to Sessions 14 & 15:

Learners will submit and present in PowerPoint their final research papers inclass.

Learning Objective:

At the end of this session, learners are expected to competently;

1. Present their individual research papers in class;

2. Integrate the different management processes within an organization; and

3. Understand how an organization interacts with its environment.

Activities:

1. The facilitator will lead the class in a discussion of how a manager mustmeet the challenges of planning, organizing, leading and controlling in theNew Workplace; and

2. The facilitator will conduct a review of the all the topics taken in Class

3. Learners will present their research papers using PowerPoint individually to the facilitator. The facilitator will grade the paper and the learner’spresentation skills.

Priman Standard

Documents

Transcript of Priman Standard