Principles of Management

DETAILS OF COURSE

1. COURSE NAME: PRINCIPLES OF MANAGEMENT

2. COURSE CODE: PI 1113 (BM)

3. NAME OF ACADEMIC STAFF:

FARAH LYANA EZAMIN HJ ABD AZIZ

MSc in Purchasing and Supply Chain Management, (RGU) Aberdeen Scotland,
Bachelor in Business (International Business) (Hons) UiTM Shah Alam
Diploma in Business Studies (UiTM Melaka)

4. PROGRAMME LEARNING OUTCOME (PLO)

Upon successful completion of this diploma programme, graduates will be able to:

Understand the concept of policing, investigation techniques of enforcement

agencies.

Manage, lead and use policing and investigation techniques to form effective and
efficient teams.

Demonstrate knowledge, understanding and the use of skills befitting an officer of

the enforcement agencies.

Apply the knowledge acquired to serve as officers of the enforcement agencies in

any public or private sector organization.

Understand the criminal justice system, the roles and functions of its three
component.

Understand the responsibility, need for cooperation and commitments for the
preservation of peace and safety through effective policing, enforcement and
investigation.

Understand crime and deviant behaviour, their causes, how to prevent and
investigate them.

5. RATIONALE FOR THE INCLUSION OF MODULE IN THE PROGRAMME

This subject is very relevant in real organizational setting because part of the job of
managers is to manage, motivate and as well as to counsel employees as and when
necessary. At the end of this course, students would be able to understand and apply
the various management theories in business and demonstrate some understanding the

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Principles of Management

function of management in various different departments and how they might use them
especially in the context of exercising powers, delegation of duties, motivation, team
building and counseling to cope with occupational hazards such as stress and conflicts.
It is very important on the part of future managers to know and understand the
challenges faced, are facing and would be facing based on lessons learnt. Equipped
with knowledge of principle of management, they will be able to resolve matters
concerning management functions and manage the organization efficiently in the most
effective manner to enhance productivity and organizational excellence.

6. PROGRAM OBJECTIVES (PO)

At the end of this course students will;

Be exposed to the evolution of management theory and concept.

Understand the principles of management.
Be exposed to managerial roles and skills.
Understand the functions of management.
Understand the sources and bases of power.
Be exposed to leadership styles.

7. SEMESTER AND YEAR TAUGHT: Year 1 Semester 1

8. STUDENT LEARNING TIME

Face to Face
L=Lecture, T=Tutorial, P=Practical
O=Others* Total Guided and Independent
Learning
TOTAL STUDENT *site visit, seminar, workshop, project
LEARNING TIME etc.
(SLT)
L T P O Guided Independent
36 10 0 10 56 74

130/40 = 3.25

9. CREDIT VALUE: 3

10. PREREQUISITE: Nil

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11. COURSE LEARNING OUTCOMES (CLO)

At the end of this module students will be able to;

Relate the evolution of management thought and theories.

Explain the functions and principles of management.
Elaborate on the managerial roles and skills.
Differentiate all the leadership styles.
Display understanding of power and authority.
Formulate policies for organizational structure.
Apply management principles relevant to the organization.
Discuss contemporary management issues.

12. TRANSFERABLE SKILLS

How self-motivation can help oneself and generate or inculcate excitement and
enthusiasm among others. This is achieved in the context of communication and
presentation skills, leadership, team building, problem solving, decision making,
entrepreneurship, critical and creative thinking skills, and research skills. All of these
skills can be used when studying other modules in this program.

13. TEACHING-LEARNING AND ASSESSMENT STRATEGY

Lecture,discussion , case studies, assignment and examination.

14. SYNOPSIS

This module begins with the introduction to the principles of management and
understanding challenges faced by management. Students will then be introduced to
the functions of management which include planning, organizing, directing and
controlling before studying the evolution of management thought and theories. Next, we
shall move to Mintzbergs managerial roles and Katzs managerial skills as these are
important attributes for a successful manager. All the four functions of management will
be given prominence. Planning process and the types of planning will be discussed.
How to organize the jobs using work specialization, chain of command, centralization,
span of control will be dealt with. Departmentalization based on functions, products and
geographical location as well as Mintzbergs struture configuration wil also be discussed.
Leadership theories, styles and traits will also be focussed to ensure students
understand leadership styles best suited for an organization, based on situation. Control
process and types of managerial control such as feed forward, concurrent, feed back
and financial control will be introduced before we conclude with managing change and
overcoming resistance to change.

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15. MODE OF DELIVERY

Lecture, Discussion, Brainstorming, Presentation.

Approaches:
Deductive, Socrative, Situational, ILS, Mastery Learning, Problem based and Outcome
based Learning.

Participation/Quiz 5%
First Test 10 %
16. ASSESSMENT METHODS
Second Test 10 %
AND TYPES:
Assignment 15 %
Group Discussions/Presentations 20 %
Final Examination 40 %

TOTAL 100 %

17. Mapping of the Programme Objectives to the Programme Learning Outcomes

Programme
Learning
Outcomes
PLO2

PLO3

PLO4

PLO5

PLO6

PLO7
PLO1

(PLO)

Programme
Objectives
3 2 2 2 2 1 2
PO 1
2 2 2 2 2 1 2
PO 2
1 3 2 2 1 2 1
PO 3
1 2 2 2 1 2 1
PO 4

PO 5 1 1 2 1 1 1 1

PO 6 1 1 2 1 1 1 1

LEGEND
1 = related to PO
2 = partial fulfillment of the PO
3 = total fulfillment of the PO

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PROGRAMME OBJECTIVES (PO)

PO 1 Be exposed to the evolution of management theory and concept.

PO 2 Understand the principles of management.
PO 3 Be exposed to managerial roles and skills.
PO 4 Understand the functions of management.
PO 5 Understand the sources and bases of power.
PO 6 Be exposed to leadership style.

PROGRAMME LEARNING OUTCOMES (PLO)

PLO 1 Understand the concept of policing, investigation techniques of enforcement agencies.

PLO 2 Manage, lead and use policing and investigation techniques to form effective and efficient teams.

PLO 3 Demonstrate knowledge, understanding and the use of skills befitting an officer of the
enforcement agencies.

PLO 4 Apply the knowledge acquired to serve as officers of the enforcement agencies in any public or
private sector organization.

PLO 5 Understand the criminal justice system, the roles and functions of its three component.

PLO 6 Understand the responsibility, need for cooperation and commitments for the preservation of
peace and safety through effective policing, enforcement and investigation.

PLO 7 Understand crime and deviant behaviour, their causes, how to prevent and investigate them.

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18. Mapping of the Course Learning Outcomes to the Programme Learning Outcomes
Programme
Learning Delivery Assessment
Outcomes Methods Methods

PLO2

PLO3

PLO4

PLO5

PLO6

PLO7
PLO1
(PLO)
Course
Learning
Outcomes
(CLO)
Case study,
Lecture
CLO 1 3 2 2 2 3 1 2 Assignment
Discussion
and Exam
Case study,
Lecture
CLO 2 1 2 2 2 2 2 1 Assignment
Discussion
and Exam
Case study,
Lecture
CLO 3 1 2 3 3 2 2 1 Assignment
Discussion
and Exam
Case study,
Lecture
CLO 4 1 2 2 3 2 2 2 Assignment
Discussion
and Exam
Case study,
Lecture
CLO 5 2 2 2 3 2 2 1 Assignment
Discussion
and Exam
Case study,
Lecture
CLO 6 1 1 2 2 2 2 1 Assignment
Discussion
and Exam
Case study,
Lecture
CLO 7 2 2 2 3 2 2 2 Assignment
Discussion
and Exam
Case Study,
Lecture
CLO 8 2 2 2 3 2 3 1 Assignment
Discussion
and Exam

LEGEND

1 = related to PLO without formal assessment

2 = partial fulfilment of the PLO with formal assessment
3 = total fulfilment of PLO with formal assessment

COURSE LEARNING OUTCOMES (CLO)

CLO 1 Relate the evolution of management thought and theories.

CLO 2 Explain the functions and principles of management.
CLO 3 Elaborate on the managerial roles and skills.
CLO 4 Differentiate all the leadership styles.
CLO 5 Display understanding of power and authority.
CLO 6 Formulate policies for organizational structure.
CLO 7 Apply management principles relevant to the organization.
CLO 8 Discuss contemporary management issues.

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PROGRAMME LEARNING OUTCOMES (PLO)

PLO 1 Understand the concept of policing, investigation techniques of enforcement agencies.

PLO 2 Manage, lead and use policing and investigation techniques to form effective and efficient teams.

PLO 3 Demonstrate knowledge, understanding and the use of skills befitting an officer of the
enforcement agencies.

PLO 4 Apply the knowledge acquired to serve as officers of the enforcement agencies in any public or
private sector organization.

PLO 5 Understand the criminal justice system, the roles and functions of its three component.

PLO 6 Understand the responsibility, need for cooperation and commitments for the preservation of
peace and safety through effective policing, enforcement and investigation.

PLO 7 Understand crime and deviant behaviour, their causes, how to prevent and investigate them.

19. CONTENT OUTLINE

Week Topics Lecture Tutorial Independent

Hours Hour Learning Hour

INTRODUCTION TO THE MODULE

1. 1 4
Definition of Management; 2
Challenges of Management,
Globalization
Social Responsibility
Quality
What do managers do?

FUNCTIONS OF MANAGEMENT
2. 3 4
Planning,
Organizing,
Directing/Leading
Controlling

EVOLUTION OF MANAGEMENT
3. 3 1 4
Classical theories;
Adam Smiths Division of Labour
Frederick Taylor and Strategic
Management

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The Principles of Strategic Management

EVOLUTION OF MANAGEMENT
4. 3 10
Max Webers Bureaucratic Theory
Henry Fayols 14 Generalised Principles of
Management

ADMINISTRATION OF FIRST TEST

5. 1
MANAGERIAL ROLES 2 1 4
Henry Mintzbergs Managerial Roles

MANAGERIAL SKILLS
Robert Katzs Managerial Skills

PLANNING
6 3 4
Types of Planning
Objective setting
Strategic Long Term

PLANNING
7 2 1 4
Tactical Plan
Operational Plan

ORGANIZING
8. 3 10
Work Specialization
Chain of Command
Span of Control
Centralization
Formalization

ADMINISTRATING THE SECOND TEST

9. 1
ORGANIZING 2 1 4

Mintzbergs Structure Configuration

Departmentalisation
Based on Functions;

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Based on Products;
Based on Geographical Location

DIRECTING OR LEADING
10. 3 4
Leadership vs Management
Bases of Power
Autocratic vs Democratic Leaders
Ohio State University Study
Michigan State University Study

LEADERSHIP THEORY
11. 2 1 4
Contingency Approaches
Fiedlers Contingency Theory
Hersey and Blanchards Situational Theory
Robert Houses Path Goal Theory
Blake and Moutens Managerial Grid

CONTROLLING
12. 3 4
Organizational Control Focus
Feed forward Control;
Concurrent Control;
Feedback Control.
Budget and Financial Control;

MANAGING CHANGE
13. 2 1 4
Understanding Organizational Change
Change Proses
Kurt Lewins Force Field Analysis
Managing Resistance

Revision & Discussion

14. 4 10

TOTAL SLT 36 10 74

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20. REFERENCES

PRINCIPLES OF MANAGEMENT 2nd Edition, by Maosn Carpenter, Talya Bauer, Berrin

Erdogan and Jeremey Short, 2013, Flat World Knowledge

PRINCIPLES OF MANAGEMENT, by Charles W. Hill and Steven McShane, 2006,

McGraw Hill-Irwin

MANAGEMENT 11th Edition by Richard L. Daft, 2013, The CENGAGE Learning.

MANAGEMENT 10th Edition by Stephen Robbins and Mary Coulther, 2010, Pearson
EducationInc Publishing.

MANAGEMENT: Challenges in the 21st Century, 3rd Edition by Pamela S. Lewis,

Stephen H. Goodman and Patricia M. Fandt, 2001, South-Western College Publishing
Thomson Learning.

MANAGEMENT 5th Edition by Richard L. Daft, 2000, The Dryden Press a Division of
Harcourt College Publishers.

21. OTHER ADDITIONAL INFORMATION

Independent learning is provided essentially for students to explore the subject matter at
their own time and pace. All aspects of their assignment or course works are to be
carried out during these periods. Students are expected to do library research, internet
research, field observations, and discussions with industry practitioners. A portion of
the marks for all assignments and course works are allocated for independent learning.
The award of appropriate marks for the assignment or course work is dependent upon
the evidence shown for the conduct of independent learning.

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