COURSE INFORMATION Course Title: MANAGEMENT AND ORGANIZATION

Code	Course Type	Regular Semester	Theory	Practice	Lab	Credits	ECTS
BUS 112	B	2	3	0	0	3	5

Academic staff member responsible for the design of the course syllabus (name, surname, academic title/scientific degree, email address and signature)	NA
Main Course Lecturer (name, surname, academic title/scientific degree, email address and signature) and Office Hours:	M.Sc. Saimir Mansaku smansaku@epoka.edu.al , Tuesday 14-00 to 16-00
Second Course Lecturer(s) (name, surname, academic title/scientific degree, email address and signature) and Office Hours:	NA
Teaching Assistant(s) and Office Hours:	NA
Language:	English
Compulsory/Elective:	Compulsory
Study program: (the study for which this course is offered)	Bachelor in Business Administration (3 years)
Classroom and Meeting Time:	google classroom code rnziwvu , E-B33, Monday, 10:45 - 13:30
Code of Ethics:	Code of Ethics of EPOKA University Regulation of EPOKA University "On Student Discipline"
Attendance Requirement:	60%
Course Description:	This course describes the Management as the central organ of the current institutionalized society. It is called Management & Organization because it goes beyond the “business management”, embracing every type of organization. The content is mainly focused in the four functions of Management: Planning & Controlling, Organizing, and Leading. It is especially designed to be interrelated with the actual living environment of organizations (e.g. technological changes, social impact, etc.), intending to meet the personal reflection spaces of the new generation of students. The teaching methodology and pedagogy are multidisciplinary and rely on different methods and techniques. The classical theoretical part is integrated with the practical one. The later includes case studies, teamwork exercises, self-assessment and “meaning catch-out” (including articles, videos, etc.). The main objective is to engage students from a perspective of active inquiry rather than as consumers of facts and prescriptions. Strong foundations that the students will gain on this course will assist them to notice the connections with the real world of management applications. The Management & Organization course is deeply rooted on a Druckerian philosophy, that is summarized with the words of Peter Drucker: “A manager who understands the discipline of management will still be an effective — perhaps even first-rate — manager with no more than minimum competence in managerial skills and tools. A person who knows only the skills and techniques, without understanding the fundamentals of management, is not a manager but merely a technician.” (Drucker, 1974).
Course Objectives:	Give students an appreciation of the unique nature of human beings as employees; Ensure that students know the four functions of management, as well as the basic management skills and styles; Help students be productive team members and/or team leaders; Share with students the body of theoretical and practical knowledge that is necessary for planning controlling, organizing, and leading; Build students with strong character and values; Create high performing teams with ethical foundations; Design complex-adaptive organizations through effective mechanisms of innovation, communication, and strategic leadership.

BASIC CONCEPTS OF THE COURSE

1	Organizational effectiveness
2	Open systems
3	Organizational learning
4	Values and ethics
5	Workforce diversity
6	Evidence-based management
7	Leadership

COURSE OUTLINE

Week	Topics
1	Managing and Performing. 2Managing in a Competitive World 4 Globalization 4 Technological Change 5 Knowledge Management 6 Collaboration across Boundaries 6 MULTIPLE GENERATIONS AT WORK 7 THE DIGITAL WORLD 7 Managing for Competitive Advantage 8 Innovation 8 Quality 8 Service 9 Speed 9 Cost Competitiveness 10 Sustainability 11 Delivering All Types of Performance 11 The Functions of Management 12 Planning: Delivering Strategic Value 12 Organizing: Building a Dynamic Organization 12 SOCIAL ENTERPRISE 13 Leading: Mobilizing People 13 Controlling: Learning and Changing 14 Performing All Four Management Functions 14 MANAGEMENT IN ACTION PROGRESS REPORT 15 Management Levels and Skills 15 Top-Level Managers 15 Middle-Level Managers 16 Frontline Managers 16 Working Leaders with Broad Responsibilities 16 Must-Have Management Skills 17
2	The External and Internal Environments 38. MANAGEMENT IN ACTION MANAGER’S BRIEF 39 The Macroenvironment 41 The Economy 41 Technology 42 Laws and Regulations 43 MULTIPLE GENERATIONS AT WORK 44 Demographics 44 Social Issues 45 Sustainability and the Natural Environment 45 SOCIAL ENTERPRISE 46 The Competitive Environment 46 Competitors 47 New Entrants 48 Substitutes and Complements 49 Suppliers 50 Customers 50 MANAGEMENT IN ACTION PROGRESS REPORT 52 Environmental Analysis 52. Environmental Scanning 53 Scenario Development 53 Forecasting 54 Benchmarking 54 Actively Managing the External Environment Changing the Environment You Are In 55 Influencing Your Environment 55 Adapting to the Environment: Changing the Organization 56 Choosing an Approach 58 The Internal Environment of Organizations: Culture Climate 58 Organization Culture 58 THE DIGITAL WORLD 60 MANAGEMENT IN ACTION ONWARD 61
3	Managerial Decision Making 72. MANAGEMENT IN ACTION MANAGER’S BRIEF 73 Characteristics of Managerial Decisions 74 Lack of Structure 74 Uncertainty and Risk 75 SOCIAL ENTERPRISE 76 Conflict 76 The Phases of Decision Making 77 Identifying and Diagnosing the Problem 77 Generating Alternative Solutions 77 Evaluating Alternatives 78 Making the Choice 80 Implementing the Decision 80 MANAGEMENT IN ACTION PROGRESS REPORT Evaluating the Decision 82 The Best Decision 82 Barriers to Effective Decision Making 83 Psychological Biases 83 Time Pressures 84 THE DIGITAL WORLD 85 Social Realities 85 Decision Making in Groups 85 Potential Advantages of Using a Group 85 Potential Problems of Using a Group 86 Managing Group Decision Making 87 Leadership Style 87 Constructive Conflict 87 Encouraging Creativity 89 Brainstorming 90 MULTIPLE GENERATIONS AT WORK 91 Organizational Decision Making 91 Constraints on Decision Makers 91 Organizational Decision Processes 92 Decision Making in a Crisis 92
4	Planning and Strategic Management 102 MANAGEMENT IN ACTION MANAGER’S BRIEF 103 An Overview of Planning Fundamentals 104 The Basic Planning Process 104 SOCIAL ENTERPRISE 107 Levels of Planning 108 Strategic Planning 108 Tactical and Operational Planning 109 Aligning Tactical, Operational, and Strategic Planning 110 Strategic Planning 111 MANAGEMENT IN ACTION PROGRESS REPORT 112 Step 1: Establishing Mission, Vision, and Goals 113 Step 2: Analyzing External Opportunities and Threats 114 THE DIGITAL WORLD 116 Step 3: Analyzing Internal Strengths and Weaknesses 116 Step 4: SWOT Analysis and Strategy Formulation 118 MULTIPLE GENERATIONS AT WORK 120 Step 5: Strategy Implementation 123 Step 6: Strategic Control 124
5	Ethics, Corporate Responsibility, and Sustainability 130 MANAGEMENT IN ACTION MANAGER’S BRIEF 131 It’s a Big Issue 132 It’s a Personal Issue 133 MULTIPLE GENERATIONS AT WORK 134 Ethics 135 Ethical Systems 135 Business Ethics 137 The Ethics Environment 137 THE DIGITAL WORLD 140 Ethical Decision Making 141 Courage 142 MANAGEMENT IN ACTION PROGRESS REPORT 143 Corporate Social Responsibility 144 Contrasting Views 146 Reconciliation 146 The Natural Environment and Sustainability 147 A Risk Society 147 SOCIAL ENTERPRISE 148 Ecocentric Management 149 Environmental Agendas for the Future 150
6	Entrepreneurship 188 MANAGEMENT IN ACTION MANAGER’S BRIEF 189 Entrepreneurship 192 Why Become an Entrepreneur? 192 What Does It Take to Succeed? 193 What Business Should You Start? 194 SOCIAL ENTERPRISE 197 What Does It Take, Personally? 199 Success and Failure 200 MANAGEMENT IN ACTION PROGRESS REPORT 201 THE DIGITAL WORLD 202 Common Management Challenges 202 Increasing Your Chances of Success 204 MULTIPLE GENERATIONS AT WORK 209 Corporate Entrepreneurship 209 Building Support for Your Idea 210 Building Intrapreneurship 210 Management Challenges 210 Entrepreneurial Orientation 211
7	Organization Structure 222 MANAGEMENT IN ACTION MANAGER’S BRIEF 223 Fundamentals of Organizing 224 Differentiation 224 Integration 225 The Vertical Structure 226 Authority in Organizations 226 Hierarchical Levels 227 Span of Control 228 Delegation 229 Decentralization 230 The Horizontal Structure 232 The Functional Organization 232 SOCIAL ENTERPRISE 234 The Divisional Organization 234 The Matrix Organization 236 MANAGEMENT IN ACTION PROGRESS REPORT 237 The Network Organization 239 MULTIPLE GENERATIONS AT WORK 241 Organizational Integration 241 THE DIGITAL WORLD 242 Coordination by Standardization 242 Coordination by Plan 242 Coordination by Mutual Adjustment 243 Coordination and Communication 243 Looking Ahead 245
8	Organizational Agility 250 MANAGEMENT IN ACTION MANAGER’S BRIEF 251 The Responsive Organization 252 Strategy and Organizational Agility 253 MULTIPLE GENERATIONS AT WORK 254 Organizing around Core Capabilities 254 Strategic Alliances 255 The Learning Organization 256 The High-Involvement Organization 256 Organizational Size and Agility 257 The Case for Big 257 The Case for Small 257 Being Big and Small 258 SOCIAL ENTERPRISE 259 MANAGEMENT IN ACTION PROGRESS REPORT 260 Customers and the Responsive Organization 260 Customer Relationship Management 260 THE DIGITAL WORLD 262 Quality Initiatives 262 Reengineering 264 Technology and Organizational Agility 265 Types of Technology Configurations 265 Organizing for Flexible Manufacturing 266 Organizing for Speed: Time-Based Competition 268 Final Thoughts on Organizational Agility 270
9	Leadership 340 MANAGEMENT IN ACTION MANAGER’S BRIEF 341 What Do We Want from Our Leaders? 342 MULTIPLE GENERATIONS AT WORK 343 Vision 343 Leading and Managing 345 Leading and Following 346 Power and Leadership 346 Sources of Power 346 Traditional Approaches to Understanding Leadership 348 Leader Traits 348 Leader Behaviors 349 The Effects of Leader Behavior 351 Situational Approaches to Leadership 353 MANAGEMENT IN ACTION PROGRESS REPORT 357 Contemporary Perspectives on Leadership 358 Charismatic Leadership 358 Transformational Leadership 359 Authenticity 360 Opportunities for Leaders 361 SOCIAL ENTERPRISE 362 A Note on Courage 362 Developing Your Leadership Skills 363 How Do I Start? 363 THE DIGITAL WORLD 364 What Are the Keys? 364
10	Motivating for Performance 370 MANAGEMENT IN ACTION MANAGER’S BRIEF 371 Motivating for Performance 372 Setting Goals 373 Goals That Motivate 373 Stretch Goals 374 Limitations of Goal Setting 374 Set Your Own Goals 375 Reinforcing Performance 375 (Mis)Managing Rewards and Punishments 376 Managing Mistakes 378 Providing Feedback 378 Performance-Related Beliefs 378 The Effort-to-Performance Link 379 The Performance-to-Outcome Link 379 Impact on Motivation 380 Managerial Implications of Expectancy Theory 380 MANAGEMENT IN ACTION PROGRESS REPORT 381 Maslow’s Need Hierarchy 381 Understanding People’s Needs 381 MULTIPLE GENERATIONS AT WORK 383 Alderfer’s ERG Theory 383 McClelland’s Needs 384 Need Theories: International Perspectives 384 Designing Motivating Jobs 385 Job Rotation, Enlargement, and Enrichment 385 SOCIAL ENTERPRISE 386 Herzberg’s Two-Factor Theory 387 The Hackman and Oldham Model of Job Design 387 Empowerment 388 Achieving Fairness 390 Assessing Equity 390 Restoring Equity 391 Procedural Justice 391 Employee Satisfaction and Well-Being 392 THE DIGITAL WORLD 393 Quality of Work Life 393
11	Communicating 428 MANAGEMENT IN ACTION MANAGER’S BRIEF 429 Interpersonal Communication 430 One-Way versus Two-Way Communication 430 Communication Pitfalls 431 Mixed Signals and Misperception 432 Oral and Written Channels 433 Digital Communication and Social Media 433 MULTIPLE GENERATIONS AT WORK 436 THE DIGITAL WORLD 437 Media Richness 437 MANAGEMENT IN ACTION PROGRESS REPORT 438 Improving Communication Skills 438 Improving Sender Skills 438 SOCIAL ENTERPRISE 442 Improving Receiver Skills 442 Organizational Communication 444 Downward Communication 445 Upward Communication 447 Horizontal Communication 448 Informal Communication 448 Boundarylessness 449
12	Managerial Control 458 MANAGEMENT IN ACTION MANAGER’S BRIEF 459 Bureaucratic Control Systems 461 The Control Cycle 461 SOCIAL ENTERPRISE 463 Approaches to Bureaucratic Control 465 MULTIPLE GENERATIONS AT WORK 467 Management Audits 468 Budgetary Controls 469 Financial Controls 471 Problems with Bureaucratic Control 474 MANAGEMENT IN ACTION PROGRESS REPORT 475 Designing Effective Control Systems 476 The Other Controls: Markets and Clans 480 Market Control 480 Clan Control: The Role of Empowerment and Culture 482
13	Managing Technology and Innovation 488 MANAGEMENT IN ACTION MANAGER’S BRIEF 489 Technology and Innovation 490 Technology Life Cycle 491 Diffusion of Technological Innovations 492MULTIPLE GENERATIONS AT WORK 493 SOCIAL ENTERPRISE 494 Technology Leadership and Followership 495 Technology Leadership 495 Technology Followership 497 Assessing Technology Needs 498 Measuring Current Technologies 498 Assessing External Technological Trends 499 Making Technology Decisions 499 Anticipated Market Receptiveness 499 Technological Feasibility 500 Economic Viability 501 Anticipated Capability Development 501 Organizational Suitability 502 MANAGEMENT IN ACTION PROGRESS REPORT 503 Sourcing and Acquiring New Technologies 504 Internal Development 504 Purchase 504 Contracted Development 504 Licensing 504 THE DIGITAL WORLD 505 Technology Trading 505 Research Partnerships and Joint Ventures 505 Acquiring a Technology Owner 505 Technology and Managerial Roles 506 Organizing for Innovation 507 Unleashing Creativity 508 Bureaucracy Busting 509 Design Thinking 509 Implementing Development Projects 510 Technology, Job Design, and Human Resources 511
14	Creating and Leading Change 516 MANAGEMENT IN ACTION 517 Becoming World Class 518 Sustainable, Great Futures 518 The Tyranny of the Or 519 The Genius of the And 520 Achieving Sustained Greatness 520 Organization Development 521 Managing Change 522 Motivating People to Change 522 MULTIPLE GENERATIONS AT WORK 524 A General Model for Managing Resistance 524 Enlisting Cooperation 526 Harmonizing Multiple Changes 528 MANAGEMENT IN ACTION PROGRESS REPORT 529 Leading Change 529 Shaping the Future 532 Thinking about the Future 532 Creating the Future 532 THE DIGITAL WORLD 533 SOCIAL ENTERPRISE 534 Shaping Your Own Future 535 Learning and Leading 536

Prerequisite(s):
Textbook(s):	Management: leading & collaborating in a competitive world/Thomas S. Bateman, McIntire School of Commerce, University of Virginia, Scott A. Snell, Darden Graduate School of Business, University of Virginia, Robert Konopaske, McCoy College of Business, Texas State University. Description: Thirteenth edition.|New York, NY: McGraw-Hill Education, [2019]
Additional Literature:	Drucker, P. F., Maciariello, J. A. (2008). Management: revised edition. HarperCollins. Drucker, P. F., Maciariello, J. A. (2008). Management Cases: revised edition. HarperCollins
Laboratory Work:
Computer Usage:
Others:	No

COURSE LEARNING OUTCOMES

1	Knowing the management process, functions, roles, and tasks.
2	Designing future organizations with the knowledge acquired from the management thought and history.
3	Becoming effective decision makers, communicators, and motivators.
4	Analyzing the "as-is" and "to-be" situations through planning and strategy.
5	Developing entrepreneurial spirit and innovative ideas.
6	Getting easily adapted with diversity and global cultures.

COURSE CONTRIBUTION TO... PROGRAM COMPETENCIES (Blank : no contribution, 1: least contribution ... 5: highest contribution)

No	Program Competencies	Cont.
Bachelor in Business Administration (3 years) Program
1	Identify activities, tasks, and skills in management, marketing, accounting, finance, and economics.	5
2	Apply key theories to practical problems within the global business context.	5
3	Demonstrate ethical, social, and legal responsibilities in organizations.	4
4	Develop an open minded-attitude through continuous learning and team-work.	3
5	Use technology to enable business growth and sustainability.	3
6	Analyze data to make effective decisions.	4

COURSE EVALUATION METHOD

Method	Quantity	Percentage
Midterm Exam(s)	1	35
Quiz	1	20
Final Exam	1	35
Attendance		10
	Total Percent:	100%

ECTS (ALLOCATED BASED ON STUDENT WORKLOAD)

Activities	Quantity	Duration(Hours)	Total Workload(Hours)
Course Duration (Including the exam week: 16x Total course hours)	16	3	48
Hours for off-the-classroom study (Pre-study, practice)	16	3	48
Mid-terms	1	5	5
Assignments	3	3	9
Final examination	1	10	10
Other	1	5	5
Total Work Load:			125
Total Work Load/25(h):			5
ECTS Credit of the Course:			5

CONCLUDING REMARKS BY THE COURSE LECTURER

Please respect the code of ethics. https://epoka.edu.al/mat/codes/01-Code%20of%20Ethics.pdf