Management Principles

Base Knowledge

Basic knowledge is not considered necessary

Teaching Methodologies

The Curricular Unit is of a theoretical and practical nature, therefore resorting to more expository teaching and learning methodologies for the transmission of basic concepts, and to more participatory methodologies, using instruments that allow the application of knowledge to practical contexts such as, for example, example, exercises, practical cases with reference to the Portuguese and international reality, videos, simulations, etc. To make the exhibitions more appealing, different audiovisual media will be used and students, individually or in groups, will be encouraged to carry out small research / knowledge consolidation work during classes.

Learning Results

a) Objectives

This curricular unit aims to provide students with the fundamentals of organizational management, knowledge that is crucial in preparing students to perform management functions in different types of organizations. The exposure of the central concepts and broad discussion on their application in management practices provides a global and integrated view of key management concepts, focusing not only on resources but also on skills, processes and relationships. For this purpose, this curricular unit has the specific objectives of providing students with:

1. mastery of the concepts of the central concepts related to the management of organizations, which allow acquiring a global view of the functioning of organizations and the importance of management for their success. These concepts will allow students to understand the role of Organizations, Management and Managers and identify the main explanatory theories of the evolution of management thinking.

2. mastery of the knowledge inherent to the internal functioning of organizations, their framing in the environment that surrounds them and the challenges that organizations currently face.

3. the basic domain, the contents associated with the structuring functions of management (planning, organization, direction and control) as well as their interrelationships.

4. the dancing domain over some of the most relevant organizational functions, around which the entity’s activity is organized – Innovation, Marketing and Human Resources. The finance function will be approached transversally to planning and control.

4. enable the creation of value in terms of strategic management, by integrating previous knowledge with the strategic and global thinking of the business.


b) Skills to be acquired:

This curricular unit is focused on the activity and profile of the manager of organizations, at the same time emphasizing the management functions and the evaluation of organizational investments in order to support decision-making so that students acquire the necessary skills for the development of its management skills and attention to customer needs. Hence, with the syllabus of this curricular unit, it is expected to develop the following skills to be developed in students:

1. Describe and relate the fundamental notions associated with organizations, what is the role of managers (in terms of functions and skills) and how the performance of an organization influences and is influenced by its surroundings.

2. Understand the management process, namely the way in which management functions are used in the decision-making process in the domain of strategic management.

3. Know the functional areas of organizations and recognize the importance of these areas (Marketing, HRM, Innovation, Finance) for business success

4. Understand the need to develop the strategy to achieve the intended objectives.

Additionally, teamwork is also encouraged using methodologies that actively involve students in the learning process.


c) Compatibility of learning objectives with the teaching method (knowledge, skills and competences to be developed by students):

c1) Consistency between the syllabus and the objectives of the curricular unit:

– The 1st and 2nd objectives are addressed in chapter I of the syllabus, aiming to introduce the student to the theme of organizations and the management of organizations, leading the student to be able to understand and discuss the effects of the environment in the organization as well as the functions and roles of the manager in organizations, to characterize companies from a legal point of view, sector, capital structure, among other aspects and identify the characteristics inherent to the correct definition of objectives; the organization’s key resources and capabilities. In this way, the 1st skill will be acquired.

– The study of manager and management functions (chapter II of the syllabus) aims to provide students with basic skills to implement the management process, which in general focuses on the planning, organization, direction and control of a process . In this way, the 2nd competence will be reached, taking into account the 3rd objective of this curricular unit.


c2) Coherence between the teaching methodologies and the objectives of the curricular unit:

In order to guarantee the fulfillment of all the learning objectives mentioned, a combination is sought between the lecturer’s expository methodology (to introduce the main concepts) and the active attitude of the students in solving different practical cases of application of knowledge. Students are encouraged to solve many of these practical cases outside the classroom and to show an autonomous and proactive attitude, so that the interaction and discussion in the classroom are beneficial for everyone.

– Chapter III introduces the essential aspects for understanding the most relevant areas of managing an organization (innovation, marketing, human resources and finance). The analysis and understanding of these organizational functions is crucial for the development of competences of a future manager, so this chapter aims to respond to the 4th objective of this curricular unit and allow the achievement of the 3rd competence indicated.

– Chapter IV is justified so that students can implement the objective stated in point 4, since, based on an understanding of the business environment, the manager’s functions and organizational functions, it is necessary to define a strategy that allows having a proactive attitude to respond to constant changes requires a high capacity for adaptation, forcing the organization to design the most appropriate configuration of its structure, processes and relationships, in order to guarantee the maintenance of its competitive advantage. The study and application of knowledge of organizational strategy allows satisfying the 5th objective of this curricular unit and reaching the 4th indicated competence.


Chapter I – Introduction to Management, Managers and Organizations

   I.1 Fundamental concepts in management

      I.1.1 Concept of management and the importance of studying management

      I.1.2 Managers: functions, roles and competencies

      I.1.3 Businesses: business objectives, resources and functions

      I.1.4 The company as an open system: the external context

      I.1.5 The results and the evaluation of the performance of the companies

   I.2 The globalization and internationalization of companies

      I.2.1 Globalization

      I.2.2 Why internationalize

   I.3. Corporate Social Responsibility and Sustainability in the performance of organizations

   I.4 Historical and conceptual evolution of management

      I.4.1. The beginnings of management thinking

      I.4.2. organizational theories

         I.4.2.1. Classic management approach

      I.4.2.2 Contemporary Approaches


Chapter II – Activities and Functions of the Manager and Management: Planning, Organizing, Directing and Controlling

   II.1. Planning Function

      II.1.1 Planning: an overview

         II.1.1.1 Planning and its basic levels

         II.1.1.2 The importance of objectives in the planning process

            II. Vision, mission and objectives

            II. Definition of objectives: typology and formulation

            II. Management by objectives

      II.1.1.3 Types of plans

      II.1.1.4 Preparation of a budget based on the Cost-Volume-Result (CVR) model

   II.1.2 Basis for decision making

      II.1.2.1 The decision-making process

      II.1.2.2 How a problem is defined

      II.1.2.3 The rational model

      II.1.2.4 Adjustments to the model

      II.1.2.5 Decision-making styles


   II.2. Organize function

      II.2.1. Functions of the organizational structure

      II.2.2. Structural dimensions

      II.2.3. Key Elements of Choosing an Organizational Structure

      II.2.4. Structural formats

      II.2.5. recent developments

      II.2.6. Applications: Organization chart construction


   II.3. Directing Function (Motivate, Lead and Communicate)

      II.3.1 Motivation

         II.3.1.1 The main views on motivation

         II.3.1.2 Contemporary views on motivation

            II. The theories of needs: Maslow and Herzberg

            II. Theory of Expectation

            II. Theory of Equity

            II. Theory of Reinforcement

   II.3.2 Leadership

         II.3.2.1 Concept of Leadership

         II.3.2.2 Leadership versus management

         II.3.2.3 Leadership Theories

            II. Traditional approaches

            II. Recent approaches

    II.3.3 Communication


   II.4. Control function

      II.4.1 Concept of control

      II.4.2 The importance of control

      II.4.3 Control systems

      II.4.4 Types and methods of control

      II.4.5 Control of the financial structure

      II.4.6 Control of economic performance


Chapter III – The Main Functional Areas of Management: Innovation, Marketing and Human Resources

    III.1 Innovation

       III.1.1 Fundamental concepts related to innovation

      III.1.2 Innovate: how, who and why?

      III.1.3 Innovation as a linear process and as an interactive process

      III.1.4 Ways to innovate: from doing to buying


   III.2 Marketing

      III.2.1 Market orientation and value offering

      III.2.2 Marketing Action


   III.3 Human Resource Management

      III.3.1 People Management in organizations

         III.3.1.1 The People Management process: a traditional view

         III.3.1.2 Objectives and policies in People Management

   III.3.2 People Management activities


Chapter IV – The Final Integration: Strategic Function

   IV.1. The concept of “Strategy”: its origin

   IV.2. The strategic management process

      IV.2.1 The 5 tasks of strategy

      IV.2.2 Levels of corporate strategy, strategic business unit (SBU) and functional

      IV.3. The strategic analysis

         IV.3.1 Internal analysis: “resources and capabilities” and “value chain”

         IV.3.2 External analysis

            IV.3.2.1 The general environment: PESTAL analysis (Political, Economic, Social, Technological, Environmental and Legal)

            IV.3.2.2 The competitive environment: Porter’s “5 forces of competition”

      IV.4. The choice of strategy

            IV.4.1 Ansoff’s Product-Market Matrix

            IV.4.2 Porter’s generic strategies

            IV.5. Strategy implementation

Curricular Unit Teachers




Bibliografia Fundamental (Fundamental Bibliography):

  • Mendes, Lara (2023), Manual Teórico de Apoio às Aulas de Princípios de Gestão, NONIO IPC: InforEstudante, documento disponibilizado pela docente
  • Robbins, Stephen P.; Coulter, Mary A. (2021), Management, 15th ed., Pearson Education. [Biblioteca ISCAC: 658 ROB (ISCAC) – 017530]
  • Robbins, S. P. & Coulter, M., De Cenzo, D.A. (2020), Fundamentals of Management, 11th ed. – Global Edition, Pearson. [Biblioteca ISCAC, versão PT, 2004: 658 ROB (ISCAC) – 014123; 658 ROB (ISCAC) – 014383; 658 ROB (ISCAC) – 014406])


Bibliografia Complementar (Complementary Bibliography):

  • Mendes, Lara (2023), Coletânea de Textos de Gestão, NONIO IPC: InforEstudante, documento disponibilizado pela docente com a compilação de textos de vários autores.
  • Boddy, David (2020), Management: Using Practice and Theory To Develop Skill, 8th ed., Pearson. ISBN: 9781292271811
  • Stoner, James; Freeman, R. Edward e Gilbert Jr, Daniel R. (1995), Management, 6ª Ed. Prentice-Hall, ISBN: ‎ 0-13-149444-9 [Biblioteca ISCAC: 658 STO (ISCAC) – 1365/97; 658 STO (ISCAC) – 2702/98] [Biblioteca ISCAC, versão PT, 1995: 658 STO D (ISCAC) – 1639/97; 658 STO D (ISCAC) – 1640/97; 658 STO D (ISCAC) – 1641/97]