Course Module

PRINCIPLES AND PRACTISES OF MANAGEMENT ( BB 101 )

Course Module

Course Instructor : Er.Sartaj Singh Bajwa


Marks 100
Internal Assessment: 40
External Assessment: 60


Course Description
This is an introductory course to non-management students which explains the meaning of management, management principles, planning, organizing and controlling of company resources. By the end of the course the student should be clear about the :
- Concept of management and its importance
- Recruitment and selection
- Performance Appraisal Techniques
- Understanding the roles of employer and employee in the company.


Course Objectives
The main objectives of this course are to:
(i) Provide the student with an understanding of various tasks of Management.
(ii) Enable the student to be able to handle problems of a managerial nature
(iii) Provide the student the opportunity to handle simple managerial cases in class
(iv) Efficiently utilize scarce resources, in order to achieve company objectives.


Marks Breakup ( 40 Marks )
1. Case studies : (5 marks) These will be mentioned with each lecture in the course break up and all the students are required to read them before coming to the class.
2. Assignments : (5 marks). The assignments will be mentioned in the course breakup and students are required to submit that assignment within the specified time.
3. Hourly Tests : (10 marks) There will be two hourly two tests in the semester, weightage of both the tests is 5 marks.
4. Class presentations: (5 marks)
5. Mid-semester Examinations (15 marks)






PUNJAB COLLEGE OF TECHNICAL EDUCATION, LUDHIANA
COURSE PLAN

Course Instructor : Er.Sartaj Singh Bajwa Subject Name: PPM
Subject Code : BB-101 Assignments: 3
Tests: 2
Case Studies: 3



Sr. No. Topics Date Assign Test Case
1 Introduction to the concepts of management
2 Nature and scope of management
Management as a Science & Art
3 Management as profession
Functions of Management
4 Management Roles
5 Levels in management
Manager`s Roles

6 Assignment No. 1 1
7 Planning
Nature
Types of planning
Importance of planning
8 Planning Process
Purpose of Planning
9 Functions of planning
Barriers to planning
Making planning effective
10 Case Study - PMTC 1
11 Decision making
Concept
Types of decision making

12 Decision making process
Effective decision making
Guidelines for making effective decisions
13 1st Hourly Test 1
14 Organizing
Nature
Importance
Factors affecting organizing
15 Process of organizing
Organizational Chart
16 Activity
17 Organizing Objectives
Types of organizations
Formal & Informal Organization
Matrix Organization
18 Span of management
Meaning
Types of span
19 Factors determining effective span of management
Graicunas Formula
20 Departmentation
Definition
Features
21 Basis of departmentation
Choice of basis of Departmentation
22 Case Study – Super Departmental Store 2
23 Management By Objectives ( MBO )
Nature
Features of MBO
24 Process of MBO
Benefits of MBO
Problems of MBO
25 Authority
Definition & Types
Responsibility & Accountability
26

Delegation:
Definition
Steps in delegation
Principles of Delegation
27 Delegation
Blocks to Delegation
Measures to effective Delegation
28 2nd Hourly Test 2
29 Centralization (meaning)
Rationale to effective centralization
Decentralization (meaning)
Rationale to effective decentralization
Factors determining degree of centralization/Decentralization
30 Assignment No. 2 2
31 Staffing
Meaning
Importance
Factors affecting staffing
Brief introduction about Job Design
32 Manpower Planning
Importance of manpower planning
Manpower planning process
33 Case Study : People`s Express 3
34 Recruitment
Concept of recruitment
Sources of Recruitment

Assignment No. 3 3
35 Selection
Meaning
Process
Techniques
Difference between recruitment and selection
36 Performance appraisal:
Meaning
Objectives of appraisal
Methods of performance appraisal
37 Barriers to effective appraisal
38 Communication
Importance
Process
39 Barriers and breakdown of communication
40 Controlling
Meaning
Controlling and other functions
Importance of controlling
41 Types of control
Control Process
42 Controlling
Essentials of effective control system
Problems in controlling

43 Control techniques
Budgetory & Non Budgetory control techniques
44 Social Responsibility
45 Business Ethics


REFERENCE BOOKS
1 - Koontz Essentials of management
2 - L.M.Prasad Principles & Practices of Management
3 - Y. K. Bhushan Management
Assignments


The assignments are geared towards giving the students a deeper understanding of the subject:

(1) During your visit to the industry ask the concerned manager that does “ Lack of planning is again failure in planning ``.

(2) During your visit to the industry ask the concerned manager that how many departments are there in your organization and what is their importance in an organization

(3) During your visit to the industry ask the concerned manager that what are the various ways by which they do the performance appraisal of their employees.


ACTIVITY

During your visit to the industry in group of two students have to ask the managers of various departments that whether there is a difference in the salary/wages of employees who are having some authority and responsibility over and above the routine work.


CASE STUDIES

Punjab Machine Tools Corporation (PMTC)


PMTC in the business of metal cutting tools and metal forming tools is engulfed in competition with national as well as international players. PMTC’S products are used by capital goods and other engineering industries. The business is cyclical in nature, dependent on capacity utilization levels in user industries.

Gyan Chand, the MD of PMTC, had been urged by the distributors in a recent meeting, to introduce high-tech metal cutting tools and new models using the latest technology. They felt that this would help them fight the dumping of cheap second hand machinery and increase the domestic as well as export market share. Gyan Chand realized the implications of the distributors’ suggestions. This would increase the R & D budget tremendously. A fully automated production line would put pressure on finances. A greater variety of tools, models etc. would require inventory space. Mechanics need to be trained again, especially in running the latest, fully automated robots and gadgets.

Reflecting on previous staff meetings, Gyan Chand realized that marketing people always wanted a greater variety of models but never appreciated the huge financial burden such decision would imply. PMTC, after all carried through its operations all along with just a few models quite successfully. In such a scenario, Gyan Chand felt that there is no need to go in for new models. Instead, he thought the focus should be on improving existing models and reducing the cost and price. The customer now-a-days is more interested in getting value for money. However, to be on safe side, he sought the opinion of a consulting firm, in this regard.

Questions

• What do you think is the mission of the enterprise?
• What kind of opportunities and threats exist in the firm’s external environment?
• How would you go about evaluating the strengths and weaknesses of the firm? What factors are critical for success or failure?
• “To be successful, an organization must be an open system” What does this mean and how does it apply in this case?

People Express

Donald Burr the founder and chairperson of people express has been hailed in his attempt to build a more human organization. But his leadership style was changing as the organization grew . Managers at People express has different managerial style : hard driving but giving employees a great deal of freedom. All employees are expected to carry out a great variety of task , thus pilots help out in handling the baggage. Even top executives rotate from job to job to learn the major aspects of business. Full time employees must buy stock in the company although they receive a large discount.
After the company expanded and experienced its first losses , its emphasis on participative management changed. With the acquisition of Frontier Airline , Inc. , People express became the fifth largest airline in the country – only five years after its formation in 1980. With its growth , however the firm changed its character , family style organization to a more traditional one. Critics maintain that within the company it is even risky to ask unpopular questions. One of the original managing director , Lori Dubose , who was one of the architect of life time employment at people express , was unexpectedly fired. She thinks now that asking Burr challenging questions was risky and probably was a mistake. Another director , Harold Parety , who didn’t like being told that he had to be at work from 6 am to 9 pm regardless of the workload , quit and formed his own airline ( Presidential airways , Inc. ) , applying many of people Express`s managerial practices.

Questions
1 – What are some of the consequences to the company of Burr`s way of firing a officer?
2 – Should a company be managed the same way regardless of its size , profitability ?


Super Department Stores’ MBO Programme

Prakash Gupta was irritated and confused, after the meeting with Dinesh Sharma. Praksh was the chief manager of Delhi city Super Department Stores (SDS), and Dinesh was the regional stores manager, in charge of stores of Noida, Faridabad and Ghaziabad.Three weeks earlier, Praksh had received a letter from Dinesh explaining that top management had decided on an MBO Programme to help SDS improve its operational efficiency and profitability. The letter mentioned about linking stores managers’ salary hikes, promotions etc. to performance. The accompanying instructions required managers to list the objectives they achieved which were appropriate for their store and then to await the regional manager’s review visit.

Prakash has done just what he was asked to do. In a meeting with his departmental managers, Prakash had chosen objectives that they all agreed were appropriate. All of the objectives represented performance levels that were improvements over the past year and were reasonably attainable, such as:

• Increase sales by 10%
• Reducing inventory losses by 2%
• Improving customer service (i.e. 20% fewer complaints made to head office.)
• Reducing cash register shortages to .05% of sales

Dinesh came late for the MBO review visit and stressed that there was little time. He quickly scanned the written statement of objectives which Prakash gave him, then explained that profit improvement was really what the home office was interested in. Senior management in Chennai, running the SDS in over 18 major cities in India, decided that a 10% increase in profit would be a reasonable objective for Prakash’s store. This single objective, Dinesh explained, would facilitate the monitoring of performance by the head office and would also reduce the amount of information the store would have to submit. The visit was cut short because Dinesh had to attend a meeting on the advertising budget back at the head office.

Questions

• Does the MBO system at SDS meet the criteria for an effective programme? Why? Why not?

• Evaluate Praksh’s approach to objective setting.


PRESENTATION


• The students will be divided into groups and will be given the respective topics.
• Presentation has a weight age of 5 marks in the internal.
• Each group will be required to speak on the respective topics.
• Attendance will be compulsory.
• Students will also be marked on the basis of questions they ask to the other group, which requires them to be attentive throughout the presentation day.

Topics for the presentation :

1-The relationship between Management and other Business related subjects
2-Change Management-Importance to Organizations
3- Retailing and its scope in India
4- Job Satisfaction and Job Retention
5-Role of Trade Union in Modern Business
6-Why Brand Management is important for an established company?
7-Product Management
8-CRM-in a competitive environment
9-Competition-A Threat or a challenge
10-Management strategies-Mergers & Acquisitions
11-Team Management- A necessary ingredient to management activities or Management success.
12-Why training & development is important for modern employees?
13-Budgets-Their importance in organization
14-Direction- An important function of management.
15-Customer is a king – Customer Satisfaction
16-Advertising-A main tool to sell your product.
17-The role of planning in an organization
18-Modern management practices in India
19-The evaluation of jobs in the organisation
20-The importance of appraising employees’ performance
21-Management ethics and culture
22-Industrial relations in an organisation
23-Managerial functions in the company
24-Determining the requirements of a good leader
25-The decision making process in an organization
26-Training & development in an organization
27-The managerial span of control