THEME ONE (1)

MATTU UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

COURSE OUTLINE

Course Code: MGMT 2062

Course Title: Introduction to Management

Credit Hours: 3

ECTS:5

Prerequisite Courses: No

Offering Time : 2nd year,1st Semester

Category of the Course :Core

Teaching & Learning Methods:

Lecture, brain storming, individual reflections, group discussions, debates, presentations, case
study.

Course Description :

This course focuses on the basic concepts and principles of management, the functions of
planning, organizing, staffing, directing and controlling, and their relationships to key issues in
management practices, such as leadership and motivation. Decision making and effective
communication are also discussed.

Course Objective:

This course enables the students to:

 Define the term management, basic concepts and principles of management.

 Explain the general overview of management in relation to its importance, roles, skills and
universality

 Acquire sound understanding of the nature and practice of 1management.

 Develop a comprehensive understanding of basic concepts of management functions.

CONTENTS OF THE COURSE

CHAPTER 1 - FUNDAMENTALS OF MANAGEMENT (6hours)

1.1. Definition of Management

1.2. Significance of Management

1.3. Managerial Functions an Overview

1.4. Levels of Management

1.5. Types of Managers

1.6. Managerial Roles and Skills

1.7. Universality of Management

1.8. Management an art, Science, or profession?

CHAPTER 2 - EVOLUTION OF MANAGEMENT (7hours)

[Link] classical Management concepts

2.1.1. Management in antiquity

2.1.2. Early Contributors

2.1.3. Early Works & Contributions of Charles Babbage

2.1.4. Times of Robert Owen

[Link] Era of Classical Management

2.2.1. Scientific Management Theory

2.2.2. Classical Organizational Theories

2.2.3. Bureaucratic Management theory

2.2.4. Total Appraisal of the Classical theories

[Link] Human Relations Movement

2.3.1. Behavioral school

2.3.2. Elton Mayo and the Behavioral Schools

2.3.3. Pros and Cons of the Behavioral Schools

2.3.4. The Hawthorn Study

[Link] Modern Era

2.4.1. Characteristics of Modern Approaches to Management3

2.4.2. Systems Approach

2.4.3. The quantitative approach

2.4.4. The Contingency Approach

2.4.5. The Modern Approaches

CHAPTER 3-THE PLANNING FUNCTION (5hours)

3.1. Introduction to planning

[Link] of plans

[Link] process

[Link] of planning

3.5. Planning Techniques

CHAPTER 4- DECISION MAKING (3hours)

[Link] of decision making

[Link] decision making process

[Link] of decisions.

[Link] making environments

CHAPTER 5 - THE ORGANIZING FUNCTION (9hours)

[Link] of organizing and organization

[Link] and Informal Organization

[Link]: Meaning and Bases

[Link] of Management

[Link] and power: source of power

[Link] chart

[Link] and staff authority

[Link], centralization and decentralization

CHAPTER 6 – STAFFING FUNCTION(3hours)

[Link] of staffing

6.2. Process of staffing

6.3. Benefits of staffing

[Link] and utilization

CHAPTER 7-DIRECTING FUNCTION (9hours)

[Link] and the need for leadership

[Link] and meanings of Leadership theories

[Link] and meaning of Leadership Styles4

[Link]

7.4.1. The concept of motivation

7.4.2. Theories of motivation

[Link].Carrot and stick approach

[Link].Need hierarchy

[Link].Herzberg‟s theory

[Link] and meaning of communication

CHAPTER 8- THE CONTROLLING FUNCTION(6hours)

[Link] and need for control

[Link] process
[Link] of control

[Link] of control

[Link] of Effective control system

References:

 C.B Gubta, “Business Organization and Management”, Sultan chand& sons, new Delhi.

 David [Link], “contemporary management”, McGraw Hill Inc., New York, 1981.

 Ernest Dale. “Management. Theory and Practices.” McGraw Hill Inc. New York, 1981.

 Fred Luthans, “Introduction to Management, A Contingency Approach”, McGraw Hill Book

Company New york, 1973.

 George R. Terry and Stephen G. Franklin, “Principles of management”, All India Traveller book
Sellen New Dethi, 1991.

 Harold Koonz, Cyril o‟Donnel and Heinz Weihrich, “Management”, McGraw Hill International
New york, 1980.

 Henry sisik, “Management and Organization”, South Western PublishingCo., Chicago, 1982.

 Peter F. Druker, “Management: Task and Responsibility”, IIaper&Row, New york, 1973.

 Peter F. Druker,” The practice of management” Haper&Brothers, New York, 1986.

 Richard m. Hodgets& Donald F. Kuralko, “Management,” Harcount Brace Jovanovich

publishers, 1991, third ed.

 Robert [Link], Management: concepts, Applications, and skil development, “South western
college publishing, 1997.

 Samul [Link], “Principles of Modern Management”, Allyn and Bacon Inc., boston, 1986.

 Y.K Bushan, “Fundametals of business Organization and Management”, Sultan chand& sons,
New Delhi.5
Course Code MGMT 2121

Course Title : Principles of Marketing

Credit Hours : 3

ECTS: 5

Prerequisite courses: No

Delivery Time: 2ndYear, 2nd semester

Category of the Course:Core

Teaching and Learning Methods:

Lecture, Case Study, Term paper (students are expected to prepare marketing plan),
Presentation and Reflection.

Course Description :

The course covers an overview of marketing, the marketing environment, types of markets,
product decision, product development, branding and packaging, pricing decisions, factors
influencing' pricing, pricing techniques, distribution decision: channel and physical distribution
decision, promotion decision: types of promotional messages and media.

Course Objective:

Upon completing this course, the student will be able to:

 Define basic/core marketing principles/ concepts

 Describe the marketing plan process and strategy

 Identify and analyze marketing environment

 Define and classify products/ product mix

 Explain the importance and role of product development;

 Discuss marketing channel concept, examine the structure and function of the channel
system, physical distribution and materials management

 Describe the role of promotion mix and identify factors affecting the choice of promotional
methods

 Analyze the importance of pricing and examine key factors that may influence m7

CONTENTS OF THE COURSE

CHAPTER 1- AN OVERVIEW OF MARKETING AND MARKETING MANAGEMENT (6 hours)

[Link] and its core concepts

[Link] of marketing

[Link] of marketing

[Link] of marketing

[Link]‟ orientation to marketing

[Link] of marketing system

CHAPTER 2 - MARKETING ENVIRONMENTS (4 hours)

[Link] of marketing Environment

[Link] Marketing Environmental Elements

[Link] Marketing Environmental Elements

CHAPTER 3 - BUYING BEHAVIOR (9 hours)

[Link] buying behaviour

[Link] of consumer behaviour

[Link] affecting consumer behaviour

[Link] buyers‟ decision process

3.4.1. Consumer buying, role

3.4.2. Types of Consumer Buying Decision Behaviour

3.4.3. Stages in the Consumer Buying Decision Process: The Five-Stages Model
[Link] buying behaviour

3.5.1. Consumer Vs. Business Buying Behaviour

3.5.2. Characteristics of Business Market

3.5.3. Influence on Business buying decision

3.5.4. Decision making process in Business buying

[Link].Buying situations in Business buying

[Link].Decision Making Process in Business Buying

[Link].Participants in the Business Buying– the Buying Center

CHAPTER 4 - MARKET SEGMENTATION, TARGETING AND POSITIONING (9 hours)

[Link] segmentation

4.1.1. Importance of Market Segmentation8

4.1.2. Market segmentation Procedure

4.1.3. cLevels of Market segmentation

4.1.4. Patterns of Market segmentation

4.1.5. Basis for Segmentation

[Link] the Market

4.2.1. Market Segment Evaluation

4.2.2. Selecting Market Segments

[Link] Positioning

CHAPTER 5 - MANAGING MARKETING MIX ELEMENTS (20 hours)

[Link] planning

5.1.1. Meaning of a product

5.1.2. Levels of product

5.1.3. Classification of a product

5.1.4. Product mix and product line

5.1.5. Product Life cycle

5.1.6. New Product Development Process

5.1.7. Product identification (Branding, Packaging 'and Labeling)

[Link] Decision

5.2.1. Meaning of Price

5.2.2. Pricing Objectives

5.2.3. Factors Affecting Pricing Decisions

5.2.4. General Approach to Pricing

5.2.5. New Product Pricing Strategies

5.2.6. Price Adjustment Strategies

5.2.7. Product Mix Pricing Strategies

[Link] the Product

5.3.1. Meaning and Importance of Distribution

5.3.2. Factors Influencing Channel Decision

5.3.3. Channel Decision

[Link] the product

5.4.1. Meaning of Promotion 9

5.4.2. The purpose of promotion

5.4.3. Factors affecting the promotion mix

5.4.4. Promotional Mix Elements:

[Link].Advertising

[Link].Sales Promotion

[Link].Public Relation and publicity

[Link].Personal Selling 10

References:

 Blythe, J (2001) Essentials of Marketing 2nded., Ashford Color Press, Hampshire.

 Carvens, W., Hills, E. Woodruff, B. (2005) Marketing Management, Richard D. Irwin Inc. Delhi.

 Christopher, Marking and McDonald, Malcolm, (1995). Marketing: and Introductory Text,
Bath press, Great Britain.10

 Cravens, W. and Lamb, Jr, W (1993); Strategic Marketing Management Cases, 4thed., R.R.
Donnelley & Sons Company

 [Link], Michael: Marketing: Theory and Practice Bath Press, Great Britain,1995.

 Kotler, P & Keller, K (2006) Marketing Management 12thed., Pearson/PrenticeHall, Upper

Saddle River, NJ.

 Kotler, Philip, (2003). Marketing Management, Analysis, Planning Implementation, and

control, 10th Ed. New Jersey, U.S.A

 Kotler, Philip, (2004). Principles of Marketing, 10th Ed. Prentice-Hall Inc, New Delhi

 Perrault, Jr. D & McCarthy, E (2005) Basic Marketing: A Global ManagerialApproach 15th ed.,
Tata McGraw-Hill Publishing Company, New Delhi.

 Sutton D., John W., (2003), Enterprise Marketing Management, 12thed, John

Wiley & Sons INC, Hoboken Newjersy,USA

COURSE OUTLINE

Module Title: Information Systems for Management11

Module Coordinator: TBA

Course Number: MGMT2091

Course Title: Management Information System

ECTS credit points 5

Course Information Academic Year:III Semester:

Meeting day: Meeting time: Meeting location:

Instructor‟s Contact

Information Office: Phone: 0928086102/0934339229

Email: Office Hours:

Course Objectives

 The course enables students to have an understanding on:

Understand and recognize the relationship between information and decision making,Know
significance of information and information systems as basic resources from managerial
perspective in decision-making.\Appreciate the ability and skills to identify their information
needs, source and to utilize the information efficiently and effectively.

Course Description/Course Contents

This course deals with the nature of information as an organizational resource; its significance
in decision making and management; information requirements at different levels and
functional areas of management; identification and source of information required;
management of information system; development of information system; application of
information and knowledge management.

Pre-requisites: Basic Computer Skills

Status of the Course: Core

Course Contents

CHAPTER ONE: INTRODUCTION TO MIS

1.1 Definition and Importance of MIS

1.2 Subsystems Of MIS

1.3 Contemporary Approaches To MIS

1.4 The Evolution and Characteristics of The Information Age

1.5 What Is Information Technology?

CHAPTER TWO: FOUNDATIONAL CONCEPTS IN MIS12

2.1 Introduction

2.2 Business and Management Functions

2.3 Data, Information, Knowledge and Wisdom

2.4 The Information Needs and Sources of Managers

2.5 A Framework for Information Systems

2.6 Business Systems

2.6.1. e-business

CHAPTER THREE: INFORMATION TECHNOLOGY

3.1 Introduction

3.2 Hardware: Computing, Storing and communicating

3.3 programs: In Charge of the Hardware

3.4 People: The Most Important Element

3.5 Procedures: The Way It Goes

3.6 Information: The Reasons for Using Information Technology

3.7 Communication Technologies

3.8 Database Management (DBM)

CHAPER FOUR: COMMON BUSINESS APPLICATIONS OF INFORMATION TECHNOLOGY

4.1 Financial Information Systems

4.2 Marketing Information Systems

4.3 Manufacturing and Production Information Systems

4.4 Human Resource Information Systems

4.5 Managerial Decision Support Systems

4.6. Transaction Processing System (TPS)

CHAPTER FIVE: KNOWLEDGE MANAGEMENT (KM)

5.1. Introduction to knowledge management

5.2. The theory of knowledge management

5.3. KM sharing

5.4. Technologies to support KM

5.5. KM application in organizations

CHAPTER SIX: ETHICAL AND SECURITY ISSUES

Chapter objectives

After completing this chapter, students will be able to:

 Define the term ethical and security issues in IS

 Describe IS threats

 Explain about computer viruses

 Explain technologies used to protect IS threats

6.1. Business/IT Security, Ethics, and Society14

6.1.1 Ethical Responsibility of Business Professionals14

6.2. Computer Crime14

6.3. Tools of Security Management14

14

14Reference

 James A. O‟Brien, 2004, Management Information Systems, McGraw-Hill Irwin,

 Bowman, B, G.B. ,and [Link], July-1980, Modeling for MIS,
 Bowman, B,[Link] and J.C., (Feb,1983), Three stages of Model of MIS Planning
Information and Management,
 Naevena and Amitabh, (2003), Management Information System, Cyber tech
publications.
 Nolan Richard,(July-August,1982), Managing Information Systems by Committee,
Harvard Business Review
14
THEME TWO

OB

LCM

HRM

Course Code MGMT 2083

Course Title Organizational Behaviour

Credit Hours 3

ECTS 5

Prerequisite Course Introduction to management and general psychology

Offering Time 2

ndYear, 1st semester

Category of the Course Core

Teaching and Learning

Methods

Lectures, Debates and Discussions, Role playing, Presentation, Case studies.

Course Description The course organizational behaviour is a field of study that investigates the
impact that individuals, groups

and organization structure have on behaviour within organizations; and the application of this
knowledge to

improve productivity and job satisfaction in an organization. Organizational behaviour uses

systematic study

to improve behaviour so as to increase productivity and employee satisfaction. This course

deals with

theories of organizations, environment and organizational goal setting, organizational

behaviour, individual

attitude and perceptions, individual and group attributes in organizational behaviours, group
dynamics, group
and team formation, power and politics, conflict, and conflict management.

Course Objectives At the end of this course, students will be able to:

 Understand the core management principles in organization behavior.

 Analyze how cognitive, behavioral, and emotional outcomes contribute to and sustain
organizations.

 Realize how individual differences in personality, attitudes, emotions, and perceptions

influence behavior

in organizations.

 Know how to successfully manage diversity in organizations.

 Understand organizational norms and how does organizational culture affect behavior in
organizations.

 Understand the impact of organizational politics, and power on behavior in organizations.

 Know how communication affects organizational processes and what makes for effective
communication.

CONTENTS OF THE COURSE

CHAPTER 1- AN OVER VIEW OF ORGANIZATIONAL BEHAVIOR (6 hours)

[Link] is organizational behavior?

[Link] three basic units of analysis in OB

[Link] characteristics of OB 18

[Link] development of OB

[Link] disciplines to OB

[Link] and organizational behavior in the 21stcentury

[Link] as a system

CHAPTER 2- FOUNDATION OF INDIVIDUAL BEHAVIOR AND LEARNING

IN AN ORGANIZATION (9 hours)

[Link]

[Link] Is Perception?

[Link] Process
[Link] Influencing Perception

[Link]

[Link] of Attitude

[Link] of Attitudes

[Link] of attitude

[Link] attitudes are formed

[Link] of attitude

[Link] of attitude

[Link] and consistency

[Link]

[Link] of Personality

[Link] determinants
[Link] personality attributes influencing OB

[Link] personality and job

[Link]

[Link] of learning

[Link] of reinforcement, punishment and extinction

[Link] of learning

CHAPTER 3 - FOUNDATION OF GROUP BEHAVIOR (8 hours)

[Link] teams and/or groups

[Link] teams and/or groups

[Link] do people form and/or join teams/groups?

[Link] in team/group development20

[Link] to team /group productivity

[Link] team/group productivity

[Link] behavior

[Link] for performance and satisfaction

CHAPTER 4 – CONCEPTS OF MOTIVATION AND THEIR APPLICATIONS (5

hours)

[Link] of motivation

[Link] of motivations

[Link] of motivation

[Link] theories of motivation

[Link] theories of motivation

[Link] of motivation for performance and satisfaction

[Link] approaches for improving motivation

CHAPTER 5 - MANAGEMENT OF ORGANIZATIONAL CONFLICT (5 hours)

[Link] of conflict

[Link] Vs dysfunctional conflict

[Link] of conflict in an organization

[Link] of conflict in organizations

[Link] management strategies

CHAPTER 6 - STRESS MANAGEMENT (3 hours)

[Link] and features of stress

6.2. Understanding sources of stress and its consequences

[Link] of Stress

6.4. Stress management strategies

6.5. Implications for performance and satisfaction

CHAPTER 7 - CULTURE AND DIVERSITY (3 hours)

[Link] and cultural diversity

[Link] and people at work

CHAPTER 8 - POWER AND POLITICS IN AN ORGANIZATION (3 hours)

[Link] of power

[Link] leadership and power

[Link] and sources of power

[Link] in group coalitions 23

CHAPTER 9 - ORGANIZATIONAL DESIGN AND STRUCTURE (6 hours)

[Link] essence of organizational design and structure

[Link] organization design process

[Link] of organization structure

[Link] and job design 23

References:

Buelens, M., Van Den Broeck, H., Vanderheyden, K., Kreitner, R. &Kinicki, A.

(2006). Organizational Behavior, 3rd ed. London: McGraw-Hill.

Dick, P. & Ellis, S. (2006) Introduction to Organizational Behavior, 3rd ed. London:

McGraw-Hill.

George, J.M. & Jones, G.R. (2005). Understanding and Managing Organizational

Behavior, 4th (International) Edition, Upper Saddle River, New Jersey: Prentice Hall.24

George, M. J. & Jones, G. R. (2008). Understanding and Managing Organizational

Behavior 5th ed. Pearson Education Co.

John [Link], Robert Konopaske And Michael T. Matteson, (2005).

Organizational Behavior and Management, 7th ed. New York: McGraw-HILL

Companies, INC.

John R. Schermerhorn, Jams G. Hunt & Richard N. Osborn, (2002).Organizational

Behavior,7th ed. USA, University of Phoenix: John Wiley & Sons Inc.

John R. Schermerhorn, Jr. James G. Hunt, Richard N. Osborn, (2002). Organizational

Behavior, 7th ed. USA: John Wiley & Sons, Inc

Kinicki, A. &Kreitner, R. (2006). Organizational Behavior – Key Concepts, Skills &

Best Practices, New York: McGraw-Hill Irwin.

Linda K. Stroh, Gregory Northcraft& Margaret A. Neale. (2002). Organizational

behavior: a management challenge 3rd ed. Lawrence Erlbaum Associates, Inc.,

Publishers

Robbins, S. P., & Judge, T. A. (2007). Organizational behaviour. 12thed. Upper

Saddle River, NJ: Prentice-Hall. ISBN: 0-132-43156-4

Robbins, S.P. (2005). Essentials of Organizational Behavior, 8th (International)

Edition, Upper Saddle River, New Jersey, Prentice Hall.

Robbins, S.P. (2005). Organizational Behavior, 11th (International) Edition, Upper

Saddle River, New Jersey: Prentice Hall.

Rollinson, D. (2005) Organizational Behavior and Analysis, An integrated Approach,

rd ed. Harlow, Prentice Hall.

V.G. Kondalkar, (2007). Organizational Behavior, New Delhi: New Age

International (P) Ltd., Publishers.26

Module name: Human resource and organization behavior

Module Coordinator Management

Course Number: MGMT 2081

Course Title Human Resource Management

ECTS credit points 6

Course Information Academic Year III: Meeting day:

Instructor‟s Information Contact Office: Email:

Phone

Course Objectives

At the end of this course student will be able to:27

 Gain an insight about the operative functions of personnel management Understand the

importance and significance of human resource as an asset Acquire a broader perspective

on managing human resource effectively.

 equip students with a realistic over view of major principles and techniques of human

resource management system

 understand the dynamic nature and applications of human resource management in

business and other organizations

 make students be aware of the environmental influence experiencing human resource and

how to deal with these factors

 have a clear understanding of human resource handling mechanism

Course Description/Course Contents

Human Resource management belongs to all organizations. Its focal point is people; people are

the life blood of organizations. It emphasizes on: human resources planning and development,

recruitment, selection of personnel, induction, placement, training and development;

techniques

of performance appraisal; wage and salary administration and /or the human factor in work
design

& compensation plans & incentive schemes; morale and motivation; discipline; maintenance
and

safety; industrial relations; collective bargaining; grievances and grievance handling. It also

focuses on newly emerging issues of Human resource like diversity and its management,
empowerment, HIV AIDS and the workplace.

Pre-requisites No Prerequisite

Status of the Course Core

Course content

Unit1. AN OVER VIEW

1.1. Definition and back ground

1.2. Importance of Human resource management

1.3. Evolution and Development

1.4. Human Resource management objectives

UNIT 2 - HUMAN RESOURCE MANAGEMENT ENVIRONMENTS

2.1. The external environment

2.2. The internal environment

2.3. Human resource management model

UNIT 3 - JOB ANALYSIS & HR PLANNING

3.1. Meaning and definition of job analysis30

3.2. Steps in job analysis

3.3. Methods of collecting job analysis information

3.4. Importance of job analysis information

3.5. Potential problems with job analysis

3.6. Meaning and definition of Human resource planning

3.7. importance of human resource planning

3.8. steps[procedures] in human resource planning

3.9. factors affecting human resource planning

UNIT 4 - RECRUITMENT & SELECTION

4.1. Employee Recruiting

4.1.1. Features of recruitment

4.1.2. Purpose of recruitment

4.1.3. Factors governing recruitment

4.1.4. Sources and methods of recruitment

4.2. Employee Selection

4.2.1. Selection criteria

4.2.2. The selection processes

4.2.3. Factors governing selection

4.3. Orientation [induction]

4.3.1. Purpose of orientation

4.3.2. Levels of orientation

UNIT 5. TRAINING AND DEVELOPMENT

5.1. Objectives of training and development

5.2. Process of training and development

5.3. Training methods

5.4. Career development

UNIT 6. PERFORMANCE APPRAISAL

6.1. Purpose of performance appraisal

6.2. Performance appraisal steps

6.3. Problems associated with performance appraisals

6.4. Performance appraisals methods

CHAPTER 7 - COMPENSATION

7.1. Importance of compensation

7.2. Factors affecting compensation32

7.3. Employee benefits and service

7.4. Comparable worth controversy (Reading assignment)

CHAPTER 8 : INTEGRATION AND MAINTAINACE

8.1. Employee discipline

8.2. Labor relation

8.3. Collective bargaining

8.4. Grievance handling

CHAPTER NINE: PROMOTIONS TRANSFERS AND SEPARATION

9.1. Purpose of transfer

9.2. Types of promotion

9.3. Reason for transfer

9.4. Types of transfer

9.5. Types of separation

CHAPTER TEN - SEXUAL HARASSMENT IN WORK PLACE, E- HUMAN

RESOURCE MANAGEMENT &EMPOWEREMENT

10.1. Equal employment opportunity

10.2. Types of sexual harassment in work place

10.3. Prevalence of sexual harassment

10.4. Effects of sexual harassment

10.5. Remedies

10.6. Tips on E- Human resource management

10.7. Workforce Diversity management

10.8. HIV and Workplace

10.9. Workforce Empowerment34

Reference:

 John. [Link], Human Resource Management, 7th ed., 1998

 Dessler : Human Resource Management , 9th ed.1998
 [Link] Management,1998
 [Link] and [Link]: Human Resource Management,1997
 MargaretAttwood and Stuart Dim Mock : Personnel management ,1999
 Margaret Foot CarolineHook : Introducing Human Resource Management 1998
 [Link]: Human Resource Management,1996
 ShaunTyson and Alfordyork, An introduction to Human resource Management 1st ed,
200135

Module Title Human resource and organizational behavior

Module Coordinator TBA

Course Number MGMT 2083

Course Title; Leadership and Change Management

ECTS credit points 5

Course Information Academic Year:Semester:

Meeting day: Meeting time: Meeting location:

Instructor‟s Contact InformationOffice: Phone: Email: Office Hours:

Course Objectives

At the end of the course students be able to:

 Define what leadership is and how it is applied at all levels of management

 Understand the basics of leadership

 Develop skills in communicating, influencing and negotiating with peers, subordinates

and senior managers.

 Become adept at assessing leadership traits and qualities in ourselves and other

 Learn how to develop leadership

 Assist organizations to in changing their organization to accommodate the changing

world.

 Manage changes

 Manage conflicts that may arise during changes and internalize the changes made
 Create an environment for life time learning

 apply orthodox and critical analyses to the management of people and change

Course Description/Course Contents

This course introduces leadership and change management which is a responsibility of an

effective leader. It also introduces the concept of conflict and conflict management, and
37Leadership, theories of leadership and leader development, change (evolutionary and

revolutionary changes), Obstacles to Change, managing a change and Adapting to Change,

conflict and conflict management, ways of introducing change and harmonizing the
organization,

processes analysis and measurement, business process reengineering, benchmarking.

Pre-requisites No Prerequisite

Status of the Course Core

Course content

Chapter 1 - INTRODUCTION:
1.1. Leadership definition

1.2. Leadership Vs. Management

1.3. What makes effective leader

1.4. Importance of leadership for good governance and development

UNIT 2 - leadership theories and styles

2.1. Leadership style

1. Leadership theories

1.1. Great man theory

1.2. Trait Theory

1.3. Behavioral Leadership Theory

1.4. Contingency Leadership Theory

2. Transformational, transactional and servant leaders.

3. Leadership skills and competencies

4. Good Vs. Bad leaders.

UNIT 3 - Overview of Change Management

3.1 Meaning and implications

3.2 Forces for Organizational Change

3.3 Process of organizational change

3.4 Resistance to Change

3.5 Managing Resistance to Change

3.6 Planned Change

3.7 Strategies for Planned Organizational Change

UNIT 4 - Types of change

4.1. Planned Vs. Unplanned Change

1. Revolutionary Vs. Evolutionary Change40

2. BPR

3. BPR process

4. BPR techniques and tools

5. Implementation of BPR

6. Other kinds of Change

UNIT 5 - Conflicts and Conflict Management

5.1. Meaning and Nature of Conflict

1. Sources of Conflict

2. Conflict Outcomes

3. Conflict Management

4. Analysis of the Conflict Situation

5. Conflict Stimulation

6. Conflict Resolution

7. Interpersonal Relations Management

UNIT 6 - LONG- TERM FINANCING

6.1. Leverages

6.2. Raising funds in capital Market

6.3. Long- term Financing Instruments

41Reference:

 Stephen R. Robins, Organizational Behavior, Concepts, Controversies and

applications,7th Edition, 1996.
 Plunkett and Attner, Management 6th Edition.
 KoonertyWethrich, Management, 9th edition.
 Georgerr Terry, Principles of Management, 5th Edition.\
 Other relevant books to Organizational behavior, management, Psychology, etc

THEME THREE (3) : Innovation, Strategy and Project Management

1 Strategic Management

[Link] Management

[Link]
1. Course Information

Academic Year:

Semester:2

Class Year: 4

Programme: Management

Enrollment: Regular

Course Title: Strategic Management

Course Code: MGMT 4201

Credit hours: 3

Pre-requisite: None

Status of the course: Core

Course Description
The course emphasizes the value and process of strategic management. In addition to
familiarizing students

with new subject matter, students are expected to integrate and apply their prior learning to
strategic decision

making in organisations. The Strategic Management course is designed to explore an

organisation‟s vision,

mission, examine principles, techniques and models of organisational and environmental

analysis, discuss the

theory and practice of strategy formulation and implementation for the development of
effective strategic

business leadership

2. Learning Objectives:

On completion of this course, students will be able to:

a. Understand the strategic decisions that organizations make and have an ability to engage in
strategic

planning.
b. Explain the basic concepts, principles and practices associated with strategy formulation and

implementation.

c. Integrate and apply knowledge gained in basic courses to the formulation and
implementation of strategy

from holistic and multi-functional perspectives. 44

d. Analyze and evaluate critically real life company situations and develop creative solutions,
using a strategic

management perspective.

e. Conduct and present a credible business analysis in a team setting.

f. Understand the crucially important role of strategic management for competitive advantages
of business

organizations

3. Course Topics:

Chapter One: Strategic Management: An Introduction

[Link] thinking Vs Strategic management Vs Strategic planning

1.2. Meaning of Strategic Management,

[Link] of Strategy and Policy

[Link] of Strategic Plan and Strategic Decision

1.5. Approaches to Strategic Decision Making

[Link] of Strategies

[Link] Strategic Management Process

1.8. Strategic Management: Merits and Demerits

Chapter Two: Mission, Objectives and Goals

2.1. What is mission?

2.2. Concept of Objectives

2.3. Concept of goals,

2.4. Formulation of Mission, objectives and Goals

Chapter Three: Environmental Analysis and Appraisal

3.1. Concept of environment

3.2. External Environmental Analysis and Appraisal

3.4. Internal Environmental Analysis and Appraisal

3.5. Techniques of Environmental Scanning

3.6. SWOT Analysis

Chapter Four: Strategy Formulation

4.1. Formulation of Corporate Strategy

4.2. Formulation of Generic competitive strategy

4.3. Offensive and Defensive Strategy

Chapter Five: Strategy Implementation 46

[Link] of Strategy Implementation

5.2. Policy and Annual Objective Formulation

5.3. Resource Allocation

5.4. Restructuring and Re-engineering

Chapter Six: Strategic Evaluation and Control

6.1. Evaluation of Strategy and Strategic Control

6.2. Why Strategy Evaluating

6.3. Criteria for Evaluation and the Evaluation Process

6.4. Strategic Control Process

6.5 Types of External Controls

Learning Material

 Arthur [Link], Jr., A.J. Strickland (2001) : Strategic Management : Concepts and Cases ;
12 th edition

 Fred David (2010), Strategic Management: concepts and cases, 13 th edition. Prentice-Hall
 Grant, R.M. (2010) Contemporary Strategy Analysis, 7th Edition, Blackwell

 Grant, R.M. (2005) Cases to accompany Contemporary Strategy Analysis, 5th

Edition, Blackwell

 Hitt, Ireland, and Hoskisson (2007), Management of strategy: Concepst and

cases, International student edition, Thomson South-Western

 Johnson, G. & Scholes, K. (2005) - Exploring Corporate Strategy: Text and

Cases (7th edition) FT Prentice Hall, London48

Course Information

Academic Year:

Semester:2

Class Year: 4

Programme: Management

Course Title: Project Management

Course Code: MGMT4191

Credit hours: 3

Pre-requisite: None

Status of the course: Core

Course Description:

Project management involves systematically incorporating the interests of customers, creating

a disciplined way

of prioritizing efforts and resolving tradeoffs, working concurrently on all aspects of a project in
multifunctional

teams and downstream activities. To this end, the course is designed to equip students with the
fundamentals

of project formulations, appraisal, planning and analysis of projects, the project cycle, market
and demand

analysis, raw material and supply study, location, site, and environmental assessment,
production plan and plant
capacity, technology and engineering study, financial & economic analysis, appraisal criteria,
project financing,

documentation, implementation (execution), monitoring and evaluation.

Course Objectives

After accomplishing of this course, students will be able to:-

 Know basic concepts of project analysis and planning,

 Understand sources of project ideas and project identification,

 Explain feasibility study from different analytical perspective,

 Conduct project appraisals and make documentation of it.

 Appreciate project implementation, controlling & evaluation techniques, and50

 Know mechanisms of project financing,

Course Content

UNIT 1. INTRODUCTION

[Link] and definition of project

[Link] of a project

[Link], Programs and Plans

[Link] of Project Planning in Ethiopia

UNIT 2. PROJECT CYCLE

2.1. Meaning and Definition of Project Cycle

2.2. World Bank Project Cycle

[Link] Project Cycle

[Link] Project Cycle

UNIT 3. PROJECT IDENTIFICATION

3.1. Project Idea – meaning

3.2. Sources of Project Ideas

3.2.1. Macro sources

3.2.2. Micro sources

UNIT 4. PROJECT PREPARATION

4.1. Markets and Demand Analysis

4.2. Raw Materials and Supplies Study

4.3. Location, Site and Environment Impact Assessment (EIA)

4.4. Production Program and Plant Capacity

4.5. Technology Selection

4.6. Organizational and Human Resource Study

4.7. Financial Analysis

4.7.1. Initial Investment Cost

4.7.2. Production Cost

4.7.3. Marketing Cost

4.7.4. Projection of Cash Flow

4.7.5. Financial Evaluation

[Link].Payback Period (PBP)

[Link].Accounting Rate of Return (ARR) 53

[Link].Net Present Value (NPV)

[Link].Internal Rate of Return (IRR)

[Link].Benefit Cost Ratio (BCR)

[Link].Break – Even Analysis (BEA)

UNIT 5. PROJECT IMPLEMENTATION, MONITORING AND EVLAUATION

5.1. Project Planning

5.2. Project Organization

5.2.1. Line and Staff Organization

5.2.2. Divisional Organization

5.2.3. Matrix Organization

5.3. Project Directing

5.4. Project Control (Monitoring and Evaluation)

5.5. Human Aspects of Project Management

5.6. Pre – requisites for Successful Project Implementations

UNIT 6. SOCIAL COST BENEFIT ANALYSIS (SCBA)

6.1. What is SCBA?

6.2. Objectives of SCBA

6.3. Rationale for SCBA

6.4. UNIDO Approach to SCBA

UNIT 7. PROJECT FINANCING

[Link] of Project Finance

7.1.1. Equity

7.1.2. Loan Financing

7.1.3. Leasing

[Link] of Capital

[Link] Policy and Regulations on Financing

[Link] Institutions

Required Text and Other Reading Materials:

 Prasanna Chandra, Projects–Planning Analysis, Financing, Implementation, and Review

 Joseph Heagney, Fundamentals of Project Management, 4th edition. AMACOM, American

Management Association.

 UNIDO, A Manual for the Preparations of Industrial Feasibility Studies. 55

 UNIDO, A Guide to Practical Project Appraisal.

 Project Planning, Analysis and Management, Guru Jambheshwar University of Science

Technology, Hisar – Haryana.

 Harold Kerzner, Project Management, A Systematic Approach to Planning, Scheduling, and

Controlling, 8th edition, John Wiley & Sons, Inc.

 Rory Burke, Project Management: Planning and Control Techniques, 3rd Edition, John Wiley &

Sons, Inc., Chichester New York Weinheim56