Management Course

Lesson 1 • Core Management Functions

Introduces planning, organising, leading, and controlling as the four pillars of management. Students map each function to daily managerial responsibilities.

Lesson 2 • Historical Evolution of Management Thought

Traces management theory from classical to contemporary schools. Provides context for understanding why modern practices exist and how they evolved.

Lesson 3 • Managerial Roles and Skills

Examines Mintzberg's managerial roles and the skill sets required at each organisational level. Helps students self-assess and identify development priorities.

Lesson 4 • Organisational Environments and Stakeholders

Analyses internal and external environments that shape managerial decisions. Introduces stakeholder mapping as a tool for strategic awareness.

Lesson 1 • Mission, Vision, and Organisational Values

Defines the purpose hierarchy that guides all planning decisions. Students draft mission and vision statements and evaluate their strategic alignment.

Lesson 2 • Monitoring and Adapting Plans

Introduces performance dashboards and review cadences to keep plans on track. Covers adaptive planning when conditions change unexpectedly.

Lesson 3 • Environmental Analysis Techniques

Applies SWOT, PESTLE, and competitive analysis to assess strategic position. Outputs feed directly into goal-setting and resource allocation decisions.

Lesson 4 • Goal-Setting Frameworks and Objectives

Teaches SMART goals, OKRs, and cascading objectives to translate strategy into measurable targets. Students practise writing and aligning goals across levels.

Lesson 1 • Organisational Culture and Structure Fit

Analyses how culture influences and is shaped by structural choices. Students diagnose culture-structure misalignments and propose corrective actions.

Lesson 2 • Principles of Organisational Design

Covers division of labour, span of control, chain of command, and formalisation. Establishes the design vocabulary used throughout the chapter.

Lesson 3 • Redesigning Organisations for Growth

Guides managers through structural redesign triggered by growth, mergers, or strategy shifts. Applies change management principles to structural transitions.

Lesson 4 • Common Organisational Structures

Compares functional, divisional, matrix, and flat structures with real-world examples. Students evaluate trade-offs for different organisational contexts.

Lesson 1 • Building High-Performing Teams

Examines team development stages, roles, and norms that drive high performance. Students apply Tuckman's model to diagnose and accelerate team maturity.

Lesson 2 • Leadership Theories and Styles

Surveys trait, behavioural, situational, and transformational leadership theories. Students identify their dominant style and its impact on team dynamics.

Lesson 3 • Motivation Theories and Application

Covers Maslow, Herzberg, expectancy, and self-determination theories. Students design motivation interventions tailored to individual and team needs.

Lesson 4 • Managing Diverse and Remote Teams

Addresses inclusion, cultural intelligence, and virtual collaboration challenges. Students adapt leadership approaches for geographically and culturally diverse teams.

Lesson 1 • Communication Process and Barriers

Maps the sender-receiver model and identifies common distortion points. Students diagnose communication failures and apply corrective strategies.

Lesson 2 • Written and Digital Communication

Covers professional writing, email etiquette, and digital communication norms. Students revise sample documents to meet managerial clarity standards.

Lesson 3 • Active Listening and Feedback

Builds active listening skills and structured feedback delivery techniques. Connects to leadership effectiveness by improving trust and clarity. NO_CHANGES

Lesson 4 • Conflict Resolution and Difficult Conversations

Provides frameworks for navigating workplace conflict and high-stakes conversations. Students role-play conflict scenarios using interest-based negotiation principles.

Lesson 1 • Decision-Making Models and Processes

Compares rational, bounded rationality, and intuitive decision models. Students select appropriate models based on problem type and available information.

Lesson 2 • Cognitive Biases and Decision Quality

Identifies common cognitive biases that distort managerial judgement. Students apply debiasing techniques to improve decision quality under uncertainty.

Lesson 3 • Data-Driven Decision-Making

Introduces quantitative tools including cost-benefit analysis, decision matrices, and basic analytics. Students apply these tools to structured managerial scenarios.

Lesson 4 • Problem Diagnosis and Root Cause Analysis

Teaches structured problem diagnosis using fishbone, five-whys, and gap analysis. Students distinguish symptoms from root causes in case-based exercises.

Lesson 1 • Control Systems and Feedback Loops

Explains feedforward, concurrent, and feedback control mechanisms. Students map control points in an operational process to prevent and correct deviations.

Lesson 2 • Disciplinary Processes and Documentation

Covers progressive discipline, documentation standards, and fair process principles. Students draft a performance improvement plan following best-practice guidelines.

Lesson 3 • Coaching for Performance Improvement

Teaches the GROW coaching model and corrective conversation techniques. Students practise coaching dialogues to address underperformance constructively.

Lesson 4 • Performance Appraisal Methods

Compares rating scales, 360-degree feedback, MBO, and behavioural anchors. Students evaluate method suitability for different roles and organisational contexts.

Lesson 1 • Change Management Frameworks

Applies Kotter's 8-step model, ADKAR, and Lewin's change model to real scenarios. Students select and justify a framework for a given change initiative.

Lesson 2 • Measuring and Sustaining Change

Defines success metrics for change initiatives and embeds gains into organisational routines. Students design a sustainability plan to prevent regression after implementation.

Lesson 3 • Managing Resistance to Change

Identifies sources of resistance and applies targeted engagement strategies. Students develop a stakeholder resistance map and mitigation plan.

Lesson 4 • Understanding Organisational Change

Categorises change types, drivers, and organisational readiness factors. Students assess a case organisation's change readiness using a structured diagnostic.