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1. Prof. Amad Un Nasar Program: B.Com 5 th SS Principles of Management

2. SUBJECT   Principles of Management   Course B.Com 5 th SS   Credits: 3 REFERNCE MATERIAL:                           Management by Robbins, S.P. & Coulter, Mary, Prentice Hall; 10th Edition (November 3, 2008). ISBN-10: 0132090716 Fundamentals of Management by Robbins, S.P. & DeCenzo , David A, Prentice Hall; 7th Edition (January 13, 2010). ISBN-13: 978-0132090711 Principles of Management by Charles W. L. Hill and Steven McShane , McGraw-Hill/Irwin; 1st Edition (2006). ISBN-10: 0073530123 COURSE OUTLINE

3. Weekly Plan Chapter /%age Week 1 Introduction to Managers and Management: What as Management and What Do Managers Do? Defining Management, Management Functions [TB2: Ch. 1] Weekly Plan Chapter /%age Week 2 Management Roles, Management Skills, History of Management Organizational Culture and Environment: The Manager [TB2: Ch. 1] Weekly Plan Chapter /%age Week 3 Omnipotent or Symbolic? The Organizations Culture, The Environment - Defining Environment The Specific Environment [TB1: Ch. 3] Weekly Plan Chapter /%age Week 4 The General Environment, Influence on Management Practice Decision Making The Essence of Managers Job [TB1: Ch. 3] Weekly Plan Chapter /%age Week 5 T he Decision Making Process, The Rational Decision Maker Decision Making Styles [TB1: Ch. 6] Weekly Plan Chapter /%age

4. Week 6 Analyzing Decision Alternatives Certainty, Risk Uncertainty Planning: The Foundations of Planning [TB1: Ch. 6] Week 7 The Definition of Planning, Purposes of Planning, Types of Plans, Contingency Factors on Planning, Objectives The Foundation for Planning [TB2: Ch. 3] Week 8 MID-TERM EXAM   Week 9 Multiplicity of Objectives, Real Versus Stated Objectives Traditional Objective Set- ting, Management by Objectives, Organization Structure and Design [TB2: Ch. 3] Week 10 Defining Organization Structure and Design, Building, The Vertical Dimension of Organizations, Building the Horizontal Dimension of Organizations, The Contingency  

5. Week 10 Defining Organization Structure and Design, Building, The Vertical Dimension of Organizations, Building the Horizontal Dimension of Organizations, The Contingency   Week 11 Approach to Organization Design, Application of Organization DESIGN Motivation: Motivating Employees, What is Motivation? Contemporary Approaches to Motivation [TB2: Ch. 10] Week 12 Contemporary Issues in Motivation, From Theory to Practice: Suggestions for Motivating Employees Leadership: Managers Verses Leaders [TB2: Ch. 10] Week 13 Trait Theories, Behavioral Theories, Contingency Theories, Emerging Approaches to Leadership Contemporary Issues in Leadership [TB2: Ch. 11]   Week 14 Communication: Communication and Interpersonal Skills Understanding Communication, Communication Styles of Men And Women, Feedback Skills, Delegation Skills Conflict Management Skills, Negotiation Skills REVISION COURSE COMPLETION [TB2: Ch. 12]

6. Introduction to Management

7. Objectives Introduction to Managers and its Levels. What is Term Management ? Major four functions of Management Recognize the different Roles of Managers. Examples of Management.

8. WHO ARE MANAGERS Manager Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals

9. Managerial Levels 10

10. Types of Managers First-line Managers Are at the lowest level of management and manage the work of non managerial employees Middle Managers Manage the work of first-line managers Top Managers Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization 11

11. The process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people . MANAGEMENT

12. The process refers to the ongoing functions or primary activities engaged in by managers. Coordinating others’ work activities is what distinguishes a manager’s job from a non-managerial one. Efficiency is getting the most output from the least amount of input, the goal of which is to minimize resource costs. Effectiveness is completing activities so that organizational goals are attained; often described as “doing the right things E X P L A N A T I O N

13. Management Functions Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities Organizing Arranging work to accomplish organizational goals Leading Working with and through people to accomplish goals Controlling Monitoring, comparing, and correcting the work 14

14. Lecture -2 Pervious Lecture Summary: Definition of Manager. Different Levels of Managers. Term Management Means Four Functions of Management.

15. Management Roles Interpersonal roles Figurehead, leader, liaison Informational roles Monitor, disseminator, spokesperson Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator 16

16. Examples of Great Managerial Work The Egyptian Pyramid: Approximately four thousand years B.C ., the Egyptians were building a civilization edge on the rest of the world. Without the service of cranes, bulldozers, or tea/coffee breaks, the Egyptians constructed huge structures of admirable precision. The great pyramid. It covers thirteen acres and contains 2,300,000 stone blocks . The blocks weigh about two and a half tons each and were cut to size many miles away. The stones were transported and set in place by slave labor and precision planning . The men who built the lasting structures of ancient Egypt not only knew how to use of human resources efficiently but also knew how to manage 100,000 workers in a twenty-year project .

17. Great China Wall The Great China Wall built in the time period of 956 years It is 6000 km long . Its base is 20 feet wide and top 11 feet wide. The height of China Wall is from 7 to 37 feet . The whole China wall is made by hands. Working as united for 956 years, there should be some purposes due to which people worked for a long time. According to history, the purpose of china wall was: • To mark territories • To defend the area • To protect silk road

18. Why we study Management Modern management ensures to create competitive advantage through People: Top-performing companies recognize the importance of the way they treat their work forces . B. These companies use ideas such as employee satisfaction, selective recruiting, performance based high wages , reduction of status differences, sharing information, self-managed teams, and training and skill development . C. Investing in people will create long-lasting competitive advantages that are difficult for other companies to duplicate. .

19. Why we study Management D. Sound management practices can produce substantial advantages in sales, revenues, and customer satisfaction. E. Poorly performing companies that adopted management techniques as simple as setting expectations , coaching, and rewarding were able to substantially improve return on investment . F. Good management can increase customer satisfaction because employees tend to treat customers the same way that their managers treat them