This document provides the course outline for MGMT 141 Principles of Business Management at Lahore University of Management Sciences. The course will be taught by Dr. Abdul Karim Khan and will take place on Mondays and Wednesdays from 1000-1115 hrs in the NIB Auditorium. The course is open to freshmen through seniors and will cover fundamental principles of business management, including the key functions of planning, organizing, leading and controlling. Students will be evaluated based on class contribution, quizzes, a midterm exam, a group course project involving a paper and presentation, and a final exam.

1. MGMT 141 ‐ Principles of Business Management Course Outline
LAHORE UNIVERSITY OF MANAGEMENT SCIENCES
SULEMAN DAWOOD SCHOOL OF BUSINESS
MGMT‐141 Principles of Business Management (3 units)
Course Outline: Fall 2011‐12
COURSE INSTRUCTOR
Dr. Abdul Karim Khan
Office: Room 265 (Opposite to PCO office, Academic Block)
Office Hours: 1120 ‐ 1250 hrs on Tuesdays and Thursdays (or by appointment)
Email: abdul.karim@lums.edu.pk
LUMS Extension: 8040
CLASS SCHEDULE
1000 – 1115 hrs on Mondays and Wednesdays in NIB Auditorium
STUDENT CATEGORIES
Freshmen, Sophomores, Juniors and Seniors
COURSE DESCRIPTION
Principles of Business Management is a rich, interactive learning experience designed to give
students an overarching view of business management and the basic intellectual tools and aptitudes
they need to meet today's business challenges. This basic management course will investigate the
different functions of management, namely planning, organizing, leading and controlling. In tandem,
the course will explore how issues such as organization structure, technology, innovation, ethics,
corporate responsibility, organization culture, the competitive environment and customer‐focus
influence managerial decision making. Students will also study how managers orchestrate change,
communicate, assemble teams, lead, handle resources and achieve competitive goals.
COURSE OBJECTIVES
Upon completion of the course the students should be able to:
1. Understand and appreciate different managerial functions and their application in an
organizational setting.
2. Critically examine managerial decision‐making and the reasons and the context it takes
place in so as to sharpen their own judgment to make informed decisions.
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2. MGMT 141 ‐ Principles of Business Management Course Outline
3. Analyze various topics pertaining to management such as social responsibility, ethics, global
management, leadership, organization change, entrepreneurship, human resource
management, etc.
READING MATERIAL
Required:
Bateman, Thomas S. and Snell, Scott A., 2008 (eighth edition), “Management: Leading and
Collaborating in a Competitive World”, New Delhi, Tata McGraw‐Hill Publishing.
Reference:
 Griffin, R.W. 1993. Management. Houghton Mifflin Company.
GRADING PLAN
Grading for the course will be relative. The distribution for course grading will be as follows:
Class Contribution 10%
Quizzes (n‐1) 15%
Midterm Exam 25%
Course Project 20% (13% for the paper and 7 % for the presentation)
Final Exam 30%
CLASS CONTRIBUTION
Class sessions will aim to complement, analyze and/or extend material covered in the readings in
addition to discussing content covered in the text. To add value to their own learning experience as
well as that of their peers, students will be expected to complete the assigned readings before each
class session.
Completing assigned readings beforehand will also allow students to constructively comment in
class. Interactivity will be highly encouraged. However, this interactivity should result in a positive
contribution to class discussion and not hamper the learning that takes place. Grading of class
contribution will depend not only on quantity of contribution, but more importantly its quality.
Grading will be based on the relevance of comments, the value to the overall discussion and input of
new or relevant ideas or examples. Students should also try to compare and contrast differing view
points. Needless to say, if a student does not speak during the class, he or she will not add marks to
class contribution. The instructor will judge class contribution according to his discretion.
Students may also be penalized for negative contribution. If a student is caught disrupting the flow
of class, making irresponsible or unreasonable comments, sleeping/resting, using his/her cell phone,
etc, he or she will be penalized. The Teaching Assistant(s) would be watchful in this regard.
ATTENDANCE POLICY
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3. MGMT 141 ‐ Principles of Business Management Course Outline
Although attendance is not reflected as a grading element, it is a pre‐requisite for class contribution
and doing well in the course. As a result, students are expected to attend all classes on time. Class
will start at the scheduled time. Attendance and class contribution will be counted from Session 3
onwards.
Once class starts, students may not leave class for using the lavatory, drinking water, etc. Cell
phones should be kept off in class. Attendance will be marked only if the student is in class from
start to finish. Leaving the class early will be marked as an absence.
Apart from the exceptional cases mentioned subsequently, no petition will be entertained for
missed exams and quizzes. One quiz will be dropped; if a quiz is missed due to absence, then this
dropped quiz will act as compensation.
Attendance for the presentation sessions is also mandatory. Students who fail to appear for this
session or partially appear will not be marked (5% of the grade).
Students will be penalized for absences as follows: One‐three absences will result in no grade
reduction. The next two absences (i.e. absences 4‐5) will each result in 2% class contribution grade
reduction. Six or seven absences will result in a further 3% class contribution grade reduction each
after the 2% reduction for earlier absences. The eighth absence will result in a further 3% overall
grade reduction after the earlier absences’ penalties. Each absence thereon would result in an
additional 5% overall grade reduction.
Exceptional Cases: If there are exceptional reasons for missing class, the student should have the
instructor informed (personally or through email) before the class and submit a petition within 3
days of the class. Examples of exceptional reasons include death of an immediate family relative,
severe illness or medical condition which would be verified in detail by the doctor’s report, etc.
Attendance penalty will be waivered for such exceptional cases; however, class contribution cannot
be compensated nor can a quiz (which is why there is a dropped quiz policy). If a student misses two
quizzes, the second quiz will result in a 0. In case of a missed exam, the petition should be directed
via the Registrar/Student Affairs Office.
QUIZZES
Short unannounced quizzes will be taken. The number of quizzes will also be unannounced. The
lowest quiz will be dropped. Although no make‐up quizzes will be given, please also refer to the
Attendance Policy section above in this regard.
COURSE PROJECT
(Tentative) The course project will be to extensively analyze, compare and make recommendations
on the management of two companies of different sizes in the same industry operating in Pakistan.
The instructor will discuss the final details of the topic of the project in class.
Team Formation: For the course project, the class will be divided into teams of 3‐5 students
(dependent on class size) for the course project. Proposed teams for the project will have to be
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4. MGMT 141 ‐ Principles of Business Management Course Outline
submitted by Session 6 of the course. Students will have the option of selecting their own team
keeping in mind certain conditions. The teams will be finalized by the instructor.
Mid‐Project Submission: By Session 12, teams will be expected to have completed some research
and have a good idea of how to proceed for the remainder of the project. A half‐page outline
(single‐spaced, 12 Times New Roman font) of the project will be due by Session 12. The outline will
not be graded but not handing it in on time will result in a grade reduction for the project. In
addition to the company name and the description of the project, each group member’s role in the
project should also be mentioned. The instructor will provide feedback and approval on the
submission.
Deliverables:
a. Paper:
Each group is to write a paper for the project. The length of the paper is to be 10‐15 pages
(tentative), 1.5 line‐spacing, 12 Calibri font, and normal (default) margins. Any external
references should be properly sourced in footnotes or endnotes. Charts, graphics or tables
may be added at the end as an appendix (these will not count towards the write‐up limit).
Some guidelines for writing: Write concisely. Be relevant. Organize the paper. Proofread.
Number pages.
b. Presentation:
Groups are also to present their work in a 10‐15 minute presentation. A copy of the
presentation notes should be handed in as well to the instructor.
Some guidelines for the presentation: Dress as you would for a client presentation. Since time
will be limited, the group should focus on the most relevant points in the report – do not try
to “dump” all of the data and insights that are contained in the full paper. Additionally,
because of the time constraints, it will not be necessary to have everyone on the team
present, although all members must be present to help answer questions.
Due Date: Papers will be due at the start of the first presentations’ class. Papers submitted after
class, either in hard copy or electronic form will be subject to a reduction in grade.
Evaluation: In evaluating the project, robustness and soundness of rationale will be considered.
Papers will also be judged on the extent of the primary and secondary research the team conducts,
the depth of analysis and thought brought to bear on the subject, and the team’s ability to
synthesize a range of views, opinions, and facts in understanding and exploring the topic. In
developing the paper, it is encouraged that groups support the plan by drawing upon class concepts
as well as any supplemental resources. It is expected that all research will be properly cited using
standard academic formats.
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5. MGMT 141 ‐ Principles of Business Management Course Outline
All students will be expected to share the workload in the project. Written and/or oral peer
evaluation will be conducted at the end of the project. It is possible for a student to get marks
different from group members based on the outline or peer evaluation.
INSTRUCTOR EXPECTATIONS – CLASS RULES, ETHICS AND GUIDELINES
The instructor expects students to:
• Think critically and make effective arguments.
• Observe discipline at all times.
• Respect peers in terms of their opinions. A student is encouraged to offer an opposing point‐of‐
view to an opinion mentioned by a classmate, but is also expected to maintain decorum while
doing so.
• Attend all classes punctually.
• Use appropriate expression: It is expected that students will be able to express themselves
clearly and concisely. There will be penalization if papers or exams cannot be interpreted or if
responses are poorly organized, contain language errors, do not add value, are
circumlocutionary or digress from what is required. Written work must be typed and is expected
to be grammatically correct.
The instructor feels that the performance of a student may be adversely affected in the following
circumstances:
 If extracurricular activities are more important to the student than the classes of this course.
 If the student has the habit of entering class after scheduled time.
 If the student regularly misses classes, exams, quizzes or does not meet other deadlines.
 If the student is not fully alert in or prepared for class.
 If the student expects to have other commitments scheduled during class timings.
Other points of note include the following:
Email: The instructor will be generally approachable by email. However, do not expect a reply to
emails sent after 5 PM or on weekends before the next working day. Students are to ensure emails
are worded appropriately and respectfully.
Feedback: Feedback will be welcome throughout the course.
Tracking Grades: Students are to ensure grades are recorded correctly on Zambeel.
Changes: Changes to the syllabus will be announced in class or by email.
Please Ask: If something is unclear, students are requested not to make assumptions. Ask the
instructor or the Teaching Assistant(s).
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6. MGMT 141 ‐ Principles of Business Management Course Outline
LUMS HONOR CODE
The course will follow the LUMS student honor code. Cheating, unauthorized collaboration,
plagiarism, any form of deceit or any other violations of the honor code will be dealt with according
to LUMS policy. Please refer to the LUMS student handbook (2010‐11) if you have not already.
COURSE SYLLABUS
Session Topic Assignments
Foundations of Management
1 Introduction to the Course
Managing Chapter 1: pp 2‐21
2 Managing Chapter 1: pp 21‐25;
The Evolution of Management Chapter 1 Appendix: pp 42‐51
3 The External Environment Chapter 2: pp 54‐80
4 Organizational Culture Chapter 2: pp 80‐86 (Skip Figure 2.6)
Discussion on the Course Project
5 Managerial Decision Making Chapter 3: pp 93‐109
6 The External Environment assignment discussion Chapter 3: pp 110‐120 (Skip pp 116)
Managerial Decision Making Caselet
Course Project Team Lists due
Planning: Delivering Strategic Value
7 Planning Chapter 4: pp 157‐167
8 Strategic Management Chapter 4: pp 167‐183 and 186‐190
Coulter & Robbins: pp 208‐210
9 Ethics and Corporate Responsibility Chapter 5: pp 191‐218 (Skip pp 196‐198
and pp 211‐214)
10 International Management Chapter 6: pp 250‐273
11 Entrepreneurship Chapter 7: pp 280‐302; page 304
The Business Plan
12 Case Discussion TBA
Organizing: Building a Dynamic Organization
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7. MGMT 141 ‐ Principles of Business Management Course Outline
13 Organization Structure Chapter 8: pp 327‐354
Mid‐Project Submission due
14 Organization Structure Chapter 9: pp 362‐378; 382‐386
Organizational Agility
15 Midterm
16 Human Resource Management Chapter 10: pp 393‐408
17 Human Resource Management Chapter 10: pp 411‐423
Leading: Mobilizing People
18 Leadership Chapter 12: pp 477‐484; 498‐505
Links to videos on LMS
19 Motivating for Performance Chapter 13: pp 515‐542
20 Motivating for Performance Chapter 14: pp 551‐573 (skip Self
Teamwork Managed Teams pp 555‐557)
21 Teamwork Exercise Chapter 14: pp 584‐608
Communicating (skip pp 586, 596‐597)
Controlling: Learning and Changing
22 Managerial Control Chapter 16: pp 622‐654
(Pp 633‐642 will not be tested; skim if
you don’t know the material)
23 Managerial Control Caselet
Managing Technology and Innovation Chapter 17: pp 662‐672; 680‐687
24 Case TBA
25 Case or Project Presentations (TBC) Peer Evaluations due at start of class
26 Project Presentations
27 Project Presentations
28 Final Synthesis
Note 1: The instructor may swap session content if required
Note 2: Readings may be added or reduced during the course
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