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watch their LMS due to their Busyness · PRINCIPLES OF MANAGEMENT - MGT503 · Table of Contents

Ch# Title Page Historical overview of Management ……………………………………………………… Management and Managers ………………………………………………………………. Managerial Roles in Organizations ……………………………………………………….. Managerial Functions i.e. POLCA ………………………………………………………... Managerial Levels and Skills ……………………………………………………………… Management Ideas: Yesterday and Today ………………………………………………... Classical View of Management (Scientific and Bureaucratic)……………………………… Administrative View of Management ……………………………………………………. Behavioral Theories of Management Quantitative, Contemporary and Emerging Views of Management ………………………. System’s View of Management and Organization ………………………………………... Analyzing Organizational Environment and Understanding Organizational Culture …….. 21st Century Management Trends………………………………………………………… Understanding Global Environment: WTO and SAARC ………………………………… Decision Making and Decision Taking …………………………………………………… Rational Decision Making ………………………………………………………………... Nature and Types of Managerial Decisions ……………………………………………… Non Rational Decision Making ………………………………………………………….. Group Decision Making and Creativity ………………………………………………….. Planning and Decision Aids-I …………………………………………………………… Planning and Decision Aids-II …………………………………………………………… Planning: Functions & Benefits ………………………………………………………….. Planning Process and Goals Levels ………………………………………………………

Strategic Management-I …………………………………………………………………. Strategic Management-II ………………………………………………………………… Levels of Strategies, Porter’s Model and Strategy Development (BCG) & Implementation.. Entrepreneurship Management ………………………………………………………….. Organizing ………………………………………………………………………………. Job Design/Specialization and Departmentalization …………………………………….. Span of Command, Centralization vs. Decentralization and Line vs. Staff Authority....…… Organizational Design and Organic vs. Mechanistic vs. Virtual Structure………...……….. Leading and Leadership Motivating Self and Others ……………………………………… Maslow’s Needs Theory and its Analysis ………………………………………………… Other Need and Cognitive Theories of Motivation ……………………………………… Expectancy, Goal Setting and Re-Enforcement Theories ………………………………… Motivating Knowledge Professionals Leadership Trait Theories ………………………… Behavioral and Situational Models of Leadership ………………………………………… Strategic Leadership Models ……………………………………………………………... Understanding Group Dynamics in Organizations ……………………………………… Group Concepts, Stages of Group Development and Team Effectiveness ……………… Understanding Managerial Communication ……………………………………………… Communication Networks and Channels Effect of ICT on Managerial Communication … Controlling as a Management Function ………………………………………………….. Controlling Organizational Performance through Productivity and Quality ………………

Lesson 23 PLANNING PROCESS AND GOAL LEVELS

The overall planning process

A. Planning is a two-part function—setting goals and determining how to try to achieve the goals.

1. A goal (often used interchangeably with “objective”) is a future target or end result that an organization wishes to achieve.

Q2. A plan is the means devised for attempting to reach a goal.

1. An organization’s mission is the organization’s purpose or fundamental reason for existence.

1. A mission statement is a broad declaration of the basic, unique purpose and scope of operations that distinguishes the organization from others of this type.

Q2. A mission statement serves a variety of purposes.

1. For managers, a mission statement can be a benchmark against which to evaluate success.
2. For employees, mission statements define a common purpose, nurture organizational loyalty, and help foster a sense of community among members.
3. For external groups, mission statements help provide unique insights into an organization’s values and future directions.

Q3. The mission statement typically defines the organization in terms of the important attributes of the organization. Answers to many of these questions are answered using information and processes described in the two previous chapters in the text.

1. Customers: Who are the organization’s customers?
2. Products or services: What are the organization’s major products or services?
3. Location: Where does the organization compete?
4. Technology: What is the firms’ basic technology?

e. Philosophy: What are the basic beliefs, values, aspirations, and philosophical priorities of the organization?

f. Self-concept: What are the organization’s major strengths and competitive advantages? g. Concern for public image: what are the organization’s public responsibilities and what image is desired? h. Concern for employees: What is the organization’s attitude toward its employees?

Types of Plans

Plans can be described by their breadth, time frame, specificity, and frequency of use. a. Breadth: strategic versus operational plans. Strategic plans are those that are organization wide, establish overall objectives, and position an organization in terms of its environment. Operational plans are plans that specify details on how overall objectives are to be achieved. b. Time frame: short-term versus long-term plans. Short-term plans are plans that cover one year or less. Long-term plans are those that extend beyond three years. c. Specificity: specific versus directional plans. Specific plans are those that are clearly defined and leave no room for interpretation. Directional plans are flexible plans that set out general guidelines.

The Nature of Organizational Goals

A. The use of goals has several benefits.

1. Performance can be improved.
2. Expectations can be improved.
3. The Controlling function can be facilitated so that progress can be assessed and corrective action taken.
4. Meeting goals can increase motivation.