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Home arrow Management arrow Perspective management

A short course of lectures
«Perspective management»

StrategyOrganisation Charts and ManualsTowards the Weaker Sections of SocietyHarmonising Informal and Formal OrganisationPrinciples of OrganisationProblems in the Control ProcessMethodsSocial Responsibility and EthicsDefinitions of LeadershipSub-Strategies (or Minor Strategies)Components or Areas of Social ResponsibilityTypesLeadership StylesMeaning of Social ResponsibilityTheories of LeadershipTowards the Economic Policy of StateFactors Influencing Organisation StructureDevelopmental ChangeManagement Functions and Managerial LevelsScope of ManagementObstacles of DelegationLevels of ManagementDistinctions between Delegation and DecentralisationClassification of BudgetsTypes of DecisionsOrganisation as A ProcessStaffingContinuum of Leadership StylesBudgeting or Budgetary controlSelecting the Type of OrganisationEducation and CommunicationFeatures of ProceduresDelegation of Authority(1) Cost ControlB. On the Part of the SubordinatesControl Process or Essential Steps in Control Procedure(16) Responsibility AccountingImplementing ChangeLINE AND STAFF ORGANISATIONNature or Characteristics of PlanningPlanningAdvantages of CommitteesAdvantages of Line and Staff OrganisationFormal and Informal OrganisationKinds of PoliciesLimitationsSources of AuthorityPlanningEvolutionary Change(8) Inventory ControlImproving Line and Staff RelationshipA. On the Part of the Manager(14) Financial ControlsCentralisationLimits of AuthorityLimitations of ControlNature and DefinitionDisadvantagesAdvantages of DecentralisationRole of ManagementBehavioural Theory of LeadershipWho Takes the Decision?Constraints of Social ResponsibilityAdvantages of Organisational Charts and ManualsBenefits of Informal Organisation to ManagementStrategies for Social ResponsibilityTowards WorhersImportance of Decision-makingIn the FactoryOrganisations as a Framework of RelationshipSkillsManagement -An OverviewProceduresIn the Planning DepartmentSituational TheoryDirectingEssentials of Effective Control SystemLewins Three-Step Change ModelDisadvantages of CommitteesResponsibilitiesFunctions of SupervisorsStanding or Repeated use PlansProcess of DelegationReasons for Resistance to ChangeMiddle ManagementDisadvantages of Informal OrganisationTypes of StrategiesPREFACECharacteristics of Line OrganisationPlanning — TypesTowards the GovernmentTop ManagementTypes of Organisation StructureFactors Determining Good ControlOrganisationAn Incident - Matrix OrganisationEssentials of Effective Budgetary controlBalancing of Various InterestsImportance and Benefits or Advantages and Limitations of PlanningMeaning of ManagementApproaches To Design ControlsAdvantages of ControlFunctional ManagersImportance of DelegationCommunicationAdministration and ManagementPrinciples of DelegationImportance of CommunicationAdvantages of Budgetary ControlOn the basis of Way of ExpressionElements of Communication ProcessEffective DelegationMeaning and Nature of Communication(11) Pert and CPMImportance of LeadershipManagement: Process and PrinciplesAdministrative Problems in Decision-makingSituational Theory(10) Special ReportsAdvantages of Functional OrganisationSingle-Use PlansRole of a Change AgentRelevance of ControlNeed for ControlHow can business be made to discharge Its responsibility?Other Types of ChangeNature and Characteristics of ManagementBenefitsTowards Owners of EnterpriseManager — TomorrowLevels of Change(9) ReportsAccountabilityPrinciples of ManagementFormal and Informal LeadersChoosing a Leadership Style(2) Managerial StatisticsNatureDisadvantages of Functional OrganisationGuidelines for Effective Policy-makingDisadvantages of DecentralisationTransformational ChangeFunctional OrganisationRevolutionary ChangeImportance of OrganisingThe Need for ManagementPlanning and ControlObjective SettingViewing the OrganisationManagers and operational resourcesSuitability of Line OrganisationScope or Areas of ControlSupervisory Management (Lower Level Management)Disadvantages of Line and Staff OrganisationTechniques of ControllingTo Indicate Corrective ActionManagement of ChangeSuggestions for Making Committees effectiveFactors of Change — The Organisational Work SettingMATRIX ORGANISATIONOvercoming Resistance to ChangeBenefits of Informal Organisation to its Members(7) Standing Orders, Limitations, etcPolicyPrinciples of Effective CommunicationThe Need for Organisation StructureLimitations or Disadvantages of PlanningIs Management a Profession?ControllingRoles of Change Agent(4) Production ControlFunctional Organisation at the TopOn the Basis of Organisational StructureKinds of CommitteesBasic Premises Regarding ChangeTo Uncover DeviationsMeaning and DefinitionApproaches to Objective Setting (or Goal Setting)COMMITTEES IN ORGANISATIONAdvantages of ObjectivesManagement Functions - ViewsDecision-MakingLeadershipRulesAdvantages of Line OrganisationTypos of Management ChangeDegree of DecentralisationBudgetsImportance of ControlAdvantages of PlanningStrategies to Minimize Resistance to ChangeScope of Social Responsibility — How much?Barriers to CommunicationManagement of ChangeEffective SupervisionFunctional Foremanship(6) External Audit .ControlTraditional Economic Gains and Social ResponsibilitiesCharacteristics of a Good PolicyTypes of OrganisationTowards the SocietyMethods of Establishing Control (Control Stages)Nature of Work ChangeDecentralisation(3) Internal AuditNon Budgetary Control DevicesFor the Entire JobOrganisingClassification of Planning PremisesTrait TheoryType of Line OrganisationAdvantagesDefinition and Characteristics of StrategyPurpose of Planning (Objectives)Advantages of Matrix StructuresFactors or Reasons for increased Social Consciousness among BusinessmenProgrammasType of StaffOrganisational Design(15) Information ControlDistinctions between Policies and ProceduresTo Measure ProgressTowards ConsumersNeed and PurposeSteps in Decision-MakingLimitations of Budgetary ControlPlanning Premises(5) Personal Observation(12) Marketing ControlUsas of Standing PlansDifferences between Leadership and ManagementInternal Organisation StructureFunctions of a LeaderRequirements of Sound ObjectivesSocial Responsibility ModelsSocial Responsibility FactorsPlanning MethodsOn the Basis of Direction of CommunicationAdvantages of Effective DelegationDelegation of AuthorityOrganisational ManualsPlanning ProcessSocial Responsibility of Management and EthicsEssentials of Good Plan(13) Quality ControlIs Management a Science or an Art?ControllingDisadvantages of Charts and Manuals
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