Course Syllabus

L&S 13 – Principles of Management for the Service Sector(3 units)

A. Course Description
The course introduces you to the fundamental concepts and principles of effective management using
as the basic framework the tasks of planning, organizing, leading, and controlling; the major concepts of
service and how to build the service system to create customer value; operational and organizational issues;
and some of the management processes and tools for managing a service operation.The course covers the core
functional areas of operations, marketing, human resources, and finance; their interrelationships; and the
strategic concerns of each functional area to successfully deliver the service. The course further provides
experiential exercises and tools for decision making for management and explores contemporary leadership
practices and management trends including the impact of globalization and information technology on
management.
B. Course Objectives
By the end of the course, you should be able toexplain andapply management concepts and principles
in your daily life; employ strategic and systems thinking in confronting complex situations and in managing
your affairs; learn and practice teamwork and leadership skills in any group undertaking; reflect on critical
processes and current issues, and develop insights and personal vision, particularly in view of the Ateneo LS
vision.
C. Course Outline and Timeframe (tentative schedule)
Week Date Activity Comments
1 Jun 14 Introduction to the course
2 19 Introduction to Management & Organizations Ch 1
21 Constraints and Challenges for the Global Manager Ch 2
3 26 Decision-Making Ch7
28 Foundations of Planning/Planning Tools and Techniques Ch 8
4 Jul 03-05 Strategic Management Ch9
5 10-12 Organizational Design Ch 10-11
6 17 Exam 1
19 Human Resource Management Ch 12
7 24-26 Foundations of Control Ch 18
8 31 FEAST OF ST. IGNATIUS OF LOYOLA School holiday
Aug 02 Putting things together (Group work)
9 07 Groups and Teams Ch 13
09 Exam 2 (Submission and presentation of reports)
10 14-16 Exam 2 (Presentation of reports)
11 21 NINOY AQUINO DAY Sp. non-working holiday
23 Foundations of Individual Behavior Ch 14
12 28 Communication and Motivation Ch 15-16
30 NATIONAL HEROES’ DAY Regular holiday
13 Sep 04-06 Leadership Ch 17
14 11 Global Management Ch 3
13 The Diverse Workforce Ch 4
15 18-20 Social Responsibility and Ethics Ch 5
16 25-27 Change and Innovation Ch 6
17 Oct 02 Exam 3
04 Course recap and Review Ch 18
18 08-12 Final exam week

D. Textbook: Stephen P. Robbins and Mary Coulter, Introduction toManagement, 11th Edition. (Pearson,
Prentice Hall 2010).
E. Suggested Readings and Websites
1. Goleman, Daniel. 1998. “What Makes a Leader?”http://www.lesaffaires.com/uploads/references/743_what-makes-
leader_Goleman.pdf
2. Goleman, Daniel. 2000. “Leadership that Gets Results.” Harvard Business Review March-April: 79-90.
http://academy.clevelandclinic.org/Portals/40/HBRLeadershipGetsResults.pdf.
3. Kanter, Rosabeth Moss. 2006. “Innovation.” Harvard Business Review, Nov 2006. http://www.theclci.com/resources/6HBR-
Innovation.pdf.
4. Kotter, John P. (1990) “What leaders really do.”Best of HBR 2001. [Harvard Business Review, May–June 1990.]
http://fs.ncaa.org/Docs/DIII/What LeadersReallyDo.pdf
5. Kaplan, Robert S. and David P. Norton. 1996. “Using the Balanced Scorecard as a Strategic Management System.” Harvard Business
Review, January – February 1996. http://www.marketmatch.com/content/.../file/Balanced Scorecard.pdf
6. Katzenbach, Jon and Douglas K. Smith. 1993. “The Discipline of Teams.” Harvard Business Review.
http://meridiancoaches.com/resources/Discipline_of_Teams.pdf.
7. Meadows, Donella. 2008. Thinking in Systems. Vermont: Chelsea Green Publishing.
8. Porter, Michael E. 1996. “What is Strategy?” http://www.ipocongress.ru/download/guide/article/what_is_strategy.pdf.
9. Porter, Michael E. 2008. “Five Competitive Forces that Shape Strategy.” Harvard Business Review, January 2008.
http://www.ascendcfo.com/pdfFiles/HBR-The FiveCompetitiveForcesThat Shape Strategy.pdf.
10. Watkins, Michael D. 2012. “How Managers Become Leaders.” Harvard Business Review, June 2012.
F. Course Requirements
1. Three (3) long exams – 60%
2. Class participation (incl. quizzes) – 10%
3. Final Exams – 30%
G. Grading System
1. Letter grades:
A ≥ 92 83 > C+ ≥ 79
92 > B+ ≥ 87 79 > C ≥ 76
87 > B ≥ 83 76 > D ≥ 70
H. Classroom Policies
1. The basic rule in this class is to have respect, courtesy, and consideration for others. Listenwhen
someone is speaking.
2. Silence is important during class, most especially during exams.
3. Cell phones and any devices with ear/headphonesshould not be used in class.
4. Sunglasses, caps, and any form of communication between classmates are not allowed during exams,
5. Follow the dress code of JGSOM.
6. Absence during roll call merits a cut. There is no distinction between excused and unexcused cuts.
However, it is courtesy to inform the teacher about planned absences.
I. Consultation Hours
By appointment; 3/F JGSOM loc5521; 5522
J. Others
1. Your participation is necessary for the success of this class. Read the chapter/readings aheadof
schedule. Listen. Take down notes. Develop insights.Ask questions if a lesson is not clear to you.
Consult, if necessary.
2. E-mail the following to me by 15June2012:
a. JPEG file of your ID photo: File name format – surname-nickname.jpg
b. XLS or XLSX file of the following data in the suggested format:
File name format – surname-nickname.xlsx
Name Year & Conc. Address Mobile Tel Landline HS attended e-mail address Parents’ tel. no.

c. In your e-mail to me, signify your agreement with the following statement:
I have read the course syllabus carefully and hereby agree to participate fully in the class
L&S 13 (Principles of Management for the Service Sector) and to abide by the policies stated
in this course syllabus.

Name ID number Year and Concentration