(in Polish) Principles of Management

Knowledge in Corporate Theory

1. Contact hours with teacher:

- participation in lectures – 45 hrs

- consultations – 5 hrs.

2. Self-study hours: reading literature, preparation for examination: 100 hrs

Altogether: 150 hrs (6 ECTS)

Student is acquainted with:

W1: individual schools and trends in management science – K_W01, K_W05

W2: a management process – K_W07

W3: a decision making process– K_W06

W4: basic management functions – K_W07

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Expository teaching methods:

- informative lecture

- informative (conventional) lecture
- participatory lecture

- content-presentation-oriented methods
- exchange and discussion methods

AACSB objective: Student defines and explains basic concepts concerning management functions.

The subject is conducted in the form of a lecture. The following issues are discussed during the lecture:

1. Purpose and subject of management science

2. Genesis of management science

3. Basic perspectives in management sciences

4. Definition of management and management process

5. Basic management functions: planning

6. Managing decision making

7. Basic management functions: organizing

8. Basic management functions: motivating and leading

9. Basic management functions: controlling

Detailed issues discussed during the lecture will be selected from the following ones:

1. Purpose and subject of management science – W1

interdisciplinary character of management science, subject of management science

2. Genesis of management science – W1

organisational experience concept, precursors of management

3. Basic perspectives in management sciences (scientific management, administrative management, behavioral management, quantitative management, systems perspective, contingency perspective) – W1

4. Definition of management and management process – W2

five categories of resources, general principle of rationality, The concept of performance in management (effectiveness, efficiency and economy), the management process

5. Basic management functions: planning – W4

the essence of planning and planning process, types of plans, purposes of goals, organization's hierarchy of goals, kinds of managers by level and area, the essence of strategic, tactical and operational planning

6. Managing decision making – W3

the essence of decision making and decision making process, types of decisions, decision-making conditions, classical model of decision making, administrative model of decision making, group and team decision making in organizations

7. Basic management functions: organizing – W4

the essence of organising, organization structure and design: job design (job specialization and its alternatives), departmentalization (the process of grouping jobs, functional, product, customer and location departmentalization) reporting relationships (chain of command, span of management), distribution of authority (authority, delegation), coordination; models of organization design (bureaucratic and behavioral approaches); basic forms of organization design (functional, divisional, conglomerate, matrix, hybrid designs)

8. Basic management functions: motivating and leading – W4

the essence of motivation and motivating; the motivational framework, approaches to motivating, Main contemporary approaches to motivating: the content perspectives (the needs hierarchy theory, the ERG theory, the two-factor theory of motivation, the theory of individual human needs) the process perspectives (the expectancy theory, the equity theory, the goal-setting theory, the reinforcement theory); the essence of leadership, leadership versus management, leadership traits and leadership behaviors (Likert model, managerial grid), situational approaches to leadership (the least-preferred coworker (LPC) theory, the path-goal theory, decision tree approach, the leader–member exchange (LMX) approach)

9. Basic management functions: controlling – W4

the essence of control and controlling, purposes of control, areas and levels of control, the control process, types of control, effective control systems, employees' resistance to control; operations controlling (example: quality control); strategic controlling (example: the balanced scorecard – BSC)

1. R. Griffin, Fundamentals of Management, Edition 9, Cengage Learning, 2019.

2. S. P. Robbins, D. A. Decenzo, Management: The Essentials, Pearson Australia, 2015.

3. G. Morgan, Images of Organization, SAGE Publications, Inc, 2006.

4. P. F. Drucker, Management: Tasks, Responsibilities, Practices, HarperBusiness, Warszawa 1993.

Assessment methods:

W1 – test

W2 – test

W3 – test

W4 – test

Assessment criteria:

fail - 0-8 pts (<60%)

satisfactory - 9 pts (60%)

satisfactory plus – 10-11 pts (>60%, <80%)

good - 12 pts (80%)

good plus - 13-14 pts (>80%, <100%)

very good - 15 pts (100%)

not applicable

AACSB objective: Student defines and explains basic concepts concerning management functions.

The subject is conducted in the form of a lecture. Issues discussed during the lecture will be selected from the following ones:

1. Origin and object of management science

2. Historical outline of management science development

3. Decision making process

4. Definition of management process

5. Management functions: planning, organising, motivating, controlling

6. Leadership theories

7. Ethical and social context of management

8. Organisational change management

Detailed issues discussed during the lecture will be selected from the following ones:

1. Origin and object of management science

(interdisciplinary character of management science, object of management science, organisational experience concept, precursors of management science) – W1

2. Historical outline of management science development – W1

scientific management / technical and physiological trend (F. W. Taylor, H. Ford, K. Adamiecki), administrative trend (H. Fayol, M. Weber), psychological and sociological / behavioural trend (E. Mayo, D. McGregor, A. Maslow); quantitative approach, systemic and situational approach, universal and empirical schools; contemporary management challenges

3. Decision making process – W2

the essence and types of decisions, process conditions of decision making, classical (rational) decision model, behavioural (administrative) decision model, behavioural aspects of decision process, group decision making (interactive, Delphic and nominal groups)

4. Definition of management process – W3

the essence of management, management definitions, the essence and types of organisational resources, rationality and efficacy of actions as an objective of organisation, the essence of efficiency, general principle of rationality, management process

5. Management functions – W4

Planning: the essence of planning, types of plans, functions of goals, hierarchy of organizational objectives, the essence of strategic, tactical and operational planning; types of operational plans

Organising: the essence of organising, division of labour - specialization, design of positions, grouping of positions, hierarchy (distribution of power, span of control, entitlement delegation), coordination of activity, differentiation of positions, bureaucratic and behavioural model of organization according to R. Likiert, organizational structure, organizational structure typology (functional, object-oriented), functional, multi-divisional, holding, matrix structures

Motivating: the essence of motivating; motivational scheme; motivation models; contemporary approaches to motivation: (hierarchy of needs theory, ERG theory, two-factor theory, expectancy theory, theory of justice, reinforcement theory)

Controlling: the essence of controlling, functions of control, areas of control, the controlling process, types of control, features of effective control systems, resistance against control; operational controlling (example: quality control); strategic controlling (example: balanced scorecard – BSC)

6. Leadership theories – W4

The essence of leadership, manager versus leader, approaches focused on leader’s characteristics, approaches focused on leader’s behaviours, leadership styles (Likert model, managerial grid of R. Blake and J. Mouton), situational approaches to leadership (evolutionary model of leadership of P. Hersey and K. Blanchard, NPW situational model of F. Fiedler, situational model of Vroom-Yetton-Jago)

7. Ethical and social context of management – W5

areas of corporate social responsibility, organisational approaches to social responsibility; arguments for and against organisation’s social responsibility

8. Organisational change management – W3

The essence of organisational change, external and internal circumstances generating organisational changes, causes of resistance against change, the ways of overcoming the resistance against change, the process of change introduction according to K. Lewin

1. R.W. Griffin, Fundamentals of Management, Ninth edition., Cengage Learning, Boston, MA 2019 (e-book).

2. R. Newton, The management book, Financial Times Prentice Hall, Harlow 2011 (e-book).

3. S.P. Robbins, M. Coulter, D.A. Decenzo, Fundamentals of Management, Eleventh, global edition, Pearson, Harlow 2020 (e-book).

4. J.A. Miles, Management and organization theory, Jossey-Bass a Wiley Imprint, San Francisco 2012.

In the academic year 2021/2022, the course is conducted online on the MS Teams platform.