COURSE STRUCTURE
Course Code MBA40200
Course Category Program Core
Course Title Principles and Practices of Management
Teaching Scheme Lectures Tutorials Laboratory / Project Total
Practical
Credits - - - - 2
Weekly load hours 1 1 - - 2
Assessment TT1
Scheme Code
Pre-requisites: NA
Course Objectives:
Knowledge:
To make students understand the fundamental principles of management and
behavioural aspects of organizations.
To examine the structure, processes, and culture within organizations.
To learn how individuals and groups behave in organizational settings.
To make students aware of changing roles and responsibilities of today’s manager.
Skills:
Develop analytical, decision-making, and interpersonal skills.
Apply management and behavioural theories to practical situations.
Improve communication and teamwork in managerial contexts.
Attitude:
Openness to agility & environmental dynamism
Adapt to changing organizational environments.
Cultivate leadership and collaborative mindsets.
Course Outcomes:
After completion of this course, students will be able to:
CO1-Explain the key principles of management and how they apply in organizational
contexts.
CO2-Apply management concepts to analyze and deal with key organizational and
managerial issues.
CO3-Think strategically about the role and functions of management.
CO4- Understand the dynamics of individual and group behavior in organizations.
CO5- Evaluate decision-making models and motivation theories to solve managerial
problems and improve employee performance.
CO6- Develop management strategies by integrating classical, behavioral, and modern
approaches for organizational success.
Course Contents
Unit 1: Introduction to Management (3 Sessions)
Management- An Overview: Definition of Management - The Role of Management
The Functions of Managers-Planning, Organizing, Staffing; Leading and Controlling.
The Levels of Management: Top Level Managers; Middle Managers; First Level Managers-
Management skills and organizational hierarchy: Technical Skills; Human Skills; Conceptual
Skills and Design Skills.
Unit 2: Evolution of Management Thought (3 Sessions)
Classical approach: Scientific Management: Frederick Winslow Taylor Henry Laurence
Theory: Henri Gantt-Administrative Fayol -Bureaucratic management.
Modern Approaches to Management: Systems Theory, Contingency Theory, Emerging
approaches in management thoughts.
Unit 3: Management Functions -1 (9 Sessions)
PLANNING
Fundamentals of planning: Definitions of Planning – Nature of Planning – Significance of
Planning – Types of Plans: plans based on organizational level, plans based on frequency of
use, plans based on time frame - Steps in the Planning Process, Pre-requisites for Effective
Planning Limitations of Planning.
Objectives Strategies and Policies: The process of formulating objectives and the
organizational Hierarchy- Evolving Concepts in MBO, The Process of MBO: – Strategies and
Policies: Nature and Purpose of Strategies and Policies- Strategic Planning
Managerial Decision-making: Decision-making Process- Types of Managerial Decisions:
programmed decision and non-programmed decisions Group Decision-making
ORGANIZING
Fundamentals of Organizing: Definition of Organizing, Benefits of Organizing –Closed system
Vs Open system: Closed system view of Organization, Open system view of Organizing –
Formal Vs Informal Organization - Span of management: Tall Vs Flat structure, –
Prerequisites for Effective Organizing.
Strategic Organization Design: Designing Organizational Structures - An Overview Major
Structural Alternatives-Functional Structure; Divisional Structure; Hybrid Structure; and
Matrix Structure
Unit4 Management Functions-2 (9 sessions)
STAFFING AND LEADING
Human Resource Management and the Human Factor: Human Resource Management: An
Overview: Human Resource planning: Staffing; Mc Greggor’s Theory X and Theory Y-
Harmonizing Objectives: The Key to Leading.
Motivating Employees for Job Performance: Definitions and Meaning of Motivation,
Maslow’s needs hierarchy theory- McClelland’s needs theory- Alderfer’s’ ERG Theory-
Process Theories of motivation: Vroom’s Expectancy theory, Equity theory A Systems and
Contingency Approach to Motivation.
CONTROLLING
The Control Function: Planning and Controlling, Importance of Controlling, Levels of
controlling: Strategic control; Tactical control; Operational control, The Basic Control Process,
Requirements for Effective Controls.
Unit 5: Management of MNCs (6 Sessions)
Defining MNCs- Characteristics of MNCs; Types of MNCs-Growth of MNCs-Evolution of
MNCs: Internationalization Oligopoly Theory -Management functions applied in international
Operations: Organizing: Staffing: Communicating: Controlling-Major Problems faced by
International Managers: Repatriations of expatriates; Expatriates pay.
Laboratory Exercises / Practical: NA
Learning Resources
Recommended Textbooks:
Koontz, H., & Weihrich, H. Essentials of Management – McGraw Hill
Robbins, S. P., & Judge, T. A. Organizational Behavior – Pearson
Daft, R. L. Management – Cengage Learning
Supplementary Readings:
Drucker, P. F. The Practice of Management
Jones, G. R. Organizational Theory, Design, and Change – Pearson
Journals:
Journal of Management-SAGE publication
Websites:
[Link]
[Link]
MOOCS:
[Link]
Pedagogy
Case study-based learning
Conceptual discussions with real-world examples
Group activities and role plays
Interactive presentations and assignments
Assessment Criteria:
Particular Type of Assessment Marks
FAT 1 Formative 15 Marks (15%)
MID
Formative 30 Marks (30%)
TERM
FAT 2
Formative 15 Marks (15%)
ESE Summative 40 Marks (40%)
CO-PO-PSO Mapping