MBA (Weightage 50%) (Subject Specific)

Unit 1: Management- Definition, Nature, Purpose and Functions; Principles of Management-

Planning, Nature, Process, Types and Steps; Organizing- Structure, Span of Management,
Centralization, Decentralization; Empowerment; Staffing – Overview; Directing and Controlling-
Process, Types of Control; MBO ; Management Guru’s, Management Theories, Managerial Grid.

Unit 2: Organization Behaviour - Nature, Learning; Personality- Definition, Traits, Determinants;

Attributes of Personality, Evolution & Organizational Behaviour in India; Perception-Meaning,
Factors Influencing Perception, Errors of Perception; Decision Making, Values and Attitudes,
Motivation, Morale, Conflict, Negotiations & Stress Management, Power and Politics.

Unit 3: Managerial Economics – Meaning, Nature, Scope; Law of Demand – Elasticity of Demand,
Law of Supply, Elasticity of Supply; Perfect Competition, Monopoly, Oligopoly, Monopolistic
Competition; Profits – Long term and Short term Profits; Cost Volume Profit Analysis, Break Even
Point.

Unit 4: Accounting-Definition, Types of accounting; Accounting concepts and conventions of

Accounting; Capital and Revenue Expenditure and Receipt; Accounting Equation; Human Resource
Accounting, Forensic Accounting, Sustainability Reporting; Accounting Standards and International
Financial Reporting System.

Unit 5: Marketing Management- Meaning, Importance, Marketing Management Process, Marketing

Mix, Marketing Opportunities, challenges & Ethics, E-Marketing, Marketing Research, Marketing
Process, Marketing Environment, Segmentation, Targeting, Positioning, Consumer Behaviour,
Marketing Research, Demand Forecasting, Competition, Marketing Strategy, Customer Satisfaction.

Unit 6: Human Resource Management - Definition, Nature, Scope, Importance and Evolution of the
concept of HRM, Managerial and operative functions of HRM- Man power Planning, Recruitment,
Selection, Training and Development, Performance Management System, HR Competency.

Unit 7: Financial Management - Definition, Scope, Functions, Objectives, Time Value of Money;
Financial Markets; Financial Instruments, Financial Institutions and Financial Services, Behavioural
Finance.

Unit 8: Business Statistics- Definition, functions, scope; Measures of Central Tendency - Mean,
Median, Mode, Geometric Mean, Harmonic Mean. Measures of dispersion: Range – Quartile
Deviation, Standard Deviation. Research Methodology - Sampling and data collection, Definition,
Types of sampling, Meaning of data, types of data, Methods of data collection, Time Series Analysis.

Unit 9: Entrepreneurship – Meaning, Functions, Types; Business Planning – Process, Types of

plans; Institutions Supporting Entrepreneurs – SIDBI, NABARD, IDBI,SIDCO; Venture Capital in
India – Nature, Importance, Process; Social Entrepreneurship – Need, types, Make In India, Smart
India, Digital India, EDI.

Unit 10: Business Research-Definitions, Nature, Scope; Research Process, Research Design,
Exploratory Research, Primary, Secondary Data Collection and Analysis, Hypothesis Formulation,
Questionnaire Construction, Basic Scales, Sampling, Data Preparation and Preliminary Analysis,
Factor Analysis, Regression Analysis, Cluster Analysis, Conjoint Analysis, Reporting and
Concluding Integration
 Unit 1:
Management- Definition, Nature, Purpose and Functions; Principles of Management- Planning,
Nature, Process, Types and Steps; Organizing- Structure, Span of Management, Centralization,
Decentralization; Empowerment; Staffing – Overview; Directing and Controlling- Process, Types of
Control; MBO ; Management Guru’s, Management Theories, Managerial Grid.

MANAGEMENT
Management is the process of planning and organising the resources and activities of a business to
achieve specific goals in the most effective and efficient manner possible .With limited period of
time.

Definitions:
1) According to Taylor:- “Management is the art of knowing what you want to do and then seeing
that it is done in the best and cheapest way.”

2) According to Lawrence:- “Management is the accomplishment of results through the efforts of

other people.”

3) According to Henry Fayol:- “To manage is to forecast and to plan, to organize, to co-ordinate
and to control.”

Nature of Management

 Management is a goal oriented  Management is an intangible force

 Management is a pervasive  Management is an art as well as
 Management is a multidimensional science
 Management is a continuous process  Management is a group activity
 Management is a dynamic function  Management is a Universal process

Functions of Management
1. Planning 4. Directing
2. Organizing 5. Controlling
3. Staffing
PLANNING

Planning Definition
Planning is deciding in advance what to do and how to do. It is one of the basic managerial
functions.

Planning therefore involves setting objectives and developing an appropriate course of action to
achieve these objectives.
Nature of Planning
1. Planning focuses on achieving 3. Planning is a pervasive
objectives 4. Planning is a futuristic
2. Planning is a primary function of 5. Planning is a mental exercise
management

Planning Process
1. Setting an objective.
2. Developing premises (assumption also called as premises)
3. Identifying alternative course of action.
4. Evaluating alternative courses.
5. Selecting an alternative.
6. Implementing the plan. (Plan in to action)
7. Follow up action. ( monitoring to ensure objective are achieve)

Types of planning
1. Single use planning
2. Standing plans (occur regularly, modified time to time)
3. Operational planning (The day -to-day running of the company)
4. Strategic planning (It is big picture, long term thinking)
5. Tactical planning (Talks about Specific work and short term plan)
6. Contingency planning (unexpected happens or something need to be changed)

ORGANIZING

Organization structure

Functional MANAGING DIRECTOR

HUMAN RESOURCES MARKETING RESEARCH AND PURCHASING

DEVELOPMENT

Divisional org structure

MANAGING DIRECTOR

COSMETICS GARMENTS FOOTWEAR SKINCARE

HUMAN RESOURCES MARKETING RESEARCH AND PURCHASING

DEVELOPMENT
Hierarchical org structure
The chain of command goes from the top (e.g., the CEO or manager) down (e.g., entry-level and
low-level employees), and each employee has a supervisor.

Horizontal or flat org structure

TEAM LEADER

EMPLOYEE EMPLOYEE EMPLOYEE EMPLOYEE

Matrix org structure

A matrix organizational chart looks like a grid, and it shows cross-functional teams that form for
special projects. For example, an engineer may regularly belong to the engineering department (led
by an engineering director) but work on a temporary project (led by a project manager). The matrix
org chart accounts for both of these roles and reporting relationships.

Network org structure

Span of Management: Span of management refers to the number of subordinates that can be
effectively managed by a superior.

Centralization: Centralization the authority to make important decision is retained by top level
management.

Decentralization: Decentralization the authority to make important decisions is delegated to

managers at all levels in the hierarchy.

Empowerment: Empowerment increasing the capacity of individuals or groups to make choice and
to transform those choices in to desired action and outcomes.

Staffing: Staffing is the process of hiring eligible candidates in the organization or company

Directing: Directing is the function of guiding, inspiring, overseeing and instructing people towards
accomplishment of organizational goals
Directing and controlling process
1. Setting performance standards (qualitative and quantities)
2. Measurement of actual performance
3. Comparison of actual performance with standards
4. Analyzing deviations
5. Taking corrective actions

Techniques/ Types/ Methods of Managerial Controlling

Traditional Technique

1. Personal observation
2. Statistical report
3. Break even analysis BEP =
4. Budgetary control (PLANNED IN ADVANCE FORM OF BUDGET AND RESULT ARE RESULTS ARE COMPARED WITH BUDGETARY)

Modern Techniques
&
1. Return on investment ROI =
2. Ratio analysis
a. Liquidity ratio 𝐷ETERMINE SHORT TERM SOLVENCY OF BUSINESS
b. Solvency ratio DETERMINE LONE TERM SOLVENCY OF BUSINESS
c. Profitability ratio ANALYSES THE PROFITABILITY OF BUSINESS
d. Turnover ratio HIGH TURNOVER MEANS BETTER UTILIZATION OF RESOURCES
3. Responsibility accounting
a. Cost centre
b. Revenue centre
c. Profit centre
d. Investment centre
4. Management audit overall performance of the management of an organization& review efficiency and effectiveness
5. P ERT and CPM
6. Management information system

Management by Objectives: It is a process where the goals of the organization are defined and
conveyed by the management to the members of the organization with the intention to achieve each
objective.

Management Guru’s: A person whose ideas and opinions have had an influence on business
managers and who has become a well-known figure as a result.

Management Theories
1. Scientific Management Theory

 Founded by Frederick Winslow Taylor.

 Scientific management is a management theory that analyzes work
 Flows to improve economic efficiency, especially labour productivity.
 Workers and managers needs to cooperate with one another.
 A fair day's pay for a fair day's work.
  Improving the working conditions and standardizing the tools, period of work and cost of
production.
 Proper scientific selection and training of workmen should be done.
 The financial incentives should be given to the workers to boost their productivity and
motivate them to perform well.

2. Administrative Theory/classical management

Pro pounded by Henry Fayol.

He gave 14 principles of management. (DAD 𝐔𝟐 SRCS O ESI E)

1. Division of Work 8. Centralization

2. Authority 9. Scalar Chain

3. Discipline 10. Order

4. Unity of Command 11. Equity

5Unity of Direction 12. Stability of Tenure of Personnel

6. Subordination of Individual Interests to 13. Initiative

the General Interest
14. Esprit de Corps
7. Remuneration

3. Bureaucracy Theory

Introduced by Max Weber

Systematic framework, defined levels of management

6 principles-

1. Task specialization

2. Hierarchical structure

3. Formal selection process

4. Uniform requirements

5. Impersonal environment

6. Achievement-based advancement

3 kinds of power in the organization

1. Traditional FAMILY BASED LEADERSHIP

2. Charismatic ROLE MOEDEL

3. Legal-Rational MUST FOLLOW RULES

4. System Management Theory

A system is a set of two or more interrelated elements. System can be manmade or natural.

Working together in inter-related

related way, like HR, Production,, Marketing, Sales
Sale in an
organization

 Every organization is a system.

 Many independent and inter related su sub system.
 Manager should manage all sub systems.
 Output of all the organization is larger than the individual subsystem.

Management grid

Robert Blake and Jane Mouton have

developed the Managerial Grid, (also called
as a leadership grid) in 1964.

Based on the two behavioral dimensions:

* Concern for production on Y-axis,

emphasizes more on production

* Concern for people on Y-axis,

emphasizes more on people
eople