Syllabus

Országok listájaHungaryBudapesti Corvinus EgyetemGazdálkodástudományi KarNemzetközi gazdálkodás (angol nyelven)ManagementSyllabus

2VE81NBK01B ­ Management
BA in International Business Fall Semester, 2008/09 Academic Year
Course leader lecturer: Department: Office hours: Availability Course type: Contact hours: Time of class: Venue: & Lilla Hortovanyi assistant professor Institute of Management http://mgmt.uni-corvinus.hu After class or by appointment on Mondays in room 385 Room: Main Building 385 Email address: lilla.hortovanyi@uni-corvinus.hu Core course 1+2 13:10-14:30 & 14:50-16:10 C 426

Aims and objectives and description of the course: The purpose of the course is to provide students with knowledge of the fundamentals of management, including basic concepts and terminology. Business firms around the world are experimenting with new organizational designs, changing their routines and processes as they seek to improve their current performance and their growth prospects. In the process they change the scope of their business operations, redraw their organization charts, redefine the allocation of decision-making authority and responsibility, and reconsider which activities to conduct in-house and which to out-source. The course introduces students with powerful conceptual frameworks for analysing the interrelations between organizational design features, competitive strategy and the business environment. Students will spend a significant portion of their time diagnosing the fit and misfits between various elements on the basis of open system theory. Specifically, it is the intent of this course to blend theory with practice, requiring students to observe the business environment, and actively applying concepts to the "real world". Learning outcomes
Core Learning Area Cultural Sensitivity and Diversity Critical Thinking Management Knowledge and Skills Ethics and Social Responsibility Learning Outcome Students will learn to accept differing perspectives as normal, desirable and inevitable. Students will be encouraged to raise thoughtful questions and challenge tentative ideas. Students, while working in groups, will learn how to communicate, negotiate and persuade each other. Students will learn to accept complete responsibility to learn from and to teach each-other.

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Course description The fundamental assumption of the course is that successful organizations establish patterns of fit among the elements of their organizational designs, their competitive strategies and the external environment in which they operate. The course draws on numerous examples of contemporary organizations; nevertheless it is based on rigorous modelling. Each student is responsible for making regular and meaningful contributions to class discussion. This includes applying theories and empirical evidence to specific instances, as well as thinking critically about those theories and empirical evidence. Methodology Case studies are at the centre of this course and will be employed in order to facilitate appreciation and understanding of conceptual issues within a concrete and applied context. Experience is the best teacher, and through the case method students are introduced to the reality of decision making -including incomplete information, time constraints, and conflicting goals. In addition a range of interactive teaching styles will be employed (role-plays, interactive seminar discussion or the use of multi-media) to highlight the key issues in the course. Course policies Regular and punctual attendance at every class session is a requirement. Each class covers material not found in the readings. Furthermore, participation in class discussions is an important part of the learning experience for all students as well as a factor in grading. In this course, 20% of the weighting of students' grade will be based on instructors' assessment of the effectiveness of individual class participation. There will be a seating chart in each class and all absences will be recorded. Not attending more than 40% of seminar times may have negative consequences, such as "AF" (Administrative Fail). If illness or another unusual circumstance requires missing a class, please do your best to inform the instructor in advance via email. In terms of participation grading, achieving "20%" generally consist of making a substantial contribution to every class. Achieving a "15%" generally consists of making a substantial contribution to about half of the classes. Not participating in class discussion will also have a negative effect on class participation grade, since the person fails to bring in `added value' to the class.

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Judging frequency and quality of students' comments relative to others in class is discretionary, not something that can be precisely stated in advance. Hence, in case of problems with opening up in front of the class, shy students may ask for "warm calls". The course also enforces a "laptop screen down" policy, except when laptops are needed for class activity. Compulsory readings: John Schermerhorn (2007): Exploring Management: In Modules (1st edition), Wiley

Reading Pack with selected articles and case studies.

The Reading Pack for this course has been compiled by the instructor and will be made available to students registered in the course. A copy can be purchased in the Department Office during its office hours in room 367.

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Assignments: The importance of individual preparation to seminars cannot be overemphasized; students are required to read in advance the corresponding book chapters and the case studies. It should be obvious that coming to class unprepared may have a negative effect on class participation grades. Students, however, are encouraged to prepare in study groups. A study group consists of four to six randomly assigned participants who meet to discuss the day's assignments after each participant has completed his or her individual case preparation. Study groups are scheduled to meet once in every two week throughout the course, ideally right after lectures. The aim of study groups is to deepen the participants' understanding beyond that gained through individual analysis. If interactions within study groups are based on shared expertise and constructive argument, participants shall experience an increase in their comfort level with sharing their insights later in the large inclass discussions. In order to foster preparation, students either individually or in study groups are expected to hand in homework assignments at the beginning of each seminar. Late submissions are not accepted. Each week, one study group gets the opportunity to present their home assignment to the class. Assessment of progress Minute papers are un-announced short written exercises, given at the beginning, during, or end of a seminar. Their purpose is one or more of the following: (1) to check preparation on the assignment's key points; (2) to stimulate critical thinking and sound reasoning; and (3) to obtain feedback about the level of understanding class discussions. Minute papers are not allowed to be re-written. Depending on the class activities, the instructor reserves the right to increase or decrease the number of minute papers. Depending on the question, the class may have as few as 10 minutes to up to 20 minutes to answer. Points to minute papers will be awarded as follows: Points 5 4 3 2 1 0 Evaluation Insightful comments, in-depth understanding Good reasoning Satisfactory Marginal Poor knowledge No answer or missed class

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Assessment and grading The final grade is based on the overall evaluation of students' performance. The following components and weights make up the grade: Minute papers (4 out of 5 @ 5 points each) Class participation Presentation CEI e-learning activity Final exam Maximum total Grading scale: Performance 0-50 % 51-62 % 63-74 % 75-86 % 87-100% Result fail pass satisfactory good excellent Mark 1 2 3 4 5 20% 20% 10% 10% 40% 100%

All students must adhere to the principles of academic integrity in every work done for this class. Attempted cheating in any form, including plagiarism, is taken extremely serious and can result in dismissal from the course. ISP grading scale with ECTS and Hungarian grade equivalents
ISP Grade A+ A A- B+ B B- C+ C C- D+ D D- F IN N P NP AU W ECTS Grade Equivalent A A A B C C C D D D D/E E F / FX Percentage achieved 97-100 94-96 90-93 87-89 84-86 80-83 77-79 74-76 70-73 67-69 64-66 60-63 0-59 ISP Grade Points 4.33 4.00 3.67 3.33 3.00 2.67 2.33 2.00 1.67 1.33 1.00 0.67 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Hungarian Grade Equivalent Jeles Jeles Jeles Jeles Jó Jó Jó Közepes Közepes Közepes Közepes Elégséges Elégtelen N P NP Hungarian Grade Points 5.00 5.00 5.00 5.00 4.00 4.00 4.00 3.00 3.00 3.00 3.00 2.00 0.00 0.00 0.00 0.00 Explanation

Excellent Excellent Excellent Excellent Good Good Good Satisfactory Satisfactory Satisfactory Satisfactory Low pass/ Sufficient Fail, 0 credit Incomplete No grade, 0 credit Pass, credit given No Pass, 0 credit Audit Withdraw

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Detailed class schedule, 1st ­ 15th week: 12. COURSE OUTLINE AND SESSION ASSIGNMENTS Class participation points 1 3 3+3 0 3+3 0 Organizational designs I. ­ simple structures The organizational designs II. Divisional & matrix configurations & projects Leadership & communication Coordination & control Managing people Ethics & Review class SUM Dec 19 13:10-14:30 FINAL EXAM 3 0 3+3 0 3+3 3 3+3 0 40 = 20% Seminar Lecture + Seminar Double seminar Lecture Double seminar NATIONAL HOLIDAY Lecture + Seminar Lecture Double seminar REPLACED TO Dec 4. Double seminar Lecture + Seminar Double seminar Consultation M16, 17 M11 M19, 20 M5 M13 M14 M21 M2 M3, 9 M6, 7 M10

Date Sept 18 Sept 25 Oct 2 Oct 9 Oct 16 Oct 23 Oct 30 Nov 6 Nov 13 Nov 20 Nov 27 Dec 4 Dec 11 Dec 18

Time 13:10-14:30 13:10-14:30 13:10-16:10 13:10-14:30 13:10-16:10 13:10-14:30 13:10-16:10 13:10-14:30 13:10-16:10 13:10-14:30 13:10-16:10 13:10-16:10 13:10-16:10 13:10-14:30 Introduction

Topics Management process Understanding contingency view Diversity & globalization Goal setting & strategic planning

Issues

Ch

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