| School/Faculty/Institute | Faculty of Economics, Administrative and Social Sciences | |||||
| Course Code | MGMT 201 | |||||
| Course Title in English | Managing People and Organizations | |||||
| Course Title in Turkish | İnsan ve Örgüt Yönetimi | |||||
| Language of Instruction | EN | |||||
| Type of Course | Flipped Classroom | |||||
| Level of Course | Introductory | |||||
| Semester | Fall | |||||
| Contact Hours per Week |
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| Estimated Student Workload | 121 hours per semester | |||||
| Number of Credits | 5 ECTS | |||||
| Grading Mode | Standard Letter Grade | |||||
| Pre-requisites |
BUS 101 - Introduction to Business (Decision Making) |
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| Co-requisites | None | |||||
| Expected Prior Knowledge | None | |||||
| Registration Restrictions | Only Undergraduate Students | |||||
| Overall Educational Objective | To provide the students with the necessary basic knowledge about the foundations of management function with an emphasis on the roles, skills and competencies managers have to advance in for being successful in their experiences of managing teams and companies. | |||||
| Course Description | For achieving learning objectives, the course will entail a set of related videos, readings, lectures, problem-solving activities and creative processes as well as interactions with real life businesses. With readings and lectures, you will be able to grasp the key issues of organizations whereas with case studies and discussions, you will find the opportunity to expand your perspectives and apply the theoretical knowledge to real life situations. |
Course Learning Outcomes and CompetencesUpon successful completion of the course, the learner is expected to be able to:1) have the knowledge and understanding of the unique aspects involved in management 2) Understand the management roles, functions and skills, together with different organization structure types 3) Develop an understanding of the challenges experienced by managers, such as being effective leaders, ethical considerations and management of change 4) Get to know the major strategic management related topics 5) Have the basic knowledge of major management competencies, including HRM and financial management 6) Analyze the main issues involved in SMEs as well as MNEs in the management environment. |
| Program Learning Outcomes/Course Learning Outcomes | 1 | 2 | 3 | 4 | 5 | 6 |
|---|---|---|---|---|---|---|
| 1) Has a broad foundation and intellectual awareness with exposure to mathematics, history, economics, and social sciences | ||||||
| 2) Demonstrates knowledge and skills in different functional areas of business (accounting, finance, operations, marketing, strategy, and organization) and an understanding of their interactions within various industry sectors | ||||||
| 3) Applies theoretical knowledge as well as creative, analytical, and critical thinking to manage complex technical or professional activities or projects | ||||||
| 4) Exhibits an understanding of global, environmental, economic, legal, and regulatory contexts for business sustainability | ||||||
| 5) Demonstrates individual and professional ethical behavior and social responsibility | ||||||
| 6) Demonstrates responsiveness to ethnic, cultural, and gender diversity values and issues | ||||||
| 7) Uses written and spoken English effectively (at least CEFR B2 level) to communicate information, ideas, problems, and solutions | ||||||
| 8) Demonstrates skills in data and information acquisition, analysis, interpretation, and reporting | ||||||
| 9) Displays computer proficiency to support problem solving and decision-making | ||||||
| 10) Demonstrates teamwork, leadership, and entrepreneurial skills | ||||||
| 11) Displays learning skills necessary for further study with a high degree of autonomy |
| N None | S Supportive | H Highly Related |
| Program Outcomes and Competences | Level | Assessed by | |
| 1) | Has a broad foundation and intellectual awareness with exposure to mathematics, history, economics, and social sciences | S | Participation |
| 2) | Demonstrates knowledge and skills in different functional areas of business (accounting, finance, operations, marketing, strategy, and organization) and an understanding of their interactions within various industry sectors | S | Participation |
| 3) | Applies theoretical knowledge as well as creative, analytical, and critical thinking to manage complex technical or professional activities or projects | S | Participation |
| 4) | Exhibits an understanding of global, environmental, economic, legal, and regulatory contexts for business sustainability | S | Participation |
| 5) | Demonstrates individual and professional ethical behavior and social responsibility | S | Participation |
| 6) | Demonstrates responsiveness to ethnic, cultural, and gender diversity values and issues | S | Participation |
| 7) | Uses written and spoken English effectively (at least CEFR B2 level) to communicate information, ideas, problems, and solutions | H | Project |
| 8) | Demonstrates skills in data and information acquisition, analysis, interpretation, and reporting | N | |
| 9) | Displays computer proficiency to support problem solving and decision-making | N | |
| 10) | Demonstrates teamwork, leadership, and entrepreneurial skills | S | Participation |
| 11) | Displays learning skills necessary for further study with a high degree of autonomy | S | Participation |
| Prepared by and Date | HANDE KARADAĞ , May 2023 |
| Course Coordinator | CEYHAN MUTLU |
| Semester | Fall |
| Name of Instructor | Asst. Prof. Dr. HIZIR KONUK |
| Week | Subject |
| 1) | Introduction to management and organizations Defining managers and management Management functions Management roles Management skills |
| 2) | The yesterday and today of management Early management Classical Approach Quantitative Approach Behavioral Approach Contemporary Approach |
| 3) | Decision Making: The Essence of Manager’s Job The decision-making process The manager as a decision-maker Types of problems and decisions Decision-making styles |
| 4) | Strategic Management The importance and process of strategic management Corporate strategy Competitive strategy Functional strategy Strategic management in today’s environment |
| 5) | 1. Mid- term exam |
| 6) | Foundations, Tools and Techniques of Planning Purposes of planning Establishing goals and developing plans Assessing the environment Allocation of resources Contemporary planning techniques (project management, scenario building) |
| 7) | Organizational Structure and Design Defining the structure work specialization departmentalization chain of command span of control centralization formalization Organizational design decisions traditional contemporary |
| 8) | Managing Human Resources The human resources management process Identifying and selecting competent employees Providing employees with needed skills and knowledge Retaining competent, high-performing employees |
| 9) | Creating and Managing Teams Groups and group development Work group performance and satisfaction Turning groups into effective teams Challenges in team management |
| 10) | 2. Mid-term exam |
| 11) | Understanding and Managing Individual Behavior Attitudes and job performance Personality Perception Learning |
| 12) | Motivating Employees Early theories of motivation Contemporary theories of motivation Current issues in motivation |
| 13) | Essentials of Leadership |
| 14) | Managing Change and Innovation Forces for change Two views of the change process Managing resistance to change Stimulating innovation |
| 15) | 3. Mid-term Exam |
| 16) | Final Presentations |
| Required/Recommended Readings | The reading materials (notes, files, etc.) for each session will be uploaded to blackboard. The information about accessing materials with copyrights will be provided by the instructor. Course Textbook (mandatory): Management (13th Edition, 6 January 2015) by Stephen P. Robbins (Author), Mary A. Coulter (Author), Pearson Publications. Every student is required to have this book and the access code to be able to follow the course properly. | |||||||||||||||
| Teaching Methods | This course is designed to provide students with an introductory exposure to many of the essential elements of managing teams and companies in today’s global system. For achieving learning objectives, the course will entail a set of related videos, readings, lectures, problem-solving activities and creative processes as well as interactions with real life businesses. With readings and lectures, the students will be able to grasp the key issues of management in organizations whereas with case studies and discussions, they will find the opportunity to expand their perspectives and apply the theoretical knowledge to real life situations. The course will cover basic terminology and theoretical structure as well as practical implications. The methods which will be used throughout the course are real life case studies, group projects, presentations, in-class discussions and key note speaker addresses. Every member of the class is expected to freely share her/his knowledge, ideas and questions with the group without any concern. Throughout the course, experiential, constructivist, research-based and reflective teaching strategies are used. In all kinds of teaching and learning activities, student participation, active learning and learning by doing are essential. | |||||||||||||||
| Homework and Projects | None | |||||||||||||||
| Laboratory Work | None | |||||||||||||||
| Computer Use | Personal Notebook | |||||||||||||||
| Other Activities | None | |||||||||||||||
| Assessment Methods |
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| Course Administration |
karadagh@mef.edu.tr Assc. Prof. Dr. Hande Karadağ Office Hours: Wed 17.00-18.00 In this course, active participation is key to learning and applying, as for a topic like international business, new ideas can be generated through questioning, brain storming and discussion. Thus the grading of the class participation will be done based on the quality of active student participation and contribution to in-class activities. Students are expected to attend all sessions and be in class on time. When they can not attend due to a sickness (which should require a report from a full facility hospital) or an excuse accepted my MEF regulations, they should inform the instructors by mail. As the feedback and questions are very valuable for making the course a distinctive learning experience, students may visit the instructors during office hours or send e mails, for any course related issues. Academic dishonesty and plagiarism will be subject to the YÖK disciplinary regulation. |
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| Activity | No/Weeks | Hours | Calculation | ||||
| No/Weeks per Semester | Preparing for the Activity | Spent in the Activity Itself | Completing the Activity Requirements | ||||
| Course Hours | 14 | 2 | 3 | 1 | 84 | ||
| Presentations / Seminar | 1 | 10 | 2 | 1 | 13 | ||
| Midterm(s) | 3 | 6 | 1 | 1 | 24 | ||
| Total Workload | 121 | ||||||
| Total Workload/25 | 4.8 | ||||||
| ECTS | 5 | ||||||