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Perspective management - H.R. Appannaian

Year 2009


PREFACEChapter 1. Management -An OverviewMeaning of ManagementThe Need for ManagementNature and Characteristics of ManagementScope of ManagementRole of ManagementAdministration and ManagementIs Management a Science or an Art?Is Management a Profession?Levels of Management1. Top Management2. Middle Management3. Supervisory Management (Lower Level Management)Functions of SupervisorsEffective SupervisionSummaryChapter 2. Management: Process and PrinciplesManagement Functions - ViewsPlanningOrganisingStaffingDirectingControllingManagement Functions and Managerial LevelsPrinciples of ManagementFunctional ManagersManager — TomorrowManagers and operational resourcesSummaryChapter 3. Social Responsibility of Management and EthicsMeaning of Social ResponsibilityTraditional Economic Gains and Social ResponsibilitiesFactors or Reasons for increased Social Consciousness among BusinessmenComponents or Areas of Social Responsibility1. Towards Owners of Enterprise2. Towards Worhers3. Towards Consumers4. Towards the Society5. Towards the Government6. Towards the Weaker Sections of Society7. Towards the Economic Policy of StateBalancing of Various InterestsHow can business be made to discharge Its responsibility?Social Responsibility and EthicsSocial Responsibility ModelsConstraints of Social ResponsibilityScope of Social Responsibility — How much?Strategies for Social ResponsibilitySocial Responsibility FactorsSummaryChapter 4. PlanningNature or Characteristics of PlanningEssentials of Good PlanImportance and Benefits or Advantages and Limitations of PlanningAdvantages of PlanningLimitations or Disadvantages of PlanningPlanning ProcessPlanning PremisesClassification of Planning PremisesPlanning — TypesPlanning MethodsStanding or Repeated use PlansPurpose of Planning (Objectives)Requirements of Sound ObjectivesAdvantages of ObjectivesObjective SettingApproaches to Objective Setting (or Goal Setting)PolicyCharacteristics of a Good PolicyKinds of PoliciesGuidelines for Effective Policy-makingProceduresFeatures of ProceduresDistinctions between Policies and ProceduresMethodsRulesStrategyDefinition and Characteristics of StrategyTypes of StrategiesSub-Strategies (or Minor Strategies)Usas of Standing PlansSingle-Use PlansProgrammasBudgetsBenefitsSummaryChapter 5. OrganisationNeed and PurposeOrganisational DesignViewing the OrganisationOrganisation as A ProcessOrganisations as a Framework of RelationshipThe Need for Organisation StructureTypes of Organisation StructureFactors Influencing Organisation StructurePrinciples of OrganisationTypes of OrganisationFormal and Informal OrganisationBenefits of Informal Organisation to its MembersBenefits of Informal Organisation to ManagementDisadvantages of Informal OrganisationHarmonising Informal and Formal OrganisationImportance of OrganisingOrganisation Charts and ManualsOrganisational ManualsAdvantages of Organisational Charts and ManualsDisadvantages of Charts and ManualsInternal Organisation StructureCharacteristics of Line OrganisationType of Line OrganisationAdvantages of Line OrganisationSuitability of Line OrganisationFunctional OrganisationIn the Planning DepartmentIn the FactoryFor the Entire JobFunctional ForemanshipFunctional Organisation at the TopAdvantages of Functional OrganisationDisadvantages of Functional OrganisationLINE AND STAFF ORGANISATIONType of StaffAdvantages of Line and Staff OrganisationDisadvantages of Line and Staff OrganisationImproving Line and Staff RelationshipMATRIX ORGANISATIONAn Incident - Matrix OrganisationAdvantages of Matrix StructuresLimitationsSelecting the Type of OrganisationCOMMITTEES IN ORGANISATIONKinds of CommitteesAdvantages of CommitteesDisadvantages of CommitteesSuggestions for Making Committees effectiveSummaryChapter 6. Delegation of AuthoritySources of AuthorityLimits of AuthorityResponsibilitiesAccountabilityDelegation of AuthorityProcess of DelegationImportance of DelegationAdvantages of Effective DelegationPrinciples of DelegationObstacles of DelegationA. On the Part of the ManagerB. On the Part of the SubordinatesEffective DelegationCentralisationAdvantagesDisadvantagesDecentralisationDistinctions between Delegation and DecentralisationAdvantages of DecentralisationDisadvantages of DecentralisationDegree of DecentralisationSummaryChapter 7. LeadershipDefinitions of LeadershipNatureSkillsDifferences between Leadership and ManagementImportance of LeadershipFormal and Informal LeadersFunctions of a LeaderTheories of Leadership1. Trait Theory2. Behavioural Theory of Leadership3. Situational TheoryLeadership StylesContinuum of Leadership StylesChoosing a Leadership StyleSituational TheorySummaryChapter 8. Decision-MakingImportance of Decision-makingTypes of DecisionsSteps in Decision-MakingWho Takes the Decision?Administrative Problems in Decision-makingSummaryChapter 9. CommunicationMeaning and Nature of CommunicationElements of Communication ProcessImportance of CommunicationTypes1. On the Basis of Organisational Structure2. On the Basis of Direction of Communication3. On the basis of Way of ExpressionBarriers to CommunicationPrinciples of Effective CommunicationSummaryChapter 10. ControllingNature and DefinitionScope or Areas of ControlNeed for Control1. To Measure Progress2. To Uncover Deviations3. To Indicate Corrective ActionImportance of ControlApproaches To Design ControlsControl Process or Essential Steps in Control ProcedurePlanning and ControlRelevance of ControlEssentials of Effective Control SystemMethods of Establishing Control (Control Stages)Problems in the Control ProcessFactors Determining Good ControlAdvantages of ControlLimitations of ControlSummaryChapter 11. Techniques of ControllingBudgeting or Budgetary controlEssentials of Effective Budgetary controlClassification of BudgetsAdvantages of Budgetary ControlLimitations of Budgetary ControlNon Budgetary Control Devices(1) Cost Control(2) Managerial Statistics(3) Internal Audit(4) Production Control(5) Personal Observation(6) External Audit .Control(7) Standing Orders, Limitations, etc(8) Inventory Control(9) Reports(10) Special Reports(11) Pert and CPM(12) Marketing Control(13) Quality Control(14) Financial Controls(15) Information Control(16) Responsibility AccountingSummaryChapter 12. Management of ChangeManagement of ChangeMeaning and DefinitionNature of Work ChangeTypos of Management Change1. Transformational Change2. Revolutionary Change3. Evolutionary Change4. Developmental ChangeOther Types of ChangeBasic Premises Regarding ChangeImplementing ChangeFactors of Change — The Organisational Work SettingLevels of ChangeLewins Three-Step Change ModelRoles of Change AgentRole of a Change AgentReasons for Resistance to ChangeStrategies to Minimize Resistance to ChangeEducation and CommunicationOvercoming Resistance to ChangeSummary
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