Facultatea de Științe Economice și Gestiunea Afacerilor
Str. Teodor Mihali nr. 58-60
Cluj-Napoca, RO-400951
Tel.: 0264-41.86.52-5
Fax: 0264-41.25.70
econ@econ.ubbcluj.ro
www.econ.ubbcluj.ro
DETAILED SYLLABUS
Management
1. Information about the study program
1.1 University
1.2 Faculty
1.3 Department
1.4 Field of study
1.5 Program level (bachelor or master)
“Babeș-Bolyai” University of Cluj-Napoca
Faculty of Economics and Business Administration
Management
Management
Bachelor degree
1.6 Study program / Qualification
Management
2. Information about the subject
2.1 Subject title
Management
Lector univ. dr. Călin-Dan
2.2 Course activities professor
Lungescu
Lector univ. dr. Irina-Iulia
2.3 Seminar activities professor
Salanță
2.4 Year of study
I
2.5 Semester
1
2.6 Type of assessment ES
2.7 Subject regime
Ob
3. Total estimated time (teaching hours per semester)
3.1 Number of hours per week
5 out of which: 3.2 course
2
3.3 seminar/laboratory
3.4 Total number of hours in the
70 out of which: 3.5 course
28
3.6 seminar/laboratory
curriculum
Time distribution
Study based on textbook, course support, references and notes
Additional documentation in the library, through specialized databases and field activities
Preparing seminars/laboratories, essays, portfolios and reports
Tutoring
Assessment (examinations)
Others activities ...................................
3.7 Total hours for individual study
94
3.8 Total hours per semester
150
3.9 Number of credits
6
3
42
Hours
32
18
38
3
3
4. Preconditions (if necessary)
4.1 Curriculum
4.2 Skills
5. Conditions (if necessary)
5.1. For course
development
5.2. For seminar /
laboratory development
•
The lecturer and the students will have the phones turned off.
•
•
The seminar holder and the students will have the phones turned off.
Attendance, attitude, and preparation are important.
1
NOTE: This document represents an informal translation performed by the faculty.
6. Acquired specific competences
Professional
competences
Transversal
competences
•
•
•
•
•
•
•
•
•
•
Use and explain fundamental concepts and principles of management.
Manage the interactions between the environment, technology, human resources and
organizations in order to achieve performance.
Make decisions in a rational way.
Use creativity techniques.
Design organizational structures.
Influence other people by using managerial tools.
Develop effective information systems.
Demonstrate concern for the improvement of professional business results by taking roles in a
multidisciplinary team working.
Undertake research involvement, such as documenting, developing literature syntheses, possibly
of essays and articles.
Participate in scientific projects and demonstrate the ability to identify training opportunities for
their future.
7. Subject objectives (arising from the acquired specific competences)
7.1 Subject’s general objective
•
7.2 Specific objectives
•
•
•
•
•
•
•
•
•
•
•
Developing decision-making abilities, the awareness of the socioeconomic environment, and the personality with socially desirable values
and attitudes.
Understand fundamental concepts and principles of management.
Be knowledgeable of historical development, theoretical aspects and
practice application of managerial process.
Be familiar with interactions between the environment, technology, human
resources and organizations in order to achieve performance.
Be aware of the major challenges faced by managers.
Recognize the importance of planning and be familiar with planning
methods and techniques, including rational decision-making and creativity
techniques.
Understand the basic elements of organizing: chain of command,
coordination, organization chart and others.
Outline the major approaches to job design.
Understand motivation: why individuals are doing something and how a
manager could provide them with reasons to do their jobs.
Understand how a leader should behave in order to get followed by
subordinates.
Recognize the importance of different communication skills and assess the
usefulness of centralized and decentralized group communication
networks.
Understand the different types of controlling and the most important
control techniques.
Understand the importance of information and how information systems
help managing information.
8. Contents
8.1 Course
Part I. Introduction
1. Manager’s job
2. The evolution of management
3. Organizational environments
4. Social responsibility and ethics
Teaching
methods
Lectures
Observations
4 lectures
2
NOTE: This document represents an informal translation performed by the faculty.
Part II. Planning
5. Organizational goals and plans
6. Strategic management
Lectures
2 lectures
7. Managing innovation and change
8. Decision making
Part III. Organizing
9. Organizational structure
Lectures
2 lectures
10. Organization design
11. Human resource management
Part IV. Leading
12. Motivation
13. Leadership
Lectures
4 lectures
14. Communication
15. Managing groups
Part V. Controlling
16. Organizational control
17. Control methods
Lectures
2 lectures
18. Operations management
19. Information systems
References:
Brătianu, C., et al. (2011). Business management. București: Editura Universitară.
Brătianu, C., et al. (2006). Business management. București: Editura ASE.
Certo, S. C., & Certo, S. T. (2012). Modern management: Concepts and skills (12th ed.). Prentice Hall.
DuBrin, Andrew J. (2010). Essentials of management (9th edition). South-Western Educational Publishing.
Gomez-Mejia, L. R., & Balkin, D. B. (2012). Management: People / performance / change. Prentice Hall.
Hitt, M., Black, J. S., & Porter, L. W. (2012). Management (3rd ed.). Prentice Hall.
Kinicki, A., & Williams, B. K. (2010). Management: A practical introduction (5th ed.). McGraw-Hill.
Robbins, S. P., & Coulter, M. (2012). Management (11th ed.). Prentice Hall.
Schermerhorn, J. R. (2012). Exploring management (3rd ed.). Wiley.
Williams, C. (2011). Management (6th ed.). Cengage Learning.
Teaching
8.2 Seminar/laboratory
Observations
methods
Manager’s job
Case study
Theory X and Theory Y
Debate
Ethics in management
Case study
SWOT analysis
Application
exercise
Application
exercise
Application
exercise
Application
exercise
Application
exercise
Application
exercise
Discussion
Discussion
Case study
Brainstorming
Decision making: utilities
Decision making: ELECTRE method
Decision making: risk and uncertainty
Group decision making
Motivation: need theories
Motivation: process theories:
Leadership in organizations
3
NOTE: This document represents an informal translation performed by the faculty.
References:
Brătianu, C., et al. (2011). Business management. București: Editura Universitară.
Brătianu, C., et al. (2006). Business management. București: Editura ASE.
Certo, S. C., & Certo, S. T. (2012). Modern management: Concepts and skills (12th ed.).
Prentice Hall.
DuBrin, Andrew J. (2010). Essentials of management (9th edition). South-Western Educational
Publishing.
Gomez-Mejia, L. R., & Balkin, D. B. (2012). Management: People / performance / change.
Prentice Hall.
Hitt, M., Black, J. S., & Porter, L. W. (2012). Management (3rd ed.). Prentice Hall.
Kinicki, A., & Williams, B. K. (2010). Management: A practical introduction (5th ed.).
McGraw-Hill.
Robbins, S. P., & Coulter, M. (2012). Management (11th ed.). Prentice Hall.
Schermerhorn, J. R. (2012). Exploring management (3rd ed.). Wiley.
Williams, C. (2011). Management (6th ed.). Cengage Learning.
9. Corroboration / validation of the subject’s content in relation to the expectations coming from
representatives of the epistemic community, of the professional associations and of the representative
employers in the program’s field.
 Course content is consistent with what is taught in other universities in Romania and abroad. To better adapt the
content to market demands, some meetings were held with representatives of the business and with high school
management teachers.
10. Assessment (examination)
Type of activity
10.1 Assessment criteria
10.2 Assessment methods
10.4 Course
Knowledge of general and specific concepts •
of management.
Explaining managerial theories and models.
•
10.5
Discussing the study cases.
Seminar/laboratory
Solving the application exercises.
•
•
3 part-time examinations
during the seminars (multiple
choice tests).
Written final examination
(test, open-ended questions)
Home assignments.
Class activity portfolio.
10.3 Weight in
the final grade
65%
35%
Class participation.
Making decision in a rational way (home
assignments).
10.6 Minimum performance standard
• It is necessary to obtain a minimum grade of 5 (five) in order to pass this subject;
• The grades being granted are between 1 (one) and 10 (ten);
• The exam is written and takes approximately 120 minutes.
Date of filling
5.02.2015
Signature of the course professor
Lector univ. dr. Călin-Dan Lungescu
Date of approval by the department
19.02.2015
Signature of the seminar professor
Lector univ. dr. Irina-Iulia Salanță
Head of department’s signature
Prof.univ.dr. Răzvan Liviu Nistor
4
NOTE: This document represents an informal translation performed by the faculty.