Human Resource Management

1. Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–1
Management
Stephen P. Robbins Mary Coulter
tenth edition

2. Learning outcomes
1. What management is, why management is
important, what managers do,…
2. Distinguish among planning, organizing,
leading, and controlling
3. Why managers should strive to create ethical
organizational cultures
4. How managers group tasks into jobs that are
motivating and satisfying for employees
5. Why groups and teams are key contributors to
organizational effectiveness
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–2

3. Content
• Chap 1: Introduction to Management
• Chap 2: Management History
• Chap 3: Organizational Culture and Environment
• Chap 4: Managing in a Global Environment
• Chap 5: SR and Managerial Ethics
• Chap 6: Managers As Decision Makers
• Chap 7: Foundations of Planning
• Chap 8: Strategic Management
• Chap 9: Organizational Structure and Design
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–3

4. Content
• Chap 10: Human Resources Management
• Chap 11: Managing Teams
• Chap 12: Managing Change and Innovation
• Chap 13: Understanding Individual Behavior
• Chap 14: Managers and Communications
• Chap 15: Motivating Employees
• Chap 16: Managers As Leaders
• Chap 17: Introduction to Controlling
• Chap 18: Managing Operations
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–4

5. Learning Outcomes
1. Describe what management is, why
management is important, what managers do,…
2. Distinguish among planning, organizing,
leading, and controlling
3. Explain why managers should strive to create
ethical organizational cultures
4. Explain how managers group tasks into jobs
that are motivating and satisfying for employees
5. Explain why groups and teams are key
contributors to organizational effectiveness
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–5

6. References
1. Stephen P. Robbins/ Mary Coulter, 10th
edition, Prentice Hall, 2008.
2. Stephen Robbins/ Mary Coulter/ Rolf
Bergman/ Ian Stagg, Prentice Hall, 2008.
3. Essentials of Contemporary Management, 3rd
edition, Gareth R. Jones/ Jennifer George,
McGraw-Hill, 2007.
4. Management: A Practical Introduction, Kinicki/
Williams, McGraw-Hill, 2008.
5. Principles of management, Charlse. W.L Hill/
Steven L. McShane, McGraw-Hill, 2008
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–6

7. Course Evaluation
1. Attendance (10%)
2. Class Activities, Midterm, Presentation (30%)
3. Final paper (60%)
+ Materials: NOT allowed
+ Time: 60 Minutes
+ Structure: 03 Parts:
- Part 1: Multiple choice (20 questions/40 marks)
- Part 2: 3/5 questions (03 questions/30 marks)
- Part 3: Case study (30 marks)
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–7

8. Presentation
1. Group working (6 students/01 group)
2. Hardcopy and softcopy (phamhungcuong.cs2@ftu.edu.vn)
3. Evaluation:
- Content 20%
- Presenattion 20%
- Contributions 20%
- Speaking skill 20%
- Case study 20%
4. Time max: 60 ms/01 group
5. Schedule as planned
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–8

9. Course schedule
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–9
Chap Name Group Date
1 Introduction to Management Cường
2 Management History Reading
3 Organizational Culture and Environment
4 Managing in a Global Environment
5 SR and Managerial Ethics Reading
6 Managers as Decision Makers Cường
7 Foundations of Planning
8 Strategic Management
9 Organizational Structure and Design

10. Course schedule
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall
1–10
Chap Name Group Date
10 Human Resources Management Cường
11 Managing Teams
12 Managing Change and Innovation
13 Understanding Individual Behavior
14 Managers and Communications
15 Motivating Employees Cường
16 Managers As Leaders Cường
17 Introduction to controlling
18 Managing operations