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Table Of Contents

Managerial Skills:
The Skills vary at different levels:
The Function of Managers:
(1)Planning:
(2)Organizing
(3)Staffing
(4)Leading
THE EVOLVATION OF MANAGEMENT
Different period of management:
1. Scientific Management:
2. Operational Management
3. Behavioral Science:
4. System Theory
5. Modern Management /Recent contribution to management thoughts
Features of Scientific Management:
Taylor's Scientific Management (USA 1856-1915):
Benefits of Scientific Management:
Criticism:
(2) Operational Management
Henri Fayol: The Father of modern operational theory
Managerial
General Principles of Management:
1. Division of Work:-
2. Authority and responsibility:
3. Discipline:
4. Unity of Command:
5. Unity Of Direction:
6. Subordination of individuals to general interest:
7. Remuneration:
8. Centralization:
9. Scalar Chain:
10. Order:
11. Equity:
12. Stability of tenure:
13. Initiative:
14. Esprit decorps:
Element of Management:
3. Behavioral Science / Behavioral management theory:
Max Weber Theory of bureaucracy:
Impersonal relationships between managers and employees. Managers should
4. System Approach:
Chester Barnard (1886 – 1961):
5. Modern Management /Recent contribution to management
Basic ideas:
OUT LINE NO: 02 PLANNING
PLANNING:
What is planning?
THE NUTURE & PURPOSE OF PLANNING:
1. THE CONTRIBUTION OF PLANNING TO PURPOSE AND
OBJECTIVE:
2. THE PRIMACY OF PLANNING:
3. THE PERVASIVENESS OF PLANNING:
4. THE EFFICIENCY OF PLANS
TYPES OF PLANNING
1. PURPOSE AND MISSIONS & OBJECTIVES
2. STRATEGIES & POLICIES
3. PROCEDURE & RULES
4. PROGRAMMS
5. BUDGET
STEPS IN PLANNING
1. AWARENESS OF OPPARTUNITIES
2. SETTING OBJECTIVES
3. DEVELOPING PREMISES
4. INDENTIFYING ALTERNATIVE COURSES OF ACTION
5. EVALUATING ALTERNATIVE COURSES
6. SELECTING A COURSE
7. FORMULATING DERIVATIVE PLANS
8. NUBERISING PLANS BY MAKING BUDGETS
THE PLANNING PROCESS
Bases for selecting from among alternatives
EXPERIENCE
RESEARCH AND ANALYSIS
03 ORGANIZATIONS
INTRODUCTION
ACCORDING TO SHELDON
SPAN OF CONTROL
FACTORS DETERMINING AN EFFECTIVE SPAN
1- TRAINING OF SUBORDINATES
2-CLARITY OF DELEGATION OF AUTHORITY
3-CLARITY OF PLANS
4- USE OF OBJECTIVE STANDARD
5- RATE OF CHANGE
6- COMMUNICATION TECNIQUES
7- AMOUNT OF PERSONAL CONTACT NEEDED
8- VARIATION BY ORGANIZATION LEVEL
9- COMPETENCY OF MANAGERS
10- MATURITY AND MOTIVATION OF SUBORDINATES
TABLE: - FACTORS INFLUCING THE SPAN OF CONTROL
NARROW SPAN RELATED TO: WIDE SPAN RELATED TO:
DEPARTEMENTATION:
TYPE OF DEPARTMENTATION:
1-DEPARTMENTATION BY NUMBERS:
DISADVANTAGES;
2-DEPARTMENTATION BY TIME
ADVANTAGES
DISADVANTAGES
3- DEPARTMENTATION BY FUNCTION
4- DEPARTMENTATION BY GEOGRAPHY
ORGANIZING CHART
5. DEPARTMENTATION BY CUSTOMER
6- DEPARTMENTATION BY PROCESS
PRESIDENT
7- DEPARTMENTATION BY PRODUCT
ADVANDTAGES
Formal and Informal Organization
FORMAL ORGANIZATION
INFORMAL ORGANIZATION
AUTHORITY & POWER
AUTHORITY
TOP TO DOWN AUTHORITY
1- LEGITIMATE POWER
2- COERCIVE POWER
3- REWARD POWER
4- EXPERT POWER
5- REFERENT POWER
6- DECESION MAKING POWER
LINE & STAFF CONCEPT
LINE AUTHORITY
LINE AUTHORITY chain of command
STAFF CONCEPT
LINE & STAFF ORGANIZATION OF A TYPICAL MANUFACTURING
COMPANY
NATURE OF LINE & STAFF CONCEPT
BENEFITS OF STAFF
WEAKNESSES OF STAFF
DELEGATION OF AUTHORITY
STEPS IN DELEGATING SPLINTERERD
RECOVERY OF DELEATED AUTHORITY
THE ART OF DELEGATIONOF AUTHORITY
PERSONAL ATTITUDE TOWARD DELEGATION
1- RECEPTIVENESS
2- WILLINGNESS TO LET GO
3- WILLINGNESS TO LET OTHER MAKE MISTAKES
4- WILLINGNESS TO TRUST SUBORDINATES
5- WILLINGNESS TO ESTABLISH AND USE BROAD CONTROLS Superiors should
GUIDES FOR OVERCOMING WEAK DELEGATION
OUTLINE NO STAFFING: 04
What is Staffing
DEFINING THE MANAGERIAL JOB
THE SYSTEM APPROCH TO HUMAN RESOURCE MANAGEMENT Figure shows the
ASPECTS IN THE SYSTEM APPROCH TO STAFFING
1. FACTORS AFFECTING THE NUMBER & KINDS OF MANAGER REQUIRED
2. DETERMINATION OF AVAILABLE MANAGERIAL RESOURCS It is also known
3. ANALYSIS THE NEED FOR MANAGERS
INTERNAL RESOURCES
EXTERNAL RESOURCES
4. OTHER IMPORTANT ASPECTS
THERE ARE MANY OBJECTIVES & PURPOSES
OBJECTIVES OF STAFFING
SITUATIONAL FACTORS AFFECTING STAFFING
EXTERNAL FACTORS
INTERNAL FACTORS
THE SELECTION PROCESS
INTERVIEW
TESTS
1. INTELEGENCE TEST
2. PROFICIENCY TEST
3. VOCATIONAL TESTS
4. PERSONALITY TESTS
ASSESSMENT CENTERS
LIMITATION OF SELECTION PROCESS
STEPS/PROCESS/PRINCIPLES OF STAFFING There
1. PRINCIPLES OF JOB DEFINITION
2. PRINCIPLE OF MANAGERIAL APPRASIAL
3. PRINCIPLE OF OPEN COMPETETION
4. PRINCIPLES OF MANAGEMENT TARINING & DEVELOPMENT Training and
5. PRINCIPLES OF TRAINING OBJECTIVES
OUTLINE NO: LEADING
OUTLINE 04
LEADING
DEFINING LEADERSHIP
"LEADERSHIP" ACCORDING TO ALFORD AND BEATTY
ACCORDING TO CHESTER I BARNARD
ACCORDING TO TERRY
ACCORDING TO KOONTZ AND O'DONNELL
ACCORDING TO PETER DRUCKER
ACCORDING TO LOUIS A ALLEN
ACCORDING TO KATZ AND KALM
INGREDIENTS OF LEADERSHIP
1. POWER
1. LEGITMATE POWER
2. COERECTIVE POWER
3. REWARD POWER
4. EXPERT POWER
5. REFERENT POWER
6. DECISION MAKING POWER
2- FUNDAMENTL UNDERSTANDING F PEOPLE
3- ABILITY TO INSPIRE FALLOWERS
THE ABILITY TO ACT IN A MANNER:
PRINCIPLE OF LEADERSHIP:
TRAIT APPROACHES TO LEADERSHIP
Motivation & Motivators:
Motivation:
THE NEED WANT SATISFACTION CHAIN:
Needs want- satisfaction chain
COMPLEXITY OF MOTIVATIONS:
SPECIAL MOTIVATIONAL TECHNIQUES:
PARTICIPATIONS:
QUALITY OF WORKING LIFE:
AN EARLY BEHAVIORAL MODEL:
THEORY X ASSUMPTIONS:
THEORY Y ASSUMPTIONS:
CLARIFICATION OF THE THEORIES:
THE HIERARCHY OF NEED THEORY:
THE NEEDS HIERARCHY:
1: PHYSIOLOGICAL NEEDS:
2: SECURITY OR SALTY NEEDS:
3: AFFILIATION OR ACCEPTANCE NEEDS:
4: ESTEEM NEEDS:
5: NEED FOR SELF ACTUALIZATION:
Maslow’s Hierarchy of needs
FREDERICK HERZBERG THEORY OF MOTIVATION
Herzberg’s Two – factor theory
COMPARISON OF MASLOW & HERZBERGS THEORIES OF MOTIVATION
JOB ENRICHMENT
JOB ENLARGEMENT
OUTLINE NO: 06 CONTROLLING
THE SYSTEM &PROCESS OF CONTROLLING
DEFINATIONS
ACCORDING TO BREACH
ACCORDING TO GEORGE R TERRY –
ACCORDING TO BILLY E GOETZ
ACCORDING TO ROBERT N ANTHONY –
IN THE WORDS OF KOONTZ AND O'DONNELL
IN THE WORDS OF HAYNES AND MASSIE
IN THE WORDS OF HENRY FAYOL
THE BASIC CONTROLL PROCESS
1. ESTABLISHING STANDARD
2. MEASUREMENT OF PERFORMANCE
3. CORRECTION OF DEVIATIONSS
CRICTICAL CONTREL POINTS & STANDARDS
QUESTION OF SELECTED CRITICAL POINT OF CONTROL
TYPES OF CRITICAL POINT STANDARDS
1- PHYSICAL STANDARDS
2- COST STANDARDS
3- CAPITAL STANDARDS
REVENUE STANDARDS
PROGRAME STANDARDS
INTANGIBLE STANDARDS
GOALS AS STANDARDS
STRATEGIC PLANS AS CONTOL POINTS FOR STRATEGIC CONTROL Strategic plans
CONTROL AS A FEED BACK SYSTEM
CONTROL AS FEEDBACK SYSTEM
RAEL TIME INFORMATION & CONTROL
FEEDBACK FORWARD CONTROL
CONTROL TECHNIQUES THE
BUDGET
THE CONCEPT OF BUDGETING
THE PURPSE OF BUDGETING
TYPES OF BUDGETS
1. REVENUE AND EXPENSE BUDGETS
2. TIME, SPACE, MATERIAL &PRODUCT BUDGETS
3. CAPITAL EXPENDITURE BUDGETS
4. CASH BUDGETS
EFFECTIVE BUDGETARY CONTROL
1. TOP-MANAGEMENT SUPPORT
2. PARTICIPATION
3. STANDARDS
4. INFORMATIONS
DANGERS IN BUDGETING
METHODS FOR DECREASING DANGERS
1. VARIABLE BUDGETS
2. ALTERNATIVE AND SUPLEMENTARY BUDGETS
3. ZERO BASE BUDGETING
TRADITIONAL NON BUDGETORY ONTROL TECHNIQUES
1. STATISTICAL DATA
SPECIAL REPORTS AND ANALYSIS
PERSONAL OBSERVATION
TIME-EVENT NETWORK ANALYSIS
DEFINITION
EXPLAINATION
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Principles of Management Lecture Notes for MBA

Principles of Management Lecture Notes for MBA

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Published by Sandesh Shanbhag

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Published by: Sandesh Shanbhag on Dec 30, 2011
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