Principles of Management
Publication Date
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Publisher: Vijay Nicole Imprints Private Limited
ISBN: 9789393665645
ISBN: 9788182093119
Price: INR 225.00
Description
Table of contents
- Cover
- Title Page
- Title Page
- Copyright
- Preface
- PART ONE Introduction
- Basic Management Concepts
- Introduction
- • Meaning of Management
- • Definitions of Management
- • Features of Management
- Management and Administration
- Management— An Art or Science : A Debate
- • Management as an Art
- • Management as a Science
- • Conclusion
- Management as a Profession
- • Attributes of Profession
- • Conclusion
- • Additional Barriers to Get Recognition as Profession
- Levels of Management
- • Top Level Management
- • Intermediate Management
- • Middle Level Management
- • Supervisory or Operating Management or Lower Level
- Managerial Skills
- Role of Manager
- Importance of Management
- • Importance to Organisation
- • Importance to Economy
- Scope of Management or Functional Areas of Management
- • Production Management
- • Marketing Management
- • Financial Management
- • Human Resource Management
- Functions of Management
- • Planning
- • Organizing
- • Staffing
- • Directing
- • Controlling
- • Co-ordination
- Features
- Summary Chart
- Review Questions
- 2 Evolution of Management Concepts
- Introduction
- • Pre-Scientific Management Era (Before 1980)
- Theories of Management
- • Classical Theory •
- Neo Classical Theory
- • Summary Chart
- • Modern Theory
- • Summary Chart
- Schools of Management Thought or Approaches to Management
- • The Empirical or Case Approach Management by Custom School
- • The Interpersonal Behavior Approach (Behavior School)
- • The Group Behavior Approach (Social School)
- • The Operational Approach (Management Process School)
- • The Decision Theory Approach
- • The Communication Centre Approach
- • Systems Approach to Management (Systems Management School)
- • The Mathematical or ‘Management Science’ • Approach
- • The Socio Technical Systems Approach (E.L. Trist)
- • Contingency Approach
- Contributions to Management Thought
- • Hendry Fayol
- • FW. Taylor Scientific Management
- • Max Webers Theory of Bureaucracy
- • Mary Follet’s Philosophy of Management
- • Contribution of Douglas Mc Gregor
- • Contributions of Peter F. Drucker
- • Frank Bunker Gilbreth’s Contribution to Management Thought
- • George Elton Mayo’s Contribution to Management Thought
- • Emerson’s Contribution to Management Thought
- • Contributions of Oliver Sheldon
- • B.S. Rountree’s Contribution to Management
- • Henry Lawrence Gantt’s Contribution to Management
- • Chester I Bernard’s Contribution to Management
- Summary Chart
- Recent Developments in Management Thoughts
- Review Questions
- 3 Social Aspects of Business
- Introduction
- • Social Responsibility Strategies
- • Definitions
- Social Responsibility to Stakeholders
- • Responsibility to Owners (Shareholders)
- • Responsibility to its Employees
- • Responsibility Towards Consumers
- • Responsibility to the Community and the Society
- • Responsibility to Government
- Social Responsibility: A Discussion
- • Arguments for Social Responsibility
- • Arguments Against Social Involvement
- Business Ethics
- • Code of Business Ethics
- • The Importance of Business Ethics
- • Role of Trade Associations in Promoting Business Ethics
- • Code of Business Ethics
- • Educating the Members of the Trade Association
- Review Questions
- PART TWO Planning
- 4 Planning
- Definitions of Planning
- Nature of Planning
- • Constitutional Features
- • Operational Features
- • Desirable Features
- Importance of Planning
- Obstacles to Planning or Limitations of Planning
- Steps to Make Plans Effective
- Process of Planning
- Approaches to Planning
- Review Questions
- 5 Classification of Planning
- Hierarchy Based Classification
- • Top Level Planning or Corporate Planning
- • Middle Level Planning or Functional Planning
- • Lower Level Planning
- Classification on the Basis of Scope
- • Strategic Planning
- • Tactical Planning
- • Operational Planning
- Classification on the Basis of Time Horizon
- • Long Range Planning
- • Medium Term Planning
- • Short Range Planning
- Classification on the Basis of Challenges
- • Proactive Plans
- • Reactive Planning
- Classification on the Basis of Formalities
- • Formal Planning
- • Informal Planning
- Classification Based on Utility
- • Single Use Plans
- • Multi Use Plans
- Comparison Between Usage Based Plans
- Review Questions
- 6 Objectives
- Introduction
- • Definitions
- Characteristics of Organizational Objectives
- Importance and Role of Objectives
- Prerequisites/Essentials of Valid Objectives/Guidelines for Objectives Setting
- Limitations in Objectives Formulation
- Management by Objectives (MBO)
- • Definitions of MBO
- • Principles of MBO or Steps in MBO
- • Characteristics
- • Process of MBO
- • Benefits of MBO
- • Limitations
- • Suggestions to Make MBO Workable
- Forms of Objectives
- • Vision
- • Mission
- • Goals
- • Target
- • Standards
- • Quota
- Memory Chart
- Review Questions
- 7 Forecasting and Planning Premises
- Forecast
- • Definitions
- • Features
- • Importance of Forecasting
- • Hazards/Problems in Forecasting
- • Kinds of Forecasting
- • Measures to Make Forecast Effective
- • Steps Involved in Forecasting
- • Types of Forecast
- Forecasting Techniques
- • Qualitative Technique
- • Quantitative Techniques
- Planning Premises
- • Concept
- • Types of Planning Premises
- • Process of Selecting Appropriate Premises
- Memory Chart
- Review Questions
- 8 Decision Making
- Introduction
- • Definitions of Decision-Making
- Features of Managerial Decisions
- Factors Influencing Decision-Making
- Characteristics of Decision-Making
- Approaches or Theories of Decision-Making
- • Classical Theory
- • Administrative Model or Behavioural Theory
- • Quantitative Theory of Decision-Making
- • Non-Quantitative Techniques
- Types of Decisions
- • Procedures
- • Decision on the Basis of Beneficiary
- • Decisions Based on Activity
- • Decisions Based on Nature
- • Decisions on the Basis of Responsibility
- • Decisions Based on Number of Persons
- Importance/Advantages of Decision-Making
- Administrative Constraints/Problems in Decision-Making
- Bases for Decision-Making
- Steps in Decision-Making
- • Identification of Problem
- • Analysis of Problem
- • Examination of the Problem
- • Evolving Alternative Courses of Action
- • Evaluation of Alternatives
- • Selection of the Best Course
- • Implementation
- • Chapter Snapshot
- Review Questions
- 9 Policies
- Introduction
- • Definitions of Policy
- • Need for Policy
- Characteristics of Policies/Considerations in Policy Making
- Types of Policies or Sources of Policy
- Limitations of Policy Formulation
- Advantages
- Review Questions
- 10 Strategy
- Definitions
- Features of Strategy
- Strategies and Tactics
- Levels of Strategy
- • Corporate Level Strategy
- • Business Level Strategy
- • Function Level Strategy
- Strategy Formulation
- • Strategy Implementation
- Review Questions
- PART THREE Organising
- 11 Organisation and Organisation Structure
- Introduction
- • Definitions of Organisation
- • Nature of Organisation
- Process of Designing the Organisation
- Principles of Organisation
- • Overall Principles
- • Structural Principles
- • Operational Principles
- Theories of Organisation
- • Classical Theory
- • Human Relation Approach
- • Systems Theory
- • Contingency Approach
- Organisation Structure
- • Characteristics
- • Importance
- • Factors Influencing Organisation Structure
- • Designing an Organisational Structure
- • Types of Organisation Structure
- Review Questions
- 12 Types of Organisation
- Formal and Informal Organisation
- • Formal Organisation
- • Informal Organisation
- Types of Organisation
- • Line Organisation
- • Functional Organisation
- • Line and Staff Organisation
- • Committee Organisation
- • Team Based Organisation
- • Project Organisation
- • Matrix Organisation
- • Boundryless Organisations
- Review Questions
- 13 Supervision and Span of Control
- Supervision
- • Meaning
- • Definitions of Supervision
- • Responsibilities of a Supervisor
- • Attributes of a Good Supervisor
- • Role/Functions of a Supervisor
- • Factors Influencing Effective Supervision
- Span of Management (or Control)
- • Concept of a Reasonable Span
- • Factors Determining Span of Management
- Summary Chart
- Review Questions
- 14 Departmentation
- Introduction
- Bases of Division/Departmentation
- • Functional Departmentation
- • Product Based Departmentation
- • Territory Based Departmentation
- • Departmentation By Customers
- • Departmentation Based on Process
- • Departmentation By Time
- • Departmentation By Number
- • Composite Departmentation
- Principles of Departmentation
- Need for Departmentation
- Memory Chart
- Review Questions
- 15 Organisation Charts and Manuals
- Introduction
- Organisation Charts
- • Vertical Chart
- • Horizontal Chart
- • Circular Chart
- • Principles of Organisation Chart
- • Uses of Chart
- • Limitations
- Organisation Manual
- • Content of the Manual
- • Types of Manual
- • Advantages of Manuals
- Review Questions
- 16 Authority and Responsibilities
- Authority
- • Definitions of Authority
- • Characteristics
- Sources of Authority
- • Formal Authority
- • Acceptance Theory
- • Competence Theory
- • Situation Theory of Authority
- Types of Authority
- • Line Authority
- • Staff Authority
- • Functional Authority
- Limits of Authority
- Authority and Power
- Responsibility
- • Characteristics
- Accountability
- Review Questions
- 17 Delegation and Decentralization
- Delegation
- • Definitions of Delegation of Authority’
- • Meaning
- • Principles Governing Delegation
- • Process of Delegation and Elements of Delegation
- • Advantages of Delegation
- • Problems (Obstacles) in Delegation
- • Steps to Make Delegation Effective
- Decentralisation of Authority
- • Meaning
- • Characteristics of Decentralisation
- • Distinction between Delegation and Decentralisation
- • Advantages of Decentralisation
- • Disadvantages of Decentralisation
- • Factors that Determine the Degree of Decentralisation of Authority
- • Summary Chart
- Centralisation
- • Advantages (Pros) of Centralisation
- • Disadvantages (Cons) of Centralisation of Authority
- • Summary Chart
- Review Questions
- PART FOUR Staffing
- 18 Job Analysis and Job Design
- Job Analysis
- • Job Description
- • Job Specification
- • Process of Job Analysis
- • Techniques of Job Analysis
- • Uses of Job Analysis
- Job Design
- • Factors affecting Job Design
- • Approaches to Job Design
- • Techniques for Designing Jobs
- Review Questions
- 19 Recruitment
- Introduction
- • Importance of Recruitment
- • Recruitment Process
- Sources of Recruitment
- • Internal Sources
- • External Sources
- Recent Trends in Recruitment
- Internal Vs External Recruitment
- Factors Affecting Recruitment
- • Internal Factors
- • External Factors
- Review Questions
- 20 Selection
- Introduction
- Selection Process
- • Scrutinizing the Application/Initial Screening
- • Application Blank
- • Selection Tests
- • Conducting Interviews
- • Physical Examination
- • Reference Check
- • Final Selection
- Review Questions
- 21 Placement, Induction and Socialization
- Placement
- • Process of Employee Placement
- Induction
- • Objectives of Induction/Orientation
- • Contents of Induction
- • Merits of Induction Programme
- • Requisites for Effective Induction Programme
- Socialization
- • Process of Socialization
- Review Questions
- 22 Training and Development
- Introduction
- • Definitions of Training
- • Features of Training
- Training and Development
- • Development
- • Training vs Education
- • Learning
- • Experience
- Principles of Training
- Need for Training
- Purpose of Training
- Objectives of Training
- Prerequisites of Sound Training
- Benefits of Training and Development
- Training Methods
- • On the Job Training
- • Off the Job Training
- Evaluation of Training
- Review Questions
- 23 Promotion, Transfer and Demotion
- Promotion
- • Need for Promotion
- • Types of Promotion
- • Defects of Internal Promotion
- • Criteria for a Sound Promotion Policy
- • Basis of Promotion
- Transfer
- • Need for Transfer
- • Causes for Transfer
- Demotion
- • Causes for Demotion
- • Demotion Policy
- Separations
- • Forms of Separation
- Review Questions
- 24 Performance Appraisal
- Introduction
- • Origin of Performance Appraisal
- • Definitions of Performance Appraisal
- • Features of Performance Appraisal
- • Need for Performance Appraisal
- • Objectives of Performance Appraisal
- • Purposes of Performance Appraisal
- • Prerequisites for Performance Appraisal
- Process of Performance Appraisal
- Methods of Performance Appraisal
- • Traditional Methods
- • Defects in Traditional Appraisal Methods
- • Contemporary Methods
- • Steps in MBO
- • Advantages of MBO
- Review Questions
- PART FIVE Directing
- 25 Directing
- Introduction
- • Definitions
- • Features of Directing
- Techniques of Direction
- • Consultative Direction
- • Free-rein Direction
- • Autocratic Direction
- • Supervision
- • Motivation
- • Leadership
- • Communication
- • Delegation
- • Orders
- • Orientation
- Importance of Direction
- Principles of Direction
- Review Questions
- 26 Motivation and Morale
- Motivation
- • Definitions of Motivation
- • Types of Motivation
- • Nature of Motivation
- • Significance of Motivation
- Theories of Motivation
- • Maslow’s Theory of Hierarchical Needs
- • Herzberg’s Two Factor Theory
- • Maslow’s Theory and Herzberg’s Theory – A Comparison
- • Douglas McGregor’s X Theory and Y Theory
- Morale
- • Promotion of Employee Morale
- • Determinants of Morale
- Review Questions
- 27 Leadership
- Introduction
- • Definitions of Leadership
- • Qualities of Leadership
- • Qualities of Good Leadership
- Functions of Managerial Leadership
- Functions of a Leader
- Need for Leadership and its Importance
- • Differences between Leader and Boss
- Styles of Leadership
- • Autocratic Style
- • Participative or Democratic Style
- • Free Rein Style or Laissez Faire Style
- • Paternalistic Leadership Style
- Theories of Leadership or Approaches to Leadership
- • Great Man Theory (Approach)
- • Traits Theory (Approach)
- • Behavioural Theory (Approach)
- • Managerial Grid Theory
- Review Questions
- 28 Communication
- Nature and Scope of Business Communication
- Definitions of Communication
- Characteristics of Communication
- Need for Communication
- Importance of Effective Business Communication
- Process of Communication
- • Components of the Communication Process
- Principles of Communication
- Means of Communication
- • Verbal Communication
- • Non-Verbal Communication
- Dimensions or Directions or Flow of Communication
- • Downward Communication
- • Upward Communication
- • Horizontal Communication
- • Diagonal or Multidimensional Communication
- Formal and Informal Communication
- • Formal Communication
- • Informal Communication or Grapevine
- Barriers to Communication
- • Mechanical Barriers
- • Physical Barriers
- • Psychological Barriers
- • Semantic and Language Barriers
- • Interpersonal Barriers
- • Cross Cultural Barriers
- • Organizational Barriers
- Measures to Overcome Communication Barriers
- Review Questions
- PART SIX Co-ordinating
- 29 Co-ordination
- Introduction
- • Definitions
- • Features of Co-ordination
- • Principles of Co-ordination
- Importance of Co-ordination/Benefits of Co-ordination
- Constraints to Co-ordinations/Problems Encountered in Achieving Co-ordination
- Steps for Effective Co-ordination
- Techniques of Co-ordination
- Types of Co-ordination
- Co-ordination and Managerial Function
- Review Questions
- PART SEVEN Controlling
- 30 Control
- Introduction
- • Definitions of Controlling
- Characteristics of Control
- Need for Control or Importance of Control
- Types of controls
- • Control based on Time
- • Control based on Managerial Hierarchy
- Areas of Control
- Human Resistance to Control: Causes and Remedies
- Measures to Address Opposition to Control Measures
- Steps in Controlling Process
- • Establishment of Performance Standards
- • Measurement of Performance
- • Comparison of Performance Against the Standards
- • Analysis of Deviations
- • Initiating Corrective Measures
- • Feedback
- • Memory Chart
- Review Questions
- 31 Techniques of Control
- Introduction
- Accounting
- • Break Even Analysis
- • Standard Costing
- • ABC Costing
- • Budgetary Control
- • Inventory Control
- Control Through Audit
- • Management Audit
- • External Audit
- • Internal Audit
- Quality Control
- • Inspection
- • Statistical Quality Control (SQC)
- • Total Quality Management (TQM)
- • Six Sigma
- • Quality Circle (QC)
- • Benchmarking
- • Economic Value Addition (EVA)
- • International Quality Standards
- Control Through Network
- • Programme Evaluation and Review Technique (PERT)
- • Critical Path Method (CPM)
- Management Information System (MIS)
- • Transaction Processing System
- • MISN
- • Decision Supporting System (DSS)
- • Executive Information System (EIS)
- • Expert System
- Overall Control System
- • Control Through Financial Statement
- • Return on Investment (ROI)
- • P&L Statement
- • Balance Sheet
- • Ratio Analysis
- • Personal Observation
- Review Questions
- University Question Papers
- Glossary
- Index
Biographical note
Professor