Académique Documents
Professionnel Documents
Culture Documents
Course Email:
introductiontomanagement@hotmail.com
Office Hours:
Teaching Assistants (TAs) will be your primary resource for assistance in this course.
They are knowledgeable and committed to helping you. TAs will be available before
and after class and will conduct regular office hours, review sessions, on-line
discussions, and respond to e-mail inquiries about the course, assignments, tests,
textbook, etc. TA contact information and office hours are posted on Blackboard.
Please contact the TAs FIRST with any questions. They are committed to responding
within 24 hours (excluding holidays) to your inquiries. TAs will arrange appointments
with the Instructor when necessary. If you feel that a TA has not been reasonably
responsive to your requests then send an email directly to the Instructor for further
assistance.
Introduction to Management 33:620:301 Custom Book for Rutgers
ISBN #: 978-130817624-6 (Bookstores)
Textbook:
Blackboard:
Clickers:
Implementing processes and practices to develop and deliver competitive advantage and superior
performance in innovative and socially responsible organizations o
Designing, implementing, monitoring, and improving the flows of work of the organization so
the right work is performed effectively and efficiently,
Developing and using the critical skills that individuals need to know and have in order to: work more
effectively with others in organizations, to work well in teams, and to lead teams and organizations
successfully o
Introduction to Management (Management 301) focuses primarily on managing the enterprise implementing
processes and practices to develop and deliver competitive advantage and superior performance in innovative
and socially responsible organizations. Essential elements of managing the enterprise that are covered in this
Management 301 course include: the history and evolution of management principles; strategic management;
managing organizational design; designing and developing effective and efficient work processes; managing
innovation and growth; managing in a global marketplace; and managing a diverse organization. How managers
leverage values, build an engaging and motivating workplace, and manage risk and ambiguity are integrated into
the discussions of topics throughout the course.
The Management Skills course (Management 302) primarily focuses on essential personal and interpersonal
managerial skills - developing and using the critical skills that individuals need to know and have in order to:
work more effectively with others in organizations, to work well in teams, and to lead teams and organizations
successfully.
The knowledge and skill-sets of Management developed in these two complementary courses are used routinely
by successful managers in organizations and constitute critical learning for business students regardless of their
major field of study.
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Learning Objectives:
Students who successfully complete this course (Management 301) should have an understanding of the critical
role of effective enterprise management in the overall success of organizations.
By the end of this course, students will:
Know how to develop and implement the right business strategy for creating competitive advantage
and achieving superior profitably strategic management
Know how to design engaging and motivating jobs, groups those jobs into productive work units,
and integrate the work units to generate systematic value creation for different competitive
situations - organizational design
Know how to develop and manage processes for getting work done effectively and efficiently
process management
Know how to create a work environment that motivates and engages employees to work
productively managing an engaged workforce
Know how to apply and adapt these management practices to operate effectively in: growing
organizations, innovative organizations, global organizations, diverse organizations, and valuesbased organizations enterprise management
Pre-Requisites: None
Expectations:
Professional conduct is expected at all times:
Treat all participants in the class with respect
Arrive on time and avoid early departures
Use laptops or other technology in the classroom only when appropriate for the activities for that session
No cell phones, computers, or other electronic instruments or recording devices are to be out or on
during class. This policy is strictly enforced. Failure to comply with this policy can result in a student
being dismissed from the classroom and losing attendance and quiz points for that class
Students will be required to bring their clickers to each class. Each student may only use their
clicker registered in their name. These electronic devices will be used to record attendance, class
participation, and to record examination answers. The misuse of this technology or use of multiple
electronic devices as a means to deceive the instructor concerning attendance or participation by a
student will be considered a violation of Rutgers Academic Integrity and Honor Pledge. Misuse
will be considered equivalent to cheating on an exam and will carry severe consequences!
Do not distract others (this is particularly important due to the size and number of students in this
classroom). Your cooperation is important for creating an effective learning environment.
If you are unable to comply with these expectations you will be asked to leave the classroom.
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Spend 2 hours and 40 minutes in class per week, plus another 5-6 hours per week outside of class
completing reading assignments, homework, projects, and studying
Actively participate in class, which includes both listening and speaking up as appropriate
Complete all assignments including the reading
Earn their grades throughout the semester
Attendance Policy:
In accordance with Rutgers University regulations, attendance is expected at all regularly scheduled
meetings of this course.
In large section classes monitoring of attendance is done electronically. The only excused absences for this
course are those which meet the requirements as outlined in Rutgers attendance policy (these include recognized
religious holidays, participation as a student athlete as a member of an intercollegiate athletic team, or an
extended serious illness documented with, and approved by the dean of students). Only in these situations is it
necessary to contact the professor to notify him of your absence. Students missing an occasional class for minor
illness or personal circumstances do not require written documentation or verification from the dean. In these
circumstances, each student is allowed two of these unexcused absences during the semester without penalty.
Students requesting an excused absence for an extended serious illness should ask the dean to contact the
instructor directly to notify him of the students absence and circumstances. If properly notified by the dean of
an authenticated absence the instructor will make reasonable accommodations to allow a student to make up
work that counts toward their semester grade and will not penalize the students attendance or quiz grades for
such an approved absence provided that the work is made up to the satisfaction of the professor.
Each unexcused absence over the allowed maximum is a 1 point reduction of the students class participation
grade.
In addition, students are expected to arrive to class on time and to stay until class is completed. Any combination
of two late arrivals and/or early departures will count for one unexcused absence. Again, no notifications are
required for late arrivals or early departures. These are covered within the two allowed unexcused absences and
will be monitored electronically.
Absences due to religious observance, participation in certain approved university-sponsored events such as
intercollegiate athletics, or dean approved extended illness are treated as authenticated, excused absences and do
not result in a reduction in the class participation grade or quiz score. Authenticated excused absences, however,
do not waive the overall policy for attendance. Students who must, for any reason, miss more than an occasional
class should consult with the instructor in advance to discuss the implications of their absences on their ability to
achieve the learning objectives and to earn a high grade in the course. Missing more than a few classes for
whatever reason is likely to impact on a students ability to master the material. A student, regardless of
circumstances, must still demonstrate mastery of the course material under exam conditions in order to earn a
good grade.
It is the policy of the Rutgers University not to cancel classes on religious holidays. For information on the
cancellation of classes due to inclement weather, see the campus operating status.
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Grading:
Grades for this class will be based on the following point system:
Class Participation
Quizzes
Mid-Term Exam
Final Exam
Total
Grades:
There is no grading curve in this class. The average grade for this course is generally a B (3.0 GPA level).
Grading will be as follows:
A = 92 100 points
B+ = 87 91.99
B = 82 86.99
C+ = 77 81.99
C = 70 76.99
D = 60 69.99
F = < 60
MINIMUM AVERAGE EXAM SCORE REQUIRED TO EARN A C or HIGHER GRADE:
YOU MUST DEMONSTRATE A MINIMUM LEVEL OF MASTERY OF THE COURSE MATERIAL
UNDER EXAM CONDITIONS TO BE ELIGIBLE TO EARN ATTENDANCE AND QUIZ POINTS
AND TO RECEIVE A GRADE OF C OR HIGHER IN THIS COURSE.
NOTE: In order for a student to earn a grade of C or higher in this course the student must average at
least 28 points or more on the combination of the mid-term exam and the final exam (the equivalent of
achieving 70% correct answers for the two exams). Any student who earns an average of less than 28
points on the mid-term and the final exam will have their final grade determined by averaging the
percentage scores of the two exams and multiplying that percentage times 100 points to determine their
total points earned in the course. All students who fail to achieve the minimum required average exam
score will earn either a D or an F in the course regardless of their attendance or quiz points.
Academic Integrity:
There is a University-wide policy on academic integrity, which will be followed and strictly enforced in this
course. Every student is expected to abide by the universitys honor pledge.
On my honor, I have neither received nor given any unauthorized assistance on this examination or
assignment.
Your participation in exams and quizzes for this course is your agreement to abide by this honor pledge.
Rutgers University policy on academic integrity and honesty applies to all work performed for this class.
Attendance questions, tests and individual assignments including quizzes are to be completed only by the
individual student whose name is associated with the clicker. Tests will be closed book and notes. Use of
websites or other sources that provide test banks or reviews of material in this course other than those authorized
by the instructor is strictly prohibited. If there are any questions about conformity to the policy please check
with me in advance and check the Rutgers website: http://academicintegrity.rutgers.edu/policy-on-academicintegrity.
Your agreement to syllabus will constitute your agreement to abide by the academic integrity policies of the
university as described in the following statement.
I have read the University-wide policy on academic integrity, understand its implications (and have sought
clarification of those parts that were unclear to me), and will abide by it.
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Date
Jan 20
Assignments
Complete the readings
Feb 26
Topic #/Topics
Readings
1 1. Introduction to Management
Classroom Technology Overview
Syllabus
Review Syllabus
Textbook pp. 3
-9
Does Management Really Work?
Introduce Management Framework
2 1. Introduction to Management (cont.)
Textbook
History of Ideas, The Management Century pp. 11 - 25
Evolution of Management Principles
3 2. Strategic Management
Textbook
pp. 28 - 43
What is Strategy
Why is Strategy Important
4
2. Strategic Management (cont.)
Textbook
pp. 44 - 69
The Strategy Process
Mission, Vision, & Goal Setting
5 2. Strategic Management (cont.)
Textbook
pp. 70 - 104
External Analysis
6 2. Strategic Management (cont.)
Textbook
pp. 106 - 144
Internal Analysis
7 2. Strategic Management (cont.)
Textbook
pp. 146 - 172
Strategic Options
Strategy Selection
8 3. Managing a Positive and Productive Work
Environment
Organization Design
o Organization Design Process
o Designing Productive & Meaningful Jobs
9 3. Managing a Positive and Productive Work
Textbook
Environment (cont.)
pp. 174 - 198
Organization Design
o
Grouping Jobs
o
Creating Organizational Structure
10 3. Managing a Positive and Productive Work
Textbook
Environment (cont.)
pp. 198 211
pp. 214 217
Organization Design
pp. 224 - 235
o Integrate and Coordinate Workflows
o Motivate and Monitor Performance
11 3. Managing a Positive and Productive Work
Textbook
Environment (cont.)
pp. 237 - 253
Employee Engagement
o Inner Work Life
o Engaging Employees
12 Mid-Term Exam Review Session
Mar 3
13
Topics 1 - 3
Jan 22
Jan 27
Jan 29
Feb 3
Feb 5
Feb 10
Feb 12
Feb 17
Feb 19
Feb 24
Mid-Term Exam
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Mar 5
14
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Date
Mar 10
15
Mar 12
16
Mar 24
17
Mar 26
18
Mar 31
19
Apr 2
20
Apr 7
21
Apr 9
22
Apr 14
23
Apr 16
24
Apr 21
25
Apr 23
26
Apr 28
27
Apr 30
28
TBA
Topic #/Topics
4. Performance Management
Process Management
Measurement Systems
4. Performance Management (cont.)
Performance Improvement
Art of Risk Management
Spring Break
5. Managing Innovation & Growth
What is Innovation?
Why Innovation is Important
Developing an Innovation Strategy
5. Managing Innovation & Growth (cont.)
Organizing for Innovation
New Product Development Processes
Managing New Product Development
5. Managing Innovation & Growth (cont.)
The Nature of Entrepreneurship
Corporate Entrepreneurship
5. Managing Innovation & Growth (cont.)
Managing Growth
Growth Strategies
Managing Change & Renewal
6. Global Management
Globalization of Markets
Global Environment
6. Global Management (cont.)
Global Strategies
7. Values Based Management
Diversity/Multi-cultural Society
Legal Aspects of Diversity
Managing Diversity Effectively
7. Values Based Management (cont.)
Sources of Discrimination in the Workplace
Sexual Harassment
7. Values Based Management (cont.)
Ethics and Ethical Decision Making
Why Behave Ethically?
7. Values Based Management (cont.)
Corporate Social Responsibility
Sustainability
Course Summary
Readings
Textbook
pp. 217 227
pp. 259 265
Assignments
This chapter is in topic 3
in the textbook
Complete the readings
BCG Article
Posted on
Blackboard
Reading is posted in
Blackboard under course
documents
Textbook
pp. 269 - 295
Textbook
pp. 297 - 324
Textbook
pp. 327 - 349
Textbook
pp. 350 - 379
Textbook
pp. 382 - 411
Textbook
pp. 412 - 447
Textbook
pp. 450 - 481
Textbook
pp. 482 - 515
Topics 4 - 7
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