OUTLINE 1: INTRODUCTION
Define Management?
Function of Managers
Evolution of Management
Scientific Management
o Fredrick Taylor
o Henry L. Gantt
o Frank & Lillian Gilberth
Operational Management
o Henri Fayol
Behavioral Science
o Munster berg
System theory
o Chester Barnard
Modern Management/Recent contribution to management though
o Peter F. Drucker 1974
o Edwards
o Thomas Peters & Robert Waterman 1982
OUT LINE NO: 02 PLANNING
Planning
The Nature and purpose of planning
o The contribution of planning to purpose and objectives
o The primacy of planning
o The pervasiveness of planning
o The efficiency of plans
Types of planning
o Purpose, mission and objectives
o Strategies and policies
o Procedures and rules
o Programs
o Budget
Steps in planning
o Awareness op opportunities
o Setting objectives
o Developing performance
o Identifying alternative courses of action
o Evaluating alternative courses
o Selecting a course
o Formulating derivative plan
o Numbrising plans by making budgets
The Planning process
Management by objectives (MBO)
o Benefits of MBO
o Weaknesses of MBO
Decision making
o Rational decision making
o Steps in decision making
Quantitative & qualitative factors
Managerial analysis
OUTLINE NO.03 ORGANIZATION
Span of control
o Factors determining an effective span
Departmentalization
Types of departmentalization
o Departmentalization by numbers
o Departmentalization By time
o Departmentalization By function
o Departmentalization By geography
o Departmentalization By customer
o Departmentalization By process
o Departmentalization By product
Formal & Informal organization
Authority & power
Line and staff concepts
o Line authority
o Staff concept
Line and staff organization of a typical manufacturing company
o Nature of line & staff concepts
o Benefits of staff
o Weaknesses of staff
Delegation of authority
o Splintered authority
o Recovery of delegated authority
o The art of delegation of authority
Personal attitude toward delegation
Guidelines for overcoming weak delegation
OUTLINE NO STAFFING: 04
1. What is Staffing?
2. Define the nature and task of the manager
3. Defining the managerial job
4. The system approach to human resource management
a. Aspects in the system approach to staffing
i. Factors affecting the number and kinds of manager required
ii. Determination of available managerial resources
iii. Analysis of the need for managers
iv. Other important aspects
5. Purpose and objectives of staffing
a. Situational factors affecting staffing
i. External factors
ii. Internal factors
6. The selection process
a. Definition
b. The selection process
c. Interviews
d. Tests
e. Assessment centers
f. Limitation of the selection process
7. Steps/process/principles of staffing
a. Principle of job definition
b. Principle of managerial appraisal
c. Principle of open competition
d. Principle of management training and development
e. Principle of management objectives
f. Principle of continuing development
OUTLINE NO 04: LEADING
Leading Definition
Ingredients of leadership
o Power
o Fundamental understanding of people
o Ability to inspire followers
o The ability to act in manner
Trait approaches to leadership
Motivation & motivators
OUTLINE NO: 06 CONTROLLING
The system & process of controlling
o Definitions
o The basic control process
o Critical control points and standard
Types of critical points standards
Physical standards
o Cost standards
o Capital standards
o Revenue standards
o Program standards
o Intangible standards
o Goals as standards
Strategic plans as control points for strategic control.
o Control as a feedback system
o Feed forward control
Control techniques
The concept of budgeting
The purpose of budgeting
Types of budgets
Effective budgetary control
Dangers in budgeting
Methods for decreasing dangers
Traditional non budgetary control techniques
o Statistical data
o Special reports and analysis
o Operational audit
Personal observation
Time event met work analysis
