INTRODUCTION TO MANAGEMENT
Topic outline
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SECOND YEAR INTERNATIONAL FINANCE and APPLIED ENGLISH
L2 FILA
Finance and Accounting Department
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Module: INTRODUCTION TO MANAGEMENT
Academic year: 2025/2026
Level: L2 FILA / INTERNATIONAL FINANCE and APPLIED ENGLISH
Faculty of Economics, Business and Management
Department of Finance Sciences and Accounting
Lectuer: Dr. CHIB Djazia Amina
Tutor: Dr. CHIB Djazia Amina
Email: djazia.chib@univ-tlemcen.dz
Teaching unit: Discovery
Coefficient :01
Credits:01
Semester hours: 22.5 hours / 15 weeks
Weekly volume: 1.5 h/ week
Evaluation method: General average = Examination x 100
▪ Exam: The grade from the end of semester exam.
Follow-up modality (tutoring schedule):
Monday: 10h00-11h30.
Tuesday: 10h00-11h30.
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Provide foundational knowledge of key management concepts, principles, and functions, including planning, organizing, leading, and controlling.
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Develop an understanding of the role of managers in different organizational settings and how managerial decisions influence organizational performance.
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Introduce major management theories and their evolution, enabling students to connect classical and modern approaches to contemporary managerial challenges.
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Enhance students’ analytical and problem-solving skills by applying management tools and techniques to real or simulated organizational situations.
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Strengthen communication, leadership, and teamwork abilities necessary for effective managerial practice in diverse and dynamic environments.
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Foster ethical and strategic thinking by examining issues related to corporate responsibility, decision-making, and organizational sustainability.
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Prepare students for advanced studies in management and related fields by establishing a solid conceptual and practical foundation.
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To be able to take this course, the student should have:
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Basic proficiency in English (or the course language) to understand lectures, read materials, and communicate effectively.
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Foundational knowledge in social sciences (economics, sociology, or business basics), usually obtained through high school or first-year university courses.
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Basic computer skills (word processing, internet research, presentation tools) necessary for assignments and case-study work.
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Introductory mathematics or statistics (optional but beneficial) to help with simple managerial analysis and decision-making tools.
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No advanced prior management knowledge required, as the course is designed for beginners entering business or related fields.
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General objectives
Contact form
Pre-requisites and test of the pre-requisites
General Introduction
Chapter 1: General concepts of business management – Focus on the environmental context of business management
Chapter 2: Classical school of management
Chapter 3: Human relations school
Chapter 4: Modern schools of management
Chapter 5: Contingency theory
Chapter 6: Recent trends in management: change management and quality management
Chapter 7: Recent trends in management: business ethics
Chapter 8: Recent trends in management: governance and social responsibility
Chapter 9:Recent trends in management: knowledge management
Chapter 10:Recent trends in management: creativity and innovation management
Chapter 11:Fundamentals of international business management
Post-tests and remediation method
General conclusion
Bibliographic References
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Management is the art and science of coordinating resources human, financial, and material to achieve organizational goals effectively and efficiently. It is a fundamental discipline in business studies because every organization, regardless of size or sector, relies on management to plan, organize, lead, and control its activities.
The course Introduction to Management provides students with a comprehensive understanding of the principles, functions, and roles of management in modern organizations. It emphasizes the dynamic relationship between organizations and their environments, highlighting how managers respond to challenges, opportunities, and changes in technology, economy, society, and culture.
Through this course, students explore the key functions of management: planning, organizing, leading, and controlling. They also examine essential concepts such as decision-making, organizational structure, leadership styles, motivation, and performance evaluation. The course combines theoretical foundations with practical applications, preparing students to think critically, solve problems, and make informed managerial decisions.
By the end of this course, students will develop a solid grasp of management principles, understand the responsibilities of managers at various levels, and appreciate the role of management in achieving both organizational and societal objectives.
🔑 Key Words
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Management, Organization, Managerial roles, Planning, Organizing, Leading, Controlling, Decision making,Strategy, Leadership, Communication, Productivity, Efficiency, Effectiveness, Organizational behavior, Management functions, Problem-solving, Coordination, Resources, Performance.Teamwork
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📖 Chapter 1: General concepts of business management – Focus on the environmental context of business management
🔍Short Description
Chapter 1 introduces the fundamental concepts of business management and highlights the importance of understanding the environment in which organizations operate. It examines how internal and external environmental factors—such as technology, competition, economic conditions, and organizational culture—shape managerial decisions and influence overall business performance. The chapter provides learners with the essential foundation needed to analyze how businesses adapt, survive, and grow within dynamic and changing environments.
🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:
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Define business management and explain its purpose within an organizational setting.
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Identify the main components of the business environment (internal and external).
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Explain how environmental factors such as economic, technological, legal, and socio-cultural forces impact business operations.
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Recognize the role of managers in analyzing and responding to environmental changes.
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Differentiate between the internal environment (culture, structure, resources) and the external environment (macro and micro forces).
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Describe the importance of environmental scanning in effective managerial decision-making.
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Analyze simple examples of environmental influences on organizational strategies and performance.
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Understand the link between organizational adaptation and long-term business success.
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🔍Short Description
The Classical School of Management represents the earliest systematic approach to understanding management. Emerging in the late 19th and early 20th centuries, it emphasizes formal structure, efficiency, and productivity within organizations. This school is divided into three main branches: Scientific Management, Administrative Management, and Bureaucratic Management. It focuses on standardizing work processes, defining clear roles and responsibilities, and improving organizational efficiency through rules, procedures, and hierarchical authority.
🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:
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Explain the historical context and development of the Classical School of Management.
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Distinguish between the three main branches: Scientific, Administrative, and Bureaucratic Management.
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Identify the key contributors to the Classical School (e.g., Frederick Taylor, Henri Fayol, Max Weber) and their main ideas.
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Analyze the principles of scientific management and their impact on productivity.
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Describe the administrative management principles and their relevance to organizational structure and functions.
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Understand bureaucratic management and the importance of rules, hierarchy, and authority in organizations.
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Evaluate the strengths and limitations of the Classical School in contemporary management practice.
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🔍Short Description
The Human Relations School of Management emerged in the 1930s as a response to the limitations of the Classical School, which focused mainly on efficiency and structure. This approach emphasizes the importance of social and psychological factors in the workplace, recognizing that employee satisfaction, motivation, and communication directly affect productivity. It highlights the role of leadership, teamwork, and employee participation in achieving organizational goals. Key contributors include Elton Mayo and the Hawthorne Studies, which demonstrated the impact of social interactions and attention on worker performance.
🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:-
Explain the origins and historical context of the Human Relations School.
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Identify key contributors, especially Elton Mayo, and their contributions.
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Understand the significance of the Hawthorne Studies and their findings.
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Describe the role of social, psychological, and motivational factors in the workplace.
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Analyze how leadership, communication, and employee participation affect organizational performance.
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Compare the Human Relations School with the Classical School, highlighting differences in focus and approach.
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Evaluate the relevance and limitations of the Human Relations approach in modern management practice.
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🔍Short Description
The Modern School of Management, which emerged in the mid-20th century, integrates classical and human relations approaches while incorporating new theories to address the complexities of contemporary organizations. It emphasizes systems thinking, contingency approaches, and the importance of adapting management practices to changing environments. This school focuses on both efficiency and human factors, as well as innovation, decision-making, and organizational performance. Key contributors include Herbert Simon (decision-making), Peter Drucker (management by objectives), and proponents of systems and contingency theories.
🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:-
Define the Modern School of Management and explain its emergence in response to previous management approaches.
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Identify key contributors, such as Herbert Simon and Peter Drucker, and their contributions to management theory.
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Explain systems theory and its relevance to understanding organizations as interrelated components.
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Describe contingency theory and the principle that management practices should adapt to situational variables.
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Analyze how modern management integrates efficiency, human relations, and adaptability in decision-making.
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Evaluate the application of modern management principles in contemporary organizations.
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Compare and contrast modern management approaches with classical and human relations schools.
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Contingency Theory in management argues that there is no single best way to manage an organization. Instead, effective management depends on a variety of internal and external factors such as environment, technology, organizational size, workforce characteristics, and leadership style. Developed by scholars such as Joan Woodward, Paul Lawrence and Jay Lorsch, and Fiedler, this theory emphasizes that managerial decisions and organizational structures must be adapted to fit situational conditions. The main idea is that organizations perform better when management approaches are aligned with their unique context.🔍Short Description
🎯 Specific Learning Objectives
By the end of this topic, students should be able to:
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Define contingency theory and explain its importance in modern management.
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Identify the major contributors to contingency theory and their key findings.
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Understand how organizational factors such as environment, technology, and size influence managerial decisions.
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Analyze different situations and determine appropriate management styles or structures.
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Compare contingency theory with universal approaches from the Classical and Human Relations schools.
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Apply contingency thinking to real-world managerial problems and case studies.
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Evaluate the strengths and limitations of contingency theory in contemporary organizations.
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Chapter 6 explores two major contemporary trends shaping modern organizations: Change Management and Quality Management. Change Management focuses on how organizations plan, implement, and control transitions in structure, technology, culture, and strategy to adapt to evolving environments. It highlights models such as Lewin’s change process and Kotter’s 8-step model, emphasizing communication, employee involvement, and overcoming resistance.🔍Short Description
Quality Management, on the other hand, deals with continuous improvement and customer satisfaction through standardized processes and excellence in performance. Approaches such as Total Quality Management (TQM), Kaizen, and ISO standards are examined. Together, these trends illustrate how organizations maintain competitiveness through flexibility, innovation, and commitment to high-quality outcomes.🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:
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Define change management and explain why organizational change is essential in modern environments.
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Identify internal and external forces that drive organizational change.
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Describe major change management models (e.g., Lewin’s model, Kotter’s 8-step process).
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Analyze sources of employee resistance to change and strategies for managing it.
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Evaluate the role of leadership, communication, and culture in successful change initiatives.
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Define quality management and understand its importance in customer satisfaction and organizational performance.
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Explain the principles of Total Quality Management (TQM) and continuous improvement.
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Describe key tools and approaches such as Kaizen, Six Sigma, and ISO quality standards.
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Assess how organizations implement quality programs and measure performance improvements.
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Compare and contrast traditional management approaches with modern quality-focused philosophies.
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Integrate concepts of change and quality management to understand their impact on organizational competitiveness.
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Apply change and quality management principles to real-world managerial problems and case studies.
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Chapter 7 examines Business Ethics as a critical modern trend in management, emphasizing ethical decision-making, corporate responsibility, and the moral obligations of organizations toward their stakeholders. As businesses face increasing scrutiny from consumers, governments, and society, ethical behavior has become essential for maintaining trust, legitimacy, and long-term success. This chapter explores key ethical principles, ethical dilemmas in management, codes of conduct, corporate social responsibility (CSR), sustainability, and the role of ethical leadership in shaping organizational culture. The focus is on helping future managers recognize the importance of ethical practices in guiding decisions, preventing misconduct, and promoting transparency and accountability.🔍Short Description
🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:
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Define business ethics and explain its importance in modern management.
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Identify major ethical principles and theories applied in managerial decision-making.
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Understand the role of ethical leadership in shaping organizational culture and behavior.
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Analyze common ethical dilemmas faced by managers in areas such as marketing, finance, HR, and operations.
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Explain the concept of corporate social responsibility (CSR) and its impact on organizational reputation and sustainability.
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Recognize the importance of transparency, accountability, and stakeholder engagement in ethical management.
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Evaluate real-world cases of ethical and unethical business practices.
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Apply ethical frameworks to recommend solutions to managerial problems.
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Discuss the relationship between ethics, organizational performance, and long-term competitiveness.
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Differentiate between legal compliance and ethical responsibility within organizations.
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🔍Short Description
Chapter 8 explores two major contemporary dimensions of modern management: Corporate Governance and Social Responsibility. Corporate Governance focuses on the systems, rules, and processes through which organizations are directed and controlled, ensuring transparency, accountability, fairness, and ethical behavior toward stakeholders. It highlights the roles of the board of directors, internal controls, auditing, and ethical decision-making in preventing misconduct and protecting stakeholder interests.
Social Responsibility (including Corporate Social Responsibility – CSR) emphasizes the moral and strategic obligations of organizations toward society and the environment. This includes ethical labor practices, environmental protection, community development, and sustainable business operations. Together, Governance and Social Responsibility reflect a growing expectation that companies must not only achieve financial goals but also act responsibly, ethically, and sustainably.
🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:
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Define corporate governance and explain its importance in modern organizations.
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Identify the key principles of governance: transparency, accountability, fairness, and responsibility.
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Understand the roles and responsibilities of the board of directors, management, and shareholders.
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Explain the purpose of internal controls, audits, and risk management systems.
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Analyze how good governance practices prevent misconduct, corruption, and unethical behavior.
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Define corporate social responsibility and explain its relevance in today’s business environment.
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Describe the economic, legal, ethical, and philanthropic responsibilities of organizations.
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Recognize the importance of environmental sustainability and ethical labor practices.
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Examine how CSR initiatives enhance reputation, stakeholder trust, and long-term performance.
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Assess examples of socially responsible and irresponsible business practices.
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Evaluate the relationship between governance, ethics, and social responsibility.
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Apply governance and CSR concepts to real-world managerial scenarios and case studies.
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Discuss how governance and CSR contribute to sustainable development and competitive advantage.
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Knowledge Management (KM) refers to the systematic process of capturing, organizing, sharing, and effectively using an organization’s knowledge assets to improve performance, innovation, and competitiveness. In the modern knowledge-based economy, organizations increasingly rely on intangible resources—such as employee expertise, organizational routines, and customer insights—to create value. This chapter explores the concepts, tools, and strategies of knowledge management, the distinction between tacit and explicit knowledge, the role of technology in facilitating knowledge flows, and the organizational culture required to sustain effective KM practices.🔍Short Description
🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:
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Understand the meaning and importance of KM in modern organizations.
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Distinguish between tacit and explicit knowledge.
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Describe the main KM activities: knowledge creation, capture, storage, sharing, and application.
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Understand the role of learning and organizational memory.
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Explain how KM supports innovation, continuous improvement, and competitive advantage.
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Discuss the link between KM and organizational performance.
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Understand how information systems (intranets, databases, knowledge repositories) support KM efforts.
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Recognize the impact of digital transformation on knowledge processes.
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Assess the role of leadership, culture, communication, and incentives in fostering knowledge sharing.
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Identify barriers to effective KM and propose strategies to overcome them.
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Understand foundational models such as Nonaka & Takeuchi’s SECI model (Socialization, Externalization, Combination, Internalization).
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Apply KM frameworks to real organizational situations.
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Analyze examples of organizations using KM successfully.
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Propose KM solutions to managerial problems involving information and expertise.
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Chapter 10 explores the growing importance of creativity and innovation in modern management. As organizations face rapid technological change and intense global competition, creativity and innovation have become essential drivers of growth, adaptability, and long-term success. This chapter examines the processes that support creative thinking, the managerial practices that encourage innovation, and the organizational structures that foster an innovative culture. Students will learn how managers can generate new ideas, transform them into practical solutions, and integrate innovation into strategic planning and daily operations.🔍Short Description
🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:
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Define creativity and innovation and explain the difference between them in a management context.
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Understand the role of creativity in problem-solving and organizational improvement.
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Identify the stages of the innovation process, including idea generation, development, and implementation.
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Analyze how managerial practices (leadership style, communication, motivation) influence creativity within teams.
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Explain the importance of an organizational culture that supports risk-taking, experimentation, and continuous learning.
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Evaluate different types of innovation, such as product, process, and organizational innovation.
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Recognize barriers to creativity and innovation and propose strategies to overcome them.
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Apply creativity tools and techniques, such as brainstorming, mind mapping, and design thinking, to real managerial situations.
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Assess the role of technology and digital transformation in driving innovation in modern organizations.
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Understand how innovation contributes to competitive advantage and long-term organizational sustainability.
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Chapter 11 introduces students to the fundamentals of International Business Management, focusing on how organizations operate across national borders in today’s globalized world. The chapter explores key concepts such as global markets, international trade, cultural differences, multinational corporations, and global strategies. It highlights how globalization has reshaped managerial roles, requiring managers to understand diverse economic, political, and cultural environments. Students will gain insight into how companies expand internationally, manage global operations, and adapt their management practices to succeed in different countries.🔍Short Description
🎯 Specific Learning Objectives
By the end of this chapter, students should be able to:
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Define international business and globalization and explain their significance in modern management.
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Identify the main drivers of globalization, such as technology, trade liberalization, and international competition.
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Understand the role and structure of multinational corporations (MNCs) and how they operate globally.
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Explain the challenges of cultural differences and their impact on communication, leadership, and teamwork in international settings.
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Analyze the different entry strategies organizations use to enter global markets (exporting, licensing, joint ventures, foreign direct investment, etc.).
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Evaluate the external global environment, including political, economic, legal, and cultural factors that influence international business decisions.
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Describe the importance of global supply chain management and the complexities of coordinating international operations.
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Understand how managers adapt strategies to different regions, markets, and regulatory systems.
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Recognize ethical and social responsibility issues in international business, including labor standards and environmental concerns.
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Assess how international business contributes to organizational growth, competitiveness, and long-term sustainability.
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The Introduction to Management course provides a comprehensive foundation for understanding how organizations function and how managers play a critical role in achieving organizational goals. Throughout the course, students explore essential management concepts, including planning, organizing, leading, and controlling, which form the core of managerial responsibilities. By examining these functions, learners gain insight into how managers coordinate resources, make decisions, motivate employees, and respond effectively to complex organizational challenges.
A key conclusion from this course is that management is both a science and an art. It relies on established principles, analytical tools, and structured processes, yet it also demands creativity, judgment, leadership, and interpersonal skills. Effective managers must understand not only internal dynamics such as structure, culture, and human behavior, but also the broader external environment, including economic shifts, technological advancements, competition, and societal expectations.
Another important theme is the growing influence of contemporary trends—such as knowledge management, innovation, globalization, ethics, and social responsibility—which reshape modern managerial practices. Managers today must be adaptable, forward-thinking, and equipped with the skills to manage change in a rapidly evolving business world.
In conclusion, the Introduction to Management course equips students with the fundamental knowledge and critical thinking abilities needed to understand organizations, evaluate managerial decisions, and prepare for more advanced studies in management and business. It lays the groundwork for developing effective, responsible, and innovative managers capable of contributing to organizational success in a dynamic global environment.
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Principles of Management 2e — Borges, W. G., Lee S. L., Ramasamy, N., et al. (2023). This recent textbook blends classical management principles with contemporary practices and includes modern business-context examples. SJ Learning
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Management Theory and Practice — Gupta, C. B. (2022). A comprehensive and contemporary survey of management theory and its practical applications in business organizations.
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Management: An Introduction — (latest edition 2023). A textbook presenting fundamentals of management theory contextualized within real-world workplace practices, useful for undergraduate and early graduate courses.
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Management Today, Second Edition — Scandura, T. A. & Weinberg, F. J. (2023). Offers updated discussion of core management concepts with recent research and contemporary workplace issues.
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L'état du management 2024 — Edited by research contributors at Dauphine Recherches en Management (DRM). A 2024 collection exploring contemporary transformations in management, including sustainability, social responsibility, and evolving organizational practices.
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