Management Principles and Practice
Management Principles and Practice
Subject(s): Commerce
ISBN 9788119243044
 Publication Date
  Pages 594





This book Management Principles and Practice is designed to address the syllabi requirements of PG level students of commerce and management of various universities.

Salient Features

• Wide coverage of Management concepts.

• Covers Evolution of Management, Business Organizations, Organization Culture and Environment and Current Trends in Management.

• Comprehensive coverage of Strategic Management, Planning, Types of Planning, Planning Tools and Decision Making.

• Includes relevant case studies.

• Includes multiple choice questions and end of chapter questions.

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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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
Multiple Choice Questions
Review Questions
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.
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