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A short course of lectures
«Perspective management»





Advantages of CommitteesPrinciples of ManagementType of StaffChoosing a Leadership StyleControllingLINE AND STAFF ORGANISATIONInternal Organisation StructureNature and DefinitionOther Types of Change(15) Information Control(9) ReportsTypes of OrganisationAdministrative Problems in Decision-makingStrategies for Social ResponsibilityAdvantages of Organisational Charts and ManualsStaffingLevels of Change(1) Cost ControlMethods of Establishing Control (Control Stages)Disadvantages of CommitteesDisadvantages of Functional OrganisationTo Uncover DeviationsFactors or Reasons for increased Social Consciousness among BusinessmenBenefitsDisadvantages of Charts and Manuals(13) Quality ControlKinds of CommitteesSuitability of Line OrganisationTo Indicate Corrective ActionNeed for ControlLimitations of Budgetary Control(8) Inventory ControlApproaches to Objective Setting (or Goal Setting)Importance of DelegationImportance of OrganisingSub-Strategies (or Minor Strategies)Functions of a LeaderBehavioural Theory of LeadershipComponents or Areas of Social ResponsibilityContinuum of Leadership StylesImportance of LeadershipPlanning — TypesMeaning and Nature of CommunicationCharacteristics of a Good PolicyDefinition and Characteristics of StrategyPlanning(12) Marketing ControlA. On the Part of the ManagerTo Measure ProgressAdvantages of ControlRole of a Change AgentPlanning MethodsTowards Owners of EnterpriseTheories of LeadershipNon Budgetary Control DevicesFunctional ForemanshipProgrammasBarriers to CommunicationNature and Characteristics of ManagementEssentials of Effective Control SystemTraditional Economic Gains and Social ResponsibilitiesImportance of Decision-makingMeaning of ManagementTop ManagementIn the FactoryConstraints of Social ResponsibilityStrategies to Minimize Resistance to ChangeAdvantages of Line and Staff OrganisationAn Incident - Matrix OrganisationMiddle ManagementDisadvantages of DecentralisationTechniques of ControllingSocial Responsibility and EthicsDelegation of AuthorityDistinctions between Policies and Procedures(16) Responsibility AccountingAdvantages of ObjectivesSocial Responsibility Factors(14) Financial ControlsControl Process or Essential Steps in Control ProcedureOrganisations as a Framework of RelationshipIn the Planning DepartmentFactors Influencing Organisation StructureOrganisational ManualsPlanning and ControlDevelopmental ChangeClassification of BudgetsSingle-Use PlansViewing the OrganisationDefinitions of LeadershipManagement Functions - ViewsDifferences between Leadership and ManagementSocial Responsibility of Management and EthicsAdvantages of Line Organisation(5) Personal ObservationTypes of DecisionsSupervisory Management (Lower Level Management)Transformational ChangePrinciples of DelegationDecision-MakingPurpose of Planning (Objectives)Towards the Weaker Sections of SocietyRequirements of Sound ObjectivesElements of Communication ProcessImproving Line and Staff RelationshipTowards the SocietyAdvantagesEducation and CommunicationOn the Basis of Organisational StructureFunctional OrganisationEssentials of Effective Budgetary controlFor the Entire JobMethodsTrait TheoryHow can business be made to discharge Its responsibility?Approaches To Design ControlsDecentralisationB. On the Part of the SubordinatesAdvantages of DecentralisationUsas of Standing PlansHarmonising Informal and Formal OrganisationOrganisation Charts and ManualsFormal and Informal LeadersCharacteristics of Line OrganisationMeaning of Social ResponsibilityAdvantages of Matrix StructuresDistinctions between Delegation and DecentralisationDirectingAdvantages of Budgetary ControlPrinciples of Effective CommunicationAdvantages of Effective DelegationFactors of Change — The Organisational Work SettingEffective DelegationImportance of CommunicationImplementing ChangeNeed and PurposeAdvantages of Functional OrganisationMATRIX ORGANISATIONNature of Work ChangeDisadvantages of Line and Staff OrganisationNature or Characteristics of PlanningScope of ManagementCommunicationManagement -An OverviewSkillsClassification of Planning PremisesFactors Determining Good ControlProblems in the Control ProcessManagement Functions and Managerial Levels(7) Standing Orders, Limitations, etc(4) Production ControlCentralisationThe Need for Organisation StructureImportance and Benefits or Advantages and Limitations of PlanningProceduresBudgeting or Budgetary controlPrinciples of OrganisationFunctional Organisation at the TopLimitationsControllingTowards the Economic Policy of StateLimitations of ControlGuidelines for Effective Policy-makingSuggestions for Making Committees effectiveKinds of PoliciesBasic Premises Regarding ChangeFeatures of ProceduresSituational TheoryTypos of Management ChangeManagers and operational resourcesDisadvantages of Informal OrganisationEvolutionary ChangeSocial Responsibility ModelsNatureFunctions of SupervisorsManager — TomorrowBalancing of Various InterestsRole of Management(11) Pert and CPMTowards WorhersPlanning ProcessTypesFormal and Informal OrganisationBenefits of Informal Organisation to its MembersProcess of DelegationLimits of AuthorityRelevance of ControlPlanningTypes of Organisation StructureImportance of ControlSteps in Decision-MakingOrganisational DesignAccountabilityCOMMITTEES IN ORGANISATIONRulesOrganisationScope of Social Responsibility — How much?(10) Special ReportsManagement of ChangeTowards the GovernmentOn the Basis of Direction of CommunicationResponsibilities(6) External Audit .ControlOrganisingDelegation of AuthorityLevels of ManagementWho Takes the Decision?Is Management a Science or an Art?Degree of DecentralisationPolicyObstacles of DelegationLeadership StylesAdvantages of PlanningMeaning and DefinitionRevolutionary ChangeType of Line OrganisationOvercoming Resistance to ChangeRoles of Change AgentTypes of StrategiesAdministration and Management(2) Managerial StatisticsPlanning PremisesEffective SupervisionObjective SettingBenefits of Informal Organisation to ManagementFunctional ManagersThe Need for ManagementIs Management a Profession?BudgetsSituational TheoryLewins Three-Step Change ModelScope or Areas of ControlPREFACEEssentials of Good PlanStanding or Repeated use PlansDisadvantagesStrategySelecting the Type of OrganisationOrganisation as A ProcessManagement of ChangeManagement: Process and Principles(3) Internal AuditReasons for Resistance to ChangeOn the basis of Way of ExpressionSources of AuthorityLeadershipTowards ConsumersLimitations or Disadvantages of Planning
 
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