(MGMT–206) PRINCIPLES OF MANAGEMENT Course

Outline

BALOCHISTAN UNIVERSITY OF INFORMATION

TECHNOLOGY ENGINEERING AND MANAGEMENT SCIENCES

(MGMT – 206) Principles of Management (3 Credit Hours)

Course Outline: Summer Semester 2010

1. COURSE INSTRUCTOR
Arbab Naseebullah
Office: In-front of Conference Room # 2.
Office Hours: 0900 ‐ 10:30 hrs on Mondays, and Tuesdays (or by
appointment)
Email: arbab.naseeb@buitms.edu.pk
BUITEMS Extension: 1718

2. CLASS SCHEDULE
1200 – 1400 hrs on Mondays to Fridays in Room – 9 (September, 2010 ‐
October, 2010)

3. STUDENT CATEGORIES
MBA Afternoon, MBA Regular and BSBA

4. COURSE DESCRIPTION
Principles of Management is a rich, interactive learning experience designed
to give students an overarching view of business management and the basic
intellectual tools and aptitudes they need to meet today's business
challenges. This basic management course will investigate the different
functions of management, namely planning, organizing, leading and
controlling. In tandem, the course will explore how issues such as
organization structure, technology, innovation, ethics, corporate
responsibility, organization culture, the competitive environment and
customer‐focus influence managerial decision making. Students will also

V.001 Summer Semester – 2010 Page 1 of 10

(MGMT–206) PRINCIPLES OF MANAGEMENT Course
Outline

study how managers orchestrate change, communicate, assemble teams,

lead, handle resources and achieve competitive goals.

Organizations are the building blocks of society and within organization the
most important activity is management. Organizational results and
ultimately social development depends on the quality of management in
organizations. What is management and what are the principles of good
management? The answer to these questions should be available with every
manager. This course provides an in depth evolution and refinement of
management thought and evaluates the contemporary nature of
management.

5. COURSE OBJECTIVES
Upon completion of the course the students should be able to:
1. Understand and appreciate different managerial functions and their
application in an organizational setting.
2. Critically examine managerial decision‐making and the reasons and
the context it takes place in so as to sharpen their own judgment to
make informed decisions.
3. Analyze various topics pertaining to management such as social
responsibility, ethics, global management, leadership, organization
change, entrepreneurship, human resource management, etc.

6. READING MATERIAL
Required:
1. Ricky W. Griffin, Management, Houghton Mifflin Company.
2. Harold Knootz & Heins Weihrich Management, McGraw Hill.
3. Robbins, Management, Prentice Hall

Reference:
1. Stephen P. Robbins and Mary Coultar, Management. Prentice Hall
2. Judith R. Gordon, Organizational Behavior, Prentice Hall
3. Davis and Newstrom, Human Behavior at Work: Organizational
Behavior, McGraw Hill

7. GRADING PLAN
Grading for the course will be relative. The distribution for course grading will
be as follows:
• Sessional 25%
o Class Contribution 7%
o Quizzes 8%
o Course Project 10% (6% for the paper and 4 % for the
presentation)

V.001 Summer Semester – 2010 Page 2 of 10

(MGMT–206) PRINCIPLES OF MANAGEMENT Course
Outline

• Midterm Exam 25%

• Final Exam 50%
• Total 100%

8. CLASS CONTRIBUTION
Class sessions will aim to complement, analyze and/or extend material
covered in the readings in addition to discussing content covered in the text.
To add value to their own learning experience as well as that of their peers,
students will be expected to complete the assigned readings before each
class session.

Completing assigned readings beforehand will also allow students to

constructively comment in class. Interactivity will be highly encouraged.
However, this interactivity should result in a positive contribution to class
discussion and not hamper the learning that takes place. Grading of class
contribution will depend not only on quantity of contribution, but more
importantly its quality. Grading will be based on the relevance of comments,
the value to the overall discussion and input of new or relevant ideas or
concepts. Students should also try to compare and contrast differing view
points. Needless to say, if a student does not speak during the class, he or
she will not add marks to class contribution. The instructor will judge class
contribution according to his discretion.

Students may also be penalized for negative contribution. If a student is

caught disrupting the flow of class, making irresponsible or unreasonable
comments, sleeping/resting, using his/her cell phone, etc, he or she will be
penalized. The Teaching Assistant(s) would be watchful in this regard.

9. ATTENDANCE POLICY
Although attendance is not reflected as a grading element, it is a pre‐
requisite for class contribution and doing well in the course. As a result,
students are expected to attend all classes on time. Class will start at the
scheduled time. Attendance and class contribution will be counted from
Session 1 onwards.

Doors would be closed once class starts. Students may not leave class for
using the lavatory, drinking water, etc. Students may bring water into the
class but no food items. Cell phones should be kept off in class. Attendance
will be marked only if the student is in class from start to finish. Leaving the
class early will be marked as an absence.

V.001 Summer Semester – 2010 Page 3 of 10

(MGMT–206) PRINCIPLES OF MANAGEMENT Course
Outline

Apart from the exceptional cases mentioned subsequently, no petition will be

entertained for missed exams and quizzes. One quiz will be dropped; if a quiz
is missed due to absence, then this dropped quiz will act as compensation.
Attendance for the presentation sessions is also mandatory. Students who
fail to appear for this session or partially appear will not be marked (5% of
the grade).

Students will be penalized for absences as follows: One or two absences will
result in no grade reduction. The next two absences (i.e. absences 3‐4) will
each result in 2% class participation grade reduction. Five or six absences
will result in a further 3% class participation grade reduction each after the
2% reduction for earlier absences. The seventh absence will result in a
further 3% overall grade reduction after the earlier absences’ penalties. Each
absence thereon would result in an additional 5% overall grade reduction.

Exceptional Cases: If there are exceptional reasons for missing class, the
student should have the instructor informed (personally or through someone
on their behalf) before the class and submit a petition within 3 days of the
class. Examples of exceptional reasons include death of an immediate family
relative, severe illness or medical condition which would be verified in detail
by the BUITEMS doctor’s report, etc. Attendance penalty will be waivered for
such exceptional cases; however, class contribution cannot be compensated
nor can a quiz (which is why there is a dropped quiz policy). If a student
misses two quizzes, the second quiz will result in a 0. In case of a missed
exam, the petition should be directed via the Dean and Chairman.

10. QUIZZES
Short unannounced quizzes will be taken. The number of quizzes will also be
unannounced. The lowest quiz will be dropped. Although no make‐up quizzes
will be given, please also refer to the Attendance Policy section above in this
regard.

11. COURSE PROJECT

(Tentative) The course project will be to extensively analyze, compare and
make recommendations on the management of two companies in the same
industry operating in Pakistan. The instructor will discuss the final details of
the topic of the project in class.

Team Formation: For the course project, the class will be divided into teams
of 3‐5 students (dependent on class size) for the course project. Proposed

V.001 Summer Semester – 2010 Page 4 of 10

(MGMT–206) PRINCIPLES OF MANAGEMENT Course
Outline

teams for the project will have to be submitted by Session 6 of the course.
Students will have the option of selecting their own team keeping in mind
certain conditions. The teams will be finalized by the instructor.

Mid‐Project Submission: By Session 12, teams will be expected to have

completed some research and have a good idea of how to proceed for the
remainder of the project. A half‐page outline (single‐spaced, 12 Times New
Roman font) of the project will be due by Session 12. The outline will not be
graded but not handing it in on time will result in a grade reduction for the
project. In addition to the company name and the description of the project,
each group member’s role in the project should also be mentioned. The
instructor will provide feedback and approval on the submission.

Deliverables:
a. Paper:
Each group is to write a paper for the project. The length of the paper is
to be 10‐15 pages (tentative), 1.5 line‐spacing, 12 Times New Roman
font, and normal (default) margins. Any external references should be
properly sourced in footnotes or endnotes. Charts, graphics or tables
may be added at the end as an appendix (these will not count towards
the write‐up limit).
Some guidelines for writing: Write concisely. Be relevant. Organize the
paper. Proofread. Number pages.
b. Presentation:
Groups are also to present their work in 10‐minute (tentative)
presentation. A copy of the presentation notes should be handed in as
well to the instructor.
Some guidelines for the presentation: Dress as you would for a client
presentation. Since time will be limited, the group should focus on the
most relevant points in the report – do not try to “dump” all of the data
and insights that are contained in the full paper. Additionally, because
of the time constraints, it will not be necessary to have everyone on the
team present, although all members must be present to help answer
questions.

Due Date: Papers will be due at the start of the first presentations’ class.
Papers submitted after class, either in hard copy or electronic form will be
subject to a reduction in grade.

Evaluation: In evaluating the project, robustness and soundness of rationale

will be considered. Papers will also be judged on the extent of the primary
and secondary research the team conducts, the depth of analysis and
thought brought to bear on the subject, and the team’s ability to synthesize
a range of views, opinions, and facts in understanding and exploring the
topic. In developing the paper, it is encouraged that groups support the plan

V.001 Summer Semester – 2010 Page 5 of 10

(MGMT–206) PRINCIPLES OF MANAGEMENT Course
Outline

by drawing upon class concepts as well as any supplemental resources. It is

expected that all research will be properly cited using standard academic
formats.

All students will be expected to share the workload in the project. Written
and/or oral peer evaluation will be conducted at the end of the project. It is
possible for a student to get marks different from group members based on
the outline or peer evaluation.

12. INSTRUCTOR EXPECTATIONS – CLASS RULES, ETHICS AND

GUIDELINES
The instructor expects students to:
• Think critically and make effective arguments qualitatively and
quantitatively.
• Observe discipline at all times.
• Respect peers in terms of their opinions. A student is encouraged to
offer an opposing point‐of‐view to an opinion mentioned by a
classmate, but is also expected to maintain decorum while doing so.
• Attend all classes punctually.
• Use appropriate expression: It is expected that students will be able to
express themselves clearly and concisely. There will be penalization if
papers or exams cannot be interpreted or if responses are poorly
organized, contain language errors, do not add value, are
circumlocutionary or digress from what is required. Written work must
be typed and is expected to be grammatically correct.

The instructor feels that the performance of a student may be adversely

affected in the following circumstances:
• If extracurricular activities are more important to the student than the
classes of this course.
• If the student has the habit of entering class after scheduled time.
• If the student regularly misses classes, exams, quizzes or does not
meet other deadlines.
• If the student is not fully alert in or prepared for class.
• If the student expects to have other commitments scheduled during
class timings.

Other points of note include the following:

Email: The instructor will be generally approachable by email. However, do
not expect a reply to emails sent after 5 PM or on weekends before the next
working day. Students are to ensure emails are worded appropriately and
respectfully.
Feedback: Feedback will be welcome throughout the course.

V.001 Summer Semester – 2010 Page 6 of 10

(MGMT–206) PRINCIPLES OF MANAGEMENT Course
Outline

Tracking Grades: Students are to ensure grades are recorded correctly on

www.arbabbuitems.tk
Changes: Changes to the syllabus will be announced in class or on
www.arbabbuitems.tk
Please Ask: If something is unclear, students are requested not to make
assumptions. Ask the instructor or the Teaching Assistant(s).

V.001 Summer Semester – 2010 Page 7 of 10

(MGMT–206) PRINCIPLES OF MANAGEMENT Course
Outline

13. BUITEMS HONOR CODE

The course will follow the BUITEMS student honor code. Cheating,
unauthorized collaboration, plagiarism, any form of deceit or any other
violations of the honor code will be dealt with according to BUITEMS policy.
Please refer to the BUITEMS Academic Rules and Regulation if you have not
already.

14. CLASSES BREAKUP

Sessio Topic Assignment
n
Foundations of Management
1 Introduction to the Course • Reading of related topic
• Write-up of same topics
Managing
2 Managing • Reading of related topic
• Write-up of same topics
The Evolution of Management
3 The External Environment • Reading of related topic
• Write-up of same topics
4 Organizational Culture • Reading of related topic
• Write-up of same topics
Discussion on the Course Project
5 Managerial Decision Making • Reading of related topic
• Write-up of same topics
6 The External Environment • Reading of related topic
• Write-up of same topics
Managerial Decision Making
Planning: Delivering Strategic Value
7 Planning & Goal Setting • Reading of related topic
• Write-up of same topics
Course Project
Team Lists due
8 Strategic Management • Reading of related topic
• Write-up of same topics
9 Ethics and Corporate Responsibility • Reading of related topic
• Write-up of same topics
10 International Management • Reading of related topic
• Write-up of same topics
11 Entrepreneurship • Reading of related topic
• Write-up of same topics
The Business Plan
Organizing: Building a Dynamic Organization
12 Organization Structure • Reading of related topic
• Write-up of same topics
Mid‐Project
Submission due
13 Organization Structure • Reading of related topic
• Write-up of same topics
Organizational Agility
14 Human Resource Management • Reading of related topic
• Write-up of same topics

V.001 Summer Semester – 2010 Page 8 of 10

(MGMT–206) PRINCIPLES OF MANAGEMENT Course
Outline

Leading: Mobilizing People

15 Leadership • Reading of related topic
• Write-up of same topics
16 Motivating for Performance • Reading of related topic
• Write-up of same topics
17 Motivating for Performance • Reading of related topic
• Write-up of same topics
Teamwork
18 Teamwork Exercise • Reading of related topic
• Write-up of same topics
Communicating
Controlling: Learning and Changing
19 Managerial Control • Reading of related topic
• Write-up of same topics
20 Managerial Control • Reading of related topic
• Write-up of same topics
Managing Technology and Innovation
21 Project Presentations Peer Evaluations
due at start of class
22 Project Presentations • Reading of related topic
• Write-up of same topics
23 Review of the Principles of Management • Reading of related topic
• Write-up of same topics
24 Final Term

15. COURSE SYLLABUS / OUTLINE

1. AN OVERVIEW OF MANAGEMENT
1.1. Management: Definitions, concepts and process.
1.2. Managerial levels, roles and skills
1.3. The evolution of management thought
1.4. The changing environment of management
1.5. Management’s ethical and social responsibilities
2. ORGANIZATIONAL PLANNING AND GOAL SETTING
2.1. The nature of organizational goal
2.2. Effective goal setting and barriers to effective goal setting
2.3. Management by Objectives (MBO)
2.4. The nature, purpose and process of planning
2.5. The hierarchy and types of organization’s plans
2.6. Strategic planning: Environment analysis, SWOT analysis,
corporate, business and functional strategies
2.7. Operational planning tools: Flow charts, the Gantt charts, the load charts,
2.8. The Pert, The Logical Framework
2.9. Effective planning: Barriers and overcoming them
3. ORGANIZATIONAL STRUCTURE AND DESIGN
3.1. Work Specialization
3.2. Departmentalization
3.3. Chain of command and span of control
3.4. Centralization and Decentralization

V.001 Summer Semester – 2010 Page 9 of 10

(MGMT–206) PRINCIPLES OF MANAGEMENT Course
Outline
3.5. Formalization
3.6. Traditional Vs Contemporary organizational design
4. MOTIVATION
4.1. Meaning and concept
4.2. Primary and secondary motives
4.3. Motivation theories
5. LEADERSHIP
5.1. The nature of leadership
5.2. Leadership Vs Management
5.3. Leadership theories
5.4. Leadership styles
5.5. Leadership skills
6. COMMUNICATION
6.1. Communication process
6.2. Communication channels in the organization
6.3. Effective communication in organization
7. DECISION MAKING
7.1. Types of decisions and problems
7.2. The rational decision making model
7.3. Alternative to rational decision making model
7.4. Decision making styles
7.5. Committee and group aided decision making
8. CONTROL
8.1. The basic control process
8.2. Types of control
8.3. The control system
8.4. Effective control requirements

Note 1: The instructor may swap session content if required.

Note 2: Readings may be added or reduced during the course.

V.001 Summer Semester – 2010 Page 10 of 10