MGTS ZC211

BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI
WORK INTEGRATED LEARNING PROGRAMMES

Digital
Part A: Content Design
Course Title PRINCIPLES OF MANAGEMENT

Course No(s) MGTS ZC211
Credit Units 3
Credit Model
Content Authors Anjani Srikanth Koka
Course Objectives
No
CO1 The course aims to investigate the way managers get things done in an organization relying on
the dynamic processes of strategic planning, business development, budgeting, and operations
to move their organizations forward and achieve results.
CO2 The concepts and skills needed to manage effectively under constantly changing conditions are
identified.
CO3 The course will review the manager’s skills at influencing the direction and functioning of an
organization and will develop students’ appreciation of these management activities and their
links to employee performance.
Text Book(s)
T1 Robbins Stephen P and Coulter Mary, “Management,” Pearson Education, 13th Ed., 2017.
Reference Book(s) & other resources

R1 John R. Schermerhorn, Introduction to Management, Wiley Student Edition, 10th Ed., 2009.
R2 Stephen P. Robbins, David A. Decenzo & Others, Fundamentals of Management Essential
Concepts and Applications, Pearson, 6th Ed., 2009.
R3 Gary Dessler, “Management”, Prentice Hall, 1st Ed., 1998.
R4 Daft Richard L. ‘Management’ Thomson South Western, 5th Ed.
R5 Koontz & Weihrich, Essentials of Management, TMH, 6th Ed., 2004.
R6 Thomas N. Duening, Management, Principles & Guidelines, Wiley-Dream Tech, 2003.
Content Structure
1. Module 1: Introduction to Management

1.1. Session 1: Managers in the Workplace
1.1.1. Why are Managers Important?
1.1.2. Who are Managers and Where Do They Work?
1.1.3. What do Managers do?
1.1.4. How is the Manager’s Job Changing?
1.1.5. Why Study Management?
1.2. Session 2: Making Decisions
1.2.1. The Decision-Making Process
1.2.2. Managers Making Decisions
1.2.3. Types of Decisions and Decision-Making Conditions
2. Module 2: Basics of Managing in Today’s Workplace
2.1. Session 3: Managing the External Environment and the Organization’s Culture
2.1.1. The Manager: Omnipotent or Symbolic?
2.1.2. The External Environment: Constraints and Challenges
2.1.3. Organizational Culture: Constraints and Challenges
2.2. Session 4: Managing in a Global Environment
2.2.1. What’s your global perspective?
2.2.2. Understanding Global Environment
2.2.3. Doing Business Globally
2.2.4. Managing in a Global Environment
2.3. Session 5: Social Responsibility and Ethics
2.3.1. Social responsibility
2.3.2. Green Management
2.3.3. Managers and Ethical Behavior
2.4. Session 6: Managing Change and Innovation
2.4.1. The Change Process
2.4.2. Types of Organizational Change
2.4.3. Managing Resistance to Change
2.4.4. Stimulating Innovation
3. Module 3: Planning
3.1. Session 7: Planning Work Activities
3.1.1. What and Why of Planning
3.1.2. Goals and Plans
3.1.3. Setting Goals and Developing Plans
3.1.4. Contemporary Issues in Planning
3.2. Session 8: Strategic Management
3.2.1. Strategic Management Process
3.2.2. Corporate Strategies
3.2.3. Competitive Strategies
4. Module 4: Organizing
4.1. Session 9: Designing Organizational Structure - Basic Designs
4.1.1. Designing Organizational Structure
4.1.2. Mechanistic and Organic Structures
4.1.3. Contingency Factors Affecting Structural Choice
4.1.4. Traditional Organizational Designs
4.2. Session 10: Designing Organizational Structure - Adaptive Designs
4.2.1. Contemporary Organizational Designs
4.2.2. Organizing for Collaboration
4.2.3. Flexible Work Arrangements
4.3. Session 11: Managing Human Resources
4.3.1. The HRM process
4.3.2. Orientation
4.3.3. Performance Management
4.4. Session 12: Creating and Managing Teams
4.4.1. Groups and Group Development
4.4.2. Work Group Performance and Satisfaction
4.4.3. Turning Groups into Effective Teams
5. Module 5: Leading
5.1. Session 13: Managing Communication
5.1.1. Nature and Function of Communication
5.1.2. Interpersonal Communication
5.1.3. Organizational Communication
5.2. Session 14: Motivating Employees
5.2.1. What is Motivation?
5.2.2. Early Theories of Motivation
5.2.3. Contemporary Theories of Motivation
5.3. Session 15: Being an Effective Leader
5.3.1. What is Leadership?
5.3.2. Early Theories
5.3.3. Contingency Theories
6. Module 6: Controlling
6.1. Session 16: Monitoring and Controlling
6.1.1. Importance of Controlling
6.1.2. Control Process
6.1.3. Tools for measuring Organizational Performance
Learning Outcomes:
No Learning Outcomes
LO1 Define the concept of management and discuss why organizations are needed, why managers
are necessary, and why management is a challenge.
LO2 Describe the communications process; discuss barriers to communication and suggest
remedies to overcome communications difficulties.
LO3 Explain why planning is needed in organizations and why long-term objectives are necessary
for successful planning.
LO4 Identify the essential characteristics of decision making and indicate the range and types of
decisions a manager is asked to make.
LO5 Analyze the leadership function, recognizing leadership as the relationship between a
supervisor and subordinates in an organizational environment.
LO6 Recognize the link between planning and controlling, and the various means by which
managers measure and compare performance to objectives.
LO7 Discuss the phases of change management and describe the role and limitations of the
manager in the change process.
Part B: Learning Plan
Academic Term SECOND SEMESTER 2018-2019

Course Title PRINCIPLES OF MANAGEMENT
Course No MGTS ZC211
Lead Instructor ANJANI SRIKANTH KOKA
Contact Hour 1
Type Content Ref. Topic Title Study/HW Resource Reference
Pre CH 1.1.1,1.1.2 Meaning and Importance of Chapter 1

Management; Managerial
Functions, Roles and Skills
During 1.1.1,1.1.2 Meaning and Importance of Chapter 1

CH Management; Managerial
Post CH 1.1.1,1.1.2 Meaning and Importance of Chapter 1

Management; Managerial
Contact Hour 2
Pre CH 1.1.3,1.1.4 Introduction to Organization; Chapter 1

Rationale for studying
management
During 1.1.3,1.1.4 Introduction to Organization; Chapter 1

CH Rationale for studying
management
Post CH 1.1.3,1.1.4 Introduction to Organization; Chapter 1

Rationale for studying
management
Contact Hour 3
Pre CH 1.2.1,1.2.2 The Decision Making Process; Chapter 2

Managers making Decisions
During 1.2.1,1.2.2 The Decision Making Process; Chapter 2

CH Managers making Decisions
Post CH 1.2.1,1.2.2 The Decision Making Process; Chapter 2

Managers making Decisions
Contact Hour 4
Pre CH 1.2.3 Types of Decisions and Decision- Chapter 2

Making Conditions
During 1.2.3 Types of Decisions and Decision- Chapter 2

CH Making Conditions
Post CH 1.2.3 Types of Decisions and Decision- Chapter 2

Making Conditions
Contact Hour 5
Pre CH 2.1.1,2.1.2 Manager: Omnipotent or Chapter 3

Symbolic; Organizational
Environment
During 2.1.1,2.1.2 Manager: Omnipotent or Chapter 3

CH Symbolic; Organizational
Environment
Post CH 2.1.1,2.1.2 Manager: Omnipotent or Chapter 3

Symbolic; Organizational
Environment
Contact Hour 6
Pre CH 2.1.3 Organizational Culture Chapter 3
During 2.1.3 Organizational Culture Chapter 3

CH
Post CH 2.1.3 Organizational Culture Chapter 3
Contact Hour 7
Pre CH 2.2.1,2.2.2 What’s your global perspective?; Chapter 4

Understanding Global Environment
During 2.2.1,2.2.2 What’s your global perspective?; Chapter 4

CH Understanding Global Environment
Post CH 2.2.1,2.2.2 What’s your global perspective?; Chapter 4

Understanding Global Environment
Contact Hour 8
Pre CH 2.2.3,2.2.4 Doing Business Globally; Chapter 4

Managing in a Global Environment
During 2.2.3,2.2.4 Doing Business Globally; Chapter 4

CH Managing in a Global Environment
Post CH 2.2.3,2.2.4 Doing Business Globally; Chapter 4

Managing in a Global Environment
Contact Hour 9
Pre CH 2.3.1,2.3.2 Social responsibility; Green Chapter 6

Management
During 2.3.1,2.3.2 Social responsibility; Green Chapter 6

CH Management
Post CH 2.3.1,2.3.2 Social responsibility; Green Chapter 6

Management
Contact Hour 10
Pre CH 2.3.3 Managers and Ethical Behaviour; Chapter 6

Social Responsibility and Ethics
Issues in Today’s World
During 2.3.3 Managers and Ethical Behaviour; Chapter 6

CH Social Responsibility and Ethics
Post CH 2.3.3 Managers and Ethical Behaviour; Chapter 6

Social Responsibility and Ethics
Contact Hour 11
Pre CH 2.4.1, 2.4.2 Change Process; Managing Chapter 7

Organizational Change
During 2.4.1, 2.4.2 Change Process; Managing Chapter 7

CH Organizational Change
Post CH 2.4.1, 2.4.2 Change Process; Managing Chapter 7

Organizational Change
Contact Hour 12
Pre CH 2.4.3, 2.4.4 Managing Resistance to Change; Chapter 7

Contemporary Issues in Managing
Change
During 2.4.3, 2.4.4 Managing Resistance to Change; Chapter 7

CH Contemporary Issues in Managing
Change
Post CH 2.4.3, 2.4.4 Managing Resistance to Change; Chapter 7

Contemporary Issues in Managing
Change
Contact Hour 13
Pre CH 3.1.1,3.1.2 What and Why of Planning; Goals Chapter 8

and Plans
During 3.1.1,3.1.2 What and Why of Planning; Goals Chapter 8

CH and Plans
Post CH 3.1.1,3.1.2 What and Why of Planning; Goals Chapter 8

and Plans
Contact Hour 14
Pre CH 3.1.3,3.1.4 Setting Goals and Developing Chapter 8

Plans
During 3.1.3,3.1.4 Setting Goals and Developing Chapter 8

CH Plans
Post CH 3.1.3,3.1.4 Setting Goals and Developing Chapter 8

Plans
Contact Hour 15
Pre CH 3.2.1,3.2.2 Strategic Management Process; Chapter 9

Corporate Strategies
During 3.2.1,3.2.2 Strategic Management Process; Chapter 9

CH Corporate Strategies
Post CH 3.2.1,3.2.2 Strategic Management Process; Chapter 9

Corporate Strategies
Contact Hour 16
Pre CH 3.2.3 Competitive Strategies Chapter 9
During 3.2.3 Competitive Strategies Chapter 9

CH
Post CH 3.2.3 Competitive Strategies Chapter 9
Contact Hour 17
Pre CH 4.1.1,4.1.2 Defining Organizational Structure; Chapter 10

Mechanistic and Organic
Structures
During 4.1.1,4.1.2 Defining Organizational Structure; Chapter 10

CH Mechanistic and Organic
Structures
Post CH 4.1.1,4.1.2 Defining Organizational Structure; Chapter 10

Mechanistic and Organic
Structures
Contact Hour 18
Pre CH 4.1.3,4.1.4 Traditional Organizational Designs Chapter 10

During 4.1.3,4.1.4 Traditional Organizational Designs Chapter 10
CH
Post CH 4.1.3,4.1.4 Traditional Organizational Designs Chapter 10
Contact Hour 19
Pre CH 4.2.1 Contemporary Organizational Chapter 11

Designs
During 4.2.1 Contemporary Organizational Chapter 11

CH Designs
Post CH 4.2.1 Contemporary Organizational Chapter 11

Designs
Contact Hour 20
Pre CH 4.2.2, 4.2.3 Collaboration; Flexible Work Chapter 11
During 4.2.2, 4.2.3 Collaboration; Flexible Work Chapter 11

CH
Post CH 4.2.2, 4.2.3 Collaboration; Flexible Work Chapter 11
Contact Hour 21
Pre CH 4.3.1 To understand HRM importance; Chapter 12

Human Resource Planning
During 4.3.1 To understand HRM importance; Chapter 12

CH Human Resource Planning
Post CH 4.3.1 To understand HRM importance; Chapter 12

Human Resource Planning
Contact Hour 22
Pre CH 4.3.2, 4.3.3 Orientation; Performance Chapter 12

Management
During 4.3.2, 4.3.3 Orientation; Performance Chapter 12

CH Management
Post CH 4.3.2, 4.3.3 Orientation; Performance Chapter 12

Management
Contact Hour 23
Type Content Ref. Topic Title Study/HW Resource
Reference
Pre CH 4.4.1, 4.4.2 Groups Chapter 13
During 4.4.1, 4.4.2 Groups Chapter 13

CH
Post CH 4.4.1, 4.4.2 Groups Chapter 13
Contact Hour 24
Pre CH 4.4.3 Teams Chapter 13
During 4.4.3 Teams Chapter 13

CH
Post CH 4.4.3 Teams Chapter 13
Contact Hour 25
Reference
Pre CH 5.1.1,5.1.2 Nature and Function of Communication; Chapter 14

Interpersonal Communication
During 5.1.1,5.1.2 Nature and Function of Communication; Chapter 14

CH Interpersonal Communication
Post CH 5.1.1,5.1.2 Nature and Function of Communication; Chapter 14

Interpersonal Communication
Contact Hour 26
Pre CH 5.1.3,5.1.4 Organizational Communication; Chapter 14

Communication issues in today’s
organization
During 5.1.3,5.1.4 Organizational Communication; Chapter 14

CH Communication issues in today’s
organization
Post CH 5.1.3,5.1.4 Organizational Communication; Chapter 14

Communication issues in today’s
organization
Contact Hour 27
Pre CH 5.2.1,5.2.2 What is Motivation?; Early Chapter 16

Theories of Motivation
During 5.2.1,5.2.2 What is Motivation?; Early Chapter 16
CH Theories of Motivation
Post CH 5.2.1,5.2.2 What is Motivation?; Early Chapter 16

Theories of Motivation
Contact Hour 28
Reference
Pre CH 5.2.3 Contemporary Theories of Motivation Chapter 16
During 5.2.3 Contemporary Theories of Motivation Chapter 16

CH
Post CH 5.2.3 Contemporary Theories of Motivation Chapter 16
Contact Hour 29
Pre CH 5.3.1,5.3.2 What is Leadership?; Early Chapter 17

Theories
During 5.3.1,5.3.2 What is Leadership?; Early Chapter 17

CH Theories
Post CH 5.3.1,5.3.2 What is Leadership?; Early Chapter 17

Theories
Contact Hour 30
Pre CH 5.3.3 Contingency Theories; Chapter 17

Contemporary views
During 5.3.3 Contingency Theories; Chapter 17

CH Contemporary views
Post CH 5.3.3 Contingency Theories; Chapter 17

Contemporary views
Contact Hour 31
Pre CH 6.1.1,6.1.2 Importance of Controlling; Control Chapter 18

Process
During 6.1.1,6.1.2 Importance of Controlling; Control Chapter 18

CH Process
Post CH 6.1.1,6.1.2 Importance of Controlling; Control Chapter 18

Process
Contact Hour 32
Pre CH 6.1.3 Tools for measuring Chapter 18

Organizational Performance
During 6.1.3 Tools for measuring Chapter 18

CH Organizational Performance
Post CH 6.1.3 Tools for measuring Chapter 18

Organizational Performance
Evaluation Scheme:
Legend: EC = Evaluation Component; AN = After Noon Session; FN = Fore Noon Session
No Name Type Duration Weight Day, Date, Session, Time
EC-1 Quiz-I Online - 5% February 14 to 28, 2019
Quiz-II Online - 5% March 14 to 28, 2019
Quiz-III Online - 5% April 14 to 28, 2019
EC-2 Mid-Semester Test Closed 2 hours 35% 09/03/2019 (FN)

Book 10 AM – 12 Noon
EC-3 Comprehensive Open 3 hours 50% 04/05/2019 (FN)
Exam Book 9 AM – 12 Noon
Syllabus for Mid-Semester Test (Closed Book): Topics in Session Nos. 1 TO 16

Syllabus for Comprehensive Exam (Open Book): All topics (Session Nos. 1 to 32)
Important links and information:

Elearn portal: https://elearn.bits-pilani.ac.in
Students are expected to visit the Elearn portal on a regular basis and stay up to date with the latest
announcements and deadlines.
Contact sessions: Students should attend the online lectures as per the schedule provided on the Elearn portal.
Evaluation Guidelines:
1. EC-1 consists of either two Assignments or three Quizzes. Students will attempt them through the course
pages on the Elearn portal. Announcements will be made on the portal, in a timely manner.
2. For Closed Book tests: No books or reference material of any kind will be permitted.
3. For Open Book exams: Use of books and any printed / written reference material (filed or bound) is
permitted. However, loose sheets of paper will not be allowed. Use of calculators is permitted in all
exams. Laptops/Mobiles of any kind are not allowed. Exchange of any material is not allowed.
4. If a student is unable to appear for the Regular Test/Exam due to genuine exigencies, the student should
follow the procedure to apply for the Make-Up Test/Exam which will be made available on the Elearn
portal. The Make-Up Test/Exam will be conducted only at selected exam centres on the dates to be
announced later.
It shall be the responsibility of the individual student to be regular in maintaining the self study schedule as given
in the course handout, attend the online lectures, and take all the prescribed evaluation components such as
Assignment/Quiz, Mid-Semester Test and Comprehensive Exam according to the evaluation scheme provided in
the handout.

MGTS ZC211

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BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI

WORK INTEGRATED LEARNING PROGRAMMES

Part A: Content Design

Course Title PRINCIPLES OF MANAGEMENT

Reference Book(s) & other resources

1. Module 1: Introduction to Management

Part B: Learning Plan

Academic Term SECOND SEMESTER 2018-2019

Pre CH 1.1.1,1.1.2 Meaning and Importance of Chapter 1

During 1.1.1,1.1.2 Meaning and Importance of Chapter 1

Post CH 1.1.1,1.1.2 Meaning and Importance of Chapter 1

Pre CH 1.1.3,1.1.4 Introduction to Organization; Chapter 1

During 1.1.3,1.1.4 Introduction to Organization; Chapter 1

Post CH 1.1.3,1.1.4 Introduction to Organization; Chapter 1

Pre CH 1.2.1,1.2.2 The Decision Making Process; Chapter 2

During 1.2.1,1.2.2 The Decision Making Process; Chapter 2

Post CH 1.2.1,1.2.2 The Decision Making Process; Chapter 2

Pre CH 1.2.3 Types of Decisions and Decision- Chapter 2

During 1.2.3 Types of Decisions and Decision- Chapter 2

Post CH 1.2.3 Types of Decisions and Decision- Chapter 2

Pre CH 2.1.1,2.1.2 Manager: Omnipotent or Chapter 3

During 2.1.1,2.1.2 Manager: Omnipotent or Chapter 3

Post CH 2.1.1,2.1.2 Manager: Omnipotent or Chapter 3

Pre CH 2.1.3 Organizational Culture Chapter 3

During 2.1.3 Organizational Culture Chapter 3

Post CH 2.1.3 Organizational Culture Chapter 3

Pre CH 2.2.1,2.2.2 What’s your global perspective?; Chapter 4

During 2.2.1,2.2.2 What’s your global perspective?; Chapter 4

Post CH 2.2.1,2.2.2 What’s your global perspective?; Chapter 4

Pre CH 2.2.3,2.2.4 Doing Business Globally; Chapter 4

During 2.2.3,2.2.4 Doing Business Globally; Chapter 4

Post CH 2.2.3,2.2.4 Doing Business Globally; Chapter 4

Pre CH 2.3.1,2.3.2 Social responsibility; Green Chapter 6

During 2.3.1,2.3.2 Social responsibility; Green Chapter 6

Post CH 2.3.1,2.3.2 Social responsibility; Green Chapter 6

Pre CH 2.3.3 Managers and Ethical Behaviour; Chapter 6

During 2.3.3 Managers and Ethical Behaviour; Chapter 6

Post CH 2.3.3 Managers and Ethical Behaviour; Chapter 6

Pre CH 2.4.1, 2.4.2 Change Process; Managing Chapter 7

During 2.4.1, 2.4.2 Change Process; Managing Chapter 7

Post CH 2.4.1, 2.4.2 Change Process; Managing Chapter 7

Pre CH 2.4.3, 2.4.4 Managing Resistance to Change; Chapter 7

During 2.4.3, 2.4.4 Managing Resistance to Change; Chapter 7

Post CH 2.4.3, 2.4.4 Managing Resistance to Change; Chapter 7

Pre CH 3.1.1,3.1.2 What and Why of Planning; Goals Chapter 8

During 3.1.1,3.1.2 What and Why of Planning; Goals Chapter 8

Post CH 3.1.1,3.1.2 What and Why of Planning; Goals Chapter 8

Pre CH 3.1.3,3.1.4 Setting Goals and Developing Chapter 8

During 3.1.3,3.1.4 Setting Goals and Developing Chapter 8

Post CH 3.1.3,3.1.4 Setting Goals and Developing Chapter 8

Pre CH 3.2.1,3.2.2 Strategic Management Process; Chapter 9

During 3.2.1,3.2.2 Strategic Management Process; Chapter 9

Post CH 3.2.1,3.2.2 Strategic Management Process; Chapter 9

Pre CH 3.2.3 Competitive Strategies Chapter 9

During 3.2.3 Competitive Strategies Chapter 9

Post CH 3.2.3 Competitive Strategies Chapter 9

Pre CH 4.1.1,4.1.2 Defining Organizational Structure; Chapter 10

During 4.1.1,4.1.2 Defining Organizational Structure; Chapter 10

Post CH 4.1.1,4.1.2 Defining Organizational Structure; Chapter 10

Pre CH 4.1.3,4.1.4 Traditional Organizational Designs Chapter 10

Post CH 4.1.3,4.1.4 Traditional Organizational Designs Chapter 10

Pre CH 4.2.1 Contemporary Organizational Chapter 11

During 4.2.1 Contemporary Organizational Chapter 11

Post CH 4.2.1 Contemporary Organizational Chapter 11