1

SVKM’s Narsee Monjee Institute of Management Studies

Name of School-Sarla Anil Modi School of Economics. School Name-ID-1

Program: B. Sc (Economics) Semester : V

Prof Sukesh Kumar BR , NMIMS Bangalore

Course Course Code:

Name : Principles of Management.
Teaching Scheme Evaluation Scheme
Lecture Practical Tutorial Internal Continuous Term End Examinations (TEE)
(in (in (in Credit Assessment (ICA) (weightage)
hours) hours) hours) (weightage)
60 4 50 Marks 50 Marks.
Pre-requisite:

Objectives:
 To give the students a thorough understanding of the business management concepts.
 To familiarize the student to the systems approach of management as a foundation to organizing
managerial knowledge.
 To enable students to relate theory with practice.

Outcomes:

Detailed Syllabus:

Session Theme. Pedagogy. Reference. Weightage.

No. (with Chapter
numbers)
1 to 3 Management: Class Discussion koontz, H, 5
Science theory and Practice Activity Weihrich, H.
Definition of management Essentials of
The most management
Functions of Management, Scope , Functions at innovative 10e McGraw Hill
different levels, managerial skills and hierarchy, companies in Chapter 1 & 2
Productivity effectiveness & efficiency the world p 34

4 to 6 Evolution of management thought TED Video

Patterns of Management Analysis- Management

theory jungle

Different Approaches to Management

Managerial role approach
Process or operational approach Discussions
Systems approach to the management process COVID Crisis

Management and Society – Management

The External Environment, century HBS
Social Responsibility
Ethics in Managing Wisdom of
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Peter Drucker
7 ,8 Global, Comparative and Quality Management Class Discussion koontz, H, 8+2 =10
Forms of International business Cases Weihrich, H.
Country alliances and economic blocks Case: Essentials of
Culture and country differences 1.Rise of Indian management
Porters competitive advantage of nations software 10e McGraw Hill
CA through quality management Industry Hill Chapter 3 to 6
2. Developing
Verifiable goals
9,10,11 Essentials of Planning and MBO; 3 Future Of
Planning Automobiles
Importance 4. Leadership
Types of Plans, case : Starbucks
Missions or Purposes, Objectives or Goals,
Strategies, Policies, Procedures, Rules, Programs,
Budgets Porters 5F
Steps in planning (8 steps) Videp
Co-ordination of Short and long range plans
BCG Video
Objectives
Objectives and its nature, Hierarchy, Multiplicity,
Qualitative & quantitative,
Management by objectives
Benefits, failures

12 to 15 Strategies, Policies and Planning Premises,

Nature & purpose
Strategic Planning process
Tows Matrix
Blue Ocean strategy
Resource allocation- BCG matrix
Industry attractiveness- Porters industry analysis
Porters Generic strategies

16,17,18 Decision making

Importance & limitations PM’s Silence on
Development of alternatives & limiting factor Ladakh
Evaluating an alternative
Selecting an alternative
Programed & non -programed decisions
Under certainty and uncertainty
Creativity and innovation Debate on
COVID
lockdown
And
Ban of 59
chinese Apps

How John F
Kennedy
Changed
Decision
making for US
-HBR
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Organizing- Class Discussion koontz, H, 5

19,20 Meaning of Organizing & Organization Multimedia Weihrich, H.
Formal & informal organization Case: Essentials of
Organizational division- Department Innovation management
Organizational levels & Span Case Apple 10e McGraw Hill
Organizational environment for entrepreneurship Chapter 7 to 9
Re-engineering the organization Case General
Structure & Process Motors,
Generous
22,21 Organization Structure & Departmentation Motors,
-by enterprise function Government
-by territory Motors Pp199
-by customer group
-by product Case: Amazon
-by global environment Pp212
Matrix Organization
SBU
Virtual organization
Borderless organization

23,24 Line/Staff Authority, Empowerment and

Decentralization
Authority & Power
Empowerment
Line & Staff Concept
Functional authority
Decentralization & Centralization of authority
Recentralization

25,26 Effective Organizing and Organization Culture Class Discussion Koontz, H, 4+1 = 5
Avoid mistakes in organizing by PLANNING Cases Weihrich, H.
Avoid organizational INFLEXIBILITY Restructuring Essentials of
Making staff work effectively at Daewoo management
Avoid conflict by clarification Pp227 10e McGraw Hill
Understanding Organizing Chapter 10 to 12
Define & Promote Organization culture Recruiting
Talent at
Infosys Pp264
27,28,2 Human Resource Management and Selection
9 Definition of staffing
Analysis of the Need for managers Career Paths of
Selection : Matching the person with the Job CEO’s at
Position requirement & job design Toyota, VW,
Skills & Personal characters needed in Managers Ford and GM
Matching qualifications with position requirements Pp286
Selection process
Orienting & Socializing

Performance Appraisal and

30,31 Career Strategy
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Choosing appraisal criteria

Appraising managers against objectives
Appraising Managers as Managers
Team evaluation approach
Rewards and Stress of Managing
Formulating a career strategy
32 to 34 Managing Change through Manager and Class Discussion Koontz, H, 4+1 = 5
Organizational Development Cases Weihrich, H.
Manager development, managerial training & OD Jack Welch Essentials of
Manager Development : Process & Training leading management
Approaches to Manager Development organizational 10e McGraw Hill
*On The Job change at GE Chapter 13
*Internal & External Pp310
Evaluation & relevance of training program
Managing Change
Organizational conflicts
Organizational development
Learning Organization

35 to 38 Human Factors and Motivation - Factors, Theory Class Discussion Koontz, H, 4+1= 5
The nature and Function of Leading & Managing Cases Weihrich, H.
Human Factors Managing the Essentials of
An early behavioral model Theory X & Y Hewlett management
Maslow’s Hierarchy of needs theory Packard Way 10e McGraw Hill
Alderfer’s ERG theory Pp341 Chapter 14
Herzberz’s Hygiene theory
The Expectancy theory
Equity theory
Special Motivational techniques
Job Enrichment

39 to 42 Leadership Class Discussion Koontz, H, 4+1=5

Definition Cases Weihrich, H.
Ingredients of leadership Profiles of two Essentials of
Trait Approach Visonaries management
Charismatic Approach Pp364 10e McGraw Hill
Behavior and styles Chapter 15
Managerial Grid
Leadership as a continuum
Situational & Contingency approach Best Practices –
Transactional & Transformational leadership From Business
Magazine
reviews-
Submission
43 to 45 Committees, Teams and Group Decision-making - Class Discussion Koontz, H, 4+1=5
Nature of Committees & Groups Cases Weihrich, H.
Reasons for Using Committees & Groups, Essentials of
Successful operations of Groups and committees management
Teams, its types and Team Building 10e McGraw Hill
Conflicts in Committees Groups and Teams Chapter 16

46to 48 Communication – Class Discussion Koontz, H, 4+1=5

Meaning, Cases Weihrich, H.
Purpose, Essentials of
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Process, management
Barriers 10e McGraw Hill
Towards effective communication Chapter 17
Electronic media in communication.
49 to 52 Controlling: Class Discussion Koontz, H, 4+1=5
Systems and Process Controlling, Cases Weihrich, H.
Basic Control Process Essentials of
Critical control points, standards & Benchmarking, management
Control as a Feedback system, 10e McGraw Hill
Feedforward or preventive control Chapter 18
Real-time info control
Profit – Loss control
RoI control
Audits
Balance Scorecard
Bureaucratic & Clan control
Requirements for Effective Controls
53 to 57 Productivity – Class Discussion Koontz, H, 4+1=5
Problems and measurements, Cases Weihrich, H.
Product & Operations Management Essentials of
Operations Management Systems Dabbawala management
Tools and Techniques for Improving Productivity, 10e McGraw Hill
Supply Chain and Value Chain Management Chapter 20
Total Quality Management

58 to Presentations & Revision Class Discussion

60 Problem
Solving
Exercises
References/Books:

Text book: Koontz, H , Weihrich, H. Essentials of Management. McGraw Hill.

Additional Reading ;

 Hill, C.H. and McShane, S. 2006. Principles of Management. McGraw Hill

 DuBrin, A. 2008. Essentials of Management. South- Western Cengage Learning . 8th edition.
 A century of Management HBS

Details of Term Work:

Components Weightages
Continuous evaluation 50%
Module case analysis 5 x 4 20
Quiz, Test 20
Assignment – Current Scenario- Submission 10
Any other (Pl. Specify) -
End Term 50%
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Prepared by Approved by

Signature Signature
Prof: B. K Nair (Dean)