Issue Date: 12.12.2016

Revision Date:

Revision Number: 

Faculty Board Decision Number:

Course Name:  Contemporary Approaches to Management

Degree: Graduate

Code

Year/Semester

Local Credits

ECTS Credits

Course Implementation, Hours/Week

Course

Tutorial

Laboratory

DIE 501

Elective

3

6

3

3

0

Department

Maritime Business and Economics

Instructors

Assoc. Prof.Dr. Taner ALBAYRAK

Contact Information

talbayrak@pirireis.edu.tr

Office Hours

15:30-16:30 MON & FRI;10:00-11:00 TUE & THR; 11:00

MON & FRI;16:00-17:00, WEDNESDAY: 13:30-17:00

Web page

www.pirireis.edu.tr

Course Type

 Elective

Course Language

English

Course Prerequisites

 -

Course Category by Content, %

Basic Sciences

Engineering Science

Engineering Design

Humanities

10

10

10

70

Course Description

This course forms part of the proposed Modular Framework for management qualifications based on a graduate program in Maritime Business and Economics. The study of organizations, their structure and management is important for the manager.  Organizational behavior is a discursive subject and much has been written about it. The study of organizations and management has therefore to proceed on a broad front. It is the comparative study of the different approaches that will yield benefits to the manager. Identification of major trends in management and organizational behavior, and the work of leading writers, provide a perspective on concepts and ideas. The course give students an in-depth expertise of managing a company and ultimately relations with the shareholders and stakeholders as well as a conceptual framework for the managerial functions and challenges within and between companies in the creation and distribution of commodities in the contemporary business environment.

Course Objectives

The general objective of the course is to help students recognize governance conflicts in a business setting, understand the potential costs of these conflicts, and envision potential solutions under modern management theories.

This unit assumes students are familiar with the basic concepts of corporate finance, including the cost of capital, net present value, and the valuation of stocks and bonds.

Specific objectives of the course are;

• To introduce the basic concepts of principal-agent theory and apply them to business problems

• To explain how capital market efficiency constrains managers but also presents

Opportunities for creating shareholder value through various transactions

• To articulate the roles in corporate governance of shareholder voting, incentive

Compensation, boards of directors, and related mechanisms of managerial discipline

• To describe the basic structure of financial transactions such as mergers, leveraged buyouts, spinoffs, and equity carve outs.

• To apply the central unit concepts to specialized situations such as financial distress and corporate downsizing

• To assess the pros, cons, and ethical implications of using shareholder value maximization as the firm’s main objective.

• To develop an understanding on the proper use of legislation, quality assurance and safety management systems

Course Learning Outcomes

After completing this course the learner should be able to:

I. Identify major trends in the development of organizational behavior and management thinking;

II.   Contrast main features of different approaches to organization and management;

III. Evaluate the relevance of these different approaches to the present-day management of organizations;

IV.  Explain the relationships between management theory and practice;

V. Assess the value of the study of different approaches to organization and management;

VI. Recognize the relationship between the development of theory, behavior in organizations and management practice;

VII.  Establish a basis for consideration of aspects of organizational behavior

Instructional Methods and Techniques

Lecture 2 hrs and Practice/Case Study 1 hr

Tutorial Place

Classroom

Textbook

1. Anderson, C.R. 1988. Management: Skills, Functions and Organization Performance. New York, NY: Allyn and Bacon.

2. Bakke, W.E. 1959. Concept of social organization., in: Haire, M. (ed), Modern Organization Theory, New York, NY: John Wiley.

3. Burns, T.G., & Stalker, G.M. 1961. The Management of Innovation. London: Tavistock Institute.

4. David, S.M., & Lawrence, P.R. 1978. Problems of matrix organizations. Harvard Business Review, May-June: 131-142.

5. Drucker, P.F. 1954. The Practice of Management. New York, NY: Harper.

6. Von Bertalanffy, L. 1951. General systems theory: a new approach to the unit of science.

Other References

1. P. Gaughan, Mergers, Acquisitions and Corporate Restructurings (4th ed., 2007)

2. R. Monks and N. Minow, Corporate Governance 4th ed., 2008).

3. Fleet David D. Van and Peterson Tim O. (1994) Contemporary Management (Houghton Mifflin Company), Third Edition.

4. Koontz Harold (1961) “The Management Theory Jungle”, in Journal of the Academy of Management, December.

5. Koontz Harold (1962) “Making Sense of Management Theory”, in Harvard Business Review, July-August.

6. Koontz Harold (1980) “The Management Theory Revisited”, in Academy of Management Review, April.

7. Koontz Harold and Weihrich Heinz (1990) Essentials of Management, Fifth Edition, McGraw-Hill.

Homework & Projects

Case Studies in an out of class hours.

Laboratory Work

--

Computer Use

--

Other Activities

--

Assessment Criteria NAVIGATIONAL TERMS AND DEFINITIONS AND TERRESTRIAL COORDINATE SYSTEM

Activities

Quantity

Effects on Grading, %

Attendance

Midterm

1

30

Quiz

Homework

4

20

Term Paper/Project

Laboratory Work

Practices

Tutorial

Seminar

1

Presentation

4

Field Study

Final Exam

1

50

TOTAL

100

Effects of Midterm on Grading, %

50

Effects of Final on Grading, %

50

TOTAL

100

Week

Topics

Course Outcomes

1

INTRODUCTION TO MANAGEMENT THEORIES

      Basic Principles of Management and Organization 

• Management Functions
• Organization Principles
• Structure of Typical Companies

I

2

REVIEW of CLASSICAL ORGANIZATION THEORY

      - Scientific Management approach - Taylor
- Weber's Bureaucratic approach - Weber
- Administrative theory - Fayol

II

3

REVIEW of NEOCLASSICAL THEORY

- Individual
- Work Group
- Participative Management

I-III

4

MODERN ORGANIZATION THEORY

      - Systems approach

I-III

5

MODERN ORGANIZATION THEORY
     - Socio-technical approach

I-III

6

MODERN ORGANIZATION THEORY
     - Contingency or Situational approach

III-IV

7

POST- MODERN THEORIES/APPROACHES

- Adaptation

• Situational
• Organizational Configuration
• Resource Dependence
• Organizational Strategy

III-IV

8

                                            MID – TERM EXAM

I-II-III-IV

9

POST- MODERN THEORIES/APPROACHES

• Information Processing
• Agency Theory
• Transaction Cost Theory

       -      Institutionalization

IV - VII

10

POPULATION ECOLOGY

IV-VII

11

CONTEMPORARY APPROACHES

• TQM
• Core Competence
• Outsourcing
• Networks and Clusters
• Business Process Reengineering

IV-VII

12

CONTEMPORARY APPROACHES

• Benchmarking
• Empowerment
• Strategic Alliances

• Merger, Acquisition
•  Joint Ventures
• Partnerships (franchising, know-how)

• Downsizing/Delayering
• Learning Organizations

IV-VII

13

CONTEMPORARY APPROACHES

• Virtual Organizations
• Mass Customization
• Balanced Scorecard
• New Economy
• Corporate Governance

IV-VII

14

CHAOS & COMPLEXITY

I-VII

Program Outcomes

Level of Contribution

1

2

3

a

An ability to apply knowledge of mathematics, science, and engineering

X

b

An  ability to design and conduct experiments, as well as to analyze and interpret data

X

c

An ability to design a system, component or process to meet desired needs

X

d

Ability to function on multi-disciplinary teams

X

e

An ability to identify, formulate, and solve engineering problems

X

f

An understanding of professional and ethical responsibility

X

g

An ability to communicate effectively

X

h

The broad education necessary to understand the impact of engineering solutions in a global and societal context

X

i

A recognition of the need for, and an ability to engage in life-long learning

X

j

A knowledge of contemporary issues

X

k

An ability to use the techniques, skills and modern engineering tools necessary for engineering practice

X

l

An ability to apply legal, societal and environmental knowledge in maritime transport and in all respective modes of transport operations.

X

m

An ability to interpret and analysis of the data regarding maritime management and operations, recognition and solution of problems for decision making process.

X

Prepared by

Assoc. Prof. Dr. Taner ALBAYRAK

Date

12.12.2016

Signature