PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
UNIT-1: INTRODUCTION TO
MANAGEMENT
Introduction:the process of dealing
with or controlling things or people.
Definition: according to Harold
koontz, “management is the art of
getting things done through others
and with formally organized
groups.”
1. Importance of management:
1. Optimum use of resources
2. Competitive strength
3. Cordial industrial relations
4. Motivates employees
5. New techniques
6. Effective management
7. expansion of business
8. stability and prosperity
9. team spirit
10. effective use of managers
11. smooth functioning
12. reduces turnover and
absenteeism
13. sound organization
2. Functions of management:
1. planning
2. organizing
3. staffing
4. directing
5. controlling
3. Managerial roles;
1. Interpersonal Roles
➢ Figurehead Role
➢ Leader Role
➢ Liaison Role
2. Informational Roles
➢ Monitor’s Role
➢ Disseminators’ Role
➢ Spokesman’s Role
3. Decisional Roles
➢ Entrepreneurial Role
➢ Disturbance Handler Role
➢ Resources Allocator’s
Role
➢ Negotiator’s Role
4. Types of managers
1. General managers
2. Financial managers
3. Marketing managers
4. Human resources managers
5. Operations managers
5. Classic theory:
➢ Inter-related functions
➢ Guiding principles
➢ Bureaucratic structure
➢ Reward-punishment nexus
6. Scientific management:
Principles of scientific management:
1. principle of use of science for the
rule of thumb
2. principle of scientific selection
and training of workers
3. principle of cooperation
between labor and management
4. principle of maximum output
5. principle of division of
responsibility
Techniques of scientific
management:
1. Scientific Study of Work
2. Scientific Task Planning
3. Scientific Selection And Training
of Workers
4. Standardization
5. Differential Wage System
6. Specialization or Functional
Foremanship
7. Mental Revolution
7. Administrative Theory:
Principles of Management:
1. Division Of Work
2. Authority and Responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual
interest to the common good
7. Remuneration of personnel
8. Order
9. Centralization
10. Scalar chain
11. Equity
12. Stability of tenure
13. Initiative
14. Esprit de corps
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8. Management science
Characteristics of management science
1. systematized body of
knowledge
2. based on collection of facts
analysis and experiments
3. universal application
4. cause and effect relationship
5. verification of validity and
prediction of results possible
9. Integrative perspective
1. Systems theory
2. Socio-technical theory
3. Contingency theory
1. Systems theory
Parts of a system
1. Input
2. Process
3. Output
Kinds of systems
1. A closed system
2. An open system
3. General systems
4. Specialized systems
2. Socio-technical theory
Social system
1. Structure
2. People
Technical system
3. Technology
4. Task
5. MIS
3. Contingency Theory
1. Technology
2. Suppliers and distributors
3. Consumer interest groups
4. Customers and competitors
5. GovernmentUnions
UNIT-2: PLANNING AND ORGANIZING
PLANNING
Introduction:Planning determines
what to do, when to do, where to do. It is
the bridge between the present and
future.
Definition: according to James Lundy,
“planning means the determination of
what is to be done, how and where it is
to be done, who is to it and how results
are to be evaluated.”
1. Nature of planning:
1. Planning is goal-oriented
2. Planning is a primary
function
3. Planning is all-pervasive
4. Planning is a mental exercise
5. Planning is a continuous
process
6. Planning involves choice
7. Planning is forward looking
8. Planning is flexible
9. Planning is an integrated
process
10. Planning includes efficiency
and effectiveness dimensions
2. Principles of planning:
1. Purpose
2. Philosophy
3. Promise
4. Polices
5. Plans
6. Priorities
3. Objectives of planning:
1. Reduces uncertainty
2. Brings cooperation and
coordination
3. Economy in operation
4. Anticipates unpredictable
contingencies
5. Achieving the pre determined
goals
6. Reduce competition
4. planning process:
1. analyzing opportunities
2. establishing objectives
3. determining planning
premises
4. identifying alternatives
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 PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
5. evaluating available
alternative
6. selecting the most
appropriate alternative
7. implementing the plan
8. reviewing the plan
5. Types of plans:
1. On basis of time
1. Long term plans
2. Medium term plans
3. Short-term plans
2. On basis of managerial
levels
1. Top level plans
2. Middle level plans
3. Lower level plans
3. On the basis of broadness
1. corporate level plans or
corporate planning
2. department level plan
4. on the basis of use
1. standing or repeatedly
used plans
2. special or single use or
adhoc plans
6. Benefits of planning
1. Optimum utilization of
resources
2. Economy in operations
3. Reduces uncertainties
4. Strengths competitive ability
5. Effective coordination
6. Acts as change agent
7. Motivation
8. Effective control
7. Limitations/pitfalls of
planning:
1. Inflexibility
2. Limitation of forecasts
3. Unsuitability
4. Time consuming
5. Costly
6. Mental ability
7. False sense of security
8. Delay during emergency
period
9. Capital investment
10. Political climate
11. Trade unions
12. Technological changes
ORGANIZING
Introduction:
An organized group of people with a
particular purpose, such as a business
or government department.
8. Principles of Organizing:
1. Principle of unity of
objectives
2. Principle of speculation
3. Principle of coordination
4. Principle of parity of
authority and responsibility
5. Principle of absoluteness of
responsibility
6. Principle of exception
7. Principle of span of control
8. Principle of flexibility
9. Principle of full clarity
10. Principle of balance
11. Principle of unity of
command
12. Scalar principle
13. Principle of simplicity
14. Principle of continuity
15. Principle of regular checks
16. Principle of efficiency
17. Principle of participation
9. Organization levels:
1. Chaotic (Confused)
2. Repeatable
3. Defined
4. Managed
5. Optimized(elevated)
10. Organizational design:
1. Departmentalization
1. Functional
departmentalization
2. Product
departmentalization
3. Geographical
departmentalization
4. Process
departmentalization
5. Customer
departmentalization
2. Chain of command
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1. Authority
2. Responsibility
3. Unity of command
3. Span of control
4. Centralization and
decentralization
5. Formalization
11. Organizational structure:
1. Traditional structure
1. Line structure
2. Line and staff structure
3. Functional structure
2. Divisional structure
1. Product structure
2. Market structure
3. Geographical structure
3. Matrix structures
1. Bureaucratic structure
2. Pre-bureaucratic structure
3. Network structure
4. Team structure
12. Advantages of line and staff
organizations:
1. Planned specialization
2. Scientific actions
3. Definiteness
4. Training ground for
developing people
13. Types/approaches to
organization:
1. Traditional designs
1. Simple structure
2. Functional structure
3. Divisional structure
2. Contemporary designs
1. Team structure
2. Matrix structure
3. Project structure
4. Autonomous internal
units
5. Boundary less
organization
6. Learning organizations
14. Elements of Delegation:
1. Assignment of duties or
responsibilities
2. Delegation of authority
3. accountability
15. features of delegation of
authority:
1. No delegation of total
authority
2. Delegation of only that
authority that a manager has
3. Representation of the
superior
4. Delegation for organizational
purpose
5. Restoration of delegated
authority
6. Balance of authority and
responsibility
7. No delegation of
responsibility
16. Advantages of delegation of
authority:
1. Minimize work load of
managers
2. Benefit of specialization
3. Motivation and development
4. Training and development
5. Facilitates growth and
expansion
6. Quicker and better decision
7. Basis of organizing
17. Barriers to delegation of
authority:
1. Reluctant to delegate
2. Fear of losing importance
3. Loss of control
4. Mutual distrust
5. Fear of subordinates
6. Incompetent subordinates
7. Lack of motivation
18. Process of delegation of
authority:
1. assigning responsibility
2. granting authority
3. fixing accountability
19. Important of delegation of
authority:
1. Effective management
2. Employee development
3. Motivation of employees
4. Facilitation of growth
5. Basis of management
hierarchy
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 PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
6. Better coordination
7. Leads to quick and better
decisions
8. Continuity in organization
20. Principles of effective
delegation of authority:
1. Knowledge of objectives
2. Parity of authority and
responsibility
3. Unity of command
4. The scalar principle
5. Clarity of delegation
6. Absoluteness of
responsibility
7. Use of exception principle
8. Completeness of delegation
9. Effective communication
support system
10. Reward for effective
delegation
21. Barriers/obstacles in
delegation of authority:
1. From the delegators or
superiors
1. Unfamiliarity with the art
of delegation
2. Desire to administer
3. Lack of faith in
subordinates
4. Psychological barriers
5. Fear about position
6. Desire to make identity
7. Traditions of enterprise
8. Regular interference
9. Fear of more risk
2. From the delegates or
subordinates
1. Lack of self-confidence
2. Fear of criticism
3. Lack of incentive
4. Lack of knowledge and
experience in
subordinates
5. Non-cooperation by able
subordinates
6. Dependence on executives
22. Suggestions to overcome the
difficulties of delegation of
authority:
1. Knowledge of the art of
delegation
2. Selection of competent
subordinates
3. Less interference in routine
works
4. Capacity to bear risk
5. Defining the authority and
responsibilities clearly
6. Giving incentives
7. Effective communication
8. Training of subordinates
9. Praise instead of criticism
10. Less dependence on
executives
23. Factors affecting delegation of
authority:
1. Company’s history
2. Availability of capable
persons
3. Importance and costliness of
decision
4. Size of the enterprise
5. Available controls
6. Types of enterprise
7. Environmental factors
24. Need for span of management:
1. Better supervision and
control
2. Increase efficiency
3. Increase goodwill
4. Good professional relations
5. Team spirit and morale
6. Good communication and
coordination
7. Facilitates quick action
8. Less labor absenteeism and
turnover
9. Develops discipline and
mutual trust
10. Superiors can concentrate
and important work
25. Factors determining the span
of management:
1. Capacity of manager
2. Capacity of subordinates
3. Nature of work
4. Degree of decentralization
5. Degree of planning
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6. Communication system 4. If the activities of the

7. Level of management company is spread or works
8. Physical location are done at different places
decentralization is necessary.
26. Types of span of management: 32. Advantages of
1. Wide span of management decentralization:
2. Narrow span of management 1. Reduces burden of top
27. Factors determining executives
centralization of authority; 2. Quick decisions
1. Achieving uniformity of 3. Facilitate diversification
action 4. Motivation of subordinates
2. Facilitating integration 5. Sense of competition
3. Promoting personal 6. Provides product or market
leadership emphasis
4. Handling emergencies 7. Division of risk
8. Effective control and
28. Advantages of centralization: supervision
1. Standardization of 33. Disadvantages of
procedures and system decentralization:
2. Facilitates evolution 1. Lack of co-ordination
3. Economies 2. Difficulty in control
4. Co-ordination of activities 3. Costly
29. Disadvantages or evils of 4. Lack of able managers
centralization: 34. Distinction between
1. Destroys individual initiative decentralization and
2. Over burden of few delegation:
3. Slows down the operations
4. Distance from customers
5. No scope for specialization
30. Measurement of degree of
decentralization:
1. Number of decisions
2. Importance of decisions
3. Effects of decisions
4. Checking of decisions
31. Factors affecting
decentralization:
1. Decentralization helps to take
a quick and appropriate
decision on the spot where it
is really required.
2. When the top management
wants to reduce
communication work
decentralization can be used.
3. Growth and diversification
(activities of the company
make decentralization
necessary).

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Delegation
1. Nature Delegation is individualistic.
It involves two persons,
superiors and subordinates.
2. control Control rests with the
delegator or superior.
3. Need C Delegation is essential to get
things done by others. Unless
otherwise authority is
delegated it will be difficult
to assign responsibility.
4. respons In delegation, responsibility
ibility remains with the delegator.
He can delegate authority
and not responsibility.
UNIT-3 – DIRECTING AND
CONTROLING
DIRECTING
Introduction: Directing is said to be a
process in which the managers instruct,
guide and oversee the performance of
the workers to achieve predetermined
goals.
Definition of directing:
According to urwick and
breach, “directing is the guidance, the
inspiration, the leadership of those me
and women that constitute the real core
of the responsibilities of management.”
1. Importance of Directing:
1. Initiates action
2. Improving efficiency
3. Ensures co-ordination
4. Helpful in implementing
changes
5. Provides stability
6. Motivation
7. Supervision
8. Co-ordination
2. Techniques of directing:
1. Delegation
2. Supervision
3. Issuing orders and
instructions
Decentralization
Decentralization is totalistic in
nature. It involves delegation from
top management to the department
or divisional level.
In this system top management
exercises minimum control. All
powers are given to concerned
departments or divisions.
Decentralization is optional because
it is the philosophy of management.
Top management may or may not
disperse authority.
In decentralization, head of the
department is responsible for all
activities under him. He is required
to show better performance of the
whole department.
3. Principles of Directing:
1. Harmony of objectives
2. Maximum individual
contribution
3. Unit of direction or command
4. Efficiency
5. Direct supervision
6. Feedback information
7. Effective communication
8. Appropriateness of direction
technique
9. Efficient control
10. Comprehension
11. Follow through
Co-ordination
Introduction: the act of making
all the people involved in a plan
or activity work together in an
organized way.
Definition of co-ordination
According to j.Lundy,
“co-ordination involves
the development of unity
of purpose and the
harmonious
implementation of plans
for the achievement of
desired ends.”
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 PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
4. Need and importance of co-
ordination:
1. Unity in diversity
2. Team work or unity on
direction
3. Functional differentiation
4. Speculation
5. Reconciliation of goals
6. Large number of employees
7. Congruity of flows or
congruent flows
8. Empire building
9. Differentiation and
integration
5. Principles of co-ordination
1. Early start
2. Personnel contract
3. Continuity
4. Reciprocal relationships
5. Dynamism
6. Simplified organization
7. Self co-ordination
8. Clear-cut objectives
9. Clear definition of authority
and responsibility
10. Effective communication
11. Effective leadership
12. Effective supervision
6. Techniques of co-ordination;
1. Clearly defined objectives
2. Effective chain of command
3. Co-ordination through group
meetings
4. Harmonious policies and
procedures
5. Effective communication
6. Sound organizational
structure
7. Co-ordination through o
liaison officer
8. Co-operation
9. Self co-ordinations by
leadership
10. Incentives
7. Types of co-ordination
1. Internal co-ordination
1. Vertical co-ordination
2. Horizontal co-ordination
2. External co-ordination
8. Problems of co-ordination:
1. Natural hindrances
2. Lack of administrative talent
3. Lack of techniques of co-
ordination
4. Ideas and objectives
5. Misunderstanding
Leadership:
Leadership is a process of influence on a
people or organization towards the
accomplishment of target (goals).
Definition of leadership:
According to Franklin G.
Moore, “leadership is the ability to
make men act the way the leader
wants.”
9. Leadership skills
1. Intelligence
2. Communication skills
3. Emotional balance
4. Technical skills
5. Inner drive
6. Energy
7. Human relations skills
8. Technical skills
10. Leadership behavior and
styles:
1. Laissez-faire
2. Autocratic
3. Participative
4. Transactional
5. Transformational
11. Cross-cultural leadership:
1. Actively build cross-cultural
relationships themselves
2. Get outside their comfort
zones
3. Embrace diversity and
explore its potential
4. Act themselves towards
relatedness
5. Persistence
Controlling
Introduction: the process of controlling
is to ensure that everything occurs in
conformities with the standards.
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 PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
Definition of controlling:
According to Philip Kotler,
control is the process of taking steps to
bring actual results and desired results
closer together.”
12. Nature of controlling:
1. Controlling is an end function
2. Controlling is a pervasive
function
3. Controlling is forward
looking
4. Controlling is a dynamic
process
5. Controlling is related with
planning
13. Importance of controlling
1. Helps in guiding the actual
performance
2. Contributes to overall
improvement in the
organizational efficiency
3. Smoothens the working
4. Helps to maintain order and
discipline
5. Increase the morale of the
employees
6. Ensure the success of plans
7. Facilitates decisions-making
8. Provides the basis for future
corrective action
9. Facilitates effective
supervision
10. Facilitates decentralization
11. Facilitates co-ordination
14. Controlling process:
1. Establishing standards
1. Time standards
2. Cost standards
3. Income standards
4. Market share
5. Productivity
6. Profitability
2. Measuring performance
1. Strategic control points
1. Income
2. Expenses
3. Inventory
4. Quality of the product
5. Absenteeism
2. Meclzanised measuring
devices
3. Ratio analysis
4. Comparative statistical
analysis
5. Personal observation
3. Comparing the actual
performance with expected
performance
4. Correcting deviations
15. Requirements of effective
control:
1. Principle of standards
2. Principle of efficiency of
control
3. Principle of direct control
4. Principle of flexibility
5. Principle of assurance of
objectives
6. Principle of reflection of
plans
7. Principle of responsibility of
control
8. Principle of organizational
suitability
9. Principle of critical point
control
10. Principle of exception
11. Principle of future control
12. Principle of individuality of
control
13. Principle of action
16. Establishing controlling
system;
a) On the basis of elements to be
controlled
1. Operational control
1. Quality control
2. Production control
3. Stock control
4. Supply of control
5. Cost control
6. Budgetary control
2. Management control
b) On the basis of stage at which
control can be exercised
1. Feed forward control
2. Concurrent control
3. Feedback control
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 PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
17. Principles/ prerequisites of
effective control system:
1. Principle of standards
2. Principle of efficiency of
control
3. Principle of direct control
4. Principle of flexibility
5. Principle of assurance of
objectives
6. Principle of reflection of
plans
7. Principle of responsibility of
control
8. Principle of organizational
suitability
9. Principle of critical point
control
10. Principle of exception
11. Principle of future control
12. Principle of individuality of
control
13. Principle of action
18. Controlling techniques:
1. Statistical control reports
2. Personal observation
3. Cost accounting and cost
control
4. Break even analysis
5. Special control reports
6. Management audit
7. Standard costing
8. Return on investments
9. Internal audit
10. Responsibility accounting
11. Managerial statistics
12. Performance evaluation and
review technique (PERT)
13. Critical path method (CPM)
14. Gantt milestone
15. Production control
16. Management information
system
17. External audit control
18. Zero-base budgeting
19. Standing orders
20. Budgetary control
UNIT-4- DECISION MAKING
Decision making
Introduction: the act or process of
deciding something especially with a
group of people. The project will require
some difficult decision-making.
Definition of decision making:
According to George R. Terry,
“Decision-making is the selection based
on some criteria from two or more
possible alternatives.”
1. Characteristics of decision
making:
1. Rational thinking
2. Process
3. Selective
4. Purposive
5. Positive
6. Commitment
7. Evaluation
2. Types of decision
1. Programmed decision
2. Non-programmed decision
3. Msyordecision
4. Minor decision
5. Operative decision
6. Organizational decision
7. Personal decision
8. Individual decision
9. Group decision
10. Departmental decision
11. Non-economic decision
12. Crisis decision
13. Research decision
14. Problem decision
15. Opportunity decision
16. Certainty decision
17. Uncertainty decision
3. Rationale decision making
process:
1. Defining the problem
2. Analyzing the problem
3. Development of alternatives
4. Evaluation of alternatives
5. Selection of the best
alternative
6. Execution of the decision
1. Effective communication
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 PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
2. Securing employees’
acceptance
3. Correct timing of decision
execution
7. Follow-up
4. Decision making techniques:
1. Judgment techniques
2. Statistical techniques
3. Operational research
techniques
4. Model building techniques
5. Behavioral techniques
6. Principles of management
techniques
7. Intuition techniques
5. Models of decision makings:
1. The classic model
2. The administrative model
3. The Herbert Simon model
a) The intelligence phase
i. The social
environment
ii. The competitive
environment
iii. The organizational
environment
b) The design phase
c) The choice phase
6. Methods of participation of
employees in decision-making:
1. Participation at the board
level
2. Participation through
ownership
3. Participation through
collective bargaining
4. Participation through
suggestion schemes
5. Participation through
complete control
6. Participation through job
enrichment
7. Participation through quality
circles
7. Participative decision making:
1. Decide
2. Consult(individually)
3. Consult(group)
4. Facilitate
5. Delegate
8. Questions that determine the
appropriate participative
decision style:
1. Decision significance
2. Importance of commitment
3. Leader expertise
4. Likelihood of commitment
5. Group support for objectives
6. Group expertise
7. Team competence
9. Challenges/difficulties in
decision making:
1. Incomplete information
2. Un-supporting environment
3. Non-acceptance by
subordinates
4. Ineffective communication
5. Incorrect timing
10. Problems in decision making:
1. Accuracy
2. Environment for decision
3. Timely decision
4. Communication of decision
5. Participative decision making
6. Implementation
11. Administrative problems
related with decision making:
1. The timing of decision
2. Need for correct decisions
3. Effective communication
4. Participating in decision
making
5. Decision environment
6. Implementing decisions
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UNIT- 5 –CONTEMPORARY ISSUES IN
MANAGEMENT
MBO-Management by objectives
Introduction:Management by
objectives (MBO) is a management
model that aims to improve
performance of an organization by
clearly defining objectives that are
agreed to by both management and
employees.
Definition of MBO:
According to P.H.F.Donell,
“MBO is a system in which the managers
and all the employees of the enterprise
determine the objectives at the level of
individual department and individual
manager to improve the efficiency of
both.”
1. Characteristics of MBO:
1. Determination of objectives
2. Team spirit in the
determination of objectives
3. Definite period
4. Determination of
performance standards
5. Delegation of the authority
6. Organization structure
7. Training
8. Motivation
9. Evaluation of performance
10. Control information
11. Publicity of achievements
12. MBO is an approach and
philosophy to management
and not merely a technique
2. Objectives of MBO:
1. To define the objects of
enterprise and to determine
the activities in accordance
with these objects.
2. To improve the individual
objects with the objectives of
enterprise.
3. To improve the efficiency and
productivity of subordinates.
4. To establish the effective
communication system
between senior officers and
their subordinates.
5. To evaluate the performance
6. To motivate the subordinates
to do better.
7. To make the control more
effective.
8. To provide the best
opportunity of promotion.
3. Process of MBO:
1. Determination of objectives
of the enterprise
2. Determination of
departmental goals
3. Fixing key result areas
4. Determination of individual
targets
5. Matching of resources with
objectives
6. Holding periodical review
meetings
7. Performance appraisal
8. Publicity of achievements
9. Recycling
Management By Walking
Around (MBWA)
Introduction: MBWA basically
refers to managers spending
some part of their time listening
to problems and ideas of their
staff, while wandering around an
office or plant.
4. Characteristics of MBWA:
1. Authenticity
2. Inclusiveness
3. Engagement
5. MBWA Development:
1. Toward Customers
2. TowardSuppliers
3. Toward Government
Agencies
4. Toward Competitors
5. Toward the Media, the
General Public
6. Implementation of MBWA:
1. Add MBWA to Your Routine
2. Vary Your Time and Dates
3. Walk Alone
4. Stay Positive
5. Be Relaxed
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6. Use the Time to offer praise objectives Specific

and/or gratitude Measures
7. Take Time for Small Talk Growth Revenue
8. Treat everyone equally Profitability growth
9. Ask for suggestions Cost leadership Return on
10. Follow up equity
7. Advantages of MBWA: Unit cost
1. Understand the situation 2. Customer perspective:
2. Strengthen communication objectives Specific
3. Exchanges Measures
4. Supervision work New products % of sales
8. Disadvantages of MBWA: Responsive supply from new
1. The limits of geography To be preferred products
2. It’s limited to employees supplier On time
3. It relies upon the candid Customer delivery
insights partnerships Share of
9. Out Of The Box Thinking: key
means to think differently, accounts
unconventionally, or from a new Numbers of
perspective. This phrase often cooperative
refers to novel or creative efforts
thinking.
These are some of the examples: 3. Internal process
1. Sell me this pen perspective:
2. What did you have for
breakfast? objectives Specific
3. Describe the color yellow to Measures
someone who can’t see. Manufacturing Cycle time,
4. How would you hide died excellence Yield
body? Increase design Engineering
5. Who would win in a fight productivity efficiency
between batman and Reduce product Actual
Spiderman? launch delays launch date
6. If there were a machine that vs. plan
produces $100 bills for life,
what would you be willing to Learning and growth perspective:
pay for it today? Objectives Specific
7. If you were shrunk to the size Measures
of a pencil and dropped in a Manufacturing Time to new
blender, how would you get learning product
out? Product focus maturity
8. What is your spirit animal? Time to market % of
products
representing
10. Balanced Score Card: 80% of sales
1. Financial perspective: Time
1. Growth stage compared to
2. Sustain stage that of
3. Harvest stage competitors
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 PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
11. The process of building a
balanced scorecard:
1. Define the measurement
architecture
2. Specify strategic objectives
3. Choose strategic measures
4. Develop the implementation
plan
12. Potent pitfalls:
1. Lack of a well-defined
strategy
2. Use of generic metrics
Time management;
Time management is the process of
organizing and planning how to divide
your time between specific activities.
13. Techniques of time
management:
1. ABC Analysis
2. Pareto Analysis
3. Eisenhower Method
4. POSEC Method
14. Importance of time
management:
1. Time is limited
2. Time is needed to get What is
Wanted Out of Life
3. Time is Scarce
4. One can Accomplish more
with less Effort
5. Too Many Choices
6. Time cannot be Stored
BPO- Business Process Outsourcing:
Introduction: BPO is a subset of
outsourcing that involves contracting
the operations and responsibilities for a
particular business process to a third-
party service provider.
15. BPO Business Trends:
1. Transactional BPO
2. Niche BPO
3. Comprehensive BPO
16. Types of BPO Services:
1. Horizontal BPO
2. Vertical BPO
17. Challenges in BPO industry
1. Brand Equity
2. Pre-job training
3. Lack of benchmarks
Stress Management Causes And
Remedies:
What is stress?
Stress is a general term applied to
various psychological (mental) and
physiologic (bodily) pressures
experienced or felt by people
throughout their lives.
Definition of stress:
According to Dr. Hans Selye,
one of the leading authorities on the
concept of stress, described stress as
“the rate of all wear and tear caused by
life.”
18. Causes of Stress:
1. Career Concern
2. Role Ambiguity
3. Rotating Work Shifts
4. Role Conflict
5. Occupational Demands
6. Lack of Participation in
Decision-Making
7. Work Overload
8. Work Under Load
9. Poor Working Conditions
10. Lack of Group Cohesiveness
11. Interpersonal and Intergroup
Conflict
12. Organizational Changes
13. Lack of Social Support
19. Certain factors outside the
scope of an organization also
cause stress:
1. Civic Amenities
2. Life Changes
3. Frustration
4. Racial, Caste, and Religious
Conflicts
5. Personality
6. Technological Changes
7. Career Changes
20. Following habits can
remarkably help to relieve
stress:
1. Regular meditation
2. Physical exercise
3. Balanced diet
4. Focused thinking
5. Control of anger
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 PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
6. Managing Depression
7. Maintaining calmness in
stressful situations
8. Having a positive attitude
towards life
9. Harmony towards self and
others, etc.
JIT-Just In Time:
Introduction: a JIT system of
manufacturing is based on
preventing waste by producing
only the amount of goods needed
at a particular time, and not
paying to produce and store
more goods than are needed.
21. Characteristics of JIT:
1. Uniform Workstation Loads
2. Small Lot Sizes
3. Closer Supplier Ties
4. Maintenance of High Quality
5. Quick and Economic Set-Ups
TQM-Total Quality
Management:
Introduction: TQM is a set of
management principles aimed at
improving performance
throughout a company,
especially by involving
employees in decision-making.
22. Features of TQM:
1. Find out what the customer
want
2. Design a product or service
that will meet or exceed what
customers want
3. Design a production process
that facilitates doing the job
right the first time
4. Keep truck of the result and
use those to guide
improvement in the system
5. Extend these concepts to
suppliers and to distribution.
23. Principles of TQM:
1. Be Customer Focused
2. Insure Total Employee
Involvement.
3. Process Centered
4. Integrated System
5. Strategic and Systematic
Approach
6. Continual Improvements
7. Fact Based Decision Making
8. Communication
24. Elements of TQM:
1. Customer focus
2. Employee Involvement
3. Continuous Improvements
4. Universal responsibility
5. A Sustained Management
Commitment to Quality
6. Addressing Deficiencies
7. Benchmarking
8. Value Improvement
9. Training
25. Implementing of TQM;
1. Preparation
2. Planning
3. Assessment
4. Implementation
5. Diversification
26. Dr. W. Edward Deming’s 14
principles:
1. Constancy Of Purpose
2. The New Philosophy
3. Cease Dependence on Mass
Inspection
4. End Lowest Tender
5. Improve Every Process
6. Institute Training on the Job
7. Institute Leadership
8. Drive Out Fear
9. Break Down Barriers
10. Eliminate Exhortations
11. Eliminate Arbitrary
Numerical Targets
12. Permit Pride of Workmanship
13. Encourage Education
14. Top Management
Commitment and Action
SIX SIGMA:
Introduction:Six sigmais a
quality program that, when all is
said and done, improves your
customer’s experience, lowers
your costs, and builds better
leaders.
Definition of six sigma:
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 PRINCIPLES OF MANAGEMENT - SYLLABUS AT A GLANCE
According to Dr. Mikel J. Harry,
six sigmais a statistical
measurement, which helps us
establish our course and gauge
our pace in the race for total
customer satisfaction.
27. Need for six sigma:
1. Six sigma quality level is
closest to zero defect
2. Total customer satisfaction
can be achieved with reliable
product/service
3. Reduction of cost is possible
4. It gives higher yield
5. Improved reliability.
28. Basic steps involved in the
application of six sigma:
1. Define/ identify
2. Measure
a) Select CTQ characteristics
b) Define performance
standards
c) Validate measurement
system
3. Analyse
a) Establish product capacity
b) Define performance
objectives
c) Identify variation sources
4. Improve
a) Screen potential causes
b) Discover variable
relationships
c) Establish operating
tolerances
d) Improve continuously
5. Control
a) Validate measurement
system
b) Determine process
capability
c) Implement process
controls
29. Tools of six sigma:
1. Process Mapping
2. XY Matrix (House of Quality)
3. Measurement system analysis
4. Process capability Tool
5. Multivariate Study
6. Hypothesis testing
7. Failure mode effect
analysis(FMEA)
8. Design of experiments
9. Control plan
30. Advantages of using six sigma:
1. It introduces rapid and
almost radical improvements
2. It transforms the entire
organization
3. It provides a consistent
metric
4. Customer is always in focus
5. It is a continuous
improvement process, as well
31. Disadvantages of using six
sigma:
1. Sixsigma is ‘exacting’ but not
necessarily ‘exciting’
2. Detraction from ‘creatively’
CMM Level: (Capability Maturity
Model)
Introduction: CMM is a methodology
used to develop and refine an
organization’s software development
process. The model describes a five-
level evolutionary path of increasingly
organized and systematically more
mature processes.
32. 5 maturity levels:
1. Initial
2. Managed
3. Defined
4. Qualitatively managed
5. Optimizing
16