UNIT 1

Title: Introduction to Managers and Management

**Introduction to Management:**

- Management involves directing and controlling resources to achieve organizational goals efficiently
and effectively.

- It encompasses various functions and levels within an organization to ensure smooth operations
and goal attainment.

**Definition of Management:**

- Management is the process of planning, organizing, leading, and controlling resources (human,
financial, and material) to achieve organizational objectives.

**Role of Management:**

- Managers play a pivotal role in coordinating resources, making decisions, setting goals, and
overseeing operations to achieve the organization's mission and vision.

**Functions of Managers:**

- Management functions include planning (setting goals), organizing (arranging resources), leading
(motivating and guiding employees), and controlling (monitoring and correcting activities) to achieve
objectives.

**Levels of Management:**

- Management operates at three main levels: top management (setting strategic direction), middle
management (implementing plans), and lower-level management (supervising employees).

**Management Skills and Organizational Hierarchy:**

- Managers require a blend of technical, interpersonal, conceptual, and decision-making skills to

effectively lead teams and navigate the organizational hierarchy.

**Social and Ethical Responsibilities of Management:**

- Businesses hold social responsibilities toward society, encompassing ethical considerations in

decision-making processes and operations.
**Arguments for and against Social Responsibilities of Business:**

- Arguments in favor emphasize corporate citizenship and long-term sustainability, while opposing
views focus on profit maximization as the primary goal.

**Social Stakeholders:**

- Entities affected by a company's actions, including employees, customers, communities, and

shareholders, among others.

**Measuring Social Responsiveness and Managerial Ethics:**

- Companies use various metrics and standards to measure their social impact, and managerial ethics
dictate decision-making aligned with moral and legal principles.

**Omnipotent and Symbolic View:**

- Omnipotent view suggests management has significant control over organizational outcomes, while
the symbolic view posits that external factors often shape outcomes more than managerial actions.

**Characteristics and Importance of Organizational Culture:**

- Organizational culture encompasses shared values, beliefs, and behaviors within an organization,
significantly impacting employee morale, productivity, and performance.

**Relevance of Political, Legal, Economic, and Cultural Environments to Global Business:**

- These external factors greatly influence the strategies and operations of global businesses, shaping
their decisions and adaptation strategies.

**Structures and Techniques in International Organizations:**

- Organizations employ various structures (functional, divisional, matrix) and techniques (joint
ventures, strategic alliances, acquisitions) to expand and operate globally, considering diverse
markets and cultures.

UNIT 2

Title: Planning and Directing in Management

**Planning: Nature & Purpose:**

- Planning involves outlining goals, identifying actions, and allocating resources to achieve objectives
effectively.

- Its purpose is to guide decision-making, reduce uncertainty, and ensure organizational success.

**Steps Involved in Planning:**

- Planning typically involves establishing objectives, determining alternative courses of action,

evaluating options, implementing plans, and monitoring progress.

**Objectives: Setting Objectives:**

- Objectives are specific, measurable, achievable, relevant, and time-bound (SMART) goals that guide
organizational efforts.

- Setting objectives involves defining clear targets aligned with the organization's mission and vision.

**Process of Managing by Objectives:**

- Management by Objectives (MBO) involves setting clear goals collaboratively, monitoring progress,
and rewarding achievements, enhancing employee motivation and performance.

**Strategies, Policies & Planning Premises:**

- Strategies are long-term plans outlining how to achieve objectives. Policies are guidelines directing
organizational actions.

- Planning premises are assumptions about future conditions crucial for effective planning.

**Competitor Intelligence & Benchmarking:**

- Competitor intelligence involves gathering information about rival firms to gain a competitive
advantage.

- Benchmarking entails comparing organizational processes, performances, and practices against

industry best standards to improve operations.

**Forecasting, Decision-Making:**

- Forecasting involves predicting future events or trends crucial for planning.

- Decision-making is a key managerial function involving choosing among alternatives to achieve

organizational goals.

**Directing: Scope & Human Factors:**

- Directing involves guiding and supervising employees to achieve organizational objectives.

- Human factors encompass understanding and leveraging human behavior and motivation in
directing efforts.

**Creativity and Innovation:**

- Encouraging creativity and fostering innovation are crucial for organizational growth and
competitiveness.

**Harmonizing Objectives, Leadership: Types of Leadership:**

- Harmonizing objectives involves aligning individual and organizational goals.

- Leadership styles include autocratic, democratic, laissez-faire, transformational, and transactional,

impacting organizational culture and performance.

**Managers as Leaders, Early Leadership Theories:**

- Managers often serve as leaders, influencing and inspiring their teams.

- Early leadership theories include trait theories (focused on inherent qualities), behavioral theories
(emphasizing actions and behaviors), and contingency theories (considering situational factors).

**Managerial Grid, Contingency Theories of Leadership:**

- The Managerial Grid evaluates leadership styles based on concern for people and concern for
production.

- Contingency theories suggest that effective leadership depends on situational factors such as task
structure and leader-member relations.

**Path-Goal Theory, Contemporary Views of Leadership:**

- Path-Goal Theory posits that effective leaders clarify paths to goals, remove obstacles, and provide
support to followers.

- Contemporary views focus on adaptive, servant, and authentic leadership styles, considering
changing organizational landscapes.

**Cross-Cultural Leadership, Leadership Training, Substitutes of Leadership:**

- Cross-cultural leadership involves understanding and adapting leadership styles to diverse cultural
contexts.

- Leadership training enhances managerial skills and develops effective leadership behaviors.
- Substitutes of leadership are aspects within a work environment that can replace or negate the
need for direct leadership.

UNIT 3

Title: Organizing in Management

**Organizing:**

- Organizing involves structuring and arranging resources within an organization to achieve objectives
efficiently.

- It encompasses creating roles, establishing relationships, and defining responsibilities.

**Benefits and Limitations:**

- Benefits include enhanced efficiency, clarity in roles, improved coordination, and better resource
utilization.

- Limitations may involve rigidity, slow decision-making, and difficulty in adapting to change.

**De-Centralization and Delegation of Authority:**

- De-centralization involves dispersing decision-making authority across various levels in an

organization.

- Delegation of authority entails assigning tasks and responsibilities to subordinates while retaining
accountability.

**Authority versus Power:**

- Authority refers to the legitimate right to give orders, whereas power is the ability to influence
others, often beyond formal authority.

**Mechanistic Versus Organic Organization:**

- Mechanistic structures are rigid, hierarchical, and formal, while organic structures are flexible,
adaptive, and decentralized.

**Common Organizational Designs:**

- Functional, divisional, matrix, and network structures are common designs reflecting different ways
to organize activities within an organization.
**Contemporary Organizational Designs and Contingency Factors:**

- Contemporary designs emphasize flat structures, team-based setups, virtual organizations, and
boundaryless organizations.

- Contingency factors like technology, environment, and strategy influence the choice of
organizational design.

**The Learning Organization: Nature and Purpose:**

- Learning organizations prioritize continuous learning, adaptability, and knowledge sharing to thrive
in dynamic environments.

**Formal and Informal Organization:**

- Formal organization refers to the official structure and hierarchy, while informal organization
encompasses unofficial relationships and networks within an organization.

**Organization Chart, Structure, and Process:**

- Organization charts visually represent the formal structure, displaying hierarchy and reporting
relationships.

- Structure defines roles, responsibilities, and communication channels, while processes outline
workflows and procedures.

**Departmentalization by Different Strategies:**

- Departmentalization involves grouping activities based on functions, products, geography, or

customers to facilitate efficient operations.

**Line and Staff Authority: Benefits and Limitations:**

- Line authority involves the right to make decisions, while staff authority offers advice and support.

- Benefits include specialization and expertise, but limitations might involve conflicts between line
and staff roles.

**Staffing:**

- Staffing involves acquiring, training, and retaining competent employees to fulfill organizational
objectives.

**Human Resource Inventory, Job Analysis, Job Description:**

- Human resource inventory assesses the skills and qualifications of existing employees.

- Job analysis involves studying and documenting job duties, responsibilities, and requirements.

- Job descriptions outline tasks, responsibilities, and qualifications for a particular role.

**Recruitment:**

- Recruitment involves attracting and selecting suitable candidates to fill job vacancies within an
organization.

UNIT 4

**Controlling:**

Controlling is a management function focused on ensuring organizational activities conform to

planned objectives. It involves monitoring, comparing actual performance with predetermined
standards, and taking corrective actions as needed.

**Introduction to Controlling System and Process:**

The controlling system involves establishing standards, measuring performance, comparing it against
standards, and initiating corrective actions. It ensures that activities align with organizational goals.

**Requirements for Effective Control:**

Effective control demands clear standards, accurate measurement methods, prompt corrective
actions, and the involvement of all levels of management.

**The Planning-Control Link:**

Planning and controlling are interlinked processes. Controlling involves evaluating if actual
performance aligns with the planned objectives set during the planning phase.

**The Process of Control:**

The control process involves setting performance standards, measuring performance, comparing it
with standards, and taking corrective actions.

**Types of Control:**

Different types include feedforward control (anticipating problems), concurrent control (real-time
monitoring), and feedback control (correcting past deviations).
**The Budget as a Control Technique:**

Budgets serve as a significant control technique, establishing financial plans and providing a
benchmark for assessing performance.

**Information Technology in Controlling:**

Technological tools aid in data collection, analysis, and real-time monitoring, enhancing the efficiency
and accuracy of controlling processes.

**Productivity, Problems, and Management:**

Controlling aims to improve productivity by identifying inefficiencies and addressing issues that
hinder performance.

**Control of Overall Performance:**

Controlling oversees the overall organizational performance, ensuring alignment with strategic
objectives.

**Direct and Preventive Control:**

Direct control involves immediate corrective actions, while preventive control aims to avoid potential
issues before they arise.

**Financial Controls:**

These controls involve monitoring financial activities, ensuring compliance with regulations, and
managing financial risks.

**Tools for Measuring Organizational Performance:**

Key performance indicators (KPIs), balanced scorecards, and performance appraisals are tools used
to measure and evaluate organizational performance.

**Contemporary Issues in Control:**

Workplace concerns like employee theft, violence, and ethical breaches pose challenges to effective
control, demanding proactive measures to mitigate these risks.
Controlling is an essential managerial function that ensures organizational goals are met by
monitoring, evaluating, and adjusting activities as necessary. Adaptability and proactive measures
are crucial in addressing contemporary challenges.