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Text Book

MANAGEMENT
Concepts & Cases

Presentation By

PROF. DR. KHAWAJA AMJAD SAEED
Principal, Hailey College of Banking & Finance
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Section 1 2 3

Particulars Text Book

Number 21 Chapters

Articles by Prof. Dr. Six (6) Khawaja Amjad Saeed Cases by South Asian Twelve (12) Scholars

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1. 2. 3.

4. 5. 6. 7. 8.

Management as a Discipline Schools of Management Thought Manager s Role and Impact of External Environment Corporate Planning Deposit, Credit and Profit Planning Organizing as Part of Management Line and Staff Authority Relationship Decentralization and Delegation
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9. 10. 11. 12. 13. 14. 15. 16.

Functional Specialization Staffing Motivation Leadership Communication Controlling Feedback and Control Mechanism Special Control Techniques
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17. 18. 19. 20. 21.

Management Information System Organization Conflicts and their Resolution Islamic Approach to Management TQM (Total Quality Management) Case Study Approach

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1. 2. 3.

4. 5. 6.

Human Resource Management & Development Sharing Productivity Gains: A Survey of Incentive Plans Globally Practised Knowledge Management: Some Dimensions The Rise of Reengineering Promoting CSR: What needs to be done Motivation: Islamic History (Compiled)
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1. 2. 3. 4. 5. 6.

Decision Making Entrepreneurship Personnel Management Industrial Relations Managing Change Strategic Management

1 6 2 1 1 1 12
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2. 5. 3.Chapter No. 1 CONSTITUENTS 1. Prelude Development Evolution Management Education in Pakistan Definitions Management Vs Administration 9 . 4. 6.

11. 12. 8. Pyramid Approach Management Function Levels Groups Job As Science or Art Principles 10 . 10.Chapter No. 1 CONSTITUENTS 7. 9.

1: MANAGEMENT AS A DISCIPLINE AMPLIFICATION 1.The Rise of Joint Stock Market 11 .CHAPTER NO. Prelude . Development .History (1750-21 Century) (17502.Egyptians .Industrial & Commercial Revolutions .Military .Barter .Chinese .

1941-1960 1941.1960 till now .CHAPTER NO. Evolution . 1: MANAGEMENT AS A DISCIPLINE 3.21st Century 12 .1915-1940 1915.Upto 1889 .1890-1914 1890.

21st Century 5. Management Education in Pakistan .Dale S. 1: MANAGEMENT AS A DISCIPLINE 4.1955-1972 1955. Beach .CHAPTER NO.1986 till now . Definitions .1973-1985 1973.Newman & Summer .President AMA 13 .

Pyramid Approach 1 = Top 2 = Middle 3 = Lower 14 . 1: MANAGEMENT AS A DISCIPLINE 6. Management Vs Administration 7.CHAPTER NO.

Groups .Management Control .Labour leaders 15 . Management Function levels .Operational Cost 9.University Scholars . 1: MANAGEMENT AS A DISCIPLINE 8.Legislatures .CHAPTER NO.Management Practitioners .Strategic Planning .

CHAPTER NO. 11. - Job Planning Organizing Assembling Resources Directing Controlling As Science or Art Art-Desired Results ArtScene: Systematic body of knowledge 16 . 1: MANAGEMENT AS A DISCIPLINE 10.

- Principles Efficiency Educating Research Social Objectives 17 .CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE 12.

Pre-Scientific Pre.Scientific .Administrative .Functional 18 . 2. 3. 2 CONSTITUENTS 1.Chapter No. Inretrospect Impact of Industrialization Stages: Management Thought (10) .

Contingency .Management Science .Program Orientation 19 .Chapter No.Welfare .Systems .Behavioral . 2 CONSTITUENTS 3. States: Management Thought (10) .

2 CONSTITUENTS 4. Management Theories -X -Y -Z -C 20 .Chapter No.

2: SCHOOLS OF MANAGEMENT THOUGHT AMPLIFICATION 1.CHAPTER NO. Inretrospect .Early Influence .Human Relation Management 21 .Scientific Management .

Handicraft .Cottage Factory .CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT 2. Impact of Industrialization .Serfdom .Primitive Tribal .Modern Industrial Systems 22 .Slavery .

States: Development of Management Thought (10) a) Primitive Tribal James Watt & Boulton Robert Owen Charles Babbage Henry Varnon Poor Henry Robinson Towny 23 . 2: SCHOOLS OF MANAGEMENT THOUGHT 3.CHAPTER NO.

CHAPTER NO. Gantt Harrington Emerson 24 . States: Development of Management Thought (10) b) Scientific Management F W Taylor Frank Gilberth & Lillian Gilberth Henry L. 2: SCHOOLS OF MANAGEMENT THOUGHT 3.

2: SCHOOLS OF MANAGEMENT THOUGHT 3. States: Development of Management Thought (10) c) Administrative Management School of Thought Henri Fayol Six Approaches Five functions 25 .CHAPTER NO.

States: Development of Management Thought (10) d) Functional Approach Five functions Fifty aspects (5 X 10 = 50) Correlated with business functions 26 .CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT 3.

2: SCHOOLS OF MANAGEMENT THOUGHT 3. States: Development of Management Thought (10) e) Behavioral School Elton Mayo Hawthorne s Experiments Other Contributions f) Management Science School Mathematical Models OR 27 .CHAPTER NO.

CHAPTER NO. States: Development of Management Thought (10) g) Systems Approach 3 Steps h) Welfare Uplift of Physical Hygienic Social Educational 28 . 2: SCHOOLS OF MANAGEMENT THOUGHT 3.

States: Development of Management Thought (10) h) Welfare Scope Health Wash up Lockers Recreation Libraries Schools 29 .CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT 3.

States: Development of Management Thought (10) h) Welfare Scope Disability Group Insurance Pension Legal Aid 30 . 2: SCHOOLS OF MANAGEMENT THOUGHT 3.CHAPTER NO.

States: Development of Management Thought (10) i) Contingency Approach Dynamics and Complex InterInterrelations Behavior of other Members Variables (7) 31 .CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT 3.

CHAPTER NO. States: Development of Management Thought (10) j) Program Orientation Planning Phase Operational Phase Future Orientation Phase 32 . 2: SCHOOLS OF MANAGEMENT THOUGHT 3.

Theory X . Management Theories .Theory C CHAPTER NO.Theory Y .Theory Z . 2: SCHOOLS OF MANAGEMENT THOUGHT 33 .CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT 4.

Chapter No.PEST Political Economic Sociological Technological 34 . 3. 2. Skills of a Manager Manager s External Environment Understanding of External Environment . 3 CONSTITUENTS 1.

3 CONSTITUENTS 4.Chapter No. Business Ethics Banking Sector: Changing Outlook 35 . 5.

Manager s External Environment PEST 36 . Skills of a Manager .Technical .Human . 3: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT 1.Conceptual 2.CHAPTER NO.

Political .Technological Follow the matrix 37 .Economic . 3: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT 3.Sociological .CHAPTER NO. Understanding of External Environment .

SBP Role .Discharge of Responsibility Honestly 5. 3: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT 4. Banking Sector: Changing Outlook .Divesture .CHAPTER NO.High Ethical Standards .Deregulation . Business Ethics .Consumer Financing 38 .

3: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT 5.Mergers 39 . Banking Sector: Changing Outlook .Non-Performing Loans Non.CHAPTER NO.

4. 3. 4 CONSTITUENTS 1.Chapter No. Planning Concept Why Plan Planning Process Objective Setting Stated Objectives Illustrations of Objectives Limitations of Planning 40 . 6. 7. 2. 5.

Tactical & Operational Planning .Annual Planning Cycle .Requirements for Financial Control System Charter for Improving the Performance of Nationalized Commercial Banks 41 . 9. Strategic. 4 8.Strategies .Chapter No.

4 10.Chapter No. MBO .Process Setting Goals Action Plan Self Control Periodic Review Implementation Tasks Success Stories 42 .Concept .

Planning Concept . 4: CORPORATE PLANNING IMPLICATION 1.Future Course of Action .CHAPTER NO.Four Types: Time Frame ST IT LT Perspective 43 .

Belief .Course of Actions 44 . Why Plan . Planning Process .Opportunities .Future Progress 3.Objective .CHAPTER NO.Control Facilitated . 4: CORPORATE PLANNING 2.

Objectives Setting .Feedback Review Revision 4. Planning Process .Internal Profit Growth 45 .CHAPTER NO. 4: CORPORATE PLANNING 3.

CHAPTER NO. 4: CORPORATE PLANNING

4. Objectives Setting - Internal Market Penetration Leadership Productivity - External Client Satisfaction Social Needs

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CHAPTER NO. 4: CORPORATE PLANNING

5. Stated Objectives - Stated Vs Hidden - Sources Charters Annual Reports PR Announcement - Hierarchy Organizational Divisional
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CHAPTER NO. 4: CORPORATE PLANNING

5. Stated Objectives - Hierarchy Departmental Sectional 6. Illustrations - Nationalizations - Life Insurance Nationalization

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CHAPTER NO. 4: CORPORATE PLANNING

7. Limitations - Hierarchy - Future? - Reluctance to Change - Revision - Cost-High Cost- Emergencies-difficult to anticipate Emergencies-

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Strategic.Strategies Four Dimensions Five features General and Specific Strategies APC-Six Steps APC- 50 . Tactical and Operational Planning .CHAPTER NO. 4: CORPORATE PLANNING 8.See Table 4-3 4.

Five Aspects .451 . 4-4 4.Strategies Financial Control System Eight (8) Steps Three (3) Pre-requisites Pre9. Charter for NCBs Improvement . Strategic. Tactical and Operational Planning .See Tables 4-3.CHAPTER NO. 4: CORPORATE PLANNING 8.

Participates .CHAPTER NO. MBO .Process Goals Setting Action Plan Self Control Periodical Review Implementation-Eight (8) tasks ImplementationSuccess Stories of 14 Large American Companies 52 . 4: CORPORATE PLANNING 10.

5. 5 CONSTITUENTS 1. 3.Chapter No. 2. 4. Deposits Credit Review of NIB Financial Instruments Management of Advances Benefits of Profit Planning 53 . 6.

Chapter No. 5 CONSTITUENTS 7. PrePre-requisites of Profit Planning Concept of Projections Time Horizons 54 . 8. 9.

5: DEPOSIT. Credit .Size-2004 Size.CHAPTER NO. Deposits . CREDIT & PROFIT PLANNING AMPLIFICATION 1.Disclosure Earlier Now 55 .Composition .Size-2004 Size.Current Position 2.

CREDIT & PROFIT PLANNING 3.CHAPTER NO. NIB . 56 .12 Instruments 4. Management of Advances .Assumptions. 5: DEPOSIT.Principles Safely Desirability Profitability .

Structure with definitions .BEP 57 . 5: DEPOSIT.Efficiency is promoted .Review of progress 6. CREDIT & PROFIT PLANNING 5.Comprehensive Planning .CHAPTER NO. Benefits of Profit Planning .Economical use of resources . Pre-Requisites of Profit Planning Pre.

CHAPTER NO. Concept of Projections .Factors affecting it 8.Combination of Judgment & quantitative data . 5: DEPOSIT.LR: 5 to 10 years . Time Horizon .Intermediate run-three years run.Prospective: 15 20 years 58 . CREDIT & PROFIT PLANNING 7.SR-Annual SR.

4. Definition of Organization Constituents of an Organization Steps in Organizing Process Functions of an Organization Role of Bureaucracy Formal & informal Organizations 59 .Chapter No. 3. 5. 6. 6 CONSTITUENTS 1. 2.

Chapter No. Organization Charts Organization Manuals Organization Design Organizational Structure in Banks Organizational Changes 60 . 10. 8. 6 CONSTITUENTS 7. 11. 9.

To accomplish a common goals 2.CHAPTER NO.Cooperating under executive leadership . Definition of individuals .Structure . Constituents o an Organization . 6: ORGANIZING AS PART OF MANAGEMENT AMPLIFICATION 1.Process 61 .Group of individuals .

Efficiency .Communication 62 .Identifying activities .delegating authority 4. 6: ORGANIZING AS PART OF MANAGEMENT 3.Group activities .CHAPTER NO. Steps in the Organization Process .Assignment of activities . Functions of an Organizations .

Innovation 5.Identity . Functions of an Organizations .Max Weber (8 points) . 6: ORGANIZING AS PART OF MANAGEMENT 4.Vertical Dimension .Satisfaction .CHAPTER NO.Horizontal Dimension 63 . Role of Bureaucracy .

Formal . Organization Chart . 6: ORGANIZING AS PART OF MANAGEMENT 6.Constituents Hierarchy Departmentalization Inter-relationships Inter64 .Informal 7. Formal & Informal Organization .CHAPTER NO.

6: ORGANIZING AS PART OF MANAGEMENT 7.Constituents Lines of Communication Network Authority Responsibility Accountability Types General Auxiliary 65 . Organization Chart .CHAPTER NO.

CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT 7. Organizational Manual .Benefits 66 .Contents Objectives Job Description Organizational Procedures Management terms . Organization Chart .Constituents Drawbacks 8.

Organizational Design .Areas of Influence (5) . Organizational Structure in Banks . 6: ORGANIZING AS PART OF MANAGEMENT 9.NCBs .Financial Institutions 67 .Levels .CHAPTER NO.Concept .Section (4) 10.Foreign Banks .

Growth & Decay . Organizational Changes .Catalysts .Technology .Personnel . 6: ORGANIZING AS PART OF MANAGEMENT 11.Environmental Impact .Domio Effect 68 .CHAPTER NO.

Chapter No. 5. 2. Line Organization Line & Staff Organization Rationale for Differentiation Between Staff and Line Line Relationship Staff Relationship Types of Staff 69 . 4. 6. 7 CONSTITUENTS 1. 3.

9.Chapter No. Line and Staff Conflict Making the Staff Personnel Work Properly Is the concept valid for obsolete today 70 . 7 CONSTITUENTS 7. 8.

CHAPTER NO.Names Scalar Military Departmental Vertical . Line Organization .Pure Line of Organization .Departmental Line Organization 71 . 7: LINE & STAFF AUTHORITY RELATIONSHIP AMPLIFICATION 1.

Staff Specialists Advise .CHAPTER NO.Advice Provided to Line Mangers . Rationale for Differentiation .Maintain Accountability 72 .Can recommend without Authority 3.Effective Control . 7: LINE & STAFF AUTHORITY RELATIONSHIP 2. Line & Staff Organization .Services of Specialist .

Chain of Command . 7: LINE & STAFF AUTHORITY RELATIONSHIP 4. Staff Relationship . Line Relationships .CHAPTER NO.Chain of Communication .Vehicle of Accountability 5.Assistance 73 .Purely Advisory .

Types of Staff .No Proper use of Staff 74 .Personnel Staff .Implementation .Blame Line Staff .Specialist Staff 7. Line & Staff Conflict .Description Defied .CHAPTER NO. 7: LINE & STAFF AUTHORITY RELATIONSHIP 6.Encroachment .

Work as a Team .Be based on Functional Responsibilities .CHAPTER NO. 7: LINE & STAFF AUTHORITY RELATIONSHIP 8. Making the Staff Personnel Work Properly .Clarity in Defining Relationship 75 .Improve Relationships 9. Is the Concept Valid or Obsolete Today .

5.Chapter No. The Problem Degree of Decentralization-The Act of DecentralizationMeasurement Centralization Vs. 3. decentralization Operationalzing Decentralization The concept of Delegation Authority. 4.8 CONSTITUENTS 1. 2. 76 .

9. 8.8 CONSTITUENTS 7.Chapter No. Principles of Delegation Reasons for Inadequate Delegation Toward Effective Delegation System 77 .

8: DECENTRALIZATION & DELEGATION AMPLIFICATION 1.CHAPTER NO. Decentralization .Review Table 8-1 878 .Centralization Vs. The Problem .Decentralization More Democratic Greater Freedom of Spirit Less Authoritative .

CHAPTER NO.Review Table 8-2 8- 79 . 8: DECENTRALIZATION & DELEGATION 2. Degree of Decentralization: The Art of Measurement .Issues Authorities How far down the line? Consistency .

8: DECENTRALIZATION & DELEGATION 3.Advantages of Centralization Leadership Integration Uniformity of Action Tackling Emergencies Others 80 .CHAPTER NO. Centralization Vs. Decentralizations .

Decentralizations . Centralization Vs.CHAPTER NO. 8: DECENTRALIZATION & DELEGATION 3.Advantages of Centralization Motivation Development of Managers Coordination Diversification Innovation Developmental Activities 81 .

Competitive Spirit .Appropriate Control 82 .CHAPTER NO. 8: DECENTRALIZATION & DELEGATION 4.Top level Support .Feeling of Independence . Operationalzing Decentralization .Communication .Work Independently .

CHAPTER NO.Characteristics of Delegation . 8: DECENTRALIZATION & DELEGATION 5.For accomplishing of Assignments . The concept of Delegation of Authority .Note Six Points (Page 89) 83 .Giving Authority to Others .

CHAPTER NO.Follow unity of Command . 8: DECENTRALIZATION & DELEGATION 6.Responsibility cannot be Delegated 84 .Authority and Responsibility to exist . Principles of Delegation .Visualize Expected Results .Functional Definition of Activities .

8: DECENTRALIZATION & DELEGATION 7.Managerial Shortcomings Exposed 85 .With-holding of Authority With.Absence of Democratic Leadership Style .Subordinates not Competent .Desire to Influence . Reasons for Inadequate Delegation .Attitude of Supervisor .CHAPTER NO.

8: DECENTRALIZATION & DELEGATION 8.Communication-Open System Communication.Proper Control Techniques .Define Authority & Responsibility .CHAPTER NO.Intelligent Planning .Confidence in Performance 86 . Toward Effective Delegation System .Open Work Climate .

Specialization in Historical Perspective Rationale for Specialization Role of Functional Specialist Problems of Specialization Problems of functional Specialization International Experiences 87 .Chapter No. 3. 5. 2. 6.9 CONSTITUENTS 1. 4.

Functional Organization Functional Authority Specialization in Banking fields in Pakistan 88 . 9. 8.Chapter No.9 CONSTITUENTS 7.

9: FUNCTIONAL SPECIALIZATION AMPLIFICATION 1.Efficiency 89 .Division of Labour .CHAPTER NO. Specialization in Historical Perspective .Adam Smith 2.Physical Limitation .High Skills Required . Rationale for Specialization .

Procurement of goods and services .Research and Development 90 .Sales and Service .Finance .Personnel .Production . Role of Functional Specialist . 9: FUNCTIONAL SPECIALIZATION 3.CHAPTER NO.

Complexity of Modern Techniques .CHAPTER NO.Diversity of tasks and persons needed to carry them out 91 . 9: FUNCTIONAL SPECIALIZATION 4. Problems of Specialization .

Problems of Functional Specialization . Rendered. 9: FUNCTIONAL SPECIALIZATION 5.CHAPTER NO. 92 .Boring Work .Anxiety Created by the above Factors Leads to Dissatisfaction.Monotonous Environment . Resulting in Lower Output and Reduction in the Quality of Product or Service Rendered.Element of Fatigue .

Highly Specialized Jobs . 9: FUNCTIONAL SPECIALIZATION 6.North America .Scope Assembly Lines Offices Professions 93 .CHAPTER NO. International Experiences .

CHAPTER NO. Functional Organization . 9: FUNCTIONAL SPECIALIZATION 7.Pattern of Executive Specialization .Benefits Specialization Operational Efficiency Economic Flexibility Coordination 94 .

CHAPTER NO.Superior Delegates Authority Subordinates .Role of Specialists . 9: FUNCTIONAL SPECIALIZATION 8. Functional Authority .Authority to Specialist 95 .

9: FUNCTIONAL SPECIALIZATION 9.Fundamental Issues Need for Specialization Continuity of Present Set up New Specialized Institution Future Outlook 96 .Development Banks . Specialization in Baking Fields in Pakistan .Investment Banks .Multiple Functions .Commercial Banks .CHAPTER NO.

6. 4.Chapter No.10 CONSTITUENTS 1. 7. Staffing Functions Performance Appraisal Methods Types of Job Information Job Evaluation Methods Limitations of Job Evaluation Job Description Format of Job Description 97 . 5. 2. 3.

Recruitment.Preparation of Manpower Planning .CHAPTER NO. 10: STAFFING AMPLIFICATION 1. Selection & Retention .Training and Development .Performance Appraisal Methods 98 . Staffing Functions .

Employee Comparison Methods .Checklist .CHAPTER NO.Critical Incidence 99 . Performance Appraisal Methods .Rating Scale . 10: STAFFING 2.

Job Description Prepared in Specific Detail .Job Specification Included in it 100 .Information in Respect of Each Job . 10: STAFFING 3.List of Titles of Jobs . Types of Job Information .CHAPTER NO.

CHAPTER NO. Limitations of Job Evaluation .Other Phases of the Programme 101 . 10: STAFFING 4.Selection of Factors .Job Classification .Factor Comparison .Point System 5. Job Evaluation .Job Ranking .Assignment of Weights .

CHAPTER NO. 10: STAFFING

6. Job Description - To Provide a Basis for Job Evaluation - To Check the Soundness of the Organization Structure - To aid in Assigning of Functions to Positions - Point System

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CHAPTER NO. 10: STAFFING

6. Job Description - To Establish a Framework for ManagerManagerSubordinate Agreement of Specific Work Assignment, Objectives to be Accomplished, and Limits of Authority and Responsibility - To Specify the Factors to be Used in Measuring the Individual s Accountability for Performance. Performance.
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CHAPTER NO. 10: STAFFING

7. Format of Job Description - Broad Function - Principle Responsibilities and Relationships - Authority and Reservations Decision Making - Measures of Accountability

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Chapter No.11 CONSTITUENTS
1. 2. 3. 4. 5. 6. 7. 8.

Concept Characteristics of Motivation Importance of Motivation Primary Factors of Motivation Maslow s Hierarchy of Needs Theories of Motivation Motivation s for Executives Perception

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desires. aspirations. needs.Refers to a way in which urges.CHAPTER NO. 11: MOTIVATION AMPLIFICATION 1. beings. strivings. Concept . 106 . influence the choice of alternatives in the behavior of human beings.

CHAPTER NO. Characteristics of Motivation .Internal Feeling .Continuous Process .Calculation Motivation = Valance X Expectancy Valance = Strength of a person s performance for a particular outcome 107 . 11: MOTIVATION 2.Changing Behavior .Psychological Phenomenon .

Improved .Objectives.Turnover Low .Profitability .Absentism Less .Performance High .CHAPTER NO.Changes-More Acceptable Changes- 108 .Accomplished Objectives. 11: MOTIVATION 3. Importance of Motivation .

Respect and Social Status .Higher Salary . Primary Factors of Motivation .Job Security .Interesting Work .Chances of an Opportunity for further growth and Development . 11: MOTIVATION 4.CHAPTER NO.Undertaking Worthwhile Activities 109 .

Enjoying Independence in Performance of Job .Enjoying Power and Influence . Primary Factors of Motivation .Intelligent and Diligent Supervision 110 .CHAPTER NO. 11: MOTIVATION 4.

CHAPTER NO. Maslow s Hierarchy of Need SELFACTUALIZATION NEEDS ESTEEM NEEDS LOVE NEEDS SAFETY NEEDS PHYSIOLOGICAL NEEDS 111 . 11: MOTIVATION 4.

Herzberg s Hygiene Theory Company Policy & Administration Technical Supervision Interpersonal Relationship with Supervisors Interpersonal Relationship with subordinates Salary 112 . Theories of Motivation . 11: MOTIVATION 6.CHAPTER NO.

Herzberg s Hygiene Theory Job Security Personal Life Working Conditions Status 113 .CHAPTER NO. 11: MOTIVATION 6. Theories of Motivation .

11: MOTIVATION 6.CHAPTER NO.McGregor s Theory X Theory Y Theory X Theory Y See Table 11-1 11.Expectancy Theory Extra Effort to Perform well See Table 11-2 11114 . Theories of Motivation .

11: MOTIVATION 7.Competitive Spirit .Achieving Leadership Heights .Fear of Losing Goodwill . Motivation s for Executives .Challenge of Work .CHAPTER NO.Money 115 .Rising Curve of Status .

11: MOTIVATION 8. Perception .Attitude .Values .CHAPTER NO.Supervisor .Family Background .Experience .Reward System & Organization Polices 116 .Norms and Values of Peers .Education .Culture .

Chapter No. 5. 6.12 CONSTITUENTS 1. 2. 4. 3. Importance of Leadership Theories of Leadership Significant Dimensions of Leader s Personality Leaders Power and Influence Leadership Styles Leadership Profile: Characteristics of Leadership Styles 117 .

10. 11.12 CONSTITUENTS 7. 9. 12.Chapter No. 8. 13. The Likert Management System Managerial Grid Path Goal theory Decision Making Types of Decision Forms of Decision Making Decision Making Techniques 118 .

12 CONSTITUENTS 14.Chapter No. Personal Qualities of Decision Making Group Dynamics 119 . 15.

Behavioral Approach .Trait Approach . Importance of Leadership .Elective Approach 120 . Theories of Leadership .Morale 2.High Performance .Recognition .Situational Approach .CHAPTER NO. 12: LEADERSHIP AMPLIFICATION 1.

Significant Dimensions of Leader s Personality .Thinking (4) . 12: LEADERSHIP 3.Feelings & Inter-relationships (11) Inter.Outward Behavior Characteristics (5) 121 .CHAPTER NO.

praise. .CHAPTER NO. .Coercive Ability to punish or to withdraw reward 122 .Reward Ability to bestow money. promotion and other benefits. Leaders Power & Influence .Legitimate Delegated authority. 12: LEADERSHIP 4.

Expert Leader s Special SkillSkillabilities & knowledge 123 . inspire leader s alliance with other influential persons .CHAPTER NO. Leaders Power & Influence .Referent Based on leader s personality and ability. 12: LEADERSHIP 4.

Dependence on Authority .Use of Power and fear 124 .Autocratic .Paternal 6.CHAPTER NO. Leadership Profile: Characteristics of Leadership Styles . Leadership Styles . 12: LEADERSHIP 5.Participative .

Exhibition of Sincere Interest . Leadership Profile: Characteristics of Leadership Styles .Sharing of ends and goals 125 .Personal Likeableness .Inspiration for the best Results .Dominance .Development of Persons . 12: LEADERSHIP 6.Welding Members into a Team .Dependence on Personal Expertness .CHAPTER NO.

CHAPTER NO.Four Styles Exploitative Autocrat Benevolent Autocrat Participative Democratic 126 . 12: LEADERSHIP 7. The Likert Management System .

9 (Country Club) 9.1 (Task) 6 7 8 9 High 127 .1 (Impoverished) 1 2 3 4 5 9.9 (Team) Low 2 1 Low 1. High Managerial Gird 9 8 7 6 5 4 3 5. 12: LEADERSHIP 8.5 (Middle Road) 1.CHAPTER NO.

Four types of Behavior Institutional Supportive Participative Achievement Oriented 128 . 12: LEADERSHIP 9.CHAPTER NO. Path Goal Theory .

CHAPTER NO. 12: LEADERSHIP 10.Areas of Concern Application of Statistics Optimization Models Information Models Simulation 129 .Herbert Simons Noble Prize Winner . Decision Making .

Forms of Decision Making .Advantages Versus Disadvantages .Highest Ranks 130 .Check Lists .Programmed .CHAPTER NO. 12: LEADERSHIP 11. Types of Decision .Toss of a Coin .Non-Programmed Non12.

Forms of Decision Making .Compromise .CHAPTER NO.Compound .Committee . 12: LEADERSHIP 12.Delay 131 .

Clerical routine: Repetitive Mathematical Standard Decision. Organization Processes for Simulation. Structure: Branding 2. Develops specific Computer 3. Procedures. Decision Making Techniques Types of Decision Tradition Modern Programmed 1. . A Processing. System of subGoals Well-Defined Information 132 Channels. 12: LEADERSHIP 13.CHAPTER NO. Analysis Operation Organization Models.Electronic Common Decisions Data Expectations. Operations 1. Habit Routine Research: 2.

Problem. Selection and Handled by Training of General Executives. Decisions 3.CHAPTER NO. Creativity. Rule of thumb. Judgment. 12: LEADERSHIP 13. Constructing heuristic Computer Programme Helping or Guiding to Discover. .Solving Processes. On-shot. illIntuition and structured. Policy 2. Novel. Decision Making Techniques Types of Decision Tradition Non-Programmed Modern Heuristic ProblemSolving Techniques Applied to: 1. 133 1.

CHAPTER NO.Judgment .Creativity .Experience .Quantitative Skills 134 . Personal Qualities of Decision Making . 12: LEADERSHIP 14.

Values of Behavior 135 .Principles Strong Sense of Belonging to Group Group Must be more Attractive to Members Change Attitude. Group Dynamics .CHAPTER NO. 12: LEADERSHIP 15.

CHAPTER NO. the Greater the Influence he can exert.Principles The Greater the Prestige of a Group member in the Eyes of other Members. of the Need for Change 136 . Share Perception by members. 12: LEADERSHIP 15. Group Dynamics .

Group Dynamics . Plans for Change.CHAPTER NO. 12: LEADERSHIP 15. Consequence of Change Readjustments in other parts Encounter Strong Resistance 137 .Principles Communication Need for Change.

3. 4.13 CONSTITUENTS 1.Chapter No. 2. Meaning Types Structure Elements Effects Feedback 138 . 6. 5.

13 CONSTITUENTS 7. 10. 8. 9. Basic Principles Barriers Information Technology Five Generations Organizational Communications 139 .Chapter No. 11.

Levels Individual Group Organizational 140 . Meaning .Process by which an idea is transferred from a source to a receiver with an intention of changing the receiver s behavior .CHAPTER NO. 13: COMMUNICATION 1.

Others .Oral .CHAPTER NO.Dimensions Downward Upward Horizontal 141 . 13: COMMUNICATION 2.Written . Types .

Channel .Message . Elements . Structure .CHAPTER NO.Formal .Receiver 142 . 13: COMMUNICATION 3.Informal 4.Source .

Negative Reaction .Ignored .Stored .Evoke a Response .CHAPTER NO.Effective Approach Used . 13: COMMUNICATION 5. Effects . Feedback .Actions Taken .Barriers Removed 143 .Affect Behavior 6.

CHAPTER NO. 13: COMMUNICATION 7.Adequate Feedback .Produce Some Action or Reaction .Planning & Execution .Contain Answers to Major Questions .Be Affective .Responsibility-Sender Responsibility.Language Comprehension . Basic Principles .Little Negative Effect 144 .Follow Up .

Personal .Physical .CHAPTER NO. Barriers .Semantics .Authority. Power and Status Relationship . 13: COMMUNICATION 8.Style of Communication 145 .

Information Technology .Meetings 146 .use of Computer for Processing Information .CHAPTER NO. 13: COMMUNICATION 9.Conferences . Information Technology 11.Speed of Communication 10. Organizational Communications .

3. 2. 4.14 CONSTITUENTS 1. Control Mechanism Control Process Measurement Process Quality for Effective Control Role of Control PrePre-Requisites of Control 147 . 5. 6.Chapter No.

Procedures for Review Objectives of Organizational Control Internal Check Operational Audit Types of Organizational Control 148 .14 CONSTITUENTS 7. 11. 10. 9.Chapter No. 8.

14 CONSTITUENTS 12. 13. Organizational Control System Instruments Control 149 .Chapter No.

Analysis of Causes of Deviations . Control Mechanism . 14: CONTROLLING 1.CHAPTER NO.Defining of Objectives.Implementation of Corrective Actions 150 .Devising and Programming of Corrective Actions . Devising Plans and Setting of Standards .

CHAPTER NO.Identification of Deviations in Actual Performance 151 .Setting of Revised (Desired) Performance Standards . 14: CONTROLLING 1.Assessment of Actual Performance viaviaa-vis Desired Performance Standards . Control Mechanism .

CHAPTER NO.Comparison of Actual Results with the set Targets . 14: CONTROLLING 2.Corrective Actions where Actual Results Fall Short of the Targets 152 .Measurement of Actual Results . Control Process .

Measurement Process . 14: CONTROLLING 3.Through Personal Observations .Through Verbal Reports .Through Written Reports 153 .CHAPTER NO.Through Preparation of Statistical Reports .

CHAPTER NO.Control should be flexible. 14: CONTROLLING 4. Quality for Effective Control . Undertaken. taken. 154 . . so that one must continue to move forward rather than get to a position of breakdown.Control should be Economical Cost Benefit Analysis should be Undertaken.Control should be timely. . breakdown. so that quck action can be taken.

Quality for Effective Control . 14: CONTROLLING 4.Control should be strategically placed .CHAPTER NO. so that it is properly Communicated for Implementation .Control should be understandable.Control should be Designed to Stress the Exception 155 .

14: CONTROLLING 5.Takes Corrective Action where there are Significant Deviations From Standards 156 .Establishes Standards . Role of Control .Measures Performance Against these Standards .CHAPTER NO.

CHAPTER NO. Pre-Requisites of Control Pre.There should be a Continuous Surveillance over Plans and Directives for Ensuring Implementation of Objectives .Information on Status of Activities should be available .Timely Measurement Analysis be Carried out 157 . 14: CONTROLLING 6.

Reporting on Performance be Institutionalized 7.Carrying out Analysis .Undertaking Comparison . Pre-Requisites of Control Pre. 14: CONTROLLING 6.CHAPTER NO. Procedures for Review .Delivering an Effective Presentation 158 .

Protect assets against all Risks . Objectives of Organizational Control .CHAPTER NO.Assure the accuracy and dependabili8ty dependabili8 of financial and operating information .Safeguard the enterprise against improper asset disbursements and incurrence of improper liabilities .Judge operating efficiency 159 . 14: CONTROLLING 8.

Measure adherence to established policies 9.CHAPTER NO.Role in banks and other Organizations 160 . 14: CONTROLLING 8.Checking of work o one person by another . Objectives of Organizational Control . Internal Check .

CHAPTER NO. 14: CONTROLLING 10. 11. Types of Organizational Control .Administrative Control 161 .Appraisal of Operations . Operational Audit .Accounting Control .Improved functional management ability 11.

Chart of Accounts .Flow Charts 162 .CHAPTER NO.Organizational Charts . Instruments Control . 13.Operating Manual . 14: CONTROLLING 12. Organizational Control System .Formal 13.Accounting Manual .Informal .

2. 3. 5. 4. Formal Approaches Internal Control Reports as Control Device Budgets Control Framework 163 .Chapter No.15 CONSTITUENTS 1.

Programming . 15: FEEDBACK & CONTROL MECHANISM 1.Budgeting . Formal Approaches .Accounting .CHAPTER NO.Reporting 164 .

15: FEEDBACK & CONTROL MECHANISM 2. Internal Control .Review Techniques .Measures .Benefits .CHAPTER NO.Limitations 165 .Concept .

Nature and timing of all routine checks .Division of work amongst departments and between individuals within a department . Reports as Control Device .CHAPTER NO. 15: FEEDBACK & CONTROL MECHANISM 3.Procedure of Initiation of actions .Chronological sequence of documents is put 166 .

Reports as Control Device .Use to which each set of documents is put . Reports as Control Device . 15: FEEDBACK & CONTROL MECHANISM 3.Variances 167 .CHAPTER NO.Inter-relations of all documents and Interrecords involved 4.Feedback .Formal Planning & Control Technique .

Technical Standards Control Internal Audit 168 . 15: FEEDBACK & CONTROL MECHANISM 5. Control Framework .CHAPTER NO.Cost Control .Time Controls .

16 CONSTITUENTS 1. 4. 5. 3. 6. 2. Cost Benefit Analysis Breakeven Analysis Return on Investment (ROI) Payback method Discounting Techniques Human Resource Accounting (HRA) 169 .Chapter No.

16: SPECIAL CONTROL TECHNIQUES 1.CHAPTER NO.Estimation of Costs Initial Capital Investment Operating Cost 170 . Cost Benefit Analysis .Estimation of Benefits Primary Secondary Intangible .

4. 16: SPECIAL CONTROL TECHNIQUES 2. Breakeven Analysis Return on Investment (ROI) Payback Method Discounting Techniques . 3. Human Resource Accounting (HRA) 171 .CHAPTER NO.GE Model (8 Points) 6.Ten Points Analysis . 5.

Chapter No. 2.17 CONSTITUENTS 1. 4. 3. Definition Information Need Analysis Techniques of Work Simplification Developing MIS MIS Term Loan Summary 172 . 5.

Definition .SIM-System of Information for SIMManagement .CHAPTER NO. 17: MANAGEMENT INFORMATION SYSTEM 1.Information-Processed form of data InformationBe accurate Be timely Be complete Be concise Be relevant 173 .

Combination .Work Simplification . Information Need Analysis .Mogenson .Elimination .CHAPTER NO. 17: MANAGEMENT INFORMATION SYSTEM 2.Five Steps 3.Normal Strategy . Techniques of Work Simplification .Reduction 174 .

8 Points .Levels Top Level beneath the top Middle Lower .Modus Operandi 175 . Developing MIS .CHAPTER NO. 17: MANAGEMENT INFORMATION SYSTEM 4.

17: MANAGEMENT INFORMATION SYSTEM 5.CHAPTER NO. MIS Term Loan Summary .8 Points 176 .

2.Chapter No. 4. 5.18 CONSTITUENTS 1. 3. Nature Types Conflict as a Powerful Conflict Process Conflict Aftermath 177 .

11.Chapter No. 10. 8. 9.18 CONSTITUENTS 6. 7. Sources Checklist: Analysis at various Levels Power in Politics Normal Vs Parallel Banking Conflict Conflict Resolutions Resolutions of Conflict 178 .

Nature .Ways of conflicts Harmony Cooperation Stability 179 .Try to establish their own views .CHAPTER NO.People Disagree over means or ends . 18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION 1.

Institutionalized 3.Role . Conflict as a Powerful Process . Types .Traditional View No Conflict .CHAPTER NO.Modern View Conflicts part of Organization-be Organizationwelcomed and handled 180 . 18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION 2.Structurally based .

Conflict Process .Manifold 5.Lose .Compromise .CHAPTER NO.Lateral .Perceived . 18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION 4.Win . Conflict Aftermath .Lookout for the next assault 181 .Felt .

Checklist: Analysis at Various Levels . 18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION 6.Inter group conflict 7.CHAPTER NO.Group 182 . Sources .Inter individual conflict .Individual Level .Intra individual conflict .

CHAPTER NO. Power in Politics .Powerbase Reward Coercion Legitimacy Referent Expertise 183 . 18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION 8.

18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION 8.Powerbase Maintain alliance with people Embrace or demolish forces Divide and rule Manipulate classified information Make a quick showing Avoid decision engagement 184 .CHAPTER NO. Power in Politics .

Parallel-Unauthorized Parallel185 . 18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION 8. Normal Vs Parallel Banking Conflict .Normal-Allotment Normal.Powerbase Follow the policy of camel s head in the tent Take counsel with caution 9.CHAPTER NO. Power in Politics .

CHAPTER NO.Strategy .Other Techniques 186 .Conflict Diagnosis .General Approach . 18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION 10. Conflict Resolution .Third Party Intervention Arbitration Mediation Outside Consultant .Coordination .

18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION 11. Resolution of Conflict .Modes of Conflict Handling .Diagnosis .Pre-Diagnosis Pre.CHAPTER NO.Implementation of Strategy 187 .

4. 3. 5. 6. Manager as a Trustee Importance of Labour Work Ethics & Motivation Consultative & Participative Approach Relations between Employer & Employee Labour Management Relationships Islam 188 .Chapter No. 2.19 CONSTITUENTS 1.

Importance of Labour .CHAPTER NO. 19: ISLAMIC APPROACH TO MANAGEMENT 1.Labour: Vital factor of production 3. Manager as a Trustee 2.Four factors of production . Consultative & Participative Approach 189 . Work Ethics & Motivation 4.

Labour Management Relationships in Islam .Concept of fair wage 190 .Basic Rights of Labourer .Value System in Islam .CHAPTER NO. Relations between Employer & Employee .Adl-o-Ehsan Adl6. 19: ISLAMIC APPROACH TO MANAGEMENT 5.

3. 4.Chapter No.20 CONSTITUENTS 1. 2. Prelude Quality Concept Challenges to Manager Case Study-Review Study- 191 .

11 Exhibits. 3 Appendices 192 .CHAPTER NO. Prelude .Quality-Critical Aspect Quality.Review of Literature IFAC Handbook Managing Quality Improvements 134 Paragraphs. 20: TOTAL QUALITY MANAGEMENT 1.

CHAPTER NO.Product-based Product.User-based User. 20: TOTAL QUALITY MANAGEMENT 2.Manufacturing-based Manufacturing.Transcendent . Quality Concept .Value-based Value- 193 .

20: TOTAL QUALITY MANAGEMENT 3.Awareness .Cost Reduction via Quality Improvement Quality Costs Cost of Prevention Cost of Appraisal Cost of Internal failure Cost of External failure 194 .CHAPTER NO. Challenges to Managers .

Challenges to Managers .Innovative Role of Manager and Quality Management Systems Supportive Logistical role Use of Statistical tools and process measures Innovative Role 4. 20: TOTAL QUALITY MANAGEMENT 3.CHAPTER NO. Case Study-Review Study- 195 .

Concept Case Method-Inretospect MethodConcept of a Case Method Early Development in Business Advantage Limitations 196 . 4. 3. 2.21 CONSTITUENTS 1. 5. 6.Chapter No.

Chapter No. 8. 9. 10.21 CONSTITUENTS 7. Types Incident Case Approach Harvard Case Method Approach Case Analysis Techniques Tools for Case Analysis 197 . 11.

CHAPTER NO. 21: CASE STUDY APPROACH 1. 5. 6. 2. 3. 4. Concept Case Method-Intretrospect MethodConcept of a Case Method Early Development in Business Advantages Limitations 198 .

CHAPTER NO.Case Projects Incident Case Approach Harvard Case Method Approach 199 . Types . 8. 9.Case Illustration .Case Studies .Case Problem . 21: CASE STUDY APPROACH 7.

CHAPTER NO.Case Analysis Method . 21: CASE STUDY APPROACH 10. 11.Case Analysis . Case Analysis Techniques .Systematic Approach .Specific types of Analysis Tools for Case Analysis 200 .Approach .

THANK YOU FOR JOINING US 201 .

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