Management Principles and Practice

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Author(s): Dr. R. Panneerselvam, Dr. P. Sivasankaran

Publication Date Sat Jul 01 00:00:00 UTC 2023 Available in all formats

Publisher: Vijay Nicole Imprints Private Limited

ISBN: 9788119243044

Pages: 596

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Table of contents

Biographical note

Excerpt

Cover
Title Page
Copyright Page
Dedications
Contents
Preface
Chapter 1 Introduction: Management, Managerial Roles and Skills
- 1.1 Management
  - 1.1.1 Universal Nature
  - 1.1.2 Goal Oriented
  - 1.1.3 Continuous Process
  - 1.1.4 Multi-dimensionality
  - 1.1.5 Group Activity
  - 1.1.6 Dynamic Function
  - 1.1.7 Intangibility
- 1.2 Is Management Arts or Science?
- 1.3 Entrepreneur Vs Manager
  - 1.3.1 Entrepreneur
  - 1.3.2 Manager
- 1.4 Types of Managers
  - 1.4.1 Top Level Managers
  - 1.4.2 Middle Level Managers
  - 1.4.3 Bottom Level / First Line Managers
  - 1.4.4 Team Leaders
- 1.5 Managerial Roles And Skills
  - 1.5.1 Interpersonal Role
  - 1.5.2 Informational Role
  - 1.5.3 Decisional Role
- 1.6 Managerial Skills
  - 1.6.1 Leadership Skills
  - 1.6.2 Planning and Strategy Skills
  - 1.6.3 Communication Skills
  - 1.6.4 Organizational skills
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 2 Evolution of Management
- 2.1 Introduction
- 2.2 Early Management Thought
- 2.3 Classical Approach
  - 2.3.1 Scientific Management
  - 2.3.2 Administrative Management
  - 2.3.3 Bureaucratic Management
- 2.4 Modern Management Approaches
  - 2.4.1 Approach of Mary Parker Follett
  - 2.4.2 Maslow’s Theory of Need Hierarchy
  - 2.4.3 Douglas McGregor Theory of Management
- 2.5 Human Relations Approach
  - 2.5.1 Behavioural Science Theory
  - 2.5.2 Contingency Theory
- 2.6 Quantitative Approach of Management Thought
  - 2.6.1 Management Science/ Operations Research
  - 2.6.2 Production and Operations Management
- 2.7 System Approach of Management Thought
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 3 Business Organizations / Firms
- 3.1 Introduction
  - 3.1.1 Profit Maximization Theory
- 3.2 Sole Proprietorship
- 3.3 Partnership
- 3.4 Corporation
- 3.5 Limited Liability Company (LLC)
- 3.6 Cooperative
  - 3.6.1 Centralized Cooperative Structure
  - 3.6.2 Subsidiary Cooperative Structure
  - 3.6.3 Joint Cooperative Structure
- 3.7 Joint Stock Company
  - 3.7.1 Charted Company
  - 3.7.2 Registered Company
- 3.8 Public Sector Enterprises
  - 3.8.1 Types of Public Sector Enterprises
- 3.9 Private Sector Enterprises
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 4 Organization Culture and Environment
- 4.1 Introduction
- 4.2 People Behind Creation of Organization Culture
  - 4.2.1 Combination of Traits – Genuine Employees
  - 4.2.2 Combination of Traits – Undesirable Characteristics
  - 4.2.3 Autocratic Leadership Style and Committed Employees
  - 4.2.4 Autocratic Leadership Style and Unfair Employees
- 4.3 Types of Organization Cultures
  - 4.3.1 Clan Culture
  - 4.3.2 Adhocracy Culture
  - 4.3.3 Market Culture
  - 4.3.4 Hierarchy Culture
- 4.4 Workplace Culture
  - 4.4.1 Person Culture and Market Culture
  - 4.4.2 Adaptive Culture and Adhocracy Culture
  - 4.4.3 Power Culture, Role Culture and Hierarchy Culture
  - 4.4.4 Task Culture and Clan Culture
- 4.5 Culture Change
  - 4.5.1 Guidelines for Culture Change
- 4.6 Organization Environment
  - 4.6.1 Internal Environment
  - 4.6.2 External Environment
  - 4.6.3 Factors of Organizational Environment
- Keywords
- Multiple Choice Questions
- Review Questions
Chapter 5 Current Trends and Issues in Management
- 5.1 Introduction
- 5.2 Emerging Trends in Management
  - 5.2.1 Total Quality Management
  - 5.2.2 Companywide Continuous Improvement
  - 5.2.3 Crisis Management
- 5.3 Risk Management
  - 5.3.1 Risk Management Process
  - 5.3.2 Advantages of Risk Management
- 5.4 Change Management
- 5.5 Resistance to Change
- 5.6 Change Through Organizational Hierarchy
- 5.7 International Business and Global Practices
- 5.8 Systems and Procedures
  - 5.8.1 Six Sigma
  - 5.8.2 Knowledge Management
  - 5.8.3 Customer Focused Organizations
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 6 Strategic Management
- 6.1 Introduction
- 6.2 Mission
- 6.3 Objectives
- 6.4 Corporate Strategies
  - 6.4.1 Stable Growth Strategy
  - 6.4.2 Growth Strategy
  - 6.4.3 Endgame Strategies
  - 6.4.4 Retrenchment Strategies
  - 6.4.5 Combination Strategy
- 6.5 Generic Competitive Strategies
- 6.6 Functional Strategies
  - 6.6.1 Marketing Strategies
  - 6.6.2 Financial Strategies
  - 6.6.3 Human Resource Strategies
  - 6.6.4 Operations Strategies
- Keywords
- Review Questions
- References
Chapter 7 Planning
- 7.1 Introduction
- 7.2 Nature / Characteristics and Purpose of Planning
  - 7.2.1 Nature of Planning
  - 7.2.2 Purpose of Planning
- 7.3 Planning Process
  - 7.3.1 Planning Premises and its Types
  - 7.3.2 Setting Organizational Objectives
  - 7.3.3 Searching and Listing Future Courses of Action
  - 7.3.4 Evaluating Courses of Action
  - 7.3.5 Selecting the Best Course of Action
  - 7.3.6 Development of Plans to Implement Best Course of Action
  - 7.3.7 Conversion of implementation Plan into Action
  - 7.3.8 Follow-up of Implemented Plan
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 8 Types of Planning and Planning Tools
- 8.1 Introduction
- 8.2 Types of Planning
  - 8.2.1 Strategic Planning
  - 8.2.2 Tactical Planning
  - 8.2.3 Operational Planning
- 8.3 Planning Tools and Techniques
  - 8.3.1 Forecasting
  - 8.3.2 Contingency Planning
  - 8.3.3 Scenario Planning
  - 8.3.4 Benchmarking Technique
  - 8.3.5 Stages of Benchmarking Process
  - 8.3.6 Benefits of Benchmarking
  - 8.3.7 Participative Planning
  - 8.3.8 Use of Staff Planners
  - 8.3.9 Aggregate Planning
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 9 Decision Making
- 9.1 Introduction
- 9.2 Types of Decisions
  - 9.2.1 Programmed Decisions and Non-programmed Decisions
  - 9.2.2 Operational, Tactical and Strategic Decisions
  - 9.2.3 Organizational and Personal Decisions
  - 9.2.4 Individual Decisions and Group Decisions
- 9.3 Characteristics of Decisions
- 9.4 Decision Making Process
- 9.5 Decision Making Tools
  - 9.5.1 Deterministic Decision Environment
  - 9.5.2 Probability Decision Environment
  - 9.5.3 Uncertain Decision Environment
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 10 Organizing: Basics and Organization Charts
- 10.1 Introduction
- 10.2 Organization Process
- 10.3 Nature and Purpose of Organizing
- 10.4 Formal and Informal Organization
- 10.5 Organization Charts
  - 10.5.1 Line Organization Chart
  - 10.5.2 Line and Staff Organization Chart
  - 10.5.3 Matrix Organization
  - 10.5.4 Project Organization
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 11 Organizing: Departmentalization, Delegation of Authority, Centralization and Decentralization
- 11.1 Introduction
- 11.2 Departmentalization
  - 11.2.1 Objectives of Departmentalization
  - 11.2.2 Bases of Departmentalization
  - 11.2.3 Advantages of Departmentalization
- 11.3 Delegation of Authority
  - 11.3.1 Steps of Delegating Authority
  - 11.3.2 Principles of Delegation
- 11.4 Centralization
  - 11.4.1 Merits of Centralized Decision Making
  - 11.4.2 Demerits of Centralized Decision Making
- 11.5 Decentralization
  - 11.5.1 Merits of Decentralized Decision Making
  - 11.5.2 Demerits of Decentralized Decision Making
- 11.6 Job Design
  - 11.6.1 Objectives of Job Design
  - 11.6.2 Factors Affecting Job Design
  - 11.6.3 Steps of Job Design
  - 11.6.4 Approaches to Job Design
- 11.7 Methods of Job Design
  - 11.7.1 Job Rotation
  - 11.7.2 Job Enlargement
  - 11.7.3 Job Enrichment
  - 11.7.4 Work Simplification
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 12 Human Resource Management
- 12.1 Introduction
- 12.2 Human Resource Planning
  - 12.2.1 Components of Human Resource Planning
  - 12.2.2 Steps of Human Resource Planning
  - 12.2.3 Benefits of Human Resource Planning
- 12.3 Recruitment and Hiring
  - 12.3.1 Recruitment
  - 12.3.2 Hiring
- 12.4 Selection
  - 12.4.1 Steps of Selection
  - 12.4.2 Advantages of Selection
- 12.5 Training and Development
  - 12.5.1 Need for Training and Development
  - 12.5.2 Types of Training and Development
  - 12.5.3 Benefits of Training and Development
- 12.6 Performance Management
  - 12.6.1 Phases of Performance Management Process (PMP)
- 12.7 Career Planning and Management
  - 12.7.1 Objectives of Career Planning
  - 12.7.2 Purposes of Career Planning
  - 12.7.3 Steps of Career Planning
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 13 Directing: Foundation of Individual and Group Behaviour
- 13.1 Introduction
- 13.2 Characteristics of Directing
- 13.3 Importance of Directing
- 13.4 Role of Supervisor
- 13.5 Functions of Supervisor
- 13.6 Individual Behaviour in Organization
  - 13.6.1 Factors Affecting Individual Behaviour
  - 13.6.2 Environmental Factors
  - 13.6.3 Organizational Factors
- 13.7 Group Behaviour
  - 13.7.1 Advantages of Group Behaviour
  - 13.7.2 Group Effectiveness
- 13.8 Characteristics of Groups
- 13.9 Types of Groups
  - 13.9.1 Formal Groups
  - 13.9.2 Informal Groups
- 13.10 Distinction Between Formal Groups and Informal Groups
- 13.11 Formation of Groups
  - 13.11.1 Forming
  - 13.11.2 Storming
  - 13.11.3 Norming
  - 13.11.4 Performing
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 14 Directing: Motivation Theories and Motivational Techniques
- 14.1 Introduction
- 14.2 Theories of Motivation
  - 14.2.1 Maslow’s Theory of Hierarchical Needs
  - 14.2.2 Hertzberg’s Two Factor Theory
  - 14.2.3 McClelland’s Theory of Needs
  - 14.2.4 Vroom’s Theory of Expectancy
  - 14.2.5 Douglas McGregor’s Theory X and Theory Y
  - 14.2.6 Alderfer’s ERG Theory
  - 14.2.7 ERG Theory Vs Maslow’s Theory of Hierarchical Needs
- 14.3 Motivational Techniques
  - 14.3.1 Financial Incentives
  - 14.3.2 Job Enlargement
  - 14.3.3 Job Enrichment
  - 14.3.4 Job Rotation
  - 14.3.5 Participative Management
  - 14.3.6 Delegation of Authority
  - 14.3.7 Quality of Work Life
  - 14.3.8 Management By Objectives (MBO)
- 14.4 Leadership
  - 14.4.1 Types/ Traits of Leadership
  - 14.4.2 Leadership Theories
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 15 Directing: Communication
- 15.1 Introduction
- 15.2 Objectives of Communication
- 15.3 Communication Process
- 15.4 Types of Communications
  - 15.4.1 Formal Communication
  - 15.4.2 Informal Communication
- 15.5 Barriers to Communication
- 15.6 Effective Communication
- 15.7 Communication and IT
  - 15.7.1 IT Life Cycle
  - 15.7.2 Need for Upgradation
  - 15.7.3 Phases of IT Life Cycle
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 16 Controlling: Concepts of System, Controlling and Control Techniques
- 16.1 Introduction
- 16.2 System
  - 16.2.1 Generalized System
  - 16.2.2 Manufacturing System
- 16.3 Controlling
  - 16.3.1 Need for Controlling
- 16.4 Control Techniques
  - 16.4.1 Budgetary Control Techniques
  - 16.4.2 Non-Budgetary Control Techniques
  - 16.4.3 Market Ratios
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 17 Controlling: Use of Computers and IT Management Control
- 17.1 Introduction
- 17.2 Computer
- 17.3 Information Technology
  - 17.3.1 Company System
- 17.4 E-Commerce System
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 18 Controlling: Productivity and Performance Management
- 18.1 Introduction
- 18.2 Productivity
  - 18.2.1 Productivity Improvement Strategies
- 18.3 Scope of Productivity Improvement in Companies
  - 18.3.1 Productivity Improvements in Operations
  - 18.3.2 Finance Function
  - 18.3.3 Marketing Function
  - 18.3.4 Human Resource
- 18.4 Business Performance Management
  - 18.4.1 Balanced Score Card
- Keywords
- Multiple Choice Questions
- Review Questions
- References
Chapter 19 Controlling: Types of Control and Reporting
- 19.1 Introduction
- 19.2 Types of Control
  - 19.2.1 Direct Control
  - 19.2.2 Preventive Control
  - 19.2.3 Merits and Demerits of Preventive Control
- 19.3 Reporting
  - 19.3.1 Need for Effective Report System
  - 19.3.2 Advantages of Effective Management Reporting System
  - 19.3.3 Attributes of Effective Reporting System
  - 19.3.4 Types of Management Reports
  - 19.3.5 General Classification of Management Reports
  - 19.3.6 Modes of Reporting
- Keywords
- Multiple Choice Questions
- Review Questions
- References

R. Panneerselvam, Ph.D, served as a Professor of Operations and Systems, Department of Management Studies at School of Management, Pondicherry University. He possesses a total of 41 years of teaching and research experience at Anna University and Pondicherry University put together. He served as the chairman of Computer Society of India (Pondicherry Chapter) and life member of Indian Institution of Industrial Engineering and Computer Society of India. Prof. Panneerselvam has published more than 100 research articles in leading national and international journals and has authored 21 textbooks.

P. Sivasankaran, PhD, is Associate Professor, Department of Mechanical Engineering at Manakula Vinayagar Institute of Technology, Puducherry. Earlier, he worked in the Mechanical Engineering Department of engineering colleges, including Anna University for 13 years. Prof. Sivasankaran has published many research articles in leading national and international journals and has authored seven textbooks. His areas of research interest include Assembly line balancing, Unrelated parallel machines scheduling, Simulation, Design for Manufacturing (DFM), Mechanical system design, JIT manufacturing, TQM, etc. He holds five design patents to his credit.

MANAGEMENT PRINCIPLES AND PRACTICE

Dr. R. Panneerselvam

Professor (Retd.)

Department of Management Studies

Pondicherry University

Dr. P. Sivasankaran

Associate Professor

Department of Mechanical Engineering

Manakula Vinayagar Institute of Technology

Puducherry

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