| INDUSTRIAL ENGINEERING (ENGLISH, THESIS) | |||||
| Master | TR-NQF-HE: Level 7 | QF-EHEA: Second Cycle | EQF-LLL: Level 7 | ||
| Course Code | Course Name | Semester | Theoretical | Practical | Credit | ECTS |
| ENM5201 | Advanced Engineering Management | Spring | 3 | 0 | 3 | 8 |
| This catalog is for information purposes. Course status is determined by the relevant department at the beginning of semester. |
| Language of instruction: | English |
| Type of course: | Departmental Elective |
| Course Level: | |
| Mode of Delivery: | Face to face |
| Course Coordinator : | Assoc. Prof. GÜL TEKİN TEMUR ASLAN |
| Course Lecturer(s): |
Prof. Dr. MUSTAFA ÖZBAYRAK Assist. Prof. ALPER CAMCI Prof. Dr. FAİK TUNÇ BOZBURA Instructor ÖZLEM KANGA |
| Recommended Optional Program Components: | None |
| Course Objectives: | The objective of this course is to develop an understanding of the roles, responsibilities, and skills required of individuals (managers and non-managers) in today’s changing organizations by analyzing the characteristics of successful managers and organizations. This process will also develop an awareness of the environmental conditions and pressures facing today’s managers and organizations. Specifically, students will become acquainted with the language of business management and the application of key concepts and theories to the real world. |
|
The students who have succeeded in this course; I. Knows the management concepts and managerial skills necessary for the managers to utilize organizational resources efficiently and effectively to achieve organizational goals. II. Describes the developments in the management theory to increase organizational efficiency and effectiveness. III. Explains what is ethical and what is not. IV. Evaluates the business environment of organization. V. Describes the nature of managerial decision making. VI. Explains the role of the strategy in achieving superior quality, efficiency, innovation and responsiveness to customers. VII. Identifies the factors that influence managers’ choice of an organizational structure. VIII. Explains how managers group tasks into jobs that are motivating and satisfying for employees. IX. Defines what motivation is and why managers need to be concerned about it. X.Defines what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders. |
| 1. Managers and Managing (Ch.1) 2. Ethics and Social Responsibility (Ch.4) 3. Managing in the Global Environment (Ch.6) 4. The Manager as a Planner and Strategist (Ch.8) 5. Midterm 6. Value Chain Management: Functional Strategies for Competitive Advantage (Ch.9) 7. Managing Organizational Structure and Culture (Ch.10) 8. Organizational Control and Change (Ch.11) 9. Motivation and Performance (Ch.13) |
| Week | Subject | Related Preparation |
| 1) | 1. Managers and management | |
| 2) | 2. Ethics and social responsibility | |
| 3) | 3. Managing in the global environment | |
| 4) | 4. Managing in the global environment | |
| 5) | 5. The manager as a planner and stratejist | |
| 6) | 6. The manager as a planner and strategist | |
| 7) | 7. Midterm | |
| 8) | 8. Value chain management: Functional strategies for competitive advantage | |
| 9) | 9. Value chain management: Functional strategies for competitive advantage | |
| 10) | 10. Managing organizational structure and culture | |
| 11) | 11. Managing organizational structure and culture | |
| 12) | 12. Organizational control and change | |
| 13) | 13. Organizational control and change | |
| 14) | 14. Motivation and performance |
| Course Notes / Textbooks: | Contemporary Management, 7/e Gareth R. Jones, Texas A&M University -- College Station Jennifer M. George, Rice University |
| References: | Recommended Readings: Current issues of Financial Times, Fortune, Business Week, The Economist, Harvard Business Review, Business Strategy Review and those of local business magazines Power, Capital and Platin, as well as the business section of daily local newspapers. |
| Semester Requirements | Number of Activities | Level of Contribution |
| Midterms | 1 | % 40 |
| Final | 1 | % 60 |
| Total | % 100 | |
| PERCENTAGE OF SEMESTER WORK | % 40 | |
| PERCENTAGE OF FINAL WORK | % 60 | |
| Total | % 100 | |
| Activities | Number of Activities | Workload |
| Course Hours | 14 | 40 |
| Study Hours Out of Class | 15 | 144 |
| Midterms | 1 | 2 |
| Final | 1 | 2 |
| Total Workload | 188 | |
| No Effect | 1 Lowest | 2 Low | 3 Average | 4 High | 5 Highest |
| Program Outcomes | Level of Contribution |