SCDL Keywords-Principles and Practice of Management-PPM

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	Principles and Practices of Management	page no
	unit -1: Business the purpose of Management
1	The Nature of Business	3
2	Human needs	3
3	The concept of value	3
4	The role of business	4
5	Business and economic development	4
6	Characteristic of Business	5
7	Uncertainty and Risks	5
8	Minimizing uncertainties and risks	5
9	Need for ownership and entrepreneurial characteristics	6
10	why MBA	7
11	Manager/Management	8
12	Administrator/Administration	8
13	Is manager a professional	9
14	how does business influence management	10
15	initiating resource raising	11
16	how the scale of business influence management	11
17	establishing business network	12
18	social responsibility of business	13
19	role of profitability and liquidity	14
20	management implications of globalization	15
21	management implications of privatization	15
22	role of ownership interest in management	16
	unit 2-Designing organisation for business
1	towards designing organisation	23
2	designing against competition	23
3	cost consideration	23
4	division of labour	24
5	structure and flexibility	24
6	designing living organisation	24
7	designing for human environment	25
8	components of organizing	25
9	creating juridical person	26
10	need for social approval	26
11	need to legally exist	26
12	extended organisation	27
13	informal organizations	27
14	need for flexibility	29
15	opportunities and threats	29
16	strengths and weaknesses	30
17	SWOT analysis	30
18	built to last	31
19	how long does an organisation survive	31
20	ways to survive	31
21	managing to survive	31
22	living on an organisation	31
23	building an organisation culture	31
24	innovation and creativity in an organisation	33
25	need for creativity	33
26	need for democratic organisation	33
27	encouraging creativity	33
28	information based learning	34
29	weaving flexibility in an organisation	34
30	management of change	35
31	problem perspective needs change	35
32	build psyche for change	35
33	organization growth	35
34	resource raising and managing as a part of organisation design	36
35	organisation and management	37
	Unit-3 need for organisation and business
1	Entrepreneurial role	40
2	role of owners	41
3	role of managers	41
4	are non employees managers	41
5	are supervisors managers	42
6	direct task workers managers	42
7	stakeholders in an organisation	43
8	customers	43
9	society at large	43
10	government	43
11	owners and shareholders	44
12	employees	44
13	business partners	44
14	stakeholders network	44
15	differing perspective of management	45
16	bureaucracy	45
17	Co-operative establishment	45
18	socio-technical view	45
19	human aspect of organisation	46
20	information system view	46
21	decision making system	46
22	contingent approach	46
23	system aspect of management	46
24	interpersonal role perspective	47
25	interpersonal role	47
26	informational role	47
27	decision role	47
28	operation school of process management	47
29	general principles of managing work	48
30	the show must go on	48
31	the invisible nature of management	49
32	management is value based	49
33	self control and self management	49
34	universality of management	49
35	managing human relation	49
36	equity among people	49
37	limitations to surplus	50
38	defining management	50
39	Koontz	50
40	Essentials of management	50
41	analyzing definition of management	50
42	managing is a process	50
43	designing and maintain environment for performance	50
44	relations building within and outside	51
45	by utilising optimally all resources	51
46	managing effective and efficient use	51
47	attaining business objective for which organization has been established	51
48	achieving economic surplus	51
49	is management a science or art	52
50	more of an applied art	52
51	why fads emerge	53
52	practice based on knowledge	53
53	a systems approach to the process school of management	55
54	anatomy of systems	55
55	important of process	55
56	creating work ethics	56
57	do women have a place in management	56
58	effect of advances in technology of management	56
59	evolving man-machine interface	56
60	mathematical approach	57
61	more based on world wide knowledge	57
62	specialised functions and general management	57
63	Applications specialisation	58
64	increase in managerial load	58
65	recognition to processes	58
66	customer satisfaction oriented work practices	58
67	days of competitive alliances	58
68	result orientation in management	58
	Unit-4 Managing Applications
1	era of discontinuity	64
2	identifying common factors in business organisation	64
3	owners	64
4	law	65
5	stakeholders	65
6	inputs	65
7	output	66
8	internal processes	66
9	factors external to organisation processes	67
10	financial position	67
11	manpower competition	67
12	organisation structure	67
13	threats and opportunities	68
14	the competition	68
15	features of specialised business applications	69
16	purpose of business	69
17	orientation in business	70
18	technology	70
19	industrial practices	70
20	departmentation in vogue	71
21	specific success factors	71
22	knowledge sources	71
23	job skills	72
24	career needs and steps	72
25	key management problems	72
26	scale of business	72
27	nature of competition	73
28	future of trends	73
29	resource specific business application	73
30	public administration	75
31	voluntary service sector management	76
32	self owned small business	76
33	job specific specialisation	77
34	levels and specialised applications	77
35	towards generalization	78
36	knowledge skills and values	78
37	family versus organisation life	79
38	jumping to other lines of business	79
	Unit 5-Management of standard functions
1	Marketing as a functional specialisation	85
2	importance	85
3	major sections of activities	85
4	sales administration	85
5	market information and intelligence	85
6	market distribution control and guidance	85
7	sales promotion	86
8	after-sales-service	86
9	marketing staff characteristics	86
10	finance as a functional specialisation	87
11	major sections of activities	87
12	owned and borrowed funds(capital raising)	87
13	recoveries and credit control	87
14	costing	87
15	accounts	87
16	finance staff characteristics	87
17	materials as a functional specialisation	88
18	major sections of activities	88
19	purchase and purchase intelligence(purchase administration	88
20	stores	88
21	materials staff characteristics	89
22	operations as a functional specialization	89
23	major sections of activities	89
24	Research and development	89
25	standards and specifications	90
26	Tools, jigs and fixtures	90
27	maintenance	90
28	Quality assurance	90
29	production, planning and control	90
30	production process control	90
31	packing, painting and delivery	91
32	material handling	91
33	time keeping	91
34	characteristic of operations staff	91
35	human resource management as a functional specialisation	91
36	major sections of activities	92
37	staffing	92
38	wages, salaries and welfare administration	92
39	industrial relations	92
40	training and development	92
41	industrial safety	92
42	HRM staff characteristics	92
43	information as a functional specialisation	93
44	major sections of activities	93
45	systems development and software conversion	93
46	hardware maintenance	93
47	information staff characteristics	93
48	projects as a functional specialisation	94
49	major sections of activities	94
50	project administration	94
51	project execution	94
52	project staff characteristics	94
53	administration as a functional specialisation	94
54	major sections of activities	95
55	incoming mail and dispatch	95
56	filing information	95
57	reception and housekeeping	95
58	general services	95
59	staff characteristics	95
60	levels in organisation	96
61	scale of organisation	96
62	general management	97
63	process orientation	97
	unit 6:Managing resources
1	materials as a resource	102
2	man power as a resource	103
3	money as a resource	105
4	machinery as a resource	106
5	information-knowledge as a resource	108
6	service as a resource	109
7	time knowledge as a resource	110
8	scarcity of resource	112
	unit 7-planning
1	why management process starts with planning	118
2	significance of time	119
3	concept of short term and long term	119
4	performance - the result orientation	120
5	the cost in planning	121
6	planning process-types of plans	121
7	planning hierarchy	121
8	business plans	121
9	SBU plans	121
10	corporate plan	121
11	departmental or functional unit plans	121
12	conceptual planning	122
13	policy objectives	122
14	goals	122
15	procedures	122
16	rules	122
17	budgets	122
18	vision statement	122
19	mission	122
20	variable plans	122
21	the plan document	122
22	premising	122
23	vision statement	123
24	mission	123
25	policy objectives	123
26	objectives	123
27	goals	123
28	procedures	123
29	budgets	123
30	the programme	123
31	steps in planning	124
32	premising	124
33	information intelligence collection and forecasting	124
34	establish vision	125
35	define mission	125
36	decide policy	125
37	set objectives	126
38	set goals	126
39	draw programme	126
40	convert programme to budget	127
41	collect information on feed back	127
42	what guides planning	127
43	navigation tool	127
44	performance standard	127
45	tool to establish synergy	128
46	tool to define jobs	128
47	bridge to gap present with future	128
48	method to evaluate activities	128
49	implementing tool for SWOT	128
50	link with business	128
51	opportunity to establish consistency	128
52	result orientation	129
53	flexibility	129
54	method to enable resource planning	129
55	planning aids	129
56	computer assistance	129
57	Gantt charts	129
58	PERT-program evaluation and revise technique	130
59	CPM-critical path method	130
60	statistical methods	131
61	graphs and charts	131
62	scenario building	131
63	management by objectives- MBO	131
64	research methodology	132
65	budgeting	132
66	forecasting methods	132
67	balance score card	133
68	strategic planning	134
69	analyzing strategies	135
70	types of strategies	135
71	focus strategies	135
72	growth strategies	135
73	diversification strategies	135
74	liquidation strategies	135
75	cost leadership	135
76	differentiation	135
77	why planning fails	136
	unit 8-decision making
1	nature of decision making	140
2	negative decision making	140
3	decision making is action oriented	141
4	decisions are value based	141
5	decisions are time based	142
6	ease in handling decision	142
7	role of creativity and innovation	142
8	posing right problem for decision making	143
9	resources availability and decision making	143
10	decisions are taken against objectives	143
11	decision involves risk taking	144
12	decision involves change management	144
13	decisions do not come singly	144
14	mangers handle a variety of decisions and its different stages synchronously	144
15	decisions are based on bonded rationality	145
16	decisions need open system approach	145
17	how to generate alternatives to arrive at a decision	145
18	the process of decision making	146
19	premising	146
20	understanding limiting factors	147
21	developing alternatives	147
22	evaluating alternatives	147
23	handling decision	148
24	feedback on outcome, periodical review and revision	148
25	types of decision and their implications for managing	148
26	proactive and reactive decision	148
27	prescriptive decision	149
28	structured and unstructured, programmed and non-programmed decisions	149
29	policy decisions	149
30	rules	149
31	procedural decisions	150
32	strategic decisions	150
33	normative decisions	150
34	qualitative and qualitative decision	150
35	group decisions	150
36	short term and long term decisions	151
37	technical decisions	151
38	assisting techniques in decision making	151
39	marginal analysis	151
40	cost benefit analysis	151
41	experimentation	152
42	research and analysis	152
43	risks analysis	152
44	decision tree	152
45	preference theory	153
46	decision support system	153
47	management information system	153
	unit 9-Organising
1	importance of human resource	160
2	major principles involved in organizing	161
3	division of labour	161
4	principles of work specialisation	161
5	principles of departmentation	162
6	principles of authority levels	162
7	principles of span of management	162
8	scalar principle of management	163
9	principle of unity of purpose	163
10	principle of navigation	163
11	principle of authority and responsibility delegation	164
12	principle of unity of command	164
13	principle of synergy	165
14	principle of team spirit	165
15	organizational types	165
16	formal organization	165
17	informal organisation	165
18	grapevine	166
19	matrix organisation	166
20	project organisation	167
21	virtual organization	167
22	forms of juridical organization	168
23	sole trading concern or proprietorship	168
24	partnerships	168
25	joint stock companies with limited liability	168
26	Co-operatives	169
27	societies and trust	169
28	delegation and empowerment	170
29	delegation of power	171
30	centralization and decentralization	171
31	centralization of authority	171
32	decentralization of authority	172
33	types of organizational authorities	172
34	line authority	172
35	staff authority	173
36	functional authority	173
37	levels of authority and its effect on management	174
38	organizational levels	174
39	operational level management	174
40	middle level management	174
41	top level management	174
42	vertical organizations	174
43	horizontal or flat organizations	175
44	circular organisation	175
45	concept of departmentation	176
46	departmentation	176
47	department in by time	176
48	departmentation by location/place	176
49	departmentation by function	176
50	departmentation by processes	177
51	departmentation by divisions	177
52	strategic business unit	177
53	benefits of departmentation	177
54	culture, work ethos and morale in organisation	177
55	why organisation degenerate	179
56	lack of leadership	179
57	lack of business growth	179
58	need for re-organisation	179
59	lack of conflict resolution	179
60	lack of delegation of power	179
61	tools assisting organizations	179
62	organisation chart	179
63	organisation manual	180
64	position description	180
65	organization performance audit	180
66	increasing organizational efficiency	180
67	balancing structure and organisation	180
	unit 10- staffing
1	Understanding Human resource	186
2	not a standardized resource	186
3	human satisfaction	187
4	reacting differently at different times	188
5	man as a group member	188
6	man seeks companionship and leadership	189
7	personal role and organizational role	189
8	absence of team spirit	189
9	staffing really means fitting people to jobs, and jobs to people	189
10	men bear different knowledge,skills,value,perspectives and experience	190
11	different needs according to levels and positions	190
12	the nature of jobs	191
13	specialisation and authority	191
14	position description and job description	191
15	job satisfaction	192
16	job enlargement	192
17	job enrichment	193
18	job rotation	193
19	multi tasking and multi skilling	193
20	steps in staffing	193
21	man power planning	193
22	position announcement	194
23	interviewing	194
24	walk-in-interview	194
25	appointment	194
26	induction	195
27	Orientation	195
28	appraising staff members	195
29	appraising career progression	195
30	training and development	196
31	separation	197
32	exit interviews	197
33	promotion	197
34	salary and wages	197
35	maintaining human relations	197
36	making staffing more meaningful	198
37	succession planning	198
38	social planning	198
39	legal approval	198
40	building a learning organisation	198
41	career management	199
42	building teams	199
43	staffing must contribute to building work ethos and culture	199
	unit 11-Leading.Directing.Communicating.Motivating
1	man as an organisation man	204
2	serving organisation interest	204
3	nature instinct to follow	205
4	bridging gap-using tool of communication	205
5	fore thinking about message	205
6	brevity in message	206
7	communication mode	206
8	importance of language	206
9	barriers in communication process	207
10	synchronizing time, cost, effect and process	207
11	types of communication modes	207
12	modern thinking in communication	207
13	motivating towards organisation objectives	208
14	human factors and motivation	208
15	multiple role	208
16	different by themselves	208
17	rational and economic	208
18	social	208
19	self motivated	208
20	complex motivation	208
21	the underlying human nature	208
22	McGregor's Theory X and Theory Y	209
23	Mile Dual Model theory	209
24	Encouraging creativity and innovation	209
25	Motivation, Motivators and satisfaction	210
26	the chain of need, want and satisfaction	210
27	Maslow's Hierarchy of need	210
28	Frederick Herzberg	210
29	Vroom's theory of expectation	211
30	the equity theory reinforcement theory	211
31	McClelland's Needs Theory of motivation	211
32	money as a motivator	212
33	Quality of working life	212
34	participation as a motivator	212
35	job enrichment as a motivator	212
36	managerial role and leadership role	213
37	leadership	213
38	managership	213
39	managerial function of leading	213
40	defining leadership and its role	214
41	leading people to objectives	214
42	theories and its implication on leadership	215
43	traits approach	215
44	authority use based leaders	215
45	management by wandering around	215
46	linkert's four systems of management	215
47	the managerial grid	216
48	leadership continuum	216
49	situational or contingency approach to leadership	216
50	fiedler's contingency approach to management	217
51	the path-goal approach	217
52	supportive leadership	217
53	participative leadership	217
54	instrumental leadership	217
55	achievement orientation	218
56	principled leadership	218
57	primal leadership	218
58	should mangers lead	218
	unit 12-Controlling
1	principles of controlling	224
2	establishing measurable goals	224
3	establishing standards	225
4	controls must be economical	225
5	selection of critical points	226
6	a proper feedback system	226
7	need for discipline and flexibility	227
8	control should reflect organisation structure	227
9	controls must be developed objectively	227
10	control must lead to corrections	228
11	types of control	228
12	Direct or preventive controls	228
13	feed forwards control	229
14	feed backward control	229
15	real time control	230
16	automation control	230
17	designing control system	231
18	fix objective of control system	231
19	Design essentials	231
20	control techniques	232
21	activities network control	233
22	statistical data base control	233
23	personal observations	234
24	social controls	234
25	systems and procedures	235
26	management by objectives	235
27	understanding control philosophy	235
28	not for finding faults	235
29	self control and self correction	236
30	increase performance ability	236
31	controls be a part of planning system	236
32	management values and organisation culture	236
33	automation in control	236
34	computers	236
35	communication tools	237
36	software development	237
37	concept of governance	237
	unit 13. Coordinating -synchronizing
1	coordination and synchronization	242
2	coordination as a function	242
3	many players and many activities	242
4	lopsided planning of managerial functions	242
5	over toning and under toning	243
6	lack of uniform and ready resource supply	243
7	decision making	243
8	balancing situations and decisions	243
9	growth orientation	243
10	synergizing	244
11	personal level coordination	244
12	personal role Vs organizational role	244
13	authority Vs power	245
14	managing Vs leading	245
15	Leading Vs following	245
16	concern for human work	245
17	expectations vs. satisfaction	246
18	participation vs. direction	246
19	competition vs. cooperation	246
20	male vs. female	246
21	ownership vs. employee attitude	246
22	theory X vs. Theory y	247
23	principled vs. expedient	247
24	risks vs. stability	247
25	self interest vs. organizational interest	247
26	organizational level coordination	248
27	decision making and information	248
28	authority and responsibility	248
29	divisions, departments and sections	248
30	authority levels	248
31	communication and actions	248
32	internal and external relations	248
33	business vs. organisation	249
34	department and processes	249
35	specialised vs. generalized functions	249
36	informal vs. formal organisation	249
37	creative vs. administrative orientation	250
38	line and staff	250
39	profitability vs. liquidity	250
40	legal vs. commercial	250
41	time vs. costs	250
42	organizational strengths vs. weakness	250
43	opportunities vs. threats	250
44	long term vs. short term	251
45	task prioritization	251
46	in sourcing vs. out-sourcing	251
47	environment of an organisation and support to coordination	251
48	the degree of centralization	251
49	the team work spirit	252
50	primacy of business	252
51	scale of business	252
52	stability and growth orientation	252
53	work ethos and culture	252
54	the quality of leadership	252
55	overall resource supply position	252
56	extend of automation	253
57	organisation discipline	253
58	tools for coordination	253
59	use of computers for coordination	253
60	ability to broadcast simultaneously	253
61	electronic gadgets	253
62	managerial techniques for coordination	254
63	use of work manuals	254
64	streamlining systems and procedures	254
65	well organized group structure	254
66	good information and feedback system	254
67	code of conduct and discipline	254
	unit 14-Evolution of management thought
1	big organisation creations	261
2	army	261
3	church	261
4	state administrations	261
5	monumental creations	261
6	industrial revolutions	261
7	slow development of management thought	262
8	engrossed in creation	262
9	undermining business as a profession	262
10	money making was unimportant	262
11	political economy	262
12	sociology	262
13	management as an art	263
14	businessmen and mangers	263
15	Indian view	263
16	beginning of scientific management	263
17	Frederick W. Taylor	263
18	operational theory of management	264
19	henri fayol	264
20	human aspect of management	267
21	emergence of behavioral sciences	267
22	human group behavior	267
23	Chester Bernard	267
24	peter drucker	268
25	peeping future	268
26	lessons of the past	268
27	effect of changing environment	269
28	looking at the new knowledge	269
29	looking at future management	270
30	scale of business	270
31	stress on business than management	270
32	stress on knowledge worker	270
33	days of worker manger	270
34	change in organizational forms	270
35	change in management education	271
36	understanding global culture	271
37	composition of mangers	271
	unit 15-Practicing managerial career
1	entry level in managerial career	276
2	not making a list of traits	276
3	understanding career making	277
4	career making is a living	277
5	managing is getting work done from others	278
6	business an essential pre-requisite of a career	278
7	the concept of managerial work	279
8	the essential functions of managerial work	279
9	trust	279
10	transparency	279
11	efficiency and effectiveness	279
12	knowledge	279
13	skills	279
14	becoming a worker manger	280
15	becoming a self worker	280
16	manager must be a coach	280
17	understand work to understand worker	280
18	thinking and analyzing	281
19	inability of assisting to move forward	281
20	building self condense	281
21	accepting new positions and jobs	281
22	parallel managerial functions	282
23	spokesperson role	282
24	ceremonial role	282
25	public relations	282
26	social responsibility	283
27	self control	283
28	discipline as a viewer of imbalance	283
29	process of learning	284
30	experience	284
31	understanding humans	284
32	changing business environment	284
33	alertness coming out of learning	285
34	showmanship	285
35	job hopping and career	285
36	nature of employment	286
37	physical work orientation	286
38	physical fitness	287
39	work stress and strain	287
40	some lessons in human relations	288
41	relation with owners	288
42	relation with bosses	288
43	relation with colleagues	288
44	relation with subordinates	289
45	relation with outsiders	289
46	basis of human relations: slavery	289
47	importance of some work habits	289
48	duration of a job	290