Classic Management

Semester 2, 2013 Course Coordinator: Name: Naolah Pitia Phone: 3232765 Email [email protected] ac. fj Room FBE S206: School of Management and Public Administration, Faculty of Business and Economics Laucala Campus, Upper Campus, The University of the South Pacific, Suva, Fiji. Consultation Hours: Monday: 10. 00 – 12. 00 p. m. Wednesday: 10. 00 – 12. 00 p. m. Course Tutor: Name: Phone: Email: Room S032 Ms Kritika Devi 323- 2680 [email protected] c. fj : School of Management and Public Administration, Faculty of Business and Economics Laucala Campus, Upper Campus, The University of the South Pacific, Suva, Fiji. (Opposite School of Tourism) Consultation Hours: TBA Course Tutor: Name: Ms Buriata Tofinga Phone: TBC Email: [email protected] usp. ac. fj Consultation Hours: After tutorial sessions only MG101 Tutorial outline Semester 2 2013 1 1. 0 The tutorial will focus on enhancing students knowledge on management theories/concepts learnt in the lectures.

It will further develop essential managerial skills as discussions in tutorials relate theories learnt in the course to real life practices by analyzing case studies. Students will be working in groups as well as individually within their tutorial groups. Every week, there will be group discussions in tutorial classes relating to the chapters; plus presentations (case study presentations) related to the chapters covered. Students will be required to divide themselves up into groups consisting 3-4 members within each tutorial group.

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Each group will be doing one (1) case study presentation. All the team members will need to present. No oral presentations are to be read (note- cards can be permitted as reference guide). Student presentations are to be made in a relaxed, confident and professional manner. All team members should actively engage in the presentation and discussion that follows the presentation. The use of visual aids (laptop/projector, overhead projector, charts, whiteboard and handouts) is recommended.

Booking for use of visual aid can be arranged with SMPA secretaries and USP Media Centre (Located in ICT Building) and note that prior arrangements will need to be made for those that would like to deliver presentation using laptop/projector. For booking laptop/projector with SMPA secretaries it is advisable to make bookings through the tutor of the course. You will be expected to: a. Critically analyze the key issues raised in the case study you have chosen and answer the questions given at the end of the case studies. Each group will choose one case study to present on the week indicated in your tutorial outline.

You can read other sources (research articles) to supplement the argument you are using in your presentation. As 100-level students, you will be expected to deliver arguments in a logical manner, and quote relevant information pertaining to the theories from the chapter and relating that to the cases. In addition, you will be quoting relevant material in presenting your critical analysis of the case studies. b. Adhere to the time given for presentation, so make sure you only present the main points covering the key issues from the case study.

Refer to assessment criteria and time limit for case study presentation, given in section 9. 0 below. Case study presentation is worth 10% of your total course work, so please make sure that your group takes some time to plan and prepare your presentation well. 2. 0 Case study presentations will begin in week 3 (5-9 August 2013) 3. 0 The tutorial outline is posted up on moodle. The outline has information on which chapter the tutorial will be focused on each week, and tutorial discussion questions, as well as the case studies.

You are expected to do your part in going through the discussion questions indicated for each week before you come for your tutorial class. If there is going to be a case study presentation, you are expected to read the case study and attempt the given questions before coming for your tutorial. This is very important if you are going to learn and participate effectively in the tutorial sessions. 4. 0 There will be a number of same tutorials conducted in a week. However, you are to signup and attend only one tutorial per week; and the same tutorial ay and time every week throughout the semester. Students cannot change the tutorial day and time they have sign up for at any time, or as they wish. Five percent of your total course work comes from your attendance and participation in class. Students will only be assessed in the class that they have initially sign-up for in the beginning of the semester. Tutorial sign up will be online in moodle shell. 5. 0 Following are the list of tutorial days, times and venues for Laucala students. The list is also posted up on moodle. MG101 Tutorial outline

Semester 2 2013 2 Tutorial Times and Venue Day Monday Monday Tuesday Tuesday Tuesday Tuesday Tuesday Tuesday Wednesday Wednesday Wednesday Thursday Friday Friday Friday Friday Time 9am – 10am 10am – 11am 9am – 10am 10am – 11am 12 noon – 1pm 1pm – 2pm 2pm – 3pm 4pm – 5pm 12noon – 1pm 1pm – 2pm 2pm – 3pm 12noon – 1pm 11am – 12noon 12noon – 1pm 1pm – 2pm 2pm – 3pm Venue 093 – 001 093 – 001 014 – 117 014 – 117 093 – 007 093 – 007 093 – 007 014 – 116 014 – 116 014 – 116 014 – 116 093 – 003 014 – 114A 014 – 116 014 – 116 014 – 116 6. Your first point of contact will be your tutor. Please adhere to consultation hours of tutors and lecturers to avoid your own inconvenience. If you wish to consult outside consultation hours, please make an appointment via email. 7. 0 Students are expected to participate in the tutorial class by participating in discussing the discussion questions; or raise questions about issues or points raised in the lectures, case study presentations or from their own personal reading. There are several ways you can actively participated in your tutorial class.

Some of these are listed below: ? asking questions about text or case material ? making observation about text or case material ? making insightful comments or asking probing questions during tutorials or at appropriate time during case presentations; and ? relating assigned material to other areas of study or current events in the pacific region. 8. 0 All attendance will be taken in tutorial classes. The attendance and participation will be assessed from week 3-14. University’s tutorial attendance policy of 60% is applied.

Students must attain at least a minimum of 60 percent tutorial attendance to pass this course. Failure to meet this requirement means failing the course. 9. 0 Marking Criteria for Case Study Presentation Criteria Visual Aid (projector, charts etc) Presentation (speaking style, clarity, eye contact, confidence, timing) Understanding, Familiarity with Content & Analysis Question/Discussion/Linking Total Marks Allocated (in %) 1 % 2 6% 1 10 % Please note: presentations will be assessed as a group overall; not individual member presentations.

Whatever mark is given is group based so everyone in the group gets the same mark. Time Limit Breakdown: • Presentation time for all the group members- 15 minutes • Question/Discussion time- 5 minutes • Tutor’s remarks – 5 minutes MG101 Tutorial outline Semester 2 2013 3 Table 1: Week 3 Tutorial Case Study/Class discussion activities Introductory session: ? emphasizing on the important issues raised in the course outline ? Students to select their tutorial group (3 or 4 members in a group) ? discussion on how to analyze case studies to prepare students for presentation ?

The assessment criteria for case study presentation Discussion Questions: 1. Discuss the major developments that characterize current global economy and the challenges these impose on the organizations and industrial sectors. 2. Discuss some of the organization transitions that set the context for the study of management today Date ****All case studies are from the recommended textbook**** Chapter Tutorial case study/ Discussion question 1 5 – 9 August 4 12-16 August Chapters 2;3 5 19-23 August Chapter 4 6 26-30 August Test 1: Day: Friday Date: 30 Aug 2013 Time: 9. 0–9. 50 a. m. Room: 014-025 Coverage: Chapter 1-4 and 6 Format: Section A: Multiple choice Section B: True/False Section C: Short to paragraph-long questions Total % mark: 10% of the total course work. Chapter 6 Discussion Questions: 1. Explain the major elements of an organization’s general environment 2. What elements in the specific environment should organization concentrate on in order to sustain competitive advantage Chapter 3: 1. Explain in detail the three environments for managerial decision making and problem solving 2.

People display three different approaches or ‘styles’ in the way they deal with problem situations. Case Study: “Informing Panasonic” pp 82-84 of the textbook Discussion Questions: 1. What key ideas did classical approaches, behavioral (or human resource) approaches, and quantitative approaches contribute to management thinking? Case Study: “Management in practice at Bee Cheng Hiang (BCH)” pp 105-106 Discussion Questions: 1. Identify the alternative views of ethincal behavior and briefly describe the main emphasis of each view 2.

Explain the concepts of cultural relativism and universalism. What implications do these concepts have for international business operations? 3. What is an ethical dilemma? Describe some of the possible sources of ethical dilemmas. Case study: “Satyam – the ‘Enron’ of India” Pp 160-162 7 2- 6 September Chapter 7;8 Discussion Questions: 1. Explain the benefits of scenario planning used by the organization? 2. How can participation be used in organization? 3. What resistance might it potentially create and how would you deal with this? MG101 Tutorial outline Semester 2 2013 4

Given that controls are essential to any organizations operational success, explain the steps involved in the control process. Case study: “Telstra makes the wrong call” pp 183-184 OR “The airline industry-attempting to control turbulence” pp 204-206 4. 9 – 13 September 8 16-20 September MID SEMESTER BREAK Chapter 9 Discussion Questions: 1. What is SWOT analysis? Discuss the types of issues and questions that should be dealt with when conducting a SWOT analysis 2. Discuss the advantages of performing a SWOT analysis 3. Compare and contrast different strategies for: (a) growth and diversification; and (b) retrenchment 4.

Explain the basic variables contained in Porter’s generic strategies model and the BCG matrix Case study: “Managing strategy and culture at Boost Juice Bars” pp 238-239 Discussion Questions: 1. What is the purpose of organizational design? 2. Discuss the difference between bureaucratic designs and adaptive designs Case study: “Lenovo-changing structure to follow strategy” pp 298-299 9 23-27 September Group Assignment: Due: Friday 27 September at 4. 00 p. m. All group assignment must be uploaded on moodle. Chapter 11 10 30 Sept – 4 October Test 2: Day: Friday Date: 4 October 2013 Time: 9. 00 – 9. 50 a. m.

Venue: Room 014-025 Coverage: Chapter 7-9, and 11 Format: Section A: Multiple choice Section B: True/False Section C: Short to paragraph-long questions Total % mark: 10% of the total course work. 7-11 October Chapter 12 Discussion Questions: 1. What is human resource management and what role does it plays in organizations? 2. What steps should a manager take in helping a new employee fit into the work environment in a way that furthers his/her development and performance potential? 3. What options would you, as a manager, have in maintaining a qualified workforce? Comment briefly on the options discussed in the text.

Case study: NO Case study 11 Chapter 13 12 14-18 October Chapter 14 Discussion Questions 1. Explain the sources of position power and personal power used by managers to influence the behavior of other people Explain the sources of position power and 2. What is leadership style? Explain how concern for task and concern for people are related to leadership style. 3. Discuss the Fiedler, Hersey and Blanchard, House, and Vroom-Jago contingency models of leadership. What guidance does each contingency model provide for leaders? Case study: “Leadership at OSIM” pp 361-362 Discussion Question: 1.

Briefly describe Maslow’s hierarchy of needs theory, Alderfer’s ERG theory, Herzberg’s twofactor theory, and McClelland’s acquired needs theory. 2. Discuss goal setting theory and how it relates to managing for motivation. MG101 Tutorial outline Semester 2 2013 5 13 21-25 October Chapter 15 ; 16 14 28 Oct –1 November Chapter 17 Describe the key concepts in the expectancy theory of motivation. How do these concepts explain the level of motivation that a person may display at work? Case study: “Google: one of Australia’s best places to work” pp388-390 Discussion Questions 1.

Using the contributions and inducements that are referred to in the psychological contract between the individual and organization, explain the nature of the relationship that you have had with an organization for which you now work or have worked in the past. 2. Explain the role that job design plays in worker satisfaction and performance. Chapter 16: 3. How do teams contribute to organizations? 4. Briefly describe the stages of group/team development. Think of a group or team in which you have held or currently hold membership. Explain how the stages of group/team development can be applied to this example group or team.

Case study: “Beyond work life balance at IBM” pp 420-421 Discussion Questions: 1. Explain why understanding the communication process and having communication skills are important for managerial success. 2. Discuss some of the barriers that are encountered in the communication process. What can a person do to overcome these barriers? 3. Explain how managers can use active listening and constructive feedback skills effectively at the workplace 3. 4 – 15 November 11 – 15 November 18 – 22 November STUDY WEEK FINAL EXAMINATION FINAL EXAMINIATION 6 MG101 Tutorial outline Semester 2 2013 6