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PRINCIPLES OF MANAGEMENT MGMT300

PRINCIPLES OF MANAGEMENT MGMT300. Nguyen, V. Thang (PhD). About me. Education: BA: National Economics University (1989) MBA: Boise State University (1995) Ph.D.: University of Oregon (2002) Teaching experience: NEU University of Macau Washington State University University of Oregon.

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PRINCIPLES OF MANAGEMENT MGMT300

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  1. PRINCIPLES OFMANAGEMENTMGMT300 Nguyen, V. Thang (PhD)

  2. About me • Education: • BA: National Economics University (1989) • MBA: Boise State University (1995) • Ph.D.: University of Oregon (2002) • Teaching experience: • NEU • University of Macau • Washington State University • University of Oregon

  3. My Contacts • Thang • Office: R102 Building 14 • Tel: 36280280 (5109) • E-mail: nguyenvanthang@neu.edu.vn (Preferred)

  4. My Philosophy • Learning is changing • “What you hear, you forget. What you see, you remember. What you do, you understand!” - Be active! • Craziness/Strangeness/Differences are things we learn from. Be open-minded! • In learning, less is more. Be focused! • HAVE FUN!

  5. Exercise • Get into group of 5-6 • Draw a manager • Answer the question: “What part of the manager’s body do what?” • You have 20 minutes

  6. What Do You Want To Know?

  7. MAPPING THE COURSE What do we have? - Resources (e.g., HRM) - Structure/ system What is going on there? - Environment analysis - Globalization • How can I ensure my • people work toward the goals • Group and team • Leadership • Motivation • Communication • Conflict resolution Where are we going? - Goals/ Mission - Strategies/plans

  8. COURSE OBJECTIVES Functions of Management Organization as an Open System Management Skills In an Organization As a Person

  9. What You Learn From... Materials Lectures Activities

  10. Evaluation • Exam: 60% • Midterm (25%) • Final (35%) • Team Project: 25% • Writing assignments: 10% • Participation: 5%

  11. Who Should Not Take This Class? • Expect me to give lots of lectures or answers to the problems • Afraid of reading, discussing, and questioning • Afraid of applying concepts to real life (team project)

  12. WHY DID PEOPLE FAIL THIS CLASS? • Miss more than 3 classes (regardless of the reasons) • Do not do the readings (and cases) before the class • Do not participate and take good notes of class discussions • Do not participate in team assignment • Forget exam or assignment due dates ANY ONE OF THE ABOVE WOULD DO IT

  13. My Expectations • Read the chapters and cases before class and be prepared to discuss concepts • Participate in class cases and exercises • Be responsible for learning, being on time, turning in assignments • Contribute to your team • Be Positive and Take Responsibility for What You Learn: ASK QUESTIONS!!

  14. What Is Learning?

  15. What Is Learning? • Acquiring … • Understanding … • Applying … • Creating … New data, information, and knowledge Learning is changing yourself

  16. Levels of Learning • Identify key ideas • Relate to (compare to) other ideas • Critique and integration • Application • Create new questions and ideas

  17. Learning Styles Concrete Experience Active Experimentation Reflective Observation Abstract Conceptualisation

  18. Management Functions

  19. EVOLUTION OF MANAGEMENT THEORY How to respond to the environment? Organization-Environment Theory How should managers behave? Behavioral Management Theory How to structure the organization? Administrative Management Theory Scientific Management How to organize the tasks for people?

  20. THE MANAGEMENT FUNCTIONS PLANNING CO-ORDINATING CONTROLLING ORGANIZING LEADING

  21. THE MANAGEMENT FUNCTIONS • Planning: Setting goals and deciding how best to achieve them • Organizing: Structuring working relationships • Leading: Influencing others to work towards goals • Controlling: Regulating activities to reach goals • Coordinating: Bringing the different activities together • Organized and systematic way of looking at manager’s jobs

  22. Exercise: The Mann Gulch Disaster • Using four functions of management to explain the disaster in the video

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