HAILEY COLLEGE OF BANKING & FINANCE

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(No Transcript)
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HAILEY COLLEGE OF BANKING FINANCE
Text Book
MANAGEMENT
Concepts Cases
Presentation By
PROF. DR. KHAWAJA AMJAD SAEED Principal, Hailey
College of Banking Finance
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CONSTITUENTS
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SECTION I TEXT BOOK

• Management as a Discipline
• Schools of Management Thought
• Managers Role and Impact of External Environment
  
• Corporate Planning
• Deposit, Credit and Profit Planning
• Organizing as Part of Management
• Line and Staff Authority Relationship
• Decentralization and Delegation

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SECTION I TEXT BOOK

• Functional Specialization
• Staffing
• Motivation
• Leadership
• Communication
• Controlling
• Feedback and Control Mechanism
• Special Control Techniques

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SECTION I TEXT BOOK

• Management Information System
• Organization Conflicts and their Resolution
• Islamic Approach to Management
• TQM (Total Quality Management)
• Case Study Approach

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SECTION II SELECTED ARTICLES

• Human Resource Management Development
• Sharing Productivity Gains A Survey of Incentive
  Plans Globally Practised
• Knowledge Management Some Dimensions
• The Rise of Reengineering
• Promoting CSR What needs to be done
• Motivation Islamic History (Compiled)

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SECTION III CASES FOR ANALYSIS
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Chapter No. 1
MANAGEMENT AS A DISCIPLINE
CONSTITUENTS

• Prelude
• Development
• Evolution
• Management Education in Pakistan
• Definitions
• Management Vs Administration

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Chapter No. 1
MANAGEMENT AS A DISCIPLINE
CONSTITUENTS

• Pyramid Approach
• Management Function Levels
• Groups
• Job
• As Science or Art
• Principles

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CHAPTER NO. 1 MANAGEMENT AS A DISCIPLINE
AMPLIFICATION
1. Prelude - Egyptians - Chinese
- Military - History (1750-21
Century) 2. Development - Barter - Industrial
Commercial Revolutions - The Rise of Joint
Stock Market
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CHAPTER NO. 1 MANAGEMENT AS A DISCIPLINE
3. Evolution - Upto 1889 - 1890-1914 - 1915-19
40 - 1941-1960 - 1960 till now - 21st Century
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CHAPTER NO. 1 MANAGEMENT AS A DISCIPLINE
4. Management Education in Pakistan - 1955-1972
- 1973-1985 - 1986 till now - 21st Century
5. Definitions - Dale S. Beach - Newman
Summer - President AMA
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CHAPTER NO. 1 MANAGEMENT AS A DISCIPLINE
6. Management Vs Administration
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CHAPTER NO. 1 MANAGEMENT AS A DISCIPLINE
8. Management Function levels - Strategic
Planning - Management Control - Operational
Cost 9. Groups - University Scholars
- Management Practitioners - Legislatures
- Labour leaders
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CHAPTER NO. 1 MANAGEMENT AS A DISCIPLINE
10. Job - Planning - Organizing - Assembling
Resources - Directing - Controlling 11. As
Science or Art - Art-Desired Results - Scene
Systematic body of knowledge
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CHAPTER NO. 1 MANAGEMENT AS A DISCIPLINE
12. Principles - Efficiency - Educating
- Research - Social Objectives
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Chapter No. 2
SCHOOLS OF MANAGEMENT THOUGHT
CONSTITUENTS

• Inretrospect
• Impact of Industrialization
• Stages Management Thought (10)
• - Pre-Scientific
• - Scientific
• - Administrative
• - Functional

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Chapter No. 2
SCHOOLS OF MANAGEMENT THOUGHT
CONSTITUENTS
3. States Management Thought (10) - Behavioral
- Management Science - Systems
- Welfare - Contingency - Program
Orientation
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Chapter No. 2
SCHOOLS OF MANAGEMENT THOUGHT
CONSTITUENTS
4. Management Theories - X - Y - Z - C
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
AMPLIFICATION
1. Inretrospect - Early Influence - Scientific
Management - Human Relation Management
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
2. Impact of Industrialization - Primitive
Tribal - Slavery - Serfdom - Handicraft
- Cottage Factory - Modern Industrial Systems
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) a) Primitive Tribal - James Watt
Boulton - Robert Owen - Charles Babbage
- Henry Varnon Poor - Henry Robinson Towny
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) b) Scientific Management - F W
Taylor - Frank Gilberth Lillian Gilberth
- Henry L. Gantt - Harrington Emerson
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) c) Administrative Management School of
Thought - Henri Fayol - Six
Approaches - Five functions
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) d) Functional Approach - Five
functions - Fifty aspects (5 X 10
50) - Correlated with business functions
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) e) Behavioral School - Elton Mayo
- Hawthornes Experiments - Other
Contributions f) Management Science School
- Mathematical Models - OR
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) g) Systems Approach - 3 Steps h)
Welfare - Uplift of - Physical - Hygieni
c - Social - Educational
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) h) Welfare - Scope - Health - Wash
up - Lockers - Recreation - Libraries
- Schools
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) h) Welfare - Scope - Disability
- Group Insurance - Pension - Legal Aid
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) i) Contingency Approach - Dynamics and
Complex Inter- relations - Behavior of
other Members - Variables (7)
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) j) Program Orientation - Planning
Phase - Operational Phase - Future
Orientation Phase
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
4. Management Theories - Theory X - Theory
Y - Theory Z - Theory C CHAPTER NO. 2
SCHOOLS OF MANAGEMENT THOUGHT
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Chapter No. 3
MANAGER'S ROLE IMPACT OF EXTERNAL ENVIRONMENT
CONSTITUENTS

• Skills of a Manager
• Managers External Environment
• Understanding of External Environment
• - PEST
• - Political
• - Economic
• - Sociological
• - Technological

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Chapter No. 3
MANAGER'S ROLE IMPACT OF EXTERNAL ENVIRONMENT
CONSTITUENTS

• Business Ethics
• Banking Sector Changing Outlook

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CHAPTER NO. 3 MANAGER'S ROLE IMPACT OF
EXTERNAL ENVIRONMENT
1. Skills of a Manager - Technical
- Human - Conceptual 2. Managers External
Environment PEST
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CHAPTER NO. 3 MANAGER'S ROLE IMPACT OF
EXTERNAL ENVIRONMENT
3. Understanding of External Environment
- Political - Economic - Sociological
- Technological Follow the matrix
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CHAPTER NO. 3 MANAGER'S ROLE IMPACT OF
EXTERNAL ENVIRONMENT
4. Business Ethics - High Ethical Standards
- Discharge of Responsibility
Honestly 5. Banking Sector Changing Outlook
- Deregulation - Divesture - SBP
Role - Consumer Financing
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CHAPTER NO. 3 MANAGER'S ROLE IMPACT OF
EXTERNAL ENVIRONMENT
5. Banking Sector Changing Outlook - Non-Perform
ing Loans - Mergers
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Chapter No. 4
CORPORATE PLANNING
CONSTITUENTS

• Planning Concept
• Why Plan
• Planning Process
• Objective Setting
• Stated Objectives
• Illustrations of Objectives
• Limitations of Planning

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Chapter No. 4
CORPORATE PLANNING

• Strategic, Tactical Operational Planning
• - Strategies
• - Annual Planning Cycle
• - Requirements for Financial Control System
• Charter for Improving the Performance of
  Nationalized Commercial Banks

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Chapter No. 4
CORPORATE PLANNING

• MBO
• - Concept
• - Process
• - Setting Goals
• - Action Plan
• - Self Control
• - Periodic Review
• - Implementation Tasks
• - Success Stories

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CHAPTER NO. 4 CORPORATE PLANNING
IMPLICATION 1. Planning Concept - Future Course
of Action - Four Types Time Frame
- ST - IT - LT - Perspective
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CHAPTER NO. 4 CORPORATE PLANNING
2. Why Plan - Belief - Control Facilitated
- Future Progress 3. Planning Process
- Objective - Opportunities - Course of
Actions
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CHAPTER NO. 4 CORPORATE PLANNING
3. Planning Process - Feedback - Review - Re
vision 4. Objectives Setting - Internal
- Profit - Growth
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CHAPTER NO. 4 CORPORATE PLANNING
4. Objectives Setting - Internal - Market
Penetration - Leadership - Productivity
- External - Client Satisfaction - Social
Needs
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CHAPTER NO. 4 CORPORATE PLANNING
5. Stated Objectives - Stated Vs
Hidden - Sources - Charters - Annual
Reports - PR Announcement - Hierarchy
- Organizational - Divisional
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CHAPTER NO. 4 CORPORATE PLANNING
5. Stated Objectives - Hierarchy
- Departmental - Sectional
6. Illustrations - Nationalizations - Life
Insurance Nationalization
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CHAPTER NO. 4 CORPORATE PLANNING
7. Limitations - Hierarchy - Future? - Reluct
ance to Change - Revision - Cost-High - Emerg
encies-difficult to anticipate
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CHAPTER NO. 4 CORPORATE PLANNING
8. Strategic, Tactical and Operational Planning
- See Table 4-3 - Strategies - Four
Dimensions - Five features - General and
Specific Strategies - APC-Six Steps
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CHAPTER NO. 4 CORPORATE PLANNING
8. Strategic, Tactical and Operational Planning
- Strategies - Financial Control System
- Eight (8) Steps - Three (3)
Pre-requisites 9. Charter for NCBs Improvement
- Five Aspects - See Tables 4-3, 4-4
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CHAPTER NO. 4 CORPORATE PLANNING
10. MBO - Participates - Process - Goals
Setting - Action Plan - Self
Control - Periodical Review - Implementation-
Eight (8) tasks - Success Stories of 14 Large
American Companies
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Chapter No. 5
DEPOSIT, CREDIT PROFIT PLANNING
CONSTITUENTS

• Deposits
• Credit
• Review of NIB
• Financial Instruments
• Management of Advances
• Benefits of Profit Planning

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Chapter No. 5
DEPOSIT, CREDIT PROFIT PLANNING
CONSTITUENTS

• Pre-requisites of Profit Planning
• Concept of Projections
• Time Horizons

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CHAPTER NO. 5 DEPOSIT, CREDIT PROFIT PLANNING
AMPLIFICATION
1. Deposits - Composition - Size-2004 - Curre
nt Position 2. Credit - Size-2004 - Disclosure
- Earlier - Now
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CHAPTER NO. 5 DEPOSIT, CREDIT PROFIT PLANNING
3. NIB - 12 Instruments 4. Management of
Advances - Principles - Safely - Desirabilit
y - Profitability - Assumptions.
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CHAPTER NO. 5 DEPOSIT, CREDIT PROFIT PLANNING
5. Benefits of Profit Planning - Economical use
of resources - Efficiency is promoted - Review
of progress 6. Pre-Requisites of Profit Planning
- Structure with definitions - Comprehensive
Planning - BEP
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CHAPTER NO. 5 DEPOSIT, CREDIT PROFIT PLANNING
7. Concept of Projections - Combination of
Judgment quantitative data - Factors
affecting it 8. Time Horizon - SR-Annual
- Intermediate run-three years - LR 5 to 10
years - Prospective 15 20 years
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Chapter No. 6
ORGANIZING AS PART OF MANAGEMENT
CONSTITUENTS

• Definition of Organization
• Constituents of an Organization
• Steps in Organizing Process
• Functions of an Organization
• Role of Bureaucracy
• Formal informal Organizations

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Chapter No. 6
ORGANIZING AS PART OF MANAGEMENT
CONSTITUENTS

• Organization Charts
• Organization Manuals
• Organization Design
• Organizational Structure in Banks
• Organizational Changes

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CHAPTER NO. 6 ORGANIZING AS PART OF MANAGEMENT
AMPLIFICATION
1. Definition of individuals - Group of
individuals - Cooperating under executive
leadership - To accomplish a common goals
2. Constituents o an Organization - Structure
- Process
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CHAPTER NO. 6 ORGANIZING AS PART OF MANAGEMENT
3. Steps in the Organization Process
- Identifying activities - Group activities
- Assignment of activities - delegating
authority 4. Functions of an Organizations
- Efficiency - Communication
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CHAPTER NO. 6 ORGANIZING AS PART OF MANAGEMENT
4. Functions of an Organizations - Satisfaction
- Identity - Innovation 5. Role of
Bureaucracy - Max Weber (8 points) - Vertical
Dimension - Horizontal Dimension
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CHAPTER NO. 6 ORGANIZING AS PART OF MANAGEMENT
6. Formal Informal Organization
- Formal - Informal 7. Organization
Chart - Constituents - Hierarchy
- Departmentalization - Inter-relationships

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CHAPTER NO. 6 ORGANIZING AS PART OF MANAGEMENT
7. Organization Chart - Constituents - Lines
of Communication - Network - Authority
- Responsibility - Accountability - Type
s - General - Auxiliary
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CHAPTER NO. 6 ORGANIZING AS PART OF MANAGEMENT
7. Organization Chart - Constituents
- Drawbacks 8. Organizational Manual
- Contents - Objectives - Job Description
- Organizational Procedures - Management
terms - Benefits
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CHAPTER NO. 6 ORGANIZING AS PART OF MANAGEMENT
9. Organizational Design - Concept - Areas
of Influence (5) - Section (4) 10.
Organizational Structure in Banks - NCBs - Level
s - Foreign Banks - Financial Institutions
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CHAPTER NO. 6 ORGANIZING AS PART OF MANAGEMENT
11. Organizational Changes - Growth Decay
- Environmental Impact - Technology - Personn
el - Catalysts - Domio Effect
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Chapter No. 7
LINE STAFF AUTHORITY RELATIONSHIP
CONSTITUENTS

• Line Organization
• Line Staff Organization
• Rationale for Differentiation Between Staff and
  Line
• Line Relationship
• Staff Relationship
• Types of Staff

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Chapter No. 7
LINE STAFF AUTHORITY RELATIONSHIP
CONSTITUENTS

• Line and Staff Conflict
• Making the Staff Personnel Work Properly
• Is the concept valid for obsolete today

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CHAPTER NO. 7 LINE STAFF AUTHORITY RELATIONSHIP
AMPLIFICATION
1. Line Organization - Names - Scalar
- Military - Departmental - Vertical
- Pure Line of Organization - Departmental
Line Organization
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CHAPTER NO. 7 LINE STAFF AUTHORITY RELATIONSHIP
2. Line Staff Organization - Staff
Specialists Advise - Advice Provided to Line
Mangers - Can recommend without
Authority 3. Rationale for Differentiation
- Services of Specialist - Effective Control
- Maintain Accountability
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CHAPTER NO. 7 LINE STAFF AUTHORITY RELATIONSHIP
4. Line Relationships - Chain of Command
- Chain of Communication - Vehicle of
Accountability 5. Staff Relationship - Purely
Advisory - Assistance
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CHAPTER NO. 7 LINE STAFF AUTHORITY RELATIONSHIP
6. Types of Staff - Personnel Staff
- Specialist Staff 7. Line Staff
Conflict - Blame Line Staff - Implementation
- Encroachment - Description Defied - No
Proper use of Staff
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CHAPTER NO. 7 LINE STAFF AUTHORITY RELATIONSHIP
8. Making the Staff Personnel Work
Properly - Work as a Team - Improve
Relationships 9. Is the Concept Valid or
Obsolete Today - Be based on Functional
Responsibilities - Clarity in Defining
Relationship
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Chapter No.8
DECENTRALIZATION DELEGATION
CONSTITUENTS

• The Problem
• Degree of Decentralization-The Act of Measurement
• Centralization Vs. decentralization
• Operationalzing Decentralization
• The concept of Delegation Authority.

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Chapter No.8
DECENTRALIZATION DELEGATION
CONSTITUENTS

• Principles of Delegation
• Reasons for Inadequate Delegation
• Toward Effective Delegation System

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CHAPTER NO. 8 DECENTRALIZATION DELEGATION
AMPLIFICATION
1. The Problem - Centralization Vs.
Decentralization - Decentralization - More
Democratic - Greater Freedom of Spirit
- Less Authoritative - Review Table 8-1
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CHAPTER NO. 8 DECENTRALIZATION DELEGATION
2. Degree of Decentralization The Art of
Measurement - Issues - Authorities - How
far down the line? - Consistency - Review
Table 8-2
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CHAPTER NO. 8 DECENTRALIZATION DELEGATION
3. Centralization Vs. Decentralizations
- Advantages of Centralization - Leadership
- Integration - Uniformity of
Action - Tackling Emergencies - Others
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CHAPTER NO. 8 DECENTRALIZATION DELEGATION
3. Centralization Vs. Decentralizations
- Advantages of Centralization - Motivation
- Development of Managers - Coordination - Div
ersification - Innovation - Developmental
Activities
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CHAPTER NO. 8 DECENTRALIZATION DELEGATION
4. Operationalzing Decentralization - Top level
Support - Work Independently - Communication -
Feeling of Independence - Competitive
Spirit - Appropriate Control
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CHAPTER NO. 8 DECENTRALIZATION DELEGATION
5. The concept of Delegation of Authority
- Giving Authority to Others - For
accomplishing of Assignments - Characteristics
of Delegation - Note Six Points (Page 89)
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CHAPTER NO. 8 DECENTRALIZATION DELEGATION
6. Principles of Delegation - Functional
Definition of Activities - Visualize Expected
Results - Authority and Responsibility to
exist - Follow unity of Command
- Responsibility cannot be Delegated
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CHAPTER NO. 8 DECENTRALIZATION DELEGATION
7. Reasons for Inadequate Delegation - Attitude
of Supervisor - Desire to Influence
- Absence of Democratic Leadership
Style - Subordinates not Competent
- With-holding of Authority - Managerial
Shortcomings Exposed
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CHAPTER NO. 8 DECENTRALIZATION DELEGATION
8. Toward Effective Delegation System
- Communication-Open System - Proper Control
Techniques - Intelligent Planning - Open Work
Climate - Define Authority Responsibility
- Confidence in Performance
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Chapter No.9
FUNCTIONAL SPECIALIZATION
CONSTITUENTS

• Specialization in Historical Perspective
• Rationale for Specialization
• Role of Functional Specialist
• Problems of Specialization
• Problems of functional Specialization
• International Experiences

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Chapter No.9
FUNCTIONAL SPECIALIZATION
CONSTITUENTS

• Functional Organization
• Functional Authority
• Specialization in Banking fields in Pakistan

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CHAPTER NO. 9 FUNCTIONAL SPECIALIZATION
AMPLIFICATION
1. Specialization in Historical Perspective
- Division of Labour - Adam Smith
2. Rationale for Specialization - Physical
Limitation - High Skills Required - Efficiency
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CHAPTER NO. 9 FUNCTIONAL SPECIALIZATION
3. Role of Functional Specialist - Sales and
Service - Production - Finance
- Procurement of goods and services
- Personnel - Research and Development
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CHAPTER NO. 9 FUNCTIONAL SPECIALIZATION
4. Problems of Specialization - Complexity of
Modern Techniques - Diversity of tasks and
persons needed to carry them out
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CHAPTER NO. 9 FUNCTIONAL SPECIALIZATION
5. Problems of Functional Specialization
- Boring Work - Monotonous Environment
- Element of Fatigue - Anxiety Created by the
above Factors Leads to Dissatisfaction,
Resulting in Lower Output and Reduction in the
Quality of Product or Service Rendered.
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CHAPTER NO. 9 FUNCTIONAL SPECIALIZATION
6. International Experiences - North America
- Highly Specialized Jobs - Scope
- Assembly Lines - Offices - Professions
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CHAPTER NO. 9 FUNCTIONAL SPECIALIZATION
7. Functional Organization - Pattern of
Executive Specialization - Benefits
- Specialization - Operational Efficiency
- Economic Flexibility - Coordination
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CHAPTER NO. 9 FUNCTIONAL SPECIALIZATION
8. Functional Authority - Superior Delegates
Authority Subordinates - Role of Specialists
- Authority to Specialist
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CHAPTER NO. 9 FUNCTIONAL SPECIALIZATION
9. Specialization in Baking Fields in Pakistan
- Commercial Banks - Development Banks
- Investment Banks - Multiple Functions
- Fundamental Issues - Need for
Specialization - Continuity of Present Set up
- New Specialized Institution - Future
Outlook
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Chapter No.10
STAFFING
CONSTITUENTS

• Staffing Functions
• Performance Appraisal Methods
• Types of Job Information
• Job Evaluation Methods
• Limitations of Job Evaluation
• Job Description
• Format of Job Description

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CHAPTER NO. 10 STAFFING
AMPLIFICATION
1. Staffing Functions - Preparation of Manpower
Planning - Recruitment, Selection Retention
- Training and Development - Performance
Appraisal Methods
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CHAPTER NO. 10 STAFFING
2. Performance Appraisal Methods - Rating
Scale - Employee Comparison Methods
- Checklist - Critical Incidence
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CHAPTER NO. 10 STAFFING
3. Types of Job Information - List of Titles of
Jobs - Information in Respect of Each Job
- Job Description Prepared in Specific Detail
- Job Specification Included in it
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CHAPTER NO. 10 STAFFING
4. Job Evaluation - Job Ranking - Job
Classification - Factor Comparison - Point
System 5. Limitations of Job Evaluation
- Selection of Factors - Assignment of
Weights - Other Phases of the Programme
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CHAPTER NO. 10 STAFFING
6. Job Description - To Provide a Basis for Job
Evaluation - To Check the Soundness of the
Organization Structure - To aid in Assigning
of Functions to Positions - Point System
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CHAPTER NO. 10 STAFFING
6. Job Description - To Establish a Framework
for Manager- Subordinate Agreement of Specific
Work Assignment, Objectives to be Accomplished,
and Limits of Authority and Responsibility
- To Specify the Factors to be Used in
Measuring the Individuals Accountability for
Performance.
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CHAPTER NO. 10 STAFFING
7. Format of Job Description - Broad
Function - Principle Responsibilities and
Relationships - Authority and Reservations
Decision Making - Measures of Accountability
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Chapter No.11
MOTIVATION
CONSTITUENTS

• Concept
• Characteristics of Motivation
• Importance of Motivation
• Primary Factors of Motivation
• Maslows Hierarchy of Needs
• Theories of Motivation
• Motivations for Executives
• Perception

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CHAPTER NO. 11 MOTIVATION
AMPLIFICATION
1. Concept - Refers to a way in which urges,
desires, aspirations, strivings, needs,
influence the choice of alternatives in the
behavior of human beings.
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CHAPTER NO. 11 MOTIVATION
2. Characteristics of Motivation - Internal
Feeling - Psychological Phenomenon
- Continuous Process - Changing Behavior
- Calculation Motivation Valance X
Expectancy Valance Strength of a persons
performance for a particular outcome
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CHAPTER NO. 11 MOTIVATION
3. Importance of Motivation - Performance
High - Turnover Low - Absentism Less
- Profitability - Improved - Objectives-
Accomplished - Changes-More Acceptable
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CHAPTER NO. 11 MOTIVATION
4. Primary Factors of Motivation - Higher
Salary - Respect and Social Status - Job
Security - Interesting Work - Chances of an
Opportunity for further growth and Development
- Undertaking Worthwhile Activities
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CHAPTER NO. 11 MOTIVATION
4. Primary Factors of Motivation - Enjoying
Power and Influence - Enjoying Independence in
Performance of Job - Intelligent and Diligent
Supervision
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CHAPTER NO. 11 MOTIVATION
4. Maslows Hierarchy of Need
SELF- ACTUALIZATION NEEDS
ESTEEM NEEDS
LOVE NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS
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CHAPTER NO. 11 MOTIVATION
6. Theories of Motivation - Herzbergs Hygiene
Theory - Company Policy Administration
- Technical Supervision - Interpersonal
Relationship with Supervisors
- Interpersonal Relationship with
subordinates - Salary
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CHAPTER NO. 11 MOTIVATION
6. Theories of Motivation - Herzbergs Hygiene
Theory - Job Security - Personal
Life - Working Conditions - Status
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CHAPTER NO. 11 MOTIVATION
6. Theories of Motivation - McGregors Theory X
Theory Y - Theory X - Theory Y - See Table
11-1 - Expectancy Theory - Extra Effort to
Perform well - See Table 11-2
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CHAPTER NO. 11 MOTIVATION
7. Motivations for Executives - Challenge of
Work - Rising Curve of Status - Achieving
Leadership Heights - Competitive Spirit
- Fear of Losing Goodwill - Money
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CHAPTER NO. 11 MOTIVATION
8. Perception - Attitude - Values - Family
Background - Culture - Education - Experience
- Supervisor - Norms and Values of Peers
- Reward System Organization Polices
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Chapter No.12
LEADERSHIP
CONSTITUENTS

• Importance of Leadership
• Theories of Leadership
• Significant Dimensions of Leaders Personality
• Leaders Power and Influence
• Leadership Styles
• Leadership Profile Characteristics of Leadership
  Styles

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Chapter No.12
LEADERSHIP
CONSTITUENTS

• The Likert Management System
• Managerial Grid
• Path Goal theory
• Decision Making
• Types of Decision
• Forms of Decision Making
• Decision Making Techniques

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Chapter No.12
LEADERSHIP
CONSTITUENTS

• Personal Qualities of Decision Making
• Group Dynamics

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CHAPTER NO. 12 LEADERSHIP
AMPLIFICATION
1. Importance of Leadership - High Performance
- Recognition - Morale 2. Theories of
Leadership - Trait Approach - Behavioral
Approach - Situational Approach - Elective
Approach
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CHAPTER NO. 12 LEADERSHIP
3. Significant Dimensions of Leaders Personality
- Thinking (4) - Feelings Inter-relationships
(11) - Outward Behavior Characteristics (5)
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CHAPTER NO. 12 LEADERSHIP
4. Leaders Power Influence - Legitimate
Delegated authority. - Reward Ability to
bestow money, praise, promotion and
other benefits. - Coercive Ability to
punish or to withdraw reward
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CHAPTER NO. 12 LEADERSHIP
4. Leaders Power Influence - Referent Based
on leaders personality and ability,
inspire leaders alliance with other
influential persons - Expert Leaders
Special Skill- abilities knowledge
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CHAPTER NO. 12 LEADERSHIP
5. Leadership Styles - Autocratic
- Participative - Paternal 6. Leadership
Profile Characteristics of Leadership Styles
- Dependence on Authority - Use of Power and
fear
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CHAPTER NO. 12 LEADERSHIP
6. Leadership Profile Characteristics of
Leadership Styles - Dominance - Dependence on
Personal Expertness - Personal Likeableness
- Exhibition of Sincere Interest
- Development of Persons - Inspiration for
the best Results - Welding Members into a
Team - Sharing of ends and goals
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CHAPTER NO. 12 LEADERSHIP
7. The Likert Management System - Four Styles
- Exploitative Autocrat - Benevolent
Autocrat - Participative - Democratic
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CHAPTER NO. 12 LEADERSHIP
8. Managerial Gird
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CHAPTER NO. 12 LEADERSHIP
9. Path Goal Theory - Four types of Behavior
- Institutional - Supportive
- Participative - Achievement Oriented
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CHAPTER NO. 12 LEADERSHIP
10. Decision Making - Herbert Simons
- Noble Prize Winner - Areas of
Concern - Application of Statistics
- Optimization Models - Information Models
- Simulation
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CHAPTER NO. 12 LEADERSHIP
11. Types of Decision - Programmed
- Non-Programmed 12. Forms of Decision Making
- Toss of a Coin - Check Lists - Advantages
Versus Disadvantages - Highest Ranks
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CHAPTER NO. 12 LEADERSHIP
12. Forms of Decision Making - Compromise
- Compound - Committee - Delay
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CHAPTER NO. 12 LEADERSHIP
13. Decision Making Techniques
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CHAPTER NO. 12 LEADERSHIP
13. Decision Making Techniques
134
CHAPTER NO. 12 LEADERSHIP
14. Personal Qualities of Decision Making
- Experience - Judgment - Creativity
- Quantitative Skills
135
CHAPTER NO. 12 LEADERSHIP
15. Group Dynamics - Principles - Strong
Sense of Belonging to Group - Group Must be
more Attractive to Members - Change
Attitude, Values of Behavior
136
CHAPTER NO. 12 LEADERSHIP
15. Group Dynamics - Principles - The
Greater the Prestige of a Group member in the
Eyes of other Members, the Greater the
Influence he can exert. - Share Perception
by members, of the Need for Change
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CHAPTER NO. 12 LEADERSHIP
15. Group Dynamics - Principles
- Communication Need for Change, Plans for
Change, Consequence of Change - Readjustments
in other parts - Encounter Strong Resistance
138
Chapter No.13
COMMUNICATION
CONSTITUENTS

• Meaning
• Types
• Structure
• Elements
• Effects
• Feedback

139
Chapter No.13
COMMUNICATION
CONSTITUENTS

• Basic Principles
• Barriers
• Information Technology
• Five Generations
• Organizational Communications

140
CHAPTER NO. 13 COMMUNICATION
1. Meaning - Process by which an idea is
transferred from a source to a receiver with an
intention of changing the receivers
behavior - Levels - Individual
- Group - Organizational
141
CHAPTER NO. 13 COMMUNICATION
2. Types - Oral - Written - Others
- Dimensions - Downward - Upward - Horizo
ntal
142
CHAPTER NO. 13 COMMUNICATION
3. Structure - Formal - Informal 4.
Elements - Source - Message - Channel
- Receiver
143
CHAPTER NO. 13 COMMUNICATION
5. Effects - Ignored - Stored - Actions
Taken - Negative Reaction - Evoke a Response
- Affect Behavior 6. Feedback - Effective
Approach Used - Barriers Removed
144
CHAPTER NO. 13 COMMUNICATION
7. Basic Principles - Responsibility-Sender
- Planning Execution - Produce Some Action
or Reaction - Be Affective - Contain Answers
to Major Questions - Language Comprehension
- Adequate Feedback - Follow Up - Little
Negative Effect
145
CHAPTER NO. 13 COMMUNICATION
8. Barriers - Physical - Personal
- Semantics - Authority, Power and Status
Relationship - Style of Communication
146
CHAPTER NO. 13 COMMUNICATION
9. Information Technology - use of Computer for
Processing Information - Speed of Communication
10. Information Technology 11. Organizational
Communications - Conferences - Meetings
147
Chapter No.14
CONTROLLING
CONSTITUENTS

• Control Mechanism
• Control Process
• Measurement Process
• Quality for Effective Control
• Role of Control
• Pre-Requisites of Control

148
Chapter No.14
CONTROLLING
CONSTITUENTS

• Procedures for Review
• Objectives of Organizational Control
• Internal Check
• Operational Audit
• Types of Organizational Control

149
Chapter No.14
CONTROLLING
CONSTITUENTS

• Organizational Control System
• Instruments Control

150
CHAPTER NO. 14 CONTROLLING
1. Control Mechanism - Defining of Objectives,
Devising Plans and Setting of Standards - Analys
is of Causes of Deviations - Devising and
Programming of Corrective Actions - Implementati
on of Corrective Actions
151
CHAPTER NO. 14 CONTROLLING
1. Control Mechanism - Setting of Revised
(Desired) Performance Standards - Assessment
of Actual Performance via- a-vis Desired
Performance Standards - Identification of
Deviations in Actual Performance
152
CHAPTER NO. 14 CONTROLLING
2. Control Process - Measurement of Actual
Results - Comparison of Actual Results with the
set Targets - Corrective Actions where Actual
Results Fall Short of the Targets
153
CHAPTER NO. 14 CONTROLLING
3. Measurement Process - Through Personal
Observations - Through Preparation of
Statistical Reports - Through Verbal
Reports - Through Written Reports
154
CHAPTER NO. 14 CONTROLLING
4. Quality for Effective Control - Control
should be timely, so that quck action can be
taken. - Control should be flexible, so that
one must continue to move forward rather than
get to a position of breakdown. - Control
should be Economical Cost Benefit Analysis
should be Undertaken.
155
CHAPTER NO. 14 CONTROLLING
4. Quality for Effective Control - Control
should be understandable, so that it is properly
Communicated for Implementation - Control
should be strategically placed - Control should
be Designed to Stress the Exception
156
CHAPTER NO. 14 CONTROLLING
5. Role of Control - Establishes Standards
- Measures Performance Against these Standards
- Takes Corrective Action where there are
Significant Deviations From Standards
157
CHAPTER NO. 14 CONTROLLING
6. Pre-Requisites of Control - Information on
Status of Activities should be available
- There should be a Continuous Surveillance
over Plans and Directives for Ensuring
Implementation of Objectives - Timely
Measurement Analysis be Carried out
158
CHAPTER NO. 14 CONTROLLING
6. Pre-Requisites of Control - Reporting on
Performance be Institutionalized 7. Procedures
for Review - Undertaking Comparison
- Carrying out Analysis - Delivering an
Effective Presentation
159
CHAPTER NO. 14 CONTROLLING
8. Objectives of Organizational Control
- Protect assets against all Risks - Safeguard
the enterprise against improper asset
disbursements and incurrence of improper
liabilities - Assure the accuracy and
dependabili8ty of financial and operating
information - Judge operating efficiency
160
CHAPTER NO. 14 CONTROLLING
8. Objectives of Organizational Control
- Measure adherence to established policies
9. Internal Check - Checking of work o one
person by another - Role in banks and other
Organizations
161
CHAPTER NO. 14 CONTROLLING
10. Operational Audit - Appraisal of
Operations - Improved functional management
ability 11. Types of Organizational Control
- Accounting Control - Administrative Control
162
CHAPTER NO. 14 CONTROLLING
12. Organizational Control System - Informal
- Formal 13. Instruments Control
- Organizational Charts - Operating Manual
- Accounting Manual - Chart of Accounts
- Flow Charts
163
Chapter No.15
FEEDBACK CONTROL MECHANISM
CONSTITUENTS

• Formal Approaches
• Internal Control
• Reports as Control Device
• Budgets
• Control Framework

164
CHAPTER NO. 15 FEEDBACK CONTROL MECHANISM
1. Formal Approaches - Programming
- Budgeting - Accounting - Reporting
165
CHAPTER NO. 15 FEEDBACK CONTROL MECHANISM
2. Internal Control - Concept - Benefits
- Measures - Review Techniques - Limitations
166
CHAPTER NO. 15 FEEDBACK CONTROL MECHANISM
3. Reports as Control Device - Procedure of
Initiation of actions - Nature and timing of all
routine checks - Division of work amongst
departments and between individuals within a
department - Chronological sequence of
documents is put
167
CHAPTER NO. 15 FEEDBACK CONTROL MECHANISM
3. Reports as Control Device - Use to which
each set of documents is put - Inter-relations
of all documents and records involved 4. Reports
as Control Device - Formal Planning Control
Technique - Feedback - Variances
168
CHAPTER NO. 15 FEEDBACK CONTROL MECHANISM
5. Control Framework - Time Controls - Cost
Control - Technical Standards
Control - Internal Audit
169
Chapter No.16
SPECIAL CONTROL TECHNIQUES
CONSTITUENTS

• Cost Benefit Analysis
• Breakeven Analysis
• Return on Investment (ROI)
• Payback method
• Discounting Techniques
• Human Resource Accounting (HRA)

170
CHAPTER NO. 16 SPECIAL CONTROL TECHNIQUES
1. Cost Benefit Analysis - Estimation of
Benefits - Primary - Secondary
- Intangible - Estimation of
Costs - Initial Capital Investment - Operating
Cost
171
CHAPTER NO. 16 SPECIAL CONTROL TECHNIQUES
2. Breakeven Analysis 3. Return on Investment
(ROI) 4. Payback Method 5. Discounting
Techniques - Ten Points Analysis - GE Model
(8 Points) 6. Human Resource Accounting (HRA)
172
Chapter No.17
MANAGEMENT INFORMATION SYSTEM
CONSTITUENTS

• Definition
• Information Need Analysis
• Techniques of Work Simplification
• Developing MIS
• MIS Term Loan Summary

173
CHAPTER NO. 17 MANAGEMENT INFORMATION SYSTEM
1. Definition - SIM-System of Information for
Management - Information-Processed form of
data - Be accurate - Be timely - Be
complete - Be concise - Be relevant
174
CHAPTER NO. 17 MANAGEMENT INFORMATION SYSTEM
2. Information Need Analysis - Normal Strategy
- Mogenson - Work Simplification - Five
Steps 3. Techniques of Work Simplification
- Elimination - Combination - Reduction
175
CHAPTER NO. 17 MANAGEMENT INFORMATION SYSTEM
4. Developing MIS - 8 Points - Levels
- Top - Level beneath the top
- Middle - Lower - Modus Operandi
176
CHAPTER NO. 17 MANAGEMENT INFORMATION SYSTEM
5. MIS Term Loan Summary - 8 Points
177
Chapter No.18
ORGANIZATIONAL CONFLICTS THEIR RESOLUTION
CONSTITUENTS

• Nature
• Types
• Conflict as a Powerful
• Conflict Process
• Conflict Aftermath

178
Chapter No.18
ORGANIZATIONAL CONFLICTS THEIR RESOLUTION
CONSTITUENTS

• Sources
• Checklist Analysis at various Levels
• Power in Politics
• Normal Vs Parallel Banking Conflict
• Conflict Resolutions
• Resolutions of Conflict

179
CHAPTER NO. 18 ORGANIZATIONAL CONFLICTS THEIR
RESOLUTION
1. Nature - People Disagree over means or
ends - Try to establish their own views - Ways
of conflicts - Harmony - Cooperation - Stab
ility
180
CHAPTER NO. 18 ORGANIZATIONAL CONFLICTS THEIR
RESOLUTION
2. Types - Structurally based - Role - Institu
tionalized 3. Conflict as a Powerful Process
- Traditional View - No Conflict - Modern
View - Conflicts part of Organization-be
welcomed and handled
181
CHAPTER NO. 18 ORGANIZATIONAL CONFLICTS THEIR
RESOLUTION
4. Conflict Process - Perceived - Lateral
- Felt - Manifold 5. Conflict Aftermath
- Win - Lose - Compromise - Lookout for
the next assault
182
CHAPTER NO. 18 ORGANIZATIONAL CONFLICTS THEIR
RESOLUTION
6. Sources - Intra individual conflict - Inter
individual conflict - Inter group
conflict 7. Checklist Analysis at Various Levels
- Individual Level - Group
183
CHAPTER NO. 18 ORGANIZATIONAL CONFLICTS THEIR
RESOLUTION
8. Power in Politics - Powerbase - Reward
- Coercion - Legitimacy - Referent
- Expertise
184
CHAPTER NO. 18 ORGANIZATIONAL CONFLICTS THEIR
RESOLUTION
8. Power in Politics - Powerbase - Maintain
alliance with people - Embrace or demolish
forces - Divide and rule - Manipulate
classified information - Make a quick
showing - Avoid decision engagement
185
CHAPTER NO. 18 ORGANIZATIONAL CONFLICTS THEIR
RESOLUTION
8. Power in Politics - Powerbase - Follow
the policy of camels head in the
tent - Take counsel with caution 9. Normal Vs
Parallel Banking Conflict - Normal-Allotment
- Parallel-Unauthorized
186
CHAPTER NO. 18 ORGANIZATIONAL CONFLICTS THEIR
RESOLUTION
10. Conflict Resolution - General Approach
- Strategy - Third Party Intervention
- Arbitration - Mediation - Outside
Consultant - Coordination - Conflict Diagnosis
- Other Techniques
187
CHAPTER NO. 18 ORGANIZATIONAL CONFLICTS THEIR
RESOLUTION
11. Resolution of Conflict - Pre-Diagnosis
- Diagnosis - Modes of Conflict Handling
- Implementation of Strategy
188
Chapter No.19
ISLAMIC APPROACH TO MANAGEMENT
CONSTITUENTS

• Manager as a Trustee
• Importance of Labour
• Work Ethics Motivation
• Consultative Participative Approach
• Relations between Employer Employee
• Labour Management Relationships Islam

189
CHAPTER NO. 19 ISLAMIC APPROACH TO MANAGEMENT
1. Manager as a Trustee 2. Importance of Labour
- Four factors of production - Labour Vital
factor of production 3. Work Ethics
Motivation 4. Consultative Participative
Approach
190
CHAPTER NO. 19 ISLAMIC APPROACH TO MANAGEMENT
5. Relations between Employer Employee - Basic
Rights of Labourer - Adl-o-Ehsan 6. Labour
Management Relationships in Islam - Value
System in Islam - Concept of fair wage
191
Chapter No.20
TOTAL QUALITY MANAGEMENT
CONSTITUENTS

• Prelude
• Quality Concept
• Challenges to Manager
• Case Study-Review

192
CHAPTER NO. 20 TOTAL QUALITY MANAGEMENT
1. Prelude - Quality-Critical Aspect - Review
of Literature - IFAC Handbook - Managing
Quality Improvements - 134 Paragraphs,
11 Exhibits, 3 Appendices
193
CHAPTER NO. 20 TOTAL QUALITY MANAGEMENT
2. Quality Concept - Transcendent
- Product-based - User-based - Manufacturing-
based - Value-based
194
CHAPTER NO. 20 TOTAL QUALITY MANAGEMENT
3. Challenges to Managers - Awareness - Cost
Reduction via Quality Improvement - Quality
Costs - Cost of Prevention - Cost of
Appraisal - Cost of Internal failure - Cost
of External failure
195
CHAPTER NO. 20 TOTAL QUALITY MANAGEMENT
3. Challenges to Managers - Innovative Role of
Manager and Quality Management Systems
- Supportive Logistical role - Use of
Statistical tools and process measures
- Innovative Role 4. Case Study-Review
196
Chapter No.21
CASE STUDY APPROACH
CONSTITUENTS

• Concept
• Case Method-Inretospect
• Concept of a Case Method
• Early Development in Business
• Advantage
• Limitations

197
Chapter No.21
CASE STUDY APPROACH
CONSTITUENTS

• Types
• Incident Case Approach
• Harvard Case Method Approach
• Case Analysis Techniques
• Tools for Case Analysis

198
CHAPTER NO. 21 CASE STUDY APPROACH

• Concept
• Case Method-Intretrospect
• Concept of a Case Method
• Early Development in Business
• Advantages
• Limitations

199
CHAPTER NO. 21 CASE STUDY APPROACH

• Types
• - Case Illustration
• - Case Problem
• - Case Studies
• - Case Projects
• Incident Case Approach
• Harvard Case Method Approach

200
CHAPTER NO. 21 CASE STUDY APPROACH

• Case Analysis Techniques
• - Approach
• - Case Analysis
• - Case Analysis Method
• - Systematic Approach
• - Specific types of Analysis
• Tools for Case Analysis

201
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