Republic of the Philippines

University of Southeastern
Philippines
COLLEGE OF GOVERNANCE & BUSINESS
Obrero, Davao City
Course Number
Course Title
Course Credit
Pre-requisite

:
:
:
:

MGT. 1
Principles of Management
Three (3) units
none

UNIVERSITY VMGV
Vision:

Mission:
Goals:

By becoming a premier university in the ASEAN Region, the USEP shall be a center of excellence and development, responsive and adaptive to fast-changing
environments. USEP shall also be known as the leading university in the country that fosters innovation and applies knowledge to create value towards social, economic,
and technological development.
USEP shall produce world-class graduates and relevant research and extension through quality education and sustainable resource management.
Instruction. Produce globally competitive and morally upright graduates;
Research, Development and Extension . Develop a strong RDE culture with competent human resource and responsive and relevant researches that are
adopted and utilized for development;
Resource Management. Effective and efficient generation, allocation and utilization of resources.

Core Values:

U nity, S tewardship, E xcellence, P rofessionalism

COURSE DESCRIPTION

This course deals with the fundamentals of business organizations and management. The theories and principles of organization and management, as well as their application in business and industry are
thoroughly discussed. The functions of management (Planning, Organizing, Staffing, Directing, and Controlling) and the different forms of business ownership with strengths and weakness form part of
the course coverage. The course covers the benefits derived from entrepreneurship and importance of social responsibility as another goal of business.

GENERAL COURSE OBJECTIVES

At the end of the semester, students are expected to:

1. To gain a basic understanding of principles of management including planning, organizing and controlling.
2. To gain a basic understanding of concepts for managing people including human resources, motivation, leading, and communications.
3. To improve your ability to examine managerial issues and problems and to develop feasible alternatives that can result in better decision-making.
4. To develop an awareness of multiple approaches that can be used to resolve managerial issues and problems.
5. To examine and discuss the ethical issues involved in management decision making.
Course Output: Case Study Analysis and Presentation

COURSE METHODOLOGY 1. Lecture/Discussions

2. Group Presentation
3. Cases/Problem Solving

COURSE OUTLINE
Content

Time Allotment

ORIENTATION
Course Outline
Requirements
Class Policies
Grading System

Self-Introduction

Expectations on the course

Part I. Introduction to
Management
Chapter 1: The Managers Job
a. Who is a Manager
b. Types of Manager
c. The process of
Management
d. The Four Managerial
Functions
e. The Seventeen Managerial
roles
f. Five key Managerial skills
g. Development of Managerial
skills
h. The Evolution of
Management Thought
Chapter 2: International
Management and Cultural Diversity
a. International Management
b. Challenges Facing the Global
Managerial Worker
c. Methods of Entry into world
Markets

Week 1
(3hrs)

Specific Objectives

Week 2
(3 hrs.)

Week 3
(3 hrs.)

Teaching Strategies

Evaluation
Techniques

Discussion

Explain the term manager, and identify different types of

managers.
Describe the process of management, including the
functions of management.
Describe the various managerial roles.
Identify the basic managerial skills and understand how
they can be developed.
Identify the major development in the evaluation of
management thought.

Lecture-discussion
Cases

-Verbal
examination
-Exercises
-Short-test

Describe the importance of multinational corporations and

outsourcing international business.
Recognize the importance of sensitivity to cultural
differences in international enterprise.
Identify major challenges facing the global managerial
worker.
Pinpoint success factors in the global marketplace and

Lecture-discussion
Multi-media;
Cases

-Verbal
examination
-Homework
-Short-test

To acquaint the students with the course description,

objectives, outline, requirements and grading system;
To get to know each other; and
To know the individual expectation on the course.

d.
e.

f.

Success Factors in the Global

Marketplace
The scope, competitive
advantage, and potential
problems of Managing
Diversity
Organizational Practices to
Encourage Diversity

Chapter 3: Ethics and Corporate

Responsibility
a. Business Ethics
b. Corporate Social
Responsibility
c. Corporate Social
Responsibility Initiatives
d. Environmental Protection
e. Creating an Ethical and
Socially Responsible
Workplace.

Week 4
(3 hrs.)

Part II. Planning

Chapter 4: Essentials of Planning
a. A General Framework for
Planning.
b. The Nature of Business
Strategy
c. The Development of Business
Strategy
d. Operating Plans, Policies,
Procedures and Rules
Management by Objectives: A system
if Planning and Review
Chapter 5: Problem Solving and
Decision Making
a. Non-programmed versus
Programmed decisions
b. Steps in Problem Solving and
Decision Making
c. Bounded Rationality and
Influences on Decision Making
d. Intuition

Week 5
(3 hrs.)

several positive and negative aspects of globalization.

Describe the scope of diversity and the competitive
advantage and potential problems of a cultural diverse
workplace.

Identify the philosophical principles behind business ethics.

Explain how values relate to ethics
Identify factors contributing to lax ethics and common
ethical temptations and violations.
Apply a guide to ethical decision making.
Describe the stakeholder viewpoint of social responsibility
and corporate social performance.
Present an overview of corporate social responsibility
initiatives.

Lecture-discussion
Multi-media
Cases

Lecture-discussion
Multi-media
Cases

Enumerate the general framework for planning and apply it

to enhance your planning skills.
Describe the nature of business strategy.
Explain how business strategy is developed, including SWOT
analysis.
Identify levels of business strategy, competitive forces and
type of business strategies.
Explain the use of operating plans, policies, policies,
procedure, and rules.
Present an overview of management by objectives.

Lecture-discussion
Multi-media
Cases

Differentiate between non-programmed and programmed

decisions.
Explain the steps involved in making a nonprogrammed
decisions.
Understand the major factors that influence decision making
in organizations.
Appreciate the value and potential limitations of group
decision making.
Understand the nature of creativity and how it contributes to

Lecture-discussion
Multi-media
Cases

-Verbal
examination
-Exercises
- Assignment
-Short-test

Verbal examination
-Exercises
- Assignment
-Short-test

-Verbal
examination
-Exercises
-Short-test

e.
f.

Group problem Solving and

Decision Making
Creativity and Innovation in
Managerial Work

Chapter 6: Quantitative
Techniques for Planning and
Decision Making
a. Data-based decision making
b. Forecasting Methods
c. Qualitative and Quantitative
Approaches
d. Gantt charts and Milestone
Charts
e. Program Evaluation and
Review Technique
f. Break-even analysis
g. Break-even Formula
h. Decision Trees
i. Inventory Control Techniques
j. Pareto Diagrams for problem
identification
Prelim Examination
Part III. Organizing
Chapter 7: Job design and Work
Schedules
a. Four Major dimensions of
Job design Plus Job
specialization and Job
description
b. Job description and Job
design
c. Job enrichment and the Job
Characteristics Model
d. Job involvement,
enlargement and rotation
e. Job crafting and Job design
f. Ergonomics and Job design
g. Modified work schedules and
Job design

Week 6
(3 hrs.)

managerial work.
Implement several suggestions for becoming a more creative
problem solver.

Explain how managers use data-based decision making.

Explain the use of forecasting techniques in planning.
Describe how to use Gantt chart, milestone charts, and
PERT planning techniques.
Use break-even analysis and formula and decision trees for
problem solving and decision making.
Manage Inventory using the economic order quantity (EOQ),
the just-in-time (JIT) and LIFO versus FIFO.
Describe how to identify problems using a Pareto diagram.

Week 7

To assess the learning and performance of students.

Week 7
(3 hrs.)

Explain the four major dimensions of job design plus job

specialization and job descriptions.
Describe job enrichment, including the job characteristics
model.
Describe job involvement, enlargement and rotation
Explain how workers use job crafting to modify their jobs.
Illustrate how ergonomic factors can be part of job design.
Summarize the various modified work schedules.
Explain how job design can contribute to a highperformance work system.

Pen and Paper test

Lecture-discussion
Multi-media
Cases

-Verbal
examination
-Exercises
-Short-test

h. Job design and highperformance work systems

Chapter 8: Organization Structure,
Culture and Change
a. Bureaucracy as an
Organization Structure
b. Departmentalization
c. Modifications of the
Bureaucratic Organization
d. Delegation, Empowerment
and Decentralization
e. Organizational culture
f. Managing change

Week 8
(3 hrs.)

Chapter 9: Human Resource and

Talent Management
a. Human Resource
Management and Business
Strategy
b. The talent Management
model and Strategies Human
Resource Planning
Recruitment
c. Selection
d. Orientation, training, and
development
e. Performance evaluation (or
Appraisal)
f. Compensation
g. The role of Labor Unions in
Human Resource
Management
Part IV. Leading
Chapter 10: Leadership
a. The link between Leadership
and Management
b. The Leadership Use of Power
and Authority
c. Characteristics, Traits, and
Behaviors of Effective
Leaders
d. Leadership styles

Week 9
(3 hrs.)

Week 10
(3 hrs.)

Explain the bureaucratic organization structure and discuss

its advantage and disadvantages.
Explain the major ways in which organizations are divided
into departments.
Describe four modifications of the bureaucratic structure.
Specify how delegation, empowerment, and decentralization
spread authority in an organization.
Identify major aspects of organizational structure.
Enumerate key aspects of managing change, including
gaining support for change.

Lecture-discussion
Multi-media
Cases

Explain how human resource and talent management is part

of business strategy.
Describe the components of talent management.
Present an overview of recruitment and selection.
Present an overview of employee orientation, training, and
development.
Explain the basics of a performance evaluation system.
Summarize the basics of employee compensation.
Understand the role of labor unions in human resource
management.

Lecture Discussion
Cases
Focus group
discussion

Lecture-discussion
Cases

Differentiate between leadership and management

Describe how leaders, are able to influence and empower
team members.
Identify important leadership characteristics and behaviors.
Describe participative leadership, authoritarian leadership,
the Leadership Grid, situational leadership, and
entrepreneurial leadership.
Explain transformational and charismatic leadership.
Understand the leadership role of mentoring and coaching.
Pinpoint leadership approaches to dealing with adversity and

-Verbal
examination
-Exercises
-Short-test

-Verbal
examination
-Exercises
-Short-test

e.

Transformational and
Charismatic Leadership
f. The Leader as a mentor and
coach
g. Leadership during adversity
and crisis
h. Leadership skills
Chapter 11: Motivation
a. The Relationship between
Motivation, Performance and
Engagement
b. Motivation
through
Need
satisfaction
c. Motivation
through
Goal
setting
d. Positive Reinforcement and
Recognition Programs
e. Expectancy
Theory
of
Motivation
f. Motivation through Financial
Incentives
Chapter 12: Communication
a. The Communication Process
b. Nonverbal
Communication
Organizations
c. Organizational Channels and
Directions of Communication
d. Barriers to Communication
e. Overcoming
Barriers
to
Communication
f. How to conduct an Effective
Meeting
g. Organizational Policies and
Interpersonal
Communication
Chapter 13: Teams, Groups, and
Teamwork
a. Types of Teams and Groups
b. Characteristics of Effective
Work groups
c. Stages of Group Development
d. Managerial Actions for

Week 11
(3 hrs.)

Week 12
(3 hrs.)

Week 13
(3 hrs.)

crises.
Identify the skills that contribute to leadership.

Explain the relationship between motivation and

performance
Present an overview of major theories of need satisfaction in
explaining motivation.
Explain how goal setting is used to motivate people.
Describe the application of positive reinforcement including
recognition and praise to worker motivation.
Explain the conditions under which a person will be
motivated according to expectancy theory.
Describe the role of financial incentives, including profit
sharing, and gain sharing in worker motivation.

Lecture-discussion
Cases
Focus group
discussions

-Verbal
examination
-Exercises
-Short-test

Enumerate the steps in the communication process

Recognize the major types of nonverbal communication in
the workplace.
Explain and illustrate the difference between formal and
informal communication channels.
Identify major communication barriers in organizations.
Develop tactics for overcoming communication barriers.
Describe how to conduct more effective meetings.
Describe how organizational ( or office) politics affects
interpersonal communication.

Lecture-discussion
Multi-media

-Verbal
examination
-Exercises
-Short-test

Identify various types of teams and groups, including selfmanaged work teams and project groups.
Recognize the characteristics of effective groups and teams.
Enumerate the stages of group development.
Summarize managerial actions for building teamwork.
Pinpoint the actions and attitudes of an effective team
player.

Lecture-discussion
Multi-media

-Verbal
examination
-Exercises
-Short-test

e.
f.

g.

building Teamwork
Being an Effective Team
player
Potential Contributions and
Problems of Teams and
Groups
Resolving conflict within
Teams and Groups
Mid-term Examination

Part V. Controlling
Chapter 14: Information
Technology and e-Commerce
a. Information Technology and
the Managers Job
b. The positive and Negative
Consequences of Information
Technology
c. The Impact of the Internet on
Customers and Other
External Relationships
d. The Effects of the Internet on
Internal Operations
e. Success Factors in eCommerce
Chapter: 15 Essentials of Control
a. Controlling and the other
Management Functions
b. Types and Strategies of
Controls
c. Steps in the Control Process
d. Non-budgetary Control
Techniques
e. Budgets and Budgetary
Control Techniques
f. Managing Cash Flow and
Cost Cutting
g. Nontraditional Measures of
Financial Performance
h. Information Systems and
Control

Point to the potential contributions and problems if teams

and groups.
Describe the positive and negative aspects of conflict and
how team leaders and managers can resolve conflicts.

Week 14

To assess the learning and performance of students.

Week 14
(3 hours)

Summarize the demands information technology places on

the managers job.
Describe positive and negative consequences of Information
technology for the manager.
Discuss the impact of the internet and social media sites on
customer and other external relationships.
Explain the effects of the internet on internal company
operations.
Enumerate factors associated with success in e-commerce.

Lecture-discussion
Cases

Explain how controlling relates to the other management

functions.
Understand the different types and strategic of controls.
Describe the steps in the control process.
Explain the use of nonbudgetary control techniques.
Prepares various types of budgets and the use of budgets
and financial ratios control.
Determine how managers and business owners manage cash
flow and control costs and use non-traditional measures of
financial performance.
Describe how an information system contributes to control.
Specify several characteristics of effective controls.

Lecture-discussion
Cases

Week 15
(3 hours)

Pen and Paper

Test
-Verbal
examination
-Exercises
-Short-test

-Verbal
examination
-Exercises
-Short-test

i.

Characteristics of Effective
Controls

Chapter 16: Managing Ineffective

Performers
a. Factors Contributing to
Ineffective Performance
b. The control model for
managing Ineffective
Performers
c. Coaching and Constructive
Criticism
d. Employee Discipline
e. Dealing with difficult people,
Including Cynics
f. Termination

Week 16
(3 hours)

Part VI. Managing for Personal

Effectiveness
Chapter 17: Enhancing Personal
Productivity and Managing Stress
a. Improving Your work Habits
and Time Management
b. Understanding and Reducing
Procrastination
c. The Nature of Stress and
Burnout
d. Stress-Management
Techniques

Week 17
(3 hours)

Final Examination & submission of

final requirement

Week 18
( 3 hrs.)

Grade Computation:
Attendance
Class Participation
Quizzes
Examination
Final Requirement
TOTAL

Identify factors contributing to poor performance.

Describe the control model for managing ineffective
performers.
Know what is required to coach and constructively criticize
employees.
Understand how to discipline employees.
Develop an approach to dealing with difficult people,
including cynics.
Explain the recommended approach to terminating
employees.

Lecture-discussion
Multi-media
Cases

-Verbal
examination
-Exercises
-Short-test

Multi-media
presentation

- Project
assessment and
Personal
assessment

Identify techniques for improving work habits and time

management
Explain why people procrastinate, and identify techniques
for reducing procrastinations.
Understand the nature of stress and burnout, including
their consequences.
Explain how stress can be managed effectively.

To assess the learning of the students.

10%
15%
20%
40%
15%
100%

Consultation Hours: Every TTH; e-mail (Any day day time)

Pen and Paper

Test

COURSE REFERENCES:
1.
2.
3.

Andrew J. Dubrin (2012) Introduction to Management, 9th Edition. Singapore.

Mason Carpenter, Talya Bauer, Berrin Erdogan, (2012) Management Principles, (http://2012books.lardbucket.org/)
Charles W.L. Hill, Steven L. Mcshane (2010) Principles of Management, America

PREPARED BY

RECOMMENDING APPROVAL

APPROVED BY

Jennelyn L. Villarmino, CPA

Faculty-in-charge

DR. ENRICO C. YEE, JR., CPA

Chair, DBA

DR. REC E. EGUIA

Dean, CGB