Executive Post Graduate Diploma in Management

Subject Outline

Subject Name Principles of Management

Subject Code

Subject Credits Three

Instructor

Office Hours By appointment only

Managers are responsible for improving the working of
organizations. They may achieve it either through internal
Summary/Overview
initiatives or with the help of consultants or external experts. The
Principles of Management course explores the nuts and bolts of
 managerial theories and gives students a concept of how these
theories come to play in the workplace. It is a basic course which
covers the major management practices and will also give pointers
to students on how to resolve difficult issues they will face in their
companies including the role of leadership and its importance in an
organization.
1. The objective of this course is to help students to acquire the
specific concepts relating to fundamentals of the Principles of
Management.
2. The course will familiarize the students with the theoretical
aspects of working in an organization. They will be made to
Aims understand the theory behind the practice and correlate one
with the other.
3. The course will assist in making students understand how to
manage people as individuals and in teams with the
overarching objective of making employees do what they are
supposed to do in the organization.

Core Learning Outcomes

Learning Outcomes
On completion of this unit you should be able to:
 Understand the various theories of management.
 Explain the importance for organizations to manage Assessment Criteria
 Two written assignments which should
change successfully.
critically and in depth highlight the
 Explain how change processes reflect / impact on importance for organizations to
an organizations structure & strategy. manage people and change.
 Analyze one’s strengths and short comings and
pave the foundations of becoming a leader/
manager.  Answers to questions set in
 Know and understand management systems, examinations should capture all the
processes and organizational dynamics which above items.
influence the performance of people at work.
.
 Describe the various types of leadership styles.

We will spend time in class in a variety of ways which will bring

out the essentials of the course. It will my responsibility to ensure
that class discussions are meaningful and interesting and based
on real life problems/ incidents.
Consequently, this subject will be driven using interactive
Approach to Learning
lectures and class activities. Experiential learning and case study
methodology shall be the primary mode of instruction for most of
the concepts. Active participation is sought from participants who
should come to class prepared with assignments and readings
that I will prescribe.
 Participants will be tested both conceptually and on
application of concept on areas related to Principles of
Management by the following methods:
o Submission of assignments
Assessment Strategy o Written tests
 Submission
Learning Outcomes day/week
Assessment Description of Weight
No Assessed (assignments) or
Method* Assessment Method % length (exam)
1 2 3 4
CS Case Study X X X Fortnight
PF Preparation of cases for X X X One day for case
class discussion lets/ A week for long
cases
EX Written X X X X As scheduled

*The following codes for assessment methods apply:-

LR literature review PC practical
CB computer-based PF performance
CS case study PL placement
DI dissertation or project PO portfolio
EX exam PR presentation
GR group report RE individual report
DTA during term test OR oral
OT other

Outline Teaching Schedule

Session Session Topics

Session 1 Introduction to Management and Organizations and Management History – Chap. 1 & 2
Session 2 Organization Culture and Environment – Chap. 3
Session 3 Management Ethics and Decision Making - Chap. 4 & 5
Session 4 Foundations of Planning and Strategic Management - Chap – 5 & 6
Session 5 Organization Structure and Design and Managing HR - Chap. 9 & 11
Session 6 Managing Teams and Change - Chap. 7 & 10
Session 7 Individual Behaviour and Communications - Chap. 12 & 15
Session 8 Motivating Employees and Managers as Leaders – Chap.13 & 14
Session 9 Control – Chap. 16
Session 10 Managing Operations – Chap. 18

Recommended Resources

Essential Textbook
Management – Chuck Williams & Manas Ranjan Tripathy, Cengage Learning

Reference Books:

 The Leadership Engine: How winning companies build leaders at every level, Noel M. Tichy,
Harper Business (1997)
 The One Minute Manager by Kenneth H. Blanchard, Spencer Johnson, published by Berkley
Books, 1983
 The Seven Habits of Highly Effective People By Stephen R. Covey, published by Running Press,
2000
 Great Minds in Management: The Process of Theory Development By Ken G. Smith, Michael A.
Hitt , published by Oxford University Press, 2005
 Stewert D. Friedman - Total Leadership: be a better leader, have a richer life, Harvard Business
 School Press (June 8, 2008)
 Jeffrey A. Krames - The Jack Welch Lexicon of Leadership, McGraw-Hill Professional Publishing,
2001
 Frances Hesselbein, Marshall Goldsmith and Richard Beckhard – Editors, The Leader of the
Future : New Visions, Strategies, and Practices for the Next Era, Jossey-Bass, 1996
 Larry E. Senn, Leaders on Leading: Insights from the Field, The Leadership Press, November 1999
 Warren Bennis, Daniel Goleman, and James O’Toole, with Patricia Ward Biederman,
Transparency: How Leaders Create a Culture of Candor, Jossey-Bass, 2008

Articles:
1. When You Shouldn't Go Global, Marcus Alexander, Harry Korine
2. Oil and Wasser (HBR Case Study), Byron Reimus
3. Leadership and Cultural Context: a Theoretical and Empirical Examination Based on Project
GLOBE Mansour Javidan, Peter W. Dorfman, Jon Paul Howell, Paul J. Hanges
4. Are Your Global Team Members Miles Apart? Howard M. Guttman
5. What Gets Lost in Translation, Lawrence Susskind
6. Don't Homogenize, Synchronize, Mohanbir Sawhney