PhD in Business Administration (English) | |||||
PhD | TR-NQF-HE: Level 8 | QF-EHEA: Third Cycle | EQF-LLL: Level 8 |
Course Code: | E-MBA513 | ||||||||
Course Name: | Yönetim Organizasyon | ||||||||
Course Semester: | Fall | ||||||||
Course Credits: |
|
||||||||
Language of instruction: | TR | ||||||||
Course Requisites: | |||||||||
Does the Course Require Work Experience?: | No | ||||||||
Type of course: | Scientific Preparation | ||||||||
Course Level: |
|
||||||||
Mode of Delivery: | Face to face | ||||||||
Course Coordinator : | Dr.Öğr.Üyesi BEYNAZ UYSAL | ||||||||
Course Lecturer(s): |
Dr. Hakan ÇORA Dr.Öğr.Üyesi UĞUR TARIK ÖZKUT EZGİ YILDIRIM SAATÇİ Dr.Öğr.Üyesi BEYNAZ UYSAL Dr.Öğr.Üyesi İBRAHİM UZPEDER Dr.Öğr.Üyesi ÜMİT AKIN Dr.Öğr.Üyesi BEYZA TOKSOY Assoc. Prof. BÜLENT GÜNCELER Prof. Dr. UĞUR YOZGAT |
||||||||
Course Assistants: |
Course Objectives: | The objective of this course is to define and discuss the terms and basic concepts; models; and theories of management and organization; evolution of management thought; four functions of management: planning, organizing, leading, and controlling; organizational structure; design; organization’s internal systems; organization and its environment; organizational fit; organizational culture; organizational performance; social responsibility and ethics; managerial decision making; early and contemporary leadership theories and applications. |
Course Content: | • Develop knowledge, skills, attitudes, and values necessary for success in management and leadership positions in a variety of private business and nonprofit settings. • Demonstrate advanced professional and educational capabilities using appropriate interpersonal, written communication and critical thinking skills that are required for successful performance and progress in an organization. • Demonstrate personal and professional ethical understanding in all managerial and organizational decision making related issues. |
The students who have succeeded in this course;
|
Week | Subject | Related Preparation |
1) | • Describe syllabus • Explain the definition of management, and managers | Robbins, S. P., Coulter, M., & Decenzo, D. A. (2016). Fundamentals of Management, 8th Edition, Global Edition, Pearson Publishing. Whetten, D. (1989). What constitutes theory? Academy of Management Review, 14: 490-495. Weick, K. (1989). Theory construction as disciplined imagination. Academy of Management Review, 14, 516-531. Okhuysen, G. & Bonardi, J. P. 2011. Editor’s comments: The challenges of building theory by combining lenses. Academy of Management Review, 36 (1), 6-11. Corley, K.G. & Gioia, D. A. 2011. Building theory about building theory: What constitutes a theoretical contribution? Academy of Management Review, 36 (1), 12-32. (Pages 12-19 ONLY) Bartunek, J. M., Rynes, S. L., & Ireland, R. D. 2006. What Makes Management Research Interesting and Why Does It Matter? Academy of Management Journal, 49, 1, 9-15. |
2) | • Discuss the history of management • Identify the management environment • Define corporate culture • Discuss About The Term Project With The Instructor | Read the case study at the end of the chapter and submit the answers, be prepared to discuss in class. Robbins, S. P., Coulter, M., & Decenzo, D. A. (2016). Fundamentals of Management, 8th Edition, Global Edition, Pearson Publishing. |
3) | • Integrative Managerial Issues | Robbins, S. P., Coulter, M., & Decenzo, D. A. (2016). Fundamentals of Management, 8th Edition, Global Edition, Pearson Publishing. Read the case study at the end of the chapter and submit the answers, be prepared to discuss in class. Go to your mylab account and accomplish your homework. |
4) | • Describe Foundations of Decision-Making | Robbins, S. P., Coulter, M., & Decenzo, D. A. (2016). Fundamentals of Management, 8th Edition, Global Edition, Pearson Publishing. Read the case study at the end of the chapter and submit the answers, be prepared to discuss in class. Go to your mylab account and accomplish your homework. |
5) | Discuss the nature and purposes of planning. • Explain what managers do in the strategic management process. • Compare and contrast approaches to goal setting and planning. • Discuss contemporary issues in planning. | Robbins, S. P., Coulter, M., & Decenzo, D. A. (2016). Fundamentals of Management, 8th Edition, Global Edition, Pearson Publishing. Read the case study at the end of the chapter and submit the answers, be prepared to discuss in class. Go to your mylab account and accomplish your homework. |
6) | • Describe six key elements in organizational design. • Identify the contingency factors that favor the mechanistic model or the organic model of organizational design. • Compare and contrast traditional and contemporary organizational designs. • Discuss the design challenges faced by today’s organizations | Robbins, S. P., Coulter, M., & Decenzo, D. A. (2016). Fundamentals of Management, 8th Edition, Global Edition, Pearson Publishing. Review Chapters 1 through 6. Review case studies. |
7) | Midterm Exam | Robbins, S. P., Coulter, M., & Decenzo, D. A. (2016). Fundamentals of Management, 8th Edition, Global Edition, Pearson Publishing. |
8) | • Managing Human Resources | Read the case study at the end of the chapter and submit the answers, be prepared to discuss in class. Go to your mylab account and accomplish your homework. |
9) | • Foundations of Individual Behavior • Managing Change and Innovation | Read the case study at the end of the chapter and submit the answers, be prepared to discuss in class. Go to your mylab account and accomplish your homework. |
10) | • Describe group and team behavior • Describe, discuss the concept of motivation. • Discuss different approaches and theories with respect to motivation. | Read the case study at the end of the chapter and submit the answers, be prepared to discuss in class. Go to your mylab account and accomplish your homework. |
11) | • Prepare the term Project | Read the case study at the end of the chapter and submit the answers, be prepared to discuss in class. Go to your mylab account and accomplish your homework. |
12) | • Explain importance of communication in business; • Describe communication model; • Define communicational channels; • Explain non-verbal communication; • Identify effective listening. • Explain Foundations of Control | Go to your mylab account and accomplish your homework. Prepare the project. |
13) | • Project Assignment | Prepare the project. |
14) | • Project Assignment | Study for the final exam. |
15) | Final Exam | None |
Course Notes / Textbooks: | Whetten, D. (1989). What constitutes theory? Academy of Management Review, 14: 490-495. Weick, K. (1989). Theory construction as disciplined imagination. Academy of Management Review, 14, 516-531. Okhuysen, G. & Bonardi, J. P. 2011. Editor’s comments: The challenges of building theory by combining lenses. Academy of Management Review, 36 (1), 6-11. Corley, K.G. & Gioia, D. A. 2011. Building theory about building theory: What constitutes a theoretical contribution? Academy of Management Review, 36 (1), 12-32. (Pages 12-19 ONLY) Bartunek, J. M., Rynes, S. L., & Ireland, R. D. 2006. What Makes Management Research Interesting and Why Does It Matter? Academy of Management Journal, 49, 1, 9-15. |
References: | Whetten, D. (1989). What constitutes theory? Academy of Management Review, 14: 490-495. Weick, K. (1989). Theory construction as disciplined imagination. Academy of Management Review, 14, 516-531. Okhuysen, G. & Bonardi, J. P. 2011. Editor’s comments: The challenges of building theory by combining lenses. Academy of Management Review, 36 (1), 6-11. Corley, K.G. & Gioia, D. A. 2011. Building theory about building theory: What constitutes a theoretical contribution? Academy of Management Review, 36 (1), 12-32. (Pages 12-19 ONLY) Bartunek, J. M., Rynes, S. L., & Ireland, R. D. 2006. What Makes Management Research Interesting and Why Does It Matter? Academy of Management Journal, 49, 1, 9-15. |
Learning Outcomes | 1 |
2 |
3 |
4 |
||
---|---|---|---|---|---|---|
Program Outcomes | ||||||
1) To gain basic knowledge about the basic functions in the field of business administration and to apply them in real life. | ||||||
2) To use scientific research methods and technology in decision processes of business. | ||||||
3) Evaluating the effects of political, legal, geographical, economic and technological factors on the competitive structure of the business area with team work and finding the necessary solutions. | ||||||
4) To be aware of current issues in the field of business and to gain sensitivity to problems. | ||||||
5) Transmission of written documents such as reports, printouts, internal correspondence orally in an effective manner. | ||||||
6) Defining and analyzing the problem by forming a team within the framework of professional expertise and conceptual knowledge and using leadership qualities. | ||||||
7) To be able to relate to other areas of business, to be aware of global and social ethical norms. |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
Program Outcomes | Level of Contribution | |
1) | To gain basic knowledge about the basic functions in the field of business administration and to apply them in real life. | |
2) | To use scientific research methods and technology in decision processes of business. | |
3) | Evaluating the effects of political, legal, geographical, economic and technological factors on the competitive structure of the business area with team work and finding the necessary solutions. | |
4) | To be aware of current issues in the field of business and to gain sensitivity to problems. | |
5) | Transmission of written documents such as reports, printouts, internal correspondence orally in an effective manner. | |
6) | Defining and analyzing the problem by forming a team within the framework of professional expertise and conceptual knowledge and using leadership qualities. | |
7) | To be able to relate to other areas of business, to be aware of global and social ethical norms. |
Semester Requirements | Number of Activities | Level of Contribution |
Attendance | 1 | % 10 |
Presentation | 1 | % 40 |
Final | 1 | % 50 |
total | % 100 | |
PERCENTAGE OF SEMESTER WORK | % 50 | |
PERCENTAGE OF FINAL WORK | % 50 | |
total | % 100 |
Activities | Number of Activities | Workload |
Course Hours | 15 | 45 |
Study Hours Out of Class | 13 | 72 |
Project | 13 | 40 |
Midterms | 3 | 27 |
Final | 4 | 42 |
Total Workload | 226 |