VIETNAM NATIONAL UNIVERSITY HCMC
INTERNATIONAL UNIVERSITY
School of Business
COURSE SYLLABUS
Course Name: Principles of Management
Course Code: BA123IU
1. General information
Course
designation
This subject will provide the fundamental theories and concepts of
management as they apply within the contemporary work environment.
Semester(s) in
which
the
course is taught
1, 2, 3
Person
responsible for
the course
Language
Relation
curriculum
English
to
Compulsory
Teaching
methods
Lecture; Case study; Group discussion
Workload (incl.
contact hours,
self-study
hours)
(Estimated) Total workload: 120
Credit points
3
Required and
recommended
prerequisites
for joining the
course
None
Contact hours: 34 (15 sessions, 1 session = 3 periods, 1 period = 45 minutes)
Expected self-study hours: 86 (reading, research, working on group
assignments)
1
Course
Description
Students will be provided with the fundamental theories and concepts of
management as they apply within the contemporary work environment.
The course is an introduction to the basic concepts on management roles
such as planning and controlling, organization, leadership and motivation.
Through this course, students will become acquainted with different
management approaches and the challenges for management in the twentyfirst century.
Course learning
outcomes
Upon the successful completion of this course students will be able to:
Competency
level
Knowledge
R)
Course Learning Outcomes (CLO)
(I,
CLO1. Identifying how managers use leadership
theories, motivation theories, and other basic concepts
of teamwork and communication in high-performance
organizations through group assignments.
CLO2. Explain four management functions: planning,
organizing, leading, and controlling
CLO3. Describe the challenges and opportunities that
today organizations are facing such as globalization,
diversity, technology, and social responsibility.
Skill (R)
CLO4. Explain the managerial practices of an
organization through assignments and presentations.
CLO5. Develop communication skills via in-class
presentations (70% of students get 2/4 in the skill
assessment rubrics).
CLO6. Develop teamwork skills via group assignments
(70% of students get 2/4 in the skill assessment
rubrics).
Attitude
CLO7. Follow ethical issues in managerial situations.
2
Content
The description of the contents should clearly indicate the weighting of the
content and the level.
Weight: lecture session (3 hours)
Learning levels: I (Introduce); T (Teach); U (Utilize)
Topic
Weight
Level
Introducing Management
1
I, T
Management Learning Past to Present
1
I, T
and 1
I, T
Environment,
Sustainability
Innovation,
Global Management and Cultural Diversity
1
T, U
Planning Processes and Techniques
1
I, T
Control Processes and Systems
1
I, T
Organization Structures and Designs
1
I, T
Leading and Leadership Development
2
I, T
Individual Behavior
1
T, U
Motivation Theory and Practice
2
I, T
Teams and Teamwork
1
T, U
Communication and Collaboration
1
T, U
Examination
forms
Short-answer questions
Study
and
examination
requirements
Regular and punctual attendance at lectures is expected in this course.
University regulations indicate that if students attend less than eighty
percent of scheduled classes, they may not be considered for final
assessment.
Discussions are strongly encouraged.
Students must gain more than 50/100 points overall to pass this course.
3
Reading list
[1] Schermerhorn, John R. 2013. Management. 12th ed. John Wiley & Sons,
Inc.
[2] Schermerhorn, J., Davidson, P., Woods, P., Factor, A., Simon, A. and
McBarron, E., 2017. Management, 6th Asia-Pacific Edition. 6th ed. Sydney:
John Wiley.
[3] DuBrin, Andrew J. 2008. Essentials of Management. 8th ed. Cengage
Learning.
2. Learning Outcomes Matrix (optional)
The relationship between Course Learning Outcomes (CLO) (1-7) and Program Learning
Outcomes (PLO) (1,3,4,5,6) is shown in the following table:
CLOs
1
2
3
4
5
6
7
1
x
x
x
PLOs
4
x
x
x
x
x
x
x
3
x
x
x
x
x
x
x
5
x
x
x
x
x
x
x
6
x
x
x
x
x
x
x
3. Planned learning activities and teaching methods
Week
Topic
CLO
Assessment
Learning activities
Resources
MCQs; Case Lecture,
analysis
Group discussion,
Group’s assignment [1]
guidelines
Chapter 1.
1
Chapter 1: Introduction to
Management
1;2;
2
Chapter 2: Management
Learning Past to Present
1;2;
3
MCQs; Case Lecture,
analysis
Group discussion
1;2;
3
MCQs; Case
analysis
Lecture,
Group discussion
[1]
3
Chapter 4: Environment,
Innovation,
and
Sustainability
1;2;
3
MCQs; Case
analysis
Lecture,
Group discussion
[1]
4
Chapter
5:
Global
Management and Cultural
Diversity
5
Chapter
2; 4 MCQs; Case Lecture,
8:
Planning
4
[1]
Chapter 2.
Chapter 4.
Chapter 5.
[1]
6
7
8
9
10
11
Processes and Techniques
analysis
Chapter
9:
Control
Processes and Systems
MCQs; Case Lecture,
analysis
Group discussion
[1]
MCQs; Case
analysis
Lecture,
[1]
2; 4
Group discussion
Chapter 11: Organization
Structures and Designs
2; 4
Group discussion
Oral Presentations;
Group assignments
Oral
presentatio
4; 5; n (70%*)
6; 7
1;2;
3;4;
5;6;
7
MIDTERM EXAM
Chapter 14: Leading and
Leadership Development
Chapter 15:
Behaviour
Chapter 8.
Chapter 9.
Chapter
11.
Q&A (for CLO 7);
Feedback
Shortanswer
questions;
MCQs; Case
analysis
70%*
MCQs; Case
analysis
Lecture,
[1]
Chapter
14.
2; 4
Group discussion
[1]
2; 4
MCQs; Case
analysis
Lecture,
Group discussion
MCQs; Case Lecture,
analysis
Discussion,
[1]
Individual
Chapter
15.
12
Chapter 16: Motivation
Theory and Practice
[1]
14
MCQs; Case
Chapter 17: Teams and 1; 6; analysis
Lecture,
Teamwork
7
Group discussion
MCQs; Case
18:
and 1; 5; analysis
Lecture,
7
Group discussion
[1]
Chapter
Communication
Collaboration
15
Group assignment
2; 4
4; 5; MCQs; Case Oral Presentations;
6; 7 analysis
Q&A (for CLO 7);
5
Chapter
16.
Chapter
17.
Chapter
18.
Feedback
16
1;2;
3;4;
5;6;
7
Final examination
Shortanswer
questions;
MCQs; Case
analysis
70%*
Note:* Target that 70% of students have scores greater than 70 out of 100.
4. Rubrics (optional)
GRADING RUBRIC FOR WRITTEN COURSEWORK
MIDTERM EXAMINATION – Subject (ID subject)
Academic year: 2022 – 2023 (term …)
Criteria
Organization
and clarification
Originality and
usefulness of the
analysis
INADEQUATE
10% – 49%
ADEQUATE
50% - 59%
ABOVE AVERAGE
60% - 74%
EXEMPLARY
≥ 75%
Does not organize
ideas logically and
with clarification.
Generally organized
logically, with evidence of
progression
Clear organization and
progression.
Response is focused,
detailed and nontangential.
Limited evidence
of coherence.
Occasionally, there may be
a lack of focus, or ideas
may be tangential.
Ideas lack
consistence.
Demonstrates an
incomplete grasp
of the task.
Shows ability to identify
issues, gather the facts and
develop claims.
There is no overall
sense of creative
coherence.
Arguments are addressed
well but no links with
evidence
Arguments are
addressed
incompletely.
Use of concepts
and theories
Shows limited
ability to structure
problems in
correspondence to
management
Shows moderate effort to
link problems with the
management concepts and
theories but might be not
6
Responds appropriately
and relevantly,
although some ideas are
underdeveloped.
Shows strong ability to
identify issues, gather
the fact and develop
claims as well as link
claims with evidence.
Overall, an acceptable
solution is offered and
explained
Shows ability to
structure problems in
correspondence to
management concepts
and theories correctly.
Shows a high degree
of attention to logic
and reasoning of
points.
Clearly leads the
reader to the
conclusion and stirs
thought regarding the
topic.
Shows strong ability
to identify issues,
gather the facts and
develop claims as well
as link claims with
evidence.
Satisfactory solutions
are offered and
supported
Shows ability to
structure problems in
correspondence to
management concepts
and theories correctly.
Quality of
arguments
concepts and
theories
adequate or interpreted
correctly.
Minor mistakes in
resolving problems
The problems are well
resolved.
Shows little
attempt to offer
support for key
claims or to relate
evidence to
analysis. Reasons
offered are
irrelevant.
Shows argument of poor
quality.
Shows clear, relevant,
and logical arguments.
Shows identifiable,
reasonable, and sound
arguments.
Weak, undeveloped
reasons are offered to
support key claims
Clear reasons are
offered to support key
claims.
5. Date revised: August 23, 2022
Ho Chi Minh City, 23/08/2023
Head/Dean of Department/School
7