book

Principles and Practices of Management and Business Communication

Name: Principles and Practices of Management and Business Communication
ISBN: 9781299447172

by Karmakar, Dutta

April 2024

Intermediate to advanced

304 pages

19h 42m

English

Pearson India

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Cover
Contents (1/2)
Contents (2/2)
Preface
About the Authors
Syllabus
Part I: Principles and Practice of Management
Chapter 1: Introduction to Management
1.1 Management: Concept and Definition1.1.1 Traditional Approach1.1.2 Modern Approach1.1.3 From the Viewpoint of 7 Ms1.1.4 From the Viewpoint of 4 Ps
1.2 Nature of Management
1.3 Importance or Significance of Management

1.4 Functions of Management (1/2)
1.4.1 Planning1.4.2 Organizing1.4.3 Staffing1.4.4 Directing1.4.5 Controlling
1.4 Functions of Management (2/2)
1.4.6 Coordinating1.4.7 Motivating1.4.8 Order of Performance
1.5 Concerns of Management
1.5.1 Process1.5.2 Efficiency and Effectiveness1.5.3 Balancing Effectiveness and Efficiency
1.6 Management as a Process
1.7 Objectives of Management
1.8 Principles of Management
1.9 Management and Administration
1.9.1 Administration and Management are Separate Functions
1.9.2 Administration and Management are Synonymous1.10 Levels of Management1.10.1 Top Level of Management1.10.2 Middle Level of Management1.10.3 Lower Level of Management
1.11 Management: Art and Science
1.11.1 Characteristics of Art1.11.2 Arguments in Favour of Treating Management as an Art1.11.3 Characteristics of Science1.11.4 Arguments in Favour of Treating Management as a Science
1.11.5 Management as Both an Art and a Science
1.11.6 Conclusion—Management is Both an Art and a Science1.12 Management as a Profession
1.13 Universality of Management
1.13.1 Arguments in Favour of Universality1.13.2 Arguments Against Universality
1.14 Managerial Skills
1.14.1 Conceptual Skill1.14.2 Human Skill1.14.3 Technical Skill
1.14.4 Sources of Management Skills
1.15 Management Skills and Management Function Matrix1.16 Managerial Roles1.17 Emerging Trends in Management
1.18 Relating Management with a Movie
1.18.1 About Management1.18.2 Management and Lagaan1.18.3 Review of the Movie
1.18.4 Role of the Manager According to Henry Mintzberg and Bhuwan’s Role in it
Summary
Keywords
Question Bank
References
Chapter 2: Different Schools of Management Thoughts
2.1 Evolution of Management Thought2.1.1 Early Perspective
2.1.2 Industrial Revolution
2.2 Contributions of Some Early Eminent Management Experts
2.3 Different Schools (or Approaches) of Management Thoughts (1/5)
2.3.1 Classical Approach: 3000 B.C.
2.3 Different Schools (or Approaches) of Management Thoughts (2/5)
2.3.2 Neoclassical Approach
2.3 Different Schools (or Approaches) of Management Thoughts (3/5)
2.3.3 Modern Approach
2.3 Different Schools (or Approaches) of Management Thoughts (4/5)
2.3 Different Schools (or Approaches) of Management Thoughts (5/5)
2.4 Lessons from Japanese Management Style (Theory Z)
2.4.1 History of Theory Z2.4.2 Differences Between American and Japanese Management Practices
2.4.3 Comparison and Contrast of Theories X, Y and Z
Summary
Keywords
Question Bank
References
Chapter 3: Planning
3.1 Planning: Concept and Definition
3.2 Features or Characteristics of Planning
3.2.1 Basic and Fundamental to All Management Functions3.2.2 Goal-Oriented Function3.2.3 Intellectual Process3.2.4 Forward-Looking Process3.2.5 Continuous Process3.2.6 Pervasive Function
3.2.7 Integrating Process
3.3 Process or Steps of Planning3.3.1 Visioning and Mission Formulation3.3.2 Framing the Overall Goal for the Organization3.3.3 Collecting Data3.3.4 Developing Planning Premises3.3.5 Determining Alternative Courses of Action3.3.6 Comparative Study of the Alternative Courses3.3.7 Selection of the Best Courses of Action3.3.8 Preparation of Derivative Plans3.3.9 Involving Employees/Workers3.3.10 Implementation of Plan3.3.11 Follow-Up
3.4 Importance/Advantage/Utility of Planning
3.5 Limitations of Planning/Barriers to Effective Planning
3.6 Ways to Overcome the Barriers of Planning/Means to Reduce the Limitations of Planning
3.7 Types of Plans
3.7.1 Strategic Plans3.7.2 Tactical Plans3.7.3 Specific Plans3.7.4 Directional Plans3.7.5 Long-Range Plans3.7.6 Short-Range Plans3.7.7 Operational Plans3.7.8 Contingency Plan3.7.9 Derivative Plan3.7.10 Master Plan
3.8 Management by Objectives (MBO)
3.8.1 Steps of MBO Process
3.9 Essentials of a Good Plan
3.10 Meaning and Concept of Forecasting
3.11 Steps of Forecasting
3.11.1 Specification of Purpose of Forecasting3.11.2 Gathering and Organizing Data
3.11.3 Selection and/or Formulation of the Forecasting Technique
3.11.4 Estimating the Future3.11.5 Implementation of the Forecasts Made3.11.6 Comparing Actual Results with the Forecasted Ones3.11.7 Fine-Tuning the Forecasting Process3.12 Techniques of Forecasting3.12.1 Quantitative Techniques3.12.2 Qualitative Techniques
3.13 Importance/Advantages of Forecasting
3.14 Limitations of Forecasting
Summary
Keywords
Question Bank
References
Chapter 4: Organizing
4.1 Organization: Concept and Definition4.1.1 Organization as a Process4.1.2 Organization as a Framework of Internal Relationships
4.1.3 Difference Between Dynamic and Static Concepts of Organization
4.2 Characteristics of Organization4.3 Comparison Between Traditional and Modern Organization
4.4 Importance of Organizing
4.5 Principles of Organizing
4.6 Features of a Sound Organization
4.7 Functions of Organizing
4.8 Process or Steps in Organizing
4.9 Organizing Versus Management
4.10 Organization Structure: Concept and Definition4.10.1 Factors Influencing the Choice of Organization Structure4.10.2 Elements of Organization Structure4.10.3 Advantages of Organization Structure
4.11 Types of Organization Structure (1/4)
4.11.1 Traditional Organization Structure
4.11 Types of Organization Structure (2/4)
4.11.2 Modern Organization Structure
4.11 Types of Organization Structure (3/4)
4.11 Types of Organization Structure (4/4)
4.12 Departmentation or Divisionalization (1/2)
4.12.1 Meaning of Departmentation4.12.2 Recent Trends in Departmentalization4.12.3 Rationale for Departmentalization4.12.4 Needs and Importance of Departmentation4.12.5 Common Bases for Departmentation
4.12 Departmentation or Divisionalization (2/2)
4.13 Centralization
4.13.1 Concept4.13.2 Reasons for Centralization4.13.3 Advantages of Centralization4.13.4 Limitations of Centralization4.13.5 Types of Centralization
4.14 Decentralization
4.14.1 Concept4.14.2 Reasons for Decentralization4.14.3 Merits of Decentralization4.14.4 Limitations of Decentralization4.14.5 Importance of Decentralization4.14.6 Principles of Decentralization4.14.7 Extent of Decentralization
4.14.8 Factors Affecting Degree of Decentralization
4.15 Comparison of Centralization and Decentralization4.16 Delegation of Authority4.16.1 Informal Delegation4.16.2 Elements of Delegation4.16.3 Relationship Between Authority and Responsibility4.16.4 Differences Between Authority and Responsibility4.16.5 Principles of Delegation of Authority4.16.6 How Far Down to Delegate?4.16.7 Process or Steps of Delegation
4.16.8 Prerequisites for Effective Delegation
4.16.9 Problems or Barriers in Delegation4.16.10 How to Deal with Employee Resistance?
4.16.11 Comparison Between Delegation and Decentralization
4.17 Span of Management (1/2)4.17.1 Factors Determining the Span of Management4.17.2 Types of Span of Management4.17.3 Tall Versus Flat Organization
4.17 Span of Management (2/2)
4.17.4 Graicunas Theory Relating to Span of Management
4.17.5 Relationship Between Span of Management and Organizational Levels
4.18 Line and Staff Authority Relationship (1/2)4.18.1 Authority on the Job4.18.2 Types of Authority4.18.3 Depiction of Authority Relationship
4.18 Line and Staff Authority Relationship (2/2)
Summary
Keywords
Question Bank
References
Chapter 5: Motivation
5.1 Motivation: Concept and Definition5.1.1 Concept5.1.2 Definition of Motivation by Experts
5.2 Sources of Motivation
5.3 Indications of Motivation and Demotivation
5.4 Types of Needs
5.5 Some Common Assumptions about Motivation
5.6 Motivation and Behaviour5.6.1 Motives5.6.2 Goals5.6.3 Strength of Motive5.6.4 Probability of Success
5.7 Characteristics of Motivation
5.8 Importance of Motivation
5.9 Factors or Aids to Motivation
5.10 Process or Steps in Motivation
5.11 Limitations of Low Motivation
5.12 Theories of Motivation5.12.1 Process and Content Theories of Motivation and How They Apply to the Workplace
5.13 Traditional Theories
5.13.1 Fear and Punishment Theory5.13.2 Reward or Economic Theory5.13.3 Carrot and Stick Approach5.14 Modern Theories5.14.1 Maslow’s Hierarchy of Needs Theory
5.14.2 Herzberg’s Motivation–Hygiene Theory
5.14.3 Mcgregor’s Theory X and Theory Y
5.15 How can You Increase Employees‘ Motivation
5.15.1 Managerial Actions to Increase Motivation5.15.2 Financial Incentives5.15.3 Non-Financial Incentives5.15.4 Job Enlargement5.15.5 Job Rotation
5.15.6 Job Enrichment
SummaryKeywords
Question Bank
References
Chapter 6: Leadership
6.1 Leadership: Concept and Definition
6.2 Features of Leadership
6.3 Role of Leadership
6.3.1 Understanding and Interpreting the Environment in Which the Organization Operates6.3.2 Formulating Winning Strategies6.3.3 Executing Strategies Brilliantly
6.3.4 Monitoring the Results and Making Strategic Adjustments
6.3.5 Building Organizational Capabilities6.3.6 the Challenges of Leadership6.4 Importance of Leadership
6.5 Functions of Leadership
6.5.1 Functions for Task Needs6.5.2 Functions for Group Needs6.5.3 Functions for Individual Needs
6.6 Management Versus Leadership
6.7 What Makes a Good Leader?
6.8 Theories of Leadership
6.8.1 Personality Theories6.8.2 Behavioural Theories
6.8.3 Situational/Contingency Approaches to Leadership
6.9 Are Leaders Born or Made?6.9.1 Leaders are Sort-of Born6.9.2 Leaders are Always Made6.9.3 A Leader’s Growth is Never Done
6.10 Why Good Leaders are Scarce?
6.10.1 Bringing Up During Childhood6.10.2 Environment6.10.3 System of Education
6.11 Leadership Styles (1/4)
6.11.1 Authority-Based Leadership
6.11 Leadership Styles (2/4)
6.11.2 Behaviour-Based Leadership
6.11 Leadership Styles (3/4)
6.11.3 Situational Leadership
6.11 Leadership Styles (4/4)
6.12 Leadership in the Indian Context
Summary
Keywords
Question Bank
References
Chapter 7: Coordination
7.1 Coordination: Concept and Definition
7.2 Nature and Characteristics of Coordination
7.3 Principles of Coordination
7.4 Significance of Coordination
7.5 Techniques of Coordination
7.6 Types of Coordination
7.6.1 Internal Coordination
7.6.2 External Coordination
7.6.3 Vertical Coordination7.6.4 Horizontal Coordination7.6.5 Procedural Coordination7.6.6 Substantive Coordination7.7 Limitations of Coordination/Difficulty in Coordination Process
Summary
Keywords
Question BankReferences
Chapter 8: Control
8.1 Control: Concept and Definition
8.2 Process or Steps of Control
8.2.1 Fixation of Standards for Measuring Performance8.2.2 Measurement of Actual Performance8.2.3 Comparison of Actual Performance with the Established Standard and Identification of Deviations8.2.4 Analysing the Cause of Deviation
8.2.5 Adopting and Implementing Curative Steps
8.3 Tools and Techniques of Control (1/3)8.3.1 Traditional or Conventional Techniques of Control
8.3 Tools and Techniques of Control (2/3)
8.3.2 Modern Techniques of Controlling
8.3 Tools and Techniques of Control (3/3)
8.4 Types of Control
8.4.1 Feedforward Control8.4.2 Concurrent Control8.4.3 Feedback Control8.4.4 Multiple Control8.4.5 Bureaucratic Control8.4.6 Clan Control8.4.7 Strategic Control
8.4.8 Operational Control
8.5 Importance or Advantages or Necessity of Control
8.6 Limitations of Control
8.7 Essentials of an Effective Control System
8.8 Relationship Between Planning and Control
Summary
Keywords
Question Bank
References
Appendix A: Principles and Practice of Management
Short Questions and AnswersChapter 1: Introduction to Management
Chapter 2: Different Schools of Management Thought
Chapter 3: Planning
Chapter 4: Organizing
Chapter 5: Motivation
Chapter 6: Leadership
Chapter 7: Coordination
Chapter 8: Control
Part II: Business Communication
Chapter 9: Introduction to Business Communication
9.1 Business Communication: Concept and Definition
9.2 Objectives of Communication
9.3 Importance of Communication
9.4 Elements of Communication
9.5 Process of Business Communication
9.5.1 Ideation9.5.2 Encoding9.5.3 Transmission9.5.4 Reception9.5.5 Decoding
9.5.6 Action: Acceptance and Feedback
9.6 Noise
9.7 Forms of Communication
9.7.1 One-Way Communication and Two-Way Communication9.7.2 Verbal, Written and Non-Verbal Communication
9.7.3 Formal and Informal Communication
9.7.4 Interpersonal and Intrapersonal Communication9.7.5 Internal and External Communication9.8 Communication Models (1/2)9.8.1 Aristotle’s Model of Communication9.8.2 Shannon and Weaver’s Model of Communication9.8.3 Lasswell’s Model of Communication9.8.4 Berlo’s S-M-C-R Model9.8.5 Schramm’s Model of Communication9.8.6 Gerbner’s Model of Communication
9.8 Communication Models (2/2)
9.9 Levels of Analysis of Business Communication
9.10 Principles of Effective Communication
9.11 Barriers to Communication
9.12 Measures to Remove the Barriers to Communication
9.13 Conflict
9.14 Types of Conflict
9.15 Effects of Conflict
9.16 Conflict Resolution Mechanism
9.16.1 Collaboration9.16.2 Avoidance
9.16.3 Accommodation
9.16.4 Compromise9.16.5 Coercion9.17 Role of Communication in Conflict Resolution
Summary
Keywords
Question Bank
References
Chapter 10: Types of Communication
10.1 Introduction
10.2 Internal and External Communication
10.2.1 Internal Communication10.2.2 External Communication
10.3 Formal and Informal Communication (1/2)
10.3.1 Formal Communication10.3.2 Types of Formal Communication
10.3 Formal and Informal Communication (2/2)
10.3.3 Types of Formal Communication Networks10.3.4 Informal Communication or Grapevine10.3.5 Types of Informal Communication Networks
10.4 Verbal, Written and Non-Verbal Communication
10.4.1 Verbal or Oral Communication10.4.2 Written Communication10.4.3 Non-Verbal Communication
10.5 Corporate Communication
10.5.1 Internal Corporate Communication10.5.2 Necessity of Internal Corporate Communication10.5.3 Medium of Internal Corporate Communication10.5.4 External Corporate Communication10.5.5 Necessity of External Corporate Communication10.5.6 Medium of External Corporate Communication10.5.7 Characteristics of Corporate Communication10.5.8 Ways to Make a Corporate Communication Effective10.5.9 Objectives of Corporate Communication
Summary
Keywords
Question Bank
References
Chapter 11: Tools of Communication
11.1 Introduction11.2 Communication Tools: Definition
11.3 Objectives for Using Communication Tools
11.4 Benefits of Communication Tools
11.5 Limitations of Communication Tools
11.6 Different Types of Communication Tools
11.6.1 Telephone11.6.2 Intercom11.6.3 STD11.6.4 ISD11.6.5 PBX and PABX11.6.6 SMS11.6.7 Teleprinter or Telex11.6.8 Telegram11.6.9 Pager11.6.10 Television11.6.11 Computer11.6.12 Web Sites11.6.13 Cellular Phone or Mobile Phone
11.7 Most Modern Forms of Communication (1/3)
11.7.1 Fax11.7.2 Teleconferencing11.7.3 Modem11.7.4 Voicemail11.7.5 E-mail
11.7 Most Modern Forms of Communication (2/3)
11.7.6 Videoconferencing
11.7 Most Modern Forms of Communication (3/3)
Question Bank
References
Chapter 12: Drafting
12.1 Notice: Concept and Definition12.1.1 Features of Notice12.1.2 Requisites of a Valid Notice12.1.3 Meetings Without Serving Notice12.1.4 Agenda of Meeting
12.2 Circular (1/2)
12.2.1 Definition12.2.2 Situations that Need Circulars12.2.3 Principles of Circular Letter12.2.4 Purposes of Circular12.2.5 Trade Circular12.2.6 Circular and Notice12.2.7 Drafting of Circular
12.2 Circular (2/2)
12.2.8 Sample Format of Business Circulars
12.3 Minutes (1/3)
12.3.1 Definition and Meaning12.3.2 Objectives, Purpose or Importance of Minutes12.3.3 Important Matters Included in the Minutes12.3.4 Types or Classification of Minutes12.3.5 Principles of Writing Minutes12.3.6 Characteristics of Minutes12.3.7 Drafting of Minutes12.3.8 Authentication of Minutes12.3.9 Proceedings of Meeting12.3.10 How to Take Minutes at a Business Meeting
12.3 Minutes (2/3)
12.3.11 Example of Minutes Form
12.3 Minutes (3/3)
12.4 Resolutions
12.4.1 Definition12.4.2 Principles of Drafting Resolutions12.4.3 Kinds of Resolutions12.4.4 Registration of Resolution12.4.5 Distinction Between Minutes and Resolutions12.4.6 Specimen Resolutions
12.5 Drafting of Reports (1/2)
12.5.1 Definition12.5.2 Types of Reports12.5.3 Principles12.5.4 Drafting of Reports
12.5 Drafting of Reports (2/2)
12.6 Commercial Correspondence (1/4)
12.6.1 Importance12.6.2 Essential Qualities of Business Letter12.6.3 Parts of a Business Letter12.6.4 Kinds of Business Letter12.6.5 Business Enquiry Letter
12.6 Commercial Correspondence (2/4)
12.6 Commercial Correspondence (3/4)
12.6 Commercial Correspondence (4/4)
12.7 Curriculum Vitae (CV) Writing
12.7.1 CV Formats12.7.2 Difference Between a CV and a Résumé12.7.3 Modern CV Format
Question Bank
References
Appendix B: Business Communication
Short Questions and AnswersChapter 9: Business Communication—Introduction
Chapter 10: Types of Communication
Chapter 11: Tools of Communication
Chapter 12: Drafting

Content preview from Principles and Practices of Management and Business Communication

Control 279

its intended results, lots of changes are likely to occur in the business environment as well as the ﬁ rm’s

internal environment. Strategic controls help the ﬁ rm to steer through these events. In order to perform

the task, data needs to be collected both from internal and external sources. Since it relates to the future

achievements of the organization and is based on accuracy of the decision premise, it is the responsibil-

ity of senior level managers.

8.4.8 Operational Control

Operational control involves overseeing the implementation of operational plans, monitoring day-to-

day activities, and thereby suggest corrective actions ...

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Principles and Practices of Management and Business Communication

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