(An Autonomous Institute)

Affiliated to Visvesvaraya Technological University, Belagavi.

Approved By AICTE, New Delhi.
Recognized by UGC with 2(f) & 12(B) status.
Accredited by NBA and NAAC

MANAGEMENT AND ENTREPRENEURSHIP

Irfan khan & Amogh Ballolli

Subject Code: 18AE51/18AS51

1
OBJECTIVE :

• Understand the basic concepts of management, planning, organizing and staffing.

• Acquire the knowledge to become entrepreneur.
• Comprehend the requirements towards the small-scale industries and project preparation

2
Course Outcomes:
At the end of the course the student will be able to:
1. CO1: Explain about the management and planning.
2. CO2: Apply the knowledge on planning, organizing, staffing, directing and
controlling.
3. CO3: Describe the requirements towards the small-scale industries and project
preparation.
Syllabus for the Management and Entrepreneurship
course
Module 1
Management: Definition, Importance-Nature and Characteristics of Management, Management Functions,
Roles of Manager, Levels of Management, Managerial Skills, Management & Administration, Management
as a Science, Art & Profession
Planning: Nature, Importance and Purpose Of Planning, Types of Plans, Steps in Planning, Limitations of
Planning, Decision Making-Meaning, Types of Decisions- Steps in Decision Making.

Module 2
Organizing and Staffing: Meaning, Nature and Characteristics of Organization-Process of Organization,
Principles of Organization, Departmentalisation, Committees -meaning, Types of Committees, Centralization
Vs Decentralization of Authority and Responsibility, Span of Control (Definition only), Nature and
Importance of Staffing, Process of Selection and Recruitment.
Directing and Controlling: Meaning and Nature of Directing-Leadership Styles, Motivation Theories
Communication-Meaning and Importance, Coordination- Meaning and Importance, Techniques of
Coordination. Controlling-Meaning, Steps in Controlling.
Continuation of syllabus
Module 3
Social Responsibilities of Business: Meaning of Social Responsibility, Social Responsibilities of Business towards
Different Groups, Social Audit, Business Ethics and Corporate Governance.
Entrepreneurship: Definition of Entrepreneur, Importance of Entrepreneurship, concepts of Entrepreneurship,
Characteristics of successful Entrepreneur, Classification of Entrepreneurs, Intrapreneur – An Emerging Class, Comparison
between Entrepreneur and Intrapreneur, Myths of Entrepreneurship, Entrepreneurial Development models, Entrepreneurial
development cycle, Problems faced by Entrepreneurs and capacity building for Entrepreneurship.

Module 4
Modern Small Business Enterprises: Role of Small Scale Industries, Concepts and definitions of SSI Enterprises,
Government policy and development of the Small Scale sector in India, Growth and Performance of Small Scale Industries
in India, Sickness in SSI sector, Problems for Small Scale Industries, Impact of Globalization on SSI, Impact of
WTO/GATT on SSIs, Ancillary Industry and Tiny Industry (Definition only).
Institutional Support for Business Enterprises: Introduction, Policies & Schemes of Central–Level Institutions, State-
Level Institutions.
Continuation of syllabus
Module 5
Project Management: Meaning of Project, Project Objectives & Characteristics, Project IdentificationMeaning
& Importance; Project Life Cycle, Project Scheduling, Capital Budgeting, Generating an Investment Project
Proposal, Project Report-Need and Significance of Report, Contents, Formulation, Project AnalysisMarket,
Technical, Financial, Economic, Ecological, Project Evaluation and Selection, Project Financing, Project
Implementation Phase, Human &Administrative aspects of Project Management, Prerequisites for Successful
Project Implementation.
New Control Techniques- PERT and CPM, Steps involved in developing the network, Uses and Limitations of
PERT and CPM
Topics of New/Bridge materials
• Managing technology & innovation. “Management of innovation and technology
is of particular importance right now,” says Sabatier. ...

• Resources management & sustainable development. ...

• Social entrepreneurship. ...

• Corporate responsibility, ethics & accountability. ...

• Accounting & finance.

CONTENTS:
• Management: Definition, Importance-Nature and Characteristics of Management,
• Management Functions,
• Roles of Manager,
• Levels of Management,
• Managerial Skills,
• Management & Administration,
• Management as a Science, Art & Profession
• Planning: Nature, Importance and Purpose Of Planning,
• Types of Plans,
• Steps in Planning,
• Limitations of Planning,
• Decision Making-Meaning,
• Types of Decisions- Steps in Decision Making.

8
Topics of New/Bridge materials
• Managing technology & innovation. “Management of innovation and
technology is of particular importance right now,” says Sabatier. ...

• Resources management & sustainable development. ...

• Social entrepreneurship. ...

• Corporate responsibility, ethics & accountability. ...

• Accounting & finance.

INTRODUCTION
Management is an important element in every organization.

It is the element that coordinates currents organizational activities and

plans for the future.

The management adapts the organization to its environment and shapes

the organization to make it more suitable to the organization.
DEFINITIONS:
“Management is the art of getting things done through and with people in formally organized groups” ---
Koontz “Management is the art of getting things done through and with people” --- Mary Parker

“Management is the art of knowing what you want to do and then seeing that it is done in the best and
cheapest way” - -- F.W. Taylor

“Management is the accomplishment of results through the efforts of other people” --- Lawrence

“Management is to manage is to forecast and plan, to organize, to command, to coordinate and control”. --
Henry Fayol (1916)
MANAGEMENT

Management is the attainment of organizational goals in an effective and efficient manner

through planning, organizing, staffing, directing and controlling organizational resources.

Organizational resources include men(human beings), money, machines and materials.

12
CHARACTERISTICS
• Management is a distinct process.
• Management is an organized activity
• Management aims at the accomplishment of predetermined
objectives.
• Management is both a science and an art.
• Management is a group activity
• Management principles are universal in nature
• Management integrates human and other resources.

13
Nature of Management

• Multidisciplinary
• Dynamic nature of Principles
• Relative, Not absolute Principles
• Management: Science or Art Management as
profession Universality of management
• Management is a Situational in Nature
Concept of management-Raymond G. Leon

• Management by Communication
• Management by Systems
• Management by Results
• Management by Participation
• Management by Motivation
• Management by Exception
• Management by Objectives
Importance of Management

Management has been important to the daily lives of people and to

the organisations. The importance of management may be traces with
the following.
• Effective utilisation of Resources
• Development of Resources
• It ensures continuity in the organization Integrating various interest
groups
• Stability in the society
 Steps in MBO
• To establish long-term and short-tem organizational goals

• To establish long-term and short-term objectives for each

manager, clarifying the key performance standards

• Periodic review of performance

• Encouraging managers to accept responsibility

Benefits of MBO
• The need for planning will be recognized
• It provides for objectives and accountability for performance
• It encourages participative management
• It helps in job enrichment
• It provides for a good feedback system
 FEATURES
• Management involves five functions
• These functions are organised to achieve organisational goals.
• Management involves effective and efficient use of resources
FUNCTIONS OF MANAGEMENT
FUNCTIONS OF MANAGEMENT

• PLANNING
• ORGANIZING
• STAFFING
• DIRECTING
• CONTROLLING
 PLANNING
• Planning is determining the objectives and formulating
the methods to achieve them. It is more simply said than
done. A job well planned is half done. During planning
one needs to ask oneself the following:
• What am I trying to accomplish i.e. what is my objective?
• What resources do I have and do I need to accomplish
the same?
• What are the methods and means to achieve the
objectives?
• Is this the optimal path?
Types of Planning
• Purposes or missions,
• Objectives-It is the ultimate goal towards which the activities of the
organization are directed
• Strategies-general program of action and deployment of resources
• Policies-general statement or understanding which guide or channel
thinking in decision making
• Procedures-states a series of related steps or tasks to be performed in a
sequential way
• Rules-prescribes a course of action and explicitly states what is to be done
• Programs-comprehensive plan that includes future use of different
resources
• Budgets-statement of expected results expressed in numerical terms
Principles of Planning
• Take Time to Plan
• Planning can be Top to Down or Bottom to Top
• Involve and Communicate with all those Concerned
• Plans must be Flexible and Dynamic
• Evaluate and Revise
 Steps in Planning
1. Determining the goals or objectives for the entire organization.
2. Making assumptions on various elements of the environment.
3. To decide the planning period.
4. Examine alternative courses of actions.
5. Evaluating the alternatives.
6. Real point of decision making
7. To make derivative plans.
MCQ on Management Planning

What is another name for contingency planning?

a) Synergy planning
b) Ad hoc planning
c) Business level planning
d) Scenario planning
MCQ on Management Planning

Which of the following is not a recognised type of plan?

a) Business
b) Succession
c) Ad hoc
d) Financial

Students are requested to give there answer here :https://bit.ly/3iCOk2X

Types of Managerial Decisions:
• Programmed
• Non programmed.
• Mechanistic-It is one that is routine and repetitive in nature
• Analytical-It involves a problem with a larger number of decision
variables
• Judgmental-It involves a problem with a limited number of
decision variables, but the outcomes of decision alternatives are
unknown
• Adaptive-It involves a problem with a large number of decision
variables, where outcomes are not predictable
Process of Organizing
• Determine what is to be done/ Division of Work:
• Assign Tasks: Departmentalization:
• Link Departments: Hierarchy Development:
• Decide how much Authority to Designate/ Authority,
Responsibility and Delegation:
• Decide the Levels at which Decisions are to be made /
Centralization vs. Decentralization:
• Decide how to Achieve Coordination:
Techniques for achieving coordination.
• Coordination by Rules or Procedures
• Coordination by Targets or Goals:
• Coordination through the Hierarchy
• Coordination through Departmentalization
• Using a Staff Assistant for Coordination:
• Using a Liaison for Coordination:
• Using a Committee for Coordination
• Using Independent Integrators for Coordination:
• Coordination through Mutual Adjustment:
MCQ on Management

In what order do managers typically perform the managerial functions?

a) organising, planning, controlling, leading

b) organising, leading, planning, controlling
c) planning, organising, leading, controlling
d) planning, organising, controlling, leading
MCQ on Management

At what level of an organisation does a corporate manager operate?

a) Functional
b) Operational
c) Middle level
d) Top level

Students are requested to give there answer here :https://bit.ly/3iCOk2X

 STAFFING

Definition 1
• Selecting and training individuals for specific job functions,
and charging them with the associated responsibilities.
Definition 2
• Number of employed personnel in an organization or program
. Also called workforce.
DIRECTING/LEADING

• Provides positive and dynamic leadership

• Provides maximum opportunities
• Provides proper motivation of personnel
• Ability to command people
CONTROLLING CONCEPTS
• Feed Forward Control-Control that attempts to identify and prevent deviations
before they occur is called feed forward control, sometimes called preliminary
or preventive control.
• Concurrent Control-Control that monitors ongoing employee activities during
their progress, to ensure they are consistent with quality standards, is called
concurrent control.
• Feedback Control-In this case, the control takes place after the action.
Sometimes called post-action or output control
Steps in the Control Process
• Establish Standards of Performance
• Measure Actual Performance
• Compare Performance to Standards:
• Take Corrective Action
Principles of Effective Control
• Effective controls are timely.
• Control standards should encourage compliance.
• Setting effective standards is important
• Use management by exception.
• Employees should get fast feedback on performance.
• Do not over rely on control reports.
• Fit the amount of control to the task.
MANAGERIAL SKILLS

HUMAN CONCEPTUAL

TECHNI
CAL
TECHNICAL SKILLS
A persons’ knowledge and ability to make effective use of any
process or technique constitutes his technical skills.

For eg: Engineer, accountant, data entry operator, lawyer, doctor

etc.
HUMAN SKILLS
An individuals’ ability to cooperate with other members of the
organization and work effectively in teams.

For eg: Interpersonal relationships, solving people’s problem and

acceptance of other employees.
CONCEPTUAL SKILLS
Ability of an individual to analyze complex situations and to
rationally process and interpret available information.

For eg: Idea generation and analytical process of information.

MCQ on MANAGEMENT SKILLS

Which one is not a recognised key skill of management?

a) Conceptual skills
b) Human skills
c) Technical skills
d) Writing skills
Students are requested to give there answer here :https://bit.ly/3iCOk2X
MANAGER’S ROLES
• Interpersonal role
• Informational role
• Decisional role
INTERPERSONAL ROLE
• Figurehead- ethical guidelines and the principles of behavior
employees are to follow in their dealings with customers and
suppliers
• Leader- give direct commands and orders to subordinates and
make decisions
• Liaison-coordinate between different departments and establish
alliances between different organizations
INFORMATIONAL ROLE
• Monitor- evaluate the performance of managers in different
functions
• Disseminator-communicate to employees the organization’s
vision and purpose
• Spokesperson- give a speech to inform the local community
about the organization’s future intentions
DECISIONAL ROLE
• Entrepreneur- commit organization resources to develop
innovative goods and services
• Disturbance handler- to take corrective action to deal with
unexpected problems facing the organization from the external
as well as internal environment
• Resource allocator- allocate existing resources among different
functions and departments
• Negotiator- work with suppliers, distributors and labor unions
 Levels of Management

The term “Levels of Management’ refers to a line of demarcation between various managerial
positions in an organization. The number of levels in management increases when the size of
the business and work force increases and vice versa. The level of management determines a
chain of command, the amount of authority & status enjoyed by any managerial position.

The levels of management can be classified in three broad categories:

• Top level / Administrative level
• Middle level / Executory
• Low level / Supervisory / Operative / First-line managers
Managers at all these levels perform different functions. The role of managers at all the three levels is
discussed below:

LEVELS  O  M
F ANAGEMENT
Management – An Art, Science or Profession
Science: Any branch of knowledge to be considered a science (like – physics,
chemistry, biology etc.) should fulfill the following conditions:
• The existence of a systematic body of knowledge encompassing a wide
array of principles;
• The principle must explain a phenomenon by establishing cause – effect
relationship;
Over the years, thanks to the contributions of many thinkers and
practitioners, management, with its own principles has emerged as a
systematic body of knowledge.
Management – An Art, Science or Profession

Management may be considered as inexact science because,

• Management involves getting things done through people
• The behaviour of human beings cannot be accurately predicted
• The output also varies
Management – An Art, Science or
Profession
An Art: refers to the ‘know-how’ – the ways of doing things to
accomplish a desired result.
• As the saying goes ‘practice makes a man perfect; constant practice of
the theoretical aspects (knowledge base) contributes for the
formation and sharpening of the theory and practice. Therefore, what
is required is the right blend of the theory and practice.
Management – An Art, Science or Profession
• Effective practice of any art requires a thorough understanding of the
science underlying it. The executives who attempt to manage without
the conceptual understanding of management principles and techniques
have to depend on luck or intuition.
Therefore, management is both a science and an art.
Management – An Art, Science or Profession
• As a Profession: Since professionals are getting involved, it can be
referred to as a profession.
Management – An Art, Science or Profession
• As a Profession: These are the days where we are hearing a lot about
professional managers and their contribution to the economic
development of the nation.
• Therefore, it is appropriate to know the other dimension of management
– whether it is a profession.
Management and Society
• Environment: The environment of the business consists of two
components – internal and external environment.
• Internal environment: refers to the various systems inside the
organisation such as, technology, structure and people.
Social Responsibilities of Business

• Towards customers
• Towards employees
• Towards shareholders
• Towards Government
• Towards society
MCQ on MANAGEMENT ROLE

What are the three interpersonal roles of managers?

a) Figurehead, leader and liaison

b) Spokesperson, leader, coordinator
c) Director, coordinator, disseminator
d) Communicator, organiser, spokesperson
Students are requested to give there answer here :https://bit.ly/3iCOk2X
 TYPES OF MANAGERS
• FIRST-LINE MANAGERS- often called supervisors stand at the
base of the managerial hierarchy
• MIDDLE MANAGERS- heads of various departments and
organise human and other resources to achieve organizational
goals
• TOP MANAGERS- set organizational goals, strategies to
implement them and make decisions
 WHAT MAKE MANAGERS SUCCESSFUL?
• Hard work
• Smart work
• Patience
• Out of box thinking
• Reading and acquiring knowledge
• Ethical consciousness
• Collaborative relationship
• Perseverance
MCQ on Management

What is the guiding principle behind New Public Management?

a) Profit maximisation
b) Introducing private sector business principles into the public sector
c) Replacing public management with private sector management
d) Restructuring public organisations
 MCQ on Management

Which of these is not part of the recognised challenges for modern

managers?

a) Micro-managing the workforce

b) Managing communications
c) Managing change
d) Managing the learning organisation
Students are requested to give there answer here :https://bit.ly/3iCOk2X
 Planning Definition

Planning is deciding in advance what to do, how to do it, when to

do it and who is to do it. It bridges the gap from where we are and
to where we want to go. It is in essence the exercise of foresight.
Planning is an intellectual process which requires a manager to
think before acting.
Planning is the management function that includes decisions and
actions to insure future results. - Peter Drucker
Nature Of Planning
Planning: A Rational Approach

Planning: An Open System Approach Flexibility of

Planning
Pervasiveness of Planning
Importance of Planning

Minimizes Risk and uncertainty Lead to success

Focuses attention on the Organization Goals Facilitates Control

Trains Executives

Minimize waste and redundancy Reduce the impact of

change
What is STRATEGIC planning?

Is defining and prioritizing long-term plans that includes examining

an organization’s purpose, mission, philosophy and goals in the light
of its external environment
It is proactive and future-oriented, focuses on a 3-5 year operation of
the organization
It generally aims at creating an image of the desired future and design
ways to make plans a reality
What is TACTICAL planning?

Deciding how resources of the organization will be used to achieve strategic goal.
Ex1: Unit Director plans a meeting of staff nurses to reinforce knowledge gained
from orientation of new staff… may get endorsement from the Division Chief
Nurse who has set her own staff development plan for the whole division.
Ex2: Unit Director reviews with staff medicine supplies
Strategic Vs Tactical
Planning
Types of Plans
Objectives
Goals or aims which themanagementwishes to achieve.
Specific target to be reached by an organization Objective Vs
Vision
Vision is the dream that an entrepreneur creates in his waking hours
of his prefer future
Objective Vs Purpose
Purpose is primary role defined by the society or a broad aim
Objective Vs Mission
Mission is unique aim that sets the organization apart from other of
its type
 Characteristics of objectives

Objectives are multiple in number. Objectives are either

tangible or intangible. Objective have a priority.
Objectives are generally arranged in a hierarchy.
Objectives sometimes clash with each other.
Steps in Planning:

Establishing Verifiable Goals or Set of Goals to be

Achieved.
Establishing Planning Premises.
- Internal and External premises.

- Tangible and Intangible premises.

- Controllable and non-controllable premises.

Steps in Planning:

Deciding the Planning Period.

-Lead time in development & commercialization of new product.
-Time required to recover capital investments or pay back period.
- Length of commitments already made.

Finding Alternative Course of Action. Evaluating and

Selecting a Course of Action.
Developing Derived Plans.
Measuring and Controlling the Progress.
 Types of Planning
• Purposes or missions,
• Objectives-It is the ultimate goal towards which the activities of the
organization are directed
• Strategies-general program of action and deployment of resources
• Policies-general statement or understanding which guide or channel
thinking in decision making
• Procedures-states a series of related steps or tasks to be performed in a
sequential way
• Rules-prescribes a course of action and explicitly states what is to be done
• Programs-comprehensive plan that includes future use of different
resources
• Budgets-statement of expected results expressed in numerical terms
Principles of Planning
• Take Time to Plan
• Planning can be Top to Down or Bottom to Top
• Involve and Communicate with all those Concerned
• Plans must be Flexible and Dynamic
• Evaluate and Revise
MCQ on Management Planning

What is another name for contingency planning?

a) Synergy planning
b) Ad hoc planning
c) Business level planning
d) Scenario planning
MCQ on Management Planning

Which of the following is not a recognised type of plan?

a) Business
b) Succession
c) Ad hoc
d) Financial

Students are requested to give there answer here :https://bit.ly/3iCOk2X

Types of Managerial Decisions:
• Programmed
• Non programmed.
• Mechanistic-It is one that is routine and repetitive in nature
• Analytical-It involves a problem with a larger number of decision
variables
• Judgmental-It involves a problem with a limited number of
decision variables, but the outcomes of decision alternatives are
unknown
• Adaptive-It involves a problem with a large number of decision
variables, where outcomes are not predictable
Process of Organizing
• Determine what is to be done/ Division of Work:
• Assign Tasks: Departmentalization:
• Link Departments: Hierarchy Development:
• Decide how much Authority to Designate/ Authority,
Responsibility and Delegation:
• Decide the Levels at which Decisions are to be made /
Centralization vs. Decentralization:
• Decide how to Achieve Coordination:
 Techniques for achieving coordination.
• Coordination by Rules or Procedures
• Coordination by Targets or Goals:
• Coordination through the Hierarchy
• Coordination through Departmentalization
• Using a Staff Assistant for Coordination:
• Using a Liaison for Coordination:
• Using a Committee for Coordination
• Using Independent Integrators for Coordination:
• Coordination through Mutual Adjustment:
 Decision making: the process by which
managers respond to opportunities and threats
by analyzing options, and making decisions about goals and courses of
action.
 Decisions in response to opportunities:
managers respond to ways to improve organizational performance.
 Decisions in response to threats: occurs when
managers are impacted by adverse events to the organization.
 Programmed Decisions: routine, almost automatic process.
 Managers have made decision many times before.
 There are rules or guidelines to follow.
 Example: Deciding to reorder office supplies.
 Non-programmed Decisions: unusual situations that have not been often addressed.
 No rules to follow since the decision is new.
 These decisions are made based on information, and a manger’s intuition, and judgment.
 Example: Should the firm invest in a new technology?
 Classical model of decision making: a prescriptive model that tells how the
decision should be made.
 Assumes managers have access to all the information needed to reach a
decision.
 Managers can then make the optimum decision by easily ranking their own preferences
among alternatives.
 Unfortunately, mangers often do not have all (or even most) required
information.
 List alternatives Assumes all
&
information is
consequences
available to manager

Rank each alternative

from low to high Assumes manager
can process
information
Select best
alternative
Assumes manager
knows the best future
course of the
 Administrative Model of decision making:
Challenges the classical assumptions that managers have
and process all the information.
 As a result, decision making is risky.

 Bounded rationality: There is a large number of

alternatives and information is vast so that managers
cannot consider it all.
 Decisions are limited by people’s cognitive abilities.

 Incomplete information: most managers do not see all

alternatives and decide based on incomplete
information.
Recognize need for
a decision
1.Recognize need for a decision:
Managers must first realize the need for
which a decision must be made.
Recognize need for
a decision

Frame the problem

2. Frame the problem:
managers must frame problem for which
decision is to be made.
Recognize need for
a decision

Frame the problem

Generate & assess alternatives

3. Generate alternatives: managers must develop feasible alternative courses of action.
▪ If good alternatives are missed, the resulting decision is
poor.
▪ It is hard to develop creative alternatives, so managers
need to look for new ideas.
Evaluate alternatives: what are the advantages and disadvantages of each
alternative?
▪ Managers should specify criteria, then evaluate.
Recognize need for
a decision

Frame the problem

Generate & assess alternatives

Choose among alternatives

4. Choose among alternatives: managers
rank alternatives and decide.
▪ While ranking, all information needs to be considered.
Recognize need for
a decision

Frame the problem

Generate & assess alternatives

Choose among alternatives

Implement chosen
alternative
5. Implement
choose alternative: managers
must now carry out the alternative.
▪ Often a decision is made and not implemented.
Recognize need for
a decision

Frame the problem

Generate & assess alternatives

Choose among alternatives

Implement chosen
alternative

Learn from feedback

6. Learn from feedback: managers should
consider what went right and wrong with
the decision and learn for the future.
▪ Without feedback, managers never learn from experience and
might repeat the same mistake.
Recognize need for
a decision

Frame the problem

Generate & assess alternatives

Choose among alternatives

Implement chosen
alternative

Learn from feedback

MCQ on decision making
What are characteristics of a programmed decision?
a) Complex and risky
b) Uncertain and non-routine
c) Low risk and certain
d) Routine and non-complex

What is not an assumption underpinning the rational decision making model?

a) Incomplete information
b) An agreed goal
c) A structured problem
d) High level of certainty regarding the environment

Students are requested to give there answer here :https://bit.ly/3iCOk2X

MODULE I: INTRODUCTION QUESTION BANK

1) Explain functional area of management. 10M

2) Discuss role of management. 6M
3) Write differences between management and administration. 4M
4) Give brief account of nature of management. 7M
5) Explain the characteristics of management. 5M
6) Briefly explain functions and roles of levels of management. 7M
7) Define management. 1M
8) What is management? Explain the various roles of management. 8M
9) Explain the nature and characteristics of management. 8M
10) Mention the contribution and limitation of scientific management. 4M
11) Explain the different skills & their importance at different levels of 8M
management.
12) Distinguish between management and administration. 5M
13) Briefly describe the general principles of management as laid down by 10M
Henri Foyal.
14) What are the modern approaches? Explain briefly the contingency 7M
approach of management.
15) Explain management process which stresses on the basic management 8M
functions.
16) What kinds of skills are required for manager to become successful? 6M
How do you associate different levels in an organization?
17) Explain the modern management approaches briefly 6M
18) What is the nature of planning? Explain the importance and purpose of 10M
planning.
19) Explain briefly hierarchy of plans 7M
20) What is the importance of planning? Why should manager plan? 5M
21) What are the steps involved in planning process. 7M
22) Explain of types of planning premises. 5M
23) Differentiate between strategic and tactical planning. 5M
24) Briefly explain the types of planning. 4M
25) What does organization mean? Explain any 4 types of organization 10M
26) Give the important characteristics of organization 7M
27) What are the types of organization? Explain with flowchart department 7M
line organization.
28) What is span of management? Explain the span of management. 8M
29) What are the importances of staffing? Give examples 4M
30) What is MBO& MBE? Explain 5M
31) What is line and staff organization 8M
32) Explain nature & importance of staffing 7M
33) What is recruitment? Explain various sources of recruitment 4M
NPTEL VIDEO LINKS FOR THE DIFFERENT
TOPICS
1. Concept of management
https://nptel.ac.in/courses/122/108/122108038/

2.Intoduction to management
https://nptel.ac.in/courses/122/102/122102007/

3.Organisational management
https://nptel.ac.in/courses/110/102/110102016/
Case Study
• Dilemma faced by manager in decision making
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1791334

Outcome: with live examples of reputed companies author explains the

stages a manager has to go through while making decision
4. Directing and controlling NPTEL
https://nptel.ac.in/courses/122/108/122108038/

5. Decision making
https://nptel.ac.in/courses/110/105/110105082/
Text Books
• Principles of Management P.C.Tripathi, P.N.Reddy Tata Mc Graw Hill
• Dynamics of Entrepreneurial Development & Management Vasant Desai
Himalaya Publishing House
• Entrepreneurship Development Poornima. M. Charantimath Pearson Education
2006
Thank you