Study Scheme 2018

OPERATIONAL LEVEL-2

O4 - FUNDAMENTALS OF MANAGEMENT
LEARNING OUTCOMES
INTRODUCTION
On completion of this course, students will be able to:
This course consists of introduction to management,
 Understand the basic concepts of management
management of relationships, global business
 Learn planning and decision making process
environment, operations management, human capital
 Apply leadership skills and learn how to
management and marketing management. This will
motivate employees
help the students to Identify, correlate and apply
 Comprehend the concepts of power,
these concepts to other core subjects of Professional
bureaucracy, authority, responsibility, leadership
stages for decision-making.
and delegation;
OBJECTIVE  Apply the theories of control;
This course enables the students to:  Comprehend the nature of conflict, identify its
 Understand the basic approaches of causes a nd alternative approaches to
organizational management, management of conflict;
 Understand methods and procedures to manage  Elucidate the terms culture, organization culture,
the employees in organization, cross-cultural leadership and the importance of
 Understand the techniques used for negotiation organizational culture;
and communication within the organization  Know the global business environment and it's
 Understand the business environment within the influences
social, political, economical and global context.

INDICATIVE GRID
PART SYLLABUS CONTENT AREA WEIGHTAGE
INTRODUCTION TO MANAGEMENT
1 Management Definition and Functions
A 30%
2 Basics of Management Process
3 Key concepts in Management
MANAGEMENT OF RELATIONSHIPS
4 Control
5 Leadership and Motivation
B 55%
6 The financial function; conflict
7 Negotiation and communication
8 Culture
GLOBAL BUSINESS ENVIRONMENT
9 Social, political and economic context
C 15%
10 Type of organization
11 Governance and Regulation
TOTAL 100%
Note: The weightage shown against each section indicates, study time required for the topics in that section. This
weightage does not necessarily specify the number of marks to be allocated to that section in the examination.
DETAILED CONTENTS
PART - A  Quantitative & Behavioral approaches of
INTRODUCTION TO MANAGEMENT Management
 Human Relations Management:
1. Management Definition and Functions
o Describe with examples Theory by Elton
 Concept of Management & Manager
Mayo, Maslow hierarchy theory of need,
 Role of the Manager
Herzberg’s Two-Factor Theory,
 Functions and Responsibilities of Managers
McClelland’s Theory of Needs
 Differentiate between Manager and Leader
o Explain Modern HR concepts
 The Concepts of Power, Bureaucracy,
Authority, 2. Basics of Management Process
 Leadership and Delegation of Power  Management by Objectives (Define and
 Who is a leader and types of leaders Discuss Drucker’s Key Objectives)
 Authority and Responsibility  Explain the basic steps of the overall
 Delegation: performance system of MBO.
o Effective delegation and its process  Theories of Leadership:
o Benefits of delegation o Discuss using simple examples different
o Problems of delegation theories of leadership(trait theories, Style
 What is Management? Theories, Behavioral theories)
 Historical Background of Management o Contingency theories(( Likert four
 Define manager and narrate classifications of systems of management, McGregor-
managers Theory X and Theory Y, Kurt Lewin
 Theories of management, theory, Tannenbaum and Schmidt
 Classical theories (Scientific management continuum of leadership style, Blake and
theory, administrative management by Fayol Mouton-Management Grid, Action
and MAX Weber theory) centered model by Adair, Fielder

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 Study Scheme 2018
contingency model and Situational  Causes of Conflict(with reference to
leadership by Hersey and Blanchard) Mainwaring, Dessler and unitary and pluralist
perspectives)
3. Key concepts in Management
 Managing Conflict
 Role of the Manager
 Power. Authority, Responsibility a nd 7. Negotiation and communication
Delegation  Negotiation
 Management and Leadership(Differentiate) o What is Negotiation? Describe its process,
 Organizational Flexibility strategies and tactics.
 Discipline(Positive and Negative Discipline, o Describe skills of a good negotiator
Disciplinary Situation and Disciplinary  Communication
procedure) o What is Communication?
 Grievance(Describe Grievance procedure and o Process of communication?
effective resolution of grievance) o Barriers to effective communication and
 Termination of Contract (Types of Contract, ways to overcome these barriers
Reason behind termination of contract in
8. Culture
organizations)
 What is Culture?
 Equal Opportunities(purpose of equal
 Organization Culture
opportunities policy and practical steps to
 Culture and Structure
ensure the effectiveness of equal
 Influences on culture
opportunities policies in organization)
 Models of categorizing cultures
 The Practical Implications of
 Management of different cultures
Legislation(Discuss the impact of legislation
 Culture and Strategy
in organization)
 Cross-Cultural Leadership
 Diversity(purposes and benefits of diversity
policies) PART - C
GLOBAL BUSINESS ENVIRONMENT
PART - B
MANAGEMENT OF RELATIONSHIPS 9. Social, political and economic context
 Types /dimensions of Environment
4. Control
 The PESTEL and Environment
 Define control, types of organizational control
 The Global Business Environment,
and levels of control in an organization.
globalization, global perspective types of
 Theories of Control (Theory of performance
international organization and global
management)
environment
 Effective Internal Control Systems
 International Environment Influences,
 Performance Appraisal, Management-
Explain the areas that drive competitive
Controlling the individual monitoring,
advantage of nations defined by porter’
evaluation employee work
Diamond) outsourcing and off shoring
 Controlling Health and Safety
 Economic Context(Investigate Economic
5. Leadership and Motivation Context on local and international
 Define groups and teams perspectives)
 Types of groups and teams under different  Emerging Economies(Discuss the features of
situations Emerging Economies)
 Stages of team development
10. Type of organization
 Team performance models ( Belbin-team
 Different Types of Organization and
roles, Role theory, Vaill: high performance
organization structures
teams, Steiner model, Integration and
 Culture Diversity and the Global Organization
organization, Handy group effectiveness and
 The Mckinsey 7 S Model of effective business
Dec-High performance team)
elements
 Leading, Managing and Motivating Teams
 Mentoring: 11. Governance and Regulation
o What is Mentoring? Describe term  Government Intervention in Business
Mentor, Role of a mentor and benefits of  Government and the Macroeconomic
mentoring Environment Market Regulation
 Define corporate governance  Corporate Governance:
 Pillars of Corporate Governance o Explain the responsibility of organizations
 Benefits of Corporate Governance to maintain appropriate standards/Codes
 Code of Corporate governance in different of corporate governance
type of organization o Discuss the concept of Corporate
Governance regulations issued by SECP
6. The financial function; conflict
 Corporate Social Responsibility:
 Define finance function and the Role of the
o Define Social responsibility
Finance Function in management
o Importance of Social responsibility
 What is conflict? Differentiate between
o Identify the social responsibilities of
constructive and destructive conflict
business organizations to internal and
 The Nature of Conflict (Horizontal and
external stakeholders meet the needs of
Vertical conflicts)
internal and external stakeholders.
Recommended Books:
Core Readings
TITLE AUTHOR PUBLISHER
Management Stephen P. Robins / Mary Coulter Prentice Hall / Pearson / Financial Times
Management James A. F. Stoner / Edward, Freeman /Daniel Gilbert, Jr Prentice Hall / Pearson / Financial Times
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