COURSE NAME: PRINCIPLES OF MANAGEMENT
NUMBER: BMGT 1327
COURSE MASTER SYLLABUS
MANAGEMENT DEPARTMENT
COURSE TITLE: Human Resources Management
CREDIT HOURS: 3 Lecture Hours: 3; Lab Hours: 0
PREREQUISITE: None
METHOD OF PRESENTATION: Three hour lecture/discussion each week.
REQUIRED TEXTBOOKS/ MATERIALS:
Title: Student Achievement Series
Author: Ricky W. Griffin
Publisher: Houghton Mifflin, Edition: IE
ISBN: 0618730796
CHAPTER 1
UNDERSTANDING THE MANAGER’S JOB 2
►An Introduction to Management 5
Kinds of Managers
6
Basic Management Functions 8
Fundamental Management Skills
9
The Science and the Art of Management
10
►The Evolution of Management 11
The Importance of History and Theory
11
The Historical Context of Management
12
The Classical Management Perspective
12
The Behavioral Management Perspective
14
The Quantitative Management Perspective
16
►Contemporary Management Perspectives
19
The Systems Perspective
19
The Contingency Perspective 20
Contemporary Management Challenges and Opportunities
Building Effective Decision-Making Skills 23
Experiential Exercise 24
Chapter Closing Case: Southwest Flies High 25
Learning Objectives Review 26
Online Resources
27
21
CHAPTER 2
THE ENVIRONMENTS OF ORGANIZATIONS AND MANAGERS
►The Organization’s Environments 31
The General Environment
32
The Task Environment
33
The Internal Environment
34
28
►The Ethical and social Environment of Management
Individual Ethics in Organizations
36
Social Responsibility in Organizations
39
►The International Environment of Management
Trends in International Business
42
Levels of International Business Activity
43
The Context of International Business 45
►The Organization’s Culture
48
The Importance of Organization Culture
48
Determinants of Organization Culture 49
Managing Organization Culture
49
Building Effective Interpersonal Skills
50
Experiential Exercise 51
Chapter Closing Case: The Final Frontier? 53
Learning Objectives Review 55
Online Resources
55
36
42
CHAPTER 3
PLANNING ANS STRATEGIC MANAGEMENT 56
►Planning and Organizational Goals
59
Organizational Goals 60
Kinds of Plans 61
►The Nature of Strategic Management
63
The Components of Strategy 63
Types of Strategic Alternatives
63
Using Swot Analysis to Formulate Strategy 64
►Formulating Business-Level Strategies 66
Porter’s Generic Strategies
66
Strategies Based on the Product Life Cycle
67
►Formulating Corporate-Level Strategies 68
Single-Product Strategy
68
Related Diversification
69
Unrelated Diversification
70
Managing Diversification
70
►Tactical Planning 73
Developing Tactical Plans
73
Executing Tactical Plans
73
►Operational Planning
74
Single-Use Plans
74
Standing Plans 75
Contingency Planning and Crisis Management
76
Building Effective Diagnostic Skills 78
Experiential Exercise 79
Chapter Closing Case: FEMA’s Disastrous Response to Hurricane Katrina 81
Learning Objectives Review 82
Online Resources
83
CHAPTER 4
MANAGING DECISION MAKING
84
►The Nature of Decision Making 87
Decision Making Defined
88
Types of Decisions
88
Decision-making Conditions 89
►Rational Perspectives on Decision Making
91
The Classical Model of Decision Making
91
Steps in Rational Decision Making
92
►Behavioral Aspects of Decision Making 96
The Administrative Model
96
Political Forces in Decision Making 97
Intuition and Escalation of Commitment
98
Risk Propensity and Decision Making
99
Ethics and Decision Making 99
►Group and Team Decision Making in Organizations
100
Forms and Group and Team Decision Making 100
Advantages of Group and Team Decision Making
101
Disadvantages of Group and Team Decision Making 102
Managing Group and Team Decision-Making Processes
102
Building Effective technical Skills 103
Experiential Exercise 104
Chapter Closing Case: Exploding the Myth of the Superhero CEO 105
Learning Objectives Review 107
Online Resources
107
CHAPTER 5
ENTREPRENEURSHIP AND NEW VENTURE MANAGEMENT
►The Nature of Entrepreneurship 111
►The Role of Entrepreneurship in Society 112
Job Creation 113
Innovation
114
Importance to Big Business 114
►Strategy for Entrepreneurial Organizations
115
Choosing and Industry 115
Emphasizing Distinctive Competencies
118
Writing a Business Plan
119
Entrepreneurship and International Management
120
►Structure of Entrepreneurial Organizations
121
Trends in Small-Business Start-ups 127
Reasons for Failure
130
Reasons for Success 130
Building Effective Conceptual Skills
132
Experiential Exercise 132
Chapter Closing Case: Laughing All the Way to the Bank 133
Learning Objectives Review 134
Online Resources
135
108
CHAPTER 6
ORGANIZATION STRUCTURE AND DESIGN 136
►The Basic Elements of Organizing 140
Job Specialization
140
Alternatives to Specialization 141
Grouping Jobs: Departmentalization 143
Establishing Reporting Relationships 144
Distributing Authority 145
Coordinating Activities
146
►The Bureaucratic Model of Organization Design 149
►Situational Influences on Organization Design 151
Core Technology
151
Environment 152
Organization Size and Life Cycle
153
►Basic Forms of Organization Design
154
Functional (U-Form) Design 154
Conglomerate (H-Form) Design
155
Divisional (M-Form) Design 156
Matrix Design 157
Hybrid Designs
159
►Emerging Issues in Organization Design 159
Building Effective Technical Skills 161
Experiential Exercise 162
Chapter Closing Case: Customers Say “Yum!”
Learning Objectives Review 165
Online Resources
165
CHAPTER 7
ORGANIZATION CAHNGE AND INNOVATION
►The Nature of Organization Change
169
Forces for Change
170
Planned versus Reactive Change 171
►Managing Change in Organizations
172
Steps in the Change Process 172
Understanding Resistance to Change 173
Overcoming Resistance to Change
174
►Areas of Organization Change
175
Changing Organization Structure and Design 176
Changing Technology and Operations 176
Changing People, Attitudes, and Behaviors
176
Changing Business Processes
177
Organization Development
178
►Organizational Innovation
181
The Innovation Process
181
Forms of Innovation 182
The Failure to Innovate
183
163
Promoting Innovation in Organizations
Building Effective Diagnostic Skills 186
Experiential Exercise 187
Chapter Closing Case: Innovative Whole Foods
Learning Objectives Review 189
Online Resources
189
184
187
CHAPTER 8
MANAGING HUMAN RESOURCES
190
►The Environmental Context of Human Resource Management
194
The Strategic Importance of HRM
194
The Legal Environment of HRM
194
►Attracting Human Resources
197
Human Resource Planning
197
Recruiting Human Resources
199
Selecting Human Resources 200
►Developing Human Resources
202
Training and Development
202
Performance Appraisal
203
Selecting Human Resources 206
►Maintaining Human Resources
207
Determining Compensation 207
Determining Benefits 208
►Managing Knowledge Workers and Contingent and Temporary Workers
The Nature of the Knowledge Worker 213
Knowledge Worker Management and Labor Markets 213
Contingent and Temporary Workers 214
Building Effective Communication Skills 215
Experiential Exercise 216
Chapter Closing Case: The Retirement That Isn’t 217
Learning Objectives Review 218
Online Resources
219
CHAPTER 9
MANAGING INDIVIDUAL BEHAVIOR 220
►Understanding Individuals in Organizations
The Psychological Contract 224
The Person-Job Fit
225
►Personality and Individual Behavior
226
The “Big Five” Personality Traits
226
The Myers-Briggs Framework 228
Other Personality Traits at Work
228
Emotional Intelligence 230
►Attitudes and Individual Behavior
231
Work-Related Attitudes
231
Affect and Mood in Organizations
232
224
213
►Perception and Individual Behavior
235
Basic Perceptual Processes
233
Perception and Attribution
234
►Stress and Individual Behavior 235
Causes and Consequences of Stress 236
Managing Stress
238
►Creativity in Organizations
239
The Creative Individual
240
The Creative Process 240
Enhancing Creativity in Organizations
242
►Types of Workplace Behavior
243
Performance Behaviors 243
Withdrawal Behaviors 243
Organizational Citizenship
244
Dysfunctional Behaviors
244
Building Effective Interpersonal Skills
245
Experiential Exercise 246
Chapter Closing Case: Too Much Character Building? 247
Learning Objectives Review 248
Online Resources
249
CHAPTER 10
MOTIVATING EMPLOYEE PERFORMANCE
►The Nature of Motivation 254
►Content Perspectives on Motivation 255
The Needs Hierarchy Approach
255
The Two-Factor Theory
257
Individual Human Needs
258
►Process perspectives on Motivation
259
Expectancy Theory
259
Equity Theory 261
Goal-Setting Theory 262
►Reinforcement Perspectives on Motivation
264
Kinds of Reinforcement in Organizations
264
Providing Reinforcement in Organizations
265
►Popular Motivational Strategies 267
Empowerment and Participation
267
Alternative Forms of Work Arrangements
267
►Using Reward Systems to Motivate Performance
269
Merit Reward Systems
269
Incentive Reward Systems
270
Team and Group Incentive Reward Systems 271
Executive Compensation
272
New Approaches to Performance-Based Rewards
274
Building Effective Interpersonal and Communication Skills
Experiential Exercise 276
Chapter Closing Case: You’ve Got to Love this Job 277
275
Learning Objectives Review 278
Online Resources
279
CHAPTER 11
LEADERSHIP AND INFLUENCE PROCESSES
►The Nature of Leadership 283
The Meaning of Leadership 284
Leadership and Management 284
Leadership and Power 284
►Generic Approaches to Leadership
287
Leadership Traits
287
Leadership Behaviors 287
►Situational Approaches to Leadership
290
LPC Theory 290
Path-Goal Theory
293
Vrooom’s Decision Tree Approach
295
The Leader-Member Exchange Approach
298
►Related Approaches to Leadership
299
Substitutes for Leadership
299
Charismatic Leadership
300
Transformational Leadership 301
►Emerging Approaches to Leadership
302
Strategic Leadership 302
Cross-Cultural Leadership
302
Ethical Leadership
303
►Political Behavior in Organizations
304
Common Political Behaviors 304
Impression Management
305
Managing Political Behavior 305
Building Effective Decision-Making Skills 307
Experiential Exercise 308
Chapter Closing Case: The “New and Improved” Procter & Gamble 309
Learning Objectives Review 310
Online Resources
311
CHAPTER 12
COMMUNICATION IN ORGANIZATIONS
312
►Communication and the Manager’s Job 315
A Definition of Communication
316
Characteristics of Useful Information 316
The Communication Process 317
►Forms of Communication in Organizations
319
Interpersonal Communication 319
Communication in Networks and Work Teams
Organizational Communication
321
321
►Electronic Communication
324
Information Systems 324
Personal Electronic Technology
326
►Informal Communication in Organizations
328
The Grapevine 328
Management by Wandering Around 329
Nonverbal Communication
330
►Managing Organizational Communication
331
Barriers to Communication
331
Improving Communication Effectiveness
333
Building Effective Technical Skills 336
Experiential Exercise 336
Chapter Closing Case: Communicating the Truth about Smoking
Learning Objectives Review 338
Online Resources
339
CHAPTER 13
MANAGING GROUPS AND TEAMS
340
►Groups and Teams in Organizations
343
Types of Groups and Teams 344
Why People Join Groups and Teams 346
Stages of Group and Team Development
►Characteristics of Groups and Teams
343
Role Structure 349
Behavioral Norms
351
Cohesiveness 352
Formal and Informal Leadership
354
►Interpersonal and Intergroup Conflict 355
The Nature of Conflict 355
Causes of Conflict
35
►Managing Conflict in Organizations
359
Stimulating Conflict 359
Controlling Conflict 359
Resolving and Eliminating Conflict 360
Building Effective Conceptual Skills
361
Experiential Exercise 362
Chapter Closing Case: Video Game Teams 363
Learning Objectives Review 365
Online Resources
365
CHAPTER 14
MANAGING THE CONTROL PROCESS 366
►The Nature of Control
369
The Purposes of Control
370
Types of Control
371
Steps in the Control Process 373
►Operations Control
376
347
337
►Financial Control 378
Budgetary Control
378
Other Tools for Financial Control
381
►Structural Control 383
Bureaucratic Control 384
Decentralized Control 385
►Strategic Control 386
Integrating Strategy and Control
386
International Strategic Control 386
►Managing Control in Organizations
387
Characteristics of Effective Control 387
Resistance to Control 388
Overcoming Resistance to Control
390
Building Effective Time-Management Skills
Experiential Exercise 392
Chapter Closing Case: Wake Up, “Zombies”!
Learning Objectives Review 394
Online Resources
395
391
392
CHAPTER 15
MANAGING OPERATIONS, QUALITY, AND PRODUCTIVITY
396
►The Nature of Operations Management 400
The Importance of Operations 400
Manufacturing and Production Operations
400
Service Operations
401
The Role of Operations in Organizational Strategy
401
►Designing Operations Systems 402
Determining Product-Service Mix
402
Capacity Decisions
402
Facilities Decisions
403
►Organizational Technologies
405
Manufacturing Technology
405
Service Technology 408
►Implementing Operations Systems Through Supply Chain Management
Operations Management as Control 409
Purchasing Management
410
Inventory Management
410
►Managing Total Quality 412
The Meaning of Quality
412
The Importance of Quality
413
Total Quality Management
413
TQM Tools and Techniques 415
►Managing Productivity
418
The Meaning of Productivity 418
The Importance of Productivity
419
Productivity Trends 419
409
Building Effective Communication Skills
Experiential Exercise 423
Chapter Closing Case: Small Is Beautiful
Learning Objectives Review 425
Online Review
426
422
424