SVKM’s NMIMS ASMSOC – Course Outline

Course
Code
Course Principles of Management
Title
Course Prof. Neelesh Kumar, Dr. Alpana Karanjule
Instructor/s
Course 4
Credit
Program FYBBA- Semester - I
and
Semester
Pre- Pre-reading material, lectures, documentaries, Newspaper articles,
Requisite TED talks, videos, Case studies, business interviews, Movies.
Learning (1)To familiarize students with the various management & business
Objectives concepts. (PLO4)
(2)To provide a base and help students understand how
management theories are applied and implemented in
business.(PLO2)
(3)Help them understand and apply the concepts and develop skills
within management as a discipline.(PLO3)
Learning (1)The course would equip students with the understanding of
Outcomes managerial tools and practices applicable in business world(CLO1)
(2)The course would make students aware of problems encountered
in managerial world and the possible solutions(CLO2)
(3)The Course gives an opportunity to learn how different
management systems and approaches are used around the world in
different organizations(CLO3)
(4) The course helps the students to also observe the managerial
concepts applicable to new-age organizations, which makes the
world a better place to live(CLO4)
Course The course intends to provide familiarization with the basic
Description concepts applied in contemporary management practice and many
of the concepts learnt will form the foundation for subsequent
courses in strategy, operations and HRM in subsequent semesters. It
would give adequate opportunities to students to understand the
topics within planning, decision-making, leadership, coordination,
controlling and change management. The course intends to provide
a holistic perspective of the business world through the lens of
management practices, principles and processes.
Evaluation Specific % AOL Intended CLOs to be
Pattern Assessmen Weig Instruments Assessed
t Methods htage
/ Task
CL CLO2 CL CL CL
O1 O3 O4 O5
Class 20% Case Study ✓ ✓ ✓ ✓
Participatio Discussion
n 10 Marks
Assignmen 20% Case Study ✓ ✓ ✓ ✓
t 10 Marks Driven
Assignment
✓ ✓ ✓ ✓
Class Test 20% Quiz (MCQ),
10 Marks Subjective
Tests
(Application
Bases
Questions)
Project 40% HBR Cases, ✓ ✓ ✓ ✓
Work & Research
Presentatio Articles,
n 20 Marks Application
based topics
for Project

Course Session Plan

Session Topics / Module Chapters (Mention Page

Mention Topic / Module with Learning Numbers) / Articles /
Outcome Cases / Material and
Activities
Management: Meaning and SR.E14: Pg.11-12
1 Characteristics, Functions of Management
2 Levels of Management SR.E14: Pg. 4-5
3 Management Skills SR.E14: Pg. 14-15
4 Managerial Roles SR.E14: Pg.12-14
5 Management – Art or Science? KW.E10: Pg. 11-11
Qualities of an Effective Manager
Learning Outcome (Module I) – CLO1: Students will become aware of the
foundational concepts and assumptions on which the subsequent advanced topics
would be built up.
6 Classical Management Approaches: SR.E14: Pg. 38-39
A. Scientific Management (Taylorism
and New Taylorism)
7 B. Administrative Management SR.E14: Pg. 39-41
(Henry Fayol’s 14 principles)
 8 Neo Classical theories: SR.E14: Pg.42-44
Human Relations School - The
Hawthrone studies (The 4 basic
experiments)
9 Modern Approaches: SR.E14: Pg. 44-45
(a) Quantitative Approach
10 (b) The Systems Approach SR.E14: Pg.45-46
11 (c) Contingency Approach SR.E14: Pg. 46-47
Learning outcome (Module 2) CLO 2- Students realize that management is not
“one-approach” but it is more about integration of multiple approaches and
perspectives that help in arriving at a decision. In addition, students understand
that the theory is not static but more dynamic, which continuously has evolved
over the years.
12 Evolution of Management Thought. Articles and Online
(a) Peter Drucker (MBO) sources
13 (b) Michael Porter (5 Forces Model) Articles and Online
sources
14 (c) Peter Senge (Learning Organization) Articles and Online
sources
15 (d) C.K. Prahalad (Fortune at the bottom Articles and Online
of the pyramid, Strategic Intent) sources
16 (e) Herbert A Simon (Bounded Articles and Online
Rationality) sources
17 (f) Sumantra Ghoshal (Focus energy HBR Articles
matrix))

Learning outcome – Module 3(CLO 4): Students would read the research of
leading contemporary management thinkers who have shaped the current
narrative and epistemology of modern management and its practices.

18 Planning and Decision Making: SR.E14: Pg.294-295

(a) Meaning and Characteristics of
Planning
19 (b) Importance of Planning, SR.E14: Pg.294-295
(c) Limitations of Planning
20 (d) Types of Plans; Planning of start-ups SR.E14: Pg. 297-298
21 (e) Steps in Planning Process, KW.E10: Pg. 100-104
22 Decision Making: SR.E14: Pg.62-64
(a) Meaning
(b) Types of Decisions
23 (c) Decision Making Process SR.E14: Pg.53-58
Learning outcome – Module IV(CLO 4)
At the end of this module, students will understand that sustainability of
businesses and consistent growth of businesses depend on setting the right goals
based on right problem definition and execution depends on effective decisions at
every stage of the plan.
24 Organizing: SR.E14: Pg. 396-397
(a) Meaning
(b) Constituents of organizing
 25 Organization Structures: SR.E14: Pg. 407-410
(a) Meaning
26 (b) Types of Organization Structures, SR.E14: Pg. 410-420
27 Departmentation: SR.E14: Pg. 399-404
(a) Meaning
(b) Types of Departmentation
28 Span of Control: SR.E14: Pg. 405-406
(a) Meaning
(b) Types: Narrow & Wide SOC
29 (c) Advantages & Disadvantages of SR.E14: Pg. 405-406
Narrow & Wide SOC
30 (d) Factors determining the SOC SR.E14: Pg. 405-406
31 Delegation of Authority: SR.E14: Pg. 404-405
(a) Meaning
32 (b) Advantages & Barriers SR.E14: Pg. 404-405
33 (c) Guidelines for Effective Delegation SR.E14: Pg. 404-405
34 Centralization Vs. Decentralization: SR.E14: Pg.406-407
(a) Meaning
(b) Difference: Delegation &
Decentralization
35 (c) Advantages & Disadvantages of SR.E14: Pg.406-407
Centralization Vs. Decentralization.
Organizing of start-ups
Learning outcome – Module V(CLO3) Students will understand the influence of
organizational structure on decision-making and control in different contexts in
the business environment. In addition, they will understand the flow of
communication and authority in the different structures. This module is very
beneficial also for aspiring entrepreneurs to decide on the appropriate structure or
SOC for their start-ups.
36 Human Resource Planning: SR.E14: Pg. 439-440
(a) Meaning and Importance
37 (b) HRP: Process SR.E14: Pg. 439-440
38 Job Analysis: SR.E14: Pg. 439-440
Meaning & Components
39 Recruitment: SR.E14: Pg. 440-441
(a) Meaning and Importance
(b) Sources of Recruitment
40 Selection: SR.E14: Pg. 443-446
(a) Meaning
(b) Selection Process
Learning outcome – Module VI (CLO2)
This will not only cover the staffing element of management but also form the
basis for detailed discussion on Human Resource Management in subsequent
semesters.
41 Leadership: SR.E14: Pg. 621-622
(a) Meaning and Characteristics
42 (b) Leadership Styles SR.E14: Pg. 623-624
(Authoritative, Democratic, Free-rein
style)
 43 (b) Leadership Styles KW. E10: Pg. 350-353
(Likert’s Leadership Styles; Narcissistic & Articles/ Internet
Leadership) sources
44 (c)Transactional & Transformational SR.E14: Pg. 631-635
Leaders
45 Motivation: SR.E14: Pg. 583-584
(a) Meaning and Process
46 (b) Nature of Motivation SR.E14: Pg. 583-584
47 (c) Motivational Theories – Maslow’s SR.E14: Pg. 584-585
Hierarchy of Needs
48 (c) Motivational Theories – McGregor SR.E14: Pg. 585-586
Theory X & Theory Y
49 (c) Motivational Theories – McClelland’s KW.E10: Pg.331-333
Needs Theory of Motivation,
50 Herzberg’s Motivation Hygiene Theory SR.E14: Pg. 586-587
(d) Motivational Tools & Techniques
Learning outcome – Module VII (CLO4)
Management is all about “managing people” and leadership as well as the various
motivational processes are the key. Students would know application of
motivation processes in various business contexts. They would be exposed to cases
of some charismatic, transformative and effective leaders.
51 Co-ordination Internet & Online articles
(a) Meaning and Need
(b) Types of Coordination
52 (c) Techniques of Coordination Internet & Online articles

53 (d) Difficulty in Coordination Internet & Online articles

Learning outcome – Module VIII(CLO3)

Students will understand the various kinds of coordination techniques used by
effective managers.
54 Controlling SR.E14: Pg. 664-665
(a) Meaning and Characteristics
55 (b) Importance of Controlling SR.E14: Pg. 664-665
56 (c) Control Process SR.E14: Pg. 665-670
57 (d) Control Techniques KW: Pg.421- 423

Learning outcome – Module IX (CLO4)

Successful organizations have appropriate control processes in place and students
would learn to design such process and use appropriate control technique to
continuously assess the performance of the business.
58 Organization Change Articles & Internet
(a) Need for planned change/ Factors sources
responsible for
Change
59 (b) Types of Change, Adaptation to SR.E14 Pg. 249-252
change
60 (c) Process of Change (Kurt Lewin 3-step Articles & Internet
process; White water rapids metaphor) sources
Learning outcome – Module X (CLO4)
Students would know the basic elements of organizational change important to
create adaptive and resilient organization that will be more sustainable in a
dynamic competitive environment.
Prescribed Text Books:
Text Books:
Reading Robbins, Coulter & Vohra. Management. Pearson, New Delhi
List and Koontz &Weihrich. Essentials of Management. McGraw Hill,
References New Delhi.
Ghuman & Aswathappa. Management: Concept, Practice &
Cases. McGraw Hill, New Delhi.

(1) KW.E10 - Essentials of Management by Harold koontz, Heinz

Weihrich, Edition 10e
(2) SR.E.14e - Management, Stephen P Robbins, Mary Coulter,
Agna Fernandez, Edition 14e

References:
Richard L Daft, Management. Cengage Learning
Robbins, Decenzo, Bhattacharya & Agarwal. Essentials of
Management. Pearson, New Delhi.
Tripathi & Reddy. Principles of Management. McGraw Hill,
New Delhi.
Peter Senge, The Fifth Discipline. Crown Publishing Group
Peter F Drucker, Management. HarperCollins publishers, New
York.

Any other information:

Note: Latest edition of the textbook may be used.

Prepared by Faculty Approved by Program Approved by Associate

Members Chairperson Deans
Prof. Neelesh Kumar
Dr. Alpana Karanjule

Approved by I/C Dean –

ASM SOC