Master of Arts in Tourism and Hotel Management with non-thesis | |||||
Master | TR-NQF-HE: Level 7 | QF-EHEA: Second Cycle | EQF-LLL: Level 7 |
Course Code: | TMBA515 | ||||||||
Course Name: | Yönetim ve Organizasyon | ||||||||
Course Semester: | Fall | ||||||||
Course Credits: |
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Language of instruction: | TR | ||||||||
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 BEYNAZ UYSAL | ||||||||
Course Lecturer(s): |
Assoc. Prof. Levent ÇİNKO Dr.Öğr.Üyesi UĞUR TARIK ÖZKUT Dr.Öğr.Üyesi LÜTFİ SAKA Dr.Öğr.Üyesi MURAT ÖZPEHLİVAN Dr.Öğr.Üyesi BEYNAZ UYSAL Dr.Öğr.Üyesi İBRAHİM UZPEDER Dr.Öğr.Üyesi BEYZA TOKSOY Dr.Öğr.Üyesi Mehmet ERYILMAZ Prof. Dr. Refika BAKOĞLU Öğr.Gör. YASEMİN ÇABUK Dr. BİLİNMİYOR BEKLER Prof. Dr. İrfan ÇAĞLAR Dr.Öğr.Üyesi Olcay Bige YILDIRIM Prof. Dr. UĞUR YOZGAT Dr. Engin ŞİMŞEK |
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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;
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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 |
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Program Outcomes |
No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
Program Outcomes | Level of Contribution |
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 |