Management

1
Text Book
MANAGEMENT
Concepts & Cases Presentation By
PROF. DR. KHAWAJA AMJAD SAEED

Principal, Hailey College of Banking & Finance
2
Section 1 2 3
Particulars Text Book
Number 21 Chapters
Articles by Prof. Dr. Six (6) Khawaja Amjad Saeed Cases by South Asian Twelve (12) Scholars
1. 2. 3.
4.
5. 6. 7. 8.
Management as a Discipline Schools of Management Thought Managers Role and Impact of External Environment Corporate Planning Deposit, Credit and Profit Planning Organizing as Part of Management Line and Staff Authority Relationship Decentralization and Delegation
4
9. 10. 11. 12.
13.
14. 15. 16.
Functional Specialization Staffing Motivation Leadership Communication Controlling Feedback and Control Mechanism Special Control Techniques
5
17. 18. 19.
20.
21.
Management Information System Organization Conflicts and their Resolution Islamic Approach to Management TQM (Total Quality Management) Case Study Approach
1. 2. 3. 4.
5.
6.
Human Resource Management & Development Sharing Productivity Gains: A Survey of Incentive Plans Globally Practised Knowledge Management: Some Dimensions The Rise of Reengineering Promoting CSR: What needs to be done Motivation: Islamic History (Compiled)
7
1. 2. 3. 4. 5. 6.
Decision Making Entrepreneurship Personnel Management Industrial Relations Managing Change Strategic Management
1 6 2 1 1 1 12
8
Chapter No. 1
CONSTITUENTS
1.
2.
3. 4. 5. 6.
Prelude Development Evolution Management Education in Pakistan Definitions Management Vs Administration

9
Chapter No. 1
CONSTITUENTS
7.
8.
9. 10. 11. 12.
Pyramid Approach Management Function Levels Groups Job As Science or Art Principles
10
CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE
AMPLIFICATION 1. Prelude - Egyptians - Chinese - Military - History (1750-21 Century) 2. Development - Barter - Industrial & Commercial Revolutions - The Rise of Joint Stock Market
11
3. Evolution - Upto 1889 - 1890-1914 - 1915-1940 - 1941-1960 - 1960 till now - 21st Century
12
4. Management Education in Pakistan - 1955-1972 - 1973-1985 - 1986 till now - 21st Century 5. Definitions - Dale S. Beach - Newman & Summer - President AMA
13
6. Management Vs Administration
7. Pyramid Approach
1 = Top 2 = Middle 3 = Lower
14
8. Management Function levels - Strategic Planning - Management Control - Operational Cost 9. Groups - University Scholars - Management Practitioners - Legislatures - Labour leaders
15
10. 11. -
Job Planning Organizing Assembling Resources Directing Controlling As Science or Art Art-Desired Results Scene: Systematic body of knowledge
16
12. -
Principles Efficiency Educating Research Social Objectives
17
Chapter No. 2
CONSTITUENTS
1. 2.
3.
Inretrospect Impact of Industrialization Stages: Management Thought (10) - Pre-Scientific - Scientific - Administrative - Functional
18
Chapter No. 2
CONSTITUENTS
3. States: Management Thought (10) - Behavioral - Management Science - Systems - Welfare - Contingency - Program Orientation
19
Chapter No. 2
CONSTITUENTS
4. Management Theories -X -Y -Z -C
20
CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
AMPLIFICATION 1. Inretrospect - Early Influence - Scientific Management - Human Relation Management
21
2. Impact of Industrialization - Primitive Tribal - Slavery - Serfdom - Handicraft - Cottage Factory - Modern Industrial Systems
22
3. States: Development of Management Thought (10) a) Primitive Tribal James Watt & Boulton Robert Owen Charles Babbage Henry Varnon Poor Henry Robinson Towny
23
3. States: Development of Management Thought (10) b) Scientific Management F W Taylor Frank Gilberth & Lillian Gilberth Henry L. Gantt Harrington Emerson
24
3. States: Development of Management Thought (10) c) Administrative Management School of Thought Henri Fayol Six Approaches Five functions
25
3. States: Development of Management Thought (10) d) Functional Approach Five functions Fifty aspects (5 X 10 = 50) Correlated with business functions
26
3. States: Development of Management Thought (10) e) Behavioral School Elton Mayo Hawthornes Experiments Other Contributions f) Management Science School Mathematical Models OR
27
3. States: Development of Management Thought (10) g) Systems Approach 3 Steps h) Welfare Uplift of Physical Hygienic Social Educational
28
3. States: Development of Management Thought (10) h) Welfare Scope Health Wash up Lockers Recreation Libraries Schools
29
3. States: Development of Management Thought (10) h) Welfare Scope Disability Group Insurance Pension Legal Aid
30
3. States: Development of Management Thought (10) i) Contingency Approach Dynamics and Complex Interrelations Behavior of other Members Variables (7)
31
3. States: Development of Management Thought (10) j) Program Orientation Planning Phase Operational Phase Future Orientation Phase
32
4. Management Theories - Theory X - Theory Y - Theory Z - Theory C

33
Chapter No. 3 CONSTITUENTS
1. 2. 3.
Skills of a Manager Managers External Environment Understanding of External Environment - PEST Political Economic Sociological Technological
34
Chapter No. 3
CONSTITUENTS
4. 5.
Business Ethics Banking Sector: Changing Outlook
35
CHAPTER NO. 3: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT
1. Skills of a Manager - Technical - Human - Conceptual 2. Managers External Environment PEST
36
3. Understanding of External Environment - Political - Economic - Sociological - Technological Follow the matrix
37
4. Business Ethics - High Ethical Standards - Discharge of Responsibility Honestly 5. Banking Sector: Changing Outlook - Deregulation - Divesture - SBP Role - Consumer Financing
38
5. Banking Sector: Changing Outlook - Non-Performing Loans - Mergers
39
Chapter No. 4
CONSTITUENTS
1. 2.
3.
4. 5. 6. 7.
Planning Concept Why Plan Planning Process Objective Setting Stated Objectives Illustrations of Objectives Limitations of Planning
40
Chapter No. 4
8.
9.
Strategic, Tactical & Operational Planning - Strategies - Annual Planning Cycle - Requirements for Financial Control System Charter for Improving the Performance of Nationalized Commercial Banks
41
Chapter No. 4
10.
MBO - Concept - Process Setting Goals Action Plan Self Control Periodic Review Implementation Tasks Success Stories
42
CHAPTER NO. 4: CORPORATE PLANNING
IMPLICATION 1. Planning Concept - Future Course of Action - Four Types: Time Frame ST IT LT Perspective
43
2. Why Plan - Belief - Control Facilitated - Future Progress 3. Planning Process - Objective - Opportunities - Course of Actions
44
3. Planning Process - Feedback Review Revision 4. Objectives Setting - Internal Profit Growth
45
4. Objectives Setting - Internal Market Penetration Leadership Productivity - External Client Satisfaction Social Needs
46
5. Stated Objectives - Stated Vs Hidden - Sources Charters Annual Reports PR Announcement - Hierarchy Organizational Divisional
47
5. Stated Objectives - Hierarchy Departmental Sectional 6. Illustrations - Nationalizations - Life Insurance Nationalization
48
7. Limitations - Hierarchy - Future? - Reluctance to Change - Revision - Cost-High - Emergencies-difficult to anticipate
49
8. Strategic, Tactical and Operational Planning - See Table 4-3 - Strategies Four Dimensions Five features General and Specific Strategies APC-Six Steps
50
8. Strategic, Tactical and Operational Planning - Strategies Financial Control System Eight (8) Steps Three (3) Pre-requisites 9. Charter for NCBs Improvement - Five Aspects - See Tables 4-3, 4-4
51
10. MBO - Participates - Process Goals Setting Action Plan Self Control Periodical Review Implementation-Eight (8) tasks Success Stories of 14 Large American Companies
52
Chapter No. 5
CONSTITUENTS
1.
2.
3. 4. 5. 6.
Deposits Credit Review of NIB Financial Instruments Management of Advances Benefits of Profit Planning
53
Chapter No. 5
CONSTITUENTS
7.
8.
9.
Pre-requisites of Profit Planning Concept of Projections Time Horizons
54
CHAPTER NO. 5: DEPOSIT, CREDIT & PROFIT PLANNING
AMPLIFICATION
1. Deposits - Composition - Size-2004 - Current Position 2. Credit - Size-2004 - Disclosure Earlier Now
55
3. NIB - 12 Instruments 4. Management of Advances - Principles Safely Desirability Profitability - Assumptions.

56
5. Benefits of Profit Planning - Economical use of resources - Efficiency is promoted - Review of progress 6. Pre-Requisites of Profit Planning - Structure with definitions - Comprehensive Planning - BEP
57
7. Concept of Projections - Combination of Judgment & quantitative data - Factors affecting it 8. Time Horizon - SR-Annual - Intermediate run-three years - LR: 5 to 10 years - Prospective: 15 20 years
58
Chapter No. 6
CONSTITUENTS
1.
2.
3. 4. 5. 6.
Definition of Organization Constituents of an Organization Steps in Organizing Process Functions of an Organization Role of Bureaucracy Formal & informal Organizations
59
Chapter No. 6
CONSTITUENTS
7.
8.
9. 10. 11.
Organization Charts Organization Manuals Organization Design Organizational Structure in Banks Organizational Changes
60
CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT
AMPLIFICATION
1. Definition of
individuals
- Group of individuals - Cooperating under executive leadership - To accomplish a common goals 2. Constituents o an Organization - Structure - Process
61
3. Steps in the Organization Process - Identifying activities - Group activities - Assignment of activities - delegating authority 4. Functions of an Organizations - Efficiency - Communication
62
4. Functions of an Organizations - Satisfaction - Identity - Innovation 5. Role of Bureaucracy - Max Weber (8 points) - Vertical Dimension - Horizontal Dimension
63
6. Formal & Informal Organization - Formal - Informal 7. Organization Chart - Constituents Hierarchy Departmentalization Inter-relationships
64
7. Organization Chart - Constituents Lines of Communication Network Authority Responsibility Accountability Types General Auxiliary
65
7. Organization Chart - Constituents Drawbacks 8. Organizational Manual - Contents Objectives Job Description Organizational Procedures Management terms - Benefits
66
9. Organizational Design - Concept - Areas of Influence (5) - Section (4) 10. Organizational Structure in Banks - NCBs - Levels - Foreign Banks - Financial Institutions
67
11. Organizational Changes - Growth & Decay - Environmental Impact - Technology - Personnel - Catalysts - Domio Effect
68
Chapter No. 7
CONSTITUENTS
1. 2.
3.
4. 5. 6.
Line Organization Line & Staff Organization Rationale for Differentiation Between Staff and Line Line Relationship Staff Relationship Types of Staff
69
Chapter No. 7
CONSTITUENTS
7. 8.
9.
Line and Staff Conflict Making the Staff Personnel Work Properly Is the concept valid for obsolete today
70
CHAPTER NO. 7: LINE & STAFF AUTHORITY RELATIONSHIP
AMPLIFICATION
1. Line Organization - Names Scalar Military Departmental Vertical - Pure Line of Organization - Departmental Line Organization
71
2. Line & Staff Organization - Staff Specialists Advise - Advice Provided to Line Mangers - Can recommend without Authority 3. Rationale for Differentiation - Services of Specialist - Effective Control - Maintain Accountability
72
4. Line Relationships - Chain of Command - Chain of Communication - Vehicle of Accountability 5. Staff Relationship - Purely Advisory - Assistance
73
6. Types of Staff - Personnel Staff - Specialist Staff 7. Line & Staff Conflict - Blame Line Staff - Implementation - Encroachment - Description Defied - No Proper use of Staff
74
8. Making the Staff Personnel Work Properly - Work as a Team - Improve Relationships 9. Is the Concept Valid or Obsolete Today - Be based on Functional Responsibilities - Clarity in Defining Relationship
75
Chapter No.8
CONSTITUENTS
1.
2.
3.
4.
5.
The Problem Degree of Decentralization-The Act of Measurement Centralization Vs. decentralization Operationalzing Decentralization The concept of Delegation Authority.
76
Chapter No.8
CONSTITUENTS
7.
8.
9.
Principles of Delegation Reasons for Inadequate Delegation Toward Effective Delegation System
77
CHAPTER NO. 8: DECENTRALIZATION & DELEGATION
AMPLIFICATION
1. The Problem - Centralization Vs. Decentralization - Decentralization More Democratic Greater Freedom of Spirit Less Authoritative - Review Table 8-1
78
2. Degree of Decentralization: The Art of Measurement - Issues Authorities How far down the line? Consistency - Review Table 8-2
79
3. Centralization Vs. Decentralizations - Advantages of Centralization Leadership Integration Uniformity of Action Tackling Emergencies Others
80
3. Centralization Vs. Decentralizations - Advantages of Centralization Motivation Development of Managers Coordination Diversification Innovation Developmental Activities
81
4. Operationalzing Decentralization - Top level Support - Work Independently - Communication - Feeling of Independence - Competitive Spirit - Appropriate Control
82
5. The concept of Delegation of Authority - Giving Authority to Others - For accomplishing of Assignments - Characteristics of Delegation - Note Six Points (Page 89)
83
6. Principles of Delegation - Functional Definition of Activities - Visualize Expected Results - Authority and Responsibility to exist - Follow unity of Command - Responsibility cannot be Delegated
84
7. Reasons for Inadequate Delegation - Attitude of Supervisor - Desire to Influence - Absence of Democratic Leadership Style - Subordinates not Competent - With-holding of Authority - Managerial Shortcomings Exposed
85
8. Toward Effective Delegation System - Communication-Open System - Proper Control Techniques - Intelligent Planning - Open Work Climate - Define Authority & Responsibility - Confidence in Performance
86
Chapter No.9
CONSTITUENTS
1.
2.
3. 4. 5. 6.
Specialization in Historical Perspective Rationale for Specialization Role of Functional Specialist Problems of Specialization Problems of functional Specialization International Experiences
87
Chapter No.9
CONSTITUENTS
7.
8.
9.
Functional Organization Functional Authority Specialization in Banking fields in Pakistan
88
CHAPTER NO. 9: FUNCTIONAL SPECIALIZATION
AMPLIFICATION
1. Specialization in Historical Perspective - Division of Labour - Adam Smith 2. Rationale for Specialization - Physical Limitation - High Skills Required - Efficiency
89
3. Role of Functional Specialist - Sales and Service - Production - Finance - Procurement of goods and services - Personnel - Research and Development
90
4. Problems of Specialization - Complexity of Modern Techniques - Diversity of tasks and persons needed to carry them out
91
5. Problems of Functional Specialization - Boring Work - Monotonous Environment - Element of Fatigue - Anxiety Created by the above Factors Leads to Dissatisfaction, Resulting in Lower Output and Reduction in the Quality of Product or Service Rendered.
92
6. International Experiences - North America - Highly Specialized Jobs - Scope Assembly Lines Offices Professions
93
7. Functional Organization - Pattern of Executive Specialization - Benefits Specialization Operational Efficiency Economic Flexibility Coordination
94
8. Functional Authority - Superior Delegates Authority Subordinates - Role of Specialists - Authority to Specialist
95
9. Specialization in Baking Fields in Pakistan - Commercial Banks - Development Banks - Investment Banks - Multiple Functions - Fundamental Issues Need for Specialization Continuity of Present Set up New Specialized Institution Future Outlook
96
Chapter No.10
CONSTITUENTS
1. 2. 3. 4.
5.
6. 7.
Staffing Functions Performance Appraisal Methods Types of Job Information Job Evaluation Methods Limitations of Job Evaluation Job Description Format of Job Description
97
CHAPTER NO. 10: STAFFING
AMPLIFICATION
1. Staffing Functions - Preparation of Manpower Planning - Recruitment, Selection & Retention - Training and Development - Performance Appraisal Methods
98
2. Performance Appraisal Methods - Rating Scale - Employee Comparison Methods - Checklist - Critical Incidence
99
3. Types of Job Information - List of Titles of Jobs - Information in Respect of Each Job - Job Description Prepared in Specific Detail - Job Specification Included in it
100
4. Job Evaluation - Job Ranking - Job Classification - Factor Comparison - Point System 5. Limitations of Job Evaluation - Selection of Factors - Assignment of Weights - Other Phases of the Programme
101
6. Job Description - To Provide a Basis for Job Evaluation - To Check the Soundness of the Organization Structure - To aid in Assigning of Functions to Positions - Point System
102
6. Job Description - To Establish a Framework for ManagerSubordinate Agreement of Specific Work Assignment, Objectives to be Accomplished, and Limits of Authority and Responsibility - To Specify the Factors to be Used in Measuring the Individuals Accountability for Performance.
103
7. Format of Job Description - Broad Function - Principle Responsibilities and Relationships - Authority and Reservations Decision Making - Measures of Accountability
104
Chapter No.11 CONSTITUENTS
1. 2. 3. 4. 5.
6.
7. 8.
Concept Characteristics of Motivation Importance of Motivation Primary Factors of Motivation Maslows Hierarchy of Needs Theories of Motivation Motivations for Executives Perception
105
CHAPTER NO. 11: MOTIVATION
AMPLIFICATION
1. Concept - Refers to a way in which urges, desires, aspirations, strivings, needs, influence the choice of alternatives in the behavior of human beings.
106
2. Characteristics of Motivation - Internal Feeling - Psychological Phenomenon - Continuous Process - Changing Behavior - Calculation Motivation = Valance X Expectancy Valance = Strength of a persons performance for a particular outcome
107
3. Importance of Motivation - Performance High - Turnover Low - Absentism Less - Profitability - Improved - Objectives- Accomplished - Changes-More Acceptable
108
4. Primary Factors of Motivation - Higher Salary - Respect and Social Status - Job Security - Interesting Work - Chances of an Opportunity for further growth and Development - Undertaking Worthwhile Activities
109
4. Primary Factors of Motivation - Enjoying Power and Influence - Enjoying Independence in Performance of Job - Intelligent and Diligent Supervision
110
4. Maslows Hierarchy of Need
SELFACTUALIZATION NEEDS ESTEEM NEEDS LOVE NEEDS SAFETY NEEDS PHYSIOLOGICAL NEEDS
111
6. Theories of Motivation - Herzbergs Hygiene Theory Company Policy & Administration Technical Supervision Interpersonal Relationship with Supervisors Interpersonal Relationship with subordinates Salary
112
6. Theories of Motivation - Herzbergs Hygiene Theory Job Security Personal Life Working Conditions Status
113
6. Theories of Motivation - McGregors Theory X Theory Y Theory X Theory Y See Table 11-1 - Expectancy Theory Extra Effort to Perform well See Table 11-2
114
7. Motivations for Executives - Challenge of Work - Rising Curve of Status - Achieving Leadership Heights - Competitive Spirit - Fear of Losing Goodwill - Money
115
8. Perception - Attitude - Values - Family Background - Culture - Education - Experience - Supervisor - Norms and Values of Peers - Reward System & Organization Polices
116
1. 2. 3. 4.
5.
6.
Importance of Leadership Theories of Leadership Significant Dimensions of Leaders Personality Leaders Power and Influence Leadership Styles Leadership Profile: Characteristics of Leadership Styles
117

7. 8.
9.
10. 11. 12. 13.
The Likert Management System Managerial Grid Path Goal theory Decision Making Types of Decision Forms of Decision Making Decision Making Techniques
118

14. 15.
Personal Qualities of Decision Making Group Dynamics
119
CHAPTER NO. 12: LEADERSHIP
AMPLIFICATION
1. Importance of Leadership - High Performance - Recognition - Morale 2. Theories of Leadership - Trait Approach - Behavioral Approach - Situational Approach - Elective Approach
120
3. Significant Dimensions of Leaders Personality - Thinking (4) - Feelings & Inter-relationships (11) - Outward Behavior Characteristics (5)
121
4. Leaders Power & Influence - Legitimate Delegated authority. - Reward Ability to bestow money, praise, promotion and other benefits. - Coercive Ability to punish or to withdraw reward
122
4. Leaders Power & Influence - Referent Based on leaders personality and ability, inspire leaders alliance with other influential persons - Expert Leaders Special Skillabilities & knowledge
123
5. Leadership Styles - Autocratic - Participative - Paternal 6. Leadership Profile: Characteristics of Leadership Styles - Dependence on Authority - Use of Power and fear
124
6. Leadership Profile: Characteristics of Leadership Styles - Dominance - Dependence on Personal Expertness - Personal Likeableness - Exhibition of Sincere Interest - Development of Persons - Inspiration for the best Results - Welding Members into a Team - Sharing of ends and goals
125
7. The Likert Management System - Four Styles Exploitative Autocrat Benevolent Autocrat Participative Democratic
126
8.
High
Managerial Gird
9 8 7 6 5 4 3 5,5 (Middle Road) 1,9 (Country Club) 9,9 (Team)
Low
2 1
Low
1,1 (Impoverished)
1 2 3 4 5
9,1 (Task)
6 7 8 9 High
127
9. Path Goal Theory - Four types of Behavior Institutional Supportive Participative Achievement Oriented
128
10. Decision Making - Herbert Simons Noble Prize Winner - Areas of Concern Application of Statistics Optimization Models Information Models Simulation
129
11. Types of Decision - Programmed - Non-Programmed 12. Forms of Decision Making - Toss of a Coin - Check Lists - Advantages Versus Disadvantages - Highest Ranks
130
12. Forms of Decision Making - Compromise - Compound - Committee - Delay
131
13. Decision Making Techniques

Types of Decision Tradition Modern Programmed 1. Habit 1. Operations Routine 2. Clerical routine: Research: Repetitive Mathematical Decision. Standard Analysis Organization Operation Procedures. Models, Develops specific 3. Organization Computer Processes for Simulation. Branding Structure: Common 2.Electronic Decisions Data Expectations. A System of subProcessing. Goals Well-Defined Information 132 Channels.
13. Decision Making Techniques

Types of Decision Tradition Non-Programmed On-shot, ill1. Judgment, structured, Intuition and Novel, Policy Creativity. Decisions 2. Rule of thumb. Handled by 3. Selection and General Training of Problem- Solving Executives. Processes. Modern
Heuristic ProblemSolving Techniques Applied to: 1. Constructing heuristic Computer Programme Helping or Guiding to Discover.
133
14. Personal Qualities of Decision Making - Experience - Judgment - Creativity - Quantitative Skills
134
15. Group Dynamics - Principles Strong Sense of Belonging to Group Group Must be more Attractive to Members Change Attitude, Values of Behavior
135
15. Group Dynamics - Principles The Greater the Prestige of a Group member in the Eyes of other Members, the Greater the Influence he can exert. Share Perception by members, of the Need for Change
136
15. Group Dynamics - Principles Communication Need for Change, Plans for Change, Consequence of Change Readjustments in other parts Encounter Strong Resistance
137

1. 2.
3.
4. 5. 6.
Meaning Types Structure Elements Effects Feedback

138

7. 8.
9.
10. 11.
Basic Principles Barriers Information Technology Five Generations Organizational Communications
139
CHAPTER NO. 13: COMMUNICATION
1. Meaning - Process by which an idea is transferred from a source to a receiver with an intention of changing the receivers behavior - Levels Individual Group Organizational
140
2. Types - Oral - Written - Others - Dimensions Downward Upward Horizontal
141
3. Structure - Formal - Informal 4. Elements - Source - Message - Channel - Receiver
142
5. Effects - Ignored - Stored - Actions Taken - Negative Reaction - Evoke a Response - Affect Behavior 6. Feedback - Effective Approach Used - Barriers Removed
143
7. Basic Principles - Responsibility-Sender - Planning & Execution - Produce Some Action or Reaction - Be Affective - Contain Answers to Major Questions - Language Comprehension - Adequate Feedback - Follow Up - Little Negative Effect
144
8. Barriers - Physical - Personal - Semantics - Authority, Power and Status Relationship - Style of Communication
145
9. Information Technology - use of Computer for Processing Information - Speed of Communication 10. Information Technology 11. Organizational Communications - Conferences - Meetings
146

1. 2.
3.
4. 5. 6.
Control Mechanism Control Process Measurement Process Quality for Effective Control Role of Control Pre-Requisites of Control
147

7. 8.
9.
10. 11.
Procedures for Review Objectives of Organizational Control Internal Check Operational Audit Types of Organizational Control
148

12. 13.
Organizational Control System Instruments Control
149
CHAPTER NO. 14: CONTROLLING
1. Control Mechanism - Defining of Objectives, Devising Plans and Setting of Standards - Analysis of Causes of Deviations - Devising and Programming of Corrective Actions - Implementation of Corrective Actions
150
1. Control Mechanism - Setting of Revised (Desired) Performance Standards - Assessment of Actual Performance viaa-vis Desired Performance Standards - Identification of Deviations in Actual Performance
151
2. Control Process - Measurement of Actual Results - Comparison of Actual Results with the set Targets - Corrective Actions where Actual Results Fall Short of the Targets
152
3. Measurement Process - Through Personal Observations - Through Preparation of Statistical Reports - Through Verbal Reports - Through Written Reports
153
4. Quality for Effective Control - Control should be timely, so that quck action can be taken. - Control should be flexible, so that one must continue to move forward rather than get to a position of breakdown. - Control should be Economical Cost Benefit Analysis should be Undertaken.
154
4. Quality for Effective Control - Control should be understandable, so that it is properly Communicated for Implementation - Control should be strategically placed - Control should be Designed to Stress the Exception
155
5. Role of Control - Establishes Standards - Measures Performance Against these Standards - Takes Corrective Action where there are Significant Deviations From Standards
156
6. Pre-Requisites of Control - Information on Status of Activities should be available - There should be a Continuous Surveillance over Plans and Directives for Ensuring Implementation of Objectives - Timely Measurement Analysis be Carried out
157
6. Pre-Requisites of Control - Reporting on Performance be Institutionalized 7. Procedures for Review - Undertaking Comparison - Carrying out Analysis - Delivering an Effective Presentation
158
8. Objectives of Organizational Control - Protect assets against all Risks - Safeguard the enterprise against improper asset disbursements and incurrence of improper liabilities - Assure the accuracy and dependabili8ty of financial and operating information - Judge operating efficiency
159
8. Objectives of Organizational Control - Measure adherence to established policies 9. Internal Check - Checking of work o one person by another - Role in banks and other Organizations
160
10. Operational Audit - Appraisal of Operations - Improved functional management ability 11. Types of Organizational Control - Accounting Control - Administrative Control
161
12. Organizational Control System - Informal - Formal 13. Instruments Control - Organizational Charts - Operating Manual - Accounting Manual - Chart of Accounts - Flow Charts
162

1. 2.
3.
4. 5.
Formal Approaches Internal Control Reports as Control Device Budgets Control Framework
163
CHAPTER NO. 15: FEEDBACK & CONTROL MECHANISM
1. Formal Approaches - Programming - Budgeting - Accounting - Reporting
164
2. Internal Control - Concept - Benefits - Measures - Review Techniques - Limitations
165
3. Reports as Control Device - Procedure of Initiation of actions - Nature and timing of all routine checks - Division of work amongst departments and between individuals within a department - Chronological sequence of documents is put
166
3. Reports as Control Device - Use to which each set of documents is put - Inter-relations of all documents and records involved 4. Reports as Control Device - Formal Planning & Control Technique - Feedback - Variances
167
5. Control Framework - Time Controls - Cost Control - Technical Standards Control Internal Audit
168

1. 2.
3.
4. 5. 6.
Cost Benefit Analysis Breakeven Analysis Return on Investment (ROI) Payback method Discounting Techniques Human Resource Accounting (HRA)
169
CHAPTER NO. 16: SPECIAL CONTROL TECHNIQUES
1. Cost Benefit Analysis - Estimation of Benefits Primary Secondary Intangible - Estimation of Costs Initial Capital Investment Operating Cost
170
CHAPTER NO. 16: SPECIAL CONTROL TECHNIQUES
2. 3. 4. 5.
Breakeven Analysis Return on Investment (ROI) Payback Method Discounting Techniques - Ten Points Analysis - GE Model (8 Points) 6. Human Resource Accounting (HRA)
171

1. 2.
3.
4. 5.
Definition Information Need Analysis Techniques of Work Simplification Developing MIS MIS Term Loan Summary
172
CHAPTER NO. 17: MANAGEMENT INFORMATION SYSTEM
1. Definition - SIM-System of Information for Management - Information-Processed form of data Be accurate Be timely Be complete Be concise Be relevant
173
2. Information Need Analysis - Normal Strategy - Mogenson - Work Simplification - Five Steps 3. Techniques of Work Simplification - Elimination - Combination - Reduction
174
4. Developing MIS - 8 Points - Levels Top Level beneath the top Middle Lower - Modus Operandi
175
5. MIS Term Loan Summary - 8 Points
176

1. 2.
3.
4. 5.
Nature Types Conflict as a Powerful Conflict Process Conflict Aftermath
177

6. 7. 8. 9.
10.
11.
Sources Checklist: Analysis at various Levels Power in Politics Normal Vs Parallel Banking Conflict Conflict Resolutions Resolutions of Conflict
178
CHAPTER NO. 18: ORGANIZATIONAL CONFLICTS & THEIR RESOLUTION
1. Nature - People Disagree over means or ends - Try to establish their own views - Ways of conflicts Harmony Cooperation Stability
179
2. Types - Structurally based - Role - Institutionalized 3. Conflict as a Powerful Process - Traditional View No Conflict - Modern View Conflicts part of Organization-be welcomed and handled
180
4. Conflict Process - Perceived - Lateral - Felt - Manifold 5. Conflict Aftermath - Win - Lose - Compromise - Lookout for the next assault
181
6. Sources - Intra individual conflict - Inter individual conflict - Inter group conflict 7. Checklist: Analysis at Various Levels - Individual Level - Group
182
8. Power in Politics - Powerbase Reward Coercion Legitimacy Referent Expertise
183
8. Power in Politics - Powerbase Maintain alliance with people Embrace or demolish forces Divide and rule Manipulate classified information Make a quick showing Avoid decision engagement
184
8. Power in Politics - Powerbase Follow the policy of camels head in the tent Take counsel with caution 9. Normal Vs Parallel Banking Conflict - Normal-Allotment - Parallel-Unauthorized
185
10. Conflict Resolution - General Approach - Strategy - Third Party Intervention Arbitration Mediation Outside Consultant - Coordination - Conflict Diagnosis - Other Techniques
186
11. Resolution of Conflict - Pre-Diagnosis - Diagnosis - Modes of Conflict Handling - Implementation of Strategy
187

1. 2. 3. 4.
5.
6.
Manager as a Trustee Importance of Labour Work Ethics & Motivation Consultative & Participative Approach Relations between Employer & Employee Labour Management Relationships Islam
188
CHAPTER NO. 19: ISLAMIC APPROACH TO MANAGEMENT
1. Manager as a Trustee 2. Importance of Labour - Four factors of production - Labour: Vital factor of production 3. Work Ethics & Motivation 4. Consultative & Participative Approach
189
CHAPTER NO. 19: ISLAMIC APPROACH TO MANAGEMENT
5. Relations between Employer & Employee - Basic Rights of Labourer - Adl-o-Ehsan 6. Labour Management Relationships in Islam - Value System in Islam - Concept of fair wage
190

1. 2. 3. 4.
Prelude Quality Concept Challenges to Manager Case Study-Review
191
CHAPTER NO. 20: TOTAL QUALITY MANAGEMENT
1. Prelude - Quality-Critical Aspect - Review of Literature IFAC Handbook Managing Quality Improvements 134 Paragraphs, 11 Exhibits, 3 Appendices
192
2. Quality Concept - Transcendent - Product-based - User-based - Manufacturing-based - Value-based
193
3. Challenges to Managers - Awareness - Cost Reduction via Quality Improvement Quality Costs Cost of Prevention Cost of Appraisal Cost of Internal failure Cost of External failure
194
3. Challenges to Managers - Innovative Role of Manager and Quality Management Systems Supportive Logistical role Use of Statistical tools and process measures Innovative Role 4. Case Study-Review
195
Chapter No.21
CONSTITUENTS
1. 2. 3. 4.
5.
6.
Concept Case Method-Inretospect Concept of a Case Method Early Development in Business Advantage Limitations
196
Chapter No.21
CONSTITUENTS
7. 8. 9. 10.
11.
Types Incident Case Approach Harvard Case Method Approach Case Analysis Techniques Tools for Case Analysis
197
CHAPTER NO. 21: CASE STUDY APPROACH
1. 2.
3.
4. 5. 6.
Concept Case Method-Intretrospect Concept of a Case Method Early Development in Business Advantages Limitations
198
7.
8. 9.
Types - Case Illustration - Case Problem - Case Studies - Case Projects Incident Case Approach Harvard Case Method Approach
199
10.
11.
Case Analysis Techniques - Approach - Case Analysis - Case Analysis Method - Systematic Approach - Specific types of Analysis Tools for Case Analysis
200
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1

PROF. DR. KHAWAJA AMJAD SAEED

Particulars Text Book

9. 10. 11. 12.

17. 18. 19.

Prelude Development Evolution Management Education in Pakistan Definitions Management Vs Administration

CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE

CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE

CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE

CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE

1 = Top 2 = Middle 3 = Lower

CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE

CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE

CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE

Principles Efficiency Educating Research Social Objectives

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

AMPLIFICATION 1. Inretrospect - Early Influence - Scientific Management - Human Relation Management

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

4. Management Theories - Theory X - Theory Y - Theory Z - Theory C

Chapter No. 3 CONSTITUENTS

Business Ethics Banking Sector: Changing Outlook

CHAPTER NO. 3: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT

1. Skills of a Manager - Technical - Human - Conceptual 2. Managers External Environment PEST

CHAPTER NO. 3: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT

CHAPTER NO. 3: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT

CHAPTER NO. 3: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT

5. Banking Sector: Changing Outlook - Non-Performing Loans - Mergers

CHAPTER NO. 4: CORPORATE PLANNING

CHAPTER NO. 4: CORPORATE PLANNING

CHAPTER NO. 4: CORPORATE PLANNING

CHAPTER NO. 4: CORPORATE PLANNING

CHAPTER NO. 4: CORPORATE PLANNING

CHAPTER NO. 4: CORPORATE PLANNING

CHAPTER NO. 4: CORPORATE PLANNING

7. Limitations - Hierarchy - Future? - Reluctance to Change - Revision - Cost-High - Emergencies-difficult to anticipate

CHAPTER NO. 4: CORPORATE PLANNING

CHAPTER NO. 4: CORPORATE PLANNING

CHAPTER NO. 4: CORPORATE PLANNING

Pre-requisites of Profit Planning Concept of Projections Time Horizons

CHAPTER NO. 5: DEPOSIT, CREDIT & PROFIT PLANNING

CHAPTER NO. 5: DEPOSIT, CREDIT & PROFIT PLANNING

3. NIB - 12 Instruments 4. Management of Advances - Principles Safely Desirability Profitability - Assumptions.

CHAPTER NO. 5: DEPOSIT, CREDIT & PROFIT PLANNING

CHAPTER NO. 5: DEPOSIT, CREDIT & PROFIT PLANNING

CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT

CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT

CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT

CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT

CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT

CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT

CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT

CHAPTER NO. 6: ORGANIZING AS PART OF MANAGEMENT