INTERNATIONAL ISLAMIC UNIVERSITY MALAYSIA COURSE OUTLINE Kulliyyah / Institute Department / Centre Programme Name of Course / Mode Course Code Kulliyyah of Economics and Management Sciences Department of Business Administration Bachelor of Business Administration Principles and Practices of Management MGT 2010 Dr. Dolhadi Zainudin‚DBA Room No: 414‚ KENMS Building Email: (1) dolhadi@iium.edu.my; (2)mgt2010@gmail.com Facebook: dolhadizainudin Name (s) of Academic staff / Instructor(s) Rationale
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environment and sectors of concern for the company An organisation like Ryanair’s domain is the chosen environmental field of action. “It is the territory the organisation stakes out for itself with respect to products‚ services‚ and markets served” (Daft‚ 2007 p50). Ryanair’s goal is to provide a no frills service with low fares designed to stimulate demand. Ryanair’s domain defines the external sectors with which the organisation will interact to accomplish its goals. These external sectors are elements
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rights‚ “managers need to avoid interfering with the fundamental rights of others‚ such as the right to privacy‚ the right of free consent‚ or the right to freedom of speech” (Daft & Marcic‚ 2015‚2013 p. 149). The justice approach states that moral decision must be based on standards of fairness‚ equity and impartiality (Daft & Marcic‚ 2015‚2013 p. 149). Distributive justice‚ which is a part of the justice approach‚ basically
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administration errors‚ and monitoring errors (Clayton and Willihnganz‚ p. 73). In this reading‚ it will specifically talk about an administration error and how it ended the life of a mother-of-four. Arsula Samson died of a heart attack after her nurse overdosed her with potassium chloride. Samson came to the hospital for pneumonia. While there she had been prescribed potassium chloride. Her nurse‚ Lisa Sparrow‚ “… pumper her with 50 mL of the drug over
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the industrial revolution by retooling workers to improve efficiency and labor productivity (Daft‚ 2013‚ p. 25). These insights helped establish the role of management for maintaining stability and efficiency. Taylor created new standards for production through correct movements‚ tools‚ and proper sequencing‚ each laborer was able to pull the efficient load for the amount of time he was allowed (Daft‚ 2013‚ p.26). In contrast‚ a learning organization would be viewed from a symbolic frame of
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parallels. Initially‚ the company Changez works for‚ Underwood Samson. Underwood Samson is clearly a parallel to America‚ it has many similarities with America. As readers see‚ they all use ‘meritocracy’‚ they both are powerful and ‘professional’. Not only that‚ Hamid even chose the name deliberately. The abbreviation for Underwood Samson is US‚ which is also the abbreviation for United. States. Thus‚ it is seen that Underwood Samson is like a microcosm of America‚ which gives readers an idea how
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Richard L. Daft in his book “Management – 10th Edition‚” describes the three skills and qualities that are important to managers when facing a number of responsibilities‚ as conceptual‚ human and technical (Daft‚ 2012). Based on my reading and understanding‚ a conceptual skill is the ability to think creatively about‚ analyze and understand complicated ideas. With this skill‚ the manager will be able to see the organization as a whole and how each department/unit impacts the organization. This
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Management Module 1: Managers and Managing Class #1: Introduction to the Course‚ its process and instructor expectations Case: Road to Hell (A)‚ HBS # 480074 Class #2: Managing a Company Readings: Daft‚ Kendrick and Vershinina‚ “Innovative Management for Turbulent Times” and “The Evolution of Management Thinking‚” Chapters 1 and 2. Case: Chattanooga Ice Cream‚ HBS #498001 Assignment Questions – to be prepared individually and then discussed in instructor-assigned study groups. 1. How well is Chattanooga
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The Organisational Domain and The External Environment An organisation’s domain is its chosen environmental field of action. It is the territory that the organisation stakes out for itself with regard to products‚ services and markets served. This is also strongly affected by the organisation’s external environment. The external environment incorporates all the elements that exist outside the boundary of the organisation and have the potential to affect all or part of the organisation. Task Environment:
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factors‚ decreasing their importance and contribution towards society. Littleton is categorized as a large-batch‚ mass production manufacturing system (Daft‚ 246). Based on this‚ Littleton should be‚ but aren¡¯t carrying out properly‚ a mechanistic organizational structure with standardized jobs and formalized procedures to ensure efficiency (Daft‚ 248). Top management seems to be aware of this point‚ but they are not communicating the rationale and need for a mechanistic structure to the rest of
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