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PRINCIPLES OF MANAGEMENT

BRIEF TOC

Chap 1

Chap 2

Chap 3

Chap 4

Chap 5

Chap 6

Chap 7

Chap 8

Chap 9

Chap 10

Chap 11

Chap 12

Chap 13

Chap 14

Chap 15

Chap 16

Chap 17

Chap 18

Chap 19

Chap 20

Introduction to management & organizations

Management yesterday and today

Organizational culture and environment: the constraint

Managing in a global environment

Social Responsibility and managerial Ethics.

PLANNING

Decision-Making: The Essence of Managers Job

Foundations of Planning

Strategic Management

Planning tools and Techniques

ORGANIZING

Organizational Structures and Design

Managerial communication and Information technology

Human Resource Management

Managing Change and Innovation

LEADING

Foundations of Behavior.

Understanding Groups and Teams.

Motivating Employees.

Leadership.

CONTROLLING

Foundations of control.

Operations and Value Chain Management.

Controlling for Organizational performance.

DETAILED T.O.C

PART 1: INTRODUCTION

CHAPTER	TOPICS	PAGE
CHAPTER 1	INTRODUCTION TO MANAGEMENT & ORGANIZATIONS: Who are managers ? What is Management ? What do Managers do? Management Functions and processes Management Roles Management Skills Managing systems Managing in different & changing situations What is Organization? Why Study Management ? The Universality of Management The Reality of work Rewards and Challenges of being a manager.	6 7 7 9 11 12 15 16 18 18 19 19
CHAPTER 2	MANAGEMENT YESTERDAY AND TODAY	27
	Managements connection to other fields of Study Historical Background of Management Division of Labor Industrial revolution Scientific Management Important Contributors Frederick W. Taylor Frank & Lillian Gilbreth How do Today’s Managers Use Scientific Management GENERAL ADMINSTRATIVE THEORIST Important Contributors. Henri Fayol Max Weber. How do managers use General Administration theories Quantitative Approach to Management: Important Contributions How do Today’s Managers use the Quantitative Approach Toward Understanding Organizational behavior Early Advocates The Hawthrone Studies How do todays manager use the Behavioral Approach	28 29 32 33 32 33 33 34 34 34 34 36 36 36 37 37 38 38 40
	Current Trend and issues Globalization Work Force Diversity Entrepreneurship Managing in an E-Business World E-Business E- Commerce Intranet Need for Innovation and Flexibility Quality Management TQM Learning Organizations and Knowledge Management Learning Organizations Knowledge management. Workplace Spirituality.	40 40 41 42 44 44 44 45 46 46 46 47 47 48 49
Chapter 3	ORGANIZATIONAL CULTURE AND ENVIRONMENT: THE CONSTRAINT	55
	THE MANAGER OMNIPOTENT OR SYMBOLIC The Omnipotent View The Symbolic View Reality Suggests a Syntheis THE ORGANIZATIONS CULTURE What is Organizationals Culture Strong Versus Weak Cultures The Sources of Culture How Employees learn Culture Stories Rituals Material Symbols Language. How Culture Affects Managers. THE ENVIORNMENT Defining the External Environment Specific Environment Customers Suppliers Competitors Pressure Groups General Environment Economic Conditions Political/Legal Conditions Sociocultural Conditions Demographic Conditions Technological Conditions Global Conditions How the Environment Affects Managers Assessing Environmental Uncertainty Environmental Uncertainty Environmental Complexity Stakeholder Relationship Management Who are Stakeholders Why is Stakeholder Relationship Management Important How can these Relationships be Managed? Boundary Spanning Stakeholder Partnerships.	56 58 62 63 66 70 73 75 76
CHAP 4	MANAGING IN A GLOBAL ENVIRONMENT	85
	WHO OWNS WHAT WHATS YOUR GLOBAL PERSPECTIVE? Parochialism Ethnocentric attitude. Polycentric Attitude. Geocentric Attitude. UNDERSTANDING THE GLOBAL ENVIRONMENT Regional Trading Alliances The European union (EU North American Free Trade Agreement (NAFTA Association of Southeast Asian Nations (ASEAN) Different Types of Global Organizations Multinationals Corporations (MNCs Transnational Corporations (TNCs Borderless Organizations HOW ORGANIZATIONS GO GLOBAL Exporting Importing Licensing Franchising Strategic Alliances Joint Ventures Foreign Subsidiary MANAGING IN A GLOBAL ENVIRONMENT The legal –Political Environment. The Economic Environment The Cultural Environment National Culture Individualism v/s Collectivism Power distance Uncertainty avoidance Quantity v/s Quality of life A Guide for U.S managers Cultural Shock IS A GLOBAL ASSIGNMENT FOR YOU Organizational Socialization	86 87 90 91 95 97 102 104
CHAP 5	SOCIAL RESPONSIBILITY AND MANAGERIAL ETHICS	111
	WHAT IS SOCIAL RESPONSIBILITY Two opposing views of social Responsibility The Classical View The Socioeconomic View Arguments for and Against Social Responsibility. From obligations to Responsiveness Social Responsibility Socila Obligations Social responsivness SOCIAL RESPONSIBILITY AND ECONOMIC PERFORMANCE Social Screening VALUES –BASED MANAGEMENT Purposes of Shared Values Developing Shared Values THE "GREENING" OF MANAGEMENT Global Environment Problems How organizations go Green. Summing up Social Responsibility MANAGERAIL ETHICS Four views of Ethics Utilitarian View of Ethics Rights view of Ethics Theory of Justice View of Ethics Integrative Social Contract Theory. Factors that affect managerial ethics Stages of Moral Development Preconventional Conventional Principled Individual Characteristics Values Ego Strength. Locus of control Structural Variables Organizational Culture Issue Intensity. Ethics in an international Context Toward Improving Ethical behavior Employee Selection Codes of Ethics and Decision rules Top Managements Leaderships Job Goals and performance Appraisal Ethics Traiing Independent Social Audits Formal Protective Mechanisims A FINAL THOUGHT.	112 116 117 120 124 124 125 126 127 127 130 131 133 135
CHAP 6	DECISION –MAKING: The Essence of the managers job	148
	THE DECISION MAKING PROCESS Decision Decision making process STEP 1: Identifying a Problem STEP 2; Identify Decision Criteria STEP 3: Allocating Weights to the Criteria. STEP 4: developing Alternatives STEP 5: Analyzing Alternatives. STEP 6: Selecting an Alternative STEP 7: Implementing the Alternatives STEP 8: Evaluating Decisions Effectiveness. THE PERVASIVENESS OF DECISION MAKING THE MANAGER AS A DECISION MAKER Making Decisions: Rationality, Bounded Rationality and Intuition Assumptions of Rationality. Bounded Rationality Bounded Rationality Satisficing Escalation of Commitment Intiuitive Decision Making Type of Problems and Decisions Well Structured Problems and Programmed Decisions Well Structured Problems Programmed Decisions Procedure Rule Policy Poorly Structured Problems and Non programmed Decisions Poorly Structured Problems Non programmed Decisions Integration Decision Making Conditions Certainty Risk Uncertainty. Decision Making Styles Directive Style Analytic Style Conceptual Style Behavioural Style Summing Up Managerial Decision Making.	150 155 156
CHAP 7	FOUNDATIONS OF PLANNING	175
CHAPT 8	WHAT IS PLANNING WHY DO MANAGERS PLAN Purposes of Planning Planning and Performance HOW DO MANAGERS PLAN The Roles of Goals and Plan in Planning Goals Plans Types of Goals Stated Goals Real Goals Types of Plans Strategic Plans Operational Plans Long Term Plans Short Term Plans Specific Plans Directional Plans Single-Use Plans Standing Plans Establishing Goals Approaches to Establishing Goals Traditional Goal Setting Means-Ends Chain Management By Objectives (MBO) Characteristics of Well Designed Goals Written in terms of outcomes rather than action Measureable and quantifiable Clear as toa time frame Challenging yet Attainable Written Down Communicated to all necessary org members Steps in Goal Setting ( 5 Steps) Developing Plans Contingency Factors in Planning Commitment concept Approaches to Planning Formal Planning Department CONTEMPORARY ISSUES IN PLANNING Criticism of Planning ( 5 Issues) Effective Planning in Dynamic Evironments. STRATEGIC MANAGEMENT	177 180 181 184 185 186 199
	THE IMPORTANCE OF STRATEGIC MANAGEMENT What is strategic management Purposes of strategic management THE STTRTGIC MANAGEMENT PROCESS STEP1: Identifying the organizations ,Current Mission , Objective and Strategies STEP2: Analyzing The Environment STEP3: Identifying Opportunities and Threats Opportunist Threats STEP4: Analyzing the Organizations Resources and Capabilities Core Competencies STEP 5: Identifying Strengths and Weaknesses Strength Weakness STEP 6: formulating strategies STEP 7: Implementing Strategies STEP 8: evaluating Results. TYPES OF ORGANIZATIONAL STRATEGIES A) Corporate- Level Strategy Grand Strategy- Stability Grand Strategy- Growth Related diversification Unrelated Diversification Grand Strategy- Retrenchment Corporate Portfolio Analysis. BCG –MATRIX B) Business-Level Strategy Strategic Business Units The Role of Competitive Advantages Competitive Strategies Thereat of new entrant Threat of Substitutes Bargaining power of buyers Bargaining power of Suppliers Existing Rivalry a) Cost Leadership Strategy b) Differentiation Strategy c) Focus Strategy d) Stuck in the middle C) Functional Level Strategy	198 199 206
Chap 9	PLANNING TOOLS AND TECHNIQUES	223
	TECHNIQUES FOR ASSESSING THE ENVIRONMENT A) Environmental Scanning Environmental Scanning Competitor Intelligence B) Forecasting Forecasting Techniques Quantitative Forecasting Qualitative Forecasting Forecasting Effectiveness C) Benchmarking TECHNIQUES FOR ALLOCATING RESOURCES Resources A) BUDGETING Budget B) Scheduling Gantt Charts Load Charts PERT Network Analysis Pert Network Events Activities Slack Time Critical Path C) Breakeven Analysis D) Linear Programming CONTEMPORARY PLANNING TECHNIQUES Project Management Project Project Management Project Management Process (Exhibit 9.14) The Role of Project Manager Scenario Planning Scenario	224 224 226 228 239
CHAP 10	ORGANIZATIONAL STRUCTURE AND DESIGN	254
	DEFINING ORGANIZATIONAL STRUCTURE Organising Organizational Sturucture Organizational Design a) Work Specialization b) Departmentalization Departmentalization Functional Departmentalization Product Geographical Process Customer Cross functional Teams c) Chain of Command Authority Responsibility Unity of Command d) Span of Control e) Centralization & Decentralization f) Formalization ORGANIZATIONAL DESIGN DECISIONS Mechanistic & Organic Organizations Contingency Factors Strategy and Structure Size and Structure Technology and Structure Environmetal Uncertainity & Structure COMMON ORGNIZATIONAL DESIGNS Traditional Organizational Designs Simple Structure Functional Structure Divisional Structure Contemporary Organizational Designs Team Based Structures Matrix & Project Structures Autonomous Internal Units The Boundryless Organization The Learning Organizations	256 259 260 261 263 267
Chap 11	MANAGERIAL COMMUNICATION AND INFORMATION TECHNOLOGY	281
CHAP 12	UNDERSTANDING MANAGERIAL COMMUNICATION What is Communication Interpersonal communication Organizational Communication THE PROCESS OF INTERPERSONAL COMMUNICATION Message Encoding Channel Decoding Communication process Noise Methods of Communicating Interpersonally 12 Questions for Managers Non Verbal Communication Body Language Verbal Intonation Barriers to Effective Interpersonal Communication Filtering Selective Perception Information Overload Defensiveness Language National Culture Overcoming the Barriers to Effective Intepersonal Comm Use Feedback Simplify Language Listen Actively Constrain Emotion Watch Nonverbal Cues ORGANIZATIONAL COMMUNICATION Formal V/s Informal Communication Direction of Communication Flow Downward Upward Lateral Diagonal Orgnizational Communication Networks Types of Communication Networks Chain Wheel All Channel The Grapevine UNDERSTANDING INFORMATION TECHNOLOGY ( MIS) How Technology Affects Managerial Communication Networked Computer Systems E-mail Instant Messaging (IM) Voice Mail Fax Electronic Data Interchange (EDI) Teleconferencing Video-Conferencing Intranet Extranet Wireless Capabilities How I. Tech Affects Organizations ( exactly same as O’brien) HUMAN RESOURCE MANAGEMENT	282 283 284 285 293 296 306
	WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT High Performance Work Practices THE HUMAN RESOURCE MANAGEMENT PROCESS HRM process Labor Union Affirmative Action HUMAN RESOURCE PLANNING Current Assessment Job Analysis Job Description Job Specification Meeting Future Human Resource Needs RECRUITMENT AND DERECRUITMENT Recruitment Derecruitment SELECTION Selection Process What is Selection Validity and Reliability Validity Reliability Type of Selection Devices The Application Form Written Test Performance Simulation Test Work Sampling Assessment Centers The Interview BackGround Investiagation Physical Examinations What Works Best and When ? RJP ( Realistic Job Preview ) ORIENTATION Orientation EMPLOYEE TRAINING Skill categories Training methods On the job Training methods\ Off the job Training methods EMPLOYEE PERFORMANCE MANAGEMENT Performance appraisal methods Written Test Critical incidents Graphic Rating Scales Behaviorally Anchored Rating Scales Multiperson Comparisons Objectives 360 Degree Feed back COMPENSATION AND BENEFITS Skill based pay CARREAR DEVELOPMENT The way it was You and your Career Today CURRENT ISSUES IN HRM Managing work force diversity Recruitment Selection Orientation and Training Sexual harrasment Work life Balance Family-friendly benefits Dual-career Couples	311 314 318 321 323
Chapt 13	MANAGING CHANGE AND INNOVATION	337
	WHAT IS CHANGE Organizational change FORCES FOR CHANGE External forces Internal forces Tha Manager as Change agent TWO VIEWS OF THE CHANGE PROCESS The calm waters Metaphor White-Water Rapids Mataphor Putting the Two Views in perspective MANAGING CHANGE Types of Change Changing Structure Changing Technology New Equip, tools or work methods Automation Computerization Changing people OD ( organizational Development ) Dealing with Reisistance to change Why people Resist Change. Techniques for Reducing Resistance Education & Communication Participation Facilitation and support Negotiation Manipulation & cooperation Coercion CONTEMPORARY ISSUES IN MANAGING CHANGE Changing organizational culture Understanding the situationa factors A dramatic crisis occurs Leadership changes hands The org is young and small The culture is weak How can cultural change be accomplished Continuous quality improvement programs versus procesw reengineering Continuous quality improvement programd Process engineering Handling employee stress What is Stress Causes of Stress Reducing Stress STIMULATING INNOVATION Creativity v/s innovation Stimulating and nurturing innovation Structutral Variables Cultural Variables Acceptance of Amiguity Toleranc of the impractical Low external Control Tolerance of risk Tolerance ofConflict Focus on ends rather than means Open system focus Human Resource Variables Idea Champions	338 338 340 342 348 354
Chapt 14	FOUNDATIONS OF BEHAVIOUR	369
	WHY LOOK AT INDIVIVDUAL BEHAVIOUR Behavior Organizational Behavior Focus on Organizational Behavior Goals of Organizational behavior ATTITUDES Attitudes Cognitive Component Affective componet Behavioural Component Job Satisfaction Job Involvement Organizational Commmitment Orgnizational Citizenship Behaviour (OCB) Attitudes and consistency Cognitive Dissonance Theory Attitude Surveys The Satisfaction –Productivity Controversy Implication for managers PERSONILITY Personality Traits Myers-Briggs Type Indicator Four Dimensions The Big-Five Model Personality Extraversion Agreeableness Conscientiousness Emotional stability Openness to experience. Emotional Intellegence 5 Dimensiions Self-awarness Self-management Self-motivation Empathy Social Skills Predicting Behavior from Personality Traits Locus of Control Machiavellianism Self-Esteem Self-Monitoring Risk Taking Personality Types in Different Cultures Implication for Managers PERCEPTION Factors That influence perception The perceiver The Target The Situation Attribution Theory Attribution Theory Fundamental Attribution error Shortcuts frequently used in Judging others Selectivity Assumed Similarity Stereotyping Halo effect Implication for Managers. LEARNING Operant Conditioning Social Learning Social learning Theory 4 processes Shaping : A managerial Tool Shaping behaviour Implication for managers	370 371 377 383 387
Chapter 15	UNDERSTANDING GROUPS AND TEAMS	398
	UNDERSTANDING GROUP BEHAVIOUR What is a group Stages of group development Forming Storming Norming Performing Adjourning Basic Group Concepts Roles Norms and Conformity Status Systems Status Group Size Free Rider Tendency Group Cohesiveness Conflict Management Conflict Traditional View of Conflict Human relations view of Conflict Interactionsit view of Conflict Functional Conflicts Dysfunctional Conflicts Task Conflicts Relationship Conflict Process Conflict Group Decision Making Advantages & Disadvantages 4 Advantages 4 Disadvantages Effectiveness and efficiency of Group Decision Making Techniques for impriving Group Decision making Understanding Work group behaviour External conditions imposed on the group Group member resources Group Structures Group Processes Group Tasks TURNING GROUPS INTO EFFECTIVE TEAMS What is a team ? Types of Teams Functional Teams Managed Teams Virtual Teams Cross Functional Teams DEVELOPING AND MANAGING EFFECTIVE TEAMS Characteristics of Effective teams Relevant Skills Mutual Trust Unified Commitment Good Communication Negotiation Skills Appropriate Leadership Internal and External support Managing Teams Planning Organizing Leading Controlling Gain sharing	399 411 413
	MOTIVATING EMPLOYEES What is motivation Motivation Need EARLY THEORIES OF MOTIVATION Maslows hierarchy of need theory physiological Need Safety needs Socail need Esteem Needs Self-actualization needs. Mc-gregors theory X and Theory Y Herzberg Motivation Hygient theory CONTEMPORARY THEORIES OF MOTIVATION Three needs theory Goal Setting theory Self Efficiency Reinforcement Theory Designing Motivationg Jobs Job Design Job Scope Job enlarge ment Job enrichment Job depth Job Characteristics model (JCM) Skill Variety Task Identity Task Significance Autonomy Feedback Combine task Create natural workd unit S establish clients relationships Expand jobs vertically Open feed back Channels Equity theory Referent Expectancy Theory Expectancy or effort performance linkage Instrumentality or performance –reward linkage Valence or attractiveness of reward Integrating Contemporary Theories of Motivation CURRENT ISSUES IN MOTIVATION Motivating a diverse Worksforce Flexible Workding Schedules Compressed work week Flexible work hours Job sharing Telecommuting Cultural Differences in Motrivation Pay for Performance Programs Open Book Management Motivating the new Workforce Motivating Professionals Motivating Contingent workers Motivating Low skilled , Miinimum Wage Employees FROM THEORY TO PRACTICE: SUGGETIONS FOR MOTIVATING EMPLOYEES.	424 425
Chap 17	LEADERSHIP	457
	MANAGER VERSUS LEADER EARLY LEADERSHIP THEORIES Trait Theories Behavioral Theories University of Iowa Studies Autocratic Style Democratc style Laissez-fair style The Ohio State Studies Initiating structure Consideration High-Hight leader University of Michigan Studies The Managerial grid CONTINGENCY THEORIES OF LEADERSHIP The Fiedler Model The Fiedler contingency model Least-Preferred co-worker (LPC) questionnaire. Leader member relation Task Sturcture Position power Hershey and blanchards situational leadership theory Situational leadership theory (SLT) READINESS Four specific leadership styles Telling Selling Participating Delegating Leader Participation Mledl Leader participation model Path Goal Model Four Leadership behaviours Directive leader Supportive leader Participative leader Achievement oriented leader CUTTING EDGE APPROACHES TO LEADERSHIP Transformational –transactional leadership Transactional leaders Transformational leaders Charismatic –visionalry leadrship Charismatic Leader Visionary leadership Team Leadership CONTEMPORARY ISSUES IN LEADERSHIP Leaders and power Legitimate power Coercive power Reward pwwer Expert power Referstnt power Creating a culture of Turst Creditability Trust 5 dimensions of Trust Integrity Competence Consistency Loyalty Openness How to build Trust 8 Suggestions Practice openness Be fair Speak your Feelings Tell the Truth Show consistency Fulfill your promises Maintain confidences Demonstrate competence Leading through empowerment Empowerment Gender and leadership The Evidence Is Different Better A few concluding Thoughts Leadership Styles and different Cultures Sometimes leadership is Irrelevant
CHAP 18	FOUNDATIONS OF CONTROL	495
	WHAT IS CONTROL Control Market control Bureaucratic control Clan Control WHY IS CONTROL IMPORTANT THE CONTROL PROCESS Control process a) Measuring How we measure Personal Observation Management by walking around (MBWA) Statistical Reports Oral Reports Written Reports What we measure b)Comparing Range of Variations c)Taking the managerial Action Correct Actual Performance Immediate Corrective action Basic Corrective Action Revise the Standard d)Summary of Managerial Decision TYPES OF CONTROL Feedforward Control Concurrent Control Feedback control IMPLICATIONS FOR MANAGERS Qualities of an effective control system Contingency Factors in Control Adjusting controls for cultural differences CONTEMPORARY ISSUES IN CONTROL Workplace privacy Employee theft Workplace violence
Chap 19	Operations and value chain management
	WHAT IS OPERATIONS MANAGEMENT AND WHY IS IT IMPORTANT Operations Management Services and manufacturing Managing productivity Strategic role of operations management VALUE CHAIN MANAGEMNT What is Value chain management value Value chain Value Chain management Goal of value Chain management Requirement of value Chain Management Business model Technology investment Organizational processes Leadership Employees / human resources Organizational Culture and Attitudes Benefits of value chain management Obstacles to value chain managemnt Organizational barriers Cultural Attitudes Intellectual property Required Capabiliites People. CURRENT ISSUES IN OPERATIONS MANAGEMENT Technology,s role in E-Manufacturing Quality Initiatives Quality Planning for quality Organizaing and leading for quality Controlling for quality Quality Goals ISO 9000 Six Sigma Subhan hoti hay shaam hoti hay yun hi zindagi computer key samney tamam hoti hay
Chap 20	CONTROLLING FOR ORGNIZATIONAL PERFORMANCE	553
	ORGANIZATINAL PERFORMANCE What is org performance Performance Organizational performance Why is measuring organizationa performance important Better Asset managemnt Increased Ability to provide customer value Impact on organizational Reputation Improved measures of Organizationa knowledge Organizational knowledge Measure of Organizatinl performance Organizatinl productivity\ Organizationla Effectivness Industry Rankings TOOLS FOR MONITORING AND MEASURING ORG PERFORMANCE Financial Controls Traditional fincncial control measures Other Financcial control measures Economic Value Added (EVA Market Value Added (MVA Informational Controls Management Information System MIS Data Information How are information system Used in Controlling Balanced scorecard approach Benchmarking of Best Practices. A MANGERS ROLE IN HELPING ORGANIZATIONS ACHIEVE HIGH PERFORMANCE LEVELS

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