The document provides an overview of business management concepts including planning, organizing, directing, controlling, and total quality management. It discusses the meaning, nature, and functions of management. It also covers management principles, the management process, administration versus management, and different leadership styles like Theory X and Y. Planning concepts such as types of plans, objectives, the planning process, and management by objectives are explained.

1. Business Management

3. Module: 01 Management and Principles

10. Functions of Management 1. Planning 2. Organizing 3. Coordinating 4. Staffing 5. Directing 6. Controlling

14. Administration Vs Management

15. Difference Administration Management Nature of work It is concerned about the determination of objectives and major policies of an organization. It puts into action the policies and plans laid down by the administration. Type of function It is a determinative function. It is an executive function. Scope It takes major decisions of an enterprise as a whole. It takes decisions within the framework set by the administration. Level of authority It is a top-level activity. It is a middle level activity.

16. Basis of Difference Administration Management Nature of status It consists of owners who invest capital in and receive profits from an enterprise. It is a group of managerial personnel who use their specialized knowledge to fulfill the objectives of an enterprise. Nature of usage It is popular with government, military, educational, and religious organizations. It is used in business enterprises. Decision making Its decisions are influenced by public opinion, government policies, social, and religious factors. Its decisions are influenced by the values, opinions, and beliefs of the managers. Main functions Planning and organizing functions are involved in it. Motivating and controlling functions are involved in it. Abilities It needs administrative rather than technical abilities. It requires technical activities.

17. Principles of Management

18. 1. Division of work There is an efficient result in the operational level when tasks are distributed to qualified and competent workers or when people .

21. 4. Unity of Command Employees must receive instruction only from one person. Reporting to more than one manager results to conflicts in instruction and confusion of authority

23. 6. Subordination of the Individual Interest to General interest Individual interest must be subordinate to general interest when there is conflict between the two The agreement between the employers and the employees should be fair and there should be constant vigilance and supervision

32. Management Process

34. The Organization as an Open System 2–

36. Module: 02 PLANNING

45. Figure 5.2 Types of Planning

46. Other Forms of Planning 1. Long-Range Planning - Short-Range Planning 2. Formal and Informal Planning 3. Strategic, Tactic and Operational Planning 4. Proactive and Reactive Planning 5. Functional and Corporate Planning

47. The Planning Process GOAL SETTING Identification and formulation of objectives DEVELOPING PLANS Choices between alternative plans IMPLEMENTATION Execution of the plan Reactive Planning Revision of goals and plans

50. Management by objectives as an integrated planning and control framework.

57. Steps involved in Decision Making 1. Defining the Problem 2. Analysis of Problem 3. Alternative Course of Action 4. Evaluation of Alternatives 5. Experience 6. Experimentation 7. Taking Decision and Follow up

58. Module: 03 ORGANIZATION

62. Formal Organization refers to the collection of work groups that have been consciously designed by senior management to maximize efficiency and achieve organizational goals

63. 5/6/2003 Organizational Structure Laura Hofman Miquel, Hanna Barst, Jörg Petzold formal organization public relations job evaluation safety

65. 5/6/2003 Organizational Structure Laura Hofman Miquel, Hanna Barst, Jörg Petzold informal organization

66. The formal and informal organization Formal organization Informal organization A structure (a) origin planned spontaneous (b) rational rational emotional (c) characteristics stable dynamic B position terminology job role C goals profitability or service to society member satisfaction D charting organizational chart sociogram

74. Module: 04 Directing

79. Types of Leadership Style

85. Douglas McGregor Theory X and Theory Y In 1957, Douglas McGregor (1906-1964), a famous American psychologist, published his article "The Human Side of Enterprise" in which he introduced what came to be called the new humanism, Theory X and Theory Y.

86. Theory X and Theory Y Theory X and Theory Y Theory X and Theory Y are two sets of assumptions about human nature and behavior that are related to the practice of management. Theory X: Representing a negative view of human nature that assumes people generally are naturally irresponsible for their work and require close supervision to do jobs. Theory Y: Indicating a positive view of human nature that assumes people are generally hard-working, creative and responsible for exercising self-control over their jobs.

89. McGregor’s Remarks on Theory X Theory X and Theory Y It is of "hard" management whose methods involve close supervision, rigid control and compulsion. It would lead to restriction of output, mutual distrust and even sabotage.

91. McGregor’s Remarks on Theory Y Theory X and Theory Y It is of "soft" management whose methods as tolerance and need satisfaction. It can lead to more effective management of employees in the organization.

93. Effects on Management Practice of Theory X and Theory Y Theory X: 1. Managers’ leadership styles are autocratic and the communication flow is downward from managers to the employees. This may cause resistance from employees. 2. The upper setting of objectives gets little or no participation from employees. 3. It results in outside, control, with the manager acting as a performance judge who focuses generally on the past.

102. Multifactor Productivity Model

113. Steps in Controlling Step: 01 Establishment of standards Step: 01 Establishment of standards Step: 02 Measurement of Actual Performance Step: 02 Measurement of Actual Performance Step: 03 Comparison of Actual Performance with the standards Step: 03 Comparison of Actual Performance with the standards Step: 04 Corrective Action where Required Step: 04 Corrective Action where Required

117. Module: 06 Total Quality Management

119. Why TQM? Ford Motor Company had operating losses of $3.3 billion between 1980 and 1982. Xerox market share dropped from 93% in 1971 to 40% in 1981. Attention to quality was seen as a way to combat the competition.

122. What does TQM mean? Total Quality Management Total Quality Management means that the organization's culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high quality products and services.

123. What’s the goal of TQM? Total Quality Management “ Do the right things right the first time, every time.”

126. Basic Tenets of TQM Total Quality Management 1. The customer makes the ultimate determination of quality. 2. Top management must provide leadership and support for all quality initiatives. 3. Preventing variability is the key to producing high quality. 4. Quality goals are a moving target, thereby requiring a commitment toward continuous improvement. 5. Improving quality requires the establishment of effective metrics. We must speak with data and facts not just opinions.

127. The three aspects of TQM Total Quality Management Counting Customers Culture Tools, techniques, and training in their use for analyzing, understanding, and solving quality problems Quality for the customer as a driving force and central concern. Shared values and beliefs, expressed by leaders, that define and support quality.

132. The TQM System Total Quality Management Customer Focus Process Improvement Total Involvement Leadership Education and Training Supportive structure Communications Reward and recognition Measurement Continuous Improvement Objective Principles Elements

133. MODUEL: 07 ENTREPRENEURSHIP