O4 Fundamentals of Management PDF - Study Scheme 2018

Study Scheme 2018 (Updated in 2023) O4 – FUNDAMENTALS OF MANAGEMENT OPERATIONAL LEVEL-2 INTRODUCTION...

Study Scheme 2018 (Updated in 2023) O4 – FUNDAMENTALS OF MANAGEMENT OPERATIONAL LEVEL-2 INTRODUCTION LEARNING OUTCOMES This course consists of introduction to management, On completion of this course, students will be able to: management of relationships, global business  Understand the basic concepts of management environment, operations management, human capital  Learn planning and decision-making process management and marketing management. This will help  Apply leadership skills and learn how to motivate the students to Identify, correlate and apply these concepts employees to other core subjects of Professional stages for decision-  Comprehend the concepts of power, bureaucracy, making. authority, responsibility, leadership and delegation;  Apply the theories of control; OBJECTIVE  Comprehend the nature of conflict, identify its causes This course enables the students to: and alternative approaches to management of  Understand the basic approaches of organizational conflict; management,  Elucidate the terms culture, organization culture,  Understand methods and procedures to manage the cross-cultural leadership and the importance of employees in organization, organizational culture;  Understand the techniques used for negotiation and  Know the global business environment and it's communication within the organization influences  Understand the business environment within the social, political, economical and global context. INDICATIVE GRID PART SYLLABUS CONTENT AREA WEIGHTAGE INTRODUCTION TO MANAGEMENT 1 Management Definition and Functions A 30% 2 Basics of Management Process 3 Key concepts in Management MANAGEMENT OF RELATIONSHIPS 4 Planning 5 Control B 55% 6 Leadership and Motivation 7 The financial function; conflict 8 Culture GLOBAL BUSINESS ENVIRONMENT 9 Social, political and economic context C 15% 10 Type of organization 11 Governance and Regulation TOTAL 100% Note: The weightage shown against each section indicates, study time required for the topics in that section. This weightage does not necessarily specify the number of marks to be allocated to that section in the examination. DETAILED CONTENTS PART - A  Quantitative & Behavioral approaches of INTRODUCTION TO MANAGEMENT Management  Human Relations Management: 1. Management Definition and Functions o Describe with examples Theory by Elton Mayo,  Concept of Management & Manager Maslow hierarchy theory of need, Herzberg’s  Role of the Manager Two-Factor Theory, McClelland’s Theory of  Functions and Responsibilities of Managers Needs  Differentiate between Manager and Leader o Explain Modern HR concepts  The Concepts of Power, Bureaucracy, Authority,  Leadership and Delegation of Power 2. Basics of Management Process  Who is a leader and types of leaders  Management by Objectives (Define and Discuss  Authority and Responsibility Drucker’s Key Objectives)  Delegation:  Explain the basic steps of the overall performance o Effective delegation and its process system of MBO. o Benefits of delegation  Theories of Leadership: o Problems of delegation o Discuss using simple examples different  What is Management? theories of leadership (trait theories, Style  Historical Background of Management Theories, Behavioral theories)  Define manager and narrate classifications of o Contingency theories (Likert four systems of managers management, McGregor- Theory X and Theory  Theories of management, Y, Kurt Lewin theory, Tannenbaum and  Classical theories (Scientific management theory, Schmidt continuum of leadership style, Blake administrative management by Fayol and MAX and Mouton-Management Grid, Action centered Weber theory) model by Adair, Fielder contingency model and 1  Study Scheme 2018 (Updated in 2023) Situational leadership by Hersey and Blanchard) 7. The financial function; conflict  Define finance function and the Role of the Finance 3. Key concepts in Management Function in management  Role of the Manager  What is conflict? Differentiate between constructive  Power. Authority, Responsibility and Delegation and destructive conflict  Management and Leadership (Differentiate)  The Nature of Conflict (Horizontal and Vertical  Organizational Flexibility conflicts)  Discipline (Positive and Negative Discipline,  Causes of Conflict (with reference to Mainwaring, Disciplinary Situation and Disciplinary procedure) Dessler and unitary and pluralist perspectives)  Grievance (Describe Grievance procedure and  Managing Conflict effective resolution of grievance)  Termination of Contract (Types of Contracts, Reason behind termination of contract in 8. Culture organizations)  What is Culture?  Equal Opportunities (purpose of equal  Organization Culture opportunities policy and practical steps to ensure  Culture and Structure the effectiveness of equal opportunities policies in  Influences on culture organization)  Models of categorizing cultures  The Practical Implications of Legislation (Discuss  Management of different cultures the impact of legislation in organization)  Culture and Strategy  Diversity (purposes and benefits of diversity  Cross-Cultural Leadership policies) PART - C PART - B GLOBAL BUSINESS ENVIRONMENT MANAGEMENT OF RELATIONSHIPS 9. Social, political and economic context 4. Planning  Types /dimensions of Environment  What is planning?  The PESTEL and Environment  Why do managers plan?  The Global Business Environment, globalization,  Planning and performance global perspective types of international  Definition of goal and types of goals organization and global environment  What is plan and types of plans  International Environment Influences, Explain the  Approaches to setting goals areas that drive competitive advantage of nations  Developing plans defined by porter’ Diamond) outsourcing and off  Approaches to planning shoring  How can managers use environmental scanning  Economic Context (Investigate Economic Context on local and international perspectives) 5. Control  Emerging Economies (Discuss the features of  Define control, types of organizational control and Emerging Economies) levels of control in an organization.  Theories of Control (Theory of performance 10. Type of organization management)  Different Types of Organization and organization  Effective Internal Control Systems structures  Performance Appraisal, Management-Controlling  Culture Diversity and the Global Organization the individual monitoring, evaluation employee  The Mckinsey 7 S Model of effective business work elements  Controlling Health and Safety 11. Governance and Regulation 6. Leadership and Motivation  Government Intervention in Business  Define groups and teams  Government and the Macroeconomic Environment  Types of groups and teams under different Market Regulation situations  Corporate Governance:  Stages of team development o Explain the responsibility of organizations to  Team performance models (Belbin-team roles, maintain appropriate standards/Codes of Role theory, Vaill: high performance teams, Steiner corporate governance model, Integration and organization, Handy group o Discuss the concept of Corporate Governance effectiveness and Dec-High performance team) regulations issued by SECP  Leading, Managing and Motivating Teams  Corporate Social Responsibility:  Mentoring: o Define Social responsibility o What is Mentoring? Describe term Mentor, Role o Importance of Social responsibility of a mentor and benefits of mentoring o Identify the social responsibilities of business  Define corporate governance organizations to internal and external  Pillars of Corporate Governance stakeholders meet the needs of internal and  Benefits of Corporate Governance external stakeholders.  Code of Corporate governance in different type of organization 2