LAHORE SCHOOL OF ECONOMICS

Principles of Management (MGT-

201)

Program BBA II

Credit Hours 3 CHs

Duration 16 Weeks

Prerequisites Micro and Macro Economics, Statistics, Math for Business,

Computing

Resource Person Seeham Yousaf, M-Phil Business Administration

Class timings Section F: Mon: 2nd Slot (MC I), Wed: 2nd Slot (MC I)
Section I: Mon: 4th Slot (Aud 2), Tues: 4th Slot (Aud 9)
Section L: Tues: 1st Slot (Aud 2), Wed: 4th Slot (MC 1)
Section J: Thurs: 1st Slot (Aud 2), Wed: 1st Slot (Aud 23)

Office & Ext. Room #H-2-1, Ext.208

Office Hours Mon & Wed: 11:15 – 1:15

Tues & Thurs: 09:30 – 1:00
E-mail SEHAM@LAHORESCHOOL.EDU.PK

Teaching Assistant

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 Course: Principle of Management
Lahore School of Economics
BBA II
Winter Term 2019

1. Introduction: The Challenge of Management. Pioneering Ideas in Management. Understanding

Internal and External Environment. Social Responsibility and Ethics in Management.
2. Theories of Management. Management in changing management Environment. Modern
Concept of management because of IT revolution and impact of Social Media.
3. Planning and Decision Making: Managerial Decision Making. Establishing Organizational Goals
and Plans. Mission, goals, and objectives. Developing Strategy. Fostering an Innovative
Organization.
4. Organizing & Staffing: Organizational Structure. Strategic Organization. Functional
Departmentalization and Design. Introduction to Human Resource Management.
5. Leading: Leadership; theory, styles and skills. Motivation; Primary & Secondary Motive,
Motivation theories. Communication & interpersonal skills. Managing Groups and Teams.
Basic principles of Good Governance. Causes and control of Bad Governance: A case of
Pakistan
6. Evaluations & Control: Controlling the Organization. Managing Change and Conflict. Control
process & standards. Control systems, resistance to control, control strategy and choices. Basic
Financial controls.
7. International Management: The Nature of International Management. Assessing the
International Environment. Gauging International Strategic Issues. Organizing International
Business.
8. Ethical and Moral issues at work place: maintaining principles of integrity honesty and justice,
insuring equality, opportunity, and merit in diversity of employees.

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 Course Introduction

It is a rich interactive learning experience designed to give students the basic intellectual tools and
aptitudes they need to meet today’s’ business challenges. This is a basic management course to
provide understanding of different functional areas of management.

There are two core objectives of this course: Firstly, to develop an understanding about
“management” and its functional areas such as planning, organizing, staffing, leading, motivating,
evaluating and controlling; and secondly, to develop certain competencies (managerial skills) such
as critical thinking, analyzing. organizing, communicating, reporting and decision making skills.

Course Learning Objectives

The course has been designed to achieve the following objectives:

CLO 1. Emphasize the importance of managerial implication in decision making
CLO 2. Provide a good understanding of managerial theories in all functions of
management.
CLO 3. Explore the evolving trends in social media and traditional management for
managerial planning.
CLO 4. Educate students to gauge information from the competitors that is relevant
for the growth of Pakistani companies for industry analysis.
CLO 5. Familiarize students with both academic research and business analysis to
identify managerial problems at strategic, management and operational levels.
CLO 6. Urge students to be able to apply ethical practices and adopt corporate social
responsibility.

Program Learning Objectives

PLO 1. To make students comprehend core theories, concepts, principles and tools
taught in undergraduate coursework;
PLO 2. To prepare students for using analytical and reflective thinking skills to
identify marketing opportunities in contemporary media;
PLO 3. To develop students for applying relevant qualitative and quantitative
techniques for marketing related decisions in mass media;
PLO 4. To enable students for writing and presenting effective marketing and media
plans;
PLO 5. To underline the value of conducting marketing and media activities through
diverse teams/groups for achieving organizational objectives;
PLO 6. To enable students for identifying unethical marketing and media activities
and their negative impact on the conduct of business and society.

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 Teaching
Strategy/Pedagogy

The methodology for the instructor is to complete a chapter and then in the following class, give a quiz
on the chapter covered last time as well as on the chapter to be covered today. That insures, students
are reading the chapter before they come to the class room.

This is a basic ‘principle of management’ course. The emphasis is that students master the core concepts
and memorize the basic principles in all areas of functional management. Here, the Goal is to build a
solid Foundation on which all future management courses have been developed. Students are assigned
5-8 short class text cases to be completed during the semester, i.e. after completing each of the topics
relating to planning, organizing, staffing, leading, evaluating, controlling and overall Manager’s Terrain.
These cases are be done individually or by a pair of students and a written case analysis is to be
submitted and case should be discussed by the instructor in the class room during the discussion
session.

Regularity and Punctuality:

Regularity and punctuality will be very strictly observed. You have an allowance of number of absences
as per LSE policy. This includes the leaves that are approved from your Students Affairs Office.
Regarding punctuality, you will be marked present only if you arrive in the class within five minutes of
the scheduled time. If your group is making a presentation and you are not there, you get zero. If you
miss a Quiz you get zero in that Quiz unless until approved from instructor. No assignment will be
accepted after the due date. No use of mobile phones and cameras with in any class.

Core Reading List:

Text Book:
 Stephen P. Robbins, David A. DeCenzo, Sanghamitra Bhattacharyya, Madhushree Nanda
Agarwal. Fundamentals of Management; Essential Concepts and Applications. Pearson
Education. ( Buy the latest edition available in the Market )
 Bateman, Thomas S. and Snell, Scott A., "Management: Leading and Collaborating in a
Competitive World". 2013. New Delhi, Tata McGraw-Hill Publishing. 10th Edition
Other Recommended Books:
 Kathryn Bartol, Margaret Tein, Graham Matthews, and David Martin. 2005. Management; a
Pacific Rim Focus. McGraw Hill and Irwin. 4th Edition.
 Heinz Weihrich & Harold Koontz. 2004. Management: A Global Perspective. 11th Edition.
McGraw Hill Education.
 Michael A. Hitt, J. Stewart Black, Layman W. Porter. 2005. Management. Pearson Education.
 Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy. 2005. Management. McGraw Hill. 2nd
Edition.
 Samuel C. Certo, S. Trevis Certo. 2006. Modern Management. Pearson Education. 10th
Edition.

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Required Reading List (Journals and Magazines etc.):
 Business Recorder
 Wall Street Journal
 Business Week
 Fortune
 Forbes
 Harvard Business Review
 The Journal of Business.
 Management and Labor Sciences

Lahore School of Economics Plagiarism Policy

Lahore School adheres strictly to HEC plagiarism policies which are available on the HEC website
and Lahore School handbook on plagiarism policy.

The policy can be found at

http://hec.gov.pk/english/services/faculty/Documents/Plagiarism/Plagiarism%20Policy.pdf

The Lahore School Regulations on Student Code of Behaviour specifies penalties for plagiarism in
reports, research papers and presentations in courses taken and in articles published while studying
at the Lahore School.

Assessments

All of the activities held during the session will be evaluated. The final grades for the course
will be as follows:

Mid- Term 25%

Final Exam 35%

Quizzes 10%

Cases 10%

Assignments 5%

Project 10%

Attendance & CP 5%

Total 100%

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 COURSE: PRINCIPLES OF MANAGEMENT (MGT 201)

LECTURE NO. LECTURE SESSION DISCUSSION SESSION

Introduction to Management, Functions, History, Worksheet on Identifying Management

1.
Evolution of Management Functions

What Managers do? Historical evidence. Role of

2. Skill Building Exercise
Manager, Work Agendas Skills

Understanding Competitive Environments and Mega

3. Quiz 1
trends in Technology and Global marketplace

Understanding Competitive Environments and

4. Discussion on short application Cases
Organizational Culture

Foundation of Planning and Decision Making:

5. Skill Building Exercise
Managerial Decision Making

Planning and Decision Making: Managerial Decision

6. Quiz 2
Making

7. Establishing Organizational Goals and Designs Skill Building Exercise

8. Establishing Organizational Goals and Plans Quiz 3

9. Strategic Management Thinking Process Discussion on application case-1

Overview of Planning, Strategic Planning and

10. Quiz 4
Organizational Structure

11. Basic Elements of Organizational Structure Skill Building Exercise

12. Basic Elements of Organizational Structure Quiz 5

13. Basics of Human Resource Management Discussion on application Case 2

14. Review for Mid Term Exam Review for Mid Term Exam

15. MID-TERM MID-TERM

16. Staffing and Human Resource management Skill Building exercise

17. Managing Diverse Human Resources Essentials of Good Governance

18. Managing Change, Stress and Innovations Quiz 6

19. Theories of Leadership and Motivation Discussion on application Case 3

20. Leadership and Management Quiz 7

21. Individual and group behavior and Motivation Discussion

22. Basic of Change & Innovation management Discussion on application Case 4

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 Leadership, Team Management and Conflict
23. Quiz 8
Management

24. Managerial Communication & interpersonal skills Skill Building Exercise

25. Basic Operations Management Quiz 9

26. Foundation of Evaluations & Controls Quiz 10

27. Evaluating & Controlling overall performance Discussion on application Case 5

28. Financial and Non-Financial Controls Financial and Non-Financial controls

29. Ethics and CSR Ethics and CSR

30. FINAL EXAM FINAL EXAM

The schedule is subject to change at the discretion of the instructor.

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