MGT501 explores the intersection of organizational governance and human influence. This core MBA module provides a rigorous examination of management’s structural foundations alongside the nuanced interpersonal dynamics of leadership.
Students will journey from the historical evolution of management thought to modern strategic execution, mastering the “Four Pillars” of Planning, Organizing, Leading, and Controlling. By integrating motivation theories, team dynamics, and ethical frameworks, the course prepares future executives to navigate globalized markets.
The curriculum emphasizes critical thinking and practical application, ensuring learners can foster innovative cultures, manage complex transitions, and drive sustainable organizational success in a volatile business environment.
Curriculum
- 4 Sections
- 16 Lessons
- 16 Weeks
- Section 1: Foundations of Strategic ManagementThis introductory section establishes the bedrock of management science. We begin by tracing the lineage of management thought, evaluating how classical efficiency models evolved into today’s flexible systems and contingency approaches. Students will then master the "Planning" and "Organizing" pillars of the POLC framework. The focus shifts toward environmental scanning and strategic alignment, teaching students to utilize analytical tools to diagnose organizational health. By understanding how to design structures and align resources with long-term goals, learners build the requisite analytical mindset to oversee complex business operations and prepare for high-level decision-making responsibilities.4
- Section 2: Leadership Styles and InfluenceTransitioning from management to leadership, this section examines how individual influence drives organizational performance. We dissect various leadership paradigms, ranging from traditional trait-based views to modern transformational and situational models. Students will explore the "Leading" pillar of management, focusing on the psychological and behavioral attributes that define successful leaders. The curriculum emphasizes the ability to adapt one’s style to meet the readiness of followers and the demands of the situation. By the end of this section, learners will have a personalized understanding of their leadership identity and the tools to inspire diverse teams.4
- Section 3: Human Dynamics and PerformanceThe third section focuses on the human element: motivation, team synergy, and conflict. Managers must understand the "why" behind employee behavior to drive productivity. We cover classic and modern motivation theories to provide a toolkit for employee engagement. Additionally, we analyze group development and the inevitability of conflict, teaching students to transform friction into creative energy. This section equips students with the interpersonal skills required to manage high-performing teams, foster collaboration, and utilize the "Controlling" pillar to ensure that individual and team outputs align with the organization's overarching performance standards.4
- Section 4: Change, Culture, and EthicsThe final section addresses the broader organizational context and the future of work. We examine how organizational culture acts as the "social glue" that dictates behavior and decision-making. Students will learn the mechanics of change management, focusing on how to lead organizations through transitions and overcome the psychological barriers to change. Finally, the course concludes with a deep dive into corporate ethics and social responsibility. This section ensures that graduates leave with a holistic view of the leader’s role as a steward of culture, an agent of change, and a moral compass.4
