College Mission
The
College Goals
To progressively enrich the CCS curricula in IT, modernize instruction, facilities and equipment to ensure productive graduates who will respond to emerging needs and demands of a newly industrializing IT age;
To produce world-class IT professionals as potential industry leaders and job providers.
College Objectives
To be a dynamic partner of the government in propagating modern computer education with the highest technical standard accepted worldwide.
To provide quality IT education through instruction, advance research, extension and production services;
To promote the students’ physical, mental, emotional and spiritual growth, critical to the development of holistic IT graduates;
To integrate awareness and concern of environment in the IT curricula; and
To establish network and linkages with educational, institutions, industries, government organizations, non-government institutions (NGO), local and international agencies as co-partners in nation building.
Course Description
Course : Principles of Management
Course Code : ICT 3
No. of Hours : 54
Credit : 3
Prerequisite :
References
M. Govindarajan, S. Natarajan, Principles of Management, Prentice Hall, 2005
Hellriegel Slocum, Management, International Thomson Publishing, 2006
Instructional Methodologies
Lectures
Exercises
Quizzes
Case Study/Feasibility Study
Research
Group Project
Term Exam
Grading System
Attendance 10%
Seatwork/Assignments 10%
Case Study/Feasibility Study 20%
Quizzes 20%
Term Exams 40%
Course Outline
Summary
No. of Hrs. Wks.
A.1 Managers and Managing 1.5 1
A.1.1 Management key concepts
A.1.2 Managerial Functions and Roles
A.1.3 Principal Duties of Managers
A.1.4 Managing a Diverse Work Force
A.1.5 Managerial Skills
A.2 The evolution of management theory 1.5 1
A.2.1 Bureaucratic Management
A.2.2 Scientific Management
A.2.3 Administrative Management
A.2.4 Fayol’s 14 Principles
A.2.5Behavioral Management
A.2.6 Management Science
A.3 The Organizational Environmental 1.5 2
A.3.1 Organizational Environment
A.3.2 Forces in the Organizational Environment
A.3.3 The Task Environment
A.3.4 Political-Legal Force
A.3.5 Technological Forces and Information Technology
A.3.6 Industry Life cycle
A.4 The Global Environment 1.5 2
A.4.1 The Growing Global Economy
A.4.2 Strategies for International Corporation
A.4.3 Global Strategy
A.4.4 Exporting Strategy
A.4.5 Franchising/
A.5 Ethic, Social Responsibility and Diversity 3 3
A.5.1 Importance of Ethics
A.5.2 Levels of Ethics
A.5.3 Moral Rights
A.5.4 Concepts of Social Responsibility
A.5.5 Managing Diverse Workforces
A.5.6 Types of Diversity
A.5.7 Sexual Harassment
A.6 The Managers as a Decision Maker 3 4
A.5.1 Managerial Decision making
A.5.2 Types of decision making
A.5.3 The Classical Model
A.5.4 Administrative Model
A.5.5 Evaluating Alternatives
A.5.6 Cognitive Biases
A.5.7 Types of Cognitive Biases
A.5.8 Improve group decision making
A.5.9 Devil’s Advocacy vs Dialectic inquiry
A.5.10 Creating learning organization
A.5.11 Building group creativity
A.7 The Manager as a Planner and Strategist 3 5
A.7.1 The Planning Process
A.7.2 Stages of planning process
A.7.3 Levels of Planning
A.7.4 Types of Plan
A.7.5 Scenario Planning
A.7.6 Strategy Formulation
A.7.7 Five forces model
A.7.8 Corporate level strategist
A.8 Organizational Structure 3 6
A.8.1 Designing Organizational Structure
A.8.2 Determinants of Structure
A.8.3 Jobs characteristic model
A.8.4 Divisional Structure
A.8.5 Global Structure
A.8.6 Matrix Structure
A.8.7 Tall and flat structure
A.8.8 Strategic Alliances
A.9 Organizational Control and Culture 3 7
A.9.1 Organizational Control
A.9.2 Three types of control
A.9.3 Control Process
A.9.4 Output control Process
A.9.5 Behavior Control System
A.9.6 Bureaucratic Control
A.9.7 Organizational culture and clan control
A.9.10 Organizational Culture
A.10 Human Resource Management 3 8
A.10.1 Human Resource Management
A.10.2 Implication for Organization
A.10.3 Human Resource Planning
A.10.4 Performance Appraisal
A.10.5 Training and Development
A.11. 1.5 9
A.12 Motivation and Performance 1.5 9
A.12.1 Factors Affecting Motivation
A.12.2 Approaches to Motivation
A.12.3 Measurable Behavior
A.12.4 Types of Consequences
A.13 Leadership 1.5 10
A.11.1Leadership
A.11.2 Behavioral Models
A.11.3 Contingency Models
A.11.4 Transformational leadership
A.14 Groups and Teams 1.5 10
A.14.1Grops and teams effectiveness
A.14.2 Competitive advantage with group and teams
A.14.3 Types of Groups and Teams
A.14.4 Group dynamics
A.14.5 Stages of Group Development
A.14.6 Group Dynamic
A.15 Communication 1.5 11
A.15.1 The Communication Process
A.15.2 Impact of Information Technology
A.15.3 Barriers of Effective Communication
A.16 Organizational Conflics, Politics and Change 1.5 11
A.16.1 Introduction to Conflict
A.16.2 Types of Conflict
A.16.3 Conflict-Management Style
A.16.4 Negotiation in Conflict Management
A.17 Managing Information Systems and Technology 1.5 12
A.17.1 Information and the manager
A.17.2 Information system and technology
A.17.3 IT revolution
A.17.4 Software development
A.17.5 Types of information system
A.17.6 IT impact
A.18 Organization Management: managing quality, efficiency,
and responsiveness to customers technology 1.5 12
A.18.1 Operations management
A.18.2 Purpose of Operations management
A.18.3 improving responsiveness to computer
A.18.4 Price vs attributes
A.18.5 Customer responsive production system
A.18.6 Successful TQM implementation
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