Energy Systems Engineering (English) | |||||
Bachelor | TR-NQF-HE: Level 6 | QF-EHEA: First Cycle | EQF-LLL: Level 6 |
Course Code: | IE421 | ||||||||
Course Name: | Management for Engineers | ||||||||
Course Semester: | Fall | ||||||||
Course Credits: |
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Language of instruction: | EN | ||||||||
Course Requisites: | |||||||||
Does the Course Require Work Experience?: | No | ||||||||
Type of course: | Compulsory | ||||||||
Course Level: |
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Mode of Delivery: | Face to face | ||||||||
Course Coordinator : | Dr.Öğr.Üyesi GÜNEŞ KÜÇÜKYAZICI | ||||||||
Course Lecturer(s): |
Dr.Öğr.Üyesi MEHMET TEVFİK ÇOBANOĞLU |
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Course Assistants: |
Course Objectives: | I. Teach management concepts and theories II. Give ability to understand management functions, III. Provide the ability to evaluate organization from managerial point of view. |
Course Content: | To teach management concepts and theories and to give ability to understand management functions and to evaluate organization from managerial point of view. |
The students who have succeeded in this course;
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Week | Subject | Related Preparation |
1) | • Describe the course. • Define Management Concept • Explain the need for management in organizations • Explain management knowledge • Explain the sources of knowledge | Lecture notes |
2) | • Define the historical development of Management Schools • Define Classical Management • Define Neo-Classical Management • Define Modern Management • Define Post-Modern Management • Define the classification of management according to Koontz • Define the classification of management according to William Quchi | Lecture notes |
3) | • Define Taylor’s principles • Define Fayol’s principles • Define Weber’s principles • Explain Hawthorne Experiments • Explain Open Systems’ Theory | Lecture notes |
4) | • Definition of management • Definition of organization • Definition of mission statement • Explain the relation between behaviors and organizational target • Explain Maslow’s Hierarchy of Needs • Explain Herzberg’s Motivators and Hygiene Factors Theory • Explain Alderfer’s ERG Theory • Explain Expectancy Theory • Explain Goal Setting Theory • Explain Balance Theory • Explain “Theory X” and “Theory Y” | Lecture notes |
5) | • Explain Power • Explain Authority • Define the relationship between Power and Authority • Define the sources of power • Explain deputy authority • Explain functional authority | Lecture notes |
6) | • Define organizational triangle • Explain hierarchical step length • Explain organizational extent • Explain organizational size • Explain division of labor • Explain Adam Smith’s experiments • Explain Charles Babbage’s experiments • Explain the basic parameters of span of control | Lecture notes |
7) | Midterm | Midterm questions |
8) | • Explain division of labor • Define functional specialization • Explain organizational metrics • Define formalization • Define standardization • Define centralization • Define specialization | Lecture notes |
9) | • Explain strategic level • Explain tactical level • Explain operational level • Explain planning in organizations • Explain coordination in organizations • Define the differences between a leader and a manager • Define leadership types | Lecture notes |
10) | • Define organizational environment • Explain environmental analysis | Lecture notes |
11) | • Explain vertical organizational structure • Explain horizontal organizational structure • Explain matrix organizational structure • Define process based organizational structure • Define network organizational structure | Lecture notes |
12) | Strategic Management Definition and types of stategies | Lecture notes |
13) | Define organizational structures according to Mintzberg Explain strategic top management Explain operational basis/core Explain technical staff Explain support units Explain middle-level managers | Lecture notes |
14) | • Define organizational planning • Define organizational tactics • Define managerial control | Lecture notes |
Course Notes / Textbooks: | Lecture Notes |
References: | I. Koçel, T., İşletme Yöneticiliği: Yönetim ve Organizasyon, Organizasyonlarda Davranış, Klasik-modern-çağdaş ve Güncel Yaklaşımlar, Arıkan yayınevi, İstanbul, 2007 II. Robbins, S.P., Coulter, M., Management, Prentice Hall, Upper Saddle River, N.J., 1996 III. Galbraith J.R., Designing Organizations; An Executive Briefing on Strategy, Structure and Process, Jossey-Bass Management Series, 1995 IV. Boore , L. E. , Kurtz, D. L. , Contemporary Business, Dryden Press, Forth Worth, 1996 V. Bartol, K.M., Martın, D.C., Management, Mc-Graw Hill, Boston, 1998 VI. Lecture notes |
Learning Outcomes | 1 |
2 |
3 |
4 |
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Program Outcomes | ||||
1) Closed Department |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
Program Outcomes | Level of Contribution | |
1) | Closed Department |
Lesson | |
Seminar |
Written Exam (Open-ended questions, multiple choice, true-false, matching, fill in the blanks, sequencing) |
Semester Requirements | Number of Activities | Level of Contribution |
Midterms | 1 | % 50 |
Final | 1 | % 50 |
total | % 100 | |
PERCENTAGE OF SEMESTER WORK | % 50 | |
PERCENTAGE OF FINAL WORK | % 50 | |
total | % 100 |
Activities | Number of Activities | Duration (Hours) | Workload |
Course Hours | 14 | 3 | 42 |
Study Hours Out of Class | 14 | 8 | 112 |
Midterms | 1 | 2 | 2 |
Final | 1 | 2 | 2 |
Total Workload | 158 |