UNIVERSITY OF QUEBEC AT CHICOUTIMI
Economics & Management Science Department
MANAGEMENT PRINCIPLES
(2MAN105)
Professor : Alain Gagnon
Semester: Winter 2005
SYLLABUS
1.
General Objectives
This course is designed to acquaint students with the fundamentals of
management principles, main management schools of thought,
evolution of management thought and decision making processes.
Students will study internal and external dynamics leading to
organizational transformations. Using traditional and systemic
management approaches, students will understand managerial
functions: planning, organizing, directing and controlling. Moreover,
they will discover the nature of major managerial functions, such as:
production, personnel management, marketing, etc.
This course also provides a reference framework students will use to
acquire additional management notions taught throughout the
program.
2.
Specific Objectives
At the end of this course, students will:
 Be able to understand and explain the managerial functions using
the systemic approach;
 Be able to differentiate and understand the role played by major
managerial functions, once again using the systemic approach;
 Be able to use a certain number of tools pertaining to the functions
stated above;
 Have developed - to a certain extent - the ability to make
decisions, whether alone or in teams, in an organizational context
using a logical or systemic approach;
 Have acquired a solid understanding of the challenges present-day
organizations have to face.
3.
Teaching Strategies
Obligatory readings will precede topics emerging in class. Pierre-G.
Bergeron’s La gestion dynamique: concepts, méthodes et applications,
Boucherville, published by Gaétan Morin Éditeur, 2001, 3 rd Edition,
will be the obligatory volume for the course. Moreover, this syllabus
gives the address to a Web site where students will find further
readings. The information in these readings and the exercises and case
studies done in class will also be part of exam material.
4.
Course Outline
Part – I Organizations, Management, Managers and Decision
Making
 Organizations: Classic and Systemic Management
0. Managers and management
1. Management thought: evolution and current challenges
2. Decision making
3. The organization and its environment
4. Social responsibility of businesses and ethics
Part – II
Planning
 Management Planning Process
5. Strategic planning
6. Planning tools
Part – III
Organizing
 Organizations and Organizational Structures
Part - IV
Directing (leadership)
 Personnel Management
7. Motivating Staff
Part - V
Controlling
 Controlling Process
16. Control tools
5.
Grading & Evaluation
 Mid-term exam (includes theory seen in class, exercises and further
readings): February 24: 30%.
 Term assignment (to be turned in on final exam day: 30% (Be sure
to read and understand the directions in the appendix very well).
 Final exam (includes theory seen in class, exercises and further
readings): April 28: 40%.
 Students absent on exam days or for any other type of evaluation
will automatically receive the mark “0”. Assignments or work
turned in late will incur a 10% penalty per day. Assignments must
be done in teams (minimum and maximum number of members
allowed on each team is stated in the appendix). Any assignments
not respecting this requirement will not be corrected, unless the
students have obtained the professor’s written consent allowing
them to do otherwise.
Appendix
TERM ASSIGNMENT
1.
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Form
In teams of 3 to 5 people;
15-page text (minimum) with numbered pages must be turned in;
Text must be typed and 1½ spaced;
Detailed table of contents (outline);
Titles and subtitles must be used to identify each section and
subsection of the text (follow directions given below);
 Write full pages, not pages that are partially filled in, no grocery
lists. Diagrams, illustrations, appendixes, table of contents, title
pages do not count as part of the text. Organization charts, pictures
and other illustrations must be included in the appendix.
2. Content
 Description of an organization, its operations and its problem
situations;
 More precisely, students must find an organization and describe the
following elements: its mission statement, a detailed organization
chart, corporate culture; inputs, procedures and outputs; internal
and external environments (strengths and weaknesses), dangers and
opportunities; its main competitors; remuneration and staff
motivation techniques; main processes and any other pertinent
elements.
3. Evaluation
 30 points – Distribution
20 points: exhaustiveness of research, precision of the description
and usage of theory taught in class.
10 points: Coherence vs. the outline and general quality of the text.
6.
References
AKTOUF, O., Le management: entre tradition et renouvellement,
Boucherville, Gaétan Morin, 1989.
BAGLA-GÖKALP,L., Sociologie des organisations, Paris, Éditions
de la Découverte, 1998.
BEAUJOLIN, F., Vers une organisation apprenante, RueilMalmaison, Liaisons, 2001.
BEAULIEU, J.-P., et al., Mobiliser l’organisation face à son avenir: la
démarche prospective, Montreal, G. Morin, 2000.
BÉDARD, M.G. AND MILLER, R., La direction des entreprises: une
approche systémique, conceptuelle et stratégique, Montreal,
Chenelière/McGraw-Hill, 2003.
BLAIS, R., Les ressources humaines: l’atout concurrentiel, Cap
Rouge, Presses interuniversitaires, 1996.
BOUQUIN, H., Le contrôle en gestion, Paris, P.U.F., 2001.
BRUNO, H., DRH, c’est déjà demain, Paris, Éditions Liaisons, 2002.
CLAUDE, J.-F., L’éthique au service du management, Paris, Éditions
Liaisons, 2002.
CÔTÉ, M. and MALO, M.-C., La gestion stratégique: une approche
fondamentale, Boucherville, Gaétan Morin, 2002.
DENIS, H., Comprendre et gérer les risques sociotechnologiques
majeurs, Montréal, Éditions de l’École polytechnique de Montréal,
1998.
DESSLER, G. et al., Gestion des organisations: principes et tendances
au XXIe siècle, Montreal, Éditions du Renouveau Pédagogique, 2004.
DIRIDOLLOU, B., L’encadrement de proximité, Paris, Éditions
d’Organisation, 1995.
DRUCKER, P.F., Structures de changements, Montreal,
Transcontinental, 1996.
DURAND, D., La systémique, Paris, P.U.F., 1979 (“Que sais-je?”
1795).
GERVAIS, M., Stratégie de l’entreprise, Paris, Éditions Economica,
2003.
HELFER, J.-P. et al., Management: stratégie et organisation, 4th
Edition, Paris, Vuibert, 2002.
HERSEY, P., Le leader situationnel, Montreal, Actualisation, 1995.
PERETTI, J.-M., Ressources humaines et gestion des personnes,
Paris, Vuibert, 2001.
PLANE, J.-M., Management des organisations: théories, conceptes,
cas, Paris, Dunod, 2003.
POUGET, M., Taylor et le taylorisme, Paris, P.U.F., 1998.
ROEBUCK, C., Déléguez efficacement, Paris, Éditions First, 1999.
RONDEAU, A., Changement organisationnel, Cap Rouge, Presses
interuniversitaires, 1998.
TREMBLAY, D.-G., La gestion des ressources humaines: typologie et
comparaisons internationales, Sainte-Foy, Télé-université, 1998.
TREVINO, L.K. et al., Managing Ethics in Organizations, Stanford,
Calif., Stanford Business Books, 2003.