TT Institute Academy

Business Management: A 30-Episode Academic Series

Wishlist Share

About Course

 

About the 30-Episode Academic Business Management Series

This comprehensive series presents all dimensions of business management with academic accuracy, plain narration, and everyday examples. This massive 30-episode educational series by TT Institute Academy offers a journey from the historical origins of management science to modern strategic approaches. This content is the Turkish version of the English-language Business Management series; it is prepared using the same topics and academic sources, but does not include summary and teaser videos, each episode consists of a single Main Lecture video only. işletme yönetimi kurs kapağı - 30 bölümlük türkçe akademik seri Viewers will not only learn the fundamental concepts of business management; they will also gain in-depth knowledge of critical topics such as scientific method, theory, and scales, management approaches from positivism to postmodernism, organizational structures and leadership philosophies, motivation theories, and conflict and change management. 📚 This content has been prepared drawing on well-established academic sources in the field, chief among them Koçel, Tamer (2018), İşletme Yöneticiliği (Istanbul: Beta Basım Yayım).

Course Structure and Access

Each episode builds on the concepts covered in the previous one; this allows students to develop a coherent understanding of business management rather than scattered pieces of information. All 30 episodes of the course have been published, so students can access all the content immediately and progress at their own pace. This content is also available on our YouTube channel as oynatma listesi ; however, here a structured course sequence offers a more guided learning experience. For similar academic content, you may also visit our subscribing to our YouTube channel you can check out. The videos are presented with Turkish narration and, thanks to YouTube's AI-powered translation feature, can also be watched automatically with English narration. Subtitles are also available in 21 different languages.

Who Is This Course Suitable For

This series is designed for anyone seeking a solid theoretical foundation in business management. For more on current debates in the academic literature of management science, you may visit our Harvard Business School's faculty research. To explore our other academic series, Philosophy of Science page as well. This course does not merely convey theoretical knowledge; it equips students with the skill to frame the research questions in their own disciplines more consciously. Thanks to the concrete grounding provided by aviation and everyday examples, abstract concepts become memorable, and what is learned can easily be carried over into professional decision-making processes.

What You Will Learn in This Course

The course begins with the debate over whether business management is a science or an art, then covers scientific method, hypothesis development, and types of measurement scales. The historical development of management science is examined along a line running from Taylor's scientific management approach to Fayol's management process, and from Weber's concept of bureaucracy to the behavioral approach revealed by the Hawthorne studies. In later episodes, the structure of the business as a system, factors of production, and contemporary organizational models such as matrix organizations, holacracy, and network organizations are addressed. Post-modern approaches such as lean management, total quality management, Six Sigma, benchmarking, and learning organizations are also covered comprehensively. In the second half of the series, organizational behavior, generational theory, sources of authority and power, and leadership theories and styles, from servant leadership to hubris syndrome, are examined in depth. The course concludes with motivation theories (Maslow, Herzberg, Vroom), conflict management, and organizational change strategies. Decision-making processes also form an important part of the course. Decision-support techniques such as Pareto analysis and the fishbone (Ishikawa) diagram are used to visualize cause-and-effect relationships and to reinforce the concept of participative management with applied examples. On planning, the differences between strategic, operational, and tactical plans, and the concepts of program, policy, and procedure are explained with concrete examples. Group dynamics within organizations are addressed under a separate heading: how formal and informal groups form, group norms, roles, and in-group solidarity are examined. Communication processes are related to the concept of self through the Johari Window model; the effect of superior-subordinate relationships on formal and informal communication networks is shown with concrete examples. In later episodes of the course, the concepts of authority and power are examined in depth through French & Raven's five sources of power (coercive, legitimate, reward, charismatic, expert). Chaos theory and the complexity approach show how the difference between Newtonian physics and quantum thinking has led to a paradigm shift in management science; the concept of self-organizing systems is addressed in this context.

Additional Information About the Course

This course is designed not only for academic exam preparation, but also to provide a perspective applicable to real management problems encountered in professional life. The concepts in each episode present the different schools and approaches of business management not as disconnected theories, but as a complementary whole. Whether students are preparing for an undergraduate or graduate course, studying for a doctoral qualifying exam, or looking to improve their own management practice, they can find a suitable starting point in this series. Episodes can also be watched independently, but the connections between concepts become much clearer when followed in order. © TT Institute – All content is original and protected under Law No. 5846.

Show More

What Will You Learn?

  • The debate over whether business management is a science or an art, through the scientific method, hypotheses, and types of scales
  • The historical development of management science, from the classical theories of Taylor, Fayol, and Weber to the behavioral approaches of Hawthorne and McGregor
  • The structure of the business as a system, factors of production, and organizational models (matrix, holacracy, network organizations)
  • The management process through the stages of planning, implementation, and control, and decision-making techniques (Pareto, fishbone diagram)
  • Post-modern approaches: lean management, total quality management, Six Sigma, benchmarking, and learning organizations
  • Organizational behavior, generational theory, and sources of authority and power
  • Leadership theories and styles, from servant leadership to hubris syndrome
  • Motivation theories (Maslow, Herzberg, Vroom), and conflict and change management strategies

Course Content

Episode 1: Science or Art? Method, Theory, and Scales
This episode addresses the scientific and artistic dimensions of business management. Scientific method and methodology, systematic and random errors, and the processes of developing and testing hypotheses are examined; the nominal, ordinal, interval, and ratio scale types and the difference between theory and law are explained. The episode also covers the concepts of epistemology and positivism, the differences between quantitative and qualitative research methods, and the distinction between natural sciences, social sciences, and formal sciences. Viewers grasp both the scientific and artistic dimensions of business management, preparing for the historical development of management knowledge covered in later episodes.

Episode 2: From Positivism to Chaos — Modern and Postmodern Approaches
This episode examines the historical development and intellectual transformation of management knowledge through an interdisciplinary approach. It offers a journey from the positivist roots of Scientific Management, and the influence of the natural sciences on management thought, to the methodological debates that postmodernism raised in the social sciences, and the chaos/complexity perspective. The episode also comparatively examines current management concepts such as micro-foundations, the unit of analysis, and absorptive capacity, along with deductive and inductive methods and quantitative and qualitative research techniques. Viewers grasp the paradigm shift in management science from positivism to postmodernism, preparing for the concept of the business covered in later episodes.

Episode 3: What Is a Business? Factors of Production and the Systems Approach
In this episode, the concept of the business is not only defined but treated as a system. The factors of production, natural resources, labor, capital, and entrepreneurship, and the input-process-output cycle are examined; the social, economic, and managerial dimensions of the business are laid out. The episode also covers the supply-demand relationship, monetary flow, and Jean-Baptiste Say's law that “every supply creates its own demand.” The business's subsystems, marketing, production, human resources, finance, and R&D, along with the systems approach and holistic management thinking, are introduced, and viewers begin to grasp the business as a whole structure rather than as separate parts.

Episode 4: Businesses in the 21st Century — Platform Strategy and Professional Management
This episode examines how businesses are transforming in the 21st-century knowledge society, focusing on platform strategies and professional management. It covers the meaning of business transformation in the knowledge society and platform strategies, and their impact on the business world. The episode also addresses the rise of professional management, the strategic importance of organizational behavior, and the new management approaches brought about by digitalization. Viewers grasp how traditional management models are being shaped by the platform economy and digital transformation, preparing for the topic of manager and organizational development covered in later episodes.

Episode 5: Manager and Organizational Development — Transformation in Education
This episode examines how managers and organizations are developed, and how the concept of training is transforming in the knowledge society. It covers the difference between management development and organizational development, and the classification of training programs based on knowledge, skills, and abilities. The episode also addresses the role of formal and informal relationships in management, the Gordon-Howell and Pierson reports, and Bennis and O'Toole's criticisms of business education. Viewers grasp the academic and institutional dimensions of management development approaches, preparing for the topic of the management process covered in later episodes.

Episode 6: The Management Process — Planning, Implementation, and Control
This episode seeks an answer to the question, “what is the management process?” The management process, consisting of the stages of planning, implementation, and control, is examined through Henri Fayol's principles of management. Classical, neo-classical, systems, contingency, and postmodern management theories are compared. The episode also covers the manager's informational, decisional, and interpersonal roles, and the decision-implementation-outcome cycle. Viewers grasp the theoretical foundations and practical applications of the management process, preparing for the decision-making process covered in later episodes.

Episode 7: The Decision Process — Pareto, the Fishbone Diagram, and Participation
This episode addresses the question, “what is the decision process?” Among decision-making techniques, Pareto analysis and the fishbone (Ishikawa) diagram are introduced, showing how these tools are used in cause-and-effect analysis. The episode also covers the concept of participative management and the difference between programmable and non-strategic decisions. Viewers grasp decision-support techniques and participative management approaches, preparing for the topic of planning covered in later episodes.

Episode 8: Planning in Management — Strategy, Program, and Procedure
This episode addresses the question, “what is planning?” from a managerial perspective. Strategic planning, the difference between operational and tactical plans, and the relationship between the concepts of program, policy, and procedure are examined. The episode also covers how the planning process works, Eisenhower's remark on planning, and the metaphor of the manager as a screenwriter. Viewers grasp the planning-implementation-evaluation cycle, preparing for the topic of organization covered in later episodes.

Episode 9: Organizational Structure — Holacracy and the Peter Principle
This episode addresses the question, “what is organizational structure?” It examines how organization functions within a business and how structure is established; it explains the concept of holacracy and what the Peter Principle reveals. The episode also covers the concept of title, number of hierarchical levels, task-people-relationship arrangements, and how formal structure forms the skeleton of a business. Viewers grasp the organizational chart, communication channels, differentiation, and coordination, preparing for classical management and organizational theory covered in later episodes.

Episode 10: Classical Management Theories — Taylor, Fayol, and Weber
This episode addresses the question, “what is classical management theory?” Taylor's scientific management approach, Fayol's management process and POSDCORB model, and Weber's concept of bureaucracy are examined comparatively. The episode also covers the classical organizational principles, division of labor, departmentalization, chain of command, hierarchy, and span of control, along with Fayol's Bridge, the authority-responsibility balance, Parkinson's Law, and the Peter Principle. Viewers grasp the influence of classical management theories on modern management thinking, preparing for the episodes that follow.

Episode 11: Behavioral Management — Hawthorne, McGregor, and Likert
This episode addresses the question, “what is behavioral management theory?” The rise of the behavioral approach is examined through the neo-classical management approach and the shortcomings of classical theory; the Hawthorne studies and the social systems perspective are covered. The episode also presents McGregor's Theory X and Theory Y, Rensis Likert's System 1-4 model, and Chris Argyris's mature-immature personality model comparatively. Viewers grasp the role of the human element in organizations and the influence of the behavioral approach on systems and contingency theories, preparing for the episodes that follow.

Episode 12: Management Science and Pipeline Business Models
This episode addresses the question, “what is the management science approach?” The concept of the business model and the pipeline approach are introduced; how operations research is used in businesses is examined. The episode also covers PERT and CPM techniques, inventory management and optimization models, and the sociotechnical systems perspective. Viewers grasp the impact of statistics and programming on management decisions, preparing for the episodes that follow.

Episode 13: The Systems Approach — Open Systems and Entropy
This episode addresses the question, “what is the systems approach?” General Systems Theory is introduced; the difference between open and closed systems is explained through the system-subsystem-external environment relationship. The episode also covers the concepts of entropy and negative entropy, the input-output-feedback cycle, and systems thinking in organizations. Viewers grasp the role of information flow and its relationship to sustainability, preparing for the episodes that follow.

Episode 14: The Contingency Approach — Technology, Environment, and Fit
This episode addresses the question, “what is the contingency approach?” The difference between the classical approach and the contingency approach is examined through the influence of technology and environmental factors on organizational structure. The episode also covers the Woodward, Aston Group, and Tavistock Institute studies, mechanistic and organic organizational structures, and open-systems thinking and fit with the environment. Viewers grasp how organizations are shaped according to circumstances, preparing for the episodes that follow.

Episode 15: Project Management and Matrix Organizations
This episode addresses the questions, “what is project management?” and “how does a matrix organizational structure work?” The differences between functional structure, pure project structure, and matrix organization are examined through why project management becomes difficult in classical structures. The episode also covers how vertical and horizontal relationships work in a matrix structure, the role of the project manager, and the coordination of expertise. Viewers grasp how different organizational models support project-oriented work, preparing for the episodes that follow.

Episode 16: Postmodern Approaches — Lean Management and Core Competence
This episode addresses postmodern management approaches. The concepts of lean management and core competence are examined through the ways businesses create competitive advantage. The episode also covers organizational citizenship, adaptation approaches, and environmental-fit strategies. Viewers grasp how contemporary management approaches differ from classical and contingency theories, preparing for the episodes that follow.

Episode 17: Total Quality Management and Postmodern Approaches
This episode addresses the emergence of total quality management and its evolution into a philosophy, through three developments that transformed management thought: communication technologies, globalization, and human rights. Tools such as quality circles, the Pareto principle, and the fishbone diagram are introduced. The episode also covers Six Sigma, customer focus, process reengineering, outsourcing, JIT (just-in-time production), strategic alliances, and network organizations. Viewers grasp the coaching and mentoring role of managers, preparing for the episodes that follow.

Episode 18: Contemporary Organizational Approaches and Current Concepts
This episode covers a wide range of contemporary organizational approaches. Core competence, outsourcing, and network organizations (internal, balanced, dynamic), along with agglomeration organizations and project groups, are examined. The episode also covers process reengineering, benchmarking, empowerment, downsizing and delayering, learning and virtual organizations, the Balanced Scorecard, the new and green economy, governance, business ecosystems, platform strategy, and business DNA. Viewers grasp the transformation dynamics of modern businesses, preparing for the episodes that follow.

Episode 19: Post-Modern Approaches to Organizational Behavior
This episode addresses postmodern approaches in organizational behavior within a broad conceptual framework. Concepts such as organizational justice, citizenship, loneliness, alienation, and exclusion, along with burnout, indifference, silence, cynicism, and deviant behaviors, are examined. The episode also covers loyalty, engagement, commitment, identification, vigor, resilience, and organizational health. Viewers grasp the positive and negative ways employees bond with an organization, gaining a conceptual framework for academic exams and thesis work.

Episode 20: Chaos and Complexity — Creativity and Systems
This episode addresses the effects of chaos theory and the complexity approach on business management. The complexity approach and interaction among systems, and the reflection of the differences between Newtonian physics and quantum theory on management thought, are examined. The episode also covers how feedback mechanisms work and self-organizing systems. Viewers grasp the balance between order and chaos in terms of creativity and sustainability, preparing for the episodes that follow.

Episode 21: Behavior and Key Processes in Organizations
This episode examines individual and group behaviors through the scientific foundations of organizational behavior, psychology, sociology, and anthropology. Employees' entrenched behavior patterns and career effects, and the definition of management as “the art of managing people,” are examined. The episode also covers generational theory, Traditionalists, Baby Boomers, and Generations X, Y, and Z, along with management tools for working with Generation Y, and leadership and motivation suited to different generations within the contingency approach. Viewers grasp cross-generational management skills, preparing for the episodes that follow.

Episode 22: The Management Maze and Communication Processes
This episode addresses one of the most complex metaphors in the world of management, the “Management Maze.” The elements of the management maze, superiors, subordinates, colleagues, and groups, along with the concept of self and the Johari Window, are examined. The episode also covers formal and informal relationships, the relationship between communication processes and motivation, and the effect of management styles on superior-subordinate relationships. Viewers grasp the role of informal communication networks in organizational success, preparing for the episodes that follow.

Episode 23: Authority, Power, and the Influence Process
This episode addresses authority, power, and influence, some of the most critical dimensions of management. How authority operates and how power is used are examined through the sources of power, coercive, legitimate, reward, charismatic, and expert power. The episode also covers the influence process and its applications in management, and organizational politics and power struggles. Viewers grasp the role of power and influence in organizational life, preparing for the episodes that follow.

Episode 24: Leadership Theories and Applications
This episode addresses the question, “what is leadership?” from both theoretical and practical angles. The difference between a manager and a leader is examined through trait, behavioral, and contingency theories. McGregor's Theory X and Theory Y and Likert's System 4 model are introduced. The episode also covers Path-Goal Theory, the Tannenbaum-Schmidt continuum, functional leadership models, Kouzes & Posner's five practices, and the 3P Model of Integrated Psychological Leadership. Viewers grasp the practical applications of different leadership theories, preparing for the episodes that follow.

Episode 25: Leadership Philosophy — Servant, Authentic, Ethical Approaches
This episode addresses leadership philosophy, the deepest dimension of leadership. Servant leadership, a “we”-focused approach rather than an “I”-focused one, and the elements of sincerity, openness, and trust in authentic leadership, are examined. The episode also covers ethical leadership, social responsibility, equality, and environmental sensitivity, along with French & Raven's distinction between position power and personal power. Viewers grasp how different leadership philosophies are reflected in everyday management practice, preparing for the episodes that follow.

Episode 26: Leadership Styles and Hubris Syndrome
This episode addresses the different faces of leadership: participative, authentic, bureaucratic, diplomatic, transformational, charismatic, and narcissistic leadership styles, along with demagogic, managerial, and mediating leadership types. Transactional leadership and the power of vision in transformational leadership are examined. The episode also covers Hofstede's cultural dimensions and the influence of Turkish culture on leadership, and finally hubris syndrome, the risk of power intoxication and toxic leadership. Viewers grasp the cultural and psychological dimensions of leadership, preparing for the episodes that follow.

Episode 27: Groups in Organizations — Formal and Informal Structures
This episode addresses groups, one of the invisible yet most powerful building blocks of organizations. How a group forms, the differences between formal and informal groups, and the distinction between perceived role and actual role are examined. The episode also covers group norms, conformity, in-group solidarity and commitment, the difference between formal and informal leadership, and the transformative effect of group conflicts. Viewers grasp how groups shape organizational dynamics, preparing for the episodes that follow.

Episode 28: Management and Motivation Theories
This episode addresses motivation, one of the most critical yet hardest-to-manage topics in working life. The definition of motivation and its personal nature are examined, along with content theories such as Maslow, Herzberg, McClelland, and ERG. The episode also covers process theories such as Vroom's Expectancy Theory, Equity Theory, Goal-Setting Theory, and Reinforcement Theory, intrinsic and extrinsic motivation factors, and the importance of selecting the right person through the NASA example. Viewers grasp practical motivation strategies for managers, preparing for the episodes that follow.

Episode 29: Types of Conflict in Organizations and Management Strategies
This episode addresses conflict, an inevitable reality of organizations. The difference between functional and dysfunctional conflict, and types of conflict, intrapersonal, interpersonal, intragroup, and intergroup, along with vertical and horizontal conflict classifications, are examined. The episode also covers the causes of conflict, resource sharing, differences in perception, status, personality, and communication, along with reactions to conflict (withdrawal, aggression, rationalization) and conflict-management methods such as problem-solving, compromise, restructuring, and the use of power. Viewers grasp the importance of conflict management in leadership, preparing for the final episode of the series.

Episode 30: Types of Change in Organizations and Managing Resistance
This episode addresses change, an indispensable element for the sustainable success of organizations. Types of change, planned-unplanned, proactive-reactive, evolutionary-revolutionary, and the differences between active and passive change, are examined. The episode also covers why resistance to change occurs and how it is overcome, the impact of global competition on change, and the importance of the knowledge society and the human element. As the final episode of the series, viewers grasp the critical role of change management in leadership, completing the 30-episode journey.

Student Ratings & Reviews

No Review Yet
No Review Yet

Note: this series’ original narration and presentation slides are in Turkish. Prefer a fully English-narrated version with English slides? See the related 90-video English series below.

Related Courses

Verified by MonsterInsights