Heinz Weihrich, Mark.V. Cannice and Harold Koontz
Management: A Global, Innovative, and Entrepreneurial Perspective
14th Edition, 2013
McGraw Hill - Higher Education
Principles and Practice of Management - Brief Notes on Issues and Themes - Learning Objectives of Each Chapter
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Part 1: The Basis of Global Management Theory and Practice
1. Management: Science, Theory, and Practice
Learning Objectives and Brief Notes
• Explain the nature and purpose of management
• Understand that management, as used in this book, applies to all kinds of organizations and to managers at all organizational levels
• Recognize that the aim of all managers is to create a surplus
• Identify the trends in information technology and globalization
• Explain the concepts of productivity, effectiveness, and efficiency
• Describe the evolution of management and some recent contributions to management thought
• Describe the various approaches to management, their contributions, as well as their limitations
• Show how the management process, or operational process, approach to management theory and science has a basic core of its own and draws from other approaches
• Realize that managing requires a systems approach and that practice must always take into account situations and contingencies
• Define the managerial functions of planning, organizing, staffing, leading, and controlling
1. Koontz and O’Donnell – Weihrich
"Management is the process of designing and maintaining an environment in which individuals, working together in groups, effectively and efficiently, accomplish selected aims."This definition implies:
1. As managers, people carry out the managerial functions of planning, organizing, staffing, leading, and controlling.
2. Management applies to any kind of organization.
3. It applies to managers at all organizational levels.
Management definition implies
4. The aim of all managers is the same: to create a surplus.
5. Managing is concerned with productivity; this implies effectiveness and efficiency.
Management Definition – Narayana Rao
Management of an organization is the process of establishing objectives and goals of the organization periodically, designing the work system and the human organization structure, and maintaining an environment in which individuals, working together in groups, accomplish their aims and objectives and goals of the organization effectively and efficiently. (3rd December 2008)
Implications of Definition of Narayana Rao’s Management Definition
(i) Management is a process.
(ii) Management applies to every kind of organization, government, profit making, or nonprofit making.
(iii) It applies to managers at all levels in the organization.
Management - Effectiveness and Efficiency Implication
(iv) Management is concerned with effectiveness and efficiency.
Effectiveness is producing the product or service the customer wants in business context with the required functional benefits and product attributes at the price he is willing to pay.
Efficiency is minimization of resources to produce the saleable output.
Explain the concepts of productivity, effectiveness, and efficiency
Aim of the managers: "To increase productivity."
Let us define productivity as the out-input ratio within a time period with due consideration for quality. We many relevant output is acceptable output satisfying specifications.
Effectiveness is the achievement of objectives.
Efficiency is the achievement of the ends (objectives/goals) with the least amount of resources.
2. Management and Society: The External Environment, Social Responsibility, and Ethics
Learning Objectives
• Describe the nature of the pluralistic society and selected environments
• Explain the social responsibility of managers and the arguments for and against the social involvement of business
• Understand the nature and importance of ethics in managing and ways to institutionalize ethics and raise ethical standards
• Recognize that some ethical standards vary in different societies
• Realize that trust is the basis for human interaction
3. Global, Comparative, and Quality Management
Learning Objectives
• Discuss the nature and purpose of international business and multinational corporations
• Understand country alliances that form trade blocs
• Appreciate cultural and country differences and their implications for managing
• Recognize the differences in managing in selected countries
• Describe the managerial practices in Japan and Theory Z
• Understand the factors that influence the competitive advantages of nations, according to Michael Porter
• Recognize the major contributions to quality management and describe the Baldrige quality award, ISO 9000, and the European Quality Award
Part 2: Planning
4. Essentials of Planning and Managing by Objectives
Learning Objectives
• Understand what managerial planning is and why it is important
• Identify and analyze the various types of plans and show how they relate to one another
• Outline and discuss the logical steps in planning and see how these steps are essentially a rational approach to setting objectives and selecting the means of reaching them
• Explain the nature of objectives
• Describe how verifiable objectives can be set for different situations
• Outline the evolving concepts in management by objectives (MBO)
• Understand the model of the systems approach to MBO
• Describe the benefits of MBO
• Recognize the weaknesses of MBO and suggest ways to overcome them
1. Planning is the most basic of all managerial functions. Planning involves seeking mission and objectives and deciding on the actions to achieve them; it requires decision making. Planning implies innovation - new ways to achieve desired objectives effectively and efficiently. Planning provides the design for the bridge that takes us from where we are to where we want to go. Plans furnish the standards or targets which are used in control process.
2. Various types of plans - Mission or purpose - Objectives - Goals - Strategy - Policy - Program - Budget - Rule
3. Rational Approach to Planning
4, Management by Objectives
5. Nature of Objectives
6. Setting Verifiable Objectives
7. Evolving concepts in MBO
8. Systems Appraoch to MBO
9. Benefits of MBO
10. Weakenesses of MBO
5. Strategies, Policies, and Planning Premises
Learning Objectives
• Explain the nature and purpose of strategies and policies
Strategy refers to the determination of mission (or the fundamental purpose) and the basic long term objectives of an enterprise, followed by the adoption of courses of action and allocation of resources necessary to achieve these aims.
• Describe the strategic planning process
• Understand the TOWS Matrix and the business portfolio matrix
• Describe some major kinds of strategies and policies and the hierarchy of strategies
• Identify Porter’s generic strategies
• Discuss the nature of premises and forecasts
6. Decision Making
Learning Objectives
• Analyze decision making as a rational process
• Develop alternative courses of action with consideration of the limiting factor
• Evaluate alternatives and select a course of action from among them
• Differentiate between programmed and nonprogrammed decisions
• Understand the differences between decisions made under conditions of certainty, uncertainty, and risk
• Recognize the importance of creativity and innovation in managing
Part 3: Organizing
7. The Nature of Organizing, Entrepreneuring, and Reengineering
Learning Objectives
• Realize that the purpose of an organization structure is to establish a formal system of roles
• Understand the meaning of organizing and organization
• Draw a distinction between formal and informal organization
• Show how organization structures and their levels are due to the limitation of the span of management
• Recognize that the exact number of people a manager can effectively supervise depends on a number of underlying variables and situations
• Describe the nature of entrepreneuring and intrapreneuring
• Understand the key aspects and limitations of reengineering
• Demonstrate the logic of organizing and its relationship to other managerial functions
• Appreciate that organizing requires taking situations into account
8. Organization Structure: Departmentation
Learning Objectives
• Identify the basic patterns of traditional departmentation and their advantages and disadvantages
• Analyze matrix organizations
• Explain strategic business units
• Examine organization structures for global enterprises
• Understand the virtual and boundaryless organizations
• Recognize that there is no single best pattern of departmentation
9. Line/Staff Authority, Empowerment, and Decentralization
Learning Objectives
• Understand the nature of authority, power, and empowerment
• Distinguish between line, staff, and functional authority
• Discuss the nature of decentralization, centralization, and delegation of authority
• Recognize the importance of obtaining balance in the centralization and decentralization of authority
10. Effective Organizing and Organization Culture
Learning Objectives
• Avoid mistakes in organizing by planning
• Show how organizing can be improved by maintaining flexibility and by making staff more effective
• Avoid conflict by clarifying the organization structure and ensuring an understanding of organizing
• Promote and develop an appropriate organization culture
Part 4: Staffing
11. Human Resource Management and Selection
Learning Objectives• Define the managerial function of staffing
• Describe the systems approach to human resource management
• Explain the management inventory and the factors in the external and internal environments affecting staffing
• Explain the policy of open competition and ways to make staffing more effective
• Summarize important aspects of the systems approach to manager selection
• Analyze position requirements, important characteristics of job design, and personal characteristics needed in managers
• Describe the process of matching manager qualifications with position requirements
• Discuss the orientation and socialization process for new employees
12. Performance Appraisal and Career Strategy
Learning Objectives
• Recognize the importance of effectively appraising managers
• Identify the qualities that should be measured in appraising managers
• Present a system of managerial appraisal based on evaluating performance against verifiable objectives and performance as a manager
• Describe the team approach to evaluation
• Recognize the rewards and stress of managing
• Identify important aspects of career planning
13. Managing Change through Manager and Organization Development
Learning Objectives
• Distinguish between manager development, managerial training, and organization development
• Discuss the manager development process and training
• Describe the various approaches to manager development
• Identify changes and sources of conflict and show how to manage them
• Describe the characteristics and process of organization development
• Understand the learning organization
Part 5: Leading
14. Human Factors and Motivation
Learning Objectives
• Define the nature of leading and leadership
• Describe the basic human factors that affect managing
• Explain the meaning of motivation
• Describe the various theories of motivation and their strengths and weaknesses
• Analyze motivational techniques, with emphasis on the role of money, participation, the quality of working life, and job enrichment
• Present a systems and situational approach to motivation
15. Leadership
Learning Objectives
• Define leadership and its ingredients
• Describe the trait approaches and charismatic leadership approach and their limitations
• Discuss various leadership styles based on the use of authority
• Identify the two dimensions of the managerial grid and the resulting extreme leadership styles
• Recognize that leadership can be seen as a continuum
• Explain the contingency approach to leadership
• Describe the path–goal approach to leadership effectiveness
• Distinguish between transactional and transformational leaders
16. Committees, Teams, and Group Decision Making
Learning Objectives
• Explain the nature of various types of committees and groups
• Outline the reasons why committees and groups are used, with special attention to their use in decision making
• Present the disadvantages of committees, especially in decision making
• Discuss the requirements for using committees effectively
• Explain various group concepts
• Understand the nature of teams, team building, self-managing teams, and virtual teams
• Recognize conflict in committees, groups, and organizations
17. Communication
Learning Objectives
• Describe the purpose of communication and the basic communication process
• Explain the flow of communication in an organization
• Describe the characteristics of written, oral, and nonverbal communication
• Identify barriers and breakdowns in communication and suggest approaches to improve it
• Understand the role of the electronic media in communication
Part 6: Controlling
18. The System and Process of Controlling
Learning Objectives
• Describe the steps in the basic control process
• Enumerate and explain the critical control points, standards, and benchmarking
• Illustrate applications of the feedback system
• Understand that real-time information will not solve all the problems of management control
• Show that feedforward control systems can make management control more effective
• Describe some of the most widely used techniques of overall control of an enterprise
• Recognize the use and problems of management audits by accounting firms
• Understand the difference between bureaucratic and clan control
• List and explain the requirements for effective controls
19. Control Techniques and Information Technology
Learning Objectives
• Explain the nature of budgeting and the types of budgets
• Describe zero-base budgeting
• Discuss nonbudgetary control devices
• Explain time–event network analysis as a major technique of planning and control
• Understand the nature and applications of information technology
• Recognize the importance of computers in handling information
• Explain the opportunities as well as challenges created by the new information technology
20. Productivity, Operations Management, and Total Quality Management
Learning Objectives
• Identify the nature of productivity issues and suggest ways to improve effectiveness and efficiency
• Describe production and operations management as an applied case of managerial planning and control
• Understand the operations management system
• Discuss the tools and techniques for improving productivity
• Recognize the importance of quality, the nature of a variety of techniques for improving quality, and lean manufacturing
• Distinguish between supply chain management and value chain management, although the terms are sometimes used interchangeably
Appendix A:
Summary of Major Principles or Guides for the Managerial Functions of Planning, Organizing, Leading, and Controlling
Appendix B:
Management Excellence Survey
Updated on 18 May 2019, 8 March 2015
Thanks for info!
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