Office Hours: Monday, 15.00-17.00, Wednesday, 15:00 – 17:00
Phone: (04) 244 1330/1/2, ext.115
This is a foundation course for undergraduate students majoring in Economics, Accounting, Finance, Management, Marketing, and Business Administration; It explores the nature, main functions and responsibilities of managers and their most prominent managerial and leadership skills in a business context and/or other organizations. It provides students the most current and up-to-date account of the changes taking places in the world of business management. The fast changing domestic and global environment continues to pressure organizations and their managers to find new and improved ways to respond in order to maintain and increase their performance.
This course is mainly designed to provide student with underlying concepts on management and leadership models from a local and global perspective. It confronts students with main managerial functions and roles that managers execute in their everyday operations in a business context and their most typical decision-making choices; it develops their indispensable skills and abilities on assessing managers’ behaviors and leadership styles. This course also engages students in a critical thinking process when reviewing different management systems that are designed in an organizational context that enable and support managers for an effective decision-making process, such as: organizational structures and designs, effective human resources management, performance evaluation systems, communication and conflict resolution strategies and a broad range of motivational and employees’ empowerment techniques. In this course students will also challenge their creative and innovative skills by developing a modest individual research paper.
This course will be developed as an interactive process which proactively involves students in a variety of learning situations such as interactive lecturing, individual research papers, group’s case study analysis, interviewing and testing, role-playing, problem solving and on the site visits;
V-Required Readings, Textbooks:
1. Gareth Jones & George, Jennifer, “ Contemporary Management”, McGraw-Hill, 7-th International edition, (2010); 2. Gareth Jones, Jennifer George, “Contemporary Management” (Newest Edition), McGraw-Hill E-book 9-th Edition; (January 16, 2015);
3. Stephen P.Robbins & Timothy A.Judge, “Organizational Behavior”, Prentice Hall Inc., 13-th edition, 2009;
Other Required Training Materials
During the course development, students will be assigned additional training materials selected from specific online resources and/or magazines which they will be required according to the topics on the weekly basis. Therefore, Internet and Online Library Resources access is essential for normal course running.
Upon completion of this course, students should be able to:
a) Understand and appreciate the most contemporary evidence and insight of ever-changing business environment and management practices;
b) Provide insight into the management thought process and explore the main managerial functions and tasks in planning, organizing, leading and controlling process; appreciate how the managers’ ability to handle each of these functions affects the whole organizational performance and achieving the organization’s goals;
c) Understand and assess the management as a dynamic and interactive process among individuals and different social groups to successfully complete organizational goals and perspectives; This requires development of proper managerial skills and capabilities at different levels of organizational structure;
d) Explore and appreciate the different decision-making models and leadership styles in organizational context and evaluate the most effective incentives that motivate and energize people in a decision making process; e) Provide a comprehensive evaluation of the most typical organizational designs and management systems for an effective organizational performance and outcome, such as: human resource management, business information systems, performance evaluation criteria, etc.; f) Enhance their creative and innovative skills by involving them in a direct modest research paper on a specific topic on management or leadership in the Albanian business context;
VII-Teaching Philosophy and Activities:
We maintain an active learning and constructivist approach in teaching and learning this course, which combines the previous knowledge and experience acquired by the students with newly built knowledge, skills and expertise, and provide a good link and cohesion of theory with practice. This teaching philosophy requires from students their active engagement in the whole teaching and learning process as the most determinant actors and factors in our learning philosophy. For this purpose during this academic year we shall use a variety of teaching and learning activities and techniques, such as: guided plenary discussion, group work analysis and presentations, guides exercises and individual assignments, case-study analysis and projects development, on the field visits, and independent research papers, etc.
VIII-Course Requirements & Assessment Scheme:
Class attendance and participation, (15 %):
Participation extends beyond mere attendance. Expect your instructor to keep track of your class attendance and how active and effective you contribute to class discussion (as a whole), particularly during the panel discussion section. In general: this class is intensive participation and interactive. Missing classes could significantly affect your final grade! Students are encouraged to approach the instructor for missing copies of the previous week’s materials immediately after the class. Students are also expected to collect materials from their classmates or see the instructor during consultation hours.
Case study analysis & presentation, (20 %):
Students shall be arranged into small groups or teams composed by 3or 4 members at the beginning of the course and shall be assigned specific case studies for analysis and class discussion. Analyzing, presenting and discussing a case-study will make up 20% of the course grade. Students are expected to present results of their case analysis based on the key issues they have identified in the case and actively moderate and response questions and themes advanced by class discussion. The goal of this assignment is to make qualified analyses of real business situations and come up with proper proposals and solutions.
Written Exams, (mid-term exam 20 %, and final exam 25 %):
Two examinations shall be developed throughout the whole course: the mid-term exam makes up 20 % of the final grade while the final exam 25 % of the final grade. The mid-term exam shall be taken in the seventh week of the course, and it covers the first part of the program, while the final exam shall be conducted in the last week of the course and will cover the remaining part of the program. The test formats may combine a mixture of short answer, true/false, or multiple choices situations and two or three essay questions covering most of the readings, lecture, hand-outs and class discussion content.
Individual assignment/Research Paper, (20 %):
Students are expected to write an individual paper on the topics of their choice or recommended by the instructor based on the class readings and course program. The aim of this individual paper is in line with the course philosophy: a combination of reading with good evidence-based analytical skills and rational thinking. A successful paper demonstrates critical analysis of a specific issue or situation by integrating the ideas from the readings and class discussion with proper evidence and arguments from the case.
IX-The Grading Scheme:
Class attendance & Participation
Group’s Case study analysis &
Individual Research Paper
X-The Grading Scale:
Generally Accepted Meaning
90-95 B+ 87-89 Good work, distinctly above average B 83-86 B- 80-82
70-72 D+ 67-69 Work that is significantly below average D 63-66 D- 60-62
Work that does not meet minimum standards for passing the course
Observing the deadlines in this course is critical. Therefore, late assignments and absence from tests will not be tolerated unless there is evidence of extenuating circumstances. In the event of illness or emergency, contact your instructor IN ADVANCE to determine whether special arrangements are possible.
The University’s rules on academic dishonesty (e.g. cheating, plagiarism, submitting false information) will be strictly enforced. Please familiarize yourself with the STUDENT HONOUR CODE, or ask your instructor for clarification.
It is required that students should keep copies or printed documents of the recommended training materials, such as: power-point presentations, excel tables, written assignments, etc., tests, questionnaires, etc., before they enter the class. Professor may include other types of expectations and analytical skills developments, such as; self-evaluation tests, pre-designed questionnaires , etc.
All the assignments are expected to be word-processed, except case-studies, which will be power-point presentations. Continuing and regular use of e-mail communication is expected throughout the course.
XIII-UNYT’s Support Services
If you feel that you have encountered special learning difficulties or serious problems that interfere with your studies, please make an appointment with UNYT’s Counseling Center, Dr. E.Cenko (email@example.com) and/or the Academic Support Center, Dr. A.Canollari (firstname.lastname@example.org). For more information please contact the course-instructor or you’re your academic advisor.
XIV-Tentative Course Schedule:
14 October 2015
Introduction to Course requirements
“ “ “
Managers and Managing
21 October 2015
The Manager as a person: Values, Attitudes, Emotions, and Culture
“ “ “ Introduction and Guidance to Personality Tests
28 October 2015
Ethics and Social Responsibility
4 November 2015
Managing in the Global Environment
11 November 2015
Manager as a Decision Maker
18 November 2015
Manager as a Planner and Strategist
“ “ “
Managing Organizational Structure and Culture
10 25 November 2015 A field-visit
2 December 2015 MID-TERM EXAM (3 hours)
9 December 2015
Motivation and Performance
16 December 2015
“ “ “ Introduction and Guidance to Leadership Tests
6 January 2016
Effective Groups and Teams
“ “ “
13 January 2016
Managing Conflicts and Negotiation
20 January 2016
Organizational Control and Change
27 January 2016
Human Resource Management
“ “ “
Managing Diverse Employees
3 February 2016 FINAL EXAM (3 hours)