School of Foundation Studies

Course Outlines
FB 1021 Introduction to Management

September 2013

TABLE OF CONTENT

i.

Introduction to the course leader

ii.

Course Syllabus (MQA)

iii.

Lecture Schedule by week

iv.

Tutorial Schedule by Week

v.

Specimen Examination Paper

vi.

Warning on Plagiarism, syndication & Cheating

WELCOME
I, Munusamy I.A. am the course leader for FB1021 Introduction to Management.
Its my pleasure being with you for this semester and hoping that, all of you give
your best in learning this interesting course. Looking forward to meet you all.

Contact
Name of lecturer: Munusamy I.A
Consultation: A 217 Admin Building
06 8502338 Ext 249
munusam@nilai.edu.my

Learning Objectives
This course is to help student to develop the basic understanding of essentials of
management and the complex nature of organization. This course aims to help
students to understand and internalize the concepts and principles of management
so the students can use these concepts and principles in order to successfully apply
in an organization.

Learning Outcomes
Upon successful completion of this module, the student should be able to:

Understand the role of a manager in an organization.

Know the major functions of management.
Realize the importance to an organization of setting goals and planning to
achieve these.
Describe the fundamentals of management decision making.
Describe how managers can provide leadership and motivation to
organization members.

ASSESSMENTS:

Subject to amendments as required:

1.1

Continuous Assessments:
i.
Mid Term Test
ii.
Class tests
iii.
Group Assignment
iv.
Assignment

20%
20%
10%
10%
60%

1.2

Final
i.
ii.
iii.

Examination:
Section A Multiple Choice Questions
Section B Short Answer Questions
Section C Long Essay Questions

40%
100%

Text Books:
Compulsory Reading:
Ricky W.Griffin Management Principles and Practices, South Western Cengage
Learning, 11th Edition, 2013
Kinicki / Williams , Management, McGraw Hill 4th Edition, 2009
Additional Reading:
Robert N. Lusier, Management Fundamentals Concepts, Applicants, Skill
Development, 3rd Edition, Thomson South Western, 2006
Ronald j Ebert & Ricky W. Griffin, Business Essentials, 5 th Edition, Prentice Hall, 2005

Lecture Schedule:
Semester Study Plan
Week
1

-Introduction to Management course and familiarization

-The nature of Management
-The Management process (Planning, Organizing, Leading and
Controlling)
-Managerial Roles, Key management skills
-Management job types-vertical dimension, hierarchical, differences
-Among hierarchy levels

-Development of Management Theory I

-Classical
-Human Behavior

-Development of Management Theory II

-Management Science
-Systems
-Contingency

-Business Environment:
-Internal Factors
-External Factors
-How organizations manage these environmental elements attempt to
influence environments?

-Types of Business Organizations

-Possible forms of business ownerships
-Methods of owning existing businesses
-Advantages and disadvantages of the various business ownership

-Management Functions:
Planning

-Organizing
Nature of organization structure

-Leading
Motivating, influencing staff etc.

10

-Controlling
Control as a management process, types of control and managerial
approaches to implementing controls

11

-Managerial Decision Making and Problem Solving

- The nature of managerial decision making
- Managers as decision makers
- Steps in an effective decision making process
- Overcoming barriers to effective decision making
-Group decision making

12

-Communication within Organization

-Types of communication
-Basic components of communication process
-Communication skills
-Barriers to communications
-Communications channels

13

-Functional Department of an Organization II

14

-The function of Marketing Department

-The function of Accounting & Financial Management
-Examination Week

Weekly Tutorial Schedules:

Week
2

Plan
What
are
the
three
management skills? Do all
managers need these skills?
What are the four functions
of management? Do all
managers perform all four
functions?

Learning Outcomes
Reading
The
importance
of Chapter 1
management,
the
three
management
skills,
the
existence
of
managerial
roles.

What
are
the
three management roles? Do all
managers perform all three
roles?
Group Assignment 1
Interview the manager at any level of a local company. Identify that managers job
according to level and area. Show how planning, organizing, directing, and controlling
are part of this persons job. Inquire about the managers education and work
experience. Which management skills are most important for this managers job?
4
Explain
the
types
of Learn the importance of Chapter 1
theories. State the major theories. Learn the major
similarities and differences similarities and differences
between the classical and between the classical and
behavioral theorist. Conduct behavioral theorist.
comparative studies.
Practice Exam Question 1

Explain
the
internal The five internal factors and
environment factors. Describe how they affect a business.

Chapter 2

how
the
external The nine internal factors and
environmental factors can how they affect a business
affect the internal business environment.
environment.
6
State 3 types of business Learn the types of business ownership. What can be the ownership
and
their
possible reasons to go for characteristics.
limited Company instead of
sole
proprietorship
or
partnership? What are the
advantages
and
disadvantages of partnerships
and limited company?
Group Assignment 2
Interview the owner-manager of a sole proprietorship or a general partnership. What
characteristics of that business form lead to the owner to choose it? Does she or he
ever contemplate changing the form of the business?
7

State the differences among

the three strategic levels:
corporate,
business,
and
functional level. Explain the
reason
for
conducting
a
company situation analysis.
Practice Exam Question 2

Learn
the
process
of Chapter 5
planning, goals, mission,
objectives and etc. Porters
company situation analysis.

Explain
the
differences
between a flat organization
and a tall organization. Discuss
the difference between formal
and informal authority and
centralized and decentralized
authority.
Mid Term Test

Learn
to
differentiate Chapter 6
between
flat
and
tall
organization.
Learn
the
difference between a formal
and informal authority.

State the differences among

trait. Behavioral and situation
leadership theorists. Discuss
the
major
similarity
and
difference
between
two
dimensional leadership grid

10

List the four stages of the

systems process and describe
the type of control used at
each stage.

Learn the differences among

trait,
behavior
and
situational
leadership
theorists.
Learn
major
similarity
and
difference
between two dimensional
leadership.
Learn four stages of control
systems.

Chapter
13

Chapter
14

11

List the six steps in decision Learn the decision making Chapter 4
making.
Explain
the process
relationship among objectives,
problem solving and decision
making.

12

Describe
the
three
ways Learn
and identify
communication flows through communication
in
organization. State the major organization
advantages
of
oral
communications and written
communication. List four steps
in
the
interpersonal
communication process. State
the barriers to communication.
Practice Exam Question 3
13

What are the functions of

marketing in the organization?
What are the functions of
Accounting & Finance?
Revision

14

Examination

the Chapter
the 11

Learn
and identify the marketing functions. Learn
the
importance
of
Accounting & Finance

1.

Name Of Course/Module: Introduction to Management

2.

Course Code: FB1021

3.

Name(s) of academic staff: Mr.Munusamy A

4.

Rationale for the inclusion of the course/Module in the programme:

This is a subject that introduces the students to the fundamentals of
business. All business students should have basic knowledge regarding
introduction to management and business. This module will include the basic
topics/subjects on management (Planning, Organizing, Leading Controlling,
management theories etc, marketing, financial management.
Semester and Year Offered: One

5.
6.

Total
Student
learning
Time
(SLT)
L= Lecture
T= Tutorial
P= Practical
O=Others

Face to Face

28

28

7.

Credit Value: 3 Credit Hours

8.

Prerequisite (if any): None

Total Guided and Independent

Learning

O
64

Guided: 56 hours
Independent Learning : 64
Total: 120

9.

Objectives:
This course covers the management principles, theory and practice. It
focuses on the basic roles, skills and functions of management with special
attention to managerial responsibility for effective and efficient achievement
of goals. This course prepares students for degree studies in business related programmes and aims to provide exposure for first year
undergraduates through a structured learning environment.
It also cultivates soft skills, Emotional Quotient (EQ), for employability and
lifelong learning.

10. Learning outcomes:

After the successful completion of this module, students should be able to:
i.

Knowledge and Understanding

Understand fundamental concepts and principles of management,
including the basic roles, skills and functions of management;
Gain insight on historical development, theoretical aspects, and
practice application of managerial processes;
Be familiar with interactions between environments, technology, human
resources, and organizations in order to achieve high performance;
Be aware of the ethical dilemmas faced by managers and the social
responsibilities of businesses

ii. Professional Skills

Able to communicate the concepts, principles of management
Identify and use some appropriate management information sources
Demonstrate awareness of basic academic conventions and contemporary
issues
Soft skills (EQ) to complement hard skills ( part of a persons IQ)
11. Transferable skills: Transferable Skills and how they are developed
and assessed, through project, practical experience and Internship:
Communication skills : Participate in class discussion and give
presentations during tutorials by engaging in challenging arguments

Team work : Actively work in a group and contribute during class

discussions, activities, games and group assignments

Problem Solving skills interface theory with practice

Self Management skills practising what is actually achieved in relation

to course content

Critical thinking skills providing thought provoking case

study/assignments to challenge students

12. Teaching-learning and assessment strategy:

This course on management is taught through lecture and tutorial classes.
Lectures will be conducted using visual aids (power point slides and
videos)
Tutorials will be conducted using various methods :
- Activities
- Debates
- Case studies
Tutorials / Assignments in the form of written assignments and oral
presentations are expected of students. Quizzes/tests, mid semester and
final examinations are also part of the assessment. Students are also
required to give an oral presentation. All these are assigned to ensure
better understanding of the course and to develop skills such as
communication and team work.
Feedback on the assignments/projects/tests administered will be given
within a reasonable time period.
13. Synopsis:
This course is an introduction to the management function. It will focus on the
theory and fundamental concepts of management including planning,
organizing, leading and controlling. This class will review the evolution of
management thought, function and practice. It will also emphasize the
current approaches and emerging concepts.
14. Mode of delivery (Lecture, Tutorial, workshops, Seminars, etc.):
Lecture, Tutorial
15. Assessment Methods and Types:
Assessment of learning are based on a variety of information sources:
Assessment Methods
30% Tests and Mid
Semester Exam
60 % Course work
20% Group projects and
Reports

Assessment Type
Objective
assessment that

10% Class Participation

and Attendance
40 % Final
Examination

includes multiplechoice questions,

quantitative
problems, filling the
blanks, and short
answer questions
based on the main
reference and class
notes.

16. Mapping of the course/module to the Programme Aims:

This course is offered to all students in Foundation in Business.
The course lecturer may employ different action learning methods to impart
to the students the basic concepts in management.
In addition , the course is supposed to help the students to attain certain
skills such as:
a. Problem solving
b. Teamwork
c. Follow instructions
d. Self-management
e. Critical thinking

Programme Aims
To provide students with a high quality of preundergraduate education and prepare them for
various degree pathways
To prepare students for study at undergraduate
level in English-medium universities locally as
well as internationally
To be a bridge between students from
secondary school education and undergraduate
study
To enhance the English language proficiency of
students and enable them to communicate,
study
effectively
and
confidently
at
undergraduate level in an English medium
university
To develop the learning skills, knowledge of
subjects and related capabilities required for a
successful study at undergraduate level in Nilai
UC, partner universities and other higher

Course Aims

institutions
To cultivate a commitment to good practice in
academic work, and in particular to create an
awareness of the serious adverse implications
of plagiarism
To provide students with the necessary
personal and key skills to enable them to
develop as independent, autonomous learners.
To give students practical experience of
different methods that may be used to develop
and assess their learning in Nilai UC and to
enhance them soft skills.
To prepare students for life long learning and
information management

17. Mapping of the course/ module of the learning outcomes

This course helps to fulfil the programme learning outcomes, in particular to
develop their professional skills such as communication skills, leadership
skills, self management and teamwork.
Programme Learning Outcomes
(1) Learn effectively, conform to accepted
academic practice and integrate rapidly into
undergraduate programmes in Nilai UC,
partner universities and other higher
institutions
(2) Use English confidently in an academic
environment and demonstrate a proficiency
in English language to an accepted level
(3) Make effective use of a range of generic
and specific in study skills, knowledge and
information in Science, Arts, Technical and
Social Science subjects
(4) Demonstrate knowledge in specific subject
areas at a level comparable for smooth
transition into different degree programmes
(5) Demonstrate their learning through a range
of learning assessment methods

Course Aims

(6) Demonstrate ability to apply critical

thinking, communication and other soft
skills
(7) Demonstrate ability to work effectively in
teams/groups

(8)Demonstrate their learning through a range

of
learning assessment methods

18. Content outline of the course/module and the SLT per topic
TOPIC

SLT HOURS
L
T
P

IL

TOTAL

Introduction to the course and class plan.

The Nature of Management
Understanding
the
concept
Management
definition
of
management
- Management roles, skills.
The Environment of Management:
-

of
the

Internal and External Environments

-

The Internal stake holders

The External Stakeholders
The Task and General Environment

Evolution of Management theory

Classical Viewpoints
Behavioral viewpoints
Quantitative viewpoints
Systems, Contingency & Quality
Management view points
Management Functions
-

Planning
Fundamentals of planning, promoting
goal setting, MBO and SMART Goals.
How planning helps
The strategic management process.

16

Organizing
- What is an Organization?
- The major elements of
an
organization.
- Basic
types
of
Organizational
Structure.
-

Leading
Definition for leading
Motivation Content, process,
reinforcement & job design
perspectives

Groups and teams

Power, influence and leadership.

Motivation : content, process, job

design & reinforcement perspectives

Groups and teams.

Stages
of
groups
development
Building effective teams

&

16

28

team

Controlling
Communication
-

The communication process

Barriers to communications
How
managers
fit
into
communication process

Functional
organization
-

Department

The
function
department

of

of

the

an

marketing

The function of Accounting

Finance Department

and

Human Resource Management and

planning
The
function
of
Administrative 4
department
Problem solving and Decision-making
-

12

20

28

64

120

The rational problem solving process

Problem and opportunity finding
The nature of managerial decisionmaking

Total SLT
28
19. Main references supporting the course:

Kinicki A.Williams. (2009). Management- A Practical Introduction (4th ed.).

McGraw-Hill Irwin.
Robbins, S. & Coulter, M. (2009). Management (9th ed.). New York: Prentice
Hall.
Jones, G. R. (2007) Introduction to Business McGraw Hill.

Schermerhorn J.R. Introduction to Management, John Wiley & Sons, Inc 10 th

ed. 2010
Ebert, R,J & Griffin R.W Business Essentials, Pearson Prentice Hall 10 th ed.
2010
20. Other additional information
Guided: 56 hours
Independent Learning : 64 hours
Total: 120 hours
The 64 hours of Independent Learning include the following activities:
Face to face consultation with the lecturer
Additional reading or exploration on the subject matter
Additional revision class
Group discussions on assignment tasks
Preparation for written assignments
Preparation for presentation/role play assignments

Preparation for examinations

Nilai University

Introduction:
Nilai University is committed to facilitate the all-round development of its student.
Our philosophy is premised on the belief that a holistic education encompasses
academic learning, character building and social development.

As a member of the Nilai University , you should be able to live and learn in an
environment which is orderly, peaceful and without disturbances which impede your
growth and development.
Niali University is proud to be multi-cultural community, with students from many
countries living harmoniously under one roof. As such, it is important to respect and
appreciate other cultures and beliefs. Nilai University also strongly promotes a
personal value system, which means that all members of the community are
responsible for their own actions.

STUDENT CODE OF CONDUCT:

ATTENDANCE

Important aspects of academic learning and as such, students are

required to
attend classes regularly and fulfill attendance requirements.
The attendance requirements vary depending on the nature of the
programme
as well as rules and regulations drawn up by professional

governing bodies and

patner universities.
Each programme handbook stipulates the required attendance for
that
programme. Students who fail to satisfy the attendance

requirement could be
barred from taking the examinations.
If a student is absent, he or she must produce a medical or other
acceptable
document.

PUNCTUALITY

Students are expected to be on time for classes and any academic

as well as nonacademic college activities.

WORK HABITS

It is important for students to be prepared for and participate in

each class, be it
lectures tutorials, laboratory or any other forms of practical

training sessions.
Assignments and other academic tasks given are to be completed

accurately and
submitted within the deadline.
Quizzes, tests and examinations are used to gauge students
understandings of
the lessons and as such, students are expected to be fully
prepared for them.

ACADEMIC INTEGRITY

Academic integrity is vital to the quality of the academic

environment and
cheating, in any forms, is a very serious offence which could lead

to severe
disciplinary action. Cheating includes:
Using unauthorized materials in tests and examinations;
Letting another person take tests or examinations on ones behalf or
taking tests
and examination on another persons behalf;
Working jointly, copying or sharing another students work and
presenting it as
ones own piece of work;
Inventing, copying or altering data, quotations or references;
Plagiarizing i.e. taking or using another persons work without
attributing the
source and thus, giving the impression that it is ones own work.

RESPECT FOR SELF AND OTHER

It is imperative that students behave with dignity and treat others

with respect
and behavioral of the individual should not interfere with the
rights of others.
This includes the use of appropriate language, actions and attire.

Verbal and/or physical harassment of others is not acceptable.

Respect for other cultures is important and as such, sensitivity is

required when
dealing with other students from different cultures.
Smoking is prohibited within the campus.
Students are expected to come to college free from the influence of
alcohol and drugs. Students should not possess such substances.

RESPECT FOR AUTHORITY

University rules are there to protect the interest of everybody

in

general and as such, must be strictly adhered to.

Students are expected to respond in a respectful manner to
all
university officials while under the jurisdiction of the
university and,
while participating in university-sponsored activities.

RESPECT FOR PROPERTY

Property belonging to the university and to others is to be

treated
with care. Acts of vandalism will not be tolerated.

FREEDOM FROM FEAR

It is important that all students make an effort to contribute

to a
safe environment, free from fear. Acts of violence,
use of weapons
and contraband are never acceptable.

Sep. 2013

Past semester Exam paper (Specimen)

FOUNDATION IN BUSINESS
(SEMESTER 1)
FINAL EXAMINATION
DECEMBER 2009

Course

MGT 112 (Principles of Management)

Lecturer : Mr. A. Munusamy

Time : 2hours

Date :

Instructions :

Section A : Answer ALL questions in the multiple choice answer sheet.

Section B : Answer ALL questions in the answer booklet provided
Section C : Answer any One (1) out of Two (2) questions in the answer booklet

provided
This exam paper consists of (6) printed pages (excluding front cover)
DO NOT OPEN THIS BOOKLET UNTIL YOU ARE TOLD TO DO SO

Section A
Answer all Questions
Multiple Choice Questions

(45 marks)

1.

A group of people who work together to achieve some specific purpose is /

are called:
a.
managers
b.
employees
c.
a team
d.
an organization

2.

To be __________ means to use resources wisely and cost-effectively:

a.
b.
c.
d.

efficient
effective
multiplied
ethical

3.

To be
them
a.
b.
c.
d.

4.

Three Needs Theory was developed by:

a.
b.
c.
d.

___________ means to make the right decisional and successfully carry

out to achieve goals
efficient
effective
multiplied
innovative

David McClelland
Frederick Herzberg
Henry Fayol
Max Weber

5.

Active listening incorporates which of the following behaviours?

a.
b.
c.
d.

6.

asking questions
maintaining eye contacts
affirming through nods and facial expressions
all of the above

The specification of who reports to whom is known as:

a.
b.
c.
d.

the matrix structure

the division of work
the chain of command
downsizing

7.

An organization which has separate departments for manufacturing,

marketing, finance, and R&D is said to be:
a.
matrix organization
b.
product organization
c.
market organization
d.
functional organization

8.

If an organization sets a goal to increase its sales by ten percent during the
next fiscal year, the organization has established:
a.
Long-range plan
b.
strategic plan
c.
annual objective
d.
long range objective

9.

Which of the following is not a common cause of business failure?

a.
b.
c.
d.

10.

managerial incompetence and inexperience

neglect
weak controls
employee theft or sabotage

Which area of small business is likely to be the most difficult to enter?

a.
b.
c.
d.

services
manufacturing
construction
wholesaling

11.

Which of the following is not usually the most important source of financing
for a new business?
a.
banks
b.
investors
c.
personal resource
d.
lottery winnings

12.

What type of organization is a company like Toyota company?

a.
b.
c.
d.

13.

Chief executive officer is at the _________________ level of management.

a.
b.
c.
d.

14.

informal organization
formal organization
matrix organization
simples organization

top
middle
first-line
second-line

When a company seeks to match its work force size to its strategic goal, it
is implementing:
empowerment
rightsizing
downsizing
a core employee base

15.

An enterprise that provides products or services that customers desire is a(n):

a.

institution

b.

philanthropy

c.

business

d.

agency

16.
Which of the following groups is NOT considered an organizational
stakeholder?

17.

18.

a.

employees

b.
c.
d.

investors
customers
tourists

Doing the right thing in management is an example of:

a.

goal attainment

b.
c.
d.

effectiveness
management roles
efficiency

The reporting relationships within an organization is an example of the

organizational element of:
a.
b.
c.
d.

goals
structure
people
resources

19.
Technology is affecting what areas of managers job and a companys
functions?

20.

a.

customer service

b.
c.
d.

information gathering and interpretation

location of a managers work
all of the above

The management philosophy that is shaped by customer needs and

expectations and that is committed to continuous improvement of processes
and products is called:
a.

kaizen

b.
c.
d.

reengineering
work force diversity
total quality management

21.

22.

The process of monitoring a firms performance to make sure that it is

meeting its goals is referred to as ________.
a.

planning

b.
c.
d.

leading
controlling
organizing

What metaphor best describes todays business environment?

a.

calm water

b.
c.
d.

unfreezing
white water rapids
refreezing

23.
The second step in the decision making process, once a problem is
identified, is:

24.

25.

26.

a.

development of choices

b.
c.
d.

an environmental analysis
identification of decision criteria
the setting of priorities

When a manager identifies a discrepancy between what his/her current state

is and what he/she wants for his work unit, he/she has identified a:
a.

problem

b.
c.
d.

decision criteria
a programmed decision
a rule or a policy need

Which of the following could function as a change agent?

a.

manager

b.
c.
d.

staff specialist
outside consultant
any of the above

Which of the following levels of management is responsible for the overall

performance and effectiveness of the firm?

27.

28.

29.

30.

a.

top managers

b.

first-line managers

c.
d.

middle managers
supervisory managers

The various leadership theories of Fiedler, path-goal, Blanchard and Hershey,

etc., all address the
a.

transactional leader

b.
c.
d.

behavioral leader
charismatic leader
transformational leader

A secretarys ability to type and an accountants ability to audit a companys

records are examples of _______.
a.

motor skills

b.
c.
d.

technical skills
human relations skills
conceptual skills

A manager can build trust with his/her employees by:

a.

speaking his/her feelings

b.
c.
d.

keeping confidences, being discrete

acting confidently
all of the above

The scientific method consists of

a.

trial and error

b.
c.
d.

intuition
observation, theorizing, predicting and testing
luck

Section B
Answer all Questions
Short answer questions

(35 marks)

1.
2.

List the three Managerial Roles

A Manager is
(2marks)
Human Capital is
(2 marks)
Who was the father of Scientific Management?
Policy is
(2 marks)
Who developed Theory X and Theory Y ?
marks)
SWOT refers to
(2 marks)
List two advantages of Partnerships
marks)
Give two advantages of Corporation
marks)
List two sources of power
(2 marks)
Grapevine means
(2 marks)
Define Leadership
marks)
Define Budget
Management Science refers to
TQM refers to
marks)

3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.

(3 marks)

(2 marks)
(2

(4
(4

(2
(2 marks)
(2 marks)
(2

Section C

Essay questions

(20 marks)

Answer any one question

1a.

List and explain the four types of reinforcement.

(10 marks)

b.

List and explain the five approaches to Leadership

(10 marks)

2a.

Why is Motivation Important?

(10 marks)

b.

State the major advantages and disadvantages of oral communication and

written communication.
(10 marks)