Priman Standard

Ateneo Graduate School of Business
Rockwell Center, Makati City
PRINCIPLES AND DYNAMICS

OF MANAGEMENT
Ateneo MBA Standard Program
Revised: January 2015
CENTRAL MANAGEMENT CLUSTER

Ateneo Graduate School of Business
Rockwell Center, Makati City
COURSE TITLE:
PRINCIPLES AND DYNAMICS OF

MANAGEMENT
COURSE CODE:
PRIMAN
COURSE DESCRIPTION:
The course provides an introduction to management and the knowledge and
skills to competently cope with the challenges facing todays management.
Business enterprises and nonprofit organizations operate within a complex and
rapidly changing global environment. The field of management is undergoing a
revolution. Globalization, economic deregulation, trade liberalization,
technological advancement and the widening growth of the urban poor have
created new opportunities and threats confronting managers. The course is
designed to familiarize learners with the accepted management standards,
procedures and techniques employed by corporate, business and functional
level managers.
COURSE OBJECTIVES:
Upon successful completion of this course, learners are expected to
competently:
1. Define management, its functions and its impact on organizations,
governance, social responsibility and nation building.
2. Understand what management paradigms are; what are the principal
functions of a manager; and the influence of paradigms on the practice of
these functions;
3. Identify the emerging trends that will determine management work in the
future;
4. Apply the various experience-tested analytical tools of management in their
respective companies;
5. Understand how business and nonprofit organizations attain their objectives
through the management of processes and their elements; how several
processes interact in a system called the organization; and how this
organization is itself interacting with a bigger set of systems in its
environment; and
6. Appreciate the value of contributing to nation-building.
Principles and Dynamics of Management
January 2015
COURSE OUTLINE:
SESSION
TOPICS
Course Overview and

Chapters 1 and 9
Introduction to Management (Pages 30-83 & 258289)
The Evolution of
Management Thinking
2
The Environment and
Corporate Culture
Managing in a Global
Environment
3
Chapters 2 and 3
(Pages 57-81)
Chapters 4 and 5
(Pages 84-144)
WRITTEN CASE
ASSIGNMENTS
Management
Experience in My
Company
GROUP
ASSIGNMENTS
Elektra Products, Inc.

(Pages 54-55)
1.Rio Grande Supply
Co. (page 111)
2. Should We Go
beyond the Law
(page 169)
1. Group Paper on
Social Responsibility
Managing Ethics and Social

Responsibility
3. Emmas Parlor
Managing Small Business
(page 198-199)
Start-Ups
Chapters 6 and 9
(pages 171-200, 2584. Who Gets the
Managerial Decision
286)
Project (page 284)
Making
Managerial Planning and
5. Edmunds
2. Group paper
Goal Setting
Corrugated Company report: Analysis of the
Chapters 7 and 8
(page 256)
(pages 204-257)
Planning system of a
Strategy Formulation and
company
Execution
Designing Adaptive
3. Group paper
Organizations
Chapters 10 and 12 6. FMBT& T (page
report: Analysis of the
(pages 290-323, 351- 322)
Organization
Managing Human
383)
structure of a
Resources
company
Understanding Individual
Chapters 14 and 18
7. Reflex Systems
Behavior in Organizations
(Pages 418-450, 538(Page 450-451)
567)
Leading Teams
Mid-term Exam
Leadership
Motivating Employees
10
11
READINGS
Managing Communication
Managing Change and
Innovation
Review Content of
Session 1-7
Chapters 15 (pages
452- 479)
Chapters 16 and 17
(Pages 481-536)
8. Mountain West
Health Plans (page
479)
4. Group paper
report: Leading &
motivating techniques
of a leader
9. Kimbels Dept
Store (page 508-509)
Chapters 11 and 13 10. Southern

(Pages 324-350, 384- Discomfort (page

January 2015
414)
350)
Managing Diversity
12
Managing Quality and

Performance
11. Lincoln Electric

Chapters 19 (Pages
(page 595-596)
569- 597)
13
Managing Value Chain,

Web 2.0 and E.Business
Appendix Chapter
(pages 599-614)
14
15
5. Group paper
report:
Analysis of the
Management control
systems in a
company using
different tools of
assessment
Course integration
Presentation of individual research paper 1
Presentation of individual research paper 2
Note: The learning specialists may change the assigned case studies for the
different sessions.
COURSE REQUIREMENTS:
1. ATTENDANCE/PUNCTUALITY:
The class will meet once a week, for 3 hours per week, and for 15 weeks.
The highly interactive pace requires learners to take a great deal of
responsibility for their own learning outcomes. While in class, learners are
expected to actively participate in the discussions and group activities.
Outside of class, learners are expected to spend a considerable number of
hours of study, homework assignment, and individual and group
discussions. Learners are expected to attend all class sessions. Under
existing rules, the learner should not incur more than three (3)
absences, otherwise he/she will be disqualified from the course and will
receive a failed grade (1.0). Likewise, learners who are habitually late for
class shall be disqualified from the course. Tardiness of more than 30
minutes is equivalent to an absence.
2. WRITTEN ASSIGNMENTS:
An important requirement of this course is the completion and on-time
submission of written assignments. Late reports will not be accepted and
will not be given any grade credit. All written work must be typewritten or
computer-printed, one and a half spaced, with page numbers, on standard
letter-size paper and are to include appropriate headings to divide topic
sections. A research paper is required towards the end of the course. This
is a research work on a particular topic related to strategic management. It
must contain the standard requirements: title page, table of contents,
pagination, footnotes, bibliography and appendices or exhibits. Failure of
January 2015
learners to submit individual and group reports shall result in a failed

grade (1.0) for the course.
The following rubric will be used in assessing the quality of written
assignments:
Traits
Effective Analysis
1
Presents an
incomplete
analysis of
the issues
identified.
Percentage of
Requirements
(Exercises/Problems/Cases)
Completed
Writing Mechanics
2
Presents a
superficial
analysis of
some of the
issues
identified;
omits
necessary
financial
calculations.
Failed to
70-79% of
meet 70% of the
the
requirements
requirements. are
completed.
Writing is
Writing lacks
unfocused,
clarity or
rambling, or
conciseness
contains
and contains
serious
numerous
errors; lacks
errors; gives
detail and
insufficient
relevant data detail and
and
relevant data
information;
and
poorly
information;
organized.
lacks
organization.
3
Presents a
thorough
analysis of
most issues
identified;
includes most
necessary
financial
calculations.
4
Presents
insightful and
thorough
analysis of all
issues
identified;
includes all
necessary
financial
calculations.
80-89% of
95-100% of
the
the
requirements requirements
are
are
completed.
completed.
Writing is
Writing
accomplished demonstrates
in terms of
a
clarity and
sophisticated
conciseness
clarity,
and contains conciseness
only a few
and
errors;
correctness;
included
includes
sufficient
thorough
details and
details and
relevant data relevant data
and
and
information;
information;
wellextremely
organized.
wellorganized.
3. PRESENTATIONS:
Presentations made in class, whether by an individual or by a group, should
be professionally done and presented expediently. The presentation should
be well organized, with the topic covered thoroughly. Learners should
prepare PowerPoint slides for all individual and group works.
The following rubric will be used in assessing the quality of the presentation:
Traits
Content
Did the
presentation
have valuable
1
Presentation
contained little
to no valuable
material.
2
Presentation
had moments
where valuable
material was

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3
Presentation
had a good
amount of
material
4
Presentation
had an
exceptional
amount of
4
material
relevant to the
topics
assigned?
Organization
Was the
presentation
well organized
and easy to
follow?
present but as
a whole
content was
lacking.
The
presentation
lacked
organization
and had little
evidence of
preparation.
Presenters
were
unconfident
and
demonstrated
little evidence
of planning
prior to
presentation.
There were
minimal signs
of organization
or preparation.
Collaboration
Did everyone
contribute to
the
presentation?
Did everyone
seem well
versed in the
material?
The members
never worked
from others
ideas.
It seems as
though
only a few
people
worked on the
presentation.
Use of Media
Did the group
use any media
or materials to
support their
presentation?
Did they
reinforce the
presentation
and are
appropriate,
Media is
superfluous or
nothing was
used during the
presentation.
The members
sometimes
worked
from others
ideas.
However it
seems
as though
certain
people did not
do
as much work
as
others.
Relies heavily
on the media
used. Materials
rarely support
the
presentation.
Presentation
Did the
presenters
speak clearly?
Did they
engage the
class?
Was it obvious
the material
had been
rehearsed?
Presenters
were not
consistent with
the level of
confidence/
preparedness
they showed
the classroom
but had some
strong
moments.

January 2015
(occasionally
using exercises
and problems
to illustrate a
concept or
citing actual
business
cases) and
benefited the
class.
Presentation
had organizing
ideas but could
have been
much stronger
with better
preparation.
Presenters
were
occasionally
confident with
their
presentation
however it was
not as
engaging as it
could have
been for the
class.
The members
worked from
others ideas
most of the
time. And it
seems like
everyone did
some work, but
some people
are carrying
the
presentation.
valuable
material (using
exercises and
problems to
illustrate a
concept, citing
actual business
cases) and
was beneficial
to the class.
Presentation
was well
organized, well
prepared and
easy to follow.
Looks at the
materials often
to keep track of
the
presentation.
They are easy
to use and
understand.
Media are used

effortlessly to
enhance
presentation.
Materials are
appropriate,
easy to
understand,
and attractive.
Presenters
were all very
confident in
delivery and
they did an
excellent job of
engaging the
class.
Preparation is
evident.
The members
always worked
from others
ideas.
It was evident
that all
contributed
equally to the
presentation.
easy to
understand
and attractive?
4. CLASS PARTICIPATION:
Each learner is expected to actively participate in the discussions on the
assumption that each brings a wide range of experiences to the learning
process. Active participation may include helping the class understand
complex ideas, willing to consider new ideas, asking insightful questions,
having a cooperative attitude and a sense of humor and helping others
comprehend the material. However, consideration of other learners is
important to avoid dominating class discussions.
5. RESEARCH WORK:
AGSB recommends the use of standard style guides with preference to the
American Psychological Association (APA). The following websites are
suggested as guide references:
http://www.aresearchguide.com/styleguides.html
http://www.apastyle.org/index.html
http://apastyle.org/electrf.html
http://www.bedfordstrmartins.com/online/shrttoc.html
http://bob.ucsc.edu/library/ref/instruction/research/libres.html
6. EXAMINATIONS:
Midterms examination will be given to assess the learning of the students.
7. FINAL RESEARCH PAPER:
Learners will make a research paper (FRP) on any topic in Strategic
Management. It may be about strategies, strategy formulation,
implementation or evaluation. Learners may write about an existing
organization (profit or nonprofit), analyzing the external and industry
environment, its functional activities (marketing, operations, finance, HR
etc.), establishing its mission, vision and objectives, and generating and
recommending strategies to achieve its objectives.
COURSE METHODOLOGY:
The course will be conducted with the use of interactive methods appropriate
for adult learners, focusing on cases on specific and broad topics, group
discussions and exercises, quizzes, individual participation, group
presentations and other learning and skill building approaches. Such
methodologies are designed to enhance the personal development of the
learner who will take on leadership roles in their future.
GRADING SYSTEM:
Learners will be graded for their performance in the following manner:
January 2015
Individual reports, participation and attendance/punctuality

Group reports and participation in the group
Examination
Individual final research report
Total
35%
30%
15%
20%
100%
Note: Facilitators may vary the weights as they see fit for their purposes.
SPECIAL ACCOMODATIONS:
If a learner is in need of course adaptation or special considerations due to
certain disability or other problems or constraints, the same should be
discussed with the facilitator.
ACADEMIC INTEGRITY POLICY:
Each learner is responsible to know the standards of conduct and expectations
of academic integrity that apply to academic undertakings. Academic
dishonesty will not be tolerated and will result in the maximum penalty
allowable as defined in the Student Guidebook. The following are considered
serious violations per Guidebook:
Cheating during exams.
Submitting spurious reports copied from materials other than his/her
own.
Plagiarism.
In understanding what constitutes Plagiarism, see the following sites:
http://www.engl.niu.edu/comskills/students/plagiarism/Plagiarism.html
http://www/ehhs.cmich.edu/~mspears/plagiarism.html
In addition to what is stated in the Guidebook, the following are examples of
academic dishonesty that are pertinent to the requirement of this course:
Copying another learners work including assignments and reports.
Use of crib sheets or other hidden note for a quiz or an exam.
Receiving assistance from anyone else with take-home quizzes.
MATERIALS OF INSTRUCTION:
1. Textbook:
Daft, Richard L.
NEW ERA OF MANAGEMENT
Concepts and Applications
Cengage Learning, 2012.
2. References:
Bateman, Thomas S and Snell, Scott A

M: Management, 2009
Jones, Gareth R
Essentials of Contemporary Management, 3rd
Edition, 2009

January 2015
Ghillyer, Andrew W
Management
A Real World Approach, 2009
Kinicki, Angelo and Williams, Brian K
Management, 4th Edition, 2009
Rue, Leslie W
Management, 13th Edition, 2009
3. Supplemental Materials:
a. Case materials as a guide to the discussion in appropriate
workshops/sessions.
b. The ethical cases in every workshop. {Learners are encouraged to
update the information on the exercise materials by surfing the net.
c. In Session 1, the facilitator will provide details of grading and evaluation
in this course. An example of a suggested grading system is shown
below:
GRADE
INDIVIDUAL REPORTS
1. Case: Rio Grande
PRESENTATION
GRADE
INDIVIDUAL
WEIGHT
REPORTS
0.25
2. Case: Should We Go Beyond the Law?
PRESENTATION
0.05
3. Case: Emmas Parlor
CLASS
PARTICIPATION
0.05
4. Case: Who Gets the Project
EXAMS
0.15
5. Case: Edmunds Corrugated Co.
FINAL REPORT
0.20
RATING
WTD
SCORE
6. Case: FMB&T
7. Case: Reflex Systems
8. Case: Mountain West Health Systems
9. Case: Kimbels Department. Store
10. Case: Southern Discomfort
11. Case: Lincoln Electric
TOTAL
AVERAGE
GROUP REPORTS
GROUP
WEIGHT
RATING
1. Group Report: Social Responsibility

2. Group Report: Strategic Planning
Process of a Company
REPORTS
0.20
3. Group Report: Analysis of the

Organization Structure of a Company
PRESENTATION
0.05
4. Group Report: Leading & Motivating

Techniques
PARTICIPATION
0.05
5. Group Report: Controlling
OVERALL TOTAL
1.00
FINAL
GRADE
TOTAL
AVERAGE

January 2015
WTD
SCORE
SESSION 1
COURSE OVERVIEW INTRODUCTION TO MANAGEMENT
MANAGERIAL DECISION MAKING
Assignments to be completed prior to Session 1:

1. Read Chapters 1 and 9, Decision-Making Steps, on pages 216-221 only of
the textbook and the two handouts on the Case Method (How to Analyze a
Case).
2. Individual learners will prepare a report and a PowerPoint presentation on
the case Elektra Products, Inc. on pages 4041.
Learning Objectives:
At the end of this session, learners are expected to competently:
1. Define management and describe the four management functions and the
type of management activity associated with each;
2. Differentiate between efficiency and effectiveness and their importance for
organizational performance;
3. Describe management types and the horizontal and vertical differences
between them;
4. Distinguish conceptual, human, and technical skills and their relevance;
5. Discuss the roles that managers perform in organizations;
6. Understand the management competencies needed to deal with todays
turbulent environment, including issues such as diversity, globalization and
rapid change;
7. Compare management in the The New Workplace as against The Old
Workplace;
8. Learn the distinction in managing small businesses and nonprofit
organizations vs. large corporations;
9. Know the six steps used in managerial decision making;
10. Define business and understand its objectives and functions in relation to
nation-building and social responsibility; and
11. Analyze a case and understand the rubrics in grading individual reports,
group reports, research works and exams.
January 2015
Activities:
1. The facilitator and the class members will introduce themselves.
2. The facilitator will discuss the course objectives, course requirements,
grading criteria and classroom rules.
3. The facilitator will ask learners their expectations of the course.
4. The facilitator will lead the discussion on what management is all about, the
four management functions, organizational performance, management skills
and new management competencies.
5. Learners will be asked to present their analysis of the case Elektra
Products using PowerPoint.
6. The facilitator will then lead the discussion on the case analysis made by the
learners.
7. Using the assigned case, the facilitator will focus on the correct way of
analyzing a case and preparing a case analysis report.
8. The facilitator will also show the class how the case analysis report is
evaluated or graded using rubrics such as: a. Recognition of decision
requirement or Problem identification; b. Objectives with reference to the
decision to be taken; c. Diagnosis and analysis; d. Development of
alternatives; e. Decision or selection of decided alternative; and f.
Implementation of chosen alternative taken from the Case Method handouts
and Decision-Making Steps.
9. The facilitator will explain the assignments for the next session.

January 2015
10
SESSION 2
THE EVOLUTION OF MANAGEMENT THINKING THE
ENVIRONMENT OF MANAGEMENT

1. Read Chapters 2 and 3 of the textbook.
2. Prepare reports and PowerPoint presentations on the case Rio Grande on
page 111.
1. Identify the major developments in the history of management thought;
2. Explain the learning organization and its components;
3. Understand the organizational, general, task and internal environments
affecting the organization;
4. Define corporate culture and how it relates to the environment;
5. Discuss the value of adaptive culture to the organization; and
6. Describe a cultural leader and the tools a cultural leader uses to create a
high performance culture.
Activities:
1. Learners will be asked to present their case reports using PowerPoint, one
for Rio Grande.
2. The class will be asked to provide comments and additional inputs to the
presentations.
3. The facilitator will integrate the presentations made.

January 2015
11
SESSION 3
MANAGING IN A GLOBAL ENVIRONMENT
ETHICS AND SOCIAL RESPONSIBILITY

2. Prepare a report and PowerPoint presentation on the ethical dilemma case
Should We Go Beyond the Law? on pages 151-152.
3. Groups will prepare a report and a PowerPoint presentation on the social
responsibility activity or program of a company. Define at which level of
social responsibility is the company. Is it Economic, Legal, Ethical, or
Discretional? Justify your choice.
1. Appreciate the existing borderless world;
2. Distinguish the dissimilarities in the economic, socio-cultural, and legalpolitical environments throughout the world as they affect business
operations;
3. Understand the different entry strategies that businesses may use to
develop foreign markets;
4. Describe how regional trading alliances are reshaping the international
business environment;
5. Discuss how the challenges of managing in a global environment;
6. Define ethics and how ethical behavior relates to behavior governed by law
and free choice;
7. Understand the approaches for ethical decision making;
8. Evaluate corporate social responsibility along economic, legal, ethical, and
discretionary criteria; and
9. Describe structures managers can use to improve their organizations
ethical and social responsiveness;

January 2015
12
Activities:
1. Learners will be asked to present their individual reports using PowerPoint
on the ethical dilemma case Should We Go Beyond the Law?
2. The facilitator will lead in the discussion of concepts in the reports.
3. Groups will be asked to present their reports using PowerPoint on a
companys social responsibility activities or programs.
4. The facilitator will lead in the discussion of the group reports

January 2015
13
SESSION 4
MANAGING SMALL BUSINESS START-UPS
MANAGERIAL DECISION MAKING

1. Read Chapter 6 and 9 of the textbook.
2. Prepare reports and PowerPoint presentations on the case Emmas Parlor
and Who Gets the Project
1. Discuss the rudiments of managing a small business, a growing business as
well as a non-profit organization;
2. Define the personality characteristics of a typical entrepreneur; and
3. Explain social entrepreneurship as a vital part of todays small business
environment.
4. Understand why decision making is an important component of good
management;
5. Differentiate between programmed and non-programmed decisions and the
decision characteristics of risk, uncertainty, and ambiguity;
6. Describe the classical, administrative and political models of decision
making and their applications;
7. Explain the four personal decision styles used by managers; and
8. Appreciate the advantages and disadvantages of participative decision
making.
Activities:
1. Learners will be asked to present the cases Emmas Parlor and Who Gets
the Project using PowerPoint.
2. The facilitator will lead the discussion of concepts in the reports and will help
the class integrate the lessons of the session.

January 2015
14
3. The facilitator will give a mini-lecture on the value of entrepreneurship to job

creation and nation building.

January 2015
15
SESSION 5
MANAGERIAL PLANNING and GOAL SETTING
STRATEGY FORMULATION and IMPLEMENTATION

2. Prepare a report and PowerPoint presentation on Edmunds Corrugated
Co.
3. Groups will prepare a report and a PowerPoint presentation on the strategic
planning process of an existing organization. The report should include an
analysis of the strategic planning process and recommendations for
improvement.
1. Explain goals and plans and the relationship between them;
2. Compare the various planning models;
3. Speculate on the new planning paradigm and its use in learning
organizations;
4. Discuss the components of strategic management;
5. Define the mission statement and include nation-building as an additional
component of a well stated mission statement; and
6. Incorporate corporate social responsibility in the development of an
organizations mission statement.
Activities:
1. Groups will present their group report on the strategic plan of an
organization using PowerPoint.
2. Learners will present Edmunds Corrugated Co. Case
3. The facilitator will lead the class in discussing the outputs of the
presentations.

January 2015
16
4. The facilitator will give a short lecture on strategic management and the
requirement of preparing a strategic management paper as a prerequisite in
completing the MBA program.

January 2015
17
SESSION 6
DESIGNING ADAPTIVE ORGANIZATIONS
MANAGING HUMAN RESOURCES

2. Prepare a report and PowerPoint presentation on FMB&T
3. Groups will prepare a report and a PowerPoint presentation on the
organization structure of a company. Be guided by the following questions:
Is your organization more centralized or decentralized? What are the
effects of that structure? Would you say your company has a
mechanistic or organic structure? Does this structure help your company
achieve its objectives? Explain. If not, what should be your proposed
structure?
1. Explain the fundamental characteristics of organizing;
2. Describe the various approaches to departmentalization and identify where
each is appropriate;
3. Contrast traditional organizations and learning organizations;
4. Link how structure can be used to achieve an organizations strategic
objectives;
5. Identify the types of teams in an organization;
6. Understand the role of human resource management in organizational
strategic planning;
7. Apply the tools managers use to recruit and select employees; and
8. Explain how organizations develop an effective workforce through training
and performance appraisal;
Activities:
1. The facilitator will organize a workshop wherein the various groups will
design different organizations as follows:
January 2015
18
a.
b.
c.
d.
e.
Virtual
Global Marketing
Service
Manufacturing
Non-profit
Guide Question: Which approach did you use? Why?

2. The groups will present their outputs.
3. The facilitator will lead the class in the discussion of the concepts.
4. Some groups will be asked to present their organization structure report in
PowerPoint.
5. The facilitator will give a short lecture on new application of teams to facilitate
employee involvement.

January 2015
19
SESSION 7
DYNAMICS OF BEHAVIOR IN ORGANIZATIONS
LEADING TEAMS

2. Prepare a report and PowerPoint presentation on the case Reflex System
page 450.
3. Group will prepare a report and a PowerPoint presentation (for class
discussion only) about the president of their respective companies.
Describe his/her general behavior according to the attitudes and traits listed
in the table below:
Attitude, Trait or Perceptual distortion
President
Job satisfaction
Organizational commitment
Locus of control
Authoritarianism
Machiavellianism
Attribution
Stereotyping
Halo effect (positive or negative)
Projection
Perceptual defense
Recommend possible changes to your company presidents leadership traits.

4. Research on Filipino Values and the Urban Poor.
1. Define attitudes, including its major components and explain their
relationship to personality, perception and behavior;
2. Discuss the major personality traits and describe how personality can
influence workplace attitude and behaviors;
3. Explain how people learn in general and in terms of individual learning
styles;
4. Identify the types of teams in organizations, stages in team development;
January 2015
20
5. Discuss some of the problems and challenges in teamwork

6. Utilize teams to facilitate employee involvement;
7. Identify roles within teams and the type of role you could play to help a team
be effective;
8. Appreciate the concepts of team cohesiveness and team norms and their
relationship to team performance; and
9. Define the outcomes of effective teams and how managers can enhance
team effectiveness.
Activities:
1. Learners will present their individual report on the behavior and leadership
characteristics of their company president.
2. The facilitator will lead the class in the discussion of the reports presented.

January 2015
21
SESSION 8
MID-TERM EXAMINATION
Assignment to be completed prior to Session 8:

Review all topics covered from Sessions 1 to 7 and prepare for the mid-term
examination.
Learning Objective:
At the end of this sessions, learners are expected to assess the learnings they
acquired during the mid-term period.
Activity:
1. For the first hour, learners will take a multiple-choice examination covering
Chapters 1 10, 12, 14 &18 in the textbook. This will be a closed
book/notes activity.
2. On the 2nd to the 4th hour, learners will do a case analysis exercise.
Learners may refer to their books and notes.

January 2015
22
SESSION 9
LEADERSHIP

1. Read Chapters 5 of the textbook.
2. Prepare a report and PowerPoint presentation on the case Mountain West
Health Plans page 479.
3. Groups will prepare, for submission, 3 to 5 pages Leading paper and a
powerpoint presentation describing and analyzing leading and motivation
techniques experienced in an organization. Refer to the concepts in the text.
1. Explain leadership and its importance for organizations;
2. Describe how Leadership is changing in todays organization, including
Level leadership, Servant Leadership and Authentic Leadership;
3. Identify personal characteristics associated with effective leaders;
4. Describe the different leadership theories;
5. Explain how effective followership is related to effective Leadership; and
6. Identify the sources of power and the tactics leaders use to influence others.
Activities:
1. Learners will present their individual report on Mountain West Health Plans.
2. Groups will present their report using PowerPoint on leading and motivating
techniques. The facilitator will integrate the presentations with the inputs of
other learners.
3. The facilitator will lead the class in the discussion of the reports presented.

January 2015
23
SESSION 10
MOTIVATING EMPLOYEES
MANAGING COMMUNICATION

2. Prepare a report and PowerPoint presentation on the case Kimbels
Department Store? on pages 495-496.
1. Explain motivation and the difference between current approaches and
traditional approaches to motivation;
2. Apply the various theories of motivation;
3. Appreciate why communication is essential for effective management;
4. Understand the difference between formal and informal organizational
communications and the importance of each for organization management;
and
5. Identify the skills managers need for communicating during a crisis situation.
Activities:
1. The facilitator will discuss the mid-term exam.
2. The facilitator will organize a workshop wherein groups are assigned to
each motivational theory and shall provide an example of a motivational
design using the theory.
3. The groups will present their respective outputs.
4. The facilitator will lead the discussion of the outputs.
5. Learners will present their analysis using PowerPoint of the case Kimbels
Department Store.
6. The facilitator will lead the discussion of the case presentations.
January 2015
24
SESSION 11
MANAGING CHANGE AND INNOVATION MANAGING
DIVERSITY MANAGING CONFLICT

1. Read Chapters 11and 13 of the textbook.
2. Prepare an individual report and a PowerPoint presentation on the case
Southern Discomfort on pages 350.
1. Define organizational change and explain the forces of change;
2. Identify the techniques managers can use to facilitate the initiation of
change in organizations, including idea champions, new venture teams, idea
incubators, and open innovation;
3. Understand force-field analysis and other implementation tactics that can be
used to overcome resistance to change;
4. Understand the causes of conflict and how to reduce conflict;
5. Discuss how to effectively manage a culturally diverse workforce; and
6. Appreciate the importance of multicultural teams and employee network
groups for todays globally diverse organizations.
Activities:
1. The facilitator will organize a workshop where groups discuss a change
management experience in a company. The focus of the discussion shall be
on the resistance to change manifested by those affected and how
management implemented said change. Groups will present their output to
the class.
2. Learners will present their analysis using PowerPoint on the case Southern
Discomfort.
3. The facilitator will integrate the results of the discussion and presentations.
January 2015
25
SESSION 12
MANAGING QUALITY and PERFORMANCE

1. Read Chapter 19 of the textbook.
2. Prepare a report and a PowerPoint presentation on the case Lincoln
Electric on pages 595.
3. Groups will prepare, for submission, 3 to 5 pages on Controlling report and
a PowerPoint presentation describing the management control system(s) in
an organization and possible recommendations for improvement. Refer to
the concepts in the text.
1. Explain organizational control and why it is a key management function;
2. Describe differences in control focus, including feedforward, concurrent and
feedback control;
3. Describe trends in budgeting and financial control; and
4. Understand the Balanced Scorecard concept, giving emphasis on the
different stakeholders including the community and the nation.
Activities:
1. The facilitator will lead in discussing the case Lincoln Electric with the
whole class.
2. Groups will present their reports using PowerPoint on management control
system(s). The facilitator will discuss the presentations with the class and
include his/her own inputs.
3. The facilitator will give a short lecture on the Balanced Scorecard.

January 2015
26
SESSION 13
MANAGING HUMAN RESOURCES MANAGING
the VALUE CHAIN, INFORMATION
TECHNOLOGY, and E-BUSINESS
Assignment to be completed prior to Session 12:

Read Appendix Chapter of the textbook.
1. Describe the importance of the value chain, facilities layout, inventory
management, information technology and E-Business for organizations;
2. Summarize the impact of information technology on competitive strategy;
Activity:
The facilitator will orient learners on information technology and E-business,
human resource and operations management being subjects to be taken up as
core courses in the MBA Program.

January 2015
27
SESSIONS 14 & 15
COURSE INTEGRATION FINAL RESEARCH
PAPER PRESENTATIONS
Assignment to be completed prior to Sessions 14 & 15:

Learners will submit and present in PowerPoint their final research papers in
class.
Learning Objective:
At the end of this session, learners are expected to competently;
1. Present their individual research papers in class;
2. Integrate the different management processes within an organization; and
3. Understand how an organization interacts with its environment.
Activities:
1. The facilitator will lead the class in a discussion of how a manager must
meet the challenges of planning, organizing, leading and controlling in the
New Workplace; and
2. The facilitator will conduct a review of the all the topics taken in Class
3. Learners will present their research papers using PowerPoint individually
to the facilitator. The facilitator will grade the paper and the learners
presentation skills.

January 2015
28

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Ateneo Graduate School of Business

Rockwell Center, Makati City

PRINCIPLES AND DYNAMICS

Revised: January 2015

CENTRAL MANAGEMENT CLUSTER

PRINCIPLES AND DYNAMICS OF

Course Overview and

Elektra Products, Inc.

Managing Ethics and Social

Chapters 11 and 13 10. Southern

Principles and Dynamics of Management

Managing Quality and

11. Lincoln Electric

Managing Value Chain,

learners to submit individual and group reports shall result in a failed

Principles and Dynamics of Management

Principles and Dynamics of Management

Media are used

Individual reports, participation and attendance/punctuality

Bateman, Thomas S and Snell, Scott A

Principles and Dynamics of Management

2. Case: Should We Go Beyond the Law?

3. Case: Emmas Parlor

4. Case: Who Gets the Project

5. Case: Edmunds Corrugated Co.

1. Group Report: Social Responsibility

3. Group Report: Analysis of the

4. Group Report: Leading & Motivating

5. Group Report: Controlling

Principles and Dynamics of Management

Assignments to be completed prior to Session 1:

Principles and Dynamics of Management

Assignments to be completed prior to Session 2:

Principles and Dynamics of Management

Assignments to be completed prior to Session 3:

Principles and Dynamics of Management

Principles and Dynamics of Management

Assignments to be completed prior to Session 4:

Principles and Dynamics of Management

3. The facilitator will give a mini-lecture on the value of entrepreneurship to job

Principles and Dynamics of Management

Assignments to be completed prior to Session 5:

Principles and Dynamics of Management

Principles and Dynamics of Management

Assignments to be completed prior to Session 6:

Guide Question: Which approach did you use? Why?

Principles and Dynamics of Management

Assignments to be completed prior to Session 7:

Recommend possible changes to your company presidents leadership traits.

5. Discuss some of the problems and challenges in teamwork

Principles and Dynamics of Management

Assignment to be completed prior to Session 8:

Principles and Dynamics of Management

Assignments to be completed prior to Session 9:

Principles and Dynamics of Management

Assignments to be completed prior to Session 9:

Assignments to be completed prior to Session 10:

Assignments to be completed prior to Session 10:

Principles and Dynamics of Management

Assignment to be completed prior to Session 12:

Principles and Dynamics of Management

Assignment to be completed prior to Sessions 14 & 15:

Principles and Dynamics of Management

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