MRWF53 – FUNDAMENTALS OF MANAGEMENT
Faculty of Economics and Business, Universitas Lancang Kuning
Department of Management (Accounting)
COURSE OUTLINE
SPRING SESSION 2023
Instructor:
Rizqa Anita, S.E., M.M., M.Ak., AK., Ph.D.
Classes (Room): Textbook:
Robbins, S. P., Coutler, M. A., & De Cenzo, D. A. (2019). Fundamentals of
Management, Global Edition (11ed). Pearson Education Limited.
Robbins, S. P., & Coutler, M. A. (2021). Management, Global Edition (15ed). Pearson
Education Limited.
Course Description:
Management as a practice is diverse and complicated, in any business context you need to be able to
understand how the disciplines of human resource management, strategy, operational logistics,
marketing, and basic accounting principles come together on a daily basis to help you do your job. This
module will give you a brief introduction to all these topics. They are often regarded as being distinct
subjects in an academic context, but in practice they are all interconnected, which is why this module is
vital to help you see where the connections are made. For those of you who have not studied business
and management before, this module will provide a basic understanding of the interdisciplinary nature of
management in practice. For those of you who have studied some management and business theory in
the past, this module will help you think a little more critically about how the various sub-disciplines of
management work collaboratively in real life practice.
Course Objectives:
The aims of the course are to enable students to see how interconnected the role of management is on
a daily working basis. While we study aspects of management separately in academic contexts the
operational setting sees managers drawing on skills, theory and practice from all management disciplines
in any one working day. This module will help you develop your thinking and skills to be able to put into
practice in a holistic way the learning you will gain from studying on a Management course. We will work
through theory and case studies of organisations drawn from around the world to enable you to develop
your strategic management thinking and skills. This course will enable you to apply for roles in private
sector, not for profit and third sector organisations secure in the knowledge that you have the skills to see
the bigger picture and the expertise to draw on that knowledge to maximise your management
effectiveness and that of your colleagues.
Specifically, after you successfully complete this course, you will be able to:
1) evaluate developments in contemporary business and management thinking from an historical and
global perspective;
2) analyse the role of the manager and how they use management theory and processes in different
organisational settings around the world;
3) develop an understanding of the interconnectedness of management processes and functions.
4) investigate, critique and present current contemporary debates and approaches to management
theory and practice at play in different parts of the world;
5) explore and research emerging innovations in management approaches associated with ethics,
sustainability, values and purpose from around the world.
6)
7)
8)
9)
work collaboratively on group work activities, demonstrating team working skills and respecting
differing global perspectives;
assess your own approach to team work and how best to manage yourself in terms of personal
contribution to collective efforts;
learn how to manage your own skills and time and that of your colleagues to achieve the best
possible outputs;
learn how to research, design and present a professional business style presentation.
EVALUATION:
Your final grade will be based on following:
Deliverable
Attendance
Written Report
Course Participation
Final Exam
Total
Percentage
10%
25%
30%
35%
100%
COURSE SCHEDULE
WEEK
TOPIC
LEARNING OBJECTIVES
ASSIGNMENTS &
OTHER INFO.
Introduction
1
Managing Today
2
The Managers as a Decision
Maker
3
Important Managerial Issues
1) Students can know who
managers are and where they
work. (p. 29)
2) Students can define
management. (p. 32)
3) Students can describe what
managers do. (p. 33)
4) Students can explain why it’s
important to study management.
(p. 38)
5) Students can describe the
factors that are reshaping and
redefining management. (p. 39)
6) Students can describe the key
employability skills gained from
studying management that are
applicable to your future career,
regardless of your major. (p. 42)
1) Students can describe the
decision-making process. (p. 65)
2) Students can explain the three
approaches managers can use
to make decisions. (p. 71)
3) Students can describe the types
of decisions and decisionmaking conditions managers
face. (p. 75)
4) Students can discuss group
decision making. (p. 78)
5) Students can discuss
contemporary issues in
managerial decision making. (p.
81)
1) Students can explain
globalization and its impact on
organizations. (p. 105)
2) Students can describe what
managers need to know about
managing in a global
organization. (p. 109)
3) Students can discuss how
society’s expectations are
influencing managers and
organizations. (p. 112)
Robbins et al
(2019)
Robbins et al
(2019)
Robbins et al
(2019)
4) Students can discuss the factors
that lead to ethical and unethical
behavior in organizations. (p.
115)
Planning
4
The Management
Environment
5
Managing Change and
Innovation
6
Planning and Goal Setting
1) Students can explain what the
external environment is and why
it’s important. (p. 131)
2) Students can discuss how the
external environment affects
managers. (p. 135)
3) Students can define
organizational culture and
explain why it’s important. (p.
139)
4) Students can describe how
organizational culture affects
managers. (p. 141)
5) Students can describe current
issues in organizational culture.
(p. 143)
1) Students can define
organizational change and
compare and contrast views on
the change process. (p. 157)
2) Students can explain how to
manage resistance to change.
(p. 162)
3) Students can describe what
managers need to know about
employee stress. (p. 164)
4) Students can discuss techniques
for stimulating innovation. (p.
168)
5) Students can explain what
disruptive innovation is and why
managing it is important. (p.
173)
1) Students can discuss the nature
and purposes of planning. (p.
213)
2) Students can explain what
managers do in the strategic
management process. (p. 215)
3) Students can compare and
contrast approaches to goal
setting and planning. (p. 224)
4) Students can discuss
contemporary issues in
planning. (p. 230)
Robbins et al
(2019)
Robbins et al
(2019)
Robbins et al
(2019)
Organizing
7
Structuring and Designing
Organizations
8
9
Mid-term Exam
Managing Human Resources
and Diversity
10
Managing Work Groups and
Teams
1) Students can describe six key
elements in organizational
design. (p. 247)
2) Students can identify the
contingency factors that favor
either the mechanistic model
or the organic model of
organizational design. (p. 256)
3) Students can compare and
contrast traditional and
contemporary organizational
designs. (p. 260)
4) Students can discuss the design
challenges faced by today’s
organizations. (p. 265)
1) Students can describe the key
components of the human
resource management process
and the important influences on
that process. (p. 283)
2) Students can discuss the tasks
associated with identifying and
selecting competent employees.
(p.287)
3) Students can explain how
employees are provided with
needed skills and knowledge. (p.
294)
4) Students can describe strategies
for retaining competent, highperforming employees. (p. 298)
5) Students can discuss
contemporary issues in
managing human resources. (p.
303)
6) Students can explain what
workforce diversity and inclusion
are and how they affect the
HRM process. (p. 307)
1) Students can define group and
describe the stages of group
development. (p. 329)
2) Students can describe the major
concepts of group behavior. (p.
332)
3) Students can discuss how
groups are turned into effective
teams. (p. 337)
Robbins et al
(2019)
Paper test
Robbins et al
(2019)
Robbins et al
(2019)
4) Students can discuss
contemporary issues in
managing teams. (p. 344)
Leading
11
Understanding Individual
Behavior
12
13
13
1) Students can identify the focus
and goals of organizational
behavior (OB). (p. 359)
2) Students can explain the role
that attitudes play in job
performance. (p. 361)
3) Students can describe different
personality theories. (p. 364)
4) Students can describe
perception and the factors that
influence it. (p. 371)
5) Students can discuss learning
theories and their relevance in
shaping behavior. (p. 375)
6) Students can discuss
contemporary issues in OB. (p.
378)
Motivating and Rewarding
1) Students can define and explain
Employees
motivation. (p. 395)
2) Students can compare and
contrast early theories of
motivation. (p. 396)
3) Students can compare and
contrast contemporary theories
of motivation. (p. 400)
4) Students can discuss current
issues in motivating employees.
(p. 408)
Understanding Leadership
1) Students can define leader and
leadership. (p. 427)
2) Students can compare and
contrast early leadership
theories. (p. 428)
3) Students can describe the four
major contingency leadership
theories. (p. 431)
4) Students can describe modern
views of leadership and the
issues facing today’s leaders. (p.
436)
5) Students can discuss trust as
the essence of leadership. (p.
443)
Managing Organizational and 1) Students can describe what
Interpersonal Communication
managers need to know about
Robbins et al
(2019)
Robbins et al
(2019)
Robbins et al
(2019)
Robbins et al
(2019)
communicating effectively. (p.
459)
2) Students can explain how
technology affects managerial
communication. (p. 467)
3) Students can discuss
contemporary issues in
communication. (p. 471)
Controlling
15
Controlling Works and
Organizational Process
16
Final Exam
1) Students can explain the nature
and importance of control. (p.
489)
2) Students can describe the three
steps in the control process. (p.
491)
3) Students can discuss the types
of controls organizations and
managers use. (p. 496)
4) Students can Discuss
contemporary issues in control.
(p. 502)
Robbins et al
(2019)
Paper test