WEEK 1

Nature and Concepts of Management

Administration is the coordination and administration of tasks to achieve a goal or set of
objectives. This can also be referred to the Seniority Structure of Staff members within an
organization. It includes setting an organization's strategy and coordinating the efforts of staff
to accomplish these objectives.
OBJECTIVES OF MANAGEMENT
 Makes Proper Usage of the Available Resources
Ensure Business Development and Growth
Quality Products and Services
Availability of Goods and Services
Ensuring Discipline in the Workplace
Attracting the Best Candidates for the Job
Make Futuristic Plans
Reduce the Elements of Risks
Coordination
Promotes Research and Business Growth
One of the most influential managers of the 20th century, Henry Fayol, has created a theory of
management that can be applied to all levels of management and every department. Theory is
being practiced by managers today to organize and regulate the internal activities of an
organization.
FAYOL’S PRINCIPLES OF MANAGEMENT
Division of Work, Authority and Responsibility, Discipline, Unity of Command, Unity of Direction
Subordination of Individual, Interest, Remuneration, Centralization, Scalar Chain, Order, Equity,
Stability, Initiative, Espirits De Corps
FUNCTION OF MANAGEMENT
The process of developing objectives, plans, policies, procedures, budgets, rules and laws, and
other forms of PLAN is known as planning. It must ensure that all actions adhere to the GOALS
and OBJECTIVES that were established.
Management uses the term "organizing" to describe the process of grouping individuals and
establishing their power and duty.
Staffing is the process of hiring, training, motivating, and retaining employees within an
organization. It is the process of planning, employing, and developing human resources at
various organizational levels.
Managers must comprehend people's motivations and maintain or develop interpersonal
relationships throughout organizations. The process of inspiration, communication, and
leadership is referred to as directing. It is one of the most crucial talents a manager must have
because it deals with the relationships between managers and non-managers.
It entails management developing suitable standards, comparing continuing performance to
those standards, and taking efforts to ensure that corrective actions are performed
appropriately when necessary, controlling.
- Having a say in goal setting and action plans encourages participation and commitment
among employees, as well as aligning objectives across the organization. Benefits
includes Employees taking pride in their work with goals that they know can achieve,
also aligning employees with their strengths, skills, and educational experiences.
- In Layman’s Term, serves as a Captain of a Ship, in which his decisions will affect the
direction of the Ship he handles. Managers are mainly responsible for the processes of
getting activities completed efficiently with and through other people and setting and
achieving the firm's goals. They are very much accountable for the day-to-day
performance of an organization, whether a department, a retail store, or a business
team.
- A manager must be able to set and achieve objectives, which they can then convey to
their staff or removals in a compelling manner. For instance, a restaurant manager could
state they want to improve service times and remind employees that faster service
increases revenue and tips.

WEEK 2

The Evolution of Management Thinking

Management philosophies and organization forms change over time to meet new needs. Some
ideas passes are still relevant to management. Historical Perspective provides context of
environment, understanding of societal impact, learn to strategic thinking and improves
conceptual thinking.
Social, political and economic forces have influenced organization and the practice of
management.
Forcing influencing organization and management
Social forces - as the usage of the universal credit card to defer payment for products and
services.
Political forces - external constraints upon a business and its activities that are usually outside
of the control of the business.
Economic forces - monetary and fiscal policies, interest rate, employment, inflation rate,
demographic changes, political changes, energy, security, and natural disasters.
Management Perspective divided into three parts
(1) Classical approach
- Employee's Physical and Economic Requirements. Prioritize Physical and Economical
Requirements over Job Satisfaction and Social Needs. Advocates Financial Rewards,
Wage Hikes and Incentives to encourage employees to be more productive. Focuses on
Centralized Authority, Labor Specialization and Productivity to Optimize Productivity in
an Organization.

(2) Behavioral approach

- This focuses on understanding factors of worker motivation like their needs and
expectations, personality, attitudes, values, group behavior, conflict, and group
dynamics.
(3) Modern approach
- Leaders can use these theories as a guide to meet their organization's goals or motivate
employees. The framework of Management is changing due to a lot of off-actors and
new ideas about what organizations should do to stay on top of the innovation curve in
the field of management.
The Behavioral Approach emerged Primarily as an outcome of the Hawthorne Study and was
developed in the wake of the Industrial Revolution. The Modern Approach had three Major
Brackets which are Contingency, Quantitative and System which are revolting in nature.
Scientific theory ( Taylor, Fredrick ) Bureaucratic theory ( weber, max ) Administrative Theory
( Fayol, Henri )
Modern Theory Approach
Quantitative Perspective is Includes the application of statistics, optimization models,
information models, and computer simulations to assist in the decision-making process.
– Decision making, measurable criteria, quantitative model, computers
Systems Perspective, Organization as an Open System made up of Interrelated and
Interdependent parts that interact as sub-systems. Each Department is interdependent with
each other since they tackle mostly about Organizations and Management Problems. This
should focus on efficiency and effectiveness in each part of the organization.
Contingency Approach, enables management to change employee roles to meet individual
needs
WEEK 3

The Environment and Corporate Culture

External Environment
General, Task and Internal Environment
Political dimension, Dimension of the General Environment that includes the Local
Government.
General Environment - variety of factors beyond an organization's control can affect their
operation and performance. External influencers can determine whether a business
experiences opportunities or setbacks in the marketplace.
Task Environment - customers, competitors, suppliers, government regulations, special interest
groups, and the labor force itself
Internal Environment - like values, management styles, Human Resources, technological and
physical resources, and organizational structure.
- The set of key values, beliefs, understanding and norms that members of organization
share.
- International Dimension
- Technological Dimension
- Socio-Cultural Dimension
- Economic Dimension
- Task Environment
- Labor Market Forces
- Adapting to the Environment
- External Environment and Uncertainty
- Interorganizational Partnership
- Culture, Corporate Culture
- Visible Manifestations
- Environment and Culture
- Corporate culture adaptability
- High Performance Culture
- Cultural Leadership
- Quiet quitting culture

WEEK 4

Management Function: Planning

Business organization is a group of people formed with common goal. Examples of are sole,
partnership, and corporation. Management is the coordination and administration of task to
achieve a goal.
Planning is logical and systematic approach of objectives etc. It has ensured that the activities
will set goals and objectives for the projects no matter what. There are four types of planning:
Operational, Strategic, Tactical and Contingency.
Example:
1. How things need to happen?
2. Why things need to happen?
3. What is going to happen?
4. Something unexpected happens or something to be changed.

- To overcome the barriers in planning are to provide leadership, good communication,

manage the change process. Provide good strategic analysis and collect all the
suggestion and ideas.
- NINE MAJOR BARRIERS TO PLANNING
Dynamic and Complex Environment, Reluctance to Establish Goals, Resistance to
Change, Constraints, Time and Expense, Psychological Difficulties, Technical Difficulties
Misunderstanding, Lack of Appropriate “Planning Climate”
- Provide a Structured Process with some standard tools for strategic analysis (Make sure
to avoid the. Advantages of standard models and tools). Provide coaching and
consulting from the experts in the central strategic planning department.
- Organization has to ensure that various perspectives and different levels of knowledge
are reflected