Lahore University of Management Sciences

MGMT 142 – Principles of Management

Fall 2013

Instructor Zehra Waheed

Room No. 214 SDSB Building
Office Hours By appointment
Email zehra.waheed@lums.edu.pk
Telephone 8426
Secretary/TA
TA Office Hours
Course URL (if any)

Course Basics
Credit Hours 3
Lecture(s) Nbr of Lec(s) Per Week 2 Duration 75 minutes
Recitation/Lab (per week) Nbr of Lec(s) Per Week N/A Duration N/A
Tutorial (per week) Nbr of Lec(s) Per Week N/A Duration N/A

Course Distribution
Core -
Elective Yes
Open for Student Category Freshmen
Close for Student Category

COURSE DESCRIPTION

Principles of Management is a rich, interactive learning experience designed to give students an overarching view of management and the basic
intellectual tools and aptitudes they need to meet today's organizational 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. The course will also introduce the various organizational functional areas and how they
work together in the organization.

COURSE PREREQUISITE(S)

None

COURSE OBJECTIVES

• To provide an essential understanding of the basic theories relevant to management within organizations and the
management of organizations to business and non-business students.
• To explore the management functions of planning, organizing, leading and controlling in detail.
• To introduce key contemporary concepts in business including ethics, corporate social responsibility, entrepreneurship
and globalization.
 Lahore University of Management Sciences
Learning Outcomes

Upon completion of the course, students are expected to 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.

Grading Breakup and Policy

Project: 25% (15% for the project and 10% for the presentation)
Quiz(s): 15% (all unannounced). N-2 will apply.
Class Participation: 10% (5% for attendance; 5% for CP)
Attendance: Four absences allowed. After the fifth absence, CP (attendance) grade will start reducing (1 grade for each absence).
Midterm Examination: 20%
Final Examination: 30%

Examination Detail

Yes/No: Yes
Midterm Combine/ Separate: Combined
Exam Duration: 75 minutes
Exam Specifications: objective+ subjective

Yes/No: Yes
Combine/ Separate: Combined
Final Exam
Duration: 75 minutes
Exam Specifications: objective+ subjective

COURSE OVERVIEW
Recommended Objectives/
Lecture Topics
Readings Application

Introduction to Modern Management

1 Management and Organisation Robbins and Coulter (RC), To provide the foundation concepts necessary
Chapter 1, pp3-25 to obtain an understanding of management;

2 Module: Management History RC, Chapter 1, pp27-38 To trace the historical development of the
management discipline

3 Understanding Management’s Context: RC, Chapter 2, pp43-60 To explain the external environmental and
Constraints and Challenges cultural constraints faced by managers
External Environment

Integrative Managerial Issues

4 Managing in a Global Environment RC, Chapter 3, pp69-86 To explain the nature of internationalization
and the challenges thereof

5 Organisational Culture Certo and Certo, Chapter 19, To explain the concept of diversity and how it
pp450-467 affects management decisions
 Lahore University of Management Sciences
6 Managing Social Responsibility and RC, Chapter 5, pp123-141 To explain why social responsibility and
Ethics ethics are important both for managers and
the organizations

7 Managing Change and Innovation
RC, Chapter 6, pp151-168 To explain the nature of change faced by
organizations;
To focus on the process of innovation and
how a culture of innovation needs to be
developed within firms.

Planning

8&9 Foundations of Planning RC, Chapter 8, pp203-214 To explain the primary concepts around
planning

10 Managers as Decision Makers RC, Chapter 7, pp177-194 To explain the use of information in decision-
making and group decision-making;

11 Strategic Management RC, Chapter 9, pp223-238 To introduce students to the nature of

competitive dynamics;
12 Module: Planning Tools and Techniques RC, Chapter 9, pp248-260 To detail the fundamental tools that help
make planning successful;

Organising

13 & 14 Basic Organizational Design; RC, Chapter 10, pp263-278 To introduce students to organizational
The Organisation’s Functional Areas designs and various functional areas within
organizations

15 Adaptive Organizational Design RC, Chapter 11, pp287-301 To make students familiar with collaborative
arrangements, flexible working and the
challenges of modern organisational designs

16 Mid-term Exam

17 Managing Human Resources Module RC, Chapter 12, pp311-334 To introduce the essentials of human
resource management including hiring, skills
development and layoffs; The process of, and
skills required for ‘managing’ a managerial
career

18 Managing Teams RC, Chapter 13, 345-364 To explain the concepts of groups vs. teams,
work group performance and team building.

Leading

19 Entrepreneurship RC, Appendix, pp537-539 To explain the concept of entrepreneurship,

Extra class handouts the entrepreneurial process and the skills it
requires

20 & 21 Managers and Communication RC, Chapter 15, pp403-421 To explain the nature and function of
communication, interpersonal and
organizational communication and
communication effectiveness

22 Motivating Employees RC, Chapter 16, pp429-451 To describe the early theories of motivation,
current theories of motivation, and modern
 Lahore University of Management Sciences
challenges associated with these theories

23 Managers as Leaders RC, Chapter 17, pp459-476 To introduce early and contemporary theories
of leadership, and contemporary issues
related with leadership

Controlling

24 Introduction to Controlling RC, Chapter 18, pp485-505 To present control as a major management
function with implications on operational
efficiency and effectiveness.

25 Managing Operations RC, Chapter 19, pp515-530 To introduce the specifics of systems and
process in production. The Value Chain is also
introduced.
26-27 Project presentations

28 Final recap of course contents

Final Exams

Textbook(s)/Supplementary Readings

Primary text:
• Robbins, S., & Coulter, Mary (2012) Management, 11th Edition. Upper Saddle River, NJ: Pearson Press.

Secondary Texts:
• Griffin, R.W. (2013) Management. Australia; Cengage Learning. (A cheaper, local edition of “Management: Principles and Applications’ is
also available and may be used as well. Publiser: Cengage Learning, India)

Further Instructions

• Reading: Students are expected to complete the assigned readings in advance for each class and to be in class on time. Students will be
required to attend all classes and come to class on time. They are also encouraged to participate in class discussions and show a cooperative
attitude and behavior towards their classmates as well as the instructor. Students are also encouraged to read at least some of the
supplementary texts to broaden their understanding of the topics.

• While in class all mobile phones should be turned off or switched to “Silent” mode so that students will not be disrupted from attending the
class lectures or discussions

• Material will be presented in: a) lecture format using power point b) handouts (short notes, case studies, and class assignments for discussion
will be distributed and/or relevant sections will be referred in the textbook)

• Attendance: Classes will start at the scheduled time. Attendance will be marked immediately and anyone entering thereafter will be marked
absent. Make sure you save your absences for emergencies, and inform the instructor of your absence in case you are missing your
presentation.

• There will be short quizzes during the course in order to encourage students to read the assignments in advance. The quizzes will be
unannounced and n-2 policy will apply.

• Details of the course project will be given in class after the first three sessions. Coursework (and subsequent presentations) will be completed
in groups of six each. A contribution statement will be required in full.
Lahore University of Management Sciences