Management [en]

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About the subject

Course description

This course introduces the major management concepts, theories, and practices. It is a review of significant management literature, built on a comprehensive survey of the history of management. The main purpose is to develop the ability to apply management theories to practical problems in planning, organising, leading, and controlling business activity. Lecture discussions will follow every important topic.

Course objectives

Upon completion of this course, students should be able to:

  • Explain and use the fundamental concepts and principles of management.
  • Detail historical development, theoretical aspects and practice application of managerial process.
  • Explain interactions between the environment, technology, human resources and organisations in order to achieve performance.
  • Enumerate the major challenges that managers face nowadays.
  • Apply different planning methods and techniques, including rational decision-making and creativity techniques.
  • Depict the basic elements of organising: chain of command, coordination, organisation chart and others.
  • Outline the major approaches to job design.
  • Explain motivation: why individuals do something and how a manager could provide them with reasons to do their job.
  • Describe the behavior a leader should have in order to get followed by subordinates.
  • Outline the importance of different communication skills and assess the usefulness of centralised and decentralised group communication networks.
  • Describe the different types of controlling and the most important control techniques.
  • Outline the importance of information and explain how information systems help managing information.

The material covered will be relevant to students, regardless of their career objectives. In all likelihood, they will either be managers or work with some in any occupation they will choose. In the final analysis, any individual is a manager of his/her own life and can benefit by studying to be a better manager.

Prerequisites

  • None. There are no other subjects imperatively required for learning management. Anyway, knowledge provided by other subjects may help understanding easier and better some specific topics.
  • General knowledge about business. Organisation design implies grouping activities according to their nature/content. Therefore, students should have an idea about the meaning of such activities: marketing, accounting, finance, production etc.
  • Mathematics/statistics. Decision-making models point to the future events, therefore many relly on the concept of probability. Probability will be taught at mathematics, in the first semester.

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Delivering the subject

Target programs: CIGE 1 + EAIE 1 + FBE 1 + MGE 1 (all the English-taught programs, year 1).
Course lecturer: Dan C. Lungescu, PhD, assistant professor.
Seminar leader:

  • FBE 1 and MGE 1: Irina Salanță, PhD, assistant professor – see her résumé (in Romanian).
  • CIGE 1 and EAIE 1: Dan C. Lungescu.

Credits: 5.

Final grade reports: on the Academic Info platform (individually; login required).
Component grade reports: the Note | Grades page of this blog.
Course presentation, in Worksheet no. 1: for CIGE and EAIE | for FBE | for MGE (it is not an official document, but rather a “FYI” one, in a student-friendly form).

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Course outline

Part I: Introduction
Ch. 01. Manager’s job
Ch. 02. The evolution of management
Ch. 03. Organisational environments
Ch. 04. Social responsibility and ethics

Part II: Planning
Ch. 05. Organisational goals and plans
Ch. 06. Strategic management
Ch. 07. Decision making
Ch. 08. Managing innovation and change

Part III: Organising
Ch. 09. Organisational structure
Ch. 10. Organisation design
Ch. 11. Human resource management

Part IV: Leading
Ch. 12. Motivation
Ch. 13. Leadership
Ch. 14. Communication
Ch. 15. Managing groups

Part V: Controlling
Ch. 16. Organisational control
Ch. 17. Control methods
Ch. 18. Information systems

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Weekly topics

Students are asked to download the worksheets, to print them and to use them at the seminar. Warning: some of the worksheets are portfolio items, their lack at the seminar downgrading the portfolio’s component grade.

Pick your program: CIGE, EAIE or FBE | MGE.

CIGE/EAIE/FBE

Week Lectures Seminar
Date Lecture topics
1 Oct 4 Course presentation
  • Instructor introduction
  • Syllabus distribution – Worksheet no. 1: Course presentation:
    for CIGE and EAIE | for FBE | for MGE
    (The printed worksheet is given to every student in the first seminar)
  • Name tent creation (portfolio item no. 1; the special paper is given to every student in the first seminar)
  • Student introduction
2 Oct 11 Ch. 1. Manager’s job
3 Oct 18 Ch. 2. The evolution of management
4 Oct 25 Ch. 3. Organisational environments
Ch. 4. Social responsibility and ethics
5 Nov 1 Ch. 5. Organisational goals and plans
Ch. 6. Strategic management
6 Nov 8 Test no. 1 – chapters 1-4 (Introduction)
Ch. 7. Decision making
7 Nov 15 Ch. 8. Managing innovation and change
  • Poster presentation (the evolution of management)
8 Nov 22 Ch. 9. Organisational structure
  • Fallacies that may disturb the decision-making process
9 Nov 29 Ch. 10. Organisational design
Ch. 11. Human resource management
  • Outranking criteria
  • Individual decision-making under certainty
10 Dec 6 Test no. 2 – chapters 5-11 (Planning + Organising)
Ch. 12. Motivation
  • Individual decision-making under risk
  • Individual decision-making under uncertainty
11 Dec 13. Ch. 13. Leadership
  • Brainstorming
  • Change
  • Centralisation vs. decentralisation
12 Dec 20 Ch. 14. Communication
  • The hierarchy of needs
  • Equity theory
13 Jan 10 Ch. 15. Managing groups
Ch. 16. Organisational control
  • Expectancy theory
  • “I, as a leader”
14 Jan 17 Test no. 3 – chapters 12-15 (Leading)
Ch. 17. Control methods
Ch. 18. Information systems
  • “Trendy show”
  • Peer feedback
  • Feedback to the instructor

MGE

Week Lectures Seminar
Date Lecture topics
1 Oct 4 Course presentation
  • Instructor introduction
  • Syllabus distribution – Worksheet no. 1: Course presentation:
    for CIGE and EAIE | for FBE | for MGE
    (The printed worksheet is given to every student in the first seminar)
  • Name tent creation (portfolio item no. 1; the special paper is given to every student in the first seminar)
  • Student introduction
2 Oct 11 Ch. 1. Manager’s job
3 Oct 18 Ch. 2. The evolution of management
4 Oct 25 Ch. 3. Organisational environments
Ch. 4. Social responsibility and ethics
5 Nov 1 Ch. 5. Organisational goals and plans
Ch. 6. Strategic management
6 Nov 8 Test no. 1 – chapters 1-4 (Introduction)
Ch. 7. Decision making
7 Nov 15 Ch. 8. Managing innovation and change
  • Poster presentation (the evolution of management)
  • Fallacies that may disturb the decision-making process
8 Nov 22 Ch. 9. Organisational structure
  • Fallacies (cont.)
9 Nov 29 Ch. 10. Organisational design
Ch. 11. Human resource management
  • Outranking criteria
  • Individual decision-making under certainty
  • Collective decision-making under certainty
10 Dec 6 Test no. 2 – chapters 5-11 (Planning + Organising)
Ch. 12. Motivation
  • Individual decision-making under risk
  • Individual decision-making under uncertainty
11 Dec 13. Ch. 13. Leadership
  • Collective decision-making under risk
  • Brainstorming
  • Change
  • Centralisation vs. decentralisation
12 Dec 20 Ch. 14. Communication
  • The hierarchy of needs
  • Equity theory
13 Jan 10 Ch. 15. Managing groups
Ch. 16. Organisational control
  • Expectancy theory
  • “I, as a leader”
  • Behaviour and control
  • Autocratic vs. democratic leader
  • Leadership traits
  • The man and the woman as leaders
14 Jan 17 Test no. 3 – chapters 12-15 (Leading)
Ch. 17. Control methods
Ch. 18. Information systems
  • “Trendy show”
  • Peer feedback
  • Feedback to the instructor

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Grading

THIS SECTION IS SUBJECT TO CHANGE!

Grade structure, CIGE + EAIE + FBE

  • 4.0 points: final examination (open-ended questions).
  • 1.5 points: part-time examinations (3 multiple-choice tests, 15 minutes each).
  • 1.5 points: home assignments (5×0,3 points).
  • 1.5 points: portfolio (seminar application papers).
  • 0.5 points: active involvement in discussion.
  • 1.0 points: ex officio.

Grade structure, MGE

  • 4.0 points: final examination (open-ended questions).
  • 1.5 points: part-time examinations (3 multiple-choice tests, 15 minutes each).
  • 0.6 points: home assignments (2×0,3 points).
  • 0.9 points: project (a larger home assignment).
  • 1.5 points: portfolio (seminar application papers).
  • 0.5 points: active involvement in discussion.
  • 1.0 points: ex officio.

Other specifications

Grades are integers ranging from 1 to 10.
The final test has a pass point of 1.5 (out of 4.0); lower scores will result in exam failure, without regard to other partial scores. Nevertheless, that 1.5 is necessary, but not sufficient, for passing!

The final test includes questions from every chapter.
Some chapters, not so relevant for the students in the first year of study (as those related to controlling), are addressed by only one question each.
Other chapters, more relevant (as decision making or motivation), are addressed by two questions, or even three, each one.

Application portfolio

  1. The name tent (seminar class no. 1).
  2. descarcă fișa Worksheet no. 3: Drawing 1
  3. Worksheet no. 4: Theory X vs. Theory Y
  4. Worksheet no. 5: Theory Z
  5. Worksheet no. 6: Importance of ethics
  6. Worksheet no. 10: SWOT analysis
  7. Worksheet no. 11: Priority ranking
  8. Worksheet no. 12: Setting goals
  9. Worksheet no. 13: Types of problems
  10. (to be continued)

Additional portofolio items for the MGE program:

  1. Worksheet no. M1: The economic output of the organisation
  2. Worksheet no. M2: The manager: to be vs. to do
  3. Worksheet no. M3: Managerial roles
  4. Worksheet no. M5: Bureaucracy
  5. Worksheet no. M6: Ethical dilemmas
  6. Ethical issues in the workplace [collective item; the paper is provided by the instructor]
  7. (to be continued)

Every seminar application may only be achieved by students who attended the seminar in question; they may not be subject to recovering and/or home activity. The procedure: (1) the student makes the piece; (2) the seminar leader signs the piece; (3) the student adds the piece into his/her portfolio and keeps this one; (4) in the last seminar class the instructor checks the portfolio and grades it; (5) the student takes his/her portfolio back and keeps it until the end of the world.

Home assignments

» How to submit your home assignments.

HA no. 1: The evolution of management

  • Collective task: teams of 4-6 students (5, when possible).
  • Output: poster.
  • Deadline: seminar class no. 5 of each official unit (the task is assigned in the seminar class no. 3).
  • Materials: one flip-chart sheet provided by the instructor, during the seminar; additional: students’ own tools to write, draw, paint, cut, paste, print etc.
  • Procedure: one topic of the evolution of management is randomly assigned to each team (the topic my address an epoch or a viewpoint). The members of the team study the topic using different sources, e.g. the lecture presentations (available for download in this page), manuals or books in Management, Wikipedia or other websites etc. – the more sources, the better. Using sources in other languages is highly encouraged. Then, the students fructify this information in a poster that they are going to exhibit and present during the seminar class no. 5 (questions and remarks should come from other teams).
  • Tips: as much information as possible; creativity and fantasy highly encouraged; even humour; the authors must be the first ones to adore the poster; any technology may be used (the students may draw caricatures of the representatives of the viewpoint, paint a background, sew something, do anything else that it is worth it).

Project

The project only addresses MGE.
» Instructions.

Class attendance

Lecture attendance is not mandatory and it is not monitored in any way.
Seminar attendance is not a condition for passing the exam, but it is still monitored. Seminar attendance has a certain influence on the final grade, through the application portfolio and the active involvement in discussion. Missing a seminar class results in missing the corresponding small score.

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Teaching materials

Lecture PowerPoint presentations, as pdf files (in a RAR archive). The missing chapters – 15 and 18 – are NOT required for the examination.
Seminar worksheets are available here: Weekly topics.
audio or video works.

Audio/video

Problem solving: Best international practices

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Sample test questions

Pick a test: test 1 | test 2 | test 3 | final exam.

Dear Romanian student, have you noticed that I also teach in Romanian? What if… the tests are (almost) the same in both languages, but the samples are rather different? 🙂

Test no. 1

Identify the functions of management:

  • Planning, organizing, leading, controlling.
  • Manager, leader, supervisor.
  • Manager, leader, supervisor, worker.
  • Interpersonal, decisional, informational.

Who is directly responsible for the activity of workers?

  • The shareholders (the owners of the company).
  • Top managers.
  • Middle managers.
  • First-line managers.

Theory Y describes:

  • Employees that dislike work and try to avoid it.
  • Employees that do not inherently dislike work.
  • How to lead people in the most effective way.
  • The way some managers perceive their employees.

Systems theory is a component of:

  • Classical viewpoint.
  • Behavioral viewpoint.
  • Quantitative viewpoint.
  • Contemporary viewpoints.

The national culture is part of:

  • Mega-environment.
  • Task environment.
  • Internal environment.
  • No environment.

Munificence and uncertainty are characteristics of:

  • External environment.
  • Internal environment.
  • Organizational culture.
  • Organization’s management.

Making a profit is a responsibility:

  • Economic.
  • Legal.
  • Ethical.
  • Discretionary.

A manager who follows ethical norms has a behavior:

  • Moral.
  • Mortal.
  • Amoral.
  • Immoral.

Test no. 2

Identify the types of grand strategies:

  • Growth, stability, defense.
  • Corporate, business, functional.
  • Cost leadership, differentiation, focus.
  • Strategic, tactical, operational.

Which one is NOT a step in decision-making process?

  • Identify the problem.
  • Generate alternative solutions.
  • Evaluate and choose among alternative solutions.
  • Implement and monitor the chosen solution.

A serious difficulty requiring immediate action is a…

  • Crisis problem.
  • Noncrisis problem.
  • Opportunity problem.
  • Rational problem.

Which one is not an internal force for change?

  • Reorganizations.
  • Leadership changes.
  • Customers’ behavior shifts.
  • Alterations of strategies and plans.

The process of upgrading the job-task mix is called:

  • Job simplification.
  • Job rotation.
  • Job enlargement.
  • Job enrichment.

A flat organizational structure is defined by:

  • Small number of hierarchical levels.
  • Narrow spans of management.
  • Technological complexity.
  • Horizontal coordination.

Identify the advantage of a functional structure:

  • Lack of coordination within function.
  • Fast response to environmental change.
  • Simplified coordination across functions.
  • In-depth development of expertise.

Training is a technique used for:

  • Human resource planning.
  • Staffing.
  • Human resource development and evaluation.
  • Compensation.

Test no. 3

Motivation is the extent to which…

  • Needs become fulfilled (satisfied).
  • Needs are not fulfilled (satisfied).
  • Persistent effort is directed toward a goal.
  • Rewards are acquired.

Two persons have equivalent inputs, but different outcomes. Which one will be motivated?

  • Both of them.
  • Only the one with the better outcome.
  • Only the one with the lesser outcome.
  • None of them.

Define country club management through the amount of concern for people and production:

  • Small for people, small for production.
  • Great for people, small for production.
  • Small for people, great for production.
  • Great for people, great for production.

Which leadership style is the best one?

  • Autocratic.
  • Democratic.
  • Laissez-faire.
  • All the first three answers are false.

In a very unfavorable situation a leader should have:

  • A small LPC orientation.
  • A great LPC orientation.
  • Any LPC orientation.
  • All the first three answers are false.

Participating style should be use when the followers:

  • Are able and willing/confident.
  • Are able but unwilling/insecure.
  • Are unable but willing/confident.
  • Are unable and unwilling/insecure.

Noise affects…

  • Only oral communication.
  • Only written communication.
  • Any type of communication.
  • All the first three answers are false.

Define grapevine:

  • Informal communication networks.
  • Vertical communication channels.
  • Horizontal communication channels.
  • Chain of command.

Final examination

Ch. 01. Manager’s job
Explain controlling as a function of management.

Ch. 02. The evolution of management
Enumerate two of Frederick Taylor’s principles of scientific management.

Ch. 03. Organisational environments
Name and explain two major arguments in favor of organisational social responsibility.

Ch. 04. Social responsibility and ethics
Name and explain the three major managerial approaches to morality (ethics).

Ch. 05. Organisational goals and plans
Goals facilitate performance through these two features:
1. Goal                                                                 ;
2. Goal                                                                 .

Ch. 06. Strategic management
Explain one defensive strategy.

Ch. 07. Decision making
Enumerate the four basic rules of Brainstorming.

Ch. 08. Managing innovation and change
Enumerate the stages in one organization’s life-cycle.

Ch. 09. Organisational structure
Explain skill variety as a core job characteristic.

Ch. 10. Organisation design
Fill in the following shapes in order to obtain an example of the functional structure:

Ch. 11. Human resource management
What is job specification?

Ch. 12. Motivation
Write down the three major assumptions about human nature, of Maslow’s Hierarchy-of-needs theory.

Ch. 13. Leadership
Name and explain four types of power, according to French & Raven approach.

Explain the impoverished management style of leadership:
1. Concern for people:                                                                 ;
2. concern for production:                                                                 .

Ch. 14. Communication
Define vertical communication.

Ch. 16. Organisational control
Explain two types of control.

Ch. 17. Control methods
Explain three important dimensions of quality.

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Dissertation topics

The list below is only indicative.
Basically, any topic in the course – decision making, organization structure/design, motivation, communication etc. – may become a topic for the bachelor dissertation paper, provided it is approached practically. Usually, such a practical approach is performed within an organization; nevertheless, there may be studies unrelated to one certain organization, such as focusing a country, o branch/industry, a kind of organizations and so forth.
The elements below are ideas, not titles.
Therefore, some examples:

  • Organizational culture in company X.
  • Changing organizational culture in company X.
  • Social responsabilities assumed by company X.
  • Managerial ethics in company X.
  • Strategic/tactical/operational planning in company X.
  • Management by Objectives applied in company X.
  • Improving the decision-making process in company X.
  • Collecting new employee ideas in company X.
  • Innovation management in company X.
  • Restructuring company X.
  • Job design in company X.
  • HRM in company X.
  • Conflict management in company X.
  • Stress management in company X.
  • Motivation in company X.
  • Leadership in company X.
  • Communication in company X.
  • Managerial control in company X.
  • Designing/improving/assessing/… the information system(s) in company X.

One may also propose a subject that goes beyond the materials detailed in the course but are related to management, e.g.:

  • Management in joint-venture/international/multinational companies.
  • Management in organizations from X [country].
  • Management in organizations in X branch/industry.
  • Quality management in company X.
  • Operations/inventory/… management in company X.

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Readings

There are only English language books in here. For books in Romanian please enter here.
  1. Bartol, K. M., & Martin, D. C. (1994). Management (2nd ed.). McGraw-Hill.
  2. Boddy, D. (2008). Management: An introduction (4th ed.). Prentice Hall.
  3. Brătianu, C., Mândruleanu, A., Vasilache, S., & Dumitru, I. (2011). Business management. București: Editura Universitară.
  4. Brătianu, C., Vasilache, S., & Jianu, I. (2006). Business management. București: Editura ASE.
  5. Certo, S. C., & Certo, S. T. (2012). Modern management: Concepts and skills (12th ed.). Prentice Hall.
  6. Daft, R. L. (2008). Management (8th ed.). Thomson.
  7. Daft, R. L., & Marcic, D. (2009). Understanding management (6th ed.). South-Western, Cengage Learning.
  8. DuBrin, A. J. (2010). Essentials of management (9th ed.). South-Western.
  9. Gomez-Mejia, L. R., & Balkin, D. B. (2012). Management: People / performance / change. Prentice Hall.
  10. Griffin, R. W. (1990). Management (3rd ed.). Houghton Mifflin Company.
  11. Hill, C. W., & McShane, S. L. (2008). Principles of management. McGraw-Hill.
  12. Hitt, M., Black, J. S., & Porter, L. W. (2012). Management (3rd ed.). Prentice Hall.
  13. Jones, G. R. (2003). Organizational theory, design, and change: Text and cases (4 ed.). Pearson.
  14. Kinicki, A., & Williams, B. K. (2010). Management: A practical introduction (5th ed.). McGraw-Hill.
  15. Lewis, P. S., Goodman, S. H., Fandt, P. M., & Michlitsch, J. F. (2007). Management: Challenges for tomorrow‘s leaders (5th ed.). Thomson.
  16. Robbins, S. P., & Coulter, M. (2012). Management (11th ed.). Prentice Hall.
  17. Schermerhorn, J. R. (2012). Exploring management (3rd ed.). Wiley.
  18. Williams, C. (2011). Management (6th ed.). South-Western, Cengage Learning.

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Grade statistics

CIGE 1
year 10 9 8 7 6 5 ≤4
2016-2017 ? ? ? ? ? ? ?
2015-2016 6 5 1 2 2 3 1
2014-2015 8 0 0 1 2 3 1
2013-2014 3 5 0 2 1 1 1
2012-2013 2 3 3 3 2 0 0
2011-2012 7 2 2 1 2 1 1
FBE 1
year 10 9 8 7 6 5 ≤4
2016-2017 ? ? ? ? ? ? ?
2015-2016 7 6 2 3 3 2 2
2014-2015 6 1 0 3 3 6 1
2013-2014 4 2 2 6 2 4 0
2012-2013 4 3 5 1 2 2 1
2011-2012 10 9 3 1 2 4 2
MGE 1
year 10 9 8 7 6 5 ≤4
2016-2017 ? ? ? ? ? ? ?
2015-2016 19 7 6 6 6 10 7
2014-2015 15 5 3 4 1 7 0
2013-2014 9 0 2 3 1 2 1
2012-2013 5 6 6 6 1 3 3
2011-2012 3 3 4 2 3 9 2
TCE 1 (no specializations)
year 10 9 8 7 6 5 ≤4
2010-2011 28 6 7 7 4 8 7
2009-2010 31 12 18 4 4 3 1

Good luck!

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