AIR UNIVERSITY SCHOOL OF MANAGEMENT

AIR UNIVERSITY ISLAMABAD

I. COURSE INFORMATION

Course Title Principles of Management

Class BSAF-1
Semester Fall 2019
Credit Hours 3
Case Studies 05
Prerequisites for this course Nil
This course is prerequisites for: Nil
Instructor Sohrab Ahmad
Email: Sohrabahmad@hotmail.com
Address
Mobile 0300-5173050 Ext:
Office Hours (Consultation
hours for Students)
Text Book  Management, 10thhEdition by Stephen P. Robbins ,Mary
Coulter& Neharika Vohra
Other Readings (If any)

II. COURSE OVERVIEW/COURSE DESCRIPTION

This course is designed to give students the basic understanding of the global management
theories and practices. This course will teach different managerial skills which will enable our
students to become more effective and enhance their knowledge and understanding of the
functions in an organization. The global perspective of management is emphasized in each
chapter, which deals exclusively with important global issues in management.

III. LEARNING OUTCOMES

By the end of the course, students must be able to:

 Explain the concept of Management and history of management
 Articulate the organizational environment in relation to the beliefs, values, perception,
attitude, behavior

1
  Explain the issues related to our planning and choices within the organization as a
result of structured and unstructured problems.
 Explain the best utilization of human resource and aligning it with the strategic goals
to produce positive outcomes.
 Articulates the establishment of strong culture and organizational structure as per the
current situation.
IV. CLASS SCHEDULE

Week Session Topics Reading Activity

Quiz/Case Study
/presentation/Assignment
Assigned/Assignment
Due
Week 1 Introduction to
1 Management

 Management
 Nature and scope of
Management
 Philosophy and
concept of
Management
 Management at work
 SMARTER
2  Functions of Chapter 1
Management
 Concept of
MANAGER
 Mintzberg
Managerial Roles
 Principles VS
Behavioral Approach
Week 3  Levels of Managers
2  Skills of Managers
 Doing things right Chapter 1 Assignment
VS doing right thing
 Management and
Value Creation

2
 4

Case Study 1 Mary Griffin by

Derby Foods

Week 5 Organization culture and Chapter 3

3 environment

 What is organization
culture?
 How employees
learn culture?
 Organizational
cultural issues
6 Quiz 1

Case Study 2 GOODJOBS:

challenges in
creating a giver
culture

Week 7 Managers as decision

4 makers
Chapter 6
 Decision making
process
 Managers making
decisions
 Making decisions
Assignment
rationality
8

Case Study 3 A Rumor that

turned out to be
News of
National
Importance;

A case study of
Lays Chips being
Halal or Haram

3
Week 9 Foundations of Planning
5
 What is Planning Chapter 7 Quiz II

 How Do Manager’s
Plan
10  Establishing Goals
 Developing Plans
 Contemporary issues
in planning

Week 11
6
Class Discussion On BOOK Good to Great
By Jim Collins

12 Scenario Based Test

Week 13 Strategic management

7
 Strategic Chapter 8 Quiz III
management
 Strategic
management
important?

14 Case Study 4 Best western

Italy (A):

Creating an
authentizotic
organization by
putting people
first

Week Presentation
8

4
 16 Presentation

Week 17 Project Discussion Activity Quiz IV

9
18 Foundation of Chapter 9
Organizational Structure

 Organizational
Structure(OS)
 Six Elements of an
OS

Week Managing human resource

10
19  Why HRM is imp? Chapter 10 Assignment
 Factors affecting
HRM
 HR planning
 Recruitment
 Selection
 Training &
20 Development
 Performance
Management
 Reward Management

Week 21 Understanding individual

11 behavior
Chapter 13
 Goals of individual
behavior
 Job involvement
 Organization
commitment
 Personality

22 Motivating Employees

 Needs theory Chapter 16

 Equity and goal
setting theory
 Motivation hygiene
theory

5
Week 23  Expectancy Theory Quiz V
12  ERG Theory
 Reinforcement
Theory

24 Engstrom Auto
Mirror Plant:
Case Study 5 Motivating in
good times and
bad

Week 25
13
Class Discussion On BOOK Give And Take

Adam Grant

26  Common Chapter 19
Organizational
Design
 Why Do Structure
Differ

Week 27  Project Presentation

14 and Discussion

28  Project Presentation
and Discussion
Week 29 Controlling
15  What is controlling
 The control Process
 Relationship between
Planning and
controlling
30 Revision

V. GRADING AND MARKING BREAKUP

6
 i. Quizzes:
Short announced quizzes will be taken. The number of quizzes will be 5. After every two chapters
are covered, a quiz will be taken. No make‐up quizzes will be given.

ii. Case Studies:

Case studies are main source of learning for this class. The number of cases will be 10. According
to given schedule students will read the cases thoroughly and will actively participate in case
discussion. A major portion of the student’s internal marks is Class Participation (CP) that is solely
depends on participation of student in case discussion. .
iii. Presentation
Final presentations are scheduled in the week 14. The presentation topics will be assigned by
the end of week 6. The presentation will help students to understand the application of core staffing
and performance management innervations in organization.

Activity Marks
Quizzes 5%
(You may use 10% if you prefer)
Midterm Exam 25%
Class Participation 15%
(10% for 06 or lesser cases)
Project/Assignment 10%
(You may use 5% if you prefer)
Final Examination 45%

iv. Class Participation

Class Participation is evaluated according to the following guidelines:

0 Absent.
 Present, not disruptive.
1  Tries to respond when called on but does not offer much.
 Demonstrates very infrequent involvement in discussion.
 Demonstrates adequate preparation: knows basic case or reading facts, but does
not show evidence of trying to interpret or analyze them.
 Offers straightforward information (e.g., straight from the case or reading),
2 without elaboration or very infrequently (perhaps once a class).
 Does not offer to contribute to discussion, but contributes to a moderate degree
when called on.
 Demonstrates sporadic involvement.
 Demonstrates good preparation: knows case or reading facts well, has thought
3
through implications of them.

7
  Offers interpretations and analysis of case material (more than just facts) to
class.
 Contributes well to discussion in an ongoing way: responds to other students'
points, thinks through own points, questions others in a constructive way,
offers and supports suggestions that may be counter to the majority opinion.
 Demonstrates consistent ongoing involvement.
 Demonstrates excellent preparation: has analyzed case exceptionally well,
relating it to readings and other material (e.g., readings, course material,
discussions, experiences, etc.).
 Offers analysis, synthesis, and evaluation of case material, e.g., puts together
pieces of the discussion to develop new approaches that take the class further.
4
 Contributes in a very significant way to ongoing discussion: keeps analysis
focused, responds very thoughtfully to other students' comments, contributes to
the cooperative argument-building, suggests alternative ways of approaching
material and helps class analyze which approaches are appropriate, etc.
 Demonstrates ongoing very active involvement.

VI. INSTRUCTIONS TO STUDENTS:

 Use of mobile phones in class is prohibited unless allowed by the teacher for a specific
purpose. During the class, Mobile phones should be in bags/pockets. Any student
found handling the mobile phone may be asked to leave the class.
 Make sure you attend all classes, read before class and make notes on your Handouts.
 In case/article class every student must possess hard copy of the case/article
 Every student is expected to participate in discussion. Raise your hand, wait for your
turn and let other students finish before volunteering to share your ideas.
 If you miss a class please make sure to catch up on the learning immediately.
 You can use a Spider Map to create an image of how different ideas and concepts link
with each other.
 Plagiarism and cheating in Quizzes/Assignments will not only earn a zero score for the
student concerned but the case may also be referred to the UNFAIR MEANS
COMMITTEE of the University, which under the relevant rules is likely to award F
GRADE in the course to the student concerned.
 A student who lets his assignment/quiz to be copied by fellow students will also be
penalized and the case may be referred to the UNFAIR MEANS COMMITTEE of the
University, which under the relevant rules is likely to award F GRADE in the course to
the student concerned.
 If you use other resources, make sure to include proper references.
 You may be asked to leave the class for creating disturbance.