Principles of Management

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Principles of Management

The course is designed to explore the meaning, importance, process and principles of Management. The course looks into the different management theories – old and new – thereby facilitating integration of the student’s knowledge & skills into their roles as future managers in the competitive global environment. Not only would the students be able to learn basic management functions of planning, organizing, leading and controlling, but also be able to appreciate the value of upholding social responsibility and managerial ethics. Students will be required to relate real-life practices to what they learn in class.

  1. It is the student’s responsibility to gather information about the assignments and covered topics during the lectures missed. Regular class attendance is mandatory. Points will be taken off for missing classes. Without 70% of attendance, sitting for final exam is NOT allowed. According to IUB system students must enter the classroom within the first 20 minutes to get the attendance submitted.
  2. The date and syllabus of quiz, midterm and final exam is already given here, however, announcements will be given ahead of time. There is NO provision for make-up quizzes.
  3. The reading materials for each class will be given prior to that class so that student may have a cursory look into the materials.
  4. Class participation is vital for better understanding of sociological issues. Students are invited to raise questions.
  5. Students should take tutorials with the instructor during the office hours. Prior appointment is required.
  6. Students must maintain the IUB code of conduct and ethical guidelines offered by the School of Business.
  7. Students must refrain from any type of cheating and/or plagiarism in a course. Any student acting otherwise will receive an “F” grade in the course. School of Business, IUB, maintains a zero tolerance policy regarding violation of academic integrity.
  1. Students are not allowed to keep bags, handouts, books, mobile phones, smart watches or any other smart electronic devices with them during any exam. Students are advised to keep everything in the front of the class room before the exam starts. Please note that, just carrying any smart electronic devises (even if the devise is turned off or put it in silent mode) during the exam will be considered as “cheating”. Moreover, during the exam, anything written on hand palms (or anywhere else) and carrying paper materials (whatever is written) will be considered as “cheating”. Any sorts of “cheating” will result in an “F” grade with no exception. During the exam, students are only allowed to carry pen, pencil, eraser, sharpener, ruler, highlighter and calculator in a clear plastic bag.
Type of Evaluation Nos. Weight
Class Attendance and Participation 10%
Quiz 2 10%
Assignments/ Homework/ Projects 2 20%
Presentation 1 10%
Midterm Exam 01 20%
Final Exam 01 30%
Total   100%

The following chart will be followed for grading. This has customized form the guideline provided by the school of Business.

A A- B+ B B- C+ C C- D+ D F
90-100 85-89 80-84 75-79 70-74 65-69 60-64 55-59 50-54 45-49 0-44

* Numbers are inclusive

The course will be based mostly on the following books [some other books and journals may be referred time to time]:

  • Robbins, S. P. & Coulter, M. (2014) Management (12th Edition), Prentice-Hall, Inc.



  • Weihrich, H., Cannice, M. & Koontz, H. (2013) Management: A Global and Entrepreneurial Perspective (14th Edition), Tata McGraw-Hill
  • Robbins S. P., Decenzo D. A., & Coulter, M. (2013) Fundamentals of Management: Essential Concepts and Applications (8th Edition), Prentice-Hall, Inc.
  • Any other book on general management
  • Articles on general management issues from Journals like MIT Sloan Management Review, Academy of Management Journal, British Journal of Management, etc.


Link to virtual learning system: (School of Business – Faculty name- Login as a guest- password is 1234).

Sessions Topic Learning Outcomes Readings
Session -1 Introduction to Management & Organizations ·         Introduciton to the course

·         Who are managers

·         What is Management

Chapter 1
Session -2 Introduction to Management & Organizations ·         What do Managers do?

·         What is an organization?

·         Why study management?

Chapter 1
Session -3 Historical Background of Management ·         Historical Background of Management

·         Classical Approach

o  Scientific Management

o  General Administrative Theories

Management History Module (Chapter 1 Appendix)
Session -4 Historical Background of Management ·         Contemporary Theories

o  Quantitative Approaches

o  Human Relations Approaches

o  Systems Approach

o  Contingency Approach

Management History Module (Chapter 1 Appendix)
Session -5 Organization’s Culture and its Environment ·         Omnipotent & Symbolic View

·         Organizational Culture

·         The Environment


Chapter 2 & parts of Chapter 3
Session -6 Decision Making ·         The Decision-Making Process

·         Managers Making Decision


Example of using the Decision Making Process

Chapter 6
Session-7 Decision Making ·         Types of Decision and Decision-Making Conditions

·         Decision-Making Styles

Chapter 6
Session -8 Quiz 1 & Discussion


Discussion on Group & Individual Assignments

Assessment of learning through Quiz 1 followed by discussion on what each question in the quiz assesses


Discussion on Group Assignment: how to choose a company for assignment; how to prepare for interview with managers

Session -9 Foundations of Planning ·         The What & Why of Planning

·         Goals & Plans

·         Management by Objectives

Chapter 8
Session -10 Foundations of Planning ·         Setting Goals & Developing Plans

·         Contemporary Issues in Planning

Chapter 8
Session -11 Organizational Structure & Design ·         Designing Organizational Structure

·         Six elements of organizational design

Chapter 11
Session -12 Organizational Structure & Design ·         Mechanistic & Organic Structures

·         Contingency Factors Affecting Structural Choice

·         Traditional Designs

Chapter 11
Session -13 Organizational Structure & Design ·         Contemporary Organizational Designs


Examples of Organizational Charts

Parts of Chapter 12



Session -14 Midterm Exam Chapter 1 (with HM), 2, parts of 3, 6, 8, 11 & parts of 12  
Session -15 OB & Individual Behaviour ·         Focus & Goals of OB

·         Attitudes & Job Performance

·         Personality


o  The Big Five


Exercise on determining your on Personality using the Big Five

Chapter 15


Exercise sheet available in MySB

Session -16 OB & Individual Behaviour ·         Perception

o  Factors that influence Perception

o  Shortcuts used in Judging others

·         Perception: Implication for Managers

·         Learning

o  Shaping: a Managerial Tool

o  Learning: Implications for Managers

·         Contemporary Issues in OB

Chapter 15
Session -17 Understanding Group Behaviour ·         Groups & Group Development

·         Work Group Performance & Satisfaction

·         Turning Groups into Effective Teams

Chapter 14
Session -18 Motivation ·         What is Motivation?

·         Needs Satisfaction Process

·         Early theories of Motivation

o  Maslow’s Hierarchy of Needs

o  Theory X and Theory Y

o  Two-Factor Theory

o  McClelland’s Three Needs Theory

Chapter 17
Session -19 Motivation ·         Contemporary theories of Motivation

o  Goal-setting theory


o  Reinforcement theory

o  Designing Motivating Jobs

o  Equity Theory

o  Expectancy Theory

·         Current issues in Motivation

Chapter 17
Session -20 Quiz 2 & Discussion


Discussion on Individual Assignment

Assessment of learning through Quiz 2 followed by discussion on what each question in the quiz assesses


Showing video supplement for the individual assignment

Session -21 Leadership ·         Who are Leaders & what is Leadership?

·         Early leadership theories

·         Contingency theories of Leadership

·         Contemporary views of Leadership

Chapter 18
Session -22 Leadership ·         Leadership issues in the 21st Century

·         Managing Power

·         Developing trust

·         Empowering employees

·         Leading across cultures

Chapter 18
Session -23 Foundations of Control ·         What is controlling & why is it important?

·         The control process

·         Controlling for Organizational and Employee Performance

·         Tools for measuring Organizational Performance

·         Contemporary Issues in Control

Chapter 10
Session -24 Submission of Group Project



Collection of report and discussion on report & presentation assessment criteria

Presentation of reported topic

Session -25 Presentation


Review for Final Exam

Presentation of reported topic N/A
Session -26 Final Exam Chapters 14, 15, 17, 18, 19 & 10  

Students who are willing to audit the course are welcome during the first two classes and are advised to contact the instructor after that.

Plagiarism- that is the presentation of another person’s thoughts or words as though they were the students’ own – must be strictly avoided. Cheating and plagiarism on exam and assignment are unacceptable.

Please see the green book for further information about academic regulation and policies, including withdrawal and grading, apples and penalties for pilgrims and academic misconduct.

Students with disabilities are required to inform the School of Business/ Department of Economics of any specific requirement for classes or examination as soon as possible.