Subject Code: IMT-01

Subject Name : Management Process

& Organization

Objective: The objective of the course is to make students aware of environmental changes and to show them how effective managers are adapting. The emphasis will be on the conceptual developments in the area of planning, organizing, leading and controlling managerial functions. The course also elaborates on conceptual framework of leadership and the role of managers as leaders and change agents. Contents : NATURE OF MANAGEMENT Management Defined, Nature of Management, Scope of Management, Need for Management, Management and Administration, Management-A Science or an Art, Management Levels, Toplevel managers, Middle level managers, First level supervisory managers, General versus Functional managers MANAGERIAL ROLES, FUNCTIONS AND SKILLS Management Functions, Planning, Organising, Staffing, Directing, Controlling, Managerial Roles, Interpersonal Roles, Informational Roles, Decisional Roles, Managerial Skills, Technical Skills, Human Skills, Conceptual skills, Diagnostic Skills, , Communicational Skills, Political Skills EVOLUTION OF MANAGEMENT THOUGHT Classical Approach, Bureaucracy, The Scientific Management Stage, Contribution by F.W. Taylor - Scientific Management, Contribution by Henry Fayol - Principles of Management, Contribution by Peter F. Drucker MBO COORDINATION Meaning and Definition of Coordination, Characteristics of coordination, Need for coordination, Types of coordination, Principles of coordination, Independence and coordination, Approaches for achieving effective coordination, Techniques of coordination PLANNING AND FORECASTING Planning: An Overview, Importance of Planning, Advantages and potential , disadvantages of planning, Principles of Effective Planning, Plan types , Levels of Planning , Contingency planning, Forecasting, Techniques of Forecasting, , Forecasting Demand and Supply MBO AND SYSTEMS APPROACH Characteristics of Objectives, Organisational Objectives, Characteristics of sound objectives, Hierarchy of objectives, Management by Objectives (MBO), Objectives of MBO, The MBO Process, Advantages of MBO, Disadvantages of MBO, Suggestions for improving the effectiveness of MBO, The Systems Approach to Management DECISION MAKING AND CREATIVITY Managerial Decision Making, Defining a Problem, Structure of problems, The problem pointers, Factors Affecting Decision Making, Steps in Decision Making, Rational Decision Making, Creativity FUNDAMENTALS OF ORGANISING What is an Organisation, Importance of Organising, Guidelines for effective organization, , The Organisation Process, Formal and Informal organization STRUCTURAL DESIGN AND DEPARTMENTATION Organisational Structure: Design, Steps in the Organisational Structuring, Benefits of a Good Organisational; Structure, Mechanistic Versus Organic Structures, Determinants of Organisational Structure, Types of Organisational Structures, The Line Structure, Line and Staff Structure, Departmentation, The Functional Structure, Divisional Structure, Organisational Chart Management Process & Organization. ..................... Page 1 of 5 ............................................................................... IMT-01

SPAN OF MANAGEMENT What is Span of Management, Span of Control and Levels of Organisation, Narrow span structure, Wide span structure, Graicunas Theory, Factors Affecting Span of Management , Limitations of Span of Management DELEGATION OF AUTHORITY Concept of Authority, Characteristics of Authority, Sources of Authority, Scope of Authority, Delegation of Authority, Principles for Delegation, Process of Delegation, Advantages of Delegation, Problems with Delegation, Personal Factors as Barriers to Delegation, Reluctance of Executives, Reluctance of Subordinates, Overcoming Obstacles CENTRALISATION AND DECENTRALISATION Centralisation versus Decentralisation, Factors Determining the Need for Centralisation and Decentralisation, Advantages of centralization, Advantages of decentralization LINE AND STAFF RELATIONSHIP Line and Staff Structure, Line and Staff Conflicts, Achieving Cooperation Between Line and Staff, Line Authority Relationship, Staff Authority Relationship NATURE, PROCESS AND TECHNIQUES OF CONTROLLING The Controlling Process, Establishing standards, Measuring performance, Measuring devices, Comparing measured performance with performance standards, , Taking Corrective Action, Essentials of Effective Control System, Techniques of Managerial Control, Traditional control technique, Modern control techniques, Feed-forward controls, Feedback Control, Behavioural Implications of Control, Behavioural Guidelines for Effective Control CORPORATE ETHICS AND SOCIAL RESPONSIBILITY Meaning of Ethics, Ethical Concepts, Business Values, The Concept of Social Responsibility, Causes of growing awareness for Social Responsibility, Arguments in favour of Social Responsibility, Arguments against Social Responsibility, Comparative Study: Japanese Management and Z Culture of American Companies

Notes:
a. b. c. d. Write answers in your own words as far as possible and refrain from copying from the text books/handouts. Answers of Ist Set (Part-A), IInd Set (Part-B), IIIrd Set (Part C) and Set-IV (Case Study) must be sent together. Mail the answer sheets alongwith the copy of assignments for evaluation & return. Only hand written assignments shall be accepted. 5 Questions, each question carries 1 marks. 5 Questions, each question carries 1 marks. 5 Questions, each question carries 1 marks. Confine your answers to 150 to 200 Words. Two Case Studies : 5 Marks. Each case study carries 2.5 marks.

A. First Set of Assignments: B. Second Set of Assignments: C. Third Set of Assignments: D. Forth Set of Assignments:

ASSIGNMENTS
FIRST SET OF ASSIGNMENTS Marks Assignment-I = 5

PART A
1. F.W. Taylor is called the father of scientific management. Discuss his contribution and its importance in the current scenario. 2. Mention the characteristics of Distributive and Integrative bargaining. 3. Mention the advantages and limitations of bureaucracy. 4. List out the barriers to communication and how they can be overcome.
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5. Creativity, though at times not tangible is an essential ingredient of organizational growth. Explain the creative problem solving process.
SECOND SET OF ASSIGNMENTS Assignment-II = 5 Marks

PART B
1. Distinguish between divisional and matrix organization. 2. MBO is a goal oriented process. Discuss five advantages and disadvantages of the MBO process and give two suggestions for improving its effectiveness. 3. List and explain the factors that contribute towards group cohesiveness. 4. The success of the organization as a whole depends upon the harmonial relations among all interdependent groups. Are there circumstances where a moderate degree of conflict is actually beneficial to the individuals and the organizations? If so, what can the management do to maintain such degree of conflict? 5. How is Transactional Analysis (TA) relevant in dealing with people and situations?

THIRD SET OF ASSIGNMENTS

Assignment-III = 5 Marks

PART C
1. Explain the concept of group-think. Identify the symptoms of groupthink. How does it affect the quality of decisions? 2. Define an organization and mention the key elements. Discuss five guidelines for effective organization. 3. Give a brief account of the evolution of management thought from the early pioneers to the modern experts 4. Discuss the primary functions of management. 5. Discuss the importance of McKinseys 7-S framework for effective management.
FOURTH SET OF ASSIGNMENTS Assignment-IV = 2.5 Each Case Study

CASE STUDY - I
Be Careful What You Wish For: From the Middle

Sharbari was delighted when she was promoted as the Regional Sales Controller of a leading chemical producer, where she had been employed for the last three years. It was a big boost in responsibility and would enable her to participate in the incentive compensation program. Now that he was facing her first end-of-the quarter Sales Report, however, she wondered what she had got herself into.

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A major customer has placed a large order just one week before the end of the quarter, but they do not want delivery till the middle of the next quarter. The Sales Director of Sharbaris group wants to recognize the revenue now, thereby ensuring the maximum bonus for his group for the quarter.

This means processing the order, shipping the product to a warehouse and bearing the carrying costs until shipment to the customer.

Sharbari feels pressure from all sides. When she used to sit in the Accounting department, she saw the costs of such revenue recognition problems - it involved the cost of sending messages to all levels of the organization that it is OK to blame the system; the loss of information and distortion in expectation that jeopardized effective decision-making; the cost of cleaning up of the records when the distortion in expectation that jeopardized effective decision-making; the cost of cleaning up records when the distortion eventually came to light; and so on. She still reports to her old team and she knows that they are counting on her to make the right decisions on this kind of thing.

On the other hand, she wants the Sales Director and her new units General Manager to consider her as one of the team. She wants to earn their trust and respect.

Questions 1. What are the sources of conflict for Sharbari? 2. What is at stake for the parties concerned? 3. What arguments can Sharbari use to influence those with whom she disagrees? 4. What actions do you recommend for dealing with this and similar situations in future?

CASE STUDY-II
Following is the excerpt from an interview of Adi B.Godrej, Chairman, Godrej Group.

Q. Some people who worked with Godrej a few years back and have since left, remember the Group as a great place to get started but lacking a sieve to subsequently separate the performers from the laggards. Has this worried you?

A: We have changed a lot since. I would agree with their evaluation, five to six years ago. That is why I said that whilst we have been human resource development oriented, we need to become much more so. We have done a lot of positive work in that direction in the last couple of years and will do more in the next three years.

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But remember, this happens in all good companies. In which good company do people not leave at that stage? After all, the room at the top is always less than at the bottom. So people have to leave. The challenge is, that our not-so-good performers should leave and not our very good performers.

Questions 1. What are the challenges the group faces if their managers wanted to retain the good performers and allow not-so-good-performers to leave? 2. Advise effective solutions for achieving Mr.Godrejs goal?

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