Principles and Practices of Management and Business Communication : University of Calcutta

Principles and Practices of Management and Business Communication University of Calcutta

Principles and Practices of Management and Business Communication provides extensive knowledge of the principles of management and business communication in two parts. The first part specifically provides insights into the way management is taught and used these days, and the relevance it plays in t...

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Detalles Bibliográficos
Autor principal: Karmakar, Anupam (-)
Otros Autores: Dutta, Bidisha
Formato: Libro electrónico
Idioma:Inglés
Publicado: Noida : Pearson India 2011.
Materias:
Business communication.
Communication in management.
Communication in organizations.
Interpersonal communication.
Intercultural communication.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009815724606719
Tabla de Contenidos:
  • Cover
  • Contents
  • Preface
  • About the Authors
  • Syllabus
  • Part I: Principles and Practice of Management
  • Chapter 1: Introduction to Management
  • 1.1 Management: Concept and Definition
  • 1.1.1 Traditional Approach
  • 1.1.2 Modern Approach
  • 1.1.3 From the Viewpoint of 7 Ms
  • 1.1.4 From the Viewpoint of 4 Ps
  • 1.2 Nature of Management
  • 1.3 Importance or Significance of Management
  • 1.4 Functions of Management
  • 1.4.1 Planning
  • 1.4.2 Organizing
  • 1.4.3 Staffing
  • 1.4.4 Directing
  • 1.4.5 Controlling
  • 1.4.6 Coordinating
  • 1.4.7 Motivating
  • 1.4.8 Order of Performance
  • 1.5 Concerns of Management
  • 1.5.1 Process
  • 1.5.2 Efficiency and Effectiveness
  • 1.5.3 Balancing Effectiveness and Efficiency
  • 1.6 Management as a Process
  • 1.7 Objectives of Management
  • 1.8 Principles of Management
  • 1.9 Management and Administration
  • 1.9.1 Administration and Management are Separate Functions
  • 1.9.2 Administration and Management are Synonymous
  • 1.10 Levels of Management
  • 1.10.1 Top Level of Management
  • 1.10.2 Middle Level of Management
  • 1.10.3 Lower Level of Management
  • 1.11 Management: Art and Science
  • 1.11.1 Characteristics of Art
  • 1.11.2 Arguments in Favour of Treating Management as an Art
  • 1.11.3 Characteristics of Science
  • 1.11.4 Arguments in Favour of Treating Management as a Science
  • 1.11.5 Management as Both an Art and a Science
  • 1.11.6 Conclusion-Management is Both an Art and a Science
  • 1.12 Management as a Profession
  • 1.13 Universality of Management
  • 1.13.1 Arguments in Favour of Universality
  • 1.13.2 Arguments Against Universality
  • 1.14 Managerial Skills
  • 1.14.1 Conceptual Skill
  • 1.14.2 Human Skill
  • 1.14.3 Technical Skill
  • 1.14.4 Sources of Management Skills
  • 1.15 Management Skills and Management Function Matrix
  • 1.16 Managerial Roles
  • 1.17 Emerging Trends in Management.
  • 1.18 Relating Management with a Movie
  • 1.18.1 About Management
  • 1.18.2 Management and Lagaan
  • 1.18.3 Review of the Movie
  • 1.18.4 Role of the Manager According to Henry Mintzberg and Bhuwan's Role in it
  • Summary
  • Keywords
  • Question Bank
  • References
  • Chapter 2: Different Schools of Management Thoughts
  • 2.1 Evolution of Management Thought
  • 2.1.1 Early Perspective
  • 2.1.2 Industrial Revolution
  • 2.2 Contributions of Some Early Eminent Management Experts
  • 2.3 Different Schools (or Approaches) of Management Thoughts
  • 2.3.1 Classical Approach: 3000 B.C.
  • 2.3.2 Neoclassical Approach
  • 2.3.3 Modern Approach
  • 2.4 Lessons from Japanese Management Style (Theory Z)
  • 2.4.1 History of Theory Z
  • 2.4.2 Differences Between American and Japanese Management Practices
  • 2.4.3 Comparison and Contrast of Theories X, Y and Z
  • Summary
  • Keywords
  • Question Bank
  • References
  • Chapter 3: Planning
  • 3.1 Planning: Concept and Definition
  • 3.2 Features or Characteristics of Planning
  • 3.2.1 Basic and Fundamental to All Management Functions
  • 3.2.2 Goal-Oriented Function
  • 3.2.3 Intellectual Process
  • 3.2.4 Forward-Looking Process
  • 3.2.5 Continuous Process
  • 3.2.6 Pervasive Function
  • 3.2.7 Integrating Process
  • 3.3 Process or Steps of Planning
  • 3.3.1 Visioning and Mission Formulation
  • 3.3.2 Framing the Overall Goal for the Organization
  • 3.3.3 Collecting Data
  • 3.3.4 Developing Planning Premises
  • 3.3.5 Determining Alternative Courses of Action
  • 3.3.6 Comparative Study of the Alternative Courses
  • 3.3.7 Selection of the Best Courses of Action
  • 3.3.8 Preparation of Derivative Plans
  • 3.3.9 Involving Employees/Workers
  • 3.3.10 Implementation of Plan
  • 3.3.11 Follow-Up
  • 3.4 Importance/Advantage/Utility of Planning
  • 3.5 Limitations of Planning/Barriers to Effective Planning.
  • 3.6 Ways to Overcome the Barriers of Planning/Means to Reduce the Limitations of Planning
  • 3.7 Types of Plans
  • 3.7.1 Strategic Plans
  • 3.7.2 Tactical Plans
  • 3.7.3 Specific Plans
  • 3.7.4 Directional Plans
  • 3.7.5 Long-Range Plans
  • 3.7.6 Short-Range Plans
  • 3.7.7 Operational Plans
  • 3.7.8 Contingency Plan
  • 3.7.9 Derivative Plan
  • 3.7.10 Master Plan
  • 3.8 Management by Objectives (MBO)
  • 3.8.1 Steps of MBO Process
  • 3.9 Essentials of a Good Plan
  • 3.10 Meaning and Concept of Forecasting
  • 3.11 Steps of Forecasting
  • 3.11.1 Specification of Purpose of Forecasting
  • 3.11.2 Gathering and Organizing Data
  • 3.11.3 Selection and/or Formulation of the Forecasting Technique
  • 3.11.4 Estimating the Future
  • 3.11.5 Implementation of the Forecasts Made
  • 3.11.6 Comparing Actual Results with the Forecasted Ones
  • 3.11.7 Fine-Tuning the Forecasting Process
  • 3.12 Techniques of Forecasting
  • 3.12.1 Quantitative Techniques
  • 3.12.2 Qualitative Techniques
  • 3.13 Importance/Advantages of Forecasting
  • 3.14 Limitations of Forecasting
  • Summary
  • Keywords
  • Question Bank
  • References
  • Chapter 4: Organizing
  • 4.1 Organization: Concept and Definition
  • 4.1.1 Organization as a Process
  • 4.1.2 Organization as a Framework of Internal Relationships
  • 4.1.3 Difference Between Dynamic and Static Concepts of Organization
  • 4.2 Characteristics of Organization
  • 4.3 Comparison Between Traditional and Modern Organization
  • 4.4 Importance of Organizing
  • 4.5 Principles of Organizing
  • 4.6 Features of a Sound Organization
  • 4.7 Functions of Organizing
  • 4.8 Process or Steps in Organizing
  • 4.9 Organizing Versus Management
  • 4.10 Organization Structure: Concept and Definition
  • 4.10.1 Factors Influencing the Choice of Organization Structure
  • 4.10.2 Elements of Organization Structure
  • 4.10.3 Advantages of Organization Structure.
  • 4.11 Types of Organization Structure
  • 4.11.1 Traditional Organization Structure
  • 4.11.2 Modern Organization Structure
  • 4.12 Departmentation or Divisionalization
  • 4.12.1 Meaning of Departmentation
  • 4.12.2 Recent Trends in Departmentalization
  • 4.12.3 Rationale for Departmentalization
  • 4.12.4 Needs and Importance of Departmentation
  • 4.12.5 Common Bases for Departmentation
  • 4.13 Centralization
  • 4.13.1 Concept
  • 4.13.2 Reasons for Centralization
  • 4.13.3 Advantages of Centralization
  • 4.13.4 Limitations of Centralization
  • 4.13.5 Types of Centralization
  • 4.14 Decentralization
  • 4.14.1 Concept
  • 4.14.2 Reasons for Decentralization
  • 4.14.3 Merits of Decentralization
  • 4.14.4 Limitations of Decentralization
  • 4.14.5 Importance of Decentralization
  • 4.14.6 Principles of Decentralization
  • 4.14.7 Extent of Decentralization
  • 4.14.8 Factors Affecting Degree of Decentralization
  • 4.15 Comparison of Centralization and Decentralization
  • 4.16 Delegation of Authority
  • 4.16.1 Informal Delegation
  • 4.16.2 Elements of Delegation
  • 4.16.3 Relationship Between Authority and Responsibility
  • 4.16.4 Differences Between Authority and Responsibility
  • 4.16.5 Principles of Delegation of Authority
  • 4.16.6 How Far Down to Delegate?
  • 4.16.7 Process or Steps of Delegation
  • 4.16.8 Prerequisites for Effective Delegation
  • 4.16.9 Problems or Barriers in Delegation
  • 4.16.10 How to Deal with Employee Resistance?
  • 4.16.11 Comparison Between Delegation and Decentralization
  • 4.17 Span of Management
  • 4.17.1 Factors Determining the Span of Management
  • 4.17.2 Types of Span of Management
  • 4.17.3 Tall Versus Flat Organization
  • 4.17.4 Graicunas Theory Relating to Span of Management
  • 4.17.5 Relationship Between Span of Management and Organizational Levels
  • 4.18 Line and Staff Authority Relationship.
  • 4.18.1 Authority on the Job
  • 4.18.2 Types of Authority
  • 4.18.3 Depiction of Authority Relationship
  • Summary
  • Keywords
  • Question Bank
  • References
  • Chapter 5: Motivation
  • 5.1 Motivation: Concept and Definition
  • 5.1.1 Concept
  • 5.1.2 Definition of Motivation by Experts
  • 5.2 Sources of Motivation
  • 5.3 Indications of Motivation and Demotivation
  • 5.4 Types of Needs
  • 5.5 Some Common Assumptions about Motivation
  • 5.6 Motivation and Behaviour
  • 5.6.1 Motives
  • 5.6.2 Goals
  • 5.6.3 Strength of Motive
  • 5.6.4 Probability of Success
  • 5.7 Characteristics of Motivation
  • 5.8 Importance of Motivation
  • 5.9 Factors or Aids to Motivation
  • 5.10 Process or Steps in Motivation
  • 5.11 Limitations of Low Motivation
  • 5.12 Theories of Motivation
  • 5.12.1 Process and Content Theories of Motivation and How They Apply to the Workplace
  • 5.13 Traditional Theories
  • 5.13.1 Fear and Punishment Theory
  • 5.13.2 Reward or Economic Theory
  • 5.13.3 Carrot and Stick Approach
  • 5.14 Modern Theories
  • 5.14.1 Maslow's Hierarchy of Needs Theory
  • 5.14.2 Herzberg's Motivation-Hygiene Theory
  • 5.14.3 Mcgregor's Theory X and Theory Y
  • 5.15 How can You Increase Employees' Motivation
  • 5.15.1 Managerial Actions to Increase Motivation
  • 5.15.2 Financial Incentives
  • 5.15.3 Non-Financial Incentives
  • 5.15.4 Job Enlargement
  • 5.15.5 Job Rotation
  • 5.15.6 Job Enrichment
  • Summary
  • Keywords
  • Question Bank
  • References
  • Chapter 6: Leadership
  • 6.1 Leadership: Concept and Definition
  • 6.2 Features of Leadership
  • 6.3 Role of Leadership
  • 6.3.1 Understanding and Interpreting the Environment in Which the Organization Operates
  • 6.3.2 Formulating Winning Strategies
  • 6.3.3 Executing Strategies Brilliantly
  • 6.3.4 Monitoring the Results and Making Strategic Adjustments
  • 6.3.5 Building Organizational Capabilities.
  • 6.3.6 the Challenges of Leadership.

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