BIRLA INSTITUTE OF TECHNOLOGY AND SCIENCE, PILANI K. K.

Birla Goa Campus INSTRUCTION DIVISION SECOND SEMESTER 2010-2011

Course Handout (Part II) 07/01/2011 In addition to part-I (general handout for all courses in the time-table), this handout provides the specific details regarding the course. Course No. Course Title Instructor-in-charge Instructors : MGTS C211 : PRINCIPLES OF MANAGEMENT : Shikha Sahai : CH.V.V.S.N.V. Prasad, Pinky Pawaskar, G. Gyanesh.

SCOPE AND OBJECTIVES The course provides students with a practical and concrete explanation of management concepts and techniques they will need to manage todays and tomorrows organizations. The course will follow the planning, organizing, leading, controlling format of managerial functions while putting together the many small pictures presented by the individual modules into one big meaningful picture of universe in which the managerial knowledge would apply. At the end of the course the students are expected to understand the importance of components of the big picture and the many interactions between and among the same components. TEXT BOOK Stephen P. Robbins, Mary Coulter. , Management, 8th edition, Pearson education, New Delhi. REFERENCE BOOKS 1 Koontz H. and Weihrich H., "Essentials of Management", Mcgraw Hill Int. ed., 2004, 6th edition. th 2. Thomas S. Bateman and Scott A. Snell, Management, Mcgraw Hill, 2002, 5 edition 3. Gary Dessler, Management, Prentice Hall, Inc., 1998, 1st edition. 4. Daft Richard L. Management Thomson South Western, 5th edition. COURSE PLAN Sl 1 2 Topic Title Introduction to Management and organizations Management Yesterday and Today Social Responsibility and Managerial Ethics Learning Objectives Reference to Text Book Chapter 1 (33-46) (RA: 47-49) Chapter 2 (56-66) Chapter 5 (129-134,140-141) (RA:141-152) LH 3 2

PART 1 : MANAGEMENT INTRODUCTION

What is Management? What do managers do? What is an organization? Historical Background of management, Scientific management, General administrative theorists, Quantative approach to management, Towards understanding organizational behavior, systems approach and contingency approach What is Social responsibility? , Social responsibility and economic performance, managerial ethics

PART 2: PLANNING
4 5 6 7 Foundations of Planning Strategic Management Decision- Making Planning tools and techniques Organizational structure and design Authority Decentralization What is planning, Why do managers plan? , how do managers plan? Establishing goals and developing plans Importance of strategic management, Strategic management process, types of organizational strategies. Decision making process, The manager as decision maker. Techniques for assessing the environment, techniques for allocating resources, contemporary planning techniques. Chapter 7 (187-199) Chapter 8 (209-225) Chapter 6 (163-180) Chapter 9 (235-252) Chapter 10 (262-279) Chapter 9 (R1) (160-168) Chapter 9 (R1) 2 2 2 3

PART 3: ORGANIZING
8 9 10 Defining organizational structure, organizational design decisions, common organizational designs Line authority, staff authority, functional authority Decentralization and delegation 3 1 1

11 12 13

Communication and information technology Human Resource Management Managing change and innovation

Understanding managerial communication, the process of interpersonal communication, organizational communication, and understanding information technology. Importance of HRM, HRM process, HR planning, recruitment, selection, orientation, training, employee performance management, compensation and benefits, career development. Change, forces for change, two views of change process, managing change, and simulating innovation.

(169-175) Chapter 11 (285-299) (RA:300-302) Chapter 12 (311-330) (RA:331-333) Chapter 13 (341-350,357-358)

2 3 2

PART 4: LEADING
14 15 16 Understanding groups and teams Motivating employees Leadership Understanding group behavior, turning groups into effective teams. Motivation, early theories of motivation, and contemporary theories of motivation Managers Vs Leaders, early leadership theories, contingency theories of leadership. Chapter 15 (399-401,413-416) Chapter 16 (422-436) (RA:437-445) Chapter 17 (451-462) (RA:466-476) Chapter 18 (486-503) (RA: 505-511) Chapter 19 (519-535) class notes) Class notes 1 3 2

PART 5: CONTROLLING
17 18 Foundations of Controlling Operations and value chain management Other functional areas of management Control process, controlling for organizational performance, tools for controlling organizational performance. Operations management, value chain management, current issues in operations management. Marketing management, Financial management 2 2

19

Evaluation Scheme EC Evaluation Component NO. 1 2 3 4. 5. 6. 7. 5 Test-I Test-II Case analysis in Tutorials Case Study Participation Surprise Quizzes Exercises & Games Assignment Comprehensive exam

Duration 60 min 60 min

Weight age (%) 30 30 20 (10+10)

Date & Time 19.02.11, Saturday12 Noon - 1.00 PM 26.03.11, Saturday 12 Noon - 1.00 PM Cases to be uploaded on FTP

Nature of Component Closed Book Open Book

10 min

10 10 10 10 80 Partially Closed Book

3 hours

Chamber Consultation hour: To be announced in the class. Notices: All the notices concerning the course will be displayed on the A-wing Notice Board only. Students are required to read newspapers, business magazines such as Business Today, HBR, Business India, etc. to relate the concepts learnt.

Instructor-in-charge MGTS C211

List of Cases for Case Analysis in Tutorials Part 1: Management: Introduction 1. GEs Two Decade of Transformation (24 pages) 2. Union Carbide and Bhopal Gas Tragedy (17 pages) Part 2: Planning 3. Strategic Planning at apple (12 pages) 4. Strategic planning at sun life (21 pages) Part 3: Organizing 5. Matrix Structure: RR Donely 6. HCL and Naik: Employees First Customer second 7. South west airline: Kelleher Part 4: Leading 8. Bill Gates and Microsoft 9. Mc Kinsey: Managing Knowledge and Learning Part 5: Controlling 10: US retail Coffee Market: Marketing Strategies