BMOM5203

BMOM5203
Organisational
and Business
Management
December 2010
BMOM5203
Organisational And Business Management
BMOM5203
Organisational and Business
Management
Part 1
Study Guide
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BMOM5203
BMOM5203 Organisational and Business

Management
Part 1: Study Guide
Contents
WELCOME TO BMOM5203 Organisational And Business Management

General aim of the course
Objectives of the course
Course overview
Overview of chapters
STUDYPATHS FOR SUCCESS IN THE COURSE
GUIDE TO ASSESSMENT IN POST-GRADUATE COURSES AT OPEN

UNIVERSITY MALAYSIA
References
CONCLUDING REMARKS
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WELCOME TO BMOM5203
The course is a core course for Master of Business Administration (MBA),

Master of Project Management (MPM) and other programs. The course
assumes little previous knowledge and experience in business
administration. For this reason, you are encouraged to tap into your
previous experience to get the most out of the course. This is a 3 credit
course conducted over a semester of 15 weeks.
General Aim of the Course

The purpose of the course is to introduce to the students the different
aspects of organisational business management. As a clear understanding
of the management approaches is critical to effectively manage an
organisation, the course takes the perspective of a manager who needs to
plan, organise, lead and control.
Objectives of the Course

At the end of the course, the students will be able to understand the
concepts of decision making, planning, organizing, leading and control in
an organisation. The students will also be able to apply key management
concepts in analysing organisational situations, and develop effective
strategies to solve these problems.
Course Overview
This course contains a spectrum of key concepts to management and
organisation theory. Its goal is to enable participants to understand the
managers role, constraints, levers and opportunities within complex
organisations. It stresses the use of behavioral science based on research
and the formulation of systematic diagnoses, which in turn will lead to
specific course of action.
The course begins with an overview of management, the theories and

approaches that evolved the hundred years of its history in the constant
quest to be more effective, efficient and productive. The discussion will
next move to the planning function of management, the decision making
process, and strategic planning. This will be followed by the other
functions of management including organizing, human resource
management, leading, motivation, formal communication, and controlling.
The course will also examine current issues and the relevance and
applicability in the local context.
Topic Overview
The course is divided into three units. Each unit will consist of six to ten
chapters of the textbook with themes related to that unit. Each week a
theme covering 2-3 chapters will be discussed on-line followed by face-to-
face seminar at the end of the second/third week. The whole course will
therefore be covered in fifteen weeks.
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Unit 1 provides you with an overview of management tasks and process,

theories of management, social responsibility, ethic in management,
planning process, strategic planning, decision making and planning tools.
Week 1
Chapter 1: Introduces the importance of management, management
tasks, role of management, its process and goal attainment
in organisations.
Chapter 2: Describes the history of management thought and various

theories of management
Week 2
Chapter 3: Discusses the concept of social responsibility, social
responsiveness, social responsibility activities and
management functions
Chapter 4: Discusses the concept of business ethics, ethics in

management practices, code of ethics, and developing an
ethical climate in organisations
Week 3 Seminar 1: on the above themes
Week 4
Chapter 5: Examines the fundamental characteristics of planning and
steps in the planning process
Chapter 6: Discusses the concept of strategic planning
Chapter 7: Examines the types of plans and planning tools
Chapter 8: Discusses Management by Objectives (MBO)
Chapter 9: Examines the fundamentals of managerial decision making
Chapter 10: Examines the decision making process and conditions in

making decisions, decision making tools, and group decision
making
Unit 2 deals with the elements of organizing, organizing definition, process

and theory of organisations, organisational structure, span of management
and scalar relationships, responsibility, authority and delegation, managing
human resources, leadership, motivation and group dynamics.
Week 6
Chapter 11: Discusses the concept of organizing, its importance, and the
organizing process
Chapter 12: Examines the concept of responsibility, authority and

delegation
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Week 7
Chapter 13: Discusses the functions and processes of human resource
management
Week 8
Chapter 14: Examines the issue of organisational change and managing
stress
Chapter 15: Discusses the concept of power
Week 10
Chapter 16: Discusses the issue of communication in organisations
Chapter 17: Examines the concept and theories of leadership
Week 11
Chapter 18: Discusses the theories of motivation
Chapter 19: Discusses group dynamics and organisational culture
Chapter 20: Discusses the concept of quality, creativity and innovation
Unit 3 focuses on the function of control in organisations, and

international management and knowledge management
Week 12
Chapter 21: Discusses the function and process of control
Chapter 22: Examines the importance of operation and production control
Week 13
Chapter 23: Examines the importance of management information system
Week 14
Chapter 24: Discusses the importance of international management and
globalization
Chapter 25: Discusses the role of knowledge in the information age
Week 15 Seminar 5: on the above themes, and revision
References (Compulsory)
Certo, Samuel & Certo, S. Trevis (2009) Modern Management 11e,

Prentice Hall.
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STUDYPATHS FOR SUCCESS IN THE COURSE
1. Time Commitment for Study

You should plan to spend about 30 hours on each chapter, which
includes the time spent doing all activities, self-tests, and suggested
readings. You ought to schedule your time to discuss your work
online and spend enough time on each chapter for this course. It is
often more effective to distribute the study hours over a number of
days rather than spend a whole day studying one chapter.
2. Proposed Study Strategy

The following is a proposed strategy for working through the course.
If you have difficulty following the suggested strategy, discuss your
problems with your facilitator either through the online forum or
during the tutorial sessions.
(i) The first and most important step is to read the contents of this
Study Guide thoroughly.
(ii) Organise a study schedule. Note the amount of time you are
expected to spend on each chapter, the submission date of the
assignment, tutorials and the examination dates. Put all this
information in one place, such as your diary or a wall calendar.
Whichever method you choose, you should decide on and jot down
your own dates for working on each chapter. You have some
flexibility as there are 4 chapters spread over a period of 14
weeks.
(iii) Once you have created a study schedule, make every effort to
stick to it. The main reason students are unable to cope is
that they delay their course work.
(iv) To begin work on a chapter, do the following:
Study the Chapter Overview and examine the relationship

of one chapter to the other chapters.
Do all assigned Activities and conduct the Self-test to see if

you have understood the various concepts and facts
presented in a chapter.
Use the Summary and the Key Terms to check if you

understand what you have just read.
Do all Readings to gain knowledge of the various

dimensions of the course.
Work on your assignment as the semester progresses so that

you are able to systematically produce a commendable report
or paper.
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(v) When have completed a chapter, review the Learning

Outcomes to confirm that you have achieved them and that
you are, in fact, able to do what is required.
(vi) After completing all chapters, review the course content to

prepare for the final examination. Review the objectives of the
course to see if you have covered all the relevant parts of the
course.
GUIDE TO ASSESSMENT IN POST-GRADUATE COURSES AT OPEN

UNIVERSITY MALAYSIA
In the following pages, the Assessment Guide explains the basis on which
you will be assessed in this course during the semester. It contains details
of the facilitator-marked assignment, the mid-term examination, the final
examination and participation required for the course.
One element in the assessment strategy of the course is that all students
should have the same information as their facilitators about how
performance on the various tests and assignments is assessed. For this
reason, this guide also contains the marking criteria that will be used to
assess the work you submit for each requirement.
Please read through the entire guide at the beginning of the course.
Assessment Format
Please refer to myVLE.
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PLAGIARISM
What is Plagiarism?
(Note: This information has been sourced from: www.psych.mcgill.
ca/ugrad)
Any written assignment (essays, project, take-home exams, etc)

submitted by a student must not be deceptive regarding the abilities,
knowledge, or amount of work contributed by the student. There are
many ways that this rule can be violated, and plagiarism may have been
committed. Here are some examples of plagiarism.
Outright plagiarism: Large sections of the paper are simply copied

from other sources, and are not acknowledged as quotations.
Paraphrasing: The student paraphrases a closely reasoned argument
of an author without acknowledging that he or she has done so.
Clearly, all our knowledge is derived from somewhere, but detailed
arguments from clearly identifiable sources must be acknowledged.
Other sources: Essays or papers written by other students or sold
by unscrupulous organisations are submitted by students.
Works by others: Taking credit deliberately or not deliberately for
work produced by another without giving proper acknowledgement.
This includes photographs, charts, graphs, drawings, statistics, video-
clips, audio-clips, verbal exchanges such as interviews or lectures,
performances on television and texts printed on the web.
Double Credit: The student submits the same essay to two or
more courses.
Avoiding Plagiarism
(Note: This information has been sourced from:
http://www.homestead.com/)
Insert quotation marks around copy and paste clause, phrase,
sentence, paragraph and cite the original source.
Paraphrase clause, phrase, sentence or paragraph in your own words
and cite your source.
Adhere to the APA (American Psychological Association) stylistic
format, whichever applicable, when citing a source and when writing
out the bibliography or reference page.
Attempt to write independently without being overly dependent of
information from anothers original works.
Educate yourself on what may be considered as common knowledge
(no copyright necessary), public domain (copyright has expired or not
protected under copyright law), or copyright (legally protected).
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Documenting Sources
Whenever you quote, paraphrase, summarize, or otherwise refer to the

work of another, you are required to cite its source parenthetical
documentation. Here are some of the most commonly cited forms of
material. (Note: The reference for this information is
http://www.horton.ednet.ns.ca)
Direct Citation Simply having a list of thinking skills is no assurance that children will
use it. In order for such skills to become part of day-to-day behaviour,
they must be cultivated in an environment that value and sustains
them. Just as childrens musical skills will likely lay fallow in an
environment that doesnt encourage music, learners thinking skills
tend to languish in a culture that doesnt encourage thinking
(Tishman, Perkins & Jay, 1995, p.5).
Indirect Citation According to Wurman (1988), the new disease of the 21st century will
be information anxiety, which has been defined as the ever-widening
gap between what one understands and what one thinks one should
understand.
Referencing
All sources that you cite in your paper should be listed in the Reference
section at the end of your paper. Heres how you should do your
Reference page.
(Note: The reference for this information is

owl.english.purdue.edu/handouts)
From a Journal Brown, E. (1996). The lake of seduction: Silence, hysteria, and the
space of feminist theatre. JTD: Journal of Theatre and Drama, 2,
175-200.
From an Online Evnine, S. J. (2001). The universality of logic: On the connection

Journal between rationality and logical ability [Electronic version]. Mind,
110, 335-367.
From a National Park Service. (2003, February 11). Abraham Lincoln

Webpage birthplace national historic site. Retrieved February 13, 2003, from
http://www.nps.gov/abli/
From a Book Fleming, T. (1997). Liberty! The American revolution. New York:
Viking.
From an Article Cassel, J., & Zambella, B. (1996). Without a net: Supporting ourselves
in a Book in a tremulous atmosphere. In T. W. Leonhardt (Ed.), "LOEX" of
the West: Teaching and learning in a climate of constant
change (pp. 75-92). Greenwich, CT: JAI Press Inc.
From a Printed Holden, S. (1998, May 16). Frank Sinatra dies at 82: Matchless stylist
Newspaper of pop. The New York Times, pp. A1, A22-A23.
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CONCLUDING REMARKS
This course aims to give you a clear understanding on

the different aspects of organisational business
management.
We wish you success with the course and hope that you
will find it interesting and useful for your development as
a professional. We hope you enjoy your experience with
OUM and will continue your work as a life long learner
with us.
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Part 2
STUDY GUIDE
Contents
Components of Study Guide ......................................................................12
Course Overview......................................................................................13
Unit 1: Management Concept and Planning Function

Topic 1 Management Task and Process .......................................................14
Topic 2 Theories in Management ................................................................17
Topic 3 Social Responsibility .....................................................................19
Topic 4 Ethics in Management ...................................................................21
Topic 5 Planning Characteristics and Process ................................................23
Topic 6 Strategic Planning .........................................................................25
Topic 7 Plan and Planning Tools .................................................................27
Topic 8 Management by Objectives ............................................................29
Topic 9 Managerial Decision Making ............................................................31
Topic 10 Decision Making Process and Conditions .........................................33
Unit 2: Organising and Managing People

Topic 11 Decision Making Process and Conditions .........................................36
Topic 12 responsibility, Authority and Delegation .........................................39
Topic 13 Managing Human Resources .........................................................42
Topic 14 Organisational Change and Stress..................................................45
Topic 15 Power .......................................................................................48
Topic 16 Communication ..........................................................................50
Topic 17 Leadership ................................................................................53
Topic 18 Motivation ..................................................................................56
Topic 19 Group Dynamics and Culture.........................................................59
Topic 20 Quality and Innovation ................................................................61
Unit 3: Controlling and Contemporary Issues

Topic 21 Organisational Control .................................................................64
Topic 22 Production and Management Control ..............................................66
Topic 23 Information Technology in Management .........................................68
Topic 24 International Management ...........................................................71
Topic 25 Knowledge Management ..............................................................74
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COMPONENTS OF THE STUDY GUIDE
As a distance learner, this course is designed allow you to study at your

own pace, anywhere and at anytime. However, the course is also
structured to provide a great deal of learning support to help you organise
your thoughts on the subject and to guide your learning of the various
chapters in the course. To help you through each chapter, numerous
activities based on the assigned text are included under this Study Guide.
You will go through the activities in each chapter with the help of your
facilitator and your coursemates. To make this easier, this Study Guide
has adopted the following features to help you.
Course Overview
The course overview provides a description of all the content for

the course. This is done by showing you how the four chapters
of the course are linked so that you can learn about the salient
features of accounting as taught in this course.
Chapter Overview
The chapter overview provides a map of an entire chapter so

that you get an overview of the chapter and are prepared for the
main concepts to be studied and learned.
Learning Outcomes
This is a list of what you should be able to do after successful

completion of a chapter. In other words, this is a way for you to
see whether you are able to explain, compare, evaluate,
distinguish, list, describe, relate and apply the many facts and
concepts learnt in a chapter.
Self-Test
A self-test helps you review recently learned material and

determine whether you understand the chapter. The self-test
also prepares you for the assignment and the examinations by
giving you model answers for each question.
Activities
Activities refer to a number of readings, tasks, questions and

reviews that you have to go through for each chapter. Most
activities will be drawn from the Assigned Text for the course
and you will often be requested to apply concepts to authentic
business-related situations.
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Summary
The main ideas of each chapter and sub-chapter are listed in

brief sentences to provide a review of the content. This will help
your review the activities and the content that you have gone
through.
Key Terms
In addition to the self-test and the summary, Key Terms help to

give you a sense of the main ideas you should focus on in a
chapter. These are usually found at the end of each chapter to
make you aware of what you should have learnt.
Discussion
Discussion questions are presented to help you discuss content

matter through group interaction and discussion. You may answer
the questions individually but you are encouraged to work with
your course-mates during the online and tutorial sessions.
Readings
In this package, you may also find a number of readings given

to you for a chapter. These are supplementary readings related
to the contents of the chapter and may be accessed from the
Digital Library at OUM.
BMOM5203
Course Overview
This course contains a spectrum of key concepts to management and

organisation theory. Its goal is to enable participants to understand the
managers role, constraints, levers and opportunities within complex
organisations. It stresses the use of behavioral science based on research
and the formulation of systematic diagnoses, which in turn will lead to
specific course of action.
The course begins with an overview of management, the theories and

approaches that evolved the hundred years of its history in the constant
quest to be more effective, efficient and productive. The discussion will
next move to the planning function of management, the decision making
process, and strategic planning. This will be followed by the other
functions of management including organizing, human resource
management, leading, motivation, formal communication, and controlling.
The course will also examine current issues and the relevance and
applicability in the local context.
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Unit 1 Management Concept and Planning Function

Topic 1: Management Task and Process
LEARNING OUTCOMES
When you have completed all the readings

and activities for this topic you will be able to:
1. Understand the importance and role of management,

2. Understand the management process, and
3. Understand the roles and skills of an effective and efficient
managers
Chapter Overview
Chapter 1 introduces the concept of management, the importance of
management, and management tasks. Once this is understood, it is easier
to define management and understand the basic functions of
management. This is related to the concept of efficiency and effectiveness
in organisations. The role and skills of managers are also critical in
ensuring the attainment of organisational goals. Chapter 1 of the textbook
will explain these key concepts and elements in management.
Learning Objectives
The goal of this unit is to enable you to understand better the role of
management in our community, managerial effectiveness and managerial
efficiency and identify the key roles and skills of an effective manager in
an organisation.
Mind Map
MANAGEMENT TASK AND PROCESS
Importance of Management Management

Management Process Roles
Management Management Management
Task Functions Skills
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Pre-Test
[Refer to the Challenge case in the textbook by Certo on p. 27 and answer
all questions on p.28]
Learning Activities
(a) Individual Learning Activities
1. Are managerial efficiency and managerial effectiveness related

to managers work? Briefly explain your response.
2. Are managerial skills similar among managers (i) at different

levels in the organisational hierarchy and (ii) in different
functional areas
3. Do you agree or disagree with the universality of management

concept as mentioned by Certo (2009) on page 36.
4. Read the chapters on the characteristics of managerial work and

managerial roles in the book by Henry Mintzberg, (1980), The
Nature of Managerial Work, Prentice-Hall, Englewood Cliff, N.J.
5. Read the article by John P. Kotter, (1982), What Effective

General Managers Really Do, Harvard Business Review,
November-December, pp156-167
6. Read the article by A.R.M.Zabid, (1987), The Nature of

Managerial Work in Malaysian Public Enterprises, Asia Pacific
Journal of Management, Vol 5 (1), pp16-27
(b) Collaborative Learning Activities
1. Read the case of New Harry Porter Park at Universal (Certo,

2009; page 27). Assuming that you are Williams, list and
describe five activities that you think you will have to perform as
part of this job.
2. Read the case study Managing Zingermans Community of

Businesses on page 49-50 and answer all the 3 question.:
3. Do you agree or disagree with Mintzberg on managerial roles?

Is it similar or different with management functions?
Post Test
1. According to Peters and Waterman, excellent companies have certain
key characteristics. How would you relate each of these
characteristics with the management function (planning, organizing,
leading and controlling)?
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2. Are managerial roles and skills interrelated? Explain
3. Successful American CEOs like Welch of GE, Fisher of Kodak, and

Iacoca of GM found time to be with employees in the cafeteria and to
answer their e-mail but this is seldom the practice by Malaysian top
managers. Why?
4. How is managerial effectiveness and efficiency related to

management function?
5. What are your comments on the articles by Mintzberg on managerial

work and roles and Kotter? Do you agree or disagree?
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Topic 2: Theories in Management
LEARNING OUTCOMES

1. Understand the history of management thought, and

2. Understand the various theories in management
Chapter Overview
Chapter 2 of the textbook by Certo (2009) described the major
approaches to management theory. The management approaches are
grouped into five major approaches, namely the classical approach, the
behavioral approach, the management science approach, the contingency
approach, and the systems approach.
Learning Objectives
The goal of this unit is to enable you to understand the history of
management and the current thinking in management approaches.
Mind Map
Management Classical Approach

Science Approach
THEORIES IN
MANAGEMENT
System Approach Behavioral Approach
Contingency Approach
Pre-Test
[Read the Challenge Case on p. 53 of the textbook by Certo (2009)
and answer all the questions on p. 54].
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Learning Activities
1. Compare and contrast the contributions of Taylor, Frank and

Lillian Gilbreth and Gantt to the classical approach.
2. What is the significance of the studies done at the Hawthorne

Works at the Western Electric Company?
3. What is meant by triangular management?
4. Read the article by Harold Koontz, 1961, The Management

theory Jungle, the Academy of Management Journal,
December, pp174-188
1. Read the case of Burger King on page 53 (Certo, 2009) and

answer all the questions on p. 73.
2. Read the case of Family Feeling Faces Challenges at

Smuckers (Certo, 2009, pp. 73-74) and answer all the
questions raised.
3. What are your comments on the article by Koontz?
Post Test
1. Compare and contrast the five approaches in management?
2. What is the difference between the contingency approach and the

learning organisation approach?
3. What is your critique of the triangular management model?
4. Discuss the management approaches of your organisation or a

Malaysian one.
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Topic 3: Social Responsibility
LEARNING OUTCOMES

1. Understand the concept of social responsibility,

2. Assess the pros and cons of social responsibilities of business,
and
3. Understand ways to enhance organisational role in meeting
socially responsible activities in our community.
Chapter Overview
This chapter introduces the concept of social responsibility, the arguments
for social responsibility and the arguments against social responsibility.
Then, the concept of social responsiveness and activities relating to
socially responsible activities are discussed. Chapter 3 of the textbook by
Certo (2009) will discuss these issues.
Learning Objectives
The goal of this unit is to enable you to understand better the concept of
social responsibility and how it affects organisational management in
current business context.
Mind Map
SOCIAL RESPONSIBILITY
Social Responsibility Social Responsiveness

Davis Model Prakash Sethi Approaches
Pro and Cons of Social
Responsibility
Social Responsibility Activities and Functions

Organising Social Responsibility
Controlling Social Responsibility
Social Audit
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Pre-Test
[Read the test questions on page 78 of the textbook, Certo (2009) and
answer all]
Learning Activities
1. Explain the propositions of corporate social responsibility based

on Daviss model.
2. Discuss Milton Friedmans argument against corporate social

responsibility.
3. Discuss the decision making process that can help managers to

enhance social responsiveness of their organisations.
4. Read the article by Md Zabid Abdul Rashid and Saadiatul

Ibrahim, (2002), Executive and Management Attitudes towards
Corporate Social Responsibility in Malaysia, Corporate
Governance-The International Journal of Effective Board
Performance, Vol. 2 (4), pp 10-16
1. Read the case of the textbook by Certo (2009) on page 77, and
answer all the questions (except #5) on page 102.
2. Read the case of Gap Goes Public on Social Responsibility on

page 102-103, and answer the questions asked.
3. Based on your experience, what are your comments on

corporate social responsibility in Malaysian companies?
Post Test
1. What is social audit? How should the results of social audit be used by
management?
2. Prakash Sethi suggested 3 management approaches to meet social

responsibilities. In the Malaysian context, which of the three
approaches are widely adopted by Malaysian companies?
3. What are the major types of contribution for social responsibility by

Malaysian companies? Would there still be contribution without tax
incentives by the Government?
4. What is the relationship between the four management functions and

the performance of social responsibility activities by business?
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Topic 4: Ethics in Management
LEARNING OUTCOMES

1. Understand the concept of ethics in management,

2. Understand the importance of ethics in management, and
3. Develop strategies to enhance ethics in organisations
Chapter Overview
Chapter 3 of the textbook by Certo (2009) also defined the concept of
ethics and why ethics is important in managerial practice today. The, the
code of ethics in management and strategies to create an ethical work
climate in organisations are discussed.
Learning Objectives
The goal of this unit is to enable you to understand the concept of
ethics, ethics in management and how to create an ethical workplace.
Mind Map
ETHICS IN MANAGEMENT
Ethics Concept Code of Ethics Ethical

Importance of Workplace
Ethics in
Management
Pre-Test
[Read the test questions on page 100 of the textbook by Certo (2009)
and answer question 5]
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Learning Activities
1. Explain the relationship between business ethics and social

responsibility?
2. How would managers consider an action to be ethical or

unethical?
3. Explain the purpose of the code of ethics in organisations?
4. Read the article by Md Zabid Abdul Rashid and Ho Jo Ann,

(2003), Perceptions of Business Ethics in a Multicultural
Community: The Case of Malaysia, Journal of Business Ethics,
Vol 43, pp75-87
1. Read the case on VideoNet Exercises (page 103) and follow the
instructions and answer all the questions on ethics. Use your CD
to access this information.
2. To what extent do you think Malaysians are ethical or unethical

as mentioned in the article by Md Zabid Abdul Rashid and
Saadiatul Ibrahim? Discuss.
3. What would you do to enhance an ethical climate in your

workplace?
Post Test
1. Is the Malaysian governments New Economic Policy of giving 30%
equity and or participation of Bumiputras in the industry and
commerce considered a socially responsibility approach or social
responsiveness approach? Discuss.
2. Identify at least five institutions that you consider to have performed

social responsibility activities. Please refer to table 3.1 on page 83 as
a clue to this exercise.
3. In a multicultural context, what are the managerial issues critical in

trying to develop an ethical climate in your workplace? Discuss.
4. In response to questionable business ethics and abuses in the

corporate sector in the 1990s, Malaysia introduced guidelines on
good governance. As abuses keep on reappearing, what are your
suggestions to improve matters?
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Topic 5: Planning Characteristics and Process
LEARNING OUTCOMES

1. Understand the concept of planning,

2. Understand the planning characteristics and planning process,
and
3. Understand the relationship between planning and
organisational objectives
Chapter Overview
Chapter 7 of the textbook by Certo (2009) defined planning and the
purposes of planning. The characteristics of planning and the planning
process are discussed.
Learning Objectives
planning, planning process and organisational objectives
Mind Map
PLANNING CHARACTERISTICS
AND PROCESS
Planning Concept Planning Process

Planning Planning and
Characteristics Objectives
Pre-Test
[Read the Challenge Case on page 181 of the textbook by Certo (2009)
and answer all questions on the next page]
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Learning Activities
1. What is the purpose of planning? What are the advantages and

disadvantages of planning?
2. Read the article by Peter F. Drucker, (1959), Long Range

Planning: Challenge to Management Science, Management
Science, Vol 5(3), pp 238-249
3. Explain the planning processes.
1. Read the case on Sound Planning at Volkwagen on page 181n

the textbook by Certo (2009) and answer all questions on p.
199.
2. Based on the article by Drucker mentioned above, what are your
comments or views of planning?
3. Read the case on page 199-200 HSBC Plans to Make a

Difference, and answer all the questions raised.
4. In your own organisation, do you think your organisation has

plans? If so how was it developed? What are the processes of
planning in your organisation?
Post Test
1. Describe the hierarchy of objectives of your own organisation. How
was the objectives related to planning in your organisation?
2. What are the problems that your organisation face in developing

plans? Does it affect the efficient and effective management of your
organisation?
3. Based on your experience, what would you do to ensure greater

efficiency and effectiveness of planning in your organisation?
4. The anti-smoking programs and campaigns in Malaysia have existed

for a long time. They include high sin tax on cigarettes, no
sponsorship or advertisements on cigarettes, no smoking in public
places, and photos of damaged organs on cigarettes. Yet, the
number of smokers has not decreased. Are there weaknesses in
planning and implementation?
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Topic 6: Strategic Planning
LEARNING OUTCOMES

1. Understand the concept of strategic planning and strategic

management
2. Understand the impact of external and internal analysis on
strategy formulation
3. Understand the application of SWOT and other tools in
strategic planning
Chapter Overview
This chapter introduces the concepts and approaches used in strategic
planning. The elements and process of strategic management are
discussed. SWOT analysis and other analytical tools are also discussed.
How strategic planning and tactical planning should be coordinated are
also discussed. Chapter 9 of the textbook by Certo (2009) will explain
these aspects.
Learning Objectives
The goal of this unit is to enable you to understand strategic planning and
strategic management, as well as to understand the tools for analysis.
This unit will also clarify the difference between tactical planning and
strategic planning
Mind Map
TYPES OF PLANNING
Tactical Planning Strategic Management

Strategic Planning External Analysis
Internal Analysis
Establishing Direction
Strategy Formulation Tools
Strategy Implementation
Strategic Control
Pre-Test
[Read the Challenge Case on page 225 of the textbook by Certo (2009)
and answer questions on the next page]
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Learning Activities
(a) Individual learning Activities
1. Define strategy and discuss its relationship with organisational

objectives.
2. Discuss the four basic skills important for implementing

successful strategies.
3. Discuss the basic questions that are essential in formulating

organisational strategy based on the process of critical question
analysis.
4. Read the article by A.R.M Zabid, S. Kamaruddin, O. Maizon, and

R.A. Ghaffar, (1991), Strategic Planning in the Malaysian
Insurance Industry, The Geneva Papers on Risk and Insurance
Issues and Practice, No. 61, October, pp 448-461
1. Read the case of Barnes & Nobles New Strategy: Publishing

Books on page 181 of the textbook by Certo (2009) and answer
the three questions asked on p. 199.
2. Read the case study of Unilever Revitalizes its Mission and

Strategy on page 199-200 and answer the questions requested.
3. What are your comments on the article about strategic planning

in the Malaysian insurance industry? Do you see similar trends
in your organisation? Is it practiced in your organisation? If no,
why?
Post Test
1. What is the relationship between strategic and tactical planning? Is it
similar or different? Explain
2. Explain the major differences between GE portfolio matrix and the

BCG matrix. What are the pitfalls to be avoided when using these
portfolio analyses?
3. Explain the strategic management process. What are the key factors
to be considered in making environmental analysis?
4. Many successful stallholders of cooked food in Malaysia are reluctant

to go big as some who did had failed. Discuss the strategic planning
to be successful.
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Topic 7: Plan and Planning Tools
LEARNING OUTCOMES

1. Understand the various dimensions of plans and types of plans,

2. Understand why plans fail, and
3. Understand the methods and tools in planning
Chapter Overview
Chapter 10 of the textbook by Certo (2009) provided insights on the
various dimensions of plans, types of plans, why plans fail, forecasting,
and other tools in planning.
Learning Objectives
The goal of this unit is to enable you to understand various dimensions of
plans, type of plans, forecasting, its advantages and disadvantages and
other tools in planning
Mind Map
PLANS
Types of Plans Planning Tools

Why Plan Fails Forecasting
Planning Areas Scheduling
Pre-Test
[Read the Challenge Case page 247 of the textbook by Certo (2006) and
answer all questions on the next page]
Learning Activities
1. Discuss the four major dimensions of plans.
2. What is the difference between policy, procedure and rule?
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3. Discuss the reasons why plans fail?
4. Read the article by Henri Fayol, (1949), Planning, from chapter

V of General and Industrial Management, Pitman Publishing
Limited, pp 43-52
1. Read the case of Ford Plans A U-Turn on page 247, and answer
the three questions on page 265 of the textbook by Certo
(2009).
2. Discuss the case of Planning for Fast Fashion at Zora on page

265-266 of the textbook and answer the questions asked.
3. Refer to your VideoNet Exercise Mullen PR (see page 266) and

answer the questions.
4. Based on your experience, why do plans fail in your

organisation? How can you reduce improve chances of success
in organisational plans?
5. Based on the article by Henri Fayol, what are your comments?

Do you agree or disagree?
Post Test
1. Define PERT. Discuss the steps necessary to design a PERT network.
2. Discuss the various types of sales forecasting methods. Which of

these methods are useful to your organisation?
3. Discuss the key areas critical for input planning.
4. What is scheduling? Explain the Gantt Chart.
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Topic 8: Management by Objectives
LEARNING OUTCOMES

1. Understand the management by objective approach,

2. Understand the MBO process, and
3. Assess the advantages and disadvantages of MBO
Chapter Overview
Chapter 7 of the textbook by Certo (2009) provides an explanation on the
management by objectives (MBO) approach, MBO process, factors
important in MBO, advantages and disadvantages of MBO.
Learning Objectives
The goal of this unit is to enable you to understand the management by
objective approach, MBO process, advantages and disadvantages of MBO.
Mind Map
MANAGEMENT BY OBJECTIVE
MBO Characteristic Advantages and Disadvantages

MBO Process of MBO Programs
Critical factors for successful
MBO Programs
Pre-Test
1. The Management By Objectives (MBO) strategy has three basic parts:
general objectives, performance reviews, and rewards. (T or F)
2. The MBO process includes the monitoring and review of personal

objectives. (T or F)
3. One disadvantage of MBO is that it is time consuming. (T or F)
4. MBO increases the paperwork of managers in their organisation. (T or F)
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5. In setting the MBO, managers instruct their subordinates the goals to

be achieved (T or F)
6. Performance reviews are to be conducted periodically to determine

how close individuals are to attaining their objectives. (T or F)
7. The success of MBO depends on the commitment of top

management. (T or F)
8. MBO does not secure employee commitment to attaining

organisational goals. (T or F)
Learning Activities
1. Define MBO and describe its main characteristics.
2. Discuss the advantages and disadvantages of MBO.
3. Describe the factors necessary for an MBO program to be

successful.
1. Develop an MBO program in your organisation. Select an area

that you consider most critical in your organisation like
customer service.
2. Based on your experience, do you think MBO is widely used in

Malaysian companies? Are there any problems in using MBO?
Post Test
1. Is MBO appropriate for non-profit organisations? Discuss
2. What factors are important to ensure successful MBO program in a

business organisation?
3. Is MBO relevant in the present organisational context?
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Topic 9: Managerial Decision Making
LEARNING OUTCOMES

1. Understand the concept of decision making, and
2. Understand the type of decisions, and
3. Understand the elements of decision situation
Chapter Overview
Chapter 8 of the textbook by Certo (2009) discussed the concept of
decision-making, type of decisions, responsibility of making decisions, and
elements of decision-making..
Learning Objectives
decision-making, the type of decisions and elements of decision-making.
Mind Map
MANAGERIAL DECISION MAKING
Concept of Decision Situations

Decision Making
Types of Decision
Pre-Test
1. A decision is a choice made between two or more available
alternatives. (T or F)
2. Programmed decisions are non routine and repetitive type of

decisions. (T or F)
3. Non-programmed decisions are typically one shot decision and

usually less structured. (T or F)
4. Judgment, intuition and creativity are traditional type of non-

programmed decisions. (T or F)
5. Operations research is a modern programmed type of decision. (T or F)
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6. The scope of the decision is the proportion of the total management

system that a particular decision will not be affected. (T or F)
7. Lower level management has narrow decision scope and middle

management level have broad decision scope. (T or F)
8. Lack of technical skills may prove insurmountable barriers to arriving

at a consensus in decision making. (T or F)
Learning Activities
(a) Individual learning Activities
1. Compare the differences between programmed and non-

programmed decisions.
2. Discuss the key orientations of weak decision makers.
3. Based on your experience, what type of decisions do you make?

Discuss
1. List as many undesirable traits of a decision maker as possible

based on the 4 decision makers orientations.
2. In what way the receptive orientation decision maker is different

from the ideal orientation decision maker?
3. In your organisation which type of the four decision making

orientation is evident.
Post Test
1. Discuss the pros and cons of weak decision maker. Is a meticulous
decision maker actually a slow one?
2. As CEO of your organisation, which of the four decision making

orientation would you adopt? Why?
3. Should decisions be programmed or non-programmed at the middle

level management?
4. Is Herbert Simons bounded rationality model applicable for all non-

programmed decisions as all information and alternatives are seldom
exhaustive? Explain.
5. When the boss takes time to make a decision, he/she is called

meticulous, whereas a subordinated is branded as slow coach or poor
decision maker. Do you agree with the statement and why?
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Topic 10: Decision Making Processs and Conditions
LEARNING OUTCOMES

1. Understand the decision making process,
2. Understand making decisions in different situations, and
3. Understand the application of decision making tools.
Chapter Overview
This chapter describes the decision making process, decision making
conditions, decision making tools and decision making by groups. Chapter
8 in the textbook by Certo (2009) discussed these aspects of decision
making.
Learning Objectives
The goal of this unit is to enable you to understand better the decision
making process, making decisions under various situations and decision
making tools.
Mind Map
DECISION MAKING PROCESS AND

CONDITIONS
Decision Decision Decision Making

Making Making Tools
Process Conditions Group Decision
Making
Pre-Test
1. The first step in decision making process is to list all possible
alternatives for solving the problem. (T or F)
2. In the decision making process, it is important to accurately identify

an existing problem prior to listing the possible alternatives for
solving the problem. (T or F)
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3. The complete certainty condition is the decision making situation in

which the decision maker does not know exactly what the results of
an implemented alternative will be. (T or F)
4. The risk condition is the decision making situation in which the

decision maker does not have enough information to estimate how
probable the outcome of implemented alternatives will be. (T or F)
5. The expected value is determined by multiplying the income of an

event by its probably of producing that income. (T or F)
6. During brainstorming session, group members are encouraged to

make only negative comments on the problem discussed. (T or F)
7. There are three steps in the nominal group technique decision

making. (T or F)
8. Delphi technique involves only circulating questionnaires on a specific

problem to group members. (T or F)
Learning Activities
1. Describe the decision making process in this chapter.
2. Explain the difference between the complete certainty and

complete uncertainty decision making situations.
3. How do decision makers use probability theory in making

decisions?
4. What is a decision tree? Under what conditions are decision

trees used in decision making tools?
1. Discuss the advantages and disadvantages of using a group in

decision making.
2. In your organisation, which type of decision making tools are

used in making decision: brainstorming, nominal group
technique and Delphi technique? What are the problems faced in
each of the technique used in making decision?
3. Refer to your VideoNet Exercises CD on Decision Making at

Insomnia Cookies, and answer the questions on page 223.
Post Test
1. What are the assumptions of the model in the decision making
process?
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2. Decision makers can select the most beneficial solution only after
they have evaluated each alternative carefully. What are the three
steps involved in this evaluation?
3. Think of a critical problem in your organisation and how you would

use a decision tree to make a decision based on that problem. You
are required to indicate your assumptions in making your
decision.
TUTORIAL QUESTIONS
Introduction
The purpose of these activities is to evaluate your understanding of the
management tasks and planning unit.
Problems
1. What is management? What are the processes of management?
2. Is managerial work different from the management functions? What

do managers do?
3. Is there any difference between management theory and managerial

practice? Why?
4. To what extent corporations should be involved in socially responsible

activities?
5. Is the code of ethics important in todays organisation? How can you

assure high ethical values among managers?
6. Why do company plans fail? Is strategic planning the panacea for

such situation? To what extent strategic management can reduce
such failures?
7. Based on your experience, what type of decision making orientation

is popular among managers in Malaysia? Why?
8. One of the major challenges of todays manager is to make decisions

under uncertainty or ambiguity conditions. Discuss.
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Unit 2: Organising and Managing People

Topic 11: Decision Making Processs and Conditions
LEARNING OUTCOMES

1. Understand the decision making process,
2. Understand making decisions in different situations, and
3. Understand the application of decision making tools.
Chapter Overview
This chapter introduces the concept of the organizing function, organizing
process, organizing theory, developing organisation structures,
advantages and disadvantages of the structures, and the relationship
between the organisation structure and the coordination function. Chapter
11 of the textbook will explain these aspects.
Learning Objectives
The goal of this unit is to help you to understand the organizing function,
organizing process, organisation structures, and the key elements and
components of leading, including leadership, motivation, power,
communication, team and group dynamics.
Mind Map
ORGANIZING
Organising Organising Theory Span of

Process Organisation Management
Organising Structure Scalar
Subsystem Relationship
Pre-Test
[Refer to the Challenge Case on p. 269 in Certo (2009) and to answer all
questions on the next page]
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Learning Activities
1. What is organizing? What is the significance of organizing to the

management system?
2. What are the steps in the organizing process? Can the

organizing function be thought of as a subsystem? Explain.
3. Read the article by William G. Scott, (1961), Organisation

Theory: An Overview and an Appraisal, The Academy of
Management Journal, April, pp7-26
4. Read the article by Luther Gulick,(1937), Notes on the Theory of

Organisation, in eds., papers on the Science of Administration,
New York: Institute of Public Administration, pp 3-13
5. Compare and contrast between formal and informal structures.
6. What is division of labor? What are the advantages and

disadvantages of the division of labour?
7. What is span of management? Why is it important to

management?
8. What is Graciunas contribution to span of management? What is

the relationship between tall and flat organisations?
9. Explain the rationale behind Fayols position that always

adhering to the chain of command is not necessarily advisable.
10. Give examples of the type of organisation structures in

Malaysian companies: functional, divisional, product,
manufacturing and territory
1. Read the case Sony Organises for Success (page 269) and
answer the 3 questions mentioned on page 288.
2. Read the case on page 288-289 on Recognizing for a New Era at

Newell Rubbermaid and answer the 3 questions at the end of case.
3. Give your comments on the article written by Scott (1961) on

the theory of organisation.
4. What are your views on the article by Gulick (1937)? Do you

agree or disagree? Why?
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5. Based on your current organisation structure, how would you

reorganise it better so that your organisation can function more
efficiently and effectively.
Post Test
1. Describe what Max Weber meant by bureaucracy?
2. Explain the three factors that management structure is based on, or

contingent on.
3. Describe the forces that influence formal structure. How do these

forces collectively influence structure?
4. Discuss the advantages and disadvantages of the functional,

divisional, and matrix organisation structures.
5. Explain how the scalar of relationship is related to the unity of

command.
6. What is a gangplank? What are the problems you foresee in this type
of situation? Do you agree or disagree?
7. Outsourcing a function/activity is one of the measures taken during

restructuring an organisation. What are the advantages and
disadvantages?
8. What information does an organisation chart reveal about the

organisation and what are not?
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Topic 12: Responsibility, Authority and Delegation
LEARNING OUTCOMES

1. Understand the relationship between responsibility, authority

and delegation,
2. Understand how to divide and clarify job activities,
3. Differentiate between line, staff and functional authorities, and
4. How to delegate in organisations
Chapter Overview
This chapter discussed the relationship between responsibility, authority
and delegation, divide and clarify job activities, issues and causes of
conflict in staff relationships, and how to delegate. This is discussed in
Chapter 12 of the textbook by Certo (2009).
Learning Objectives
The goal of this chapter is to discuss the key issues related to the
organizing function like responsibility, authority and delegation. Issues
relating to job activities, line authority, functional authority and staff
authority are also discussed.
Mind Map
RESPONSIBILITY, AUTHORITY AND

DELEGATION
Responsibility Authority Delegation

Job Types of Process
Description Authority Obstacles
Job Activities Acceptance of Centralisation
Management Authority and
Responsibility Decentralisation
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Pre-Test
[Refer to the Challenge Case on page 291 of the textbook by Certo (2009)
and answer all the questions on the next page]
Learning Activities
1. Define responsibility and authority? Why is it so important in

organisations?
2. Read the article by Chester I. Barnard, (1938), The Theory of

Authority, eds from The Functions of the Executive, Cambridge,
Mass. Harvard University Press
3. Explain the process a manager must go through to ivied

responsibility within an organisation.
4. Describe the main dimensions of responsible management

behavior.
5. Explain three roles that staff personnel can perform in

organisations.
1. Read the case on Adobe Systems Reinvents Itself Again and

Again on page 309 and answer the 3 questions at end of case.
2. Based on your experience in your organisation, why do you

think managers dont delegate their jobs? What are the barriers
to the delegation process? What are your suggestions to reduce
the barriers in delegation?
3. In organisations, you may observe that there are conflicts

among personnel in doing their jobs. One of this is related to
the line, staff and functional authority. Discuss why and how can
you reduce such situation.
4. Differentiate between responsibility, authority and

accountability? What are common issues in each of the above
concept in the Malaysian setting?
5. Comment on the article by Barnard.
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Post Test
1. As a manager, what are the steps that you would take to increase
the probability that subordinates will accept their authority? Explain
each of the steps.
2. Describe the main obstacles to the delegation process. How can you
eliminate or reduce these obstacles?
3. What is the relationship between delegation and decentralization?

What is the difference between these two concepts?
4. Explain Barnards concept of authority and acceptance.
5. In Malaysia and other developing countries there is generally a

reluctance to admit accountability when things go wrong. Why is this
so?
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Topic 13: Managing Human Resources
LEARNING OUTCOMES

1. Understand how appropriate human resources can be

developed in organisations,
2. Understand the processes in managing human resources, and
3. Understand the key issues related to the recruitment,

selection and training.
Chapter Overview
This chapter discussed the management of human resources, processes in
human resource management, and issues related to the recruitment,
selection and training aspects in managing human resources. This is
discussed in chapter 13 of the textbook by Certo (2009).
Learning Objectives
The goal of this chapter is to discuss the key issues related to managing
human resources, processes in human resource management, and related
issues.
Mind Map
Human Resources Process Recruitment
MANAGING HUMAN
RESOURCES
Selection Performance Appraisal
Training
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Pre-Test
[Refer to the Challenge Case on p. 313 in Certo (2009) on answer all the
Learning Activities
1. What are the major steps in providing appropriate human

resources for the organisation?
2. How are job analysis, job description and job specification

related?
3. Describe the various tests in examining human resources
4. Describe the processes in training
5. Discuss the methods of performance appraisal.
1. Read the case on Cisco Recruits the Best Minds in China on

page 313, and answer all the 3 questions on page 332.
2. Read the case on Pfizer Puts the Emphasis on People on page

332-333 and answer the 3 questions at the end of the case.
3. Read the case on VideoNet Exercises (page 333) and follow the
instructions and answer all the questions on performance
appraisal. Use your CD to access this information.
4. Based on your experience in your organisation, what is your

critique of the performance appraisal practices in your
organisation? Can it be improved? What can be done to improve
the situation?
5. Describe how human resource management recruitment and

selection is done in your organisation. Do you have any
suggestions to improve the situation? How?
Post Test
1. On the job training methods include coaching, position rotation, and
special project committees. Explain how each of the works.
2. Discuss the key steps in the human resource process.
3. There is a position vacant in your organisation. Would you try to fill

the position from people inside the organisation or outside the
organisation? Discuss
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4. Describe how training should be developed in organisations. How do

you determine what kind of skills are needed in your organisation?
5. Discuss the advantages and disadvantages of each performance

appraisal method.
6. Discuss the pros and cons of the following methods of recruitment by

an SME:-
(a) Advertisement through major newspapers
(b) Online agency
(c) Own website
(d) Headhunting agency
(e) Best final year students of appropriate disciplines in
universities
(f) Internal recruitment
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Topic 14: Organisational Change and Stress
LEARNING OUTCOMES

1. Understand the definition of change in organisations,
2. Understand the factors to be considered when changing

organisations,
3. Understand the effects of change in organisations, and
4. Understand the concept of stress and managing stress,
Chapter Overview
This chapter introduces the issue of change in organisations, factors to
consider in changing organisations, stress in organisations and how
organisational change and stress are related. Chapter 14 of the textbook
will explain these aspects.
Learning Objectives
The goal of this unit is to help you to understand the importance of
change and stability in organisations, factors to be considered when
changing organisations, stress and managing stress in organisations.
Mind Map
ORGANIZATIONAL CHANGE
AND STRESS
Organisational Change Virtual Organisation

Factors when Changing Managing Virtual
an Organization Organisation
Types of Change
Structure and People
Stress
Importance of
Stress
Managing Stress
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Pre-Test
[Refer to Challenge Case on page 335 of textbook by Certo (2009) and
answer all questions on the next page]
Learning Activities
1. What is change in organisations? Why do organisations undergo

various changes?
2. Does an organisation need both change and stability? Discuss
3. What factors should be considered when changing an

organisation?
4. Explain the managerial grid.
5. Read the article by Lester Coch and John R.P. French Jr.,
(1948), Overcoming Resistance to Change, Human Relations,
August, pp 512-532
6. What is stress? How can stress influences performance?
1. Read the case of Wrigley Continues to Change on page 335 of

the textbook by Certo (2009), and answer all the 3 questions on
page 357.
2. Read the case of Adobe Systems Reinvents Itself Again and

Again on page 357-358 and answer all the 3 questions.
3. Based on the article by Coch and French Jr, what are your
comments?
4. Read the case on VideoNet Exercise (page 358) and follow the
instructions and answer all the three questions on organisational
change. Use your CD to access this information.
5. What is virtual organisation? What are the challenges you might

face in managing virtual organisations?
Post Test
1. What is the difference between structural change and people change?
2. What is organisational effectiveness? What factors will determine how

effective an organisation will be?
3. What is a change agent? What are the skills necessary to be a

successful change agent?
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4. Management can adopt several strategies to prevent development of

unwanted stress in organisations. What are the strategies to cope
with such a situation?
5. What causes resistance to change? Use example in your own

organisation.
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Topic 15: Power
LEARNING OUTCOMES

1. Understand the concept of power, and
2. Understand the sources of power in the organisation
Chapter Overview
This chapter introduces the concept of power in organisations. Chapter 21,
page 524 of the textbook will explain these aspects.
Learning Objectives
The goal of this unit is to help you to understand the concept of power in
organisations and the sources of power in the organisation.
Mind Map
POWER
Concept of Power Sources of Power

Type of Power Power and
Authority
Managing Power
Pre-Test
1. Total power is made up of position power and personal power. (T or F)
2. Power is the extent to which an individual can influence others so

that they will respond to orders. (T or F)
3. To increase personal power, the manage must not have a sense o

obligation (T or F)
4. To increase personal power, a manager must not have a sense of

identification. (T or F)
5. Position power is increased by enhancing position in the organisation
(T or F)
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6. Increasing the expertise of the manager would increase the power of

the manager (T or F)
7. Personal power is not based on the managers relationships with

others (T or F)
8. Position power is also referred to as authority (T or F)
Learning Activities
1. Read the article by John R.P. French Jr., and Bertram Raven,
(1959), The Bases of Social Power, in Studies in Social Power,
edited by Dorwin p. Cartwright, Ann Arbor: Institute for Social
Research, University of Michigan, pp 150-167
2. What is the difference between power and authority?
3. What determines how much power a manager possesses?
4. How can a manager increase his personal power?
1. What are your comments on the article by French Jr and Raven?
2. In what way do you think power is related to the main functions

of management?
3. In your organisation, which type of power is generally used by

your top managers or peers?
4. Discuss the advantages and disadvantages of using the personal

and position power in getting things done in organisations.
Post Test
1. Discuss the main sources of power in organisations.
2. As a manager, should you use more position power or personal

power to get things done?
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Topic 16: Communication
LEARNING OUTCOMES

1. Understand the concept of power, and
2. Understand the sources of power in the organisation
Chapter Overview
This chapter introduces the concept of communication, interpersonal
communication, importance of nonverbal communication, formal
organisational communication, grapevine, and promoting organisational
communication. Chapter 15 of the textbook discussed these aspects.
Learning Objectives
The goal of this unit is enable you to understand better the importance of
communication in organisations, interpersonal communication, verbal and
non-verbal communication, formal and informal organisational
communication, and encouraging formal organisational communication.
Mind Map
COMMUNICATION
Importance of Types of Communication

Communication
Organisational Communication
Formal
Informal
Verbal Interpersonal Nonverbal Interpersonal

Communication Communication
Pre-Test
[Refer to the Challenge Case on page 361 of Certo (2009) and answer all
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Learning Activities
1. What is communication? How important is communication to

managers?
2. How does successful communication differ from unsuccessful

communication?
3. Describe the major macrobarriers and microbarriers in

communication.
4. What is organisational communication?
5. Explain the significance of non-verbal communication.
1. Read the case on page 361 on New Procter & Gamble Chief
Uses Special Style of Communication and answer all the 3
questions on p. 382.
2. Based on your experience in your organisation, how would you

encourage upward formal organisational communication by your
team to the top management group?
3. Read the case of How eBay Stays Connected to its Community

on page 382-383 of the textbook, and answer all the 3
questions asked.
4. Refer to the case on VideoNet Exercise (page 383) and follow

the instructions and answer all the questions on organisational
communication. Use your CD to access the information.
Post Test
1. What is informal organisational communication? Discuss the common
patterns of grapevines.
2. Describe the three types of formal organisational communication.
3. What is the communication effectiveness index? What is its

significance?
4. In your organisation, what type of organisational communication

(formal versus informal) is commonly practiced? Why? What are the
advantages and disadvantages of each type?
5. As manager how would you handle surat layang (anonymous

letters), vicious rumours or internet gripes about your organisation?
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6. What type(s) of organisational communication should be used to

inform employees of their lay-off due to adverse economic
conditions?
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Topic 17: Leadership
LEARNING OUTCOMES

1. Understand the concept of leadership,
2. Understand the relationship between leading and managing,
3. Understand the theories of leadership,
4. Understand current issues in leadership today
Chapter Overview
This chapter introduces the concept of leadership, understanding the
relationship between leading and managing, situational approaches to
leadership, and theories of leadership. Chapter 16 of the textbook
discussed these aspects.
Learning Objectives
The goal of this unit is enable you to understand better the concept of
leadership, relationship between leading and managing, theories of
leadership and approaches of leadership in decision making.
Mind Map
LEADERSHIP
Leadership Leadership Leadership Issues

Concept Theories
Leadership vs.
Manager
Trait Approach Structural

Approach
Pre-Test
[Refer to the Challenge Case on page 385 of textbook by Certo (2009)
and answer all the 7 questions on the next page]
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Learning Activities
1. What is leadership? How does leadership differ from

management?
2. Explain the situational approach to leadership.
3. Read the article by Fred F. Fiedler, (1974), The Contigency

Model new Directions for leadership Utilizaton, Journal for
Contemporary Business, Vol 3(4), pp 65-80
4. How is the Vroom Yetton Jago Model similar to Tannenbaum-

Schmidt model? How is it different?
5. Compare the results of the Ohio State University Studies and

the Michigan studies.
1. What are your comments on the article by Fiedler?
2. Discuss the major challenges of transformational leaders must

face?
3. Based on your experience, describe how does Hersey-Blanchard

model is relevant in your organisation. What can be done to
improve the situation in your organisation?
4. Discuss the difference between coaching leadership and

entrepreneur leadership?
5. How would you describe the leadership styles of Malaysian

Prime Ministers? Explain
6. Read the case of Carly Fiorina Hired and Fired at Hewlett

Packard on page 411 of the textbook and answer all the three
questions.
7. Read the case of Toyotas Drive for Global Leadership on pages

411-412 and answer all the questions.
7. Refer to the case on VideoNet Exercises (page 412) and follow

the instructions and answer all the questions on leadership. Use
your CD to access the information
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BMOM5203
Post Test
1. Discuss the trait approach to leadership
2. Describe the situational approach to leadership
3. Explain the path-goal theory of leadership
4. Based on your experience, which model/ theory of leadership is

appropriate in your organisation? Why?
5. The late Princess Diana of England continued to be appointed

patrons of non-governmental organisations, including international
ones, after her divorce when she had virtually little power or
authority. What type(s) of leadership can be attributed to her?
6. What is transformational leadership? Discuss at least one national

personality in Malaysia which can fit into this type of leadership and
why.
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BMOM5203
Topic 18: Motivation
LEARNING OUTCOMES

1. Understand the concept of motivation,
2. Understand the human needs,
3. Understand the importance of motivation, and
4. Identify strategies to motivate organisation members.
Chapter Overview
This chapter introduces the concept of motivation, various human needs,
importance of motivating members of the organisation, and various
motivation strategies. Chapter 17 of the textbook discussed these
aspects.
Learning Objectives
The goal of this unit is enable you to understand better the concept of
motivation, motivation process, importance and strategies of motivating
organisation members.
Mind Map
MOTIVATION
Motivation Concept Motivation Motivation

Human Needs Theories Strategies
Importance of
Motivation
Process Content Organisational Behavioral

Theories Theories Members Modification
Pre-Test
[Refer to the Challenge Case on page 415 of textbook by Certo (2009)
and answer all the questions on the next page]
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BMOM5203
Learning Activities
1. Define motivation. Explain why managers must understand it.
2. Describe the difference between process and content theories of

motivation.
3. Explain the characteristics of the motivation process.
4. Read the article by Abraham Maslow (1943), A theory of Human

Motivation, Psychological Review, Vol 50, pp 370-396
5. Describe theory X, Y and Z. What does each of these theories

tell us about motivating organisation members?
6. What is the difference between job enrichment and job

enlargement?
7. How can managerial communication be used to motivate

organisation members?
8. Read the article by Md Zabid Abdul Rashid, Juradah Abu Bakar,

and Rahim Abdullah, (1990). Job Satisfaction and Motivation
among bank officers, Bankers Journal Malaysia, October, pp25-29
1. Give your comments on the article by Maslow.
2. Read the case on page 415 on Bristol-Myers Squibb Stresses

Motivation in Internet Implementation, and answer all questions
on page 436.
3. Read the case on The Container Stores Motivating Experience

on page 436-437, and answer all the 3 questions.
4. Read the case on VideoNet Exercises on page 437 on work

design, and answer all the 3 questions asked. Use your CD to
get access to the case.
5. Based on your experience in your organisation, what factors

would motivate members of your organisation? Why? What
theory of motivation would you use to motivate them?
6. Based on the article by Md Zabid et al (1990), give your

comments.
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Post Test
1. Define flexitime and behavior modification.
2. Explain the needs-goal model of motivation.
3. Explain McClellands need theory.
4. Explain the Porter-Lawler theory of motivation.
5. What are the similarities and differences between Maslow and ERG
theory?
6. What are the nonmonetary incentives that you find desirable as an

employee? Why?
7. How would you motivate the following:

(a) An organisation with low productivity and staff morale
(b) Those facing work/life (career/family) balance
(c) A rehabilitated dadah dependent employee
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Topic 19: Group Dynamics and Culture
LEARNING OUTCOMES

1. Understand the concept of motivation,
2. Understand the human needs,
3. Understand the importance of motivation, and
4. Identify strategies to motivate organisation members.
Chapter Overview
This chapter discuss the term group and the kinds of groups in
organisations, managing groups, teams, team development and corporate
culture. Chapter 18 of the textbook discussed these aspects.
Learning Objectives
The goal of this unit is enable you to understand the kinds of groups in
organisation, managing groups, teams and team development, and
corporate culture.
Mind Map
GROUPS Types of Groups

Managing Work
Groups
GROUP
DYNAMICS AND TERMS Types of Terms
CULTURE Team Development
Concept
CORPORATE Significance and
CULTURE Importance
Pre-Test
[Refer to the Challenge Case page 439 of textbook by Certo (2009) and
answer all the questions on the next page]
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Learning Activities
1. Define group? Why is it important to managers?
2. Define two types of formal groups in organisations.
3. Why should managers use committee in organisations?
4. What is the relationship between work teams and informal

groups?
5. Read the article by Daniel C. Feldman, (1984). The development

and enforcement of group norms, Academy of Management
Review, January, pp 47-53
6. What is the difference between a group and a team? Why?
1. Give your comments on the article by Feldman (1984).
2. Read the case on page 439 on Teamwork Builds Success at

Xerox and answer all the questions on page 462.
3. Read the case on page 462-463 on Googles Culture of Dont

be Evil and answer all the 3 questions.
4. Refer to the case on VideoNet Exercises (page 463) and follow

the instructions and answer all the questions on groups and
teams. Use your CD to access the information
5. Define corporate culture. Discuss the significance of corporate

culture in organisations.
Post Test
1. Discuss how managers can develop effective teams in organisations.
2. Explain Homans concept of how informal groups develop.
3. Are formal groups more important to management than informal

groups?
4. Describe the stages a group typically goes through as it matures.
5. Describe the sociometric procedure used to study informal group

membership. What can the results of such analysis tell managers
about members of an informal group?
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BMOM5203
Topic 20: Quality and Innovation
LEARNING OUTCOMES

1. Understand the relationship between quality and total quality

management,
2. Understand the importance of quality,
3. Understand how strategic planning can be used to enhance

quality, and
4. Understand quality improvement process, and
5. Understand the issues on innovation and creativity.
Chapter Overview
This chapter introduces the issue of quality, innovation and creativity in
management. These issues are critical to many organisations today in
order to cope with the rapid changes and demands in todays business
environment. Chapter 20 of the textbook will explain these aspects.
Learning Objectives
The goal of this chapter is to help you to understand the concept of
quality, total quality management, innovation and creativity in
organisations today.
Mind Map
QUALITY AND INNOVATION
Quality Concept Quality Improvement Process

Total Quality Management Innovation and Creativity
Quality through Strategic
Planning
Pre-Test
[Refer to Challenge Case on page 491 of Certo (2009) and answer all the
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BMOM5203
Learning Activities
1. What is the difference between product quality and total quality

management?
2. Discuss the three benefits resulting from the achievement of

high product quality.
3. What guidelines does Deming offer on achieving quality?
4. Is successful total quality management program important to an

organisation? Explain.
5. Discuss how establishing organisational direction as part of the

strategic management process can be used to raise the chances
of success of a product quality effort.
1. Read the case of Creative Solutions at Hormel Foods on page

491 of the textbook by Certo (2009), and answer all the 3
questions on page 512.
2. Read the case of The Core of Innovation at Apple Computer on

page 512-513 and answer all the 3 questions at the end of case.
3. Discuss Hammers principles of reengineering for improvement.

Could this be applied in your organisation? Explain.
4. What is innovation and creativity? Discuss the relationships

among total quality management, innovation and creativity.
5. Under what circumstances would you use continuous

improvement process or reengineering approach to improve
quality?
Post Test
1. Discuss the significance of policies and organisation structure as
components of an effort to maintain product quality.
2. Discuss how the strategies of partnering and empowerment can

improve quality within an organisation.
3. When organizing for quality, which structural changes would you

anticipate would make the greatest contribution to achieving total
quality?
4. What guidelines does Crosby offer organisations that want to achieve

quality?
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BMOM5203
5. Discuss how best our two national car manufacturers, Proton and
Produa, should further improve the quality of their cars to compete in
the international market.
6. Discuss how an organisation can win the Prime Ministers Quality

Award.
TUTORIAL QUESTIONS
Introduction
component of organizing and managing people in organisations.
Problems
1. What is organizing? Discuss the process of organizing.
2. What is the relationship between the overall management system

and organizing subsystem?
3. What factors influence the span of management?
4. Why is delegation important? What are the obstacles to the

delegation process?
5. What is the relationship between job analysis, job description and job
specification?
6. What factors should be considered when changing an organisation?
7. Discuss the characteristics of an effective coach leadership
8. Explain Likerts four management systems
9. Explain the factors contributing to team effectiveness.
10. Discuss the human resource approach to job satisfaction.
11. Compare the differences in the views on achieving quality by Crosby,

Deming, Juran and Shingo.
12. Explain how total quality management is related to innovation and

creativity.
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BMOM5203
Unit 3: Controlling and Contemporary Issues

Controlling
Chapter 21: Organisational Control
LEARNING OUTCOMES

1. Understand the controlling function,
2. Understand the controlling subsystems and types of control,
3. Understand the measures taken to enhance the quality of

controlling subsystem
Chapter Overview
In this chapter, the management function of control is discussed. There is
a definition of control, subsystems involved and types of control. Issues
relating to barriers to successful control and making controlling function
successful is also discussed. Chapter 21 of the textbook will explain these
aspects.
Learning Objectives
The goal of this chapter is to help you to understand the controlling
function, controlling definition, controlling subsystems, and making
successful controlling function in an organisation.
Mind Map
ORGANISATIONAL CONTROL
Control and Controlling Types of Control

Controlling Subsystem Barriers to Successful
Controlling Process Controlling
Making Controlling
Successful
Pre-Test
[Refer to the Challenge Case on p. 517 of Certo (2009) and answer all
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BMOM5203
Learning Activities
1. What is control? Explain the relationship between planning and

control.
2. What is controlling? What is the relationship between the

controlling subsystem and the overall management system?
3. Discuss the main steps of the controlling process.
4. What types of corrective action can managers take?
5. What is the relationship between controlling and the controller?
1. Read the case Implementing Controls and Technology at Coca

Cola on page 517, and answer all the 3 questions on page 540.
2. Read the case on page 540-541 Technology Helps Nike Race

Toward Higher Performance and answer all the 3 questions at
end of case.
3. Give your comments on the article written by Gulick (1937) on

the theory of organisation with respect to the issue of control.
4. Based on your current organisation in which you are working,

what would you suggest to improve the controlling function in
the organisation?
Post Test
1. To ensure the quality of the controlling subsystem, managers should
make sure that controlling activities take into account several
factors. What are those factors?
2. Discuss the potential barriers to successful control in an organisation.
3. What is the difference between problem and symptoms?
4. On what basis do managers use to determine how much control is

needed in an organisation?
5. Discuss the controlling process in the manufacturing of an automobile

(or a specific service industry) according to the three types of control.
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BMOM5203
Chapter 22: Production and Management Control
LEARNING OUTCOMES

1. Understand the importance of operations and production

strategies, systems and processes,
2. Understand the role of operations management in the

workplace, and
3. Understand how operations control procedures can be used to

control production.
Chapter Overview
This chapter discussed the concept of production, productivity, and
quality. Issues relating to operations research, production systems,
systems, processes, and operations control are discussed. This is
discussed in chapter 22 of the textbook by Certo (2009).
Learning Objectives
The goal of this chapter is to discuss the on production, operations
management, operations control, productivity and quality.
Mind Map
PRODUCTION AND MANAGEMENT

CONTROL
Production Operations Management

Quality and Productivity Operations Control
Strategies, Systems and Control Tools
Processes
Pre-Test
[Refer to the Challenge Case on page 543 of Certo (2009) and answer all
the questions on the next page]
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BMOM5203
Learning Activities
1. Discuss the three key notions that are conveyed by the concept
of operations management.
2. Describe the five step process that managers should follow to

increase the likelihood of making sound strategic capacity
decisions.
3. Discuss the three basic types of layouts for manufacturing

facilities.
4. Discuss the seen major ingredient of break-even analysis.
5. Define both production and production control
6. Discuss the management philosophy behind just-in-time

inventory control.
1. Read the case on Delta Attempts to Boost Productivity on page

543 and answer all the 3 questions on page 569.
2. Read the case on St Joseph Health Centers Quest for Quality

on page 569-570 and answer all the 3 questions at the end of
case.
3. Explain why cost control is an important responsibility of every

manager.
4. Discuss how quality circles normally operate. What purpose do

they serve?
5. What guidelines would you recommend to managers using ratio

analysis to control an organisation?
Post Test
1. What is material control, and how can it assist in production control?
2. Define management by exception and describe how it can help

managers control production.
3. List and define five other control tools.
4. Discuss three potential pitfalls of budgets.
5. Discuss three types of manufacturing processes.
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BMOM5203
Chapter 23: Information Technology in Management
LEARNING OUTCOMES

1. Understand the importance of operations and production

strategies, systems and processes,
2. Understand the role of operations management in the

workplace, and
3. Understand how operations control procedures can be used to

control production.
Chapter Overview
This chapter discussed the relationship between data and information,
management information system, computers, networks, internet, and
management decision support system. This is discussed in chapter 21 pg.
527-536 of the textbook by Certo (2009).
Learning Objectives
The goal of this chapter is to discuss the key issues related to information,
management information system, networks and management decision
support system.
Mind Map
INFORMATION TECHNOLOGY IN MANAGEMENT
Data and Information Management Information

Value of Information System (MIS)
Evaluating Information Information Technology
Management Decision Support
System (MDSS)
Computer Networks
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BMOM5203
Learning Activities
1. What is the difference between data and information?
2. Discuss the four major factors that influence the value of

information.
3. What are operational control decisions and strategic planning

decisions? What characterizes information appropriate for
making each of these decisions?
4. Why is planning for management information system such an

important part of establishing an MIS?
5. How are the local area networks and the Internet different? How
are they similar? Explain.
6. Describe the three challenges to using e-mail and how to meet

them.
1. Read the case on Making Changes Without the Right

Information at Coca Cola on page 533, and answer all the 3
questions on page 561.
2. Read the case on Technology Helps Nike Race Toward High

Performance on page 561-562, and answer all the 3 questions.
3. Based on your experience in your organisation, what are the key

challenges you face in managing information in your
organisation? Why?
4. Describe five possible causes of resistance to using

management information system. What can managers do to
ensure these causes do not affect their organisations MIS.
5. Discuss the major pitfalls managers must avoid when using

computer.
Post Test
1. What factors tend to limit the usefulness of information, and how can
these factors be overcome?
2. Discuss three different organisational goals that a web site might help
the manager achieve. Be sure to show how a web site would help.
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BMOM5203
3. Why does the designing of an MIS begin with analysing managerial

decision making?
4. How could building cooperation between MIS personnel and line

managers improve an MIS?
5. How does a management decision support system differ from

management information system?
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Chapter 24: International Management
LEARNING OUTCOMES

1. Understand the international management,
2. Understand the management functions of multinational

management, and
3. Understand the issues of ethics and management of

expatriates.
Chapter Overview
This chapter introduces international management and its importance to
modern managers today. Aspects relating to various categories of
international management, multinational corporations, and issues
pertaining to ethics and managing expatriates are also discussed. Chapter
5 (pages 132-159) of the textbook will explain these aspects.
Learning Objectives
The goal of this chapter is to help you to understand international
management, management functions in multinational corporations, and
issues on ethics and expatriates.
Mind Map
INTERNATIONAL MANAGEMENT
Fundamentals of Management Functions in

International Management Multinational Corporations
Types of International Ethics in International
Organisations Management
Multinational Corporations Expatriates for Foreign
Assignment
Pre-Test
[Refer to Challenge Case on page 133 of Certo (2009) and answer all the
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BMOM5203
Learning Activities
1. What is international management? What is meant by

multinational corporation?
2. Explain the four factors that contribute to the complexity of

managing multinational corporations.
3. How important is international management to the modern

manager?
4. What are the differences between ethnocentric, polycentric and

geocentric attitudes? Describe the advantages and
disadvantages of each.
5. Discuss three guidelines that managers can use to ensure that

action taken across national borders is ethical.
1. How does culture affect the international management process?
2. What is a transnational organisation? How does it differ from

multinational organisation?
3. Read the case on Wal-Mart Facing Global Problems in Japan on

page 133, and answer all the 3 questions on page 158.
4. Read the case on Whirlpool Whirlwind of Global Business on

page 158-159 and answer all the 3 questions at the end of case.
5. Discuss three suggestions that would be helpful to a manager

attempting to influence organisation members in different
countries.
Post Test
1. What is the difference between direct investing and joint ventures at
the international level?
2. Discuss the three types of organisation members found in

multinational corporations.
3. Explain the difference between European Community and North

American Free Trade Area (NAFTA).
4. Explain the four core elements in the programs for preparing

expatriates for foreign assignments.
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5. Petronas has been successful in its international ventures whereas

Telekom Malaysia achieved modestly. Why the difference?
6. Discuss how Malaysian companies can benefit from Asean Free Trade
Area (AFTA) and World Trade Organisation (WTO).
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Chapter 25: Knowledge Management
LEARNING OUTCOMES

1. Understand the concept of knowledge management,
2. Understand the interaction between technologies, techniques

and people, and
3. Understand the linkages between human resource

management and knowledge management.
Chapter Overview
This chapter introduces the concept of knowledge management,
knowledge based organisations, relationship between technologies,
techniques and people in knowledge organisations, and linkages between
knowledge management and human resource management.
The article by Wiig (1997) on Knowledge Management: An introduction

and perspective, Journal of Knowledge Management, Vol. 1(1), pp 6-14,
provided an overview of knowledge management. The article by Chase
(1997) on The Knowledge Based Organisation: An International Survey,
Journal of Knowledge Management, Vol. 1(1), pp38-49 provided an
empirical study of knowledge management practices in North America and
Europe. The article by Bhatt (2001), Knowledge Management in
organisations: Examining the interaction between technologies,
techniques, and people, Journal of Knowledge Management, Vol. 5(1), pp
68-75, provided an argument on the importance of technologies,
techniques and people in managing knowledge management effectively.
Finally, the article by Salleh Yahya and Wee-Keat Goh, (2002), Managing
Human Resources toward achieving Knowledge Management, Journal of
Knowledge Management, Vol. 6 (5), pp 457-468, examined the linkages
between human resource management and knowledge management in
Malaysia.
Learning Objectives
The goal of this chapter is enable you to understand better the concept of
knowledge management, knowledge organisations, interaction between
technologies, techniques and people, and the linkages between knowledge
management and human resource management.
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BMOM5203
Mind Map
KNOWLEDGE MANAGEMENT
Knowledge Management Knowledge Management

Concept Practices
Evolution of Knowledge Issues in Knowledge
Management Management
Pre-Test
1. One notion of knowledge management focuses on management of
intellectual capital in the form of structural capital and human capital
in people (T or F).
2. One objective of knowledge management is to make the enterprise

as intelligently as possible to secure its profitability and overall
success (T or F).
3. Knowledge management comprises four areas including creation and

maintenance of the knowledge infrastructure (T or F).
4. One of five centered strategies is knowledge focus strategy (T or F).
5. The need to focus on managing knowledge within the enterprise

results from both economic and market driven requirements created
by customer demands and international competition T or F).
6. One of the least important benefit in knowledge management is

improved decision making (T or F).
7. Organisation communication was the biggest obstacle to creating a

knowledge-based organisation (T or F).
Learning Activities
1. What is knowledge management?
2. Describe the five basic knowledge centered strategies.
3. Describe the evolutionary perspective of knowledge

management.
4. Describe the knowledge management process activities.
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BMOM5203
1. Give your comment on the article by Chase (1997).
2. Based on your experience in your organisation, do you see yoru

organisation as one that practices knowledge management?
3. Give your comments on the article by Salleh Yahya and Wee-

Keat Goh (2002).
4. Describe the interaction between technologies, techniques, and

people in managing knowledge management.
Post Test
1. Discuss the implications of knowledge management in modern
management context in Malaysia.
2. What are the problems facing organisations in Malaysia in trying to

adopt knowledge management?
3. Discuss how human resource management practices can enhance the

development of knowledge organisations.
TUTORIAL QUESTIONS
Introduction
component of controlling and issues in management.
Problems
1. Discuss the three types of management control that are possible.
2. Describe the job of the controller.
3. Describe the five step process that managers should follow to make
sound strategic capacity decisions.
4. Discuss four activities that have potential of improving the MIS of

most organisations.
5. Discuss how management decision support system differs from the

management information system.
6. Compare the difference between operational control decisions and

strategic planning decision. What characterizes information
appropriate for making each of these decisions?
7. What is an international market agreement? Explain how these

agreements can impact organisation plans.
8. Define knowledge management. Discuss the issues when trying to

adopt knowledge management in organisations.
76

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BMOM5203 Organisational and Business

WELCOME TO BMOM5203 Organisational And Business Management

STUDYPATHS FOR SUCCESS IN THE COURSE

GUIDE TO ASSESSMENT IN POST-GRADUATE COURSES AT OPEN

The course is a core course for Master of Business Administration (MBA),

General Aim of the Course

Objectives of the Course

The course begins with an overview of management, the theories and

Unit 1 provides you with an overview of management tasks and process,

Chapter 2: Describes the history of management thought and various

Chapter 4: Discusses the concept of business ethics, ethics in

Week 3 Seminar 1: on the above themes

Chapter 6: Discusses the concept of strategic planning

Chapter 7: Examines the types of plans and planning tools

Chapter 8: Discusses Management by Objectives (MBO)

Chapter 9: Examines the fundamentals of managerial decision making

Chapter 10: Examines the decision making process and conditions in

Week 5 Seminar 2: on the above themes

Unit 2 deals with the elements of organizing, organizing definition, process

Chapter 12: Examines the concept of responsibility, authority and

Chapter 15: Discusses the concept of power

Week 9 Seminar 3: on the above themes

Chapter 17: Examines the concept and theories of leadership

Chapter 19: Discusses group dynamics and organisational culture

Chapter 20: Discusses the concept of quality, creativity and innovation

Week 10 Seminar 4: on the above themes

Unit 3 focuses on the function of control in organisations, and

Chapter 22: Examines the importance of operation and production control

Chapter 25: Discusses the role of knowledge in the information age

Week 15 Seminar 5: on the above themes, and revision

Certo, Samuel & Certo, S. Trevis (2009) Modern Management 11e,

STUDYPATHS FOR SUCCESS IN THE COURSE

1. Time Commitment for Study

2. Proposed Study Strategy

(iv) To begin work on a chapter, do the following:

Study the Chapter Overview and examine the relationship

Do all assigned Activities and conduct the Self-test to see if

Use the Summary and the Key Terms to check if you

Do all Readings to gain knowledge of the various

Work on your assignment as the semester progresses so that

(v) When have completed a chapter, review the Learning

(vi) After completing all chapters, review the course content to

GUIDE TO ASSESSMENT IN POST-GRADUATE COURSES AT OPEN

Any written assignment (essays, project, take-home exams, etc)

Outright plagiarism: Large sections of the paper are simply copied

Whenever you quote, paraphrase, summarize, or otherwise refer to the

(Note: The reference for this information is

From an Online Evnine, S. J. (2001). The universality of logic: On the connection

From a National Park Service. (2003, February 11). Abraham Lincoln

This course aims to give you a clear understanding on

Components of Study Guide ......................................................................12

Unit 1: Management Concept and Planning Function

Unit 2: Organising and Managing People

Unit 3: Controlling and Contemporary Issues

COMPONENTS OF THE STUDY GUIDE

As a distance learner, this course is designed allow you to study at your

The course overview provides a description of all the content for

The chapter overview provides a map of an entire chapter so

This is a list of what you should be able to do after successful

A self-test helps you review recently learned material and

Activities refer to a number of readings, tasks, questions and

The main ideas of each chapter and sub-chapter are listed in