International

School of
Economics
Tendentes and
Excellentiam

Developed by and reviewed by PhD Zulfugar Ibrahimli.

Course unit title: Management

Department: ISE (English Speaking)
Type of course unit: Compulsory
Year of study: ___ year bachelor
Number of ECTS credits allocated: 6
Name of lecturer: PhD Zulfugar Ibrahimli
Class information: Location: UNEC ISE
Center, Room:____
Time: ______________;
Office hours: upon students’
appointment
Contact: zulfugaribrahimli09@[Link]

Mode of delivery:
Planned learning activities and teaching methods: Classroom lecturing, case
analysis and discussions,
presentations, teamwork
reports
Language of instruction: English
COURSE SUMMARY:
Dear students most of you will start your careers as functional specialists - as
accountants, engineers, salespeople, finance specialists, and so on. If you are successful in
your entry - level job, you will be promoted, and more than likely, before long you will be
put in charge of other people. At this point, you will have become a manager. As a manager,
further advancement will be dependent upon your ability to get things done though others - to
motivate, persuade, encourage, and coach others so that they perform better. Management
issues are fundamental to any organization: How do we plan to get things done, organize the
company to be efficient and effective, lead and motivate employees, and put controls in place
to make sure our plans are followed and our goals met? Good management is basic to starting
a business, growing a business, and maintaining a business after it has achieved some
measure of success. Management is the art of getting things done through people in
organizations. As we will see over the course, management can be an enormously creative
endeavor. Managers are not bureaucrats. They do more than just keep the trains running on
time. Managers can also give organizations a sense of purpose and direction. They can
transform organizations; they can create new ways of producing and distributing goods and
services; and they can change how the world works through their actions.
This course is about what it takes to become an effective manager. It is about how to
make good decisions, how to exert influence on the strategies and policies of your employer,
how to motive and lead others, how to communicate effectively, how to manage change, and
much more. Becoming a good manager is not easy, but it is a way to have a successful career
and have an impact upon the organizations in which you work. Becoming a great manager is
more than that - great managers build organizations that change the world. As an instructor of
this course, I hope that the ideas contained herein stay with you for the rest of your careers,
and help you to advance in the world of work.

COURSE OBJECTIVES:
The objective of this course is to familiarize students with the knowledge, roles,
responsibilities, and skills required of modern managers. The material covered will be
relevant to students, regardless of their career objectives. This course will present the
concepts of management as it applies to current thinking in the workplace. The overall
objective of this course is to prepare the student to play a significant role in the management
of a world-class organization which serves "delighted" customers and clients through
"empowered" employees, leading to increased revenues and decreased costs. The goal of the
course is to present topics in management and management theories, while at the same time
focusing on practical applications in the real world. More precisely the goals of the course:
- introduce students with basic theories and concepts of modern management;
- to provide students an understanding of main function of management and the nature
of manager’s job;
- familiarize student with main the tools, methods and techniques of modern
management;
At the end of this course, students will:
 understand building blocks and the general framework of management process;
 be able to plane resources and activities of the organization, in order to do this
practice different planning techniques and methods;
 understand the basics of decision making and choose right alternatives in different
situation;
  get the main ideas of motivation and leading;
 implement efficient controlling tools and techniques;
 enhance their managerial skills.

COURSE STRUCTURE:
Throughout the course we will discuss how great managers like these work through people to
do remarkable things. First, we will try to understand the basic functions of management,
where you can find managers in an organization, how one becomes a manager, the nature of
managerial work, the roles managers adopt to get things done through people, and the
different competencies that are required to become a good manager. Although the course
concentrates on managing people, it provides ample information about such topics as
decision making, job design, and organization structure. This course presents an overview
and an integrated approach to management by examining the role of the manager from a
traditional and contemporary perspective while applying decision-making and critical-
thinking skills to the challenges facing managers in today’s globally diverse environment.
More precisely the course examines the techniques for controlling, planning, organizing
resources and leading the workforce.

TEACHING STYLE
This course engages students through a variety of learning activities. Through a combination
of lectures, case analyses, discussion and exercises. The course will consist primarily of brief
lectures, class discussion, and group interactions. As an upper-level course, the instructor
expects the students to complete the readings. While many of the concepts will be covered in
class, the majority of the time will be spent discussing how to apply the concepts to business
situations. The students will be challenged to think of ways to apply the conceptual models,
justify their perspectives, and explain their ideas in a clear and concise professional business
format. This course uses cases as a primary learning vehicle. Material given should be
sufficient for the analysis of the case. Because of the importance of alternative viewpoints, it
is important that one case submitted result from the collaborative effort of your team.

REQUIRED READING:
Students will be required to familiarize themselves with the breadth of readings on
management and the organization (see required and additional reading lists below), as well as
participate in lively class discussions that will be personally challenging. I have selected the
best textbooks on the subject, and will provide you with PDF versions of the books. Also,
case studies, research articles will be provided by the instructor.

SELECTED BOOKS:
1. Fundamentals of Management, Eighth Edition, by Ricky W. Griffin (2016);
2. Essentials of Management, Ninth Edition, by Andrew J. DuBrin (2016);
3. Management, 14th Edition by Stephen P. Robbins and Mary A. Coulter (2017);

Additional materials
1. Rosabeth Moss Kanter, “The Middle Manager as Innovator,” Harvard Business
Review, July–August 2004, pp. 150–161;
2. John P. Kotter, “What Effective General Managers Really Do,” Harvard Business
Review, March–April 1999, pp. 145–155;
 3. Peter Drucker, “What Makes an Effective Executive,” Harvard Business Review,
June 2004, pp. 58–68.;
4. Lynn Sharp Paine, “Managing for Organizational Integrity,” Harvard Business
Review, March–April 1994, pp. 106–115.;
5. Jim Collins, “Turning Goals into Results: The Power of Catalytic Mechanisms,”
Harvard Business Review, July–August 1999, pp. 71–81.;

CLASS ASSIGNMENTS
The class assignments will include case studies, group research projects, individual
essays, class exercises, and quizzes. Details will be distributed in class. Students are expected
to be prepared for each lecture by completing the relevant assignment before class.
Discussions are an integral part of each class session. Each of you may expect to be called
upon to contribute ideas, opinions and insights based on the readings, exercises, etc.

COMMUNICATION
I encourage every student to contact me whenever there is a question or concern.
Therefore, if you will have any question regarding the course, please do not hesitate to
contact with me. My contact mail is listed above.

GRADING
Your grade in the course will be determined as follows:
Participation
Case studies, Essay, Presentations/Projects, and Group debates: – 20 points – 20%
Midterm Exam – 30 points – 30%
Final Exam – 50 points – 50%
TOTAL 100%
Grading is based on mastery of course material. Letter grades will be assigned as follows:
A+ - 91-100
B+ - 81-90
C+ - 71-80
D+ - 60-70
E+ - below 51
The Mid-term examination will cover materials discussed during sessions.

COURSE TOPICS AND SCHEDULE

№ Weeks Topics Lec. Sem.

Introduction
1 Week 1 Introduction to Management. Understanding the Manager’s Job 2 2
2 Week 2 The Evolution of Management theory 2 2
Planning
3 Week 3 Essentials of Planning 2 2
4 Week 4 Managing Problem Solving and Decision Making 2 2
5 Week 5 Quantitative Techniques for Planning and Decision Making 2 2
Organizing organization
6 Week 6 Organization Structure and Design 2 2
7 Week 7 Organization Change and Innovation 2 2
 8 Week 8 Staffing and Developing a Diverse Workforce 2 2
Leading
9 Week 9 Basic Elements of Individual Behavior in Organizations 2 2
10 Week 10 Managing Employee Motivation and Performance 2 2
11 Week 11 Leadership and Influence Processes 2 2
12 Week 12 Communication in Organizations 2 2
13 Week 13 Managing Work Groups and Teams 2 2
Controlling
Basic Elements of Control and Managing Operations, Quality,
14 Week 14 2 2
and Productivity
15 Week 15 Group presentations 2 2
TOTAL 30 30
END TERM EXAM

MEDTERM EXAM QUESTIONS

Sualların
Sualların
№ Mövzu çətinlik Sualın mətni|(one real life
çəkisi
səviyyəsi example for each question)
Provide a comprehensive definition of management and
1. 1
the key functions performed by managers.
Compare and contrast Principles of Fordism and Post-
Fordism. Analyze how these two production systems differ
2. 1
in terms of organizational structure, labor practices,
technological integration, and market orientation.
Define and explain the key managerial skills required for
3. 1
effective management.
Explain the emergence of the behavioral approaches to
4. 2 management. Discuss the contributions of Industrial
Psychology in shaping modern organizational practices
Define Administrative Management Theory and discuss
its key principles as developed by Henri Fayol. Evaluate
5. 2
how these principles influence contemporary managerial
practices.
Explain the Human Relations Movement in management
theory and discuss its key concepts. How did this
6. 2 movement influence managerial understanding of
employee motivation, social relations, and productivity in
organizations?
Discuss the main ideas and principles of the Quantitative
Management Perspective. Explain how management
7. 2
science and operations management contribute to
managerial decision-making and organizational efficiency.
Define and explain the main ideas and principles of
8. 2 Scientific Management, and discuss the relevance and
limitations of this approach in modern organizations.
Define the concept of planning and explain how effective
9. 3 planning contributes to organizational performance and
long-term success.
Define the task (specific) environment of an organization
10. 3
and explain its primary components. Discuss how these
 elements directly influence organizational operations and
managerial decision-making.
Describe and analyze the general environment of an
organization. Identify and explain the major external
11. 3
factors that shape organizational strategies and
performance.
Define the internal environment of an organization and
explain its main components. Discuss how internal
12. 3
organizational factors influence managerial decisions and
organizational effectiveness.
Discuss the concepts of organizational goals and
planning. Provide clear definitions and explain the
13. 3
differences between strategic, tactical, and operational
goals and plans.
Explain how a SWOT matrix can be used to support
strategic decision-making, and discuss why it is important
14. 3 for organizations to evaluate both their internal capabilities
and limitations, as well as the external factors that may
impact their success when formulating strategies."
Define operational planning and explain its role in
15. 3 organizational management. Discuss the main types of
operational plans and their practical applications
Discuss the key assumptions of the Administrative
16. 4 Model. Why did Herbert A. Simon consider decision-
making to be bounded by human limitations?
Define and explain the key principles of Evidence-Based
Management. Discuss how managers can use data,
17. 4
research evidence, and organizational experience to
improve decision-making processes.
Describe the Rational Decision-Making Process and
18. 4 outline its key stages. Explain how this structured approach
assists managers in making effective and logical decisions.
Compare and contrast programmed and non-
programmed decision-making. Provide practical
19. 4
examples to illustrate the differences between these two
types of managerial decisions.
Discuss the advantages and limitations of using
20. 5 quantitative methods such as forecasting, Pareto principle,
and break-even analysis in managerial decision making.
Explain the concept of time-series analysis in forecasting.
21. 5 Discuss its advantages and limitations when applied to
managerial decision-making.
Define and explain the main ideas of Data-Based Decision
22. 5 Making concept and discuss how managers use data in
making effective decisions.
Detail the concept of Program Evaluation and Review
23. 5
Technique (PERT) is?
Define organizational structure and discuss its
significance in achieving organizational objectives. Explain
24. 6
how structure influences coordination, communication, and
efficiency.
Compare and contrast the concepts of centralization and
25. 6 decentralization in organizational management. Discuss
the advantages and disadvantages of each approach.
 Describe the main types of organizational structures
26. 6 and explain their key characteristics. Evaluate how these
structures support different organizational strategies.
Evaluate the factors that influence organizational structure
27. 6
design, including size, strategy, and environment.
How can managers adapt organizational structure and
28. 6 design to respond to changes in the external environment
and enhance organizational effectiveness?
Define and compare tall and flat organizational
structures, as well as mechanistic and organic
29. 6
organizational forms. Discuss the advantages and
limitations of each structure.
Explain the nature of reporting relationships and define its
30. 6
main elements?
Explain the importance of job specialization in
organizational design. Discuss its advantages and potential
31. 6
drawbacks for organizational efficiency and employee
satisfaction.
Discuss the main alternatives to job specialization,
including job rotation, job enlargement, and job
32. 6
enrichment. Explain how these approaches can improve
employee motivation and job satisfaction.
Explain the Job Characteristics Model and discuss how
33. 6 its core dimensions influence employee motivation and job
performance.
Define departmentalization and explain its main types.
34. 6 Discuss how different forms of departmentalization support
organizational efficiency and coordination.
Explain the Lewin Model of Organizational Change and
describe its main stages. Discuss how managers can apply
35. 7
this model to successfully implement organizational
change.