Dear all MBA program students at HU,
A very warm welcome to the Management Thoughts and Emerging Trends course.
Below is the content of the course .
you could visit the blogsite www.ayelemba611.blogspot.com for much information on a similar course to this one entitled management theory and practice.
Hope you will enjoy this course,
Dr. Ayele Abebe (PhD, MBA, MSc)
Course Title: MANAGEMENT THOUGHTS AND EMERGING TRENDS
COURSE CONTENT
Chapter
1. Innovative Management for Turbulent Times
· Learning
Objectives of the chapter
· THE
PROCESS OF MANAGEMENT ; ORGANIZATIONAL PERFORMANCE; MANAGEMENT SKILLS AND
MANAGEMENT TYPES; MANAGEMENT AND THE NEW
WORKPLACE
· Management
in Practice: Experiential Exercise & Ethical Dilemma
· Case
for critical Analysis
Chapter
2. The Evolution of Management Thinking
· Learning
Objectives of the chapter
· THE
CHANGING MANAGEMENT PERSPECTIVES OVER TIME ; INNOVATIVE MANAGEMENT THINKING FOR TURBULENT TIMES;
MANAGING THE TECHNOLOGY- DRIVEN WORKPLACE
· Management
in Practice: Experiential Exercise & Ethical Dilemma
· Case
for critical Analysis
Chapter
3. The Environment and Corporate Culture
· Learning
Objectives of the chapter
· GENERAL
AND TASK ENVIRONMENT ;THE ORGANIZATION – ENVIRONMENT RELATIONSHIP; CORPORATE
CULTURE; ENVIRONMENT AND CORPORATE
CULTURE; CULTURAL LEADERSHIP
· Management
in Practice: Experiential Exercise & Ethical Dilemma
· Case
for critical Analysis
Chapter
4 .Planning and Decision making
· Learning
Objectives of the chapter
· CHARACTERISTICS
OF EFFECTIVE GOALS AND GOAL SETTING ; PLANNING APPROACHES; DECISIONS AND
DECISION MAKING ; DECISION MAKING MODELS; MANAGERIAL DECISION MAKING PROCESS
· Management
in Practice: Experiential Exercise & Ethical Dilemma
· Case
for critical Analysis
Chapter
5. Organizing – Designing adaptive
structures
· Learning
Objectives of the chapter
· VERTICAL
STRUCTURES; APPROACHES TO STRUCTURAL DESIGNS ; HORIZONTAL COORDINATION; FACTORS
SHAPING STRUCTURES
· Management
in Practice: Experiential Exercise & Ethical Dilemma
· Case
for critical Analysis
Chapter
6. Leadership
· Learning
Objectives of the chapter
· LEADERSHIP
FOR CONTEMPORARY TIMES; THE
TRAITS , BEHAVIOURAL AND CONTINGENCY LEADERSHIP APPROACHES; LEADING CHANGE ;
POWER AND INFLUENCE
· Management
in Practice: Experiential Exercise & Ethical Dilemma
· Case
for critical Analysis
Chapter
7. Controlling
· Learning
Objectives of the chapter
· ORGANIZATIONAL
CONTROL; FEEDBACK CONTROL MODEL; THE CHANGING PHILOSOPHY OF CONTROL ; TRENDS IN
QUALITY AND FINANCIAL CONTROL
· Management
in Practice: Experiential Exercise & Ethical Dilemma
· Case
for critical Analysis
REFERENCES
Cole G A & Kelly P 2011, Management Theory and Practice, 7th ed., International
Thomson Business Press, Hampshire.
Daft,
RL 2011, Management, 8th International
edition, South-Western College Publishing, Mason.
Drucker, P F 1999, Management: Challenges for the 21st Century, Harper
Business, New York.
Griffin, R W 2006, Management, AITBS publishers, New Delhi.
Hannagan T 2011, Management:
Concepts and practices, 7th ed., South –Western CENGAGE
Learning, Hampshire.
Koontz H & Weihrich H 2004, Essentials of Management: An international perspective, 6th
ed., McGraw Hill Pub, New Delhi.
Lewis P S, Goodman S H, Michlitsch J F, & Fandt
P M 2007, Management: Challenges for Tomorrow’s Leaders, 5th ed.,
South –Western College Publishing, Mason.
ASSESSEMENT
Individual Assignment 20%
Case studies ( Group work ) 20%
Final Exam 60%
