WK SESSION Topic Sub-Topic Mode Status

WK 1 Introduction to - meaning of management - characteristics of management - Weekdays

1 management
distinction between a manager and a leader -levels of
management
- meaning of management - characteristics of management -
distinction between a manager and a leader -levels of
management

WK 2 Introduction to - types of skills required to manage a business effectively -role Weekdays

1 management of a manager -importance of management -functions of
management

WK 3 Evolution of - evolution of school of thought -system approaches to Weekdays

1 management management

WK 4 Evolution of - modern approaches to management Weekdays

1 management

WK 5 Planning function - nature of planning -importance of planning Weekdays

1

WK 6 Planning function - nature and purpose of organizing -levels and span of Weekdays
1 management -Patterns of departmentalization
- types of plans -process of managing and appraising by
objectives -process of decision making

WK 7 Organizing function - nature and purpose of organizing -levels and span of Weekdays
1 management -Patterns of departmentalization

WK 8 Organizing function - delegation -centralization and decentralization of authority in Weekdays

1 an organization Use of committees in decision making

WK 9 Leading/directing - relationship between management and human factor in Weekdays

1 function directing/leading function -motivational factors of workers

WK 10 Leading /directing - leadership styles - areas of communication breakdown in an Weekdays

1 function organization -techniques of effective communication

WK 11 Controlling function - Meaning of control Control process in an organization Types Weekdays

3 of critical point standards used in an organization

WK 12 Controlling function - -requirements of control systems in an organization Control Weekdays

3 techniques Methods used in general performance control

WK 13 Staffing function - Meaning of staffing Characteristics of staffing Importance of Weekdays

3 staffing

WK 14 Staffing function - Process of staffing Weekdays

3

WK 15 International - -meaning of international management -international business Weekdays

3 management environments

WK 16 International - managerial functions in international business -difference Weekdays

4 management between international and domestic management Attainment of
global theory of management
 WK 17 Business policy - nature, scope and need for corporate strategic planning - Weekdays
4 strategic options and decisions Evaluations of strategic options
Measurements and control of corporate strategic performance

WK 18 EMERGING ISSUES - contemporary issues in management Challenges posed by Weekdays

1 AND TRENDS emerging trends and issues in theories and practice of
management

WK 19 EMERGING ISSUES - contemporary issues in management Challenges posed by Weekdays

1 AND TRENDS emerging trends and issues in theories and practice of
management

WK 20 EMERGING ISSUES - Remedies to challenges and issues in management Weekdays

1 AND TRENDS

What is management?

Management is the coordination and administration of tasks to achieve a goal. Such

administration activities include setting the organization’s strategy and coordinating the efforts
of staff to accomplish these objectives through the application of available resources.
Management can also refer to the seniority structure of staff members within an organization.

To be an effective manager, you’ll need to develop a set of skills, including planning,

communication, organization and leadership. You will also need extensive knowledge of the
company’s goals and how to direct employees, sales and other operations to accomplish them.

What Is a Manager?

Five basic operations of a manager

In general, there are five basic functions of a manager:

1. Setting objectives
2. Organizing
3. Motivating the team
4. Devising systems of measurement
5. Developing people

1. Setting objectives

Setting and achieving objectives is the primary way a manager accomplishes and maintains
success. They must also be able to convey them to their staff or employees in a compelling
manner. For instance, a restaurant manager could state they want to improve service times and
remind employees that faster service increases revenue and tips.

2. Organizing
Managers evaluate the type of work, divide it into achievable tasks and effectively delegate it to
staff. Organization consists of a series of relationships among individual staff as well as
departments or entities inside the organization. It is the manager’s responsibility to ensure that
these individuals and entities work together in harmony, which includes motivating staff
members and departments to stay on task. A good manager is skilled at building interpersonal
relationships among their team members and can troubleshoot when members confuse their
encounter challenges.

Organization also requires a manager to establish relationships of authority among their team
members. Maximizing organizational arrangements can help businesses enhance the company’s
efficiency in the market, reduce the costs of business and improve productivity.

3. Motivating the team

In addition to the tasks of organization and delegation, motivation includes having the skills to
handle different types of personalities in a team. An effective manager must know how to form
and lead successful teams and know how to galvanize team members around a cause.

4. Devising systems of measurement

Managers need to set targets or key performance indicators that the team aims for and then
generate ways to measure whether their team is on track to meet those goals. Because it can be
challenging to come up with measurable ways of understanding performance, managers must
often be creative and thoughtful. However, like the other functions of management, measurement
is critical to improving business performance.

5. Developing people

In addition to leading their team toward a goal and measuring their progress along the way, good
managers invest in their staff’s development. Managers can, for example, work with their team
to help them set goals to move up in their careers.

Managers must have leadership skills to use these five operations successfully. They are
responsible for coaching their team members by helping them recognize their strengths and
weaknesses and improve their performance. Different managers may have different styles of
leadership. Regardless of their style, managers should develop their leadership skills to be an
effective supervisor.

Management concepts

A manager needs to understand a few simple ideas to employ the five basic operations. These
concepts are essential to ensure their team comes together to reach the business’ goals:

 Control: Employees of an organization need

to understand the goals that they are aiming
for as well as the measurement that will be
 used to determine whether they have been
successful. Different staff members in a
company have different roles that entail
separate levels of responsibility. A manager
must have control over what the members do,
how they do it and how to measure their
progress. Control over these factors helps a
manager reach success.
 Planning: The best managers know that
planning is critical before the implementation
of any strategy, but it is also an ongoing
activity. Planning does not end when
implementation begins. Rather, management
needs to be prepared to answer the questions
of who, what, when and where a team is
working to implement the organization’s
mission. Planning should include selecting
objectives as well as implementing them.
 Staffing: Staffing is an underappreciated but
crucial function of management. Managers
need to ensure that they have the right people
for the job, but they also need to pay attention
to issues like organizing workplace policies.
The company needs to retain the best talent
by providing incentives such as benefits, paid
time off and a thorough training program.

Related: How to Become a Manager

Management styles

Analysts who study management have identified several effective leadership styles. There is no
one best style of management, and some people will feel more personally suited to one type or
another. You can also select elements of different styles of management to create the best
archetype for you and your company.

Here, we briefly review three positive management styles that can help make any manager a
more effective leader.

Persuasive management style

A compelling leader spends a lot of time with their team members. Being engaged with
employees allows the persuasive manager to lead by example, and to gain buy-in and compliance
from the team by persuading rather than instructing or demanding. Influential managers are
aware of the work that their team members are doing on a day-to-day basis and are involved in
their work lives.
Democratic management style

A democratic manager invites the team to be directly involved in decision-making. Open lines of
communication between democratic managers and employees allow these types of managers to
understand the skills and advantages that each employee brings to the table. Open participation
and exchange of ideas among different levels of employees allow everyone to contribute to the
outcome of a decision or a project.

This style of management is more successful when managers develop organized and streamlined
decision-making processes. Otherwise, accepting input from everyone can make the process
sluggish and disorganized.

Laissez-faire management

The laissez-faire manager functions almost more like a mentor than a manager. They empower
their employees to step up and make decisions. This allows the team to feel like they own a part
of each project. The manager takes a backseat role, stepping in to offer advice or get things back
on track when something goes wrong. Otherwise, they stand aside, allowing their employees to
flourish creatively and exercise their own leadership.

Related: 10 Common Leadership Styles

Three layers of management

Large businesses and corporations often have three primary levels of management organized in a
hierarchical structure. You may have heard terms that refer to these different layers of
management, such as “middle management” or “senior management.”

Low-level management

Low-level managers include roles like front-line team leaders, foremen, section leads and
supervisors. This level of management, the lowest in the three layers, is responsible for
overseeing the everyday work of individual employees or staff members and providing them
with direction on their work.

Low-level management’s responsibilities often include ensuring the quality of employees’ work,
guiding staff in everyday activities and routing employee problems through the appropriate
channels. They also are responsible for the day-to-day supervision and career planning for their
team, as well as providing feedback on their employees’ performance.

Middle management

Middle managers, the next layer in the management hierarchy, are overseen by senior
management. Middle management includes those working in the roles of a department manager,
regional manager and branch manager. Middle management is responsible for communicating
the strategic goals developed by senior management down the line to front-line managers.
In contrast with senior management, middle managers spend more of their time on directional
and organizational functions. This includes defining and discussing important policies for lower
management, providing guidance to lower-level management to achieve better performance and
executing organizational plans at the direction of senior management.

Senior management

Senior management, including the chief executive officer, president, vice president and board
members, is at the top layer of this management hierarchy. Senior management needs to set the
overall goals and direction of an organization. Senior management develops strategic plans and
company-wide policy and makes decisions about the direction of the organization at the highest
level. They also usually play an essential role in mobilizing outside resources and are held
accountable to the company’s shareholders as well as the general public for the performance of
the company.

Related: Manager vs. Senior Manager: What s the Difference?

Tips for being a good manager

There are several ways to advance your management skills, including:

 Communicate. It is important to
communicate with your team so you can
understand their needs, evaluate their
progress and help them achieve their goals.
 Be positive. You should be the one to set an
example for your team to follow. Be positive
during your interactions with your team so
they feel more comfortable communicating
with you.
 Train when needed. Assess the skills of your
team and see if you could improve any areas
with training. Training also helps your team
learn new skills and fosters growth.
 Collaborate. As a manager, you should feel
comfortable delegating tasks, but you also
work with your team to accomplish common
objectives. Collaborating with your team will
also allow you to see if there’s anything you
can do to help individual teammates or the
team as a whole.
 Practice. Perhaps the best way to acquire
new skills is to practice them in a real-life
management setting. Gaining on-the-job
experience in these skills will help you on the
promotion ladder. Do your best for your
 team, serve as a leader and treat your team
fairly.

Business skills are an important component of workplace success.

Whether you are a business owner or an employee, possessing certain
business skills can positively impact the efficiency, performance and
productivity of the company. In this article, we discuss what business
skills are, examples of business skills in the workplace and how you
can improve your business skill set.

Read more: Looking to Hire? Post a Job on Indeed.com.

Upload your resume on IndeedLet employers find you when you create
an Indeed Resume

What are business skills?

Business skills are skills that help people understand the consumer
and organizational behavior and use this information to promote the
success of the company. Business skills are often considered soft
skills and may include team management, leadership and
communication skills. These skills are primarily important for
entrepreneurs, company owners and managers, however, more and
more employers look for job candidates who possess a combination of
both business and technical skills.

Specific examples of business skills include:

 Time management skills

 Team-building skills
 Analytical skills
 Negotiation skills
 Problem-solving skills
 Sales and marketing skills
 Financial management skills

Business skills will vary between company type and industry. For
example, a person working in the finance industry may be required to
have business skills that include being able to produce financial
reports and analyze the market. Someone who works in management
should be able to properly delegate and communicate with team
members.

Why are business skills important?

Business skills are a fundamental component of starting, running and

managing a successful business. If you are a business owner, these
skills equip you with the ability to meet the needs of both your
consumers and employees. As a potential or current employee,
business skills can set you apart from other workers and help you
advance within your career.

Additionally, your business or career can benefit from business skills

by allowing you or your company to:

 Maintain high product quality

 Build excellent customer relations and customer care
standards
 Increase performance, productivity and profits through
efficient planning, management and implementation of
business aims and goals
 Form a sound financial base and maintain a prudent
financial policy
 Maintain a positive and productive company culture
 Motivate employees to perform at their best
 Establish profitable sales and marketing channels

Examples of business skills

There are several different business skills you can benefit from in the
workplace. While some types of businesses or positions may require
specific talents, several skills are common across industries. Here are
six business skills you can benefit from mastering, regardless of the
industry you work in:

1. Team building and team management

2. Communication
3. Delegation
4. Leadership
5. Financial management
6. Project management
1. Team building and team management

Achieving a business goal often begins with the ability to select and
manage an efficient team. Knowing how to choose the most
appropriate team, assign tasks and motivate your workers can result
in your employees performing at peak levels. The better you are at
team management and team building, the more able your team will be
to perform as a harmonious unit and work unitedly towards a common
cause.

2. Communication

Both business owners and managers should be able to effectively

communicate with employees, other managers, consumers and other
individuals involved in day-to-day business operations. Effective
communication skills include both verbal and written and should allow
you to clearly communicate information in an easily understandable
way.

Examples of communication skills include being able to:

 Effectively negotiate to mediate disputes

 Compose clear and concise emails
 Confidently speak in both one-on-one settings and large
groups
 Keep communication open between yourself and
employees
 Effectively relay the goals of a project and the steps
required to complete it

3. Delegation

As a manager or business owner, you should be able to effectively

distribute work to individuals and teams depending on their abilities
and proven strengths. Effective delegation means striking a balance
between freedom and responsibility. Your employees and teams
should be given adequate freedom to accomplish tasks, but also the
responsibility and accountability of achieving desired results within
deadlines.

4. Leadership
This is a key skill of any astute business person. As your business
grows, you will likely need to hire people and be able to provide them
with a vision and mission as well as concrete goals to achieve.
Leadership is often strategic in nature and requires you to understand
how to offer your employees and teams an actionable plan and the
motivation to complete it. In addition to business owners, leadership
skills are also needed by those in management positions to maintain
effective day-to-day operations.

5. Financial management

Business owners and those in management positions are often

required to have financial management skills to effectively understand
and manage the company’s financial needs. Financial management
skills include the ability to analyze the current market, understand
investment benefits and risks, timely and effectively budget and
identify anything that is negatively impacting the company’s bottom
line. In addition to business owners, positions that may require
financial management skills include business analysts, accountants
and bank employees.

6. Project management

Projects in the workplace often have specific timelines, milestones,

budgets and end goals. Project management skills enable you to
effectively handle day-to-day efforts as well as the overall progress of
a project. Cost control and timely completion are two important
aspects of project management skills.

How to improve business skills

With research and practice, you can learn and regularly implement
business skills into your day-to-day work life. The following are tips on
how you can start improving your business skills today:

1. Research

Take some time to read up on the most valuable business skills

needed in your industry. Determine which skills you already have and
which skills you could improve. Regularly researching and studying
business skills can also help to keep your skills up-to-date and allow
you to remain abreast of the current and emerging business trends.
2. Find a mentor

Having a mentor who has extensive business experience can provide

you with the guidance needed to develop professionally. Mentors can
give you both advice and support and help you determine which
business skills will most benefit you in your current or desired career.
When deciding on a mentor, first set clear goals of what you wish to
gain from the relationship. This will allow you to choose the person
who has the experience and skills that you will most benefit from.

3. Read business books

There are several helpful books on business skills that you can read to
broaden your knowledge and understanding of this topic. A great way
to find valuable business books that are worth your time is to search
for books currently being read by business school students.

4. Take a business skills course or class

A great way to improve your business skills to take a course or class.

Many courses are available online, and some are even free of charge,
making it convenient and affordable to fit into your schedule.

How to highlight business skills

When applying for jobs, highlighting your business skills on your cover
letter and resume can help set you apart from other candidates.
Clearly straightforwardly listing your business skills is key to making a
good first impression in a potential employer’s mind. Here are a few
ways you can best highlight your business skills:

Business skills for resume

Your resume should include a section that highlights your most

important skills that relate to the position you are applying for. Your
list of business skills should be written simply and clearly so that the
hiring manager can follow it effortlessly. Arrange your skills in a
logical structure that makes it easy to follow your progress in
mastering those skills. Focus on including the business skills that are
specifically listed in the job description or that you know the employer
is looking for.
Business skills for cover letter

Your cover letter is an effective way to quickly and concisely convey

your most valuable business skills to a potential employer. Select the
most important business skills for the position, and include those in a
brief and easy-to-read paragraph. Be sure to also include what you
know about the company as well as how you will be a good fit for the
position you are applying for.

What is Systems Theory of Management?

The Systems Theory of Management believes that any organization is
made up of various smaller subsystems which combine together to
form a unified system. For example, in business, these subsystems can
mean accounts, finance, marketing department, production, etc.
The underlying idea here is that each subsystem is in one way or
another influenced by developments in some other subsystem. The
interaction with the external environment is also considered by the
systems approach to marketing. The internal aspects are impacted by
environmental factors. The external environment also receives the
products of the organization.
The systems concept consider organizations to be an open system.
The subsystems that comprise it are dependent on each other and
have related processes. It is this mutual dependence and
communication between the various subsystems that ultimately
makes or breaks the business.
This management theory highlights the need for seeing these
subsystems as interconnected and dependant on each other rather
than treating them separately. It must account for the co-operation
between the divisions.
The internal and the external systems must also communicate freely
with each other. As an example, the production department will have
to rely on the inputs of the marketing department to design its
products.

The marketing systems concepts form the base of organizational

development.
Characteristics of an Organizational System
The systems approach to management has these distinguishing
characteristics.
1. Synergy
The combined contribution of the entire system is larger than the sum
total of the contributions of each department.
2. Holism
One development in one subsystem has an impact on the whole
complex system. This is because the system as a whole is made up of
these interconnected parts.
3. System Boundary
The external environment is also made up of various systems.
However, the organization is a distinct entity from the rest of the
environment.
4. Subsystems
An organization is a united system comprised of various subsystems.
These subsystems are closely interrelated and interdependent.
5. Closed Systems and Open Systems
The organization is an open system. It consists of various open
systems and closed systems. These very closed and open systems
form the entirety of it.
Components of an Organizational System
The system approach says that any system consists of five
components:
1. A Transformation Process – Operations Processes, Management Functions,
Employee Work Functions
2. Feedback – The inputs depend on the output results.
3. Inputs – Technology, Human Resources, Data, Investment, Raw Materials
4. The Environment – These are the aspects that comprise internal and external
elements. They influence the organization as a whole.
5. Outputs – Human Outcomes, Information, Financial Outcomes, Products or
Services
Advantages of a Systems Approach

The pros of this specific management system include:

1. Various organizations have been constructed from it. It forms the foundations of
these, such as Project Management Organization.
2. It takes randomness into account and does not try to predict.
 3. The interconnectedness of various divisions can be studied. These include
controlling, directing, organizing, and planning.
4. It helps in breaking down complex organizations and studying their processes
Disadvantages of a Systems Approach
The downsides of the systems approach are listed below:
1. The management does not get an insight into an approach that it may use.
2. The systems approach does not get into the details and can be seen as an
abstraction
3. Bigger businesses tend to be more complicated, and understanding the
organization can be more complex.
4. It does not refer to social and power misbalance and the motivating factors for
the same.
5. There are no specifications for application by managers in their work processes.
Therefore, it cannot be used as a guiding help.
6. It cannot highlight the details of the interdependence and engagement between
different departments.
Contributors to Systems theory
1. The Cooperative Systems was first brought to light by Chester Bernard in his
1938 work, Various Functions of an Executive.
2. Economist Herbert Simon published Administrative Behavior in 1947 to talk
about decision-making processes in businesses. He spoke about things such as
satisfaction, bounded rationality, and complex system processes.
3. In 1950 Biologist Ludwig von Bertalanffy expanded on the details of the General
Systems theory.
4. Contributions have also come from: J.D. Thompson, W. Buckley, Robert L. Kahn,
Deniel Katz, W.G. Scott, and Lawrence J. Henderson.
Features of Systems Approach
1. The subsystems cannot be understood as different systems. Instead, they must
be understood as a series of interconnected independent parts.
2. System concepts can be subdivided into constituent interrelated subsystems.
These subsystems interact in a way that ensures the net result is that of a
singular system.
3. The system itself can be influenced by the environment. External developments
impact its functions.
4. The system is distinct from its environment. It has internal components, and
these are separate from the external factors.
5. Systems interact with each other. There is a flow of objects, data, etc., between
them. What the system receives is altered by internal functions. It is then sent
back out to the environment.
The Importance of the Systems Approach Principle
Bertalanffy’s systems approach to management can be used in various
sectors. It involves observing two types of systems: closed systems
and open systems. These are comprised of personnel and tech. The
constituents of a system can also be divided into subsystems. The
subsystems of an open system also engage with the environment at
large such as other systems and customers.
Conclusion – Systems Management Theory
The systems approach to management highlights that an organization
is a complete system that comprises various subsystems. These
subsystems interact with each other. They influence each others’
processes. What this implies is that developments in one system have
an effect on the processes of every other system. Simultaneously, the
system as a whole is impacted.
This specific management system also accounts for the fact that the
system interacts with the environment. The system itself and its
subsystems are distinct from the environment; however, they do
influence each other. The organization receives its inputs from the
environment. At the same time, the environment is where the outputs
of the organization go to. The environment can comprise of other
systems and various other outPlanning Function of Management

Planning means looking ahead and chalking out future courses of

action to be followed. It is a preparatory step. It is a systematic
activity which determines when, how and who is going to perform a
specific job. Planning is a detailed programme regarding future
courses of action.
It is rightly said “Well plan is half done”. Therefore planning takes into
consideration available & prospective human and physical resources
of the organization so as to get effective co-ordination, contribution &
perfect adjustment. It is the basic management function which
includes formulation of one or more detailed plans to achieve optimum
balance of needs or demands with the available resources.
According to Urwick, “Planning is a mental predisposition to do things
in orderly way, to think before acting and to act in the light of facts
rather than guesses”. Planning is deciding best alternative among
others to perform different managerial functions in order to achieve
predetermined goals.
According to Koontz & O’Donell, “Planning is deciding in advance what
to do, how to do and who is to do it. Planning bridges the gap between
 where we are to, where we want to go. It makes possible things to
occur which would not otherwise occur”.
Steps in Planning Function
Planning function of management involves following steps:-

1. Establishment of objectives
a. Planning requires a systematic approach.
b. Planning starts with the setting of goals and objectives to be achieved.
c. Objectives provide a rationale for undertaking various activities as
well as indicate direction of efforts.
d. Moreover objectives focus the attention of managers on the end
results to be achieved.
e. As a matter of fact, objectives provide nucleus to the planning
process. Therefore, objectives should be stated in a clear, precise and
unambiguous language. Otherwise the activities undertaken are bound
to be ineffective.
f. As far as possible, objectives should be stated in quantitative terms.
For example, Number of men working, wages given, units produced,
etc. But such an objective cannot be stated in quantitative terms like
performance of quality control manager, effectiveness of personnel
manager.
g. Such goals should be specified in qualitative terms.
h. Hence objectives should be practical, acceptable, workable and
achievable.

2. Establishment of Planning Premises

a. Planning premises are the assumptions about the lively shape of
events in future.
b. They serve as a basis of planning.
c. Establishment of planning premises is concerned with determining
where one tends to deviate from the actual plans and causes of such
deviations.
d. It is to find out what obstacles are there in the way of business during
the course of operations.
e. Establishment of planning premises is concerned to take such steps
that avoids these obstacles to a great extent.
f. Planning premises may be internal or external. Internal includes
capital investment policy, management labour relations, philosophy of
 management, etc. Whereas external includes socio- economic,
political and economical changes.
g. Internal premises are controllable whereas external are non-
controllable.

3. Choice of alternative course of action

a. When forecast are available and premises are established, a number of
alternative course of actions have to be considered.
b. For this purpose, each and every alternative will be evaluated by
weighing its pros and cons in the light of resources available and
requirements of the organization.
c. The merits, demerits as well as the consequences of each alternative
must be examined before the choice is being made.
d. After objective and scientific evaluation, the best alternative is
chosen.
e. The planners should take help of various quantitative techniques to
judge the stability of an alternative.

4. Formulation of derivative plans

a. Derivative plans are the sub plans or secondary plans which help in
the achievement of main plan.
b. Secondary plans will flow from the basic plan. These are meant to
support and expediate the achievement of basic plans.
c. These detail plans include policies, procedures, rules, programmes,
budgets, schedules, etc. For example, if profit maximization is the
main aim of the enterprise, derivative plans will include sales
maximization, production maximization, and cost minimization.
d. Derivative plans indicate time schedule and sequence of
accomplishing various tasks.

5. Securing Co-operation
a. After the plans have been determined, it is necessary rather advisable
to take subordinates or those who have to implement these plans into
confidence.
b. The purposes behind taking them into confidence are :-
 i. Subordinates may feel motivated since they are involved in decision
making process.
ii. The organization may be able to get valuable suggestions and
improvement in formulation as well as implementation of plans.
iii. Also the employees will be more interested in the execution of these
plans.

6. Follow up/Appraisal of plans

a. After choosing a particular course of action, it is put into action.
b. After the selected plan is implemented, it is important to appraise its
effectiveness.
c. This is done on the basis of feedback or information received from
departments or persons concerned.
d. This enables the management to correct deviations or modify the plan.
e. This step establishes a link between planning and controlling function.
f. The follow up must go side by side the implementation of plans so that
in the light of observations made, future plans can be made more
realistic.
er elements