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Xavier University-Ateneo de Cagayan

Master in Business Administration Program


School of Business Management
Course Outline

Course Title: Dynamics of Management Course Number: MBA 111


Class: A (MTThF @ 6-9PM June 18 to July 26 2018)
and B (Saturday @ 8-12; 1-5PM June 23 to July 14, 2018)
Room: AVR 2

Course Objectives:
This course provides an understanding the role of management and the analytical tools to
competently cope with the challenges facing today’s management. It is designed to familiarize
students with accepted management standards, procedures and techniques employed by
corporate, business and functional level managers.

Upon completion of this course, students are expected to be able to:


1. Build on existing skills and insights and start thinking like a manager
2. Know how men and women go about managing the people and activities of their
organizations to achieve desired results with people and resources.
3. Acquire current relevant management knowledge and develop management skills to
maximize individual and organizational productivity.

Topic Assigned Reporters


Management Section A Section B
Introduction to Managers and Management
 What is Management and what do managers do?
 Defining management
 Management functions
 Management roles
 Management skills
 History of management
CASE: Buenavista Colleges: What am I Living For?
CASE: The Vice President, The Product Manager and
the Misunderstanding
CASE: Reingold Samples A Day In The Life Of A
Manager
Organizational Culture and Environment
 The manager: Omnipotent or symbolic?
 The organization’s culture
 The environment
1. Defining environment
2. The specific environment
3. The general environment
4. Influence on management practice

Suggested Readings: Social Responsibility and Ethics


Biography: Oskar Schindler; Walt Disney
CASE: Welcome To The World Of Younger Bosses
And Older Workers.
CASE: Alexander Gavin’s Dilemma: Cultural
Relativism and Business as Usual
CASE: Mutual Lending: Help Yoursef
Decision Making the Essence of Manager’s Job
 The decision making process
 The rational decision maker
 Decision making styles
 Analysing decision alternatives
1. Certainty
2. Risk
3. Uncertainty
CASE: Jonna Car Rental: Before The Next Teardrop
Fall.
 Group decision making
CASE: Healthy Fast food? That’s the Plan?

Planning
 The foundations of planning
 The definition of planning
 Purposes of planning
 Types of plans
 Contingency factors on planning
 Objectives: The foundation for planning
1. Multiplicity of objectives
2. Real versus stated objectives
3. Traditional objective setting
4. Management by objectives

CASE: A Decision Making Crisis at Burroughs-


Wellcome
CASE: The Adams Corporation
CASE: Sally Jewel’s Market Driven Strategy at REI
CASE: Camelot Records: Those were the Days
Organization Structure and Design
 Defining organization structure and design
 Building the vertical dimension of organizations
 Building the horizontal dimension of organizations
 The contingency approach to organization design
 Application of organization design

CASE: The Use and Abuse of Joyce Roberts


CASE: Chris Cunningham
CASE: Hillbilly Cable Company: All kinds of
Everything
Motivation
 Motivating employees
 What is motivation?
 Contemporary approaches to motivation
 Contemporary issues in motivation
 From theory to practice: suggestions for motivating
employees
CASE: The Small Company with a Big Time
Motivation Program
CASE: Indiana Sales: Skyline Pigeon
Leadership
 Managers verses leaders
 Trait theories
 Behavioral theories
 Contingency theories
 Emerging approaches to leadership
 Contemporary issues in leadership
CASE: Leadership Development GE Style
CASE: Kookaboora Container Corporation: Maybe
Tomorrow
Communication
 Communication and interpersonal skills
 Understanding communication
 Communication styles of men and women
 Feedback skills
 Delegation skills’
 Conflict management skills
 Negotiation skills
CASE: Found in Translation: How to Make the
Multicultural Workforce Work
CASE: Jupiter Drug Corporation: Crying Time
Controlling
 Foundations of control
1. What is control?
2. The importance of control
3. The control process
4. Types of control
5. Qualities of effective control
6. The dysfunctional side of control
7. Ethical issues in control
 Controlling tools and techniques
1. Information controls
2. Financial controls
3. Operations controls
4. Behavioral controls
CASE: Continuous Improvement at TOYOTA
CASE: Thirst First Bottling Company: S.O.S.
Human Resource Management
The Personnel Function
 Terminology
 Who does personnel work?
 Staff role of the personnel department
 Personnel (Human Resource) functions
Job Design and Analysis
 Job design
 Job information and personnel management
 Analyzing jobs-obtaining job information
 Functional job analysis
 Administration of the job analysis program
Human Resource Planning
 Reasons for human resource planning
 The planning process
Recruitment and Selections/Testing and Interview
 Labor market considerations
 Recruitment and selection policy issues
 The employment process
 Sources of people
 The selection process
 The selection procedure
 Testing: Interview
CASE: Lighthouse Insurance Company: Help Me Make
It Through The Night.
Miscellaneous
 Union and management
 Compensation administration
 Health and safety
CASE: How UPS Delivers Objective Performance
Appraisals

Recommended Texts
Business Organization and Management, Dr. Roberto G. Medina, Rex

Management, Chuck Williams, Cengage Philippine Edition

Management Principles, Robert Kreitzner, Cengage, Philippine Edition

CASE ANALYSIS FORMAT


1) Viewpoint- Specify the viewpoint you are taking
2) Statement of the Problem: A problem could be answered by the question – What is wrong that
needs correcting? You should focus on key or central problems
3) Objective/s – Statements or functions to be performed or undertaken by the courses of action.
It may be a MUST or short-range objectives- are of absolute importance to the success of the
decision and the survival of the organization. Attainable within a year.
or
It may be a WANT or long range objectives- Relative importance to the success of the decision
but are less than absolute. Should be attained beyond a one-year period.
4) Areas of Consideration – Organize the facts around the possible causes of the root problem.
5) Alternative Course of Action – Possible solutions to the problems
6) Conclusion and Recommendation – Final decision or recommended course of action.
Recommend the best alternative among the many. Make a detailed action plan to ensure the
success of the decision or recommendation

Kerwin Salvador P. Caragos, MBM, MPSM, DM


kerwinsalvador@caragos.net
kerwinsalvador@gmail.com
Sun: 0925 701 4222

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