HAILEY COLLEGE OF BANKING

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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
3
CONSTITUENTS
Section Particulars Number
1 Text Book 21 Chapters
2 Articles by Prof. Dr. Khawaja Amjad Saeed Six (6)
3 Cases by South Asian Scholars Twelve (12)
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SECTION I TEXT BOOK

1. Management as a Discipline
2. Schools of Management Thought
3. Managers Role and Impact of External Environment
   
4. Corporate Planning
5. Deposit, Credit and Profit Planning
6. Organizing as Part of Management
7. Line and Staff Authority Relationship
8. Decentralization and Delegation

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SECTION I TEXT BOOK

1. Functional Specialization
2. Staffing
3. Motivation
4. Leadership
5. Communication
6. Controlling
7. Feedback and Control Mechanism
8. Special Control Techniques

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SECTION I TEXT BOOK

1. Management Information System
2. Organization Conflicts and their Resolution
3. Islamic Approach to Management
4. TQM (Total Quality Management)
5. Case Study Approach

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SECTION II SELECTED ARTICLES

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

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SECTION III CASES FOR ANALYSIS
1. Decision Making 1
2. Entrepreneurship 6
3. Personnel Management 2
4. Industrial Relations 1
5. Managing Change 1
6. Strategic Management 1
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Chapter No. 1
MANAGEMENT AS A DISCIPLINE
CONSTITUENTS

1. Prelude
2. Development
3. Evolution
4. Management Education in Pakistan
5. Definitions
6. Management Vs Administration

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Chapter No. 1
MANAGEMENT AS A DISCIPLINE
CONSTITUENTS

1. Pyramid Approach
2. Management Function Levels
3. Groups
4. Job
5. As Science or Art
6. 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

1. Business Ethics
2. 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

1. Planning Concept
2. Why Plan
3. Planning Process
4. Objective Setting
5. Stated Objectives
6. Illustrations of Objectives
7. 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

1. Deposits
2. Credit
3. Review of NIB
4. Financial Instruments
5. Management of Advances
6. Benefits of Profit Planning

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Chapter No. 5
DEPOSIT, CREDIT PROFIT PLANNING
CONSTITUENTS

1. Pre-requisites of Profit Planning
2. Concept of Projections
3. 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

1. Definition of Organization
2. Constituents of an Organization
3. Steps in Organizing Process
4. Functions of an Organization
5. Role of Bureaucracy
6. Formal informal Organizations

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Chapter No. 6
ORGANIZING AS PART OF MANAGEMENT
CONSTITUENTS

1. Organization Charts
2. Organization Manuals
3. Organization Design
4. Organizational Structure in Banks
5. 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

1. Line Organization
2. Line Staff Organization
3. Rationale for Differentiation Between Staff and
   Line
4. Line Relationship
5. Staff Relationship
6. Types of Staff

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Chapter No. 7
LINE STAFF AUTHORITY RELATIONSHIP
CONSTITUENTS

1. Line and Staff Conflict
2. Making the Staff Personnel Work Properly
3. 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

1. The Problem
2. Degree of Decentralization-The Act of Measurement
3. Centralization Vs. decentralization
4. Operationalzing Decentralization
5. The concept of Delegation Authority.

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Chapter No.8
DECENTRALIZATION DELEGATION
CONSTITUENTS

1. Principles of Delegation
2. Reasons for Inadequate Delegation
3. 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

1. Specialization in Historical Perspective
2. Rationale for Specialization
3. Role of Functional Specialist
4. Problems of Specialization
5. Problems of functional Specialization
6. International Experiences

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Chapter No.9
FUNCTIONAL SPECIALIZATION
CONSTITUENTS

1. Functional Organization
2. Functional Authority
3. 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

1. Staffing Functions
2. Performance Appraisal Methods
3. Types of Job Information
4. Job Evaluation Methods
5. Limitations of Job Evaluation
6. Job Description
7. 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.
104
CHAPTER NO. 10 STAFFING
7. Format of Job Description - Broad
Function - Principle Responsibilities and
Relationships - Authority and Reservations
Decision Making - Measures of Accountability
105
Chapter No.11
MOTIVATION
CONSTITUENTS

1. Concept
2. Characteristics of Motivation
3. Importance of Motivation
4. Primary Factors of Motivation
5. Maslows Hierarchy of Needs
6. Theories of Motivation
7. Motivations for Executives
8. Perception

106
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.
107
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
112
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
115
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
117
Chapter No.12
LEADERSHIP
CONSTITUENTS

1. Importance of Leadership
2. Theories of Leadership
3. Significant Dimensions of Leaders Personality
4. Leaders Power and Influence
5. Leadership Styles
6. Leadership Profile Characteristics of Leadership
   Styles

118
Chapter No.12
LEADERSHIP
CONSTITUENTS

1. The Likert Management System
2. Managerial Grid
3. Path Goal theory
4. Decision Making
5. Types of Decision
6. Forms of Decision Making
7. Decision Making Techniques

119
Chapter No.12
LEADERSHIP
CONSTITUENTS

1. Personal Qualities of Decision Making
2. Group Dynamics

120
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
121
CHAPTER NO. 12 LEADERSHIP
3. Significant Dimensions of Leaders Personality
- Thinking (4) - Feelings Inter-relationships
(11) - Outward Behavior Characteristics (5)
122
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
124
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
125
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
126
CHAPTER NO. 12 LEADERSHIP
7. The Likert Management System - Four Styles
- Exploitative Autocrat - Benevolent
Autocrat - Participative - Democratic
127
CHAPTER NO. 12 LEADERSHIP
8. Managerial Gird
High 9 1,9 9,9
8 (Country Club) (Team)
7
6
5 5,5 (Middle Road) 5,5 (Middle Road)
4
3
2 1,1 9,1
Low 1 (Impoverished) (Task)
Low 1 2 3 4 5 6 7 8 9 High 1 2 3 4 5 6 7 8 9 High 1 2 3 4 5 6 7 8 9 High
128
CHAPTER NO. 12 LEADERSHIP
9. Path Goal Theory - Four types of Behavior
- Institutional - Supportive
- Participative - Achievement Oriented
129
CHAPTER NO. 12 LEADERSHIP
10. Decision Making - Herbert Simons
- Noble Prize Winner - Areas of
Concern - Application of Statistics
- Optimization Models - Information Models
- Simulation
130
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
131
CHAPTER NO. 12 LEADERSHIP
12. Forms of Decision Making - Compromise
- Compound - Committee - Delay
132
CHAPTER NO. 12 LEADERSHIP
13. Decision Making Techniques
Types of Decision Tradition Modern
Programmed Programmed Programmed
Routine Repetitive Decision. Organization Develops specific Processes for Branding Decisions 1. Habit 2. Clerical routine Standard Operation Procedures. 3. Organization Structure Common Expectations. A System of sub-Goals Well-Defined Information Channels. 1. Operations Research Mathematical Analysis Models, Computer Simulation. 2.Electronic Data Processing.
133
CHAPTER NO. 12 LEADERSHIP
13. Decision Making Techniques
Types of Decision Tradition Modern
Non-Programmed Non-Programmed Non-Programmed
On-shot, ill-structured, Novel, Policy Decisions Handled by General Problem- Solving Processes. Judgment, Intuition and Creativity. Rule of thumb. Selection and Training of Executives. Heuristic Problem-Solving Techniques Applied to 1. Constructing heuristic Computer Programme Helping or Guiding to Discover.
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
137
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

1. Meaning
2. Types
3. Structure
4. Elements
5. Effects
6. Feedback

139
Chapter No.13
COMMUNICATION
CONSTITUENTS

1. Basic Principles
2. Barriers
3. Information Technology
4. Five Generations
5. 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

1. Control Mechanism
2. Control Process
3. Measurement Process
4. Quality for Effective Control
5. Role of Control
6. Pre-Requisites of Control

148
Chapter No.14
CONTROLLING
CONSTITUENTS

1. Procedures for Review
2. Objectives of Organizational Control
3. Internal Check
4. Operational Audit
5. Types of Organizational Control

149
Chapter No.14
CONTROLLING
CONSTITUENTS

1. Organizational Control System
2. 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

1. Formal Approaches
2. Internal Control
3. Reports as Control Device
4. Budgets
5. 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

1. Cost Benefit Analysis
2. Breakeven Analysis
3. Return on Investment (ROI)
4. Payback method
5. Discounting Techniques
6. 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

1. Definition
2. Information Need Analysis
3. Techniques of Work Simplification
4. Developing MIS
5. 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

1. Nature
2. Types
3. Conflict as a Powerful
4. Conflict Process
5. Conflict Aftermath

178
Chapter No.18
ORGANIZATIONAL CONFLICTS THEIR RESOLUTION
CONSTITUENTS

1. Sources
2. Checklist Analysis at various Levels
3. Power in Politics
4. Normal Vs Parallel Banking Conflict
5. Conflict Resolutions
6. 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

1. Manager as a Trustee
2. Importance of Labour
3. Work Ethics Motivation
4. Consultative Participative Approach
5. Relations between Employer Employee
6. 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

1. Prelude
2. Quality Concept
3. Challenges to Manager
4. 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

1. Concept
2. Case Method-Inretospect
3. Concept of a Case Method
4. Early Development in Business
5. Advantage
6. Limitations

197
Chapter No.21
CASE STUDY APPROACH
CONSTITUENTS

1. Types
2. Incident Case Approach
3. Harvard Case Method Approach
4. Case Analysis Techniques
5. Tools for Case Analysis

198
CHAPTER NO. 21 CASE STUDY APPROACH

1. Concept
2. Case Method-Intretrospect
3. Concept of a Case Method
4. Early Development in Business
5. Advantages
6. 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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