Dr. Farhana Ferdousi

Dr. Farhana Ferdousi

Associate Professor & Chairperson
Department of Business Administration

East West University, Dhaka, Bangladesh

Email: farhana@ewubd.edu

  • Associate Professor and Chairperson, Department of Business Administration
  • Adjunct Faculty,Graduate Diploma in Leather and Footwear Management
  • Deputy Executive Director, East West University Centre for Research and Training (CRT)
  • Assistant Editor, Journal of Business and Social Studies

Dr. Farhana Ferdousi is an Associate Professor and Chairperson of the Department of Business Administration, East West University, Bangladesh. She is also acting as the Deputy Executive Director at East West University Centre for Research and Training (EWUCRT) and an Assistant Editor of East West Journal of Business and Social Studies (EWJBSS). Besides, she also works as an adjunct faculty of Graduate Diploma in Leather and Footwear Management, East West University.

 

Dr. Farhana has an excellent academic background having BBA and MBA from the Department of Management Studies, University of Dhaka. She obtained her Master of Management by Research under the Department of Marketing and Management from University of Wollongong, Australia. She obtained her PhD degree under the Faculty of Business and Economics, Department of Corporate Governance & Accounting in 2017. She is a certified professional of Information Systems Management (CPISM).

A good number of publications of her have been published in reputed local and international journals. Dr. Farhana has authored and co-authored books on total quality management and strategic management. She has attended many international and national conferences. She is also an organizer of international conferences. She conducted several workshops and trainings as a ‘Resource Person’.

In addition, she is a reviewer of East West University Journal of Business and Social Science; Neural Computing and Applications, Journal and Business Management Journal. Dr. Farhana is an active member of Global Circle for Science Technology and Management Research (GCSTMR) (Sydney, Australia) as an Associate Expert.

  • Ph.D. in The Adoption and Effectiveness of Quality Management Practices in Bangladesh (Dept. of Corporate Governance & Accounting, Macquarie University, Sydney, Australia)
  • Master of Management -Research (University of Wollongong, Australia)
  • MBA: Major in Management Information Systems (University of Dhaka, Bangladesh)
  • BBA: Major in Management (University of Dhaka)
  • Certified Professional in Information Systems Management (CPISM Aptech Worldwide, Bangladesh)
  • Associate Professor and Chairperson, Department of Business Administration
  • Adjunct Faculty,Graduate Diploma in Leather and Footwear Management
  • Deputy Executive Director, East West University Centre for Research and Training (CRT)
  • Assistant Editor, Journal of Business and Social Studies
Journal

Journal Publication

International
  1. Ferdousi, F., Baird, K. Munir, R. and Su, S.(2019), “The Effectiveness of Quality Management in Bangladesh”, International Journal of Productivity and Performance Management,ABDC ranked B
  2. Ferdousi, F., Baird, K.., Munir, R. and Su, S. (2018), “Association Between Organizational Factor, TQM and Competitive Advantage: Evidence from an Emerging Economy”, Benchmarking: An International Journal, Vol.25, No.3. ABDC ranked B
  3. Ahmed, A; Haque, MM; Rahman, MA; Khan, MS; Rahman, A and Ferdousi, F (2018), Integration and adaptation of e-technology to deliver technical education in public and private universities of Bangladesh,  Taylor and Francis.
  4. Ferdousi, F., Ahmed, A. and Kumar, K S 2016, The implementation of innovative manufacturing practices: is it a   choice or pressure?: A relative case study, International Journal of Intelligence Enterprise, Vol.2, No.2.
  5. Ferdousi, F., Baird, K.., Munir, R. and Su, S. (2016), The Effect of Institutional Pressures on Quality Management, Academy of Taiwan Business Management Review, Vol. 12, No.1.
  6. Ferdousi, F. and Kumar, K S 2016, Investment Climate Factors with Reference to Firm Performance in Bangladesh: A Prospective Cohort Study, A Handbook of Research on Fuzzy and Rough Set Theory in Organisational Decision –Making.
  7. Ferdousi, F & Ahmed, A 2010, How Becoming Lean Can Improve Performance: A Study on Bangladeshi Garment Industry, Indian Journal of Management, Vol.3, and No.9.pp.36-43.
  8. Ferdousi, F & Ahmed, A 2010, A Manufacturing Strategy: An Overview of Related Concepts, Principles and Techniques, Asian Journal of Business Management, Vol.2, No.2.pp.35-40.
  9. Ferdousi, F & Ahmed, A 2009, An Investigation of Manufacturing Performance Improvement through Lean Production: A Study on Bangladeshi Garment Firms, International Journal of Business and Management, Vol.4, No.9.pp.106-116.
  10. Ferdousi, F & Ahmed, A 2009, Lean Production Practices: The Differences and Similarities in Performance between the Companies of Bangladesh and other Countries of the world, Asian Journal of Business Management, Vol.2, No.1.pp.32-36.
  11. Ferdousi, F ; Shabnam, S & Ahmed, A 2011, Status of Corporate Social Responsibilities Practices in Business Enterprises-An Exploratory Study, LAP LAMBERT Academic Publishing GmbH & Co.KG.
  12. Ferdousi, F; Ahmed A & Mannan, Z 2011, An Overview of the Literature on Lean Production Practices: Benefits, Improvements and Problems, LAP LAMBERT Academic Publishing GmbH & Co.KG.
  13. Ferdousi, F 2011, Lean Production Philosophy- Concept and Practice, LAP LAMBERT Academic Publishing GmbH & Co.KG.
  14. Ferdousi, F ; Ahmed A & Mannan, Z 2011, Existence of Supporting Elements to Practice Lean- A Study on Manufacturing Firms, LAP LAMBERT Academic Publishing GmbH & Co.KG.
National
  1. Ferdousi F and Shabnam, S. (2017-2018), “The Impact of TQM Practices in Improving Product Quality: Bangladesh Garment Organizations as a Case”, East West Journal of Business and Social Science.
  2. Ferdousi, F 2009, Lean Production Practices in Bangladesh: An Investigation into the Extent of Practices in the Bangladeshi Garment Companies, Independent Business Review, Vol.2, No. 1.pp.65-84.
  3. Ferdousi, F 2004, Application of Computer Simulation Model in the Analysis of Queuing System: Technological and Management Perspective, Journal of Business Studies. Vol.2, No.2.pp.160-169.
  4. Ferdousi, F 2003, Electronic Commerce in Bangladesh: An Analysis of Hindrances and Prospect, Journal of Business Studies, Vol. XXIV, No.1.pp.213-219.
  5. Mannan, MA & Ferdousi, F 2002, Corporate Cultural Transformation for Total Quality Management: Perspectives and Imperatives, Journal of Business Studies. Vol.xxiii, No.1.pp.1-16.

Text Books

  1. Bulbul, A; Ferdousi, F and Rahman, A 2013 “Total Quality Management (Conventional and Islamic Perspectives) (Co-author)
  2. Mannan, M A 2013, “Strategic Management: A Search for excellence”, University Grants Commission of Bangladesh. (Editorial Contribution)
  3. Mannan, M A & Ferdousi, F 2007, “Essence of Total Quality Management”, University Grants Commission of Bangladesh. (Co-author)

Submitted Articles

Workshops and Training

  1. Training/Workshop on Research Methodology for the Government Officers (Ministry of Industries), 10 March-16 April, 2019, Organized by East West University Center for Research and Training in Association with Bangladesh Open University. (Resource Person)
  2. Training/Workshop on How to write a Research Proposal with BCS Cadre, November, 2018, Organized by BCS Administration Academy in association with Center for Research and Training, East West University. (Resource Person)
  3. Training/Workshop on Research Methodology with BCS Cadre, February, 2018, Organized by BCS Administration Academy in association with Center for Research and Training, East West University. (Resource Person)
  4. Training/Workshop on Research Methodology for the faculty members of Bangladesh Open University, 21 Nov.-03 December, 2017, Organized by East West University Center for Research and Training in Association with Bangladesh Open University. (Resource Person)
  5. Training/Workshop on Research Methodology with BCS Cadre, October, 2017, Organized by BCS Administration Academy in association with Center for Research and Training, East West University. (Resource Person)
  6. Training/Workshop on Research Methodology for the faculty members of BCS Administration Academy, 21-22 April, 2017, Organized by BCS Administration Academy in association with Center for Research and Training, East West University. (Resource Person)
  7. Training on “How to Publish Articles in Impact Factor Enriched and Good Indexed Journals and Preparation for PhD Program”, Organized by IQAC, Daffodil International University, 26 December, 2016. (Resource Person)
  8. Workshop on Human Resource Management for Administrative and Non-Administrative Employees, Organized by IQAC, Daffodil International University, 26 November, 2016. (Resource Person)
  9. National Consultation Workshop on Policy for Open Educational Resources (OER) in Bangladesh. November19, 2016 at Karabi Hall, Prime Minister’s Office.
  10. Participated in a one day workshop on ‘SPSS Basic’ in Macquarie University, Sydney, Australia, November, 2016.
  11. Participated in a one day workshop on ‘NVIVO 10’ in Macquarie University, Sydney, Australia, November, 2015
  12. Participated in a one day workshop on ‘Thesis Formatting’ in Macquarie University, Sydney, Australia, November, 2015.
  13. Participated in a one day workshop on ‘SPSS Intermediary Course’ in Macquarie University, Sydney, Australia (2015).
  14. Participated in a two days NVIVO 10 Workshop in Australian Catholic University, Sydney, Australia (2013).
  15. Participated as resource person in a Focus Group Discussion on Public Private Partnership in Higher Education with Civil Society Representatives. Commissioned by ADB, implemented by University Grants Commission of Bangladesh. Dated: January 30, 2013.
  16. Participated as a resource person in a Focus Group Discussion on Public Private Partnership in Higher Education with Industry Leaders. Commissioned by ADB, implemented by University Grants Commission of Bangladesh. Dated: October26, 2012.
  17. Participated in a Focus Group Discussion on Public Private Partnership in Higher Education with Public University Representatives. Commissioned by ADB, implemented by University Grants Commission of Bangladesh. Dated: September 8, 2012.
  18. Participated in a workshop on Redesigning Curriculum and Writing Text Book from Islamic Perspective: A Special Reference to Economics and Business Studies, (WCDTB, 2012), 29 June – 3 July, 2012 at ISTAC and KENMS, IIUM, MALAYSIA
  19. Participated in training on Scientific Research in Business, organized by the Department of Business Administration. Training conducted by Professor Shuzo Abe, Waseda University of Japan, 2010.
  20. Participated in training on Research Methods for Business and Social Science: The Art of Survey Research, organized by Center for Research in Business, Economics and Technology (CERBET), East West University. Training conducted by Dr. Syed Saad Andaleed, Visiting Full Bright Scholar, EWU. Professor and Program Chair, Sam and Irene Black, School of Business, Pennsylvania State, University of Erie.
Conference

Conference & Seminars

  1. Kanan, A. H. and Ferdousi, F, (2019), “Traditional Syatem of Lemon (Citrus Limon) Cultivation and Marketing: A Study on Jaintapur, Sylhet, Bangladesh”, 4th International GCSTMR Congress 20-22 January, 2019, Dhaka, Bangladesh.
  2. Kanan, A. H. and Ferdousi, F, (2019), “The Role of Participatory Forest Management System in Livelihoods Security and Forest Restoration”, 4th International GCSTMR Congress 20-22 January, 2019, Dhaka, Bangladesh.
  3. Hride, F.T. and Ferdousi, F, (2019), “The Role Price Fairness on Customer Satisfaction and Customer Loyalty: F-Commerce Users of a Developing Country”, 4th International GCSTMR Congress 20-22 January, 2019, Dhaka, Bangladesh.
  4. Ahmed, A and Ferdousi, F, (2019), “Effect of Contingency Factors in Adopting Lean Practices- A Case on a Beverage Organization of a Developing Economy”, 4th International GCSTMR Congress 20-22 January, 2019, Dhaka, Bangladesh.
  5. Ferdousi, F, (2017), “The Association Between Organizational Related Factors, the Adoption of TQM and Competitive Advantage”, 1st GCSTMR Congress, 4-5 February, Dhaka University Senate Bhaban.
  6. Sharmin, A. and Ferdousi, F, (2017), “Downfall of Unipolar World: A Transitional Phase of World System”, 1st GCSTMR Congress, 4-5 February, Dhaka University Senate Bhaban.
  7. InSPIRE Conference, 4-6 July, 2016, University of Technology, Sydney, Australia. Attended as a participant.
  8. Ahmed, A; Ferdousi, F and Mannan, Z 2015, Is Investment Climate Matters for Firms’ Performance? An Empirical Study, Melbourne International Business and Social Science Research Conference 2015, 2-4 October, Melbourne Australia.
  9. Mannan, Z; Ahmed, A and Ferdousi, F 2015, Managerial Attitudes towards Participative Management: A Study in a Developing Country, Sydney International Business Research Conference, 17-19 April, Sydney, Australia.
  10. Ferdousi, F 2015, The Influence of Institutional Pressures on the adoption of QM in Developing Economy, The First Biennial Bangladesh Academy of Business Administration Conference, Vol.1, presented January 12-14.
  11. Ferdousi, F & Shabnam, S 2010, Corporate Social Responsibility Practices in Private Garment Manufacturer Units of Bangladesh: Study on Perception and Performance, GBMF, Presented 23rd December.
  12. Ferdousi, F 2009, An Empirical Investigation of Lean Production Philosophy-A Bangladeshi Case, International Conference on Indigenous Management, University of Annamalai, Presented July, 16-18.

Research Areas

  • Quality Management
  • Lean Production
  • Investment Climate
  • Higher Education
  • Water

Research Projects

 

(1)  Title:  The Role of Institutional Pressures on The Use of Quality Assurance Practices in Enhancing The Effectiveness of Higher Education.
Position: Team Leader and Researcher
Research Grant: $2500. The project is financed by Center for Research and Training, East West University.
Status: Continuing, 2019.

(2) Title: A Comparative Study on Investment Climate in the EPZ and Non-EPZ Garment Firms of Bangladesh: An Empirical Investigation.
Position: Researcher (individual).
Research Grant: $7000. The project was financed by IFCEWU (International Finance Corporation-East West University).
Status: Completed, 2012.

(3) Title:  Practices of TQM in the Garment Sector of Bangladesh-An Empirical Investigation
Position: Team Leader and Researcher
Research Grant: $2500. The project is financed by Center for Research and Training, East West University.
Status: Published, March 2013.

Course Outline

                           East West University

Department of Business Administration

Bachelor of Business Administration Program

Course Outline: Principles of Management (MGT 101)

 

BBA Program Details

 

Vision of the Department: Business Knowledge Leadership for Social Transformation

 

Mission of the Department: We create an enabling environment for our students to pursue knowledge meaningfully and fully, to be successful business leaders of tomorrow through the scholarly pursuits of our faculty members. Our aim is to produce business professionals who will also prove to be responsible citizens.

 

Core Values

  1. Nurturing Academic Freedom and Wisdom
  2. Promoting Innovation and Entrepreneurship
  3. Inculcating Leadership and Professionalism
  4. Cultivating Integrity and Equity
  5. Practicing Social Responsibility and Accountability
  6. Valuing Patriotism and Cultural Heritage

 

Program Educational Objectives (PEOs)

PEO 1 To help our graduates establish themselves as effective business professionals, critical and fair-minded thinkers, capable of solving real life problems through the use of management science knowledge and skills.
PEO 2 To help our graduates display ethical, social, environmental, civic and professional qualities in their actions and add value to society.
PEO 3 To help our graduates equip with leadership and entrepreneurship skills as business managers and leaders.
PEO 4 To help our graduates engage themselves in life-long learning to address the needs of an ever changing business environment and adapt themselves easily to the multidisciplinary nature of business relationships.  

 

Program Outcomes (POs)

Sl. Graduate Attributes Domain Program Outcome
PO 1 Business Functional Areas

 

Cognitive Our graduates will be able to understand key business functional areas (e.g., accounting, finance, human resource management, management, management information systems, marketing, production and operations management, supply chain management, etc.), and promote their interactions and interrelationships in contemporary business environments.
PO 2 Communication skills Cognitive, affective, and psychomotor Our graduates will develop interpersonal capabilities and will be influential communicators through writing effective business documents, preparing and delivering effective oral business presentations.
PO 3 Critical Thinking and Problem Solving Cognitive Our graduates will be able to apply analytical and reflective thinking and implement appropriate quantitative and qualitative techniques in developing viable alternatives and solving business problems.
PO 4 Information

Technology 

Cognitive, and affective Our graduates will demonstrate effective application of IT skills in the areas of acquisition, processing, and dissemination of information and designing business solutions through appropriate tools.
PO 5 Ethics and Social Responsibilities Cognitive, and affective Our graduates will be able to identify and comply with ethical, professional, regulatory, environmental and socially responsible organizational policies and practices.
PO 6 Teamwork Cognitive, affective, and psychomotor Our graduates will demonstrate the ability to collaborate and play the role of members and leaders in diverse and multidisciplinary settings to achieve common objectives.
PO 7 Leadership and Entrepreneurship Cognitive, affective, and psychomotor Our graduates will develop leadership traits; foster entrepreneurial and creative thinking and be drivers of innovative ideas testifying to their effectiveness as business managers and leaders.
PO 8 Globalization Cognitive and affective Our graduates will be able to address relevant regional and global factors that influence business decision making in the global marketplace.
PO 9 Life-long Learning Cognitive, and affective Our graduates will engage themselves in independent updating, continuous professional development and dedicate themselves to life-long learning.
PO 10 Patriotism and Cultural Heritage Cognitive and affective Our graduates will care for their cultural heritage, show respect towards the motherland.

 

Course Details

 

Semester          : Summer 2019           

Course Title    : Principles of Management

Course Code    : MGT 101          

Section              : 1

Venue               : 338

Prerequisites   : BUS 101

 

Weekdays and Timings

Class Timing   :     MW 1:30 pm-   3:00 pm                                  [M – Monday, W- Wednesday]

Instructor Details

Instructor       : Dr. Farhana Ferdousi

                          PhD (AUS), MRes (AUS), MBA( DU),BBA (DU)

                            Chairperson, Associate Professor, Department of Business Administration

Office               : Room No. 517 & 421

Phone:             : (Ext. 284)

Email               : farhana@ewubd.edu

 

 

Administrative Contact Details:

Nasrin Umme Ferdous                                                                          S.M. Rashad Iqbal Shovon

Departmental Officer                                                                            Departmental Officer

Phone: 09666775577, Ext 132                                                               Phone: 09666775577, Ext 213

Email: ferdous@ewubd.edu                                                                                        Email: shovon@ewubd.edu

 

 

Course Objectives (CO): The objectives of the course are to –

  1. Introduce the nature of management and the importance of the management process.
  2. Understand the components of both external and internal environment of business organizations.
  3. Develop a foundation of social responsibility and ethical principles followed within the organization.
  4. Demonstrate the pertinent effective leadership skills needed as a global manager.

 

Course Learning Outcomes (CLOs):

Upon completion of this course, the student will have a reliable ability to:

1) Recognize and explain concepts, models, and theories related to management and its core functions.

2) Interpret the relationship of managerial functions with ethical, social, and broader environmental considerations through real-world case situations.

3) Analyze contemporary management challenges and evaluate alternative courses of actions to recommend managerial solutions that will add value to organization.

4) Effectively communicate management concepts, models, theories, applications, and recommendations in oral, written, and visual forms along with appropriate IT applications.

 

Mapping of CLOs to POs:

CLO PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10
CLO1
CLO2
CLO3
CLO4

 

 

Course Materials

Text Book      : Ricky W. Griffin, Management, Houghton Miffin company, Boston New York (8th Edition).

 

 

Reference Books:

  1. Robbins, S.P. & Coulter, M., (2009), Management, 8th/10th Edition, Prentice-Hall of India, New Delhi.
  2. Koontz, H. (2002), Management, 10th Edition, McGraw-Hill Publishing company, New York.

 

Course Policies

 

  • Make-up: No make-up would be allowed for missed quizzes. No provision for the students to make-up their Mid Term Examination unless the permission of the authority.

 

  • Attendance Requirements: A student should attend all classes and participate in class work to get full marks (5%) in this category.  Absence due to illness will not be recognized, unless it is certified/verified by the university doctor. Quality instruction clearly depends upon active student participation in the classroom or its equivalent learning environment.  Your participation is particularly important in this course, since each class constitutes a significant percentage of the total course.  All absences, regardless of reason, require a make-up assignment.  If an absence is anticipated, the student should notify the instructor, preferably in advance.  Students are encouraged to assist each other with access to class notes for missed classes.  Note that part of the grade performance is class participation.  Even where make-up assignments are completed satisfactorily, the instructor reserves all the right to assign appropriate credit for attendance in class.

 

  • Readings: Assigned readings are to be completed prior to the class session for which they are assigned.

 

  • Term Paper: The Term Paper must be submitted within deadlines. Late submission will result in deduction of marks and in some cases complete loss of marks.

 

  • Plagiarism Policy: Plagiarism is a form of cheating and also a form of theft. Plagiarism occurs when a student fails to give proper credit when information is either quoted or paraphrased.  Carelessness is no excuse.  As such, it is a breach of scholarly responsibility.  It is also unethical and, in some cases, illegal.  Looking at or copying someone else’s test, assignment, answer sheet, and/or paper are counted as cheating.  Plagiarism may result in an “F” in the course.

 

  • Office hours: Students should consult with the course teacher regarding course related and other academic issues during set office hours.
  • Academic Dishonesty: Academic dishonesty at Term Paper will be punished by providing Zero (0) out of 10% in this category.

 

Code of Conduct for the Students:

  • Students are expected to enter into the classroom within stipulated time.
  • Students must bring the required textbook, calculator and other logistics in the class.
  • Students should maintain the standard class environment. In this regard, activities like side talks, use of cellular phones, frequent in and out from the classroom are strictly prohibited.
  • Students found in any kind of unfair means in the exams will automatically be dropped from the course.
  • Students must abide by all the rules & Regulations of the institution to be allowed to be present in the class / exam halls.

 

Evaluation: Students will be evaluated as per the university guidelines. A tentative marks breakdown is given in the table below. There will be minimum 3 class quizzes, may be announced or unannounced. Best 2 will be averaged to calculate the marks for class tests if anyone is absent in any one quiz otherwise Best 1 will be considered. Assignments will be announced by the faculty in due time, may be group or individual. Regularity and active participation in the class is highly expected and solicited.

 

Grading Policy

University grading policy is applicable as shown in the table above.

 

GRADING POLICY
A+ 97 & above
A 90- below 97
A- 87- below 90
B+ 83- below 87
B 80- below 83
B- 77-below 80
C+ 73-below77
C 70-below 73
C- 67-below 70
D+ 63-below 67
D 60-below63
F Below 60

 

 

 

MARKS DISTRIBUTION
Midterm examination 1 20
Midterm examination 2 20
Final examination 30
Class quizzes 10
Attendance and Participation 5
Presentation 5
Group Project 10
Total 100%

Note: Respective weightage of marks may be modified by the instructor to make the assessment more competitive and participative.

Assessment Rubric

 

Teaching-learning and Assessment Strategy:

Lectures, assignments, oral presentations, quizzes, group work, presentation, creative work, examinations

 

Objectives Group Task Presentation/ Role Playing Case Analysis Assignment Quizzes Mid Term Final Exam
CLO 1
CLO 2
CLO 3
CLO 4
DETAIL LECTURE PLAN

 

 

Lec. No. Details Exercises References Learning Outcomes
1& 2 Chapter – 1: Managing and the Manager’s Job

An Introduction to Management; The Management Process; Kinds of Manages; Basic Managerial Roles and Skills; The Nature of Managerial Work; The New Workplace.

Theoretical Discussion

 

 

Ricky W. Griffin

Chapter 1

Robbins, S.P. & Coulter, M

Chapter 1

CLO 1

CLO 2

CLO 3

3&4 Chapter – 2: Traditional and Contemporary Issues and Challenges

The Role of Theory and History in Management; The Classical Management Perspective; The Behavioral Management Perspective; The Quantitative Management Perspective; Integrating Management Perspective; Contemporary Management Issues and Challenges.

Theoretical Discussion

 

 

 

Robbins, S.P. & Coulter, M

Chapter 2

CLO 2

CLO 3

5&6 Chapter–3: The Environment and Culture of Organization

The Organization’s Environments; The External Environment; The Internal Environment; The Organization’s Culture; Organization- Environment Relationships; The Environment and Organizational Effectiveness.

Theoretical Discussion

 

 

Robbins, S.P. & Coulter, M

Chapter 3

Ricky W. Griffin

Chapter 3

CLO 3

CLO 4

6 – 7 Chapter reviews

Case solution

Case Ricky W. Griffin

Chapter 3

CLO 4

 

8 1st Midterm Examination
9 & 10 Chapter-4: Ethical and Social Environment: 

Individual Ethics in Organization; Emerging Ethical Issues in Organization; Social Responsibility and Organization; The Government and Social Responsibility; Managing Social Responsibility.

Theoretical Discussion

 

Ricky W. Griffin

Chapter 4

Robbins, S.P. & Coulter, M

Chapter 5

CLO 2

CLO 4

 

11 & 12 Chapter – 5 : Basic Elements of Planning and Decision Making

Decision Making and the Planning Process; Organizational Goals; Organizational Planning; Tactical Planning; Operational Planning; Managing Goal-Setting and Planning Process.

 

Theoretical Discussion

 

Robbins, S.P. & Coulter, M

Chapter 7

CLO 1

CLO 4

 

13 & 14 Chapter – 6: Managing Decision Making and Problem Solving

The Nature of Decision Making; Rational Perspectives of Decision Making; Behavioral Aspects of Decision Making; Group and Team Decision Making in Organizations.

Theoretical Discussion

 

Robbins, S.P. & Coulter, M

Chapter 6

CLO 2

CLO 4

 

15-16 Chapter reviews

Presentation (Group)

Case solution

Theoretical Discussion

Case

Robbins, S.P. & Coulter, M

Chapter 6

CLO 4

 

17 2nd Midterm Examination
18 & 19 Chapter – 7: Basic Elements of Organizing & Managing Organization Design

The Elements of Organizing; Designing Jobs; Grouping Jobs: Departmentalization; Establishing Reporting Relationships; Distributing Authority; Coordinating Activities; Differentiating Between PositionsThe Nature of Organization Design; Universal Perspectives on Organization Design; Situational Influences on Organization Design;  Strategy and Organization Design; Basic Forms of Organization Design; Emerging Issues in Organization Design.

Theoretical Discussion

 

Robbins, S.P. & Coulter, M

Chapter 9

CLO 2

CLO 4

 

20-21 Chapter – 8: Managing Employee Motivation and Performance

The Nature of Motivation; Content Perspectives on Motivation; Process Perspectives on Motivation; Reinforcement Perspectives on Motivation; Popular Motivational Strategies; Using Reward Systems to Motivate Performance.

Theoretical Discussion

 

Ricky W. Griffin

Chapter 12

CLO 2

CLO 4

 

22-23 Chapter – 9: Managing Leadership and Influence Process

The Nature of Leadership; Generic Approaches to Leadership; Situational Approaches to Leadership; Related Approaches to Leadership; Emerging Approaches to Leadership; Political Behavior in Organization.

Theoretical Discussion

 

Ricky W. Griffin

Chapter 13

Robbins, S.P. & Coulter, M

Chapter 16

 

CLO 3

CLO 4

24 Chapter – 10: Basic Elements of Control

The Nature of Control; Operations Control; Financial Control; Structural Control;  Strategic Control; Managing Control in Organizations.

Theoretical Discussion

 

 

Ricky W. Griffin

Chapter 20

Robbins, S.P. & Coulter, M

Chapter 17

 

CLO 4

 

Final Examination


“I have not failed. I’ve just found 10,000 ways that won’t work.”

Thomas A. Edison

 

 

East West University

Department of Business Administration

Bachelor of Business Administration Program

Course Outline: Organizational Behavior (MGT 251)

 

BBA Program

 

Vision of the Department: Business Knowledge Leadership for Social Transformation

 

Mission of the Department: We create an enabling environment for our students to pursue knowledge meaningfully and fully, to be successful business leaders of tomorrow through the scholarly pursuits of our faculty members. Our aim is to produce business professionals who will also prove to be responsible citizens.

 

Core Values

  1. Nurturing Academic Freedom and Wisdom
  2. Promoting Innovation and Entrepreneurship
  3. Inculcating Leadership and Professionalism
  4. Cultivating Integrity and Equity
  5. Practicing Social Responsibility and Accountability
  6. Valuing Patriotism and Cultural Heritage 

 

Program Educational Objectives (PEOs)

PEO 1 To help our graduates establish themselves as effective business professionals, critical and fair-minded thinkers, capable of solving real life problems through the use of management science knowledge and skills.
PEO 2 To help our graduates display ethical, social, environmental, civic and professional qualities in their actions and add value to society.
PEO 3 To help our graduates equip with leadership and entrepreneurship skills as business managers and leaders.
PEO 4 To help our graduates engage themselves in life-long learning to address the needs of an ever changing business environment and adapt themselves easily to the multidisciplinary nature of business relationships.  

 

Program Outcomes (POs)

Sl. Graduate Attributes Domain Program Outcome
PO 1 Business Functional Areas 

 

Cognitive Our graduates will be able to understand key business functional areas (e.g., accounting, finance, human resource management, management, management information systems, marketing, production and operations management, supply chain management, etc.), and promote their interactions and interrelationships in contemporary business environments.
PO 2 Communication skills Cognitive, affective, and psychomotor Our graduates will develop interpersonal capabilities and will be influential communicators through writing effective business documents, preparing and delivering effective oral business presentations.
PO 3 Critical Thinking and Problem Solving Cognitive Our graduates will be able to apply analytical and reflective thinking and implement appropriate quantitative and qualitative techniques in developing viable alternatives and solving business problems.
PO 4 Information

Technology 

Cognitive, and affective Our graduates will demonstrate effective application of IT skills in the areas of acquisition, processing, and dissemination of information and designing business solutions through appropriate tools.
PO 5 Ethics and Social Responsibilities Cognitive, and affective Our graduates will be able to identify and comply with ethical, professional, regulatory, environmental and socially responsible organizational policies and practices.   
PO 6 Teamwork Cognitive, affective, and psychomotor Our graduates will demonstrate the ability to collaborate and play the role of members and leaders in diverse and multidisciplinary settings to achieve common objectives.
PO 7 Leadership and Entrepreneurship Cognitive, affective, and psychomotor Our graduates will develop leadership traits; foster entrepreneurial and creative thinking and be drivers of innovative ideas testifying to their effectiveness as business managers and leaders.
PO 8 Globalization Cognitive and affective Our graduates will be able to address relevant regional and global factors that influence business decision making in the global marketplace.
PO 9 Life-long Learning Cognitive, and affective Our graduates will engage themselves in independent updating, continuous professional development and dedicate themselves to life-long learning.  
PO 10 Patriotism and Cultural Heritage Cognitive and affective Our graduates will care for their cultural heritage, show respect towards the motherland.

 

 

 

Course Details

 

Semester               : Summer 2019                             

Course Title          : Organizational Behavior                                    

Course Code           : MGT 251           

Section                     : 1

Credit point value : 3

Prerequisites          : MGT101

Venue                      : 338

 

Weekdays and Timings

Class Timing   :  MW 11:50 pm – 1:20 pm                   [M – Monday, W -Wednesday]

 

 

Instructor Details

Instructor       : Dr. Farhana Ferdousi

                          PhD (AUS), MRes (AUS), MBA( DU),BBA (DU)

Chairperson, Associate Professor, Department of Business Administration

Office               : Room No. 517 & 421

Phone:             : (Ext. 284)

Email               : farhana@ewubd.edu

 

Administrative Contact Details:

Nasrin Umme Ferdous                                                                          S.M. Rashad Iqbal Shovon

Departmental Officer                                                                            Departmental Officer

Phone: 09666775577, Ext 132                                                               Phone: 09666775577, Ext 213

Email: ferdous@ewubd.edu                                                                                        Email: shovon@ewubd.edu

 

 

Course Objectives (CO): The objectives of the course are to –

  1. Demonstrate the human relations skills necessary to function as a member of a work team.
  2. Comprehend and apply the principles of the communication process, both as a sender and receiver of messages.
  3. Demonstrate the ability to express oneself in clear and concise ways.
  4. Determine the most appropriate form of communication to satisfy the intent of the message.
  5. Demonstrate the ability to objectively identify and assess resources that can provide accurate information. Apply problem-solving techniques applicable to business decision making.
  6. Recognize and comprehend the organization’s goals and objectives.
  7. Model and promote behavior and work habits that the organization strives to attain.
  8. Identify the competencies, characteristics, roles, and functions of a manager necessary in achieving productivity.

 

Course Learning Outcomes (CLOs):

Upon completion of this course, the student will have a reliable ability to: 

  1. Recall and interpret organizational behavior concepts, models, and theories in diverse environmental contexts. (CLO 1)
  2. Demonstrate the application of concepts, theories, and models related to individual and group behavior, motivation, leadership, job satisfaction, and organizational performance through real-world case analysis. (CLO 2)
  3. Analyze and critically evaluate contemporary organization behavior issues and challenges through recommendations based on ethical clarification, organizational performance, and environmental contexts. (CLO 3)
  4. Effectively communicate organizational behavior theories, applications, and recommendations in oral, written, and visual forms along with appropriate IT applications. (CLO 4)

 

 

Mapping of CLOs with POs/Generic Skills:

 

Course Learning Outcomes (CLOs) Program Outcomes (POs) / Generic Skills
1 2 3 4 5 6 7 8 9 10
Recall and interpret organizational behavior concepts, models, and theories in diverse environmental contexts.                  
Demonstrate the application of concepts, theories, and models related to individual and group behavior, motivation, leadership, job satisfaction, and organizational performance through real-world case analysis.              
Analyze and critically evaluate contemporary organization behavior issues and challenges through recommendations based on ethical clarification, organizational performance, and environmental contexts.        
Effectively communicate organizational behavior theories, applications, and recommendations in oral, written, and visual forms along with appropriate IT applications.              

 

Course Materials

Text Book:     Organizational Behavior, Stephen P. Robbins, Timothy A. Judge, and Neharika Vohra (2013-2014) 15th Edition, Pearson Prentice Hall.

 

Reference Books:

  • Organizational Behavior, Keith Davis & John Newstrom, 12th Edition, Irwin McGraw-Hill, New York.
  • Organizational Behavior, Robert Kreitner & Angelo Kinicki, 7th Edition, McGraw-Hill Irwin
  • Organizational Behavior, Fred Luthans, 9th Edition, McGraw-Hill Irwin International Edition.

 

Philosophy of Learning and Course Expectations:

‘Tell me, I’ll forget; Show me, I may remember; Involve me, I’ll understand’ – Confucius

In a learning environment, everyone becomes a teacher and everyone becomes a student. Learning is your personal responsibility. The instructor is a mentor, facilitator, and coach in your active and unique learning process.

Class sessions will be informal and class participation is strongly encouraged. Questions pertaining to the course or relating to the accounting/finance/business field are also welcome throughout the semester. Class lectures will be focused on helping students understand the “WHY’s” (the concept behind the mechanics) rather than the mere mechanics of the subject matter. Please do not use memorization as a substitute for understanding.

After observing students for many years and drawing from my own experiences as a student, I believe that students learn best by actively questioning and explaining. In this course, I encourage you to join in class discussions and bring questions to class. This means that in order to receive the maximum benefits out of classroom time, you will need to read the assigned topics and attempt the homework before coming to class.

It is obvious that you will both need and be expected to attend all class meetings. You also must be prepared to take part in class discussions. This does not mean that you should have all topics mastered and learned; otherwise there would be no reason for class. It does mean that you should not be hearing about the topic for the first time in class.

You will become successful by helping others become successful. One of most effective ways of learning any subject matter is to teach it to someone else. By actively engaging in-group learning, you will be practicing the attributes of questioning, organizing, and connecting knowledge. Also, you will be learning to learn and to teach others, and you will be developing interpersonal skills you will need for successful careers in accounting or any other business field.

Learning is a collaborative process between all the members of the class. I hope we can help each other to create a supportive learning environment throughout the term.

 

Evaluation: Students will be evaluated as per the university guidelines. A tentative marks breakdown is given in the table below. There will be minimum 3 class tests, may be announced or unannounced. Best 2 will be averaged to calculate the marks for class tests. Assignments will be announced by the faculty in due time, may be group or individual. Regularity and active participation in the class is highly expected and solicited.

GRADING POLICY
A+ 97 & above
A 90- below 97
A- 87- below 90
B+ 83- below 87
B 80- below 83
B- 77-below 80
C+ 73-below77
C 70-below 73
C- 67-below 70
D+ 63-below 67
D 60-below63
F Below 60

 

MARKS DISTRIBUTION
Midterm examination 1 20
Midterm examination 2 20
Final examination 30
Class quizzes 10
Attendance and Participation 5
Assignments (Case Based) 5
Group Work / Presentation/ Creative Work 10
Total 100%

Note: Respective weightage of marks may be modified by the instructor to make the assessment more competitive and participative.

 

Grading Policy

University grading policy is applicable as

Policy for missed classes, quizzes and midterm examination:

Students are requested to attend all the classes and to read assigned textual materials prior to attending the classes. A student missing 3 classes without any valid reasons may be dropped from the course. No makeup would be allowed for missed quizzes. Make up of midterm examinations will only be allowed if it is permitted by the Chairperson of the Department. But, the student should sit for the make-up exam within one week of the respective exam date.

 

Code of Conduct for the Students:

  1. Students are expected to enter into the classroom within stipulated time.
  2. Students must bring the required textbook, calculator and other logistics in the class.
  3. Students should maintain the standard class environment. In this regard, activities like side talks, use of cellular phones, frequent in and out from the classroom are strictly prohibited.
  4. Students found in any kind of unfair means in the exams will automatically be dropped from the course.
  5. Students must abide by all the rules & Regulations of the institution to be allowed to be present in the class / exam halls.

 

Teaching-learning and Assessment Strategy:

Lectures, assignments, oral presentations, quizzes, group work, presentation, creative work, examinations

 

 

Assessment Rubric

Objectives Group task Role Play/ Presentation Case Analysis Assignment Quizzes Mid Terms Final Exam
CLO 1          
CLO 2    
CLO 3  
CLO 4  
DETAIL LECTURE PLAN

 

 

Lec. No. Details Exercises References Learning Outcomes
1 & 2 Chapter 1: Introduction to Organizational Behavior:

Meaning, Contributing discipline to the OB field, Challenges and Opportunities for OB,

OB Model.

Theoretical Discussion

 

 

Text Book

 

Chapter 1

CLO 1

CLO 3

3 & 4 Chapter 2: Diversity in Organization:

Biographical Characteristics, Ability, Learning, Shaping behavior, Schedule of Reinforcement

Theoretical Discussion

 

 

Text Book

 

Chapter 2

CLO 2

 

  Quiz 1
5 & 6 Chapter 3: Attitudes and Job Satisfaction:

Attitudes- Meaning & Types,

Attitude and Consistency,

Cognitive Dissonance Theory

Job Satisfaction- Meaning,

Effects of Job Satisfaction on Employee Performance

Theoretical Discussion

 

Text Book

 

Chapter 3

CLO 2

 

7 & 8 Chapter 5: Personality and Values

Values- Meaning, Importance, Types and Values across Cultures.

Personality- Definition,

The Myers-Briggs Type Indicator,

The Big Five Personality Model,

Other personality traits relevant to OB.

Theoretical Discussion

 

Group Task

Text Book

 

Chapter 5

CLO 2

CLO 3

CLO 4

 

9 1st Midterm Examination
10 & 11 Chapter 6

Perception and Individual Decision Making:

Meaning and Factors influencing Perception, Person Perception: making judgment about others, Link between Perception and Individual Decision Making, Decision Making in organizations.

Theoretical Discussion

 

Text Book

 

Chapter 6

CLO 2

CLO 3

CLO 4

 

12 & 13 Chapter 7 & 8

Motivation Concepts & Motivation from concepts to application:

Meaning, Early theories of motivation, Contemporary theories of motivation; Motivating by job Design, Employee involvement, Using Rewards to motivate employees.

Theoretical Discussion

 

Case Study

Text Book

 

Chapter 7 & 8

CLO 2

CLO 3

CLO 4

 

  Quiz 2
14 & 15 Chapter 9&10

Foundations of Group Behavior and Understanding Work Team

Group- Meaning and classification of Groups, Stages of Group Development, Group Properties: Roles, Norms, Size Cohesiveness, Group Decision Making. Teams- Types of Teams, Turning individual into team players, Team building and team-based work, Beware! Teams aren’t always the answer

Theoretical Discussion

 

 

Text Book

 

 

Chapter 9 & 10

CLO 1

CLO 2

CLO 3

CLO 4

 

16 2nd Midterm Examination
17 & 18 Chapter 12: Leadership

Meaning, Trait Theories, Behavioral Theories, Contingency Theories, Leader-Member Exchange Theory, Decision Theory: Vroom and Yetton’s Leader-participation model; Inspirational approaches to leadership, Authentic leadership, Contemporary leadership roles, Challenges to the leadership construct.

Theoretical Discussion

 

Case Study

Text Book

 

Chapter 12

CLO 2

CLO 3

CLO 4

 

19 & 20 Chapter 13&14

Power, Politics, Conflict and Its Negotiation

Meaning of power, Contrasting Leadership and Power, Bases of power, Dependency, Power Tactics, Sexual Harassment, Politics, Causes and Consequences of Political Behavior, The Ethics of Behaving Politically. Meaning of Conflict, Transitions in conflict Thought, The Conflict Process, Negotiation.

Theoretical Discussion

 

Text Book

 

Chapter 13 & 14

CLO 1

 CLO 3

CLO 4

 

21 Quiz 3
22 & 23 Chapter 16 & 17

Organizational Culture, its Change and Stress Management

Institutionalization, Meaning, What Do Culture Do, Creating and Sustaining culture, How employee learn culture, Creating an ethical organizational culture, Creating a positive Organizational Culture; Forces for change, Planned change, Resistance to change, Approaches to Managing Organizational change, Creating a culture for change, Work stress and its Management.

Theoretical Discussion

 

 

Text Book

 

Chapter 16 & 17

CLO 1

CLO 3

 

Final Examination

 

A U T H O R I T Y       O F     T H I S      C O U R S E       O U T L I N E

 

Any changes to the information contained in lecture & examination plan and assessment of this document, will only be made by the Course Instructor if the written agreement of majority of students has been obtained. Any individual student who believes him/ herself to be disadvantaged by a change is encouraged to discuss the matter with the course Instructor.

 

 

 

 

East West University

Department of Business Administration

Bachelor of Business Administration Program

Course Outline: Strategic Management (MGT 480)

 

BBA Program Overview

 

Vision: Business Knowledge Leadership for Social Transformation

 

Mission: We create an enabling environment for our students to pursue knowledge meaningfully and fully, to be successful business leaders of tomorrow through the scholarly pursuits of our faculty members. Our aim is to produce business professionals who will also prove to be responsible citizens.

 

Core Values

  1. Nurturing Academic Freedom and Wisdom
  2. Promoting Innovation and Entrepreneurship
  3. Inculcating Leadership and Professionalism
  4. Cultivating Integrity and Equity
  5. Practicing Social Responsibility and Accountability
  6. Valuing Patriotism and Cultural Heritage

 

Program Educational Objectives (PEOs)

PEO 1 To help our graduates establish themselves as effective business professionals, critical and fair-minded thinkers, capable of solving real life problems through the use of management science knowledge and skills.
PEO 2 To help our graduates display ethical, social, environmental, civic and professional qualities in their actions and add value to society.
PEO 3 To help our graduates equip with leadership and entrepreneurship skills as business managers and leaders.
PEO 4 To help our graduates engage themselves in life-long learning to address the needs of an ever-changing business environment and adapt themselves easily to the multidisciplinary nature of business relationships.

 

Program Outcomes (POs)

Sl. Graduate Attributes Learning Domain Program Outcome
PO 1 Business Functional Areas

 

Cognitive Our graduates will be able to understand key business functional areas (e.g., accounting, finance, human resource management, management, management information systems, marketing, production and operations management, supply chain management, etc.), and promote their interactions and interrelationships in contemporary business environments.
PO 2 Communication skills Cognitive, affective, and psychomotor Our graduates will develop interpersonal capabilities and will be influential communicators through writing effective business documents, preparing and delivering effective oral business presentations.
PO 3 Critical Thinking and Problem Solving Cognitive Our graduates will be able to apply analytical and reflective thinking and implement appropriate quantitative and qualitative techniques in developing viable alternatives and solving business problems.
PO 4 Information

Technology 

Cognitive, and affective Our graduates will demonstrate effective application of IT skills in the areas of acquisition, processing, and dissemination of information and designing business solutions through appropriate tools.
PO 5 Ethics and Social Responsibilities Cognitive, and affective Our graduates will be able to identify and comply with ethical, professional, regulatory, environmental and socially responsible organizational policies and practices.
PO 6 Teamwork Cognitive, affective, and psychomotor Our graduates will demonstrate the ability to collaborate and play the role of members and leaders in diverse and multidisciplinary settings to achieve common objectives.
PO 7 Leadership and Entrepreneurship Cognitive, affective, and psychomotor Our graduates will develop leadership traits; foster entrepreneurial and creative thinking and be drivers of innovative ideas testifying to their effectiveness as business managers and leaders.
PO 8 Globalization Cognitive and affective Our graduates will be able to address relevant regional and global factors that influence business decision making in the global marketplace.
PO 9 Life-long Learning Cognitive, and affective Our graduates will engage themselves in independent updating, continuous professional development and dedicate themselves to life-long learning.
PO 10 Patriotism and Cultural Heritage Cognitive and affective Our graduates will care for their cultural heritage, show respect towards the motherland.

 

 

General Information

 

Semester                                              : Summer 2019

Course Title                                        : Strategic Management

Course Code                                       : MGT 480

Section                                                 : 3

Prerequisite                                         : 99 credits completed

Credit point value                               : 3

Venue                                                     : 338

Name of the Instructor                       : Dr. Farhana Ferdousi

                                                                   PhD (AUS), MRes (AUS), MBA( DU),BBA (DU)

Chairperson

Associate Professor

Department of Business Administration

East West University

Office                                                  : Room No. 517 & 421

Phone:                                                 : (Ext. 284)

Email                                                   : farhana@ewubd.edu

 

Administrative Contact Details:

Nasrin Umme Ferdous                                                              S.M. Rashad Iqbal Shovon

Departmental Officer                                                                Departmental Officer

Phone: 09666775577, Ext 132                                                   Phone: 09666775577, Ext 213

Email: ferdous@ewubd.edu                                                                        Email: shovon@ewubd.edu

 

Origination of the course:

If we can have a look to a particular room from the top, we could have a clear view of maximum components and most of the movements within that room. In another way, we can say it 360° view. But human being, having the best quality brain, cannot have a consistent view from the top as they cannot continuously stay parallel to the ground. So, directing an organization’s activities will require some means to have most clear view of the whole environment (internal and external).

 

Strategic Management is the learning of knowledge, skills, and procedures to have most clear view of the environment, by which intensions can better align with actions to achieve success. In any business organization, the top-level is responsible for shaping up a wining mindset among many others, aligning the mindset with capabilities, guiding the other levels of managers to achieve that mindset, and making that mindset sustain over the time period. Thus, Strategic Management is the knowledge required at the top to direct and understand resources, and enabling resources to achieve success in a sustainable manner.

 

Course Objectives:

Strategic Management as a course will benefit the students from following perspectives:

Understanding the value of developing a mindset for future (Vision).

 

Developing insights about the concepts of strategic success.

 

Abilities to understand possibilities & capabilities and to chalk out the blue print of achievement.

Understanding the implications of strategic alternatives for choosing the best among them.

Having the skill of analyzing real life cases to bring up the solution.

Presenting your solution with confidence, that means, having the capacity to defend your view.

Learning teamwork for bringing best out of the team.

 

Course Learning Outcomes (CLOs):

Upon completion of this course, the student will have a reliable ability to:

 

  • Recognize and interpret the basic concepts, principles and practices associated with strategy formulation and implementation.

 

  • Integrate knowledge gained from multi-functional courses and apply the holistic perspective in performing environmental assessment, formulation and implementation of different levels of strategies.

 

  • Investigate real-life business problems and recommend creative solutions through critical & ethical evaluation of strategic alternatives.

 

  • Perform a credible business analysis in a group setting and effectively communicate to audience in oral, written, and electronic forms along with appropriate IT applications.

 

Mapping of CLOs with POs:

 

CLOs PO1 PO2 PO3 PO4 PO5 PO6 PO7 PO8 PO9 PO10
Recognize and interpret the basic concepts, principles and practices associated with strategy formulation and implementation.
Integrate knowledge gained from multi-functional courses and apply the holistic perspective in performing environmental assessment, formulation and implementation of different levels of strategies.
Investigate real-life business problems and recommend creative solutions through critical& ethical evaluation of strategic alternatives.
Perform a credible business analysis in a group setting and effectively communicate to audience in oral, written, and electronic forms along with appropriate IT applications.

 

 

C  O  U  R  S  E       R  E  S  O  U R  C  E   S

 

Textbook         : Strategic Management: Competitiveness and Globalization, Concepts and Cases; Hitt, Michael A., Ireland, R. Duane, and Hoskisson, Robert E. [H.I.H] 11th Edition; South-Western Cengage Learning.

 

Theory of Strategic Management with Cases; Hill, Charles W. L., Jones, Gareth R., Schilling, Melissa A.; 11th edition; South-Western Cengage Learning.

 

Reference

Book                :Strategic Management: Concepts and Cases; David, Fred R and David, Forest R.; 15th edition; Pearson Education, Inc.

 

 

L E A R N I N G      A N D      A  S  S  E  S  S   M  E  N  T

 

Students will be assessed as per the university guidelines. A tentative marks breakdown is given in the table below. There will be minimum 3 announced class tests. Best 2 will be averaged to calculate the marks for class tests. Assignments will be announced by the faculty in due time, may be group or individual. Regularity and active participation in the class is highly expected and solicited.

 

GRADING POLICY
A+ 97 & above
A 90- below 97
A- 87- below 90
B+ 83- below 87
B 80- below 83
B- 77-below 80
C+ 73-below77
C 70-below 73
C- 67-below 70
D+ 63-below 67
D 60-below63
F Below 60

 

MARKS DISTRIBUTION
Midterm examination 1 15
Midterm examination 2 20
Final examination 30
Class quizzes   5
Assignments (Case Based) 10
Presentation 10
Group task 5
Class and Seminar Participation  5
Total 100

Note: Respective weightage of marks may be modified by the instructor to make the assessment more competitive and participative.

 

 Policy for missed classes, quizzes and midterm examination:

Students are requested to attend all the classes and to read assigned textual materials prior to attending the classes. A student missing 3 classes without any valid reasons may be dropped from the course. No makeup would be allowed for missed quizzes. Make up of midterm examinations will only be allowed if the course instructor is convinced about the validity of the reason. But, the student must sit for the make-up exam on the date and time specified by the course instructor.

 

Code of Conduct for the Students:

  1. Students are expected to enter into the classroom within stipulated time.
  2. Students must bring the required textbook, notebook, pen and other logistics in the class.
  3. Students should maintain the standard class environment. In this regard, activities like side talks, use of cellular phones, frequent in and out from the classroom are strictly prohibited.
  4. East West University authority adopted ‘zero tolerance’ principle to check the violation of exam hall rules. Any misconduct or cheating in the exam halls can result in dropping from the course and even expulsion from the university.
  5. Students must abide by all the rules & Regulations of the institution to be allowed to attend the classes and exams.

 

Teaching-learning and Assessment Strategy:

Classroom will be the core of every course related activities. Instructor will provide lecture as the basic knowledge dissemination tool. In addition to that, instructor will review studied topics by the participation of students after completion of a chapter.

 

Students are supposed to focus more on conceptual understanding rather than memorizing.

 

Examination questions will be framed to explore your conceptual understanding and thus concentration to the class discussions will mostly be required. In addition, question on short case will be a mandatory part of all major exams. 

 

I suggest you to take class notes as far as possible for your own advantage.

 

Answering Case questions, Assignments, will also be the part of coursework. Students are requested to form a group of 3-5 members at the beginning of the semester, which will last for the whole semester. Assignment/Case Study topics for different groups will be given along with the submission date. Presentation on assignment/case study will be mandatory for every group with the participation of every group member. Individual and group assessment will be made on assignment/case study.

 

Assessment Rubric

 

Outcomes Quizzes Mid Terms Case Studies Presentation Final Exam
CLO 1
CLO 2
CLO 3
CLO 4

 

D E T A I L       L E C T U R E           P L A N

 

Lecture

No.

Details  

Exercise

Reference Learning Outcomes
L# 1

 

Orientation & Course Overview: Discussion on Departmental Vision, Mission, Core values, PEOs, POs. Introducing Strategic Management as a course from the perspective of Outcome Based Education (OBE), understanding Course Learning Outcomes (CLOs), Required Resources, Assessment tools & weights, notification of semester planning  
L# 2

 

Chapter 1: Strategic Management and Strategic Competitiveness

Learning Outcomes: Studying this chapter should provide the students with the strategic management knowledge needed to:

·         Recognize, understand, and interpret the basic concepts related to strategic competitiveness, strategy, competitive advantage

·         interpret and learn how to develop argument in a class discussion related to competitive landscape, globalization and technological changes and its rapidity.

Contents: Strategy, strategic competitiveness, competitive advantage, above-average returns, globalization, technical changes, and competitive landscape

 

Theoretical

Discussion and Illustrative examples

 

Chapter – 1

HIH Book

 

CLO 1

CLO 2

L# 3 Chapter 1: Strategic Management and Strategic Competitiveness

Learning Outcomes: Studying this chapter should provide the students with the strategic management knowledge needed to:

·         Recognize the use of Industrial Organization (I/O) model and to resource-based model explain how firms can earn above-average returns.

·         Understand vision & mission and judge appropriateness of different vision and mission statements.

Contents: Vision, mission, I/O model, Resource-based model, the strategic management process, chapter opening case

 

Theoretical

Discussion and Illustrative examples

 

Chapter – 1

HIH Book

 

CLO 1

CLO 3

L # 4 Chapter 2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis

Learning Outcomes: Studying this chapter should provide the students with the strategic management knowledge needed to:

·         Understand the importance of analyzing and understanding the firm’s external environment

·         Integrate multi-functional knowledge and apply it to conduct the external environmental assessment in a systematic manner

Contents: External environment, four parts of external environment, general environment component, industry concept, policy formulation and implementation and their link with external environment assessment

 

Theoretical Discussion and Illustrative examples

 

 

Chapter – 2

HIH Book

 

 

CLO 2

 

 

 

L # 5

Chapter 2: The External Environment: Opportunities, Threats, Industry Competition, and Competitor Analysis

Learning Outcomes: Studying this chapter should provide the students with the strategic management knowledge needed to

·         Apply multi-functional knowledge in to identify the five competitive forces and explain how they determine an industry’s profitability potential.

·         Define strategic groups and developing strategic group mapping for assigned industry and their influence on firm.

Contents: Industry, strategic groups, bargaining power of suppliers, bargaining power of buyers, entry barriers, threat of new entrants, intensity of competitive rivalry in an industry.

 

Theoretical Discussion and Illustrative exercise

 

Chapter – 2 HIH Book

 

 

CLO 2

CLO 3

L# 6

 

Chapter 3: Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability

 

Learning Outcomes: Studying this chapter should provide the students with the strategic management knowledge needed to

 

·         Understand the Interpret Internal Analysis and identifying the strengths, weaknesses and competitive advantage of a company.

 

Contents: Internal Analysis, Internal Analysis: Strengths and Weaknesses, Competitive Advantage, The Roots of competitive advantage, Resources, Capabilities, Resources, capabilities and competencies, The role of strategy, Strategy, Resources, Capabilities, and Competencies Competitive Advantage. Value Creation, and Profitability, Value Creation per Unit, Value Creation and Pricing Options

 

Theoretical Discussion

 

Chapter -3

HJ Book

 

CLO 1

CLO 2

 

 

 

L# 7

 

Chapter 3: Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability

 

Learning Outcomes: Studying this chapter should provide the students with the strategic management knowledge needed to

 

·         Interpret and appraise the value creation and profitability a firm compared to rival firm.

 

Contents: Value Creation, and Profitability, Value Creation per Unit, Value Creation and Pricing Options,  Value Chain, competitive advantage and profitability, drivers of profitability, why companies fail, avoiding failure.

 

Theoretical

Discussion

and Illustrative exercise

 

 

Chapter – 3

HJ Book

 

CLO 2

CLO 3

 

L# 8                   Quiz- 1 and review of chapters
L# 9 Mid-Term 1 Exam

 

Chapters –

1, 2, & 3

L# 10 Chapter 4: Building competitive advantage Through Functional Level Strategies

 

Learning objectives: Studying this chapter should provide the students with the strategic management knowledge needed to

 

·         Understand and integrate how an enterprise can use functional level strategies for increasing its efficiency and quality

 

Contents: Functional-Level Strategies, Achieving Superior Efficiency, Economies and Diseconomies of Scale, Flexible Manufacturing and Mass Customization, Marketing, Materials Management and Supply Chain, Human Resource Strategies, Achieving Superior Quality, Improving Quality as Reliability, Deming’s Steps in a Quality Improvement Program.

 

Theoretical

Discussion

and Illustrative example

 

 

Chapter- 4

HJ Book

 

CLO 1

CLO 2

 

 

 

 

 

L# 11

 

Chapter 4: Building competitive advantage Through Functional Level Strategies

 

Learning objectives: Studying this chapter should provide the students with the strategic management knowledge needed to

 

·         Understand and integrate how an enterprise can use functional level strategies for increasing its innovation and customer responsiveness.

 

Contents: Achieving Superior Innovation, Building Competencies in Innovation, The Development Funnel, Sequential and Partly Parallel Development Processes, Achieving Superior Responsiveness to Customers, Focusing on the customer satisfying needs, The High Failure Rate of Innovation.

 

Theoretical

Discussion and Illustrative example

 

Chapter- 4

HJ Book

 

CLO 1

CLO 3

 

L# 12

 

Chapter 5: Business Level Strategies

 

 Learning Outcome: Studying this chapter should provide the students with the strategic management knowledge needed to

 

·         Understand and analyze the differences between cost leadership strategy and differentiation strategy.

·         Interpret the suitability and risks of using cost leadership strategy.

 

Contents: Define business level strategy, The purpose of a business level strategy, Types of a business level strategies, Cost leadership strategy, Porter five factor model, Competitive risks of the cost leadership strategy, Differentiation strategy.

 

Theoretical

Discussion and Illustrative example

 

Chapter – 4

HIH Book

 

CLO 1

CLO 3

 

L# 13

 

Chapter 5: Business Level Strategies

 

 Learning Outcome: Studying this chapter should provide the students with the strategic management knowledge needed to

 

·         Interpret the suitability and risks of using cost leadership strategy and differentiation strategy.

·         Understand the application of using focus cost leadership strategy and focus differentiation strategy.

Contents: Competitive risks of the differentiation strategy, Focus strategy, Focused cost leadership strategy, Focused differentiation strategy, Competitive risks of focus strategies, Integrated cost leadership/Differentiation strategy, Relationship between integrated strategy and average returns.

 

Theoretical

Discussion and Illustrative example

 

Chapter – 4

HIH Book

 

CLO 1

CLO 3

 

L # 14 Case Based Group Activity Performance in Class: Students investigate a pre-assigned industry environment, identifies the problem situations and make recommendations (Prepared document submitted at the end of class) Brainstorming session and developing feasible solutions  

CLO 1

CLO 2

CLO 3

 

L # 15 Quiz- 2 and Review of Chapters
L# 16

 

  Chapter -4 (HJ), 4 (HIH)
L # 17 Chapter 6: Competitive Rivalry and Competitive Dynamics

Learning Outcomes: Studying this chapter should provide the students with the strategic management knowledge needed to:

·         Understand and investigate problems stemming from competitive rivalry and competitive dynamics.

·         Integrate the market commonality and resource similarity concepts as the building blocks of a competitor analysis and apply in the strategy formulation and implementation process

·         Explain competitive dynamics in slow-cycle, in fast-cycle and in standard-cycle markets.

Contents: Competitor, competitive rivalry, competitive behavior, competitive dynamics, market commonality, resource similarity, and drivers of competitive behavior Factors affecting competitive actions, factors affecting competitive responses, slow-cycle, standard-cycle, fast-cycle markets dynamics

 

 

Theoretical

Discussion and Illustrative example

 

 

Chapter – 5

HIH Book

 

 

CLO 2

CLO 3

 

L # 18

 

 

Chapter 7: Corporate Level Strategy

Learning Outcomes: Studying this chapter should provide the students with the strategic management knowledge needed to:

·         Comprehend and apply corporate-level strategy concept and its purpose.

·         Examining the applications of different corporate-level strategies and appraising real-life business problems and making recommendations.

Contents: Corporate-level strategy, levels of diversifications, three primary reasons firms diversify Related diversification strategy, unrelated diversification strategy, incentives and resources that encourage diversification, managerial motives behind over diversification.

 

 

Theoretical

Discussion and Illustrative exercise

 

 

Chapter – 6

HIH Book

 

 

CLO 3

 

 

L# 19 Presentation on case based activity Demonstration CLO 3

CLO 4

L# 20 Presentation (Continuation) Demonstration CLO 3

CLO 4

L# 21 Chapter 8: Cooperative Strategy

Learning Outcomes: Studying this chapter should provide the students with the strategic management knowledge needed to:

·         Comprehend and apply cooperative strategies and rationalize why organizations use them.

·         Extend their understanding on the applications of different cooperative strategies for investigating real-life business problems.

·         Recognize and investigate the risks of misusing cooperative strategies.

Contents: Cooperative Strategy, major types of strategic alliances, business-level cooperative strategies, corporate-level cooperative strategies, cross-border strategic alliances, cooperative strategies’ risks, management of cooperative strategies.

 

Theoretical

Discussion and Illustrative exercise

 

Chapter – 9

HIH Book

 

CLO 2

CLO 3

 

 

 

L# 22

 

Chapter 9: Corporate Governance

 

Learning Outcome: Studying this chapter should provide the students with the strategic management knowledge needed to

 

·         Interpret corporate governance and explain why it is used to monitor and control top-level managers’ decision.

·         Explain agency relationship and appraise possible opportunism by multiple stakeholders along with ethical implications.

 

Contents: Corporate governance, separation of ownership and managerial control, agency relationship, product diversification, agency cost and governance mechanism, ownership concentration, board of directors, executive compensation.

 

Theoretical

Discussion and Illustrative example

 

 

 

Chapter – 10

HIH Book

 

CLO 2

CLO 3

 

 

 

L# 23

Chapter 9: Corporate Governance

 

Learning Outcome: Studying this chapter should provide the students with the strategic management knowledge needed to

 

·         Describe and judge different mechanisms of external corporate governance—the market for corporate control—restraints top-level managers’ decision.

·         Examine and appraise the nature and use of corporate governance in international settings, especially in Germany, Japan, and China and develop ethical justification by a firm’s top-level managers.

Contents: Market For corporate control, international corporate governance, Corporate governance in Germany, Japan and China, Global Corporate Governance, governance mechanism and ethical behavior.

 

Theoretical

Discussion and Illustrative exercise

 

 

Chapter – 10

HIH Book

 

CLO 2

CLO 3

 

L# 24 Quiz 3 and Review of Chapters Chapters- 5,6,9,10  

 

L# 25

 

Final Examination

 

Chapters- 5,6,9,10

 

 

A U T H O R I T Y       O F     T H I S      C O U R S E       O U T L I N E

 

Any changes to the information contained in lecture & examination plan and assessment of this document, will only be made by the Course Instructor if agreement of majority of students has been obtained. Any individual student who believes him/ herself to be disadvantaged by a change is encouraged to discuss the matter with the course Instructor.

 

S  T  U  D  E  N  T     F   E  E  D  B A  C  K

 

All students enrolled in this Course will need to provide anonymous feedback on the course at the end of the semester via EWU spirit.

 

All the Best Wishes!!

And

Happy Learning!!!

Course Material
  • Principles of Management (MGT 101)

Text Book      : Ricky W. Griffin, Management, Houghton Miffin company, Boston New York (8th Edition).

 Reference Books:

  1. Robbins, S.P. & Coulter, M., (2009), Management, 8th/10th Edition, Prentice-Hall of India, New Delhi.
  2. Koontz, H. (2002), Management, 10th Edition, McGraw-Hill Publishing company, New York.

 

 

  • Organizational Behavior (MGT 251)

Text Book:     Organizational Behavior, Stephen P. Robbins, Timothy A. Judge, and Neharika Vohra (2013-2014) 15th Edition, Pearson Prentice Hall.

Reference Books:

  • Organizational Behavior, Keith Davis & John Newstrom, 12th Edition, Irwin McGraw-Hill, New York.
  • Organizational Behavior, Robert Kreitner & Angelo Kinicki, 7th Edition, McGraw-Hill Irwin
  • Organizational Behavior, Fred Luthans, 9th Edition, McGraw-Hill Irwin International Edition.

 

 

 

  • Strategic Management (MGT 480)

Textbook         : Strategic Management: Competitiveness and Globalization, Concepts and Cases; Hitt, Michael A., Ireland, R. Duane, and Hoskisson, Robert E. [H.I.H] 11th Edition; South-Western Cengage Learning.

Theory of Strategic Management with Cases; Hill, Charles W. L., Jones, Gareth R., Schilling, Melissa A.; 11th edition; South-Western Cengage Learning.

Class Routine

 

Day of the Week Office Hours Class Hours
 

Sunday

10:00 am-1:30 am

3:00 pm- 4:30 pm

MGT480    (3)              01:30 – 03:00 (338)
 

Monday

10:00 am-11:50 am

3:00 pm- 4:30pm

MGT251   (1)              11:50 – 01:20 (337)

MGT101   (1)             01:30 – 03:00 (338)

 

Tuesday

10:00 am-1:30 am

3:00 pm- 4:30 pm

MGT480   (3)              01:30 – 03:00 (338)
 

Wednesday

10:00 am-11:50 am

3:00 pm- 4:30pm

MGT251   (1)              11:50 – 01:20 (337)

MGT101   (1)              01:30 – 03:00 (338)

 

Thursday

10:00 am- 4:30 pm

Global Circle for Science Technology and Management Research (Sydney, Australia), Associate Expert