oe =: + UNIT 1_ INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS “yl Fi 11. Introduction if dd i ‘12 12, Definition of management a 13. Nature of management . ae LA, Scope of management 7 ; i 1S. Functions of management ip 1.6, Is management a science oran art? . ota 17 Management vs. a . ay 18. Manager vs, entreprenens ae 19. © Types oj Maniigers or Mahagerial levels ae 19.1. “Top leveln atnagers a 19.25 Milde tevel managers na 1.9.3. Lower level or supervisory managers 1.10. * Managerial roles or roles of manager 11S LIL Managerial skills n7 112." Importance of management L ! L 1.3... Evolution of management thought i 421 114. Pre-scientific or pre-classical management period 115. Classical management theory 41.22 1.15.1. SciontiZic management theory 1.23 I 15.24] Fayol’s administrative management theory 1.24 1.15.3, Bureaucratic management theory 1.28 1.16. Human relations approach or Behavioural. management theory - 1.30 4117,” Taylor's scientific management 133 1.17.1, Elements of scientific management 1.33 1.17.2, Benefits of scientific management 1.36 "118. Hawthorne studies of Elton Mayo 137 113. System approach in modern management theory 1.39Princlplo’s of Managoment 1.19.1. Managerial levels based on system approach 1.42 Hl 1.19.2, Advantages & limitations / criticisms of system approach 1.42 I! 1.20. Contingency approach in modern management theory 143 : 1.21, — Business organisation 145 T2I1. Types of business organisation 1.46 1.22. Sole proprietorship 1.46 1.22.1. Characteristics of sole proprietorship 147 4.23. Partnership 148 1.23.1, Features of partnership 1.49 F 1.23:2. Kinds of partners 1.50 1.23.3, Rights of partner LI 1.24. Company or joint stock company 1.54 1.24.1, Types of companies 1.55 ; 1.25. — Private limited company 157 | 1.26. — Public limited company 158 1.27, Co-operative organisation 158 i 1.27.1. Characteristics of co-operative societies 1.59 1.28, Public enterprises (or) State enterprises LOI 1.29, . Public corporation . 1.62 1.30. Government company ‘64 131. - Organizational culture ; 165 131.1. Definitions , 1.66 1.31.2. . Characteristics of organizational culture 166 1.31.3. , Souirces of culture 1.68 1.31.4, ‘Functions of culture 1.69 1.31.5. Components of organizational culture 1.69 _ 1.31.6. Types of organizational culture 1.70 1.31.7. Creating culture . 1.73gament 1A2 1A2 LAS LAS 146 LAG 147 146 1A9 1.50 151 154 1.55 157 158 158 1.59 LO L062 164 1.65 1.66 1,66 1.68 1.69 1.69 1.70 1.73 Contents 1.31.8. Managing culture fs) L319. Sustaining orgenisetional culture ne 1.31.10, Changing organizati ie 1.32, Organization and envir Ms 1321. Inv Wes 132.2. Ex 1.33. — Current trends and issues in management 181 1.34. Multi-National Companies (ANQ) 187 1.35. Two mark questions and answers 188 1.36, Solved questions _ 1.100 UNIT 2_ PLANNING 21. Introduction 21 2.2. Nature and purpose of planning 22 2.2.1. Nature of planning 22 2.2.2. Importance of plenni 24 23. Planning process or Steps in planning 26 24, Types of planning 2.10 2.4.1. Plans b 2.10 2.4.2. Plans based on scope 2.14 24.3. Plans based on time frame 2.16 25, Levels of planning 217 26, Advantages and limitations of planning 219 2.6.1. Advantages of planning 219 2.6.2. Limitations of planning 27. Objectives 27.1. Nature of objectives2.7.2. Significance or role or advantages of objectives 28. Setting objectives 2 2.8.1. Guidelines for objectives setting 2.8.2. Areas of objective setting 2.8.3. Examples of objectives 2.8.4, Benefits of objective setting 2.8.5. SMART objectives 9. Managing By Objectives (MBO) 2.9.1. Features of MBO .2, Process of MBO 2.9.3. Benefits of MBO 2.9.4. Weakness of MBO 2.10. Policies 2.10.1. Nature of policy 2.10: 2.10.3. Policy formulation process’ ’ ) i Need or importance or purpose of policy 2.10.4. Types of po 211. Planning premises 2.13. 214, 2 Nature and purpose of strategies £2122. Strategic planning process 2.12.3, Major kinds of strategies and policies 2.12.4. Effective implementation of strategies. Planning tools and techniques Techniques for assessing the environment 2.14.1. Environmental scanning Principlos of Managomnt 2.24 2.25 2.26 2.27 2.28 2.28 2.29 2.29 2.30 2.31 2:34 2.35 2.36 2.36 2.38.1 2.39 ‘ 2.40 ° zat 2.42 2.43 245 2:45 2.46 2.49 2.50 253 253 2.53215. ~ 2.16. 217, 218. 2.19, 2.20, 2.21. ~ 2.22, 254 2.14.2. Forecasting 2.58 2.14.3. Forecasting methods 258 2.14.3.2. Qualitative methods 2,60 2.14.3.2. Quantitative methods 264 Technigues for allocating resources 2.65 2.15.1, Budgeting oe 2.15.2. Scheduling 267 Contemporary Planning techniques a 2.16.1, Project management Ae 2.16.2. Scenario planning L Decision-making ae 2.17.1, Decision-making process 2.69 Rationality in decision-making 2.73 Evaluation of alternatives 2.75 Selecting from alternatives 2.77 Types of decisions : 2.79 2.21.1. Programmed decisions and non-programmed decisions 2.79 221 -2. Organisational and personal decisions 2.80 2.21.3. Tactical (Policy) and Operational decisions 2.81 2.21.4, Major-and minor decisions 2.81 Decision- making under different conditions . 2.81 2.22.1. Decision under certainty . 5 2.82 2.22.2. Decision under uncertainty : ake 2.22.3. Decision under risk a 2.22.31. Solve Problems ow decision-making under uncertainty 253 2.22,3.2.Salvpd problems on decision-making under risk (with Probability) . 2.22.4/ Decision tree analysis 2.88 2.22. 4.1. Solved Problenis on decision ree ahalysis 2.95(es) Principles of Management "2.23, Solved Anna University problems 2.96 2.24, Two mark questions and answers 2.98 2.25, - Solved questions 2.113 UNIT 3. ORGANISING 3.1. Introduction ba 3.1.1.” Definition of organizing 3.1 3.2, Nature of organizing 3.2 3.3, _. Process or levels of organizing 33 3.5. Formal and informal organization 37 3.5.1. ” Formal organization 37° 3.5.2. Informal organization 38 3.53, - Difference between formal and informal organization - 3.9 3.6. . Organizational chart 3.10 3.6.1. Types of organizational chart 3.11 3.6.2. Advantages of organizational charts 3.13 3.6.3. Disadvantages of organizational charts 3.14 3.7 Organizational structure _ 314 3.7.1. Significance of organization structure 3.15 3.7.2. Types of organization structure 35. 3.7.3.. Determination of organization structure 3.26 3.8. Line authority and staff authority 3.28 3.8.1. Line authority 3,29 3.8.2. Staff authority 331 3.8.3. . Functional authority or functional organization 334 3.9, Departmentation 337 3.9.1. Need and importance of departmentation 3.373.17, 3.18. 319. 3.20. 3.21, 3.22, Principles of Management. 3.16.1. Process of job analysis 3.16 2, Uses of job analysis Job design ; 3.17.1. Guidelines for job design 3.17.2. Techniques of job design HR planning 3.18.1. Features or characteristics of HR planning 3.18.2, Objectives of HR planning 3.18.3. Need or importance or significance of HR planning 3.18.4. HR planning process . Recruitment 3.19.1, Sources of recruitment Selection 3.20.1. Selection process 3.20.2. Interview 3.20.3. Tests 3.20.4. Orientation or induction 3.20.5. Assessment centers Training and development, 3.21.1,” Need for training 3.21.2, Importance of training 3.21.3. Training input 3.21.4. Principles of training 3.21.5. Training methods 3.21.6. Areas of training 3.217. 3.21.8, Steps in training program Evaluation of training programme Performance Management or performance appraisal 3.80 3.83 3.84 3.84 3.84 3.87 3.88 3.88 3.89 3.90 = 382 + 3.93 3.97 3.98 3.100 3.103 3.104 3.105 3.106 3.106 3.107 3.108fanagement Contents [ ca} 3.80 3.22.1.» Performance appraisal process 3.119 3.83 3.22.2.. Significance of performance appraisal 3.120 3.84 3.22.3. Methods of performance appraisal 3.120 © 3.84 3.22.4, Barriers of performance appraisal system 3.122 3.84 3.22.5. Promotion 3.123 3.87 3.22.6. System approach to’selection of managers 3.125 3.88 3:23, “Career planning and management 3.126 3.88 + Career and its types 3-126 3.89 3.23.2. Career management 3.127 3.90 3.23.3. Career planning 3.128 ~ 3 3.23.4. Career development 3.128 393 | 3.23.5, Career stages (career development eyéle) 3.130 397 3.24, Two mark questions and answers 3.132 3.98 3.25. - Solved questions aden 3.100 3.103 UNIT4 DIRECTING | 3.104 3.105 41. Introduction ei 3.106 42. Nature of directing éi 3.106 43. Scope of directing re 3.107 44, Foundations of tidividual and group behaviour eo Ann 441, Foundations of individual behaviour a 3.198 ‘a2 cane ws and types of group 45 ahaa 43. Fowndations of group behavior 4114 45: Cteativity and innovation i 4,15 45.1. Creativity process " mn 3,117 45.2, Innovation ais 318 4.6. Motivation . 4.134.7. 4.8, 49. 4.6.1. 4.6.2. 4.6.3. 4.6.4. Principles of Management Nature of motivation Importance of motivation Motivation process Types of motivation Motivational theories 47.1. Carrot and stick approaches of motivation 4.7.2. Me-Gregor’s theoty X and theory Y 4.7.3. Ouchi's theory Z 4.7.4, Dual-moilel theory (Miles theory) 4.7.5, Maslow’s hierarchy of needs theory 4.7.6. Herzberg’s theory - Hygiene approach to motivation 4.1.1. Vroom’s expectancy theory 4.7.8. Porter and Lawler expectancy theory 4.7.9. Equity theory 4.7.10. Needs of McClelland’s theory Special motivational techniques 4.8.1. Money 4.8.2. Participation 4.83. Quality of working life 4.8.4, Job secuity 4.8.5. Effective communication 4.8.6. Power of authority 4.8.7, Financial and non-financial incentives Job satisfaction 4.9.1. . Importancé of job satisfaction 4.9.2. . Factors relating to job satisfaction 4.9.3. Measurement of job satisfaction 4.9.4, Theories of antecedents of ‘job satisfaction 4.14 4.15 4.16 4.17 4.18 4.18 4.19 4.21 425 4.26 4.29 4,33 4.35 438 439 441 441 4.42 442 442 4.43 4.43 4.43 , 446 4.47 4.48 4.49 asa4.9.5, Effects of job satisfaction 4.9.6. Measures to increase job satisfaction 410. Job enrichment 411. Leading vs. managing 4.11.1. Comparison between leading and managing 4.11.2. Making the step to leadership 4.11.3. Leader vs. manager 4.12. Leadership 4.12.1. Meaning and definition of leadership 4.12.2. Nature of leadership 4.12.3, Importance of leadership 4 4.13. ~ Leadership qualities 4 4.14, Leadership styles 4 4.14.1. Autocratic or dictatorial leadership 4, 4.14.2. Participative or democratic leadership 4, 4.14.3. Laissez-faire or free rein leadership 4. 415. Theories of leadership 4 4.15.1. Trait approaches to leadership 4a 4.15.2. Behavioural theory of leadership 46 4.15.2.1, The Michigan studies 46 4.15.2.2. The Ohio State University studies 47 4,15.2.3. The managerial grid 4.7 4.15.3. Situational or contingency approaches to leadership 4.7. 4.15.3.1.Fiedler’s contingency approach 4.7; 4,15.3.2.House’s path-goal approach: 4.7€ 4.16. Likert’s management system 4.76 4.80 4.17, Communication 4.17.1. Communication function in organisations 4.80| i { i rom Principlos of Management 4.17.2. Importance of communication 4.80 4.17.3. Purpose of communication 4.80 41 TA dpProcess of communication “481 4.17.5. Communication flow in the organisation 4.84 4.17.6. Communication network 4.86 4.17.7. Methods of communication 4.88 4.17.8. Barriers to effective communication 4.90 4.17.9. Rules for effective communication 4.92 4.17.10. Communication and IT_ 4.93 418 Two mark questions and answers 4.94 419, Solved questions 4.107 UNIT 5 CONTROLLING { 5.1 System and process of controlling 1 5.1.1. Characteristics or features of controlling 5.2 5.1.2. Need or importance of controlling. 53 5.1.3. Various nianagerial controls 5.4 5.1.4. Limitations of controlling 5.7 52 Basie control process saat 53. Critical control points and standards 59 4 Interrelationship between planning and control SA 5S. Types of control SL 5.5.1, Feedback or historical control ae 5.5.2, Concurrent control ae 5.5.3. Feed forward control 512 56 Requirements for effective control 58 57. Control techniques 514G gement 5 Contents - 4:80 5.8 Budgetary control techniques 480 5.8.1. Introduction to budgetary control 4.81 5.8.2, Classifications of budget / 4.84 5.8.3, Steps involved in budgetary control techniques 4.86 5.8.4. Various types of budgetary control techniques: 4.88 5.9. Non-budgetary control techniques 4.90 Statistical data and charts 4.92 Personal observation 4.93 Operational audits 494 Break-even analysis : 4107. | Product life cycle j Production planning control Spécial reports _ Responsibility.accounting u Balanced scorecard . Linear programmin ig + Program Evaluation and Review Techniques (PERT) Critical Path Method (CPM) Gentt chart Benchmarking Inventory control or purchase control 510. Use of computers and IT in management control 5.10.1. Use of computers in management control 5.10.2,. IT in management control 5.10.3, Management Information System (MIs) 5.10.4. MIS for different management levels Productivity problems aid management SULA: Productivity 5.1.SAQA Rots atteoting. poder R SULK Typ poatvstivty pete a SUL Rote of prntuetivity $54 SUS. Dennings 14 paints for improving productivity 5,55 { SUG Woxtuctivity problems 5.86 § SULT Produetion and ‘operations nvanagement 5.56 SER Contw and perfrrmancy 5.87 SAM Amount of control in an organization 5,58 SAD Maintenances control 5.59 SAD Quality contrat 5.60 S12. Cost contral 5.61 inancial statement 5.62 Retum On Investment (ROD 5.66 SIR | fDirces and preventive control 5.66 13.1, Direct control 5.67 Preventive control 5.69 SIK Reporting 5.71 Objectives of management reporting 5.72 tials of good reporting system 5.72 -ation of reports 5.73" Two mark questions and answers 5.76 5.16 Solved questions 5.88 Solved Anna University Question Papers Q-1 SHEESH EEE ERE EEE E EHS IEEE ESSE ESBS HSE