TRAINER MANUAL

Contemporary

Management Practices

Designed by
Mr.Purushothaman.K
Asst. Professor
NHLI
Bangalore
The Course Objective
This course is designed as an overview of the theory and practice of management with focus
on contemporary Managerial Practices. The concept of management is presented as a
discipline as well as a process. It will cover the basic functions of management which are
integrated into each chapter that are the value based management and change and innovations
management. The Management is a science or art.? Managers are the indispensable
resources, the priceless assets of any organization. They are the one who create ideas,
transform them into concrete action and produce results. When they succeed, they are able to
keep everyone in good humor. They are the corporate hero’s and are sought after
everywhere. They are even treated as assets of the country. When they fail, they destroy the
organization. The outcome of the manager is going to be deep, profound and decisive.
Managers achieve through effective utilization of human and material resources. Successful
managers do not wait for future; they make the future by anticipating and adjusting to
changing circumstances in an intelligent manner. Management is well defined body of
knowledge that is generally valid in variety of organization and situations. Management
literature has been growing with modern tools and techniques have been perfected over the
years. Research and consultancy firm’s aid managerial thinking and practice now a day.
Management is a formal education and rigorous training. Even though there are no universal
code of conduct, but few trade associations and management associations have formulated
ethical codes for managers working in particular industries but all these have not been totally
accepted.
The objective of this course is to expose students to the theories of management,
organizational theory, and the practice of management in the organizations. The course will
allow the students to develop their own frame work for analyzing and understanding
management as well as exploring and developing their own personal philosophy of
management.
Rapid expansion of management education in recent times and the proliferation of reputed
management schools/ institutes throughout the globe. Managers perform a tough job almost
every day. They switch gears, change hats and undertake a wide variety of activities in the
race to stay ahead of others. Processing bundles of data, achieving goals, coping with
changes, keeping employees happy.

The entire work on management is an attempt to bridge the gap between the precepts and
practices in the field of management. As future manager the student has to enable the
different practices of a management, change and adopt the new techniques that happen
continuously in the world of business. Student should acquire the skills of management
during the study program of which he would get by working for ten years in the different
segment of the industry.

II. Course Benefits:

This course would enable the students to-

Understand the basic concept and the various principles of Management.

Understand the management as a process

Understand the management as discipline

Understand the difference between Management and administration

Visualize the Management as an interdisciplinary function.

To know the various changes in Management that occurs from time to time in the
global economy.

III. Teaching / Training / Methodology/ Pedagogy:

The method of training would be through case studies, lectures, power point presentations,
individual presentations, group representation, task execution, class test and group
discussions.
Learning Areas:-
Key learning Areas of Contemporary Management practices:
Management provides students with an understanding of basic principles of management and
the different skills that could be acquired during the study program and also exchange-
essential tools in making decision that could make the organization live for years by making
employer, employee and the customers happy in today’s global business environment. The
learning areas include Nature of Management, Roles functions and skills, approaches of
management, MBO, Planning and forecasting, centralization and decentralization, line and
staff relationships, fundamentals of staffing, Motivation, Leadership, Conflict management
and stress, ethics, values and social responsibilities.

The subject presents the foundation to understanding of management and rich fund of
contemporary knowledge, tested principles, basic concepts, evolving theories, emerging
ideas, latest techniques, changing procedures and practices in the field of management in a
simple manner. Every attempt has been made to maintain simple readability and quick
comprehension.

Course Outcome:
At the end of the course students would be able to-

• Know then basic functions of Management and its integration into value based
management and change and innovation
• Identify key areas that differs management from administration
• Know whether management is an art or science or both
• Know management as profession in business studies.
• identify the complex roles performed by managers and the skills required to perform
those roles effectively.
 • Know the different functions of Management.
• Know the skills of an effective Manager.
• Meaning and purpose of planning and its process
• Know the various decision making models.

Internal Assessment Procedure:-

Guidelines for internal assessment:
Internal assessment would comprises of the following segments-

1. Quizzes- Quizzes would be taken after the completion of few chapters to test the
understanding of the concepts by the students. Objective type quizzes would also
prepare the students for the multiple type questions, thereby preparing them for the
examination.

2. Assignment-Topics for them would be prior given to the students during the course
tenure. Four assignments would have to be completed. These topics should be
comprehensively written covering all the possible aspects of it. Five assignments and
five case studies will be given to each student which has to be submitted as on when
requested.
3. Seminar / Class presentation- Students should present the case studies either in
group or individually depending upon the trainers request and this will test their
communicative ability, together with the knowledge of the subject, and their group
dynamics.

4. Class Test - Test will be conducted on a cycle basis on every Monday afternoon by
the respective subject trainer with the syllabus covered till that date. This helps the
trainer to continuous evaluation and the students will study day to day portions
covered.
5. Attendance – 85% of the attendance in each subject is compulsory to take up the
each trimester examinations. Failing on which the student will not be permitted to
take up the examinations.

6. Paper Reading – Every student has to read the suggested paper and should note
down the important happening in the business world and should maintain the cuttings
of the same and should be produced when remained.

7. Satisfying all the above conditions a student is eligible for a healthy evaluation.
Content Expansion

I. Chapter 1 – Nature of Management

Introduction to Management
Definitions
Nature and Scope
Importance of Management
Characteristics of Management
Skills of effective Manager
Management Vs administration
Management science or art

II. Chapter2 – Roles, Functions and skills

Functions of Management
Skills of an Effective Manager
Levels of Management
Managerial skills
How to become successful manager
III. Chapter3 – Theories of Management
Classical Theories
Administrative Theories
Behavioral Approaches
Quantitative Approach
Systems Approach
Situational Approach

IV. Chapter 4 – Planning

Meaning and purpose of planning
Approaches to planning
Steps in planning
Types of plan
Limitations of planning

V. Chapter 5 – MBO
Policies, Procedure and Methods
Nature and type

VI. Chapter 6 – Decision Making

Fundamental of Decision making
Decision making process
Types of Decision
VII. Chapter 7- Centralization and Decentralization
Introduction
Centralization and Decentralization
Delegation Vs Decentralization
Contingency factors in Decentralization

VII. Chapter 8 – Line and staff Relationships

Line organizations
Functional organization
Line and staff organization
Line and staff authority
Line and staff conflict
VIII. Chapter 9 – Staffing
Staffing definition
Elements of staffing process
Human resource planning,
Steps in HRP
IX. Chapter 10 - Recruitment and Selection
Introduction
Sources of Recruitment
Methods of Recruitment
Selection Process
Chapter 11 – Controlling
Control Definition
Types of control
Resistance to control
Techniques of controlling
X. Chapter 12 – Ethics, values and social responsibilities
Introduction to values,
Value systems of Managers
Ethics
Determinants of ethics
Social responsibilities for Managers

SUGGESTED READINGS
1. Arnold Glena Davies Matt Based Management (Edited Book John Weiley & Sons Inc
2000.
2. Balvinder Shukla Sanjeev Prashar Harvinder Singh Management : Case Studies
Excel Books 2007.
3. Heinz Weihrich, Mark.V.Cannice & Harold Koontz Management: A global and
Entrepreneurial Perspective Tata McGraw Hill 2008.
4. Hellriegel, Jackson &Slocum Management A Competency – Based Approach
Thomson South –Western 2007.
5. J S Chandan Management Concepts and Strategies Vikas Publishing House Pvt Ltd
1997.
6. Koontz Harold & Weihrich Heinz Essentials of Management: An International
Perspective Tata McGraw Hill 2004.
7. Linstead Management & Organization Palgrave Macmillan 2006.
8. Linstead Management & Organization Palgrave Macmillan 2007.
9. P C Tripathi P N Reddy Principles of Management Tata McGraw Hill 2006.
10. Pettinger Introduction to Management 4e Palgrave Macmillan 2007.
11. S.K. Mandal Fundamentals of Business Jaico publishing House 2006.
12. Satyaraju Parthasarathy Management PHI 2006.
13. Tata McGraw – Hills Current Readings in Management Tata McGraw Hill 2006.
14. V.S.P Rao V.Hari Krishna Management : Text and Cases Excel Books 2002.
ASSIGNMENTS
Topics for assignment are general which would require the students to study current
situations, thereby giving practical solutions.
Assignment Topic- 1
Nature of Management and it’s purposes.
Assignment Topic- 2
Human Resource Planning
Assignment Topic- 3
Management is a science or art? Discuss
Assignment Topic- 4
Discuss the theories of Management
Assignment Topic-5
Staffing is the responsibility of every manager and not of the personnel department alone.
Discuss.

Topics for Discussion / Presentation

These topics are based on current issues pertaining exclusively to Indian economy. It would
enable the student to connect the managerial concepts with the current events.

 He who can manage anything can manage everything

 An administrator cannot not be a good manager and vice versa
 Who are effective Manager
 How to make our plans effective
 How to make an decision making more effective
 Centralization and Decentralization which one is better for effective Management
 LESSON PLAN
POST GRADUATE DIPLOMA IN MANAGEMENT
Course: PGDM 101 Contemporary Management Practices
Session: 35 hours
Faculty: Purushothaman.K
No. of
Pedagogical Planned Actual
Classe Topics Remarks
Tools Date Date
s
1 Introduction to Slides/Blackboard 18/8/2008
Management,
Definitions, Nature
and Scope
Importance of
Management
2 Characteristics of Slides/Blackboard 19/8/2008
management
Skills of effective
Manager
3 Management vs Slides/Blackboard 20/8/2008
administration
Management science
or art
4 Functions of Slides/Blackboard 21/8/2008
Management
Skills of an Effective
Manager
5 Levels of Slides/Blackboard 25/8/2008
Management
Managerial skills
How to become
successful manager
6 Classical Theories Slides/Blackboard 26/8/2008
Administrative
Theories
7 Behavioral Slides/Blackboard 27/8/2008
Approaches
Quantitative
Approach
Systems Approach
Situational Approach

8 Approaches to Slides/Blackboard 28/8/2008

planning
9 Steps in planning Slides/Blackboard 1/09/08
10 Types of plan Slides/Blackboard 2/09/08
Limitations of
planning
11 Policies, Procedure Slides/Blackboard 4/09/08
and Methods, Nature
and type
12 Fundamental of Slides/Blackboard 8/9/08
Decision making
Decision making
process
13 Types of Decision Slides/Blackboard 9/09/08
14 Introduction Slides/Blackboard 10/09/08
Centralization and
Decentralization
15 Delegation Vs Slides/Blackboard 11/09/08
Decentralization
16 Line organizations Slides/Blackboard 15/09/08
Functional
organization
Line and staff
organization
17 Meaning and purpose Slides/Blackboard 16/09/08
of planning
Approaches to
planning (contd….)
18 Approaches to Slides/Blackboard 17/09/08
planning
19 Steps in planning Slides/Blackboard 18/09/08
20 Types of plan Slides/Blackboard 22/09/08
Limitations of
planning
21 Policies, Procedure Slides/Blackboard 23/09/08
and Methods, Nature
and type
22 Fundamental of Slides/Blackboard 24/09/08
Decision making
Decision making
process
23 Types of Decision Slides/Blackboard 1/10/08

24 Introduction Slides/Blackboard 3/10/08

Centralization and
Decentralization
25 Delegation Vs Slides/Blackboard 6/10/08
Decentralization
26 Line organizations Slides/Blackboard 7/10/08
Functional
organization
Line and staff
organization
27 Line and staff Slides/Blackboard 13/10/08
authority
Line and staff
conflict
28 Staffing definition Slides/Blackboard 14/10/08
Elements of staffing
process
29 Human resource Slides/Blackboard 15/10/08
planning,
Steps in HRP
30 Steps in HRP Contd….. Slides/Blackboard 16/10/08
Introduction
Sources of
Recruitment and
methods
31 Selection Process and Slides/Blackboard 20/10/08
control and its types
And control
techniques
32 Introduction to Slides/Blackboard 21/10/08
values,
Value systems of
Managers
33 Control techniques Slides/Blackboard 22/10/08
34 Types of control Slides/blackboard 23/10/08
techniques
35 Case study and Slides/ 27/10/08
revision blackboard
CASE STUDIES

This significance of case method as a teaching technique as against the methods of

class-room lecture and text-book reading is proved beyond doubt both for gaining sound
foundation in management principles and practices and for developing the requisite practice
and experience in decision-making in actual business situation .Of course, the case methods
is not to be regarded as a substitute of other methods of teaching. In order that the
participants are able to obtain the maximum value from the use of case method, they should
first understand the basic principles of the particular subject and then be asked to analyze the
case. The case method provides opportunities to business students to develop their analytical
abilities and decision-making skills and to utilize their imagination in devising feasible
programmers of action. Certain valuable skills that case analysis enables one to learn are
given below:
1. Thinking logically and meaningfully in a given business situation:
2. Identifying the basic problem amidst the complexities of business situation:
3. Analyzing, interpreting and weighing the available evidence bearing upon the
Business:
4. Recognizing the limits on efficient decision-making where complete data are not
obtainable:
5. Recognizing what additional information can possibly be acquired:

6. Distinguishing relevant material from irrelevant material:

7. Reaching a decision with the co-operation of others
8. Case will be presented to the students after the end of the topics.
The case method has come to occupy a significant in the tool-kit of management education.
A case may be defined as ‘narration of facts and other relating to problem-loaded business
situation.
To conclude, the case method has large educational value as the class-room
discussion of case studies helps the management trainees in developing necessary skills for
successful decision-making in actual business situations.
 Case study method has also been found useful in training programmers for working
executives. The realism of the case material makes many managers relate what they are
learning to their own situations. They use their own experience in analyzing the cases and
derive management principles from the discussion their analysis.

LIMITATIONS
The case study method takes getting used to. Trainees who have not had previous
experience with this method can become quite frustrated when they find that there is no
“right” answer to the case problem is and that there even may be a question as to just what
the problem is. “How can I learn to manage,” they ask, “if no one is sure of what is wrong or
what should be done about it?” Most trainees pass through this stage successfully; they learn
eventually that management situations often are ambiguous and that there frequently is no
single best solution.

CASES
CASE 1 – Old OR New
Raj was a production manager at UPS systems private limited which manufactures UPS,
home invertors and industrial generators. He has almost worked for ten years. He had
friendly relationship with everyone in the organization. They played football in the
playground regularly before retiring to the quarters allotted by the company. They are
together in the company canteen cracking jokes, discussing general issues like politics, film
industry. Most fellows have been there for quite some time except one or two who has joined
recently. Raj was generally considered to be the leader of the group, so it was no surprise that
when the Forman of the department got transferred and his vacancy was announced. Raj
applied and he got it. When the formal announcement of the appointment was announced
everyone congratulated him. One fine morning raj joined the duty as foreman and he was
given uniform and was very proud to wear it. Everyone was admired by looking at Raj. They
started kidding him and later everyone went back to the office. At noon, all of them broke for
lunch and Raj did not join because generally he was considered as a hard worker and on that
day he had something important to do and Raj after sometime he went to the canteen and
took a food coupon and got the food from the counter and turned back he could see both the
old and new group were standing on the each side. Both the group was very anxious to know
whether Raj would join with the old group or the new department group to continue his
lunch.
Questions
1. Whom do you think Raj should have lunch with
2. What would you have done if you were in his position
3. If you are another foreman what would you do to help him to his transition.

Case2 – Conflict

Hamlet is a medium scale company located in south Bangalore which is manufacturing

helmets and its accessories. About an six months ago Ms. Sujatha, aged 26 had joined the
company in the quality control department. She has completed her industrial engineering
from university of Delhi. Mr. Krishna aged about 50, is the production manager who is at the
age of retirement. He had a wide range of experience with different segments of the
industries under various capacities. From the beginning there was a misunderstanding
between the two. She use to stop the production if there is more than three defects in output
and this resulted in the reduction in production and as a production manager Mr. Krishna use
to quarrel with Ms. Sujatha. Since this was continuing over a period of time, this was taken to
the notice or GM Production Mr. Sinha. After looking into the issue, he decided to solve the
problem and he sent a circular that there is meeting to be held at 3pm to solve the friction
between Quality control department and Production Manager. As scheduled the meeting took
place and the discussion went on and throughout the discussion both were trying to blame on
each other rigorously. Mr. Sinha tried to pacify each other but failed. Finally without
knowing what to do he told both of them to go and he will solve their problem and give them
the solution.

Questions
1. If you would been in Mr. Sinha’s place what would you do
2. According to you what do you think the ground reality for the problem.
3. What solution would you suggest to Mr.Sinha.

Scheme of Question Paper

Instructions:

The paper is divided into four sections.

1. Section A - Objective-type questions 20x1 = 20
2. Section B – Should be answered in about 100 words written in about 100 words.
4 ×5=20
3. Section C - is a short –essay type which should be written in about 200words.
4×10=40
 4. Section D – it is a case study which has to be analyzed and answered thoughtfully
in full description 1x20 = 20
Section A

Multiple choice questions:

Section B
1. What is management? How does it different from Administration.
2. Explain the nature and scope of Management.
3. Explain different theories of Management
4. Explain the different sources of Recruitment.
5. What are the different steps involved in Decision making
6. Explain Line and staff relationships in an organization

Section C

1. Explain the steps involved in selection process.

2. Management is art or science. Elucidate.
3. Discuss the various theories of Management.
4. Explain the various theories of Management
5. Discuss meaning and purpose of Planning.
6. Explain different types of decision

Section- D
Case study:
Hamlet is a medium scale company located in south Bangalore which is manufacturing
helmets and its accessories. About an six months ago Ms. Sujatha, aged 26 had joined the
company in the quality control department. She has completed her industrial engineering
from university of Delhi. Mr. Krishna aged about 50, is the production manager who is at the
age of retirement. He had a wide range of experience with different segments of the
industries under various capacities. From the beginning there was a misunderstanding
between the two. She use to stop the production if there is more than three defects in output
and this resulted in the reduction in production and as a production manager Mr. Krishna use
to quarrel with Ms. Sujatha. Since this was continuing over a period of time, this was taken to
the notice or GM Production Mr. Sinha. After looking into the issue, he decided to solve the
problem and he sent a circular that there is meeting to be held at 3pm to solve the friction
between Quality control department and Production Manager. As scheduled the meeting took
place and the discussion went on and throughout the discussion both were trying to blame on
each other rigorously. Mr. Sinha tried to pacify each other but failed. Finally without
knowing what to do he told both of them to go and he will solve their problem and give them
the solution.
Questions
1. If you would been in Mr. Sinha’s place what would you do
2. According to you what do you think the ground reality for the problem.
3. What solution would you suggest to Mr.Sinha.
Question Bank
Contemporary Management Practices

1. Define Management
2. Define Administration
3. Explain the differences between Management and Administration
4. Who are effective Managers
5. Explain the nature and scope of Management.
6. Discuss the importance of Management
7. Is Management science or art. Elucidate.
8. What are the Fayol’s Principles of Management? Explain
9. How important is the management function to individuals and society
10. Management is a sophisticated behavioral science? Elucidate
11. What is the difference between efficiency and effectiveness? What is more important
for performance.? Can Management succeed in both.
12. What are the duties of Managers?
13. Discuss the different roles played by the Managers in the organization
14. Discuss the functions of Management
15. Discuss the various theories of Management
16. Discuss the various approaches of Management
17. Discuss Management By Objectives
18. Define Planning
19. Discuss the various steps in planning
20. Explain the various types of planning
21. Define Decision making and explain its process
22. Explain the different types of decision
23. What is centralization and Decentralization
24. Explain how centralization contributes towards the growth of the organization
25. Explain how decentralization contributes towards the growth of organization
26. Define delegation
27. Define staffing

28. Define Recruitment and selection

29. Explain the process of Recruitment
30. Explain the different steps involved in Selection
31. What are the different sources of Recruitment
32. Define coordination
33. Define Leadership