Introduction to Management

  • Total class time: 40 hours.
  • Unit: Centro Universitário FECAP Liberdade (Av. da Liberdade, 532).
  • Time: to be confirmed.
  • Value: Students and Alumni: R$100,00, in case of aprovement the value will be returned.
  • Classroom: to be confirmed
  • External Public: R$500,00.
  • Professor: Marcus Salusse.

 

bt_insc

 

Subject Objective

The student should develop an integrated vision of management concepts and knowledge of what is the Administrator’s job and the main characteristics of the place where his/her activities is carried out. The student should identify the fundamental concepts of management, as well as understand the types of organizations in which managers operate and the specificities of different type of companies and their functional and transversal areas.

 

Learning Objctives

  1. The student must be able to understand different types of organizations and management functions, as well as to identify the main theories that comprise the modern scientific management.
  2. The student must develop teamwork skills.
  3. The student should be able to think systematically, integrating all functional and transversal areas of an organization.

 

Content

  • Organization and it´s contexts
    • Organization: definitions
    • Types of Organization: business, social and public

     

    The evolution of managerial thought and practices

    • Classical Management School
      • Scientific Management
      • Managerial School (Administrative Management)
    • Bureaucratic Management
    • Behavioral School
    • Systems Theory
    • Contingency Theory

     

    Management and the Environment

    Manager´s role and his/her functions

    • Planning
    • Organizing
    • Leading
    • Controlling

 

Methodology

This course activities seek to encourage students to have an active role in the learning process, with shared responsibility between teacher/group/individual learning. Emphasis will be given to active learning in class: role playing, discussions, texts analysis, case studies and group. Students should read texts and cases as preparation for most classes.


Evaluation Criteria

Grades Weight Composition Weight Feedback
1 Partial Exams 30% THREE individual exams 10% 7 work days
2 Activities 30% Participation in classroom activities and discussions 10% 7 work days
Monitored activity I e II

In groups, grades are composed of partial and final assignment

20% 7 work days
3 Avaliação Final 40% Unified

In class, individual, written and with one reference sheet, hand written, in a A4 sheet, to be hand out with the exam

40% 7 work days

Observations:

  1. In case of absence, there are no make up activities for 1 and 2 evaluations.
  2. The final exam cannot be antecipated or done on a different date or time.

 

Textbook – Mandatory Bibliography

WILLIAMS, Chuck. MGMT. 8th edition. Cengage Learning, 2015 2016

 

Other References

BERTALANFFY, L. Perspectives on General System Theory. NY, George Braziller, 1975.

FAYOL, Henry. General and Industrial Management. Pitman, 1949.

MACGREGOR. The human side of enterprise. McGraw-Hill, 1966.

MAYO, E. The social problems of an industrial civilization. Routledge, 1949..

TAYLOR, Frederick. Scientific Management. Harper & Row, 1947.

WOMACK, JONES & ROSS.  The Machine That Changed the World .

Other references will be assigned during the term.

 

Contact & Office Hours

Professor Contact Office Hours
Marcus Salusse marcus.salusse@fecap.br Meetings should be previously scheduled by e-mail.

 

Ethical Commitment – Professor/ Student

Student:

  • Read texts indicated in the syllabus before class.
  • To help to establish and maintain a learning environment.
  • Comply with the General rules of coexistence during class (use of electronic devices, entrances and exits, delays, etc.) that are set by the professor on the first day of class.
  • To do your evaluations/quizzes/assignments without seeking illegal advantages

Professor:

For all students, preparing for classes, answering questions, evaluating them with exemption and impartiality and seeking to help them on the learning process.

 

Monitored Activities

Activity Knowledge Ability Attitude Necessary information Time
Monitored activity I:

Film analysis: “The Founder”

Watch the movie “The Founder”, which tells the story of McDonald’s. Analyze critically relating to the concepts presented in the classroom. Ability to integrate and systematize concepts presented in class with movie. Observation

Teamwork

Instructions to be given in class on the first day 4
Monitored activity II:

Company visit

Thinking in an integrated way the functional and transversal areas of a real organization, as well as the functions performed by a manager in his daily professional life. Ability to integrate and systematize concepts presented in class with daily practices and experiences of a real firm. Proactivity

Teamwork

 

Instructions to be given in class during the semester 4

 

Class Planning

Class Date Theme Activity Reading Complimentary reading
1 Course Introduction

 

Exercise: Briefing

 

Syllabus
2 Organization´s Types: businesses, social, non-governmental, public

 

The manager

Exercise: Individual presentation

 

Chapter 1

 

MINTZBERG, H. The Manager’s Job: Folklore and Fact, 1990.

 

3 Management History I

 

Taylor/Ford/Fayol

 

Scientific Management

Text and videos analysis

 

Exercise: Cup staking exercise

Chapter 2 FAYOL, Henry. General and Industrial Management, 1916.

 

TAYLOR, Frederick. Scientific Management, 1911

 

WOMACK, JONES & ROSS.  The Machine That Changed the World.

4 Monitored Activity I Day dedicated to the monitored activity I

(there will be no regular class)

See Script: “The Founder”

5 Management History II

 

Hawthorne/McGregor

 

Organizarional behavior

Discussion about the monitored activity I

 

Discussion about text and vídeo

 

Chapter 2 MACGREGOR. The human side of enterprise.

 

MAYO, E. The social problems of an industrial civilization.

6 1º Individual exam

 

Systems Theory

New approaches

External environment

 

Case study

 

Chapter 3 BERTALANFFY, L. Perspectives on General System Theory.

 

MOTTA F. and ALCADIPANI R. Jeitinho Brasileiro, Controle Social e Competição, 1999.

 

7 Ethics

Social Responsibility

Chapter 4 Curado, I. and Belinky, A. Economia Verde e Inclusiva, 2014.

 

8 Planning

Decision Making

Chapter 5 NEAL, L. and Spetzler, C. An Organization Wide Approach to Good Decision Making, 2015.

 

There will be no regular class
9 Business Strategy

Organizing

Designing Adaptive Organizations

Exercise: LipDub Chapter 9 Chapters 7, 11 17 & 18
10 2º Individual exam

Global Management

Diversity

Vídeo Holden Outwear & Kinky Boots Chapter 8

Chapter 12

McPherson, S. 8 Corporate Social Responsibility (CSR) Trends to Look for in 2018.

Hewlett, S. The Attributes of an Effective Global Leader, 2016.

 

11 Monitored Activity II Day dedicated to the monitored activity II

(there will be no regular class)

See Guide on Eclass

12 Leading

 

Chapter 14 BAILEY, J. The Difference Between Good Leaders and Great Ones, 2016.

 

GILES, S. The Most Important Leadership Competencies, According to Leaders Around the World, 2016.

13 Controlling

 

Chapter 16 CAMMANN e NADLER – Fit Control Systems to Your Managerial Style, 1976.
14 3º Individual exam

Closing

Final Report Presentations + LipDub!
There will be no regular class
15 tbd FINAL EXAM