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COURSE GUIDE W xi COURSE GUIDE DESCRIPTION You must read this Course Guide care

COURSE GUIDE W xi COURSE GUIDE DESCRIPTION You must read this Course Guide carefully from the beginning to the end. It tells you briefly what the course is about and how you can work your way through the course material. It also suggests the amount of time you are likely to spend in order to complete the course successfully. Please keep on referring to the Course Guide as you go through the course material as it will help you to clarify important study components or points that you might miss or overlook. INTRODUCTION BBPP1103 Principles of Management is one of the courses being offered by the Faculty of Business and Management at Open University Malaysia (OUM). This course is worth 3 credit hours and should be covered over 8 to 15 weeks. COURSE AUDIENCE This is a core course for students pursuing the Bachelor of Human Resource Management and it is also an elective course for students undertaking Bachelor of Management, specialising in Human Resource Management. As an open and distance learner, you should be acquainted with learning independently and being able to optimise the learning modes and environment available to you. Before you begin this course, please confirm the course material, the course requirements and how the course is conducted. STUDY SCHEDULE It is a standard OUM practice that learners accumulate 40 study hours for every credit hour. As such, for a three-credit hour course, you are expected to spend 120 study hours. Table 1 gives an estimation of how the 120 study hours could be accumulated. X COURSE GUIDE xii Table 1: Estimation of Time Accumulation of Study Hours STUDY ACTIVITIES STUDY HOURS Briefly go through the course content and participate in initial discussions 3 Study the module 60 Attend 3 to 5 tutorial sessions 10 Online participation 12 Revision 15 Assignment(s), Test(s) and Examination(s) 20 TOTAL STUDY HOURS ACCUMULATED 120 LEARNING OUTCOMES By the end of this course, you should be able to: 1. Describe the basic concepts, functions and basic skills in management; 2. Describe the management of an organisation including employees, and physical resources; 3. Explain the changes in management and the current management practice of todayÊs business; and 4. Apply the principles of management to the work place. COURSE SYNOPSIS This course is divided into 11 topics. The synopsis for each topic can be listed as follows: Topic 1 gives an overview on management and the roles that must be played by the manager. The management skills required at different levels of management will also be introduced. Students will be exposed to the evolution of management thinking that explains the thinking contributed by the main management over the years. Topic 2 discusses planning as one of the most important functions in management. The processes involved in effective planning, types of planning as well as the advantages and disadvantages of planning are discussed. COURSE GUIDE W xiii Topic 3 discusses decision making ă the process of identifying problems, generating alternative solutions, selecting and implementing the best solutions available. This topic also discusses the situations of decision making ă the certainty conditions, uncertainty conditions, and risky conditions ă and the steps involved in rational decision making. The types of limitations in the process of decision making, which are rationalisation boundary, common mistakes and environmental risk, will also be discussed. Finally, this topic also discusses the two methods to improve the quality of decisions to be made using specific rules and tests. Group decision making is also discussed. Topic 4 discusses the design of an organisation. Several factors that influence the structure of an organisation such as strategies, size, environment and technology will be discussed. The types of organisations such as departmentalisation based on the function, product, customer, geography and matrix will also be explained. This is followed by the management of an organisation that involves authority, chain of command, span of control, delegation, centralisation and decentralisation. This topic will also discuss the work design that involves work specialisation, job rotation, job enrichment and job enlargement. Finally, this topic will also explain about the design of the mechanistic and organic organisations including several other types of new structures. Topic 5 focuses on human resource management. This topic discusses human resource planning, recruitment techniques and selection of employees. Also discussed is the importance of training, performance evaluation, remuneration and termination of employees. Topic 6 covers communication, where the basic elements in a communication process are described. The formal communication systems that are frequently used, such as the vertical, horizontal and crossway communication are also presented. Also discussed are informal communication and non-verbal communication. This topic also discusses the methods to enhance communication by identifying the barriers to communication including the steps to overcome it. Topic 7 discusses motivation. Two types of motivation models that will be discussed are the model based on needs and the model based on process. The important models based on requirements are the Maslow's Hierarchy of Needs Model, HerzbergÊs Two Factor Theory and the McClellandÊs Needs Achievement Model. The process models ă Vroom Expectation Model, Adams Equity Model, Objective Establishment Model and Skinner Reinforcement Model will also be discussed. Topic 8 discusses leadership. This topic will discuss leadership based on three approaches which are the approach-centred leadership, follower-centred X COURSE GUIDE xiv approach and interactive approach. The leader-centred approach focuses on the characteristics of the leaderÊs personality, behaviour of the leader and style of leadership. Under the behavioural approach, the researches by the Ohio State University, Michigan University and the Management Grid, will be discussed. The follower-centred approach focused on the variables of replacement and neutralisation of leadership. In the interactive approach, Situation Model, Fiedler Contingency Model, Objective Establishment Model and the Behaviour on Leadership Continuum will also be discussed. At the end of this topic, strategic leadership will be presented. Topic 9 involves control. This topic discusses the steps in process control. Also discussed are the three types of basic control method and five types of control. Finally, this topic will discuss on issues that must be controlled by organisations such as finance, human resource, quality and also customer. Topic 10 focuses on the understanding and explanation of teams, innovation and change. This topic starts with the differences found between teams and group, the advantages and disadvantages of teams and the requirement of teams. Also discussed are the types of teams that exist in an environment. Several features of teams and issues that can influence the performance level of teamwork will also be discussed. Topic 11 discusses with the importance of innovation and ways to manage innovation. This topic will also discuss the changes to organisation. Thereafter, the influences that can cause changes to organisations, ways to manage changes, resistance to change and tactics to overcome resistance to changes, will also be explained. TEXT ARRANGEMENT GUIDE Before you go through this module, it is important that you note the text arrangement. Understanding the text arrangement should help you to organise your study of this course to be objective and effective. Generally, the text arrangement for each topic is as follows: Learning Outcomes: This section refers to what you should achieve after you have completely gone through a topic. As you go through each topic, you should frequently refer to these given learning outcomes. By doing this, you can continuously gauge your progress of digesting the topic. Self-Check: This component of the module is inserted at strategic locations throughout the module. It usually comes in the form of a question that may require you to stop your reading and start thinking. When you come across this COURSE GUIDE W xv component, try to reflection what you have already gone through. When you attempt to answer the question prompted, you should be able to gauge whether you understand what you have read. Most of the time, the answer to the question can be found directly from the module itself. Activity: Like Self-Check, activities are also placed at various locations or junctures throughout the module. Compared to Self-Check, Activity can appear in various forms such as questions, short case studies or it may even ask you to conduct an observation or research. Activity may also ask your opinion and evaluation on a given scenario. When you come across an Activity, you should try to widen what you had gathered from the module and introduce it to real situations. You should engage yourself in higher order thinking where you are be required to analyse, synthesise and evaluate instead of just having to recall and define. Summary: You can find this component at the end of each topic. This component assists you to recap the whole topic. By going through summary, you should be able to gauge your knowledge retention level. Should you find points inside the summary that you do not fully understand, it would be a good idea for you to revisit the details from the module. Key Terms: This component can be found at the end of each topic. You should go through this component uploads/Management/ course-guide 6 .pdf