Principles and Practices of Management unit -1: Business the purpose of Management 1 2 3 4 5 6 7 8 9 The Nature of Business Human needs

The concept of value The role of business Business and economic development Characteristic of Business Uncertainty and Risks Minimizing uncertainties and risks Need for ownership and entrepreneurial characteristics why MBA Manager/Management Administrator/Administration Is manager a professional how does business influence management initiating resource raising how the scale of business influence management establishing business network social responsibility of business role of profitability and liquidity

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management implications of globalization management implications of privatization role of ownership interest in management

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unit 2-Designing organisation for business 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 towards designing organisation designing against competition cost consideration division of labour structure and flexibility designing living organisation designing for human environment components of organizing creating juridical person need for social approval need to legally exist extended organisation informal organizations need for flexibility opportunities and threats strengths and weaknesses SWOT analysis built to last 23 23 23 24 24 24 25 25 26 26 26 27 27 29 29 30 30 31

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how long does an organisation survive ways to survive managing to survive living on an organisation building an organisation culture innovation and creativity in an organisation need for creativity need for democratic organisation encouraging creativity information based learning weaving flexibility in an organisation management of change problem perspective needs change build psyche for change organization growth resource raising and managing as a part of organisation design organisation and management

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Unit-3 need for organisation and business 1 2 3 4 Entrepreneurial role role of owners role of managers are non employees managers 40 41 41 41

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are supervisors managers direct task workers managers stakeholders in an organisation customers society at large government owners and shareholders employees business partners stakeholders network differing perspective of management bureaucracy Co-operative establishment socio-technical view human aspect of organisation information system view decision making system contingent approach system aspect of management interpersonal role perspective interpersonal role informational role decision role

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operation school of process management general principles of managing work the show must go on the invisible nature of management management is value based self control and self management universality of management managing human relation equity among people limitations to surplus defining management Koontz Essentials of management analyzing definition of management managing is a process designing and maintain environment for performance relations building within and outside by utilising optimally all resources managing effective and efficient use attaining business objective for which organization has been established achieving economic surplus is management a science or art

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more of an applied art why fads emerge practice based on knowledge a systems approach to the process school of management anatomy of systems important of process creating work ethics do women have a place in management effect of advances in technology of management evolving man-machine interface mathematical approach more based on world wide knowledge specialised functions and general management Applications specialisation increase in managerial load recognition to processes customer satisfaction oriented work practices days of competitive alliances result orientation in management

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Unit-4 Managing Applications 1 2 era of discontinuity 64

identifying common factors in business organisation 64

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owners law stakeholders inputs output internal processes factors external to organisation processes financial position manpower competition organisation structure threats and opportunities the competition features of specialised business applications purpose of business orientation in business technology industrial practices departmentation in vogue specific success factors knowledge sources job skills career needs and steps key management problems

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scale of business nature of competition future of trends resource specific business application public administration voluntary service sector management self owned small business job specific specialisation levels and specialised applications towards generalization knowledge skills and values family versus organisation life jumping to other lines of business

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Unit 5-Management of standard functions 1 2 3 4 5 6 7 8 Marketing as a functional specialisation importance major sections of activities sales administration market information and intelligence market distribution control and guidance sales promotion after-sales-service 85 85 85 85 85 85 86 86

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marketing staff characteristics finance as a functional specialisation major sections of activities owned and borrowed funds(capital raising) recoveries and credit control costing accounts finance staff characteristics materials as a functional specialisation major sections of activities purchase and purchase intelligence(purchase administration stores materials staff characteristics operations as a functional specialization major sections of activities Research and development standards and specifications Tools, jigs and fixtures maintenance Quality assurance production, planning and control production process control packing, painting and delivery

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material handling time keeping characteristic of operations staff human resource management as a functional specialisation major sections of activities staffing wages, salaries and welfare administration industrial relations training and development industrial safety HRM staff characteristics information as a functional specialisation major sections of activities systems development and software conversion hardware maintenance information staff characteristics projects as a functional specialisation major sections of activities project administration project execution project staff characteristics administration as a functional specialisation major sections of activities

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incoming mail and dispatch filing information reception and housekeeping general services staff characteristics levels in organisation scale of organisation general management process orientation

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unit 6:Managing resources 1 2 3 4 5 6 7 8 materials as a resource man power as a resource money as a resource machinery as a resource information-knowledge as a resource service as a resource time knowledge as a resource scarcity of resource 102 103 105 106 108 109 110 112

unit 7-planning 1 2 why management process starts with planning significance of time 118 119

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concept of short term and long term performance - the result orientation the cost in planning planning process-types of plans planning hierarchy business plans SBU plans corporate plan departmental or functional unit plans conceptual planning policy objectives goals procedures rules budgets vision statement mission variable plans the plan document premising vision statement mission policy objectives

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objectives goals procedures budgets the programme steps in planning premising information intelligence collection and forecasting establish vision define mission decide policy set objectives set goals draw programme convert programme to budget collect information on feed back what guides planning navigation tool performance standard tool to establish synergy tool to define jobs bridge to gap present with future method to evaluate activities

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implementing tool for SWOT link with business opportunity to establish consistency result orientation flexibility method to enable resource planning planning aids computer assistance Gantt charts PERT-program evaluation and revise technique CPM-critical path method statistical methods graphs and charts scenario building management by objectives- MBO research methodology budgeting forecasting methods balance score card strategic planning analyzing strategies types of strategies focus strategies

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growth strategies diversification strategies liquidation strategies cost leadership differentiation why planning fails

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unit 8-decision making 1 2 3 4 5 6 7 8 9 10 11 12 13 14 nature of decision making negative decision making decision making is action oriented decisions are value based decisions are time based ease in handling decision role of creativity and innovation posing right problem for decision making resources availability and decision making decisions are taken against objectives decision involves risk taking decision involves change management decisions do not come singly mangers handle a variety of decisions and its different stages synchronously decisions are based on bonded rationality 140 140 141 141 142 142 142 143 143 143 144 144 144 144

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decisions need open system approach how to generate alternatives to arrive at a decision the process of decision making premising understanding limiting factors developing alternatives evaluating alternatives handling decision feedback on outcome, periodical review and revision types of decision and their implications for managing proactive and reactive decision prescriptive decision

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structured and unstructured, programmed and non- 149 programmed decisions policy decisions rules procedural decisions strategic decisions normative decisions qualitative and qualitative decision group decisions short term and long term decisions technical decisions 149 149 150 150 150 150 150 151 151

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assisting techniques in decision making marginal analysis cost benefit analysis experimentation research and analysis risks analysis decision tree preference theory decision support system management information system

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unit 9-Organising 1 2 3 4 5 6 7 8 9 10 11 importance of human resource major principles involved in organizing division of labour principles of work specialisation principles of departmentation principles of authority levels principles of span of management scalar principle of management principle of unity of purpose principle of navigation principle of authority and responsibility delegation 160 161 161 161 162 162 162 163 163 163 164

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principle of unity of command principle of synergy principle of team spirit organizational types formal organization informal organisation grapevine matrix organisation project organisation virtual organization forms of juridical organization sole trading concern or proprietorship partnerships joint stock companies with limited liability Co-operatives societies and trust delegation and empowerment delegation of power centralization and decentralization centralization of authority decentralization of authority types of organizational authorities line authority

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staff authority functional authority levels of authority and its effect on management organizational levels operational level management middle level management top level management vertical organizations horizontal or flat organizations circular organisation concept of departmentation departmentation department in by time departmentation by location/place departmentation by function departmentation by processes departmentation by divisions strategic business unit benefits of departmentation culture, work ethos and morale in organisation why organisation degenerate lack of leadership lack of business growth

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need for re-organisation lack of conflict resolution lack of delegation of power tools assisting organizations organisation chart organisation manual position description organization performance audit increasing organizational efficiency balancing structure and organisation

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unit 10- staffing 1 2 3 4 5 6 7 8 9 Understanding Human resource not a standardized resource human satisfaction reacting differently at different times man as a group member man seeks companionship and leadership personal role and organizational role absence of team spirit 186 186 187 188 188 189 189 189

staffing really means fitting people to jobs, and jobs 189 to people men bear different knowledge,skills,value,perspectives and experience 190

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different needs according to levels and positions the nature of jobs specialisation and authority position description and job description job satisfaction job enlargement job enrichment job position multi tasking and multi skilling steps in staffing man power planning position announcement interviewing walk-in-interview appointment induction Orientation appraising staff members appraising career progression training and development separation exit interviews promotion

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salary and wages maintaining human relations making staffing more meaningful succession planning social planning legal approval building a learning organisation career management building teams staffing must contribute to building work ethos and culture

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unit 11Leading.Directing.Communicating.Motivating 1 2 3 4 5 6 7 8 9 10 man as an organisation man serving organisation interest nature instinct to follow bridging gap-using tool of communication fore thinking about message brevity in message communication mode importance of language barriers in communication process synchronizing time, cost, effect and process 204 204 205 205 205 206 206 206 207 207

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types of communication modes modern thinking in communication motivating towards organisation objectives human factors and motivation multiple role different by themselves rational and economic social self motivated complex motivation the underlying human nature McGregor's Theory X and Theory Y Mile Dual Model theory Encouraging creativity and innovation Motivation, Motivators and satisfaction the chain of need, want and satisfaction Maslow's Hierarchy of need Frederick Herzberg Vroom's theory of expectation the equity theory reinforcement theory McClelland's Needs Theory of motivation money as a motivator Quality of working life

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participation as a motivator job enrichment as a motivator managerial role and leadership role leadership managership managerial function of leading defining leadership and its role leading people to objectives theories and its implication on leadership traits approach authority use based leaders management by wandering around linkert's four systems of management the managerial grid leadership continuum situational or contingency approach to leadership fiedler's contingency approach to management the path-goal approach supportive leadership participative leadership instrumental leadership achievement orientation principled leadership

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primal leadership should mangers lead

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unit 12-Controlling 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 principles of controlling establishing measurable goals establishing standards controls must be economical selection of critical points a proper feedback system need for discipline and flexibility control should reflect organisation structure controls must be developed objectively control must lead to corrections types of control Direct or preventive controls feed forwards control feed backward control real time control automation control designing control system fix objective of control system Design essentials 224 224 225 225 226 226 227 227 227 228 228 228 229 229 230 230 231 231 231

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control techniques activities network control statistical data base control personal observations social controls systems and procedures management by objectives understanding control philosophy not for finding faults self control and self correction increase performance ability controls be a part of planning system management values and organisation culture automation in control computers communication tools software development concept of governance

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unit 13. Coordinating -synchronizing 1 2 3 coordination and synchronization coordination as a function many players and many activities 242 242 242

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lopsided planning of managerial functions over toning and under toning lack of uniform and ready resource supply decision making balancing situations and decisions growth orientation synergizing personal level coordination personal role Vs organizational role authority Vs power managing Vs leading Leading Vs following concern for human work expectations vs. satisfaction participation vs. direction competition vs. cooperation male vs. female ownership vs. employee attitude theory X vs. Theory y principled vs. expedient risks vs. stability self interest vs. organizational interest organizational level coordination

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decision making and information authority and responsibility divisions, departments and sections authority levels communication and actions internal and external relations business vs. organisation department and processes specialised vs. generalized functions informal vs. formal organisation creative vs. administrative orientation line and staff profitability vs. liquidity legal vs. commercial time vs. costs organizational strengths vs. weakness opportunities vs. threats long term vs. short term task prioritization in sourcing vs. out-sourcing environment of an organisation and support to coordination the degree of centralization the team work spirit

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primacy of business scale of business stability and growth orientation work ethos and culture the quality of leadership overall resource supply position extend of automation organisation discipline tools for coordination use of computers for coordination ability to broadcast simultaneously electronic gadgets managerial techniques for coordination use of work manuals streamlining systems and procedures well organized group structure good information and feedback system code of conduct and discipline

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unit 14-Evolution of management thought 1 2 3 big organisation creations army church 261 261 261

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state administrations monumental creations industrial revolutions slow development of management thought engrossed in creation undermining business as a profession money making was unimportant political economy sociology management as an art businessmen and mangers Indian view beginning of scientific management Frederick W. Taylor operational theory of management henri fayol human aspect of management emergence of behavioral sciences human group behavior Chester Bernard peter drucker peeping future lessons of the past

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effect of changing environment looking at the new knowledge looking at future management scale of business stress on business than management stress on knowledge worker days of worker manger change in organizational forms change in management education understanding global culture composition of mangers

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unit 15-Practicing managerial career 1 2 3 4 5 6 7 8 9 10 entry level in managerial career not making a list of traits understanding career making career making is a living managing is getting work done from others business an essential pre-requisite of a career the concept of managerial work the essential functions of managerial work trust transparency 276 276 277 277 278 278 279 279 279 279

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efficiency and effectiveness knowledge skills becoming a worker manger becoming a self worker manager must be a coach understand work to understand worker thinking and analyzing inability of assisting to move forward building self condense accepting new positions and jobs parallel managerial functions spokesperson role ceremonial role public relations social responsibility self control discipline as a viewer of imbalance process of learning experience understanding humans changing business environment alertness coming out of learning

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showmanship job hopping and career nature of employment physical work orientation physical fitness work stress and strain some lessons in human relations relation with owners relation with bosses relation with colleagues relation with subordinates relation with outsiders basis of human relations: slavery importance of some work habits duration of a job

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