SYLLABUS

Fundamentals of Management

Code 12119

Academic year

2007-2008

 

1. DESCRIPTOR:

"Study of the company and its relationships with the environment. Management subsystem. Production subsystem"

 

2. COURSE DESCRIPTION:

This is an introductory course on basic management concepts, principles and practices. The course is an integration of contemporary issues to traditional management with an international approach.

The twelve-credit course is divided into two parts, theory (9 credits) and practice (3 credits). Methodology includes both parts that are totally interrelated (concepts and practices). Conceptual part will involve lectures, discussions, short video shows and presentations of related topics and current issues. Practical part will involve team work on case studies, role playing, readings and other activities.

It is a year-long required subject for first year students enrolled in the Business Administration Degree (ADE) and Economics programs. Students should actively engage in the learning process and in putting concepts learnt into practice.

 

3. CURSE OBJECTIVES:

The main objective of this introductory course is, on the one hand, to provide students with the basic concepts of management, including specific areas of operations and human resources management. And, on the other hand, the course provides a practical part designed to develop students' managerial competence with efficiency, effectiveness and ethics.

Main learning Outcomes on completion of this course are:

Intellectual competences (knowledge) in English:

On successful completion of this course, students should be able to:

- Demonstrate a basic knowledge of management in terms of concepts, theories, authors, models, tools… (See program contents).

- Study real business problems through an accurate evaluation, analysis and synthesis of the information.

- Show creativity and positive critical thinking when presented with managerial problems.

- Improve personal management knowledge through continuous self-learning and self-evaluation. 

Technical competences (skills) in English:

On successful completion of this course, students should be able to:

- Apply managerial knowledge, method and research techniques to identify and solve efficiently open management problems.

- Obtain and manage business information through appropriate search, selection and evaluation of data.

- Manage a project of a real business diagnosis offering effective recommendations and decisions to the companies.

- Develop effective communication skills through management report writing, oral communication and use of IT.

Personal competences (attitudes, values and virtues) with an international perspective:

On successful completion of this course, students should be able to:

- Work with personal responsibility and ethical commitment to common good contribution in management.

- Demonstrate leadership, permanent service attitude and self critical reflection on personal development.

- Practice tolerance, respect, positive attitude and real interest for every stakeholder.

- Demonstrate group and team working ability, but also personal leadership.

These three groups of competences are totally interrelated and, of course, are part of a continuous learning process for the future professionals.

4. METHODOLOGY:

Business Administration Fundamentals is a year-long required subject for first year students enrolled in the Business Administration Degree (ADE) and Economics programs. The twelve-credit course is divided into two parts, theory (9 credits) and practice (3 credits). Students should actively engage in the learning process and in putting concepts learnt into practice.

1. - LECTURES CLASS SESSIONS will involve lectures, discussions, short video shows and presentations of related topics and current issues related to course contents. The lecturer will present the main concepts of the course that are indicated in the contents of the syllabus. Students should read the relevant chapters of the textbook, materials, and information on indicated websites before class. In addition, practitioners may be invited to share with the students their management experience and techniques. If so, students are encouraged to make good use of the sharing time to learn the most from the guest speakers.

2. - PRACTICES FOR ACTION LEARNING Students are encouraged to learn actively and cooperatively in teams. Students in teams of three members should undertake an action learning activity. Of course, student participation will be required.

In teams, students will work on case studies, role playing, readings and other practical activities that are illustrated in the syllabus (“course planning”) and available in AULA VIRTUAL. As main project of the course, every team has to make two oral presentations of a real business diagnosis. Every team have to present a final report with the results of the diagnosis. More information about the project (content, structure, evaluation criteria, deadline, etc) is explained in AULA VIRTUAL (see the document “Team Project Guidelines”). http://www.uv.es/management-1/

Both parts of the course are totally interrelated. To be able to prepare and solve the practices students have to study the contents of theoretical part.

 

5. CONTENS OF THE COURSE:

 PART I: BASIC BUSINESS CONCEPTS

Topic 1: Business organizations and managers

   1.1.    Business organizations: concept and types

   1.2.    Business organizations: theoretical contributions

   1.3.    Managers: concept and types

   1.4.    Managers: functions, roles and skills 

Topic 2: Understanding business organizations as systems

    2.1.    Systems: concept and characteristics

    2.2.    A company as a system: evolution of this conception

    2.3.    Functional subsystems

    2.4.    Contingency factors

Topic 3: Analyzing the environment of business organizations

    3.1.    Concept and types of environment

    3.2.    Scanning the general environment

    3.3.    Analysis of the competitive environment five forces

    3.4.    Understanding the evolution of business environment

    3.5.    The environmental impact of business and Corporate Social Responsibility

Topic 4: Understanding the evolution of a firm

    4.1.    Creation of a new business (start up)

    4.2.    Size and business growth

    4.3.    Types of growth according to its origin

    4.4.    Types of growth according to its direction

    4.5.    Becoming a global business organization

PART II: MANAGEMENT SUBSYSTEM

Topic 5: Making decisions in management

    5.1.    Management as a decision making process: concepts and typology of decisions

    5.2.    Decision making process approaches

    5.3.    Strategic management: history, concept and components of the strategy

    5.4.    Strategic management process as a global decision making process          

Topic 6: Formulating goals and developing planning and control systems

    6.1.    Goals' concept and typology

    6.2.    Different approaches to business goals

    6.3.    The conflict of goals

    6.4.    Planning and control: concepts, functions and typology

    6.5.    Planning and control systems

Topic 7: Designing organizations

    7.1.    Organizational structure

    7.2.    Organizational design variables

    7.3.    Contingent factors of organizational design

    7.4.    Typology of organizational structures 

PART III: MANUFACTURING SUBSYSTEM

Topic 8: Operations management

    8.1.    Operations subsystem: concept and functions

    8.2.    Operations system design

    8.3.    Plant lay out

    8.4.    Undertaking plant capacity and location

    8.5.    Information technology’s role in manufacturing  

Topic 9: Operations planning and control

    9.1.    Operations planning

    9.2.    Operations planning and control systems

    9.3.    From manufacturing control to quality management

PART IV: HUMAN RESOURCES SUBSYSTEM

Topic 10: Organizational human behavior: motivating and leading people

    10.1.    Motivation in business

    10.2.    Concepts of power, management and leadership

    10.3.    Leadership theories

    10.4.    The managerial functions

Topic 11: Human Resource Management: managing people 

    11.1.    Human Resource Management: concept and evolution

    11.2.    Qualification of human resources

    11.3.    Motivation of human resources

    11.4.    Human resource development

    11.5.    Human resource management support system

 

6. COURSE PLANNING:

 

First Semester 2007-2008

 

	Monday	Tuesday	Wednesday	Thursday	Friday
		PRACTICES			LECTURES
September	24	25	26	27	28
1		Course Introduction			Topic 1 Managers
October	1	2	3	4	5
2		Practice 1			Topic 1 Managers
October	8	9	10	11	12
(3)
October	15	16	17	18	19
4		Practice 2			Topic 1 Managers
October	22	23	24	25	26
5		Practice 3			Topic 2 Subsystems
Oct/November	29	30	31	1	2
6		Practice 4			Topic 2 Subsystems
November	5	6	7	8	9
7		Practice 5			Topic 2 Subsystems
November	12	13	14	15	16
8		Practice 6			Topic 3 Environment
November	19	20	21	22	23
9		Practice 7			Topic 3 Environment
November	26	27	28	29	30
10		Practice 8			Topic 3 Environment
December	3	4	5	6	7
11		Practice 9			Topic 4 Growth
December	10	11	12	13	14
12		Practice 10			Topic 4 Growth
December	17	18	19	20	21
13		Practice 11 Exam case			Topic 4 Growth
January	7	8	9	10	11
14		Practice 12 Presentations 1			Topic 5 Decisions
January	14	15	16	17	18
15		Practice 13 Presentations 2			Topic 5 Decisions
January	21	22	23	24	25
16		Practice 14 Presentations 3			Topic 5 Decisions

 

 

		Planning International Group
		Second semester (2008)
	Monday	Tuesday	Wednesday	Thursday	Friday
		PRACTICES			LECTURES
February	18	19	20	21	22
1		Exam Review			Topic 6 Planning
February	25	26	27	28	29
2		Practice 15			Topic 6 Planning
March	3	4	5	6	7
3		Practice 16			Topic 7 Organizing
March	10	11	12	13	14
4		Practice 17			Topic 7 Organizing
March	17	18	19	20	21
March	24	25	26	27	28
				Topic 8
April	31	1	2	3	4
5		Practice 18			Topic 7 Organizing
April	7	8	9	10	11
6		Practice 19			Topic 8 Operations1
April	14	15	16	17	18
7		Practice 20			Topic 8 Operations1
April	21	22	23	24	25
8		Practice 21			Topic 9 Operations2
April	28	29	30	1	2
9		Practice 22			Topic 9 Operations2
May	5	6	7	8	9
10		Practice 23 Presentations 1			Topic 9 Operations2
May	12	13	14	15	16
11		Practice 24 Presentations 2			Topic 10 Behavior
May	19	20	21	22	23
12		Practice 25 Presentations 3			Topic 10 Behavior
May	26	27	28	29	30
13		Practice 26			Topic 11 People
June	2	3	4	5	6
14		Practice 27 Exam case			Topic 11 People

 

7. PROCESS OF EVALUATION:

MEASUREMENT of Learning Outcomes

1. Class activities assess especially technical skills and personal competences related to management knowledge.

2. Group presentations assess mostly communication skills and interpersonal competences in solving management problems.

3. Case studies and final examination assesses comprehension of, and ability to explain and describe management concepts.

4. Students are expected to understand and apply managerial criteria (efficiency, effectiveness and ethics) throughout the course. This is assessed through course work and final examination.

GRADING learning outcomes

A 60% OF THE FINAL MARK will be the result of two written exams (midterm and final examinations).

This part will be past throughout the realization and getting a pass in both partial exams. First partial exam (midterm) will be held at the end of the first semester. The midterm will cover the first semester of the course and will be held on dates defined by the University. Students getting a pass in the exam will be aloud to take a second partial in June. It will be held on the same date that the official final exam. In order to pass de course it is required to obtain at least a pass in both partial exams.

For those students that may not pass the first partial (midterm examination), it is required to do the final one, including all the contents of the course. For those students not passing examinations in June, a second examination session will be held on September (this second opportunity covers all the contents of the course as well as the final exam in June). Written exams consist of multiple choices (true/false), short answer questions and a short case study.

A 40% OF THE FINAL MARK will be the result of continuous evaluation.

This continuous evaluation includes two parts:

Teamwork: 30% of the mark is the result of Team Project work. This project is intended to extend your understanding of most concepts presented in class and to start the development of the teamwork and communication skills, a centerpiece of the undergraduate curriculum. You will form a team of 3 people with other members of your class.

Participation: 10% of the mark will be the result of personal participation. No managers can do their jobs without effectively communicating with their employees. At the professional workplace, your active participation in group meetings can help you get promoted. At school, through “active” participation, you demonstrate deep learning. You will be rewarded with 1 extra point for outstanding class participation and positive influence of class morale. Students who receive the highest class participation marks are those who attend all recitations, prepare all exercises and case discussion question in advance, and make high-quality (not high-quantity!) comments during the day’s discussion.

The final mark is the result of the addition of both, theory and practice. To pass the course Students must surpass the theoretical part (60%) by receiving a grade of, at least, 5 points (out of 10). The 40% of continuous evaluation will be considered exclusively if the theory part has been past.

 

8. BIBLIOGRAPHY:

COURSE MAIN TEXT:

Management. (8th ed.) Robbins, S.P. & Coulter, M. Prentice Hall, 2005.

San Diego State University & Southwest Missouri State University

 

Other references:

Management. (8th ed.) Hitt, Black & Porter. Prentice Hall, 2005.

Colorado State University

 

Readings and websites:

Will be discussed during lectures.