SVKM’s NMIMS ASMSOC – Course Outline-Term I-2023-24

Course Code 742GM0C006

Course Title Principles of Management
Course Dr. Alpana Karanjule
Instructor/s Dr. Farha Khan
Prof. Max D’Souza
Prof. Vivek Saurav
Course 4
Credit
Program and FYBBA, FYB.SC (Finance) and FYB.Com (Hons.) – SEMESTER I
Semester
Pre- Pre-reading material, lectures, documentaries, Newspaper articles, TED
Requisite talks, videos, Case studies, business interviews, Movies.
Learning (1) To familiarize students with the various management & business
Objectives concepts. (PLO4a)
(2) To provide a base and help students understand how management
theories are applied and implemented in business. (PLO2a)
(3) Help them understand and apply the concepts and develop skills within
management as a discipline. (PLO3b)
Learning (1) The students will understand and interpret the managerial tools and
Outcomes practices applicable in business world (CLO1)
(2) The student will discover & evaluate how different management
systems and approaches are used around the world in different
organizations (CLO2)
(3) The students will be able to appraise the problems encountered in
managerial world and choose the possible solutions (CLO3)
Course The course intends to provide familiarization with the elementary &
Description intermediate 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 Instruments
Pattern Assessment Weight
Methods / age
Task
CLO CLO CLO3
1 2
Mid-term 20% Subjective Tests ✓ ✓ ✓
Exam (Application based
20 Marks questions)

Assignment 10% Case Study based ✓ ✓ ✓

10 Marks assignment, Quiz.
 Project Work 10% HBR Cases, Research ✓ ✓ ✓
10 Marks Articles, Application
based topics for
Project.
Presentation 10% HBR Cases, Research ✓ ✓ ✓
& Viva Articles, Application
10 Marks based topics for
Presentation.

Term End 50% Subjective Tests ✓ ✓ ✓

Examination (Application based
50 Marks questions)

Course Session Plan

Session Topics / Module Chapters (Mention Page

Mention Topic / Module with Learning Numbers) / Articles / Cases /
Outcome Material and Activities
Management: Meaning and Characteristics, KW.E11: Pg. 5 & 32-35
1 Functions of Management
2 Levels of Management SR.E15: Pg. 6-7
3 Management Roles SR.E15: Pg. 11-11
4 Managerial Skills SR.E15: Pg.11-12
5 Management – Art or Science? KW.E11: Pg. 14-14
Qualities of an Effective Manager Articles and Online sources
Learning Outcome (Module I): 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.E15: Pg. 29-30
A. Scientific Management (Taylorism and
New Taylorism)
7 B. Administrative Management SR.E15: Pg. 31-32
(Henry Fayol’s 14 principles) & Bureaucratic
Theory by Max Weber
8 Behavioural Approach: SR.E15: Pg.33-36 &
Human Relations School - The Hawthorne KW.E11: Pg. 18-19
studies
9 Quantitative Approach SR.E15: Pg. 36-37
10 Contemporary Approaches: SR.E15: Pg.37-38
(a) The Systems Approach
11 (b) Contingency Approach SR.E15: Pg. 38-39
Learning outcome (Module 2): Students will learn 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 sources &

(a) Peter Drucker (Managing Oneself, SR.E15: Pg. 243-245
Management by Objective)
13 (b) Michael Porter (5 Forces Model) Articles and Online sources
 14 (c) Peter Senge (Learning Organization) Articles and Online sources &
KW.E11: Pg. 364-365
15 (d) C.K. Prahalad (Fortune at the bottom of Articles and Online sources &
the pyramid, Strategic Intent) KW.E11: Pg. 141-141
16 (e) Herbert A Simon (Bounded Rationality) Articles and Online sources &
SR.E15: Pg. 52-52
17 (f) Sumantra Ghoshal (Focus energy matrix)) HBR Articles
Learning outcome – Module 3: 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.E15: Pg.236-237
(a) Meaning and Characteristics of Planning
19 (b) Importance of Planning, SR.E15: Pg.236-237
(c) Limitations of Planning Articles and Online sources
20 (d) Types of Plans; SR.E15: Pg. 238-239
21 (e) Steps in Planning Process, KW.E11: Pg. 117-121
22 Decision Making: SR.E15: Pg.55-56
(a) Meaning
(b) Types of Decisions
23 (c) Decision Making Process SR.E15: Pg.48-51
(d) Managerial Biases SR.E15: Pg.58-59
Learning outcome – Module IV: 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: KW.E11: Pg. 194-195
(a) Meaning
(b) Constituents of organizing
25 Organization Structures: SR.E15: Pg. 317
(a) Meaning
26 (b) Types of Organization Structures SR.E15: Pg. 327-333
27 Departmentalization: SR.E15: Pg. 319-320
(a) Meaning
(b) Types of Departmentalization
28 Span of Control: KW.E11: Pg. 197-197
(a) Meaning
(b) Types: Narrow & Wide SOC
29 (c) Advantages & Disadvantages of Narrow KW.E11: Pg. 198-198
& Wide SOC
30 (d) Factors determining the SOC SR.E15: Pg. 321-323
31 Delegation of Authority: T&R.E5:Pg. 161-162
(a) Meaning
(b) Process of Delegation KW.E11: Pg. 241-241
32 (c) Advantages & Barriers TR.E5:Pg. 162-164
33 (d) Guidelines for Effective Delegation TR.E5:Pg. 164-164
34 Centralization Vs. Decentralization: SR.E15: Pg. 324-325
(a) Meaning & Factors affecting the use of
Centralization or Decentralization
(b) Difference: Delegation & Decentralization TR.E5:Pg. 162-164
35 (c) Advantages & Disadvantages of TR.E5:Pg. 165-166
Centralization & Decentralization.
Learning outcome – Module V: 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 Management: SR.E15: Pg. 348-349
(a) Meaning and Importance
37 (b) HRP: Process SR.E15:Pg. 353-353
Job Analysis: SR.E15:Pg. 353-353
Meaning & Components
38 Recruitment: SR.E15: Pg. 354-356
(a) Meaning and Importance
(b) Sources of Recruitment
39 Selection: TR.E5:Pg. 209-211
(a) Meaning
(b) Selection Process
40 Orientation & Training: SR.E15: Pg. 359-362
(a) Meaning and Types of Orientation &
Training
41 Performance Evaluation: SR.E15: Pg. 362-363
(a) Meaning and Methods
Learning outcome – Module VI: 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.
42 Leadership: SR.E15: Pg. 521-522
(a) Meaning and Traits
43 (b) Leadership Styles by University of IOWA: SR.E15: Pg. 523-523
(Authoritative, Democratic, Laissez-faire
style)
44 (b) Leadership Styles SR.E15: Pg. 532-532
Narcissistic Leadership, Mindful Leadership, & Articles/ Internet sources,
Servant Leadership, Zeitgeist Leadership HBR Articles
45 Contemporary View of Leadership: SR.E15: Pg. 530-531
(c)Transactional & Transformational Leaders
46 Motivation: SR.E15: Pg. 485-486
(a) Meaning and Process
(b) Nature of Motivation SR.E15: Pg. 485-486
47 (c) Motivational Theories- SR.E15: Pg. 486-487
Maslow’s Hierarchy of Needs
48 Motivational Theories – McGregor Theory X SR.E15: Pg. 487-487
& Theory Y
49 Motivational Theories- Herzberg’s Two- SR.E15: Pg. 487-488
Factor Theory
50 Motivational Theories – McClelland’s Three- SR.E15: Pg. 488-489
Needs Theory of Motivation
51 (d) Motivational Tools & Techniques Internet & Online articles
Learning outcome – Module VII: 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.
52 Co-ordination
(a) Meaning and Need TR.E5:Pg. 175-179
(b) Types of Coordination TR.E5:Pg. 180-181
 53 (c) Techniques of Coordination TR.E5:Pg. 181-182
54 (d) Difficulty in Coordination TR.E5:Pg. 183-184
Learning outcome – Module VIII: Students will understand the various kinds of coordination
techniques used by effective managers.

55 Controlling SR.E15: Pg. 561-562

(a) Meaning and Characteristics
(b) Importance of Controlling SR.E15: Pg. 561-562
56 (c) Control Process SR.E15: Pg. 562-566
57 (d) Types and Tools of Controlling SR.E15: Pg. 569-576
Learning outcome – Module IX: 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 SR.E15: Pg. 195-197

(a) Need for change/ Factors responsible for
Change
59 (b) Process of Change (Kurt Lewin 3-step SR.E15: Pg. 197-199
process)
60 (c) Types of Change SR.E15 Pg. 199-202
(d) Adaptation to change SR.E15 Pg. 202-204
Learning outcome – Module X: 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
List and  Robbins & Coulter, Management. Pearson, New Delhi, Edition 15e, 2022
References  Koontz, Weihrich & Cannice, Essentials of Management. McGraw Hill, New
Delhi, Edition 11e, 2020
 Ghuman & Aswathappa. Management: Concept, Practice & Cases. McGraw
Hill, New Delhi, Edition 6e, 2018

(1) KW.E11 - Essentials of Management by Harold koontz, Heinz Weihrich,

Mark V. Cannice, Edition 11e, 2020
(2) SR.E.15 - Management, Stephen P Robbins, Mary Coulter, Amy Eandel,
Rajeesh Viswanathan, Edition 15e, 2022

References:

 Richard L Daft, Management. Cengage Learning, Edition 14e, 2021

 Tripathi, Reddy & Bajpai. Principles of Management. McGraw Hill, New
Delhi, Edition 7e, 2021
 Peter Senge, The Fifth Discipline. Crown Publishing Group, 2006 (Classic
book)
 Peter F Drucker, Management. HarperCollins publishers, New York, 2008
(Classic Book).

Any other information:

Note: Latest edition of the textbook may be used.
 Prepared by Faculty Approved by Program Approved by Associate Deans
Members Chairperson
Dr. Alpana Karanjule
Dr. Farha Khan
Prof. Max D’Souza
Prof. Vivek Saurav
Prof. Khushboo Garg

Approved by I/C Dean –

ASM SOC

Tentative Schedule

Specific Assessment Methods/Task

1. Mid-Term Examination (20 Marks) 14th Sept-16th Sept 2023

2. Assignments (10 Marks) After 3rd week of the semester

3. Project Work (10 Marks) To be completed before 10th November 2023

4. Presentation (10 Marks) Continuous Assessment (Weekly)/To be

clubbed with the project