MIT WORLD PEACE UNIVERSITY "oe COURSE STRUCTURE Course Code SPMS01A Course Category Core Course Course Title Organization Management Teaching Scheme and Credits Lectures Weekly load hrs. 20 Pre-requisites if any Course Objective: Knowledge: i. To acquire knowledge of key principles and practices of management and ability to apply this knowledge to the analysis of complexbusiness ii, To familiarizethe students about contemporary trends inmanagement iii. To help students understand the changing roles and responsibilities of today’smanager Skills: i. People Management Skills ii, Managerial Skills iii, Leadership Skills, Negotiation Skills iv, Analytical Skills, Conceptual Skills Attitude: i, Leadership ii, Ethical planning and decisionmaking. Course Outcome By the end of the course, students should have a firm understanding of the diverse roles of a manager in an organization, as well as of the business environment in which organizations exist. The objective of this course is to enhance these skills. Specifically, this course will enable students to: 1. Think strategically about the role and functions ofmanagement; 2. Understand the different perspectives used in managementtheory Apply management concepts to analyze and deal with key organizational and managerialissues Understand the environmental context in which organizationsoperate Apply a variety of concepts and models used in the various subfields ofmanagement Course Contents ; Fundamentals ofManagement Planning and Strategy Organizations and Design Staffing and Leadership Directing and Controllingig Uwe reac Learning Resources: Reference Books a) Management — By - Stephen Robbins- Pearson Publication 'b) Principles and Practice of Management- L.M Prasad, Sultan Chand &Sons ©) Essentials of Management - Koontz & O' Donnell, McGraw-Hill 4) Fundamentals of Management- Robbins, $.P. and Decenzo, D.A., Pearson EducationAsia, ¢) Management by Gilbert, Freeman, Gilbert, Stoner Supplementary Reading: a) The Frontiers of Management by Peter Drucker, Harvard Business ReviewPress. b) The Definitive Drucker by Elizabeth Haas Edersheim, TMGH. Technology, Management and Society by Peter Drucker, Harvard Business ReviewPress. ©) The Drucker Lectures: Essential Lessons on Management, Society and Economy Edited by Rick Wartzman,TMGH. Journals : 1, Journal of Management- SAGEPublication Websites : http://www.druckerinstitute.com/link/about-peter-drucker hutps://www.toolshero.com/management/14-principles-of- management! hups://www.toolshero.com/strategy/core-competence-model/ MOOC: https://www.coursera.org/specializations/human-resource-management Syllabus Module ‘Workload ia Hrs an Contents aa Fundamentals of Management |A. Historical Perspective 1.1 Functions and Prineiples of Management 11.2.Contribution by F.W .Taylor, Henri Fayol, Max Webber, Mintzberg's 1 Management Roles, Peter Drucker, Michael Porter and C.K. Prahlad 8 IB. Growth of Management philosophy 1.1 Industrial Revolution 1.3.Modern Management |1.4. Management Challenges in VUCA World 1.5.Case: 1 Planning and Strategy JA. Planning 2.1Concept of planning, nature and process of planning 2.2 Objectives of Planning, levels ofplanning b.3 Planning premises,Forecasting and Prediction iB. Strategy 2.4 Definition of Strategy, Process of Strategy 2.5 Levels of Strategy 2.6 Case;2is Sead wane = WAIT-WPU UNIVERSITY —— ‘Organization and Design meee |A. Organization 1. Overviewof Organization, Importance of Organization 2. Formal and Informal Organization, Line and staff relationship, ‘entralization Vs.Decentralization, 3, Types of Organization ~ Finance, Human Resource, Export Import, ERP, Marketing, Logistics 4. Organization Structure - bases fordepartmentation 8.5. Limitations of Organizations IB. Design 6. Types of onganization structure 7 Span of Management, Delegation of Authority 8 Empowerment 9 Case: 3 | Staffing and Leadership |. Staffing 4.1 Manpower Resource Planning 4.2. Indian and Global Perspective of Staffing, B. Leadership 4.3. Leadership and its types, Leadership and its group 4.4. Group Conflict, Group Management M5. Case: 4 Direeting and Controlling Dire 5.1 Directing, Effectiveness in Directing B. Controlling 2, Basics of Controlling, ‘53. Audit Control, Cost Control 5.4. Statistical Control 55.5. Management Control 5.6. Case :5