Course Title: Business Leadership: Management Fundamentals
Course Code: BOH4M
Grade: 12
Course Type: University/College Preparation
Credit Value: 1
Prerequisite: None
Department: Business

Course Description

This course focuses on the development of leadership skills used in managing a successful business. Students will analyze the roles of a leader in business with a focus on decision making, managing group dynamics, workplace stress and conflict, employee motivation, and planning. Effective business communication skills, ethics, and social responsibility are also emphasized in this course.

Course Outline
  • BOH4M Unit 1 Overview
  • Accessibility to BOH4M Unit 1 Assignment
  • U1L1 Characteristics of Organization (A1.1)
  • U1L2 The World of Mass Production (A1.1)
  • U1L3 Max Weber’s Views on Bureaucracy (C1.1)
  • U1L4 Henri Fayol’s Theory of Management (A1.2 C1.2)
  • U1L5 Levels of Management (A1.3 C1.3)
  • U1L6 Business Report Outline (A1.2)
  • U1L7 Executive Management (A2.1)
  • U1L8 Middle Management and Front-Line or Supervisory Managers (A2.1)
  • U1L9 Taylor’s Scientific Management (C1.1)
  • U1L10 The Human Relations Movement (A2.2)
  • U1L11 MacGregor’s Theory X and Theory Y of Management (A2.1)
  • U1L12 Understand major management theories and practices (A2.3)
  • U1L13 Evaluate major management theories and practices(A2.2 C1.2)
  • U1L14 Business Report Instructions (A2.3 C1.2)
  • U1L15 The Communication Process (C1.3)
  • U1L16 Business Communication (A2.4 C1.3)
  • U1L17 Barriers to Effective Communication (A2.5)
  • U1L18 Rules for Effective Communication (C1.1)
  • U1L19 Choosing the Proper Medium (C1.2)
  • U1L20 Communication in the Workplace (C1.3)
  • U1L21 Business Vocabulary Exercise (A1.1)
  • U1L22 Direct and Indirect Approach (C1.2)
  • U1L23 Types of Business Communication (A2.4)
  • U1L24 Personal perception influence the interpretation of information (A2.5 C1.3)
  • Finish and Hand in BOH4M Unit1 Assignment at the end of lesson
  • BOH4M Unit 2 Overview
  • Accessibility to BOH4M Unit 2 Assignment
  • U2L1 The Importance of Planning (D1.1)
  • U2L2 Planning process (D1.1)
  • U2L3 Problem-solving strategies (D1.2 E1.1)
  • U2L4 Importance of individual creativity in planning (D1.3)
  • U2L5 Marketing Opportunity Analysis (D1.2)
  • U2L6 Marketing Opportunity Analysis (D1.3 E1.1)
  • U2L7 Planning Tools and Techniques (E1.2)
  • U2L8 The Importance of Planning (D2.1 E1.3)
  • U2L9 Short-term plans (D2.1 E1.4)
  • U2L10 Time Management Techniques (D2.2)
  • U2L11 Strategic Planning (E1.3)
  • U2L12 Levels of Strategic Planning (D2.3)
  • U2L13 growth strategies, retrenchment strategies (D3.1 E2.1)
  • U2L14 co-operative strategies, e-business strategies (E2.1)
  • U2L15 Preparing for Strategic Planning (D2.3 E2.2)
  • U2L16 Two levels of corporate culture (D3.2)
  • U2L17 Relationship between corporate culture and strategic planning (D3.3 E2.3)
  • U2L18 Management tools to analyze organizational strategic plans (E2.3)
  • U2L19 SWOT analysis and Porter’s five forces model (D3.1)
  • U2L20 Organization Structure (D3.2)
  • U2L21 Types of Formal Structures (D3.2)
  • U2L22 Developments in Organizational Structures (D3.4 E1.3)
  • U2L23 Relations between an individual and an organization (D3.4 E2.3)
  • U2L24 The Changing Nature of Work (E2.2)
  • Finish and Hand in BOH4M Unit 2 Assignment at the end of lesson
  • BOH4M Unit 2 Online Test
  • BOH4M Unit 3 Overview
  • Accessibility to BOH4M Unit 3 Assignment
  • U3L1 Human Behavior (B1.1)
  • U3L2 Handle diversity at work (B1.1)
  • U3L3 balance between work and family (B1.2)
  • U3L4 Job Satisfaction (B1.3 C3.1)
  • U3L5 Emotional Intelligence (B1.2)
  • U3L6 Lowry’s True Colors Program (B1.4)
  • U3L7 Personality Traits (B2.1)
  • U3L8 Team development simulation exercise (B1.3 C3.2)
  • U3L9 The Nature and Organization of Teams in the Workplace (B2.2)
  • U3L10 Types of Teams (B2.1)
  • U3L11 Group Dynamics (B2.2 C3.2)
  • U3L12 How Teams Reach Decisions (B2.3 C3.3)
  • U3L13 Five stages of team development (B2.4)
  • U3L14 Characteristics of Effective Leaders (C3.1)
  • U3L15 Leadership Roles (B2.3 C3.2)
  • U3L16 Case Study: Sir Richard Branson (B2.4)
  • U3L17 Leadership and management (C3.3)
  • U3L18 Motivation (B3.1)
  • U3L19 Content Theories (B3.1)
  • U3L20 Process Theories (B3.2)
  • U3L21 Reinforcement Theories (B3.2)
  • U3L22 Leadership Style and Theories (B3.3)
  • U3L23 Blake-McCanse Leadership Grid (B3.2 C3.1)
  • U3L24 Fiedler’s Contingency Model (B3.3 C3.3)
  • Finish and Hand in BOH4M Unit 3 Assignment at the end of lesson
  • BOH4M Unit 4 Overview
  • Accessibility to BOH4M Unit 4 Assignment
  • U4L1 Human Resources (D4.1)
  • U4L2 The Analyzing the Labour Market(D4.2)
  • U4L3 Determining the staffing Needs of an Organization (D4.3 E3.1)
  • U4L4 Recuiting New Staff (C2.1)
  • U4L5 Importance of Performance Appraisals (A3.1 D4.2)
  • U4L6 Managing Stress and Conflict (A3.1 D4.4 E3.2)
  • U4L7 Factors that Contribute to Stress (C2.1 E3.3)
  • U4L8 Stress Reduction Techniques (D4.4)
  • U4L9 Conflict Management Styles (C2.2)
  • U4L10 Challenges and Legal Considerations for Organizations (C2.3 D5.1)
  • U4L11 Describe the Chinese cultures and your own experience (D5.1)
  • U4L12 Managing Change (D5.2 E3.4)
  • U4L13 Adapting to Change (C2.2 D5.3)
  • U4L14 Attitudes toward change (A3.2 D5.3)
  • U4L15 Should we embrace change? (A3.2 D5.4 E3.4)
  • U4L16 Three steps in controlling process (D5.2 E3.5)
  • U4L17 Internal and External Controls (C2.4 E3.6)
  • U4L18 Organizational Control Systems (C2.3)
  • U4L19 Human Resources and Financial Controls (D5.5)
  • U4L20 Compensation and Discipline (D5.4)
  • U4L21 Examples for each type of contro (C2.4 E3.5)
  • U4L22 Ethics and Social Responsibility (D4.4)
  • U4L23 Environmental Issues (A3.1 D5.4)
  • U4L24 Nature of corporate ethical and social responsibility (A3.2 E3.6)
  • Finish and Hand in BOH4M Unit4 Assignment at the end of lesson
  • BOH4M Unit4 Online Test
  • BOH4M Final Project
  • BOH4M Final Exam
  • U1L24 Role and rights of workers (C3.3)
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