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Syllabus

Course Description:
Students learn about four managerial functions of planning, organizing, controlling, and leading in contemporary organizations. A series of self-assessment questionnaires provide insights into personal behaviors and help students turn managerial theories into potential personal managerial practices. Students learn how management processes apply to a global environment.

Learning Objectives: 
- Describe how managers differ from non-managerial employees.
- Describe the four functions of management.
- Explain Mintzberg's managerial roles.
- Describe Katz's three essential managerial skills.
- Outline the eight steps in the decision-making process.
- Describe the four decision-making styles.
- Describe the twelve decision-making biases managers may exhibit.
- Explain how managers can make effective decisions in today's world.
- Differentiate between formal and informal planning.
- Describe each of the different types of plans listed in Chapter Seven.
- Describe the approaches to planning.
- Describe the steps in setting goals for the purposes of planning.
- Describe the six steps in the strategic management process.
- Describe the BCG matrix.
- Describe the SBUs and business - level strategies.
- Describe the role of competitive advantage in business-level strategies.
- Describe managerial techniques for assessing the environment.
- Describe managerial techniques for allocating resources.
- Discuss the importance of competitive intelligence.
- Describe the steps in project management.
- Describe organizational structure.
- Describe organizational design.
- Identify the strengths and weaknesses of common traditional organizational designs.
- Identify the strengths and weaknesses of common contemporary organizational designs.
- Discuss the criteria that help managers evaluate the various communication methods.
- Describe the barriers to effective interpersonal communication.
- Discuss the ways to overcome the barriers.
- Describe active listening behaviors.
- Discuss the external and internal forces for organizational change.
- Explain why people resist change.
- Describe how managers can help manage change successfully.
- Describe the five important employee behaviors that managers to explain, predict, and influence.
- Describe the three components of an attitude.
- Describe the five personality traits that have proved to be the most powerful in explaining individual behavior in organizations.


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