...Assessment Pattern | | | | No. of Sessions of 90 minutes | No. of Sessions of 90 minutes per week | Contin uous Assess ment | Semeste r End Examina tion | Total Marks | Duration of Theory Paper | No of Credits | 1 | Perspective Management | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 2 | Business Communicati on and Management Information Systems | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 3 | Organisation al Behaviour | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 4 | Financial Accounting | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 5 | Operations Management | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 6 | Marketing Management | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 7 | Managerial Economics | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 8 | Business Statistics | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | | | | Total No of Credits | | | 20 | UA: - University Assessment; IA: - Internal Assessment MMS SEMESTER – I (All Specialisations) Perspective Management (15 Sessions of 3 Hours Each) Sem I S. No. | Particulars | Sessions | 1 | * Management : Science, Theory and Practice - The Evolution of Management * Thought and the Patterns of Management Analysis - Management and Society : * Social Responsibility and Ethics - Global and Comparative Management - The * Basis of Global Management ...
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...Gujarat Technological University Syllabus for New MBA Program effective from Academic Year 2011-12 MBA I Semester I Accounting for Managers (AFM) 1. Course Objective: The objective of the course is to acquaint the students with the language of Accounting and to develop in them the ability to evaluate and use accounting data as an aid to decision making. The main purpose is to assist the students in developing skills in problem solving and decision making in the financial area. Emphasis is laid on analysis and utilization of financial and accounting data for planning and control. 2. Course Duration: The course duration is of 36 sessions of 75 minutes each i.e. 45 hours. 3. Course Contents: Module No: Module Content No. of Sessions 70 Marks (External Evaluation) 17 I II Fundamentals of Accounting Basic understanding of accounting, Accounting Concepts, Conceptual framework of financial statements, Accounting Policies, Journal Entries and preparation of accounts - Trial Balance to Balance sheet and profit and loss Account, Recognition of Income and Expenses, Provisions, Contingent Liabilities Accounting Standards and Applicability: Disclosure of Accounting Policies (AS-1), Valuation of Inventories (AS-2), Depreciation Accounting (AS-6), Income Recognition & Accrual Income (AS-9), Accounting of Fixed Assets (AS-10), Accounting for Intangible Assets (AS-26), Accounting for Investments (AS-13), 7 7 17 III IV V Preparing and Understanding Financial Statements...
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...PUNJAB TECHNICAL UNIVERSITY KAPURTHALA Scheme and Syllabus of Masters in Business Administration (MBA) Batch 2012 onwards By Board of Studies Business Administration Punjab Technical University Scheme of (MBA) Batch 2012 Onwards First Semester Course Code Course Title Load Allocation L T P 4 1 4 4 4 4 3 3 28 1 1 1 1 2 2 7 - Contact Hours: 36Hrs. Marks Distribution Internal 40 40 40 40 40 40 40 280 External 60 60 60 60 60 60 60 50 470 Total Marks 100 100 100 100 100 100 100 50 750 Total Marks 100 100 100 100 100 100 100 50 750 Total Marks 100 100 100 100 100 100 100 50 750 Credits MBA 101 MBA 102 MBA 103 MBA 104 MBA 105 MBA 106 * MBA 107 * MBA 108 Principles and Practices of Management Organizational Behaviour Accounting for Management Quantitative Techniques Managerial Economics Business Communication Information Technology for Management Viva Voce Total Course Title 5 5 5 5 5 5 5 2 37 Credits Second Semester Course Code Contact Hours: 34 Hrs Load Marks Distribution Allocation L T P Internal External 4 1 40 60 4 1 40 60 4 4 4 4 3 27 1 1 1 1 6 40 40 40 40 40 280 60 60 60 60 60 50 470 MBA 201 MBA 202 MBA 203 MBA 204 MBA 205 MBA 206 BTHU 101* MBA 207 Business Environment Production and Operation Management Human Resource Management Marketing Management Financial Management Research Methodology Human Values and Professional Ethics Viva Voce Total Course Title 5 5 5 5 5 5 3 2 35 Credits Third Semester Course Code Load Allocation L T P 4 1 4 4 4 4 4 3 27 1 1 1 1 1 6 Marks...
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...and Management Communication Issues Megan Weber MAN-373-OL011 Final Project College ID: 0541231 Email: megan.weber@students.tesc.edu Phone Number: (240) 357-4939 Abstract This case study analyzes the internal and management communication at Vair Corporation in order to demonstrate knowledge of professional managerial communication techniques. The study answers the following three questions: 1. How does the management’s communication of departmental procedures contribute to the communication environment? 2. What conflict strategy is Vair Corporation currently using? 3. What communication techniques are currently contributing the poor communication environment? These questions are answered via an analysis of the organization using John Dewey’s Rational Problem-Solving Process (Hynes, 2011). Through an examination of the problem-solving process and, in particular, the developed resolutions in the fourth step, several recommendations are made so that Vair Corporation may develop a positive internal communication environment. Introduction Vair Corporation is a growing company that specializes in resale of HVAC and fireplace units for apartment management companies in the greater Washington, D.C. area. As the staff works from multiple locations, internal communication is of vital importance. The Sales Team works closely with the Operations Team to communicate the status of various orders and fulfill deliveries in a timely manner. This communication is often filled...
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... * Understanding OB helps determine manager effectiveness * Technical and quantitative skills important * But leadership and communication skills are CRITICAL * Organizational benefits of skilled managers * Lower turnover of quality employees * Higher quality applications for recruitment * Better financial performance What Managers Do * They get things done through other people. * Management Activities: * Make decisions * Allocate resources * Direct activities of others to attain goals * Work in an organization * A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. Four Management Functions * PLAN: A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. * ORGANIZE: Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. * LEAD: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. * CONTROL: Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation. Mintzberg’s Managerial Roles Ten roles in three groups (Exhibit 1-1) * Interpersonal * Figurehead, Leader, and Liaison * Informational * Monitor...
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...ATTITUDE OF MALE EMPLOYEES TOWARD FEMALE MANAGERS IN SELECTED ORGANIZATIONS IN GHANA Alexander Preko PhD/CE, Business Studies Department Wisconsin International University College, Ghana, Legon Ghana ABSTRACT The study examines the views of male employees working under female heads in selected organizations in Ghana. The research is significant because it testifies how male negatively regard female heads despite series of both international and national conferences and platforms that advocate for women to assume managerial positions at the workplace. The study employed a case study and descriptive research design. The sample size was 122 respondents from 17 organizations. A purposive random technique was used to select only male employees who have worked or are still working under female heads. Questionnaires and secondary data were used to collect data. The Statistical Package for Social Sciences (SPSS) was used to analyze data which were presented into simple descriptive tables. The study revealed that majority of the male employees (69.5%) preferred to work under male managers and coded managerial positions as masculine position. It is recommended, therefore, that male employees should embrace and integrate female heads in decision making positions, as women now constitute majority of the working population in the world. Keywords: attitudes, influence, managerial position, negative, perceptions, positive. International Refereed Research Journal ■ www.researchersworld.com ■...
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...Principles of Management Course Number: BUS 1001-5 Course Name: Principles of Management Class meeting times: Wednesday 10:00-11:00 AM, Friday 9:00-11:00 AM Class Room: Chinrigwan 303 Instructor: Darshana Karna E-mail: darshanakarna@hotmail.com / karna1208@chonnam.ac.kr Background Principles of Management is a compressive introductory course on the management process from a manager’s perspective with particular emphasis on the skills, competencies, techniques and knowledge needed to successfully manage an organization. It focuses on the entire organizational form both a short and long-term perspective to from a strategic vision, setting objective, crafting a strategy and then implementing it. This course examines the logic and working of organizations. It also investigates how organizations develop and maintain competitive advantage within a changing business environment influenced by political, economic, social, technological, legal and environmental factors. The course content is organized around the four pillars of management viz. planning, organizing, leading and control for systematic understanding of management-related challenges and applying conceptual tools and techniques in analyzing, evaluating and addressing management issues. Course serves as the first course for management majors in the discipline of management. Course Learning Objective This course ensures that the student understand how managers mange business organization in the dynamic...
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...SUBJECT CODE LIST OF SUBJECTS FT 101C FT 102C FT 103C FT 104C FT 105C FT 106C FT 107C FT 108C Management Principles and Practices Mathematics and Statistics for Managers Accounting for Managers IT and E-Business Fundamentals Business Environment Organization Behavior and Processes Business Communication Business Legislation 1-2 3-4 5-6 7-8 9-10 11-12 13-14 15-16 COURSES AND SYLLABUS FOR SECOND, THIRD AND FOURTH SEMESTER SHALL BE COMMUNICATED LATER. 2 FT-101C MANAGEMENT PRINCIPLES AND PRACTICES Course Objective The objective of this course is to help the students gain understanding of the functions and responsibilities of the manager, provide them tools and techniques to be used in the performance of the managerial job, and enable them to analyze and understand the environment of the organization. Examination The faculty member will award internal marks out of 20 (8 for Tests and 12 for class participation). The semester examination carrying 80 marks will have two sections A and B. Section A worth 60 marks will have 6 theory questions out of which students will be required to attempt any four questions. Section B carrying 20 marks will contain one or more cases. Cases prescribed below are only for classroom discussion and internal evaluation and not for end semester examinations Course contents 1. Concept of Management Functions and Responsibilities of Managers, Fayol's Principles of Management, Management Thought The Classical School, the Human Relations...
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...Organizational Behavior 14th Edition What Is Organizational Behavior? Kelli J. Schutte William Jewell College Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-0 Chapter Learning Objectives After studying this chapter you should be able to: – Demonstrate the importance of interpersonal skills in the workplace. – Describe the manager’s functions, roles, and skills. – Define organizational behavior (OB). – Show the value to OB of systematic study. – Identify the major behavioral science disciplines that contribute to OB. – Demonstrate why few absolutes apply to OB. – Identify the challenges and opportunities managers have in applying OB concepts. – Compare the three levels of analysis in this book’s OB model. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-1 The Importance of Interpersonal Skills Understanding OB helps determine manager effectiveness – Technical and quantitative skills are important – But leadership and communication skills are CRITICAL Organizational benefits of skilled managers – Lower turnover of quality employees – Higher quality applications for recruitment – Better financial performance Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-2 What Managers Do They get things done through other people. In order to facilitate that process managers: – Make decisions – Allocate resources – Direct activities of others to attain goals Managers do this...
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...The case is about The Riley’s poor experience of buying a refrigerator. They purchased a completely new refrigerator from one of the greatest mall chains in Canada, the Canadian. The refrigerator subsequently began to malfunction. After receiving poor service from the vendor’s service center they tried to think of an effective approach to handle the situation. They had to decide to both do nothing at all and treat the situation as an isolated incident, walk away vowing not to ever deal with this particular retailer/brand, or prepare a written complaint to the retailer and protest about the service and demand some form of an apology and compensation. I believe that the “Chantale and Clinton Call for Service” is an actual case addressing various managerial fields such as: Consumer Behavior, Marketing Management, Quality Control Management, Public Relations Management, Managerial Communication, and Customer Relationship Management. Consumer Behavior is the study of individuals, groups, or organizations and the processes they use to select, secure, and dispose of products, services, experiences, or ideas to satisfy needs and the impacts that these processes have on the consumer and society. Marketing management is a business discipline which focuses on the practical application of marketing techniques and the management of a firm's marketing resources and activities. Quality Control Management is the act of overseeing all activities and tasks needed to maintain a desired level...
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...last decade. Managers (of banks, insurance enterprises, of Enron, etc.) play(ed) high-risk games at the cost of the organization; they plunder(ed) the assets of employees and shareholders as well. If they win, they take all the gain; if they lose, they call for the taxpayer’s money because their organizations are too big to fail. They never think about stinting with their bonuses even if the taxpayers have to save the organization they work for because otherwise these same managers would leave it and so dispossess it of their skills and competence which, so they think, are badly needed to set it afloat again. Objective and Targeted Audience Jackall’s detailed sociological study of the managerial world is not written for a particular target group. As Jackall has clarified throughout a recent interview,1 his study is “part of a larger project. This is a long-term examination of the social, institutional, cultural, moral, and epistemological foundations of modern American society (Interview, p. 8).” If one wants to nominate an audience as the target group of the first edition, then it is perhaps identified best by the answer to the question: “How does bureaucracy shape moral consciousness?” (Interview, p. 1). This question, however, seems to...
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...How does lack of managerial communication effect worker’s productivity Brian Sadowski Dr. Sami Khan Management and Research Foundations (MGMT 500) 6 December 2015 Abstract Managerial communication does not restrict itself to corporate presentations, meetings, conferences, and media relations, official correspondences like business letters, memos, proposals and reports. This is quite obvious from the fact that today we have “ hi-tech” communication like intranet, internet, teleconferencing, video-conferencing, net meeting, etc. as part and parcel of our professional communicative life. But, communication is not always formal. In fact, informal communication is far more active in the work place than formal communication. With the lack of communication it can affect the performance of employees because of lack of direction, policy or instructions. Having the proper managerial interaction can increase the employee’s performance and ultimately meet the organizational strategic goals. Introduction Employees spend on average between 25% to 70% in face-to-face conversations with other employees or clients, and about 88% to 93% dealing with unscheduled communication with others within departments (Dasgupta, 2014). This heightens the level of informal communication employees have within the organization. Communication of this nature is sometimes supported by opportunity, and sometimes impulsiveness. On one hand, it augments...
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...Managerial Communication Strategies and Applications Case Study About Technological Communication Tools Read the case study "Improvements at ServeNow" in Chapter 3 of the textbook and prepare a report with the recommendations you would make as the small-business consultant. Read the "Project" section of the case study to see what the focus of your report should be. Be sure to identify all your sources of information. As a small-business consultant considering all known information, presuming the company has computers already, my recommendations to Mr. Bushley would include; 1) consider E-learning for training; and, 2) Consider downloading an instant messaging program. These technological communication tools would ensure Mr. Bushley’s ongoing contact with his store, also providing him with tools useful in developing his managerial force. Communicating With Store Chain Regular meetings and ongoing communication can be a challenge within itself; an instant messaging system would allow messages to be sent immediately; and, usually a programmed sound or other effect drawing attention to the incoming message alerting managers of a message. If there is a pressing matter that needs to be discussed immediately without interruption the software would allow individuals to request a chat where both parties "talk" in real time. You can even talk (type) at the same time (a feature not allowed in regular conversation). Files can be sent as well as greeting cards, e-mails and voice...
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...practices. This allows managers to study and develop skills they need in the dominant practice. There are several marketing practices such as transaction marketing, database marketing, emarketing (this term is no longer in use), interactive marketing and network marketing. All of these practices are differs from each other in terms of purpose of exchange, nature of communication, type of contact, duration of exchange, formality of exchange and managerial intent. Transactional marketing The purpose of exchange in transactional marketing is economic transaction; it is not interested in any kind of information or relationships with customers or other firms. The aim is just to sell. The nature of its communication is from firm to mass market – no target markets or segments are defined. Transactional marketing also is not interested in communication “with” customers or with firms. To contact with its consumers firms using Transaction marketing select an arm’s length impersonal type of contact, because an information was not gathered, contact couldn’t be personalised. Face to face contact also is not used because relationships between firm and customers are not interpersonal. The duration of exchange is discrete, but in some cases occurred over time. In this type of marketing the aim is to make the customer to buy at least once, but it is still possible that customer will buy product or use service again. Formality of exchange is very high. Managerial intent only is to attract customers...
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...Nor Rubaiha Mohamed Nor, CEO of Yayasan UEM, UEM Group Berhad. Last but not least, a special thanks goes to my husband, family and friends for putting a smile on my face every single day. ABSTRACT The topic of the thesis is Women in Leadership and Management. This essay concerns the subject of thesis work is to make research of women leadership attributes and management styles. In order to get clearer details about that, I have made some investigations or researches on women leadership starting from definition of it, followed by the data collection in order to strengthen the research topic. Data shows that women continue to increase their share of managerial positions but unfortunately the rate of progress is slow and uneven. Therefore, I decided to examine the barriers experienced by a woman leader and how a woman managerial approach, such as transformational leadership style, can be effective for organization to reach their goals. It is so obvious that leadership is normally dominated by men. While women have some advantages and disadvantages, also prejudice and differ style of leadership. It is very...
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