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MODULE OUTLINE – MANAGEMENT

MGT2014
Principles of Management II 2008

Administrative and Contact Details

PREREQUISITES: MGT1005
Note that this module may only be taken if specified on an approved degree pathway.
This module online is also available in alternative formats on request, including large
print. For further information, please contact the lecturer.

LECTURE TIMES, LOCATION AND ROOM:

Tuesday: 2pm – 4pm, Phy/Bell

TUTORIALS: Tutorials begin in week 3 of the Semester. It is the student’s


responsibility to ensure that they are in a tutorial group. Attendance at
tutorials and completion of coursework is strongly recommended.

MODULE COORDINATOR: Dr. Titus Oshagbemi


Room: G04 26 University Square
Email: t.oshagbemi@qub.ac.uk
Tel: 028 9097 3644

MODULE LECTURER: Dr. Titus Oshagbemi


Office Hours: Wednesday: 2pm – 4pm or by appointment

110MGT214 Principles of Management II

Module Description
This module builds on the content of the previous module, Principles of Management I. It
contains three major dimensions – organisational theory, marketing and strategy. The
organisational theory aspect will discuss organisational goals and effectiveness to
complement your earlier knowledge of organisational behaviour at level I. The marketing
dimension of the module will introduce you to the marketing management philosophy,
processes and environment while the strategy element will focus on strategic
management in general including defining purpose, goals and objectives and formulating
and implementing organisational strategy. The module adopts conceptual as well as
practical perspectives and case studies will be used to illustrate theory.

Aim
To complement Principles of Management I by providing a robust background and an
extension to the elements of management studied in Level One.

Learning Outcomes
Aims to widen and strengthen the Learning Outcomes in Principles of Management I and
to incorporate understanding of some elements of organisational theory, marketing and
strategic management.

Skills
Similarly, this module complements Principles of Management I to widen and deepen the
key skills acquired earlier, namely – the development of the intellectual and practical skills
of the learner in the acquisition, analysis, interpretation and understanding of current
issues relevant to management.

Students can access information about key skills on the web at the following web
address: http://www.qub.ac.uk/keyskills/entersite.html

MODULE ASSESSMENT

The module will be assessed by one piece of coursework and a final examination. The
continuous assessment comprises one individual case study on Organisational
Management worth 40 % of the total module mark. The final examination is worth 60 % of
the total module mark and will take place at the end of the semester. It will consist of a
two-hour paper. There will be four questions in the final examination and students will be
asked to attempt any two of these questions, i.e. no question will be compulsory. Two
questions will come from organisation theory area, one question will come from marketing
area while the fourth question, not necessarily in that order, will come from the strategic
management area.

CONTINUOUS ASSESSMENT – DETAILS AND DEADLINES

The continuous assessment will consist of an analysis of one case study on


Organisational Management. Students will be asked to answer some questions at the
end of the case study. The assignment must be completed using computer-based word
processing and using either of the following two fonts: Times New Roman, size 12 or
Arial, size 11. The assignment will be posted on Queen’s Online nearer the date. It is
important for students to regularly check the module web page for any additional relevant
information. Messages may be broadcast on the intranet from time to time.

Tutorial work is made up of seminar presentations. Students are to prepare written


answers to tutorial case study questions and come to present and defend these during
tutorial classes.

Continuous Assignment: Set: 27th October 2008 (Week 5). Due Date: 17th November
2008 (Week 8). Feedback on the assignment will be given during the tutorial class in
week 11, at the latest, or as soon as possible after the marking.

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Assignment must be handed-in at the School of Management School Office, 24
University Square. Make sure you complete the sign-in procedure before 4:30pm on
deadline day. Assessed work submitted after the deadline will be penalised at the
rate of 5 % off the assessed mark awarded for each working day late up to a
maximum of five working days (i.e. Monday to Friday excluding days of official
University closure) after which a mark of zero will be awarded. Exemption from such
penalties requires written evidence, such as a medical certificate. The continuous
assessment will be retained for consideration by the external examiner. However, in
addition to providing everyone his or her mark in writing, an oral feedback will be provided
on the general performance in class where specific issues will be highlighted.

TEACHING PLAN

WEEK 1 Introduction to organisations

WEEK 2 Organisational theory and organisational behaviour

WEEK 3 Organisational goals 1

WEEK 4 Organisational goals 2

WEEK 5 Organisational effectiveness 1

WEEK 6 Organisational effectiveness 2

WEEK 7 Introduction to marketing

WEEK 8 The marketing environment/ mix

WEEK 9 Marketing and ethics

WEEK 10 Introduction to strategic management

WEEK 11 Formulating and implementing a strategy

WEEK 12 Revision

ESSENTIAL READING
There are several good textbooks on Management Principles but there is no single
comprehensive textbook that completely covers the topics that will be discussed in this
module. You are therefore advised to consult the several sources of useful information
listed below amongst others. Both the Science Library and the Main Library hold a good
selection of books on the various topics of Management Principles, Marketing and
Organisational Strategy and you are advised to consult these sources. A basic reading
list of the topic areas covered will be provided throughout the module. Students are
expected to undertake additional reading of relevant texts and to make use of relevant
associated journals as well as sourcing information from the appropriate sites on the
World Wide Web.

Good books recommended for consultation include the following:

Meyer, E Ashleigh, M George, JM and Jones, GR (2007), Contemporary Management:


European Edition, McGraw-Hill, Higher Education, London.

Kotler, P Armstrong, G Wong, V and Saunders, J (2008), Principles of Marketing, 5th


European Edition, Financial Times Press, London.

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Cole GA (2000), Strategic Management, Ashford Colour Press, Hampshire, UK.

David, F (2009), Strategic Management: Concepts and cases, Pearson International


Edition, London, 12th Edition.

McAuley, J Johnson, P and Duberley, J (2007), Organisation Theory: Challenges and


Perspectives, Financial Times Press, London.

Wheelen, T and Hunger, D (2008), Strategic Management and Business Policy, Pearson
Higher Education Publishers, 11th Edition, London.

Robbins, SP (1990), Organisation Theory: Structure, Design and Applications, Prentice


Hall International Inc., New Jersey.

Etzioni, A (1964), Modern Organisations, Prentice Hall Inc., New Jersey.

Scott, WR (1998), Organisations: Rational, Natural and Open Systems, Prentice Hall
International, Inc. London.

Tutorial Classes

WEEK 3 A guide to Case Analysis

WEEK 4 Case Study 1 – Great Plains Software: Pursuing a People-First Strategy

WEEK 5 Case Study 2 – Employment and Resignation

WEEK 6 Case Study 3 – Thanks for 24 Years of Service. Now here’s the door!

WEEK 7 Case Study 4 – Salary Inequities at Acme Manufacturing

WEEK 8 Case Study 5 – Job satisfaction at Omega Technical Services Ltd

WEEK 9 Case Study 6 – Motivating or Punishment at Click Interative, Inc.

WEEK 10 Discussion of Essay Questions

WEEK 11 Feedback on Continuous Assessment

WEEK 12 Revision

Week 1
Introduction to Organisations

Amitai Etzioni wrote in 1964 that “Our society is an organisational society”. The lecture
will expand and discuss this statement and its implications on the management of
organisations today. The lecture will seek to explain, with examples, what organisations
are and their characteristics and discuss whether or not organisational rationality and
human happiness can go hand-in-hand.

Learning Objectives
After studying this topic, the student should be able to:
1. Explain, with examples, what organisations are and their importance.
2. Explain the characteristics of organisations.
3. Understand the problems that managers face in attempting to make organisations
more efficient and more effective at the same time.

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Recommended Reading
Robbins, SP (1990), Organisation Theory: Structure, Design and Applications, Prentice
Hall International Inc., New Jersey.

Etzioni, A (1964), Modern Organisations, Prentice Hall Inc., New Jersey.

Scott, WR (1998), Organisations: Rational, Natural and Open Systems, Prentice Hall
International, Inc. London.

Week 2
Organisational Theory and Behaviour

In the second week we explore the evolution and development of organisation theory and
compare organisational theory with organisational behaviour bringing out, in particular,
the differences between them. We also explain, in general terms, the characteristics and
functions of organisations.

Learning Objectives
After studying this topic, the student should be able to:
1. Understand organisation theory and its development.
2. Explain the differences between organisational theory and organisational behaviour.

Recommended Reading
B. J. Hodge, William P. Anthony and Lawrence Gales (1996), Organization Theory: A
Strategic Approach, Fifth Edition, Prentice Hall International (UK) Limited, London.
Chapter 1, pp 3-29.

Weeks 3, 4, 5 and 6
Organisational Goals and Effectiveness

After stating a general definition of goals we examine different classes of goals or


objectives in typical organisations. We explain the process of managing goals in
organisations, including setting goals, managing conflicting goals, and assessing the
objective of goal attainment. Goals provide us with a bridge to the issue of organisational
effectiveness. Like goals, organisational effectiveness is a complex and multifaceted
issue. There are problems in answering the question of what makes an organisation
effective. This is because, to a large extent, the answer depends on who is asking the
question and for what purpose. There are several models of organisational effectiveness
that may be useful for different purposes.

Learning Objectives
After studying this topic, the student should be able to:
1. Explain different types of organisational goals and their measurement.
2. Understand the problem of effectiveness in relation to goals.
3. Understand different measures of organisational effectiveness.

Recommended Reading
B. J. Hodge, William P. Anthony and Lawrence Gales (1996), Organization Theory: A
Strategic Approach, Fifth Edition, Prentice Hall International (UK) Limited, London.
Chapter 3, pp 55-86.

Week 7
Introduction to Marketing

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The lecture will define marketing and explain some terms generally associated with it
such as needs, wants, demands, products, exchange, transactions and markets. It will
explain the marketing management philosophy and the goals of the marketing system.

Learning Objectives
After studying this topic, the student should be able to:
1. Define marketing and discuss its role in the economy.
2. Compare the five marketing management philosophies.
3. Identify the goals of the marketing system.

Recommended Reading
Philip Kotler and Gary Armstrong (2007), Marketing: An Introduction, Prentice-Hall
International, New Jersey. Chapter 1

Week 8
The marketing environment/ mix

A company’s marketing environment consists of the actors and forces outside marketing
that affect marketing management’s ability to develop and maintain successful
transactions with its target customers. To be successful, a company must adapt its
marketing mix to trends and developments in this environment. Students will discuss the
environment of marketing and how it affects the functioning of the marketing system.

Learning Objectives
After studying this topic, the student should be able to:
1. Describe the environmental forces that affect the company’s ability to serve its
customers.
2. Explain how changes in the demographic and economic environments affect
marketing decisions.

Recommended Reading
Philip Kotler and Gary Armstrong (2007), Marketing: An Introduction, Prentice-Hall
International, New Jersey. Chapter 3

Week 9
Marketing and ethics

Consumers have many concerns about how well the marketing system in general serves
their interests – in the areas of high prices, deceptive practices, high-pressure selling,
shoddy or unsafe products, planned obsolescence and poor service to disadvantaged
consumers and so on. They also have concerns about marketing’s impact on society as a
whole as well as its impact on other businesses. These issues will be discussed.

Learning Objectives
After studying this topic, the student should be able to:
1. List and respond to the social criticisms of marketing.
2. Explain the role of ethics in marketing.

Recommended Reading
Philip Kotler and Gary Armstrong (2007), Marketing: An Introduction, Prentice-Hall
International, New Jersey. Chapter 19

Week 10
Introduction to Strategic Management

Steiner (1979) defined strategic management as “designing a desired future and


identifying ways to bring it about”. Strategic management is usually contrasted with

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operational management which is basically short-term and detailed in scope while
strategic management involves thinking and actions that are focused on the long-term
future of the whole organisation. In general strategic management attempts to define
what a business is and what it should be. The lecture will briefly introduce the student to
this new area of study.

Learning Objectives
After studying this topic, the student should be able to:
1. Understand and be familiar with key definitions and explanations (Views) of strategy.
2. Understand the interrelationships between strategy and operations.

Recommended Reading
Cole GA (2000), Strategic Management, Ashford Colour Press, Hampshire, UK. Chapters
1 and 2

Week 11
Formulating and Implementing a Strategy

The process of strategy (policy) formulation and its implementation will be introduced
here. The key alternatives in strategic choices will be presented followed by a basic
model of choice. The principal strategic options open to a business organisation are also
identified after which an overview of strategy implementation is presented.

Learning Objectives
After studying this topic, the student should be able to:
1. Identify strategic from operational management.
2. Understand the interrelationships between strategy formulation and implementation.

Recommended Reading
Cole GA (2000), Strategic Management, Ashford Colour Press, Hampshire, UK. Chapters
6 and 7

Week 12
Revision

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