Areas of Competence: Knowledge and Understanding; Use, application and generation of knowledge; Communication and cooperation; Scientific self-understanding / professionalism.
Describe the four major management functions and the type of management activities associated with each. Explain the differente between efficiency and effectiveness and their importance for optimal organizational performance. Describe conceptual, human and technical skills and their relevance for C20 managers. Describe management types and the differences between them. Define ten roles that managers typically perform in organizations. Appreciate the managerial role in small businesses and not-for-profit organizations. Understand the personal challenges involved when taking a management appointment. Discuss the innovative competencies needed to be an effective manager in tomorrow’s business environments.
Understand how historical forces influence the practice of management. Identify and explain major developments in the history of management thought. Describe the major components of the classical and humanistic management perspectives. Discuss the management science approach and its current use in organizations. Explain the major concepts of systems thinking, the contingency view and total quality management. Name contemporary management tools and some reasons that management trends change over time. Describe the management changes brought about by a technology-driven workplace, including the role of social media programs, customer relationship management and supply chain management.
Define an organizational ecosystem and understand how general and task environments affect an organization’s ability to survive and thrive. Explain the strategies that managers use to help organizations adapt to an uncertain and/or turbulent future environment. Define corporate culture providing organizational examples. Interpret organizational symbols, stories, heroes, villains, slogans and ceremonies and their interrelationships within a corporate culture. Describe four main types of corporate culture and how corporate culture relates to the environment. Define cultural leadership and explain the tools that a cultural leader uses to create a high performance culture.
Discuss the fundamental characteristics of organizing, including concepts such as work specialization, chain of command, span of management and centralization versus decentralization. Describe functional and divisional approaches to structure. Explain the matrix approach to structure and its application to both domestic and international organizations. Describe the contemporary team and virtual network structures and why they are being adopted by organizations. Explain why organizations need coordination across departments and hierarchical levels, and describe mecha- nisms for achieving coordination. Identify how structure can be used to achieve an organization’s strategic goals. Define production technology and explain how it influences organization structure.
Define globalization and explain how it is creating a borderless world for today’s managers. Describe a global mindset and why it has become imperative for companies operating internationally. Describe the characteristics of a multinational corporation and explain the ‘bottom of the pyramid’ concept. Define international management and explain how it differs from the management of domestic business operations. Indicate how dissimilarities in the economic, sociocultural and legal-political environments throughout the world can affect business operations. Discuss how the international landscape is changing, including the growing power of China and India. Describe how regional trading alliances are reshaping the international business environment.
Define ethics and explain how ethical behaviour relates to behaviour governed by law and free choice. Discuss why ethics is important for managers and identify recent events that call for a renewed commitment to ethical management. Explain the utilitarian, individualism, moral rights, justice and practical approaches for making ethical decisions. Describe the factors that shape a manager’s ethical decision-making, including levels of moral development. Identify important stakeholders for an organization and discuss how managers balance the interests of various stakeholders. Explain the philosophy of sustainability and why organizations are embracing it. Describe what is meant by ‘the triple bottom line’. Define corporate social responsibility and how to evaluate it along economic, legal, ethical and discretionary criteria. Discuss how ethical organizations are created through ethical leadership and organizational structures and systems.
Define goals and plans and explain the relationship between them. Explain the concept of organizational mission and how it influences goal setting and planning. 3 Describe the types of goals an organization should have and how managers use strategy maps to align goals. Define the characteristics of effective goals. Describe the four essential steps in the management-by-objectives (MBO) process. Explain the difference between single-use plans and standing plans. Discuss the benefits and limitations of planning. Describe and explain the importance of contingency planning, scenario building and crisis planning for today’s managers. Identify innovative planning approaches that managers use in a fast-changing environment. Walmart’s mission for its US stores is to provide everyday low prices for America’s working-clas
Define the components of strategic management and discuss the levels of strategy. Describe the strategic management process and SWOT analysis for evaluating the company’s strengths, weak- nesses, opportunities and threats. Define corporate-level strategies and explain the Boston Consulting Group (BCG) matrix, portfolio and diversifica- tion approaches. Describe Michael Porter’s competitive strategies. Discuss organizational dimensions that managers use to execute strategy.
Explain why decision-making is an important component of good management. Discuss the difference between programmed and non-programmed decisions and the decision characteristics of certainty and uncertainty. Describe the ideal, rational model of decision-making and the political model of decision-making. Explain the process by which managers actually make decisions in the real world. Identify the six steps used in managerial decision-making. Describe four personal decision styles used by managers, and explain the biases that frequently cause managers to make bad decisions. Identify and explain innovative techniques for decision-making, including brainstorming, evidence-based manage- ment and after-action reviews.
Define entrepreneurship and the four classifications of entrepreneurs. Describe the importance of entrepreneurship to global economies. Appreciate the impact of minority- and women-owned businesses. Define the personality characteristics of a typical entrepreneur. Explain social entrepreneurship as a vital part of today’s small business environment. Outline the planning necessary to launch an entrepreneurial start-up. Describe the five stages of growth for an entrepreneurial company. Explain how the management activities of planning, organising, decision-making and controlling apply to a grow- ing entrepreneurial company.
Define organizational change and explain the forces driving innovation and change in today’s organizations. Identify the three innovation strategies that managers implement for changing products and technologies. Explain the value of creativity, a bottom-up approach, internal contests, idea incubators, idea champions and new-venture teams for innovation. Describe the horizontal linkage model and how it contributes to successful product and service innovations. Explain open innovation and how it is being used by today’s organizations. Discuss why changes in people and culture are critical to any change process. Define organization development (OD) and large group interventions. 8 Explain the OD stages of unfreezing, changing and refreezing. Identify sources of resistance to change and describe the implementation tactics that managers can use to overcome resistance.
Appreciate the pervasive demographic changes occurring in the domestic and global workforces and how corporations are responding. Understand how the definition of diversity has grown to recognize a broad spectrum of differences among employees, the importance of fostering a sense of inclusion, and the dividends of a diverse workforce. Recognize the complex attitudes, opinions and issues that people bring to the workplace, including prejudice, discrimination, stereotypes and ethnocentrism. Recognize the factors that affect women’s opportunities, including the glass ceiling, the opt-out trend and the female advantage. Explain the five steps in developing cultural competence in the workplace. Describe how diversity initiatives and training programmes help create a climate that values diversity. Understand how multicultural teams and employee affinity groups help organizations respond to the rapidly changing and complex workplace.
Define leadership and explain its importance for organizations. Describe how leadership is changing in today’s organizations, including Level 5 leadership, servant leadership and authentic leadership. Discuss how women’s style of leading is typically different from men’s. Identify personal characteristics associated with effective leaders. Define task-oriented behaviour and people-oriented behaviour and explain how these categories are used to evaluate and adapt leadership style. Describe the situational model of leadership and its application to subordinate participation. Discuss how leadership fits the organizational situation and how organizational characteristics can substitute for leadership behaviours. Describe transformational leadership and when it should be used. Explain how followership is related to effective leadership. Identify sources of leader power and the tactics that leaders use to influence others.
Explain the strategic role of human resource management. Show how organizations determine their future staffing needs through human resource planning. Describe the tools that managers use to recruit and select employees. Describe how organizations develop an effective workforce through training and performance appraisal. Explain how organisations maintain a workforce through the administration of wages and salaries, benefits, and terminations. Define motivation and explain the difference between intrinsic and extrinsic rewards. Identify and describe theories of motivation based on employee needs. Discuss major approaches to job design and how job design influences motivation.
Explain why communication is essential for effective management, and appreciate the scope for misunderstanding. Describe how an open communication climate and the choice of a communication channel influence the quality of communication. Understand how communicating with candour, asking questions, listening and non-verbal communication affect communication between a manager and employee. Explain the difference between formal and informal organizational communications. Appreciate the role of personal communication channels, including the grapevine, in enhancing organizational communication. Recognize the manager’s role in using social media to improve organizational communication. Explain strategies for managing communication during a crisis.
Identify the types of teams in organizations. Explain contributions that teams make and how managers can make teams more effective. Discuss some of the problems and challenges of teamwork. Identify roles within teams and the type of role that you could play to help a team be effective. Explain the general stages of team development. Identify ways in which team size and diversity of membership affect team performance. Explain the concepts of team cohesiveness and team norms and their relationship to team performance. Understand the causes of conflict within and among teams, and how to reduce conflict. Describe the different characteristics and consequences of task conflict versus relationship conflict.
(Daft) Daft, Richard L. Management. Cengage Learning EMEA, 20160208. VitalBook file.
Students have the ability based on scientific methods and knowledge to apply management instruments. They are able to sort out and explain which methods and models are suitable to solve a given problem. They have the capability to find out the required information, to evaluate and to interprete them. Based on on this approach they are able to describe a given ptoblem, to analyse it, to formulate targets and measures and give recommendations to solve it. They can extend the results scientificly and work them up for publishing or reporting them to relevant steakholders.
Students have the capability to present their result on university level as well as in front of laypeople. They are able to discuss complex specialized topics with professionals and can give instructions to single persons as well as to heterogenous groups. Within a professional discussion, students have the capability to mount a theoretical and methodical argumentation.
Based on this module students are able to act with with theoretical and methodical knowledge during their day to day business. They have the ability to work self-reliant on problems and are skilled to explain their own attitudes and strenght to their colleagues as well to non-professionals. Students of this module have the power to defend and evaluate their decisions in the context of social expectations and are able to revise them in case.