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A short course of lectures
«Perspective management»





Strategies for Social ResponsibilityPrinciples of DelegationSkillsDefinitions of LeadershipOrganisational DesignClassification of Planning PremisesRole of Management(12) Marketing ControlType of StaffPlanning — TypesNature or Characteristics of PlanningElements of Communication ProcessDecentralisationDelegation of AuthorityFactors of Change — The Organisational Work SettingDisadvantages of Informal OrganisationAdvantages of Functional OrganisationTo Measure ProgressOrganisations as a Framework of RelationshipAdvantages of Organisational Charts and ManualsNature of Work ChangeKinds of CommitteesStanding or Repeated use PlansImproving Line and Staff RelationshipOrganisational ManualsA. On the Part of the ManagerBalancing of Various InterestsSituational TheoryEffective SupervisionTowards Worhers(10) Special ReportsOrganisation as A ProcessNature and DefinitionNon Budgetary Control DevicesDecision-MakingFactors Influencing Organisation StructureDisadvantages of DecentralisationBenefits of Informal Organisation to its MembersPlanningSocial Responsibility and EthicsDefinition and Characteristics of StrategyProblems in the Control ProcessAdvantages of ControlIn the Planning DepartmentPrinciples of Effective CommunicationGuidelines for Effective Policy-making(6) External Audit .ControlOther Types of ChangeOn the Basis of Direction of CommunicationLINE AND STAFF ORGANISATIONLimitations of Budgetary ControlCommunicationAdvantages of Line and Staff OrganisationAn Incident - Matrix Organisation(1) Cost ControlSteps in Decision-MakingViewing the OrganisationCOMMITTEES IN ORGANISATIONScope of ManagementOvercoming Resistance to ChangeDirectingMiddle ManagementSocial Responsibility FactorsEssentials of Good PlanOn the Basis of Organisational StructureImportance of ControlFunctional Managers(16) Responsibility Accounting(11) Pert and CPMSocial Responsibility ModelsLimitations of ControlThe Need for ManagementType of Line OrganisationSources of AuthorityEffective DelegationObjective SettingManagement -An OverviewRole of a Change AgentTo Indicate Corrective ActionAdvantages of ObjectivesBarriers to CommunicationReasons for Resistance to ChangeWho Takes the Decision?Towards Owners of EnterpriseMeaning of Social ResponsibilityDisadvantages of Line and Staff OrganisationCentralisationOrganisingRulesDegree of DecentralisationDistinctions between Delegation and DecentralisationImportance of OrganisingComponents or Areas of Social ResponsibilityAdvantages of Decentralisation(7) Standing Orders, Limitations, etcTypes of DecisionsDifferences between Leadership and ManagementStrategyImportance of Decision-makingClassification of BudgetsObstacles of DelegationLimits of Authority(9) ReportsPlanning PremisesTypesPrinciples of OrganisationFor the Entire JobManagement of ChangeAdvantages of PlanningImportance of LeadershipTheories of LeadershipResponsibilitiesTo Uncover DeviationsConstraints of Social ResponsibilityFunctions of a Leader(5) Personal ObservationSuitability of Line OrganisationRoles of Change AgentRevolutionary ChangeTraditional Economic Gains and Social ResponsibilitiesApproaches to Objective Setting (or Goal Setting)ProceduresNatureDisadvantagesTechniques of ControllingBudgetsTowards the SocietyLevels of ManagementLewins Three-Step Change ModelEssentials of Effective Control SystemMethods of Establishing Control (Control Stages)Types of OrganisationMeaning and Nature of CommunicationOn the basis of Way of ExpressionDelegation of AuthorityTrait TheoryLimitations or Disadvantages of PlanningTowards the GovernmentImplementing ChangeProcess of DelegationInternal Organisation StructureTowards ConsumersPrinciples of ManagementDevelopmental ChangeCharacteristics of a Good PolicyManagement Functions - ViewsAdministration and ManagementControllingHarmonising Informal and Formal OrganisationTypes of StrategiesSupervisory Management (Lower Level Management)Meaning and DefinitionBehavioural Theory of LeadershipLevels of ChangeSingle-Use PlansAdvantages of Effective DelegationStaffingSituational TheoryPlanning MethodsAdvantages of Budgetary ControlManagers and operational resourcesSelecting the Type of OrganisationFeatures of ProceduresPlanning ProcessChoosing a Leadership StylePREFACEManagement of ChangeKinds of PoliciesThe Need for Organisation StructureRequirements of Sound ObjectivesImportance of Delegation(8) Inventory ControlAdministrative Problems in Decision-makingIs Management a Profession?Top ManagementAccountabilityProgrammasBenefits of Informal Organisation to ManagementEvolutionary ChangeLeadership StylesContinuum of Leadership StylesDisadvantages of Charts and ManualsScope or Areas of ControlLimitationsDistinctions between Policies and Procedures(3) Internal AuditOrganisation Charts and ManualsPurpose of Planning (Objectives)How can business be made to discharge Its responsibility?In the FactoryMethodsFormal and Informal LeadersScope of Social Responsibility — How much?BenefitsCharacteristics of Line Organisation(15) Information ControlFormal and Informal OrganisationNeed and PurposeDisadvantages of Functional OrganisationImportance of CommunicationFunctional Organisation at the TopLeadershipFunctional ForemanshipMeaning of ManagementMATRIX ORGANISATIONAdvantages of Line OrganisationTransformational ChangeFunctional OrganisationTypos of Management ChangeNature and Characteristics of ManagementAdvantagesImportance and Benefits or Advantages and Limitations of PlanningBasic Premises Regarding Change(13) Quality ControlEducation and CommunicationFunctions of SupervisorsPlanning and ControlEssentials of Effective Budgetary controlBudgeting or Budgetary controlOrganisationSub-Strategies (or Minor Strategies)(14) Financial ControlsPolicyControlling(2) Managerial StatisticsManager — TomorrowAdvantages of Matrix StructuresSuggestions for Making Committees effectiveControl Process or Essential Steps in Control ProcedureNeed for ControlUsas of Standing PlansAdvantages of CommitteesTowards the Weaker Sections of SocietyIs Management a Science or an Art?Approaches To Design ControlsManagement: Process and Principles(4) Production ControlTowards the Economic Policy of StateRelevance of ControlTypes of Organisation StructureFactors Determining Good ControlB. On the Part of the SubordinatesManagement Functions and Managerial LevelsSocial Responsibility of Management and EthicsStrategies to Minimize Resistance to ChangePlanningFactors or Reasons for increased Social Consciousness among BusinessmenDisadvantages of Committees
 
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