This document provides an overview of a course on general management theory and practice. It includes: 1. An outline of the course contents which covers topics such as planning, organizing, staffing, directing, and controlling. 2. Descriptions of management definitions, principles, functions, levels, and skills. It discusses management as both an art and a science. 3. Details on management approaches like Fayol's principles of management and the roles and differences between managers and leaders. 4. Lists of managerial skills needed at different levels and the roles and functions of top, middle, and frontline managers.

1. 1 Bachelor of Travel & Tourism Study (BTTS)General Management Theory & Practice Credit Hour: 3 Credit Internal Assessment : 20%Theory (Semester End Exam): 80% Course Objectives: This core course aims to provide students an understanding and appreciation of the general principles and components of management. Sanjay Kumar Jha Program Coordinator Cum Sr. Lecturer Kathmandu Academy of Tourism & Hospitality Management(KATHM) (Affiliated with Purbanchal University, NEPAL)

3. Management "science, art and profession, management and administration, functions of management, levels of management.

5. types of plans, corporate planning, strategic planning,

6. operational planningFudamental of Management

8. Policy and strategy

10. Organizational structure, role and features, departmentation, bases of department

11. Departmentation (functions, customer, product, geography,

12. Authority and its delegation and decentralization.Fudamental of Management

14. Recruitment and Selection

16. Motivation: Meaning and importance, motivation and behavior, theories of motivation Maslow's need hierarchy, Herzberg's motivation

20. Management "science, art and profession, management and administration, functions of management, levels of management.

21. Development of management thoughtsSanjay Kumar Jha Program Coordinator Cum Sr. Lecturer Kathmandu Academy of Tourism & Hospitality Management(KATHM) (Affiliated with Purbanchal University, NEPAL)

23. Nature of Management

24. Function of Management

25. Level of Management

26. Management Skill and Organizational Hierarchy

27. Aproaches to mangement

29. Management as an Activity

30. Management as a Discipline

31. Management as a Group

32. Management as a Science

33. Management as an Art

34. Management as a Profession

35. Management as magic and politicsGeneral Management Theory and Practice

36. 1.9 By Sanjay Kr Jha Definition of Management According to Koontz and Weihrich, Management is define as “the process of designing and maintaining an environment in which individuals, working togather in groups efficiently accomplish selected aims” According to Louis E. Boone and Kurtz, management is define as “the use of people and other resources to accomplish objective” According to Mary Parker Fpllett, management is define as “the act of getting things done through people” Management is the process of using what you have to do what you want to do by using available resources. General Management Theory and Practice

37. 1.10 By Sanjay Kr Jha Definition of Management According to F.W.Taylor, Management is define as “Management is knowing exactly what you want people to do and then seeing that thay do it in the best and cheapest way” According to Henry Fayol, management is define as “To manage is to forcast and plan, to organize, to command, to coordinate and to control.” According to Kast and Rosenzweig, management is define as “Management involves the coordination of human and material resources toward objective accomplishment.” Management is an activity that converts disorganized human and physical resources into useful and effective results” General Management Theory and Practice

38. 1.11 By Sanjay Kr Jha Nature & Characteristics of Management Management is a goal – oriented process Manaagement works through and with people Manage has environment Management is a group activity Management is an intangible force Management is all pervasive Management is multidimensional Management is a continuous process Management is a dynamic function Management gets the job done. Management attains efficiency and effectiveness. General Management Theory and Practice

39. 1.12 By Sanjay Kr Jha Importance of Management General Management Theory and Practice Acquisition and utilization of resources Environmental adaptation Goal achivement Problem Solving Performance Control Social Responsibility Help to increse the productivity of human resources Objectives of Management Getting Maximum Results with Minimum Efforts Increasing the Efficiency of factors of Production Maximum Prosperity for Employer & Employees Human betterment & Social Justice

40. 1.13 By Sanjay Kr Jha Techniques for World-Class Management General Management Theory and Practice All hands on deck, Everyone in the company must be involved. Great expectations, Goals must be set high to make progress Clear vision:- Goals must be stated clearly so everyone understands. Set a fast pace:- Move ahead with determinition and confidence. Commit to change:- Make change an ongoing process. Trust:- Management must tolerate mistakes to earn workers trust Listen:-Management must let workers be heard to get the best ideas. Inspired leadership:-Managers must inspire staff to take risks

41. 1.14 By Sanjay Kr Jha Resources for Organization General Management Theory and Practice Human Resources:- Which include managerial talents, skilled and unskilled labour. Finacial Resource:- Capital Investement Physical Resources:- These include the raw materials, office and production facilities, equipment, machineries & other accessories. Information Resources:- These are usefull datas and information needed to make effective decision by management There are six basic kinds of resources, referred to as the six Ms of managements Men & Women (Human Resources) Machines(Physical Resources) Materials (Physical Resources) Methods (Physical Resources) Market (Information Resources) Money (Financial Resources)

43. Planning, organizing, staffing, leading, controlling

44. Roles played (set of behaviors associated with a particular job)

45. Interpersonal, information-based, decision-making

46. Skills needed

52. Analyzing accounting records

54. Keeping the lines of communication open

57. Managegment Art is the ‘art of Art’ because it organizes and uses human talent.

60. Formal Education & Training

61. Social Obligations

62. Code of Conduct

64. 1.23 By Sanjay Kr Jha Management and Administration On the Basis of Function General Management Theory and Practice

65. 1.24 By Sanjay Kr Jha Management and Administration On the Basis of Uses General Management Theory and Practice

66. 1.25 By Sanjay Kr Jha Management as magic and politics General Management Theory and Practice Administrative management function & operative management function as shown in the figure. However, the managers who are higher up in the hierarchy denote more time on administrative function & the lower level denote more time on directing and controlling worker’s performance i.e. management

67. 1.26 By Sanjay Kr Jha Management Level General Management Theory and Practice

68. 1.27 By Sanjay Kr Jha Level of Manager General Management Theory and Practice Managers are often classified into three levels: Top Level Manager Middle Level Manager Frontline Managers/ Supervisory Managers Employees

69. 1.28 By Sanjay Kr Jha Fuctions: Top Level Manager General Management Theory and Practice Top Level Manager:- Chairperson/ President/ Vice Chairperson or president/ Board of Directors/ Managing Director / Executive Dorector etc.. Top level managers are responsible for making medium-to long –range plans and for establishing goals and strategies to meet those goals. Evaluates overall performace of various departments and ensures cooperation. Involved in selection of key personnel. Consults subordinate managers on subjects or problems of general scope.

70. 1.29 By Sanjay Kr Jha Fuctions: Middle Level Manager General Management Theory and Practice Middle Level Manager:- Front office/ Security/ Administrative /Food & Beverage/ Banquate/ Sales & Marketing/HR/ Purchase Manager/ Executive HK/ Execuitive Chef etc.. Responsible for making short-to-medium range plans and for establishing goals and objectives to meet those goals. They manage the work for frontline managers Analyzes managerial performance to determine capability and readiness for promotion. Establishes departmental policies. Reviews daily & weekly reports on production or sales. Counsels subordinates on production, personnel or other problems. Selects and recruits of personnels

71. 1.30 By Sanjay Kr Jha Fuctions: Frontline Manager/Supervisor General Management Theory and Practice Frontline Manager/ Supervisor :- Front office/ HK/Floor/ Public Area Supervisor /Captain/ Administrative officer /Food & Beverage supervisor/ Banquate supervisors/ Marketing Officer /HR Officer / Purchase supervisor etc.. Responsible for making detailed, short range operating plans for establishing goals and objectives to meet those goals. Reviews performance of subordinates Supervises day –to-day operations. Makes specific task assignments. Maintains close contact with operative employees.

73. 1.32 By Sanjay Kr Jha Hospitality Managerial Skills General Management Theory and Practice Top Level Mngr Level of Management Middle Level Mngr Frontline Level Mngr Conceptual Skill Human Skills Technical Skills

74. 1.33 By Sanjay Kr Jha The Hospitality Manager’s Role(Mibtzberg’s Managerial Roles) General Management Theory and Practice

75. 1.34 By Sanjay Kr Jha The Hospitality Manager’s Role(Mibtzberg’s Managerial Roles) General Management Theory and Practice

76. 1.35 By Sanjay Kr Jha Differences between Leader &Manager General Management Theory and Practice

77. 1.36 By Sanjay Kr Jha Principle of Management(Fayol’s Principles of Management) General Management Theory and Practice Division of Work:- Specialization for all kinds of works to develop expertise. Task should be divided up. Authority & Responsibility are related: Authority flows from responsibility. Discipline:- It is absolutely essential for smooth running of business. It is obedience and respect for agreement and rules. Unity of Command :- One employee should have only one boss. Unity of Direction:- There should be one hand and one plan for a group of activities having same objective. Subordinate of individual interests to general interests:- Interest of organization should be above the interest of individuals. Remuneration:- Fair and equitable pay to employees.

78. 1.37 By Sanjay Kr Jha Principle of Management(Fayol’s Principles of Management) General Management Theory and Practice Centralization:- Highly centralized power structure; order should be issued only from the top. Scalar Chain:- All employees are linked with each other in a hierarchy or superior-subordinate relationship. Communication should flow from top to bottom. Order:- A place for every thing and every thing in its proper place. Equity: Sense of kindliness and justice throughout all levels of personnel. Stability of tenure of personnel:- Job security to avoid turnover of employees. Initiative:- Encourage subordinate’s initiative. Team Spirit :- Union is strength. There should be cohesiveness and team spirit

79. 1.38 By Sanjay Kr Jha Threats/Challenges Faced by Modern Managers Personal/Domestic/Psychological Constraints Culture/Social/Economic Factors Dynamic Customers Natural/Demographic/Geographical Conditions Resources/Suppliers/Technology Competitions/Competitors Legal/Political/Governmental Restrictions Owners/Shareholders/Regulators. International Markets/Norms and Practices Societal Norms/Obligations & Responsibilities Environmental Change and Complexity Strategic Alliances Labour Unions/Formal Groups/Informal Groups General Management Theory and Practice

80. 1.39 By Sanjay Kr Jha Development of Management Thoughts General Management Theory and Practice Industrial Revolution Era of Scientific Management Administrative Theory Era of Behavioural Science

82. Mass production

83. Customer had a choice to choose from

84. Rise to efficiency and effectiveness

86. There were no effective standards

88. There were no effective standards

90. Mass production

91. Customer had a choice to choose from

92. Rise to efficiency and effectiveness

94. Mass production

95. Customer had a choice to choose from

96. Rise to efficiency and effectiveness

97. Minimum age for the children