Perspective management

PREFACEManagement -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 ManagementTop ManagementMiddle ManagementSupervisory Management (Lower Level Management)Functions of SupervisorsEffective SupervisionSummaryManagement: Process and PrinciplesManagement Functions - ViewsPlanningOrganisingStaffingDirectingControllingManagement Functions and Managerial LevelsPrinciples of ManagementFunctional ManagersManager — TomorrowManagers and operational resourcesSummarySocial 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 ResponsibilityTowards Owners of EnterpriseTowards WorhersTowards ConsumersTowards the SocietyTowards the GovernmentTowards the Weaker Sections of SocietyTowards 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 FactorsSummaryPlanningNature 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 PlansProgrammasBudgetsBenefitsSummaryOrganisationNeed 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 effectiveSummaryDelegation 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 DecentralisationSummaryLeadershipDefinitions of LeadershipNatureSkillsDifferences between Leadership and ManagementImportance of LeadershipFormal and Informal LeadersFunctions of a LeaderTheories of LeadershipTrait TheoryBehavioural Theory of LeadershipSituational TheoryLeadership StylesContinuum of Leadership StylesChoosing a Leadership StyleSituational TheorySummaryDecision-MakingImportance of Decision-makingTypes of DecisionsSteps in Decision-MakingWho Takes the Decision?Administrative Problems in Decision-makingSummaryCommunicationMeaning and Nature of CommunicationElements of Communication ProcessImportance of CommunicationTypesOn the Basis of Organisational StructureOn the Basis of Direction of CommunicationOn the basis of Way of ExpressionBarriers to CommunicationPrinciples of Effective CommunicationSummaryControllingNature and DefinitionScope or Areas of ControlNeed for ControlTo Measure ProgressTo Uncover DeviationsTo 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 ControlSummaryTechniques 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 AccountingSummaryManagement of ChangeManagement of ChangeMeaning and DefinitionNature of Work ChangeTypos of Management ChangeTransformational ChangeRevolutionary ChangeEvolutionary ChangeDevelopmental 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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