1. 2 Text Book MANAGEMENT Concepts & Cases 2012 Presentation By PROF. DR. KHAWAJA AMJAD SAEED...

22

Text BookText Book

MANAGEMENTMANAGEMENT

Concepts & CasesConcepts & Cases

20122012

Presentation ByPresentation By

PROF. DR. KHAWAJA AMJAD PROF. DR. KHAWAJA AMJAD SAEEDSAEED

Principal, Hailey College of Banking & Principal, Hailey College of Banking & FinanceFinance

University of the Punjab, Lahore. Email: University of the Punjab, Lahore. Email: [email protected]@yahoo.com

33

SectioSectionn

Particulars Particulars Number Number

11 Text BookText Book 22 22 ChaptersChapters

22 Articles by Prof. Dr. Articles by Prof. Dr. Khawaja Amjad Khawaja Amjad SaeedSaeed

Six (7)Six (7)

33 Cases by South Cases by South Asian Scholars Asian Scholars

Twelve Twelve (12)(12)

44

1.1. Management as a DisciplineManagement as a Discipline

2.2. Schools of Management ThoughtSchools of Management Thought

3.3. Corporative Management Corporative Management

4.4. Manager’s Role and Impact of External Manager’s Role and Impact of External Environment Environment

5.5. Corporate PlanningCorporate Planning

6.6. Deposit, Credit and Profit PlanningDeposit, Credit and Profit Planning

7.7. Organizing as Part of ManagementOrganizing as Part of Management

8.8. Line and Staff Authority RelationshipLine and Staff Authority Relationship

9.9. Decentralization and Delegation Decentralization and Delegation

55

10.10. Functional SpecializationFunctional Specialization

11.11. StaffingStaffing

12.12. MotivationMotivation

13.13. LeadershipLeadership

14.14. CommunicationCommunication

15.15. ControllingControlling

16.16. Feedback and Control MechanismFeedback and Control Mechanism

17.17. Special Control TechniquesSpecial Control Techniques

66

18.18. Management Information SystemManagement Information System

19.19. Organization Conflicts and their Organization Conflicts and their Resolution Resolution

20.20. Islamic Approach to ManagementIslamic Approach to Management

21.21. TQM (Total Quality Management)TQM (Total Quality Management)

22.22. Case Study ApproachCase Study Approach

77

1.1. Human Resource Management & Human Resource Management & DevelopmentDevelopment

2.2. Sharing Productivity Gains: A Survey of Sharing Productivity Gains: A Survey of Incentive Plans Globally PracticedIncentive Plans Globally Practiced

3.3. Knowledge Management: Some Knowledge Management: Some Dimensions Dimensions

4.4. The Rise of ReengineeringThe Rise of Reengineering

5.5. Promoting CSR: What needs to be done Promoting CSR: What needs to be done

6.6. Motivation: Islamic History (Compiled)Motivation: Islamic History (Compiled)

7.7. Developing Talent for HRMDeveloping Talent for HRM

88

11..

Decision MakingDecision Making 11

22..

Entrepreneurship Entrepreneurship 66

33..

Personnel Personnel Management Management

22

44..

Industrial RelationsIndustrial Relations 11

55..

Managing ChangeManaging Change 11

66..

Strategic Strategic ManagementManagement

11

1212

99

Chapter No. 1 Chapter No. 1

CONSTITUENTS CONSTITUENTS

1.1. PreludePrelude

2.2. DevelopmentDevelopment

3.3. EvolutionEvolution

4.4. Management Education in Pakistan Management Education in Pakistan

5.5. Definitions Definitions

6.6. Management Vs Administration Management Vs Administration

1010

7.7. Pyramid Approach Pyramid Approach

8.8. Management Function Levels Management Function Levels

9.9. GroupsGroups

10.10. JobJob

11.11. As Science or Art As Science or Art

12.12. Principles Principles



1111

AMPLIFICATIONAMPLIFICATION

1.1. PreludePrelude

-- Egyptians Egyptians

-- Chinese Chinese

-- MilitaryMilitary

-- History (1750-21History (1750-21stst Century) Century)

22.. Development Development

-- BarterBarter

-- Industrial & Commercial Industrial & Commercial Revolutions Revolutions

-- The Rise of Joint Stock Market The Rise of Joint Stock Market

CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE

1212

3.3. Evolution Evolution

-- Upto 1889Upto 1889

-- 1890-19141890-1914

-- 1915-19401915-1940

-- 1941-19601941-1960

-- 1960-20001960-2000

-- 2121stst Century Century


1313

4.4. Management Education in Management Education in PakistanPakistan

-- 1955-19721955-1972

-- 1973-19851973-1985

-- 1986-20001986-2000

-- 2121stst Century Century

5.5. Definitions Definitions

-- Dale S. Beach Dale S. Beach

-- Newman & SummerNewman & Summer

-- President AMAPresident AMA


1414

6.6. Management Vs Administration Management Vs Administration

7.7. Pyramid Approach Pyramid Approach

1 =1 = TopTop

2 =2 = MiddleMiddle

3 =3 = LowerLower


1515

8.8. Management Function levels Management Function levels

-- Strategic PlanningStrategic Planning

-- Management ControlManagement Control

-- Operations CostOperations Cost

9.9. Groups Groups

-- University Scholars University Scholars

-- Management Practitioners Management Practitioners

-- Legislatures Legislatures

-- Union LeadersUnion Leaders


1616

10.10. JobJob

-- Planning Planning

-- Organizing Organizing

-- Assembling Resources Assembling Resources

-- Directing Directing

-- Controlling Controlling

11.11. As Science or Art As Science or Art

-- Art-Desired Results Art-Desired Results

-- Science: Systematic body of Science: Systematic body of knowledgeknowledge


1717

12.12. Principles Principles

-- EfficiencyEfficiency

-- Educating Educating

-- Research Research

-- Social ObjectivesSocial Objectives


1818


CONSTITUENTS CONSTITUENTS 1.1. InretrospectInretrospect

2.2. Impact of Industrialization Impact of Industrialization

3.3. Stages: Management Thought (10)Stages: Management Thought (10)

-- Pre-ScientificPre-Scientific

-- ScientificScientific

-- Administrative Administrative

-- Functional Functional

1919


CONSTITUENTS CONSTITUENTS 3.3. States: Management Thought (10)States: Management Thought (10)

-- Behavioral Behavioral

-- Management ScienceManagement Science

-- Systems Systems

-- WelfareWelfare

-- Contingency Contingency

-- Program Orientation Program Orientation

2020



4.4. Management TheoriesManagement Theories

-- XX

-- YY

-- ZZ

-- CC

2121


1.1. InretrospectInretrospect

-- Early Influence Early Influence

-- Scientific Management Scientific Management

-- Human Relation Management Human Relation Management

CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHTCHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT

2222

2.2. Impact of Industrialization Impact of Industrialization

-- Primitive Tribal Primitive Tribal

-- Slavery Slavery

-- SerfdomSerfdom

-- Handicraft Handicraft

-- Cottage FactoryCottage Factory

-- Modern Industrial SystemsModern Industrial Systems


2323

3.3. States: Development of States: Development of Management Thought (10)Management Thought (10)

a) a) Primitive TribalPrimitive Tribal

-- James Watt & BoultonJames Watt & Boulton

-- Robert OwenRobert Owen

-- Charles Babbage Charles Babbage

-- Henry Varnon PoorHenry Varnon Poor

-- Henry Robinson TownyHenry Robinson Towny


2424


b) b) Scientific Management Scientific Management

-- F W TaylorF W Taylor

-- Frank Gilberth & Lillian Frank Gilberth & Lillian Gilberth Gilberth

-- Henry L. GanttHenry L. Gantt

-- Harrington EmersonHarrington Emerson


2525


c) c) Administrative Management Administrative Management School of School of

Thought Thought

-- Henri Fayol Henri Fayol

-- Six Components Six Components

-- Five functions Five functions


2626


d) d) Functional ApproachFunctional Approach

-- Five functionsFive functions

-- Fifty aspects (5 X 10 = 50)Fifty aspects (5 X 10 = 50)

-- Correlated with business Correlated with business functionsfunctions


2727


e) e) Behavioral SchoolBehavioral School

-- Elton Mayo Elton Mayo

-- Hawthorne’s Experiments Hawthorne’s Experiments

-- Other Contributions Other Contributions

f) f) Management Science School Management Science School

-- Mathematical Models Mathematical Models

-- OROR


2828


g) g) Systems Approach Systems Approach

-- 3 Steps 3 Steps

h) h) Welfare Welfare

-- Uplift of Uplift of

-- PhysicalPhysical

-- HygienicHygienic

-- Social Social

-- Educational Educational


2929


h) h) WelfareWelfare

-- ScopeScope

-- Health Health

-- Wash upWash up

-- Lockers Lockers

-- Recreation Recreation

-- Libraries Libraries

-- SchoolsSchools


3030


h) h) WelfareWelfare

-- ScopeScope

-- Disability Disability

-- Group Insurance Group Insurance

-- PensionPension

-- Legal AidLegal Aid


3131


i) i) Contingency Approach Contingency Approach

-- Dynamics and Complex Dynamics and Complex Inter-Inter- relations relations

-- Behavior of other Members Behavior of other Members

-- Variables (7)Variables (7)


3232


j) j) Program Orientation Program Orientation

-- Planning PhasePlanning Phase

-- Operational PhaseOperational Phase

-- Future Orientation PhaseFuture Orientation Phase


3333

4.4. Management Theories Management Theories

-- Theory Theory XX

-- Theory Theory YY

-- TheoryTheory ZZ

-- TheoryTheory CC


3434


CONSTITUENTS CONSTITUENTS 1.1. Major Differences in Management Practices Major Differences in Management Practices

-- Styles Styles

-- American American

-- Japanese Japanese

-- Asian Asian

-- Perspectives Perspectives

-- Decision Making Decision Making

-- HRM Practice HRM Practice

-- Power, Authority & Power, Authority & Interpersonal Interpersonal RelationsRelations

AMPLIFICATION AMPLIFICATION 1.1. Major Differences in Management Practices Major Differences in Management Practices

-- See Table 3-1See Table 3-1

2.2. Management Styles Management Styles

-- Focus Focus

-- Achievement Orientation Achievement Orientation

-- Risk Risk

-- Comparison Comparison

-- American American

-- Indian Indian

-- Islamic Islamic

-- Table 3-2Table 3-2

CHAPTER NO. 3: COMPARATIVE MANAGEMENT CHAPTER NO. 3: COMPARATIVE MANAGEMENT

3535

3.3. Successful Business Tips Successful Business Tips

-- US Experience US Experience

-- Eight Tips Eight Tips

-- US Successful Corporations: 8 US Successful Corporations: 8 ActionsActions

-- American Management Styles: 16 American Management Styles: 16 Tips Tips

-- Kaizan Kaizan

4.4. Management Teachings of Lord Budha Management Teachings of Lord Budha

-- 10 Guidelines 10 Guidelines

5.5. Confucious Thoughts Confucious Thoughts

-- Positives-7Positives-7

-- Negatives-8Negatives-8


3636

6.6. Demining Management Demining Management

-- 14 Points 14 Points

7.7. McKinsey’s Seven McKinsey’s Seven


8.8. The Turned-on Organizations The Turned-on Organizations

-- Focus Focus

-- Enthusiastic Customers Enthusiastic Customers

-- Financial Performance Financial Performance

-- Inspired PeopleInspired People



3737

9.9. Management in the 21Management in the 21stst Century Century

-- Environment Environment

-- Social Responsibility & Ethics Social Responsibility & Ethics

-- Globalization Globalization

-- Financial Management Financial Management

-- HRMHRM

-- Organizational Changes Organizational Changes

-- InnovationsInnovations


3838

3939


CONSTITUENTS CONSTITUENTS 1.1. Skills of a Manager Skills of a Manager

2.2. Manager’s External Environment Manager’s External Environment

3.3. Understanding of External Environment Understanding of External Environment

-- PEST PEST

-- PoliticalPolitical

-- EconomicEconomic

-- SociologicalSociological

-- TechnologicalTechnological

4040



4.4. Business Ethics Business Ethics

5.5. Banking Sector: Changing Outlook Banking Sector: Changing Outlook

4141

AMPLIFICATIONAMPLIFICATION1.1. Skills of a Manager Skills of a Manager

-- Technical Technical

-- HumanHuman

-- Conceptual Conceptual

2.2. Manager’s External Environment Manager’s External Environment

PESTPEST

CHAPTER NO. 4: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT

4242

3.3. Understanding of External Understanding of External EnvironmentEnvironment

-- Political Political

-- EconomicEconomic

-- Sociological Sociological

-- Technological Technological

Follow the matrix Follow the matrix


4343

4.4. Business Ethics Business Ethics

-- High Ethical Standards High Ethical Standards

-- Discharge of Responsibility Discharge of Responsibility HonestlyHonestly

5.5. Banking Sector: Changing Banking Sector: Changing Outlook Outlook

-- Deregulation Deregulation

-- Divesture Divesture

-- SBP RoleSBP Role

-- Consumer FinancingConsumer Financing


4444

5.5. Banking Sector: Changing Banking Sector: Changing OutlookOutlook

-- Non-Performing LoansNon-Performing Loans

-- MergersMergers


4545


CONSTITUENTS CONSTITUENTS 1.1. Planning ConceptPlanning Concept

2.2. Why PlanWhy Plan

3.3. Planning Process Planning Process

4.4. Objective Setting Objective Setting

5.5. Stated Objectives Stated Objectives

6.6. Illustrations of Objectives Illustrations of Objectives

7.7. Limitations of Planning Limitations of Planning

4646

Chapter No. 5Chapter No. 5

8.8. Strategic, Tactical & Operational Strategic, Tactical & Operational Planning Planning

-- Strategies Strategies

-- Annual Planning Cycle Annual Planning Cycle

-- Requirements for Financial Requirements for Financial Control Control SystemSystem

9.9. Charter for Improving the Charter for Improving the Performance of Nationalized Performance of Nationalized Commercial BanksCommercial Banks

4747

Chapter No. 5Chapter No. 5

10.10. MBOMBO

-- Concept Concept

-- Process Process

-- Setting Goals Setting Goals

-- Action PlanAction Plan

-- Self Control Self Control

-- Periodic Review Periodic Review

-- Implementation Tasks Implementation Tasks

-- Success Stories Success Stories

4848

AMPLIFICATION AMPLIFICATION

1.1. Planning Concept Planning Concept

-- Future Course of ActionFuture Course of Action

-- Four Types: Time Frame Four Types: Time Frame

-- STST

-- ITIT

-- LTLT

-- Perspective (LLT)Perspective (LLT)

CHAPTER NO. 5: CORPORATE PLANNING

4949

2.2. Why Plan Why Plan

-- Belief Belief

-- Control Facilitated Control Facilitated

-- Future Progress Future Progress


-- Objective Objective

-- Opportunities Opportunities

-- Course of Action Course of Action


5050


-- FeedbackFeedback

-- ReviewReview

-- Revision Revision

4.4. Objectives SettingObjectives Setting

-- Internal Internal

-- Profit Profit

-- Growth Growth


5151

4.4. Objectives SettingObjectives Setting

-- Internal Internal

-- Market Penetration Market Penetration

-- Leadership Leadership

-- Productivity Productivity

-- External External

-- Client Satisfaction Client Satisfaction

-- Social Needs Social Needs


5252

5.5. Stated ObjectivesStated Objectives

-- Stated Vs HiddenStated Vs Hidden

-- SourcesSources

-- Charters Charters

-- Annual Reports Annual Reports

-- PR AnnouncementPR Announcement

-- Others Others

-- Hierarchy Hierarchy

-- Organizational Organizational

-- Divisional Divisional


5353

5.5. Stated ObjectivesStated Objectives


-- Departmental Departmental

-- Sectional Sectional

6.6. Illustrations Illustrations

- Nationalizations - Nationalizations

- Life Insurance Nationalization - Life Insurance Nationalization


5454

7.7. Limitations Limitations


-- FutureFuture

-- Reluctance to Change Reluctance to Change

-- Revision Revision

-- Cost-HighCost-High

-- Emergencies-difficult to Emergencies-difficult to anticipate anticipate


5555

8.8. Strategic, Tactical and Operational Strategic, Tactical and Operational Planning Planning

-- See Table 5-3See Table 5-3


-- Four DimensionsFour Dimensions

-- Five features Five features

-- General and Specific General and Specific Strategies Strategies

-- APC-Six Steps APC-Six Steps


5656

8.8. Strategic, Tactical and Operational Strategic, Tactical and Operational Planning Planning


-- Financial Control System Financial Control System

-- Eight (8) Steps Eight (8) Steps

-- Three (3) Pre-requisites Three (3) Pre-requisites

9.9. Charter for NCBs Improvement Charter for NCBs Improvement

-- Five Aspects Five Aspects

-- See Tables 5-3, 5-4See Tables 5-3, 5-4


5757

10. 10. MBOMBO

-- Participates Participates

-- Process Process

-- Goals Setting Goals Setting

-- Action PlanAction Plan

-- Self ControlSelf Control

-- Periodical Review Periodical Review

-- Implementation-Eight (8) Implementation-Eight (8) tasks tasks

-- Success Stories of 14 Large Success Stories of 14 Large American Companies American Companies


5858



1.1. Deposits Deposits

2.2. Credit Credit

3.3. Review of NIBReview of NIB

4.4. Financial Instruments Financial Instruments

5.5. Management of Advances Management of Advances

6.6. Benefits of Profit Planning Benefits of Profit Planning

5959



7.7. Pre-requisites of Profit PlanningPre-requisites of Profit Planning

8.8. Concept of Projections Concept of Projections

9.9. Time HorizonsTime Horizons

6060

AMPLIFICATIONAMPLIFICATION1.1. Deposits Deposits

-- Composition Composition

-- SizeSize

-- Current Position Current Position

2.2. CreditCredit

-- SizeSize

-- Disclosure Disclosure

-- EarlierEarlier

-- Now Now

CHAPTER NO. 6: DEPOSIT, CREDIT & PROFIT PLANNING

6161

3.3. NIBNIB

-- 12 Instruments 12 Instruments

4.4. Management of AdvancesManagement of Advances

-- Principles Principles

-- SafelySafely

-- DesirabilityDesirability

-- Profitability Profitability

-- Assumptions Assumptions


6262

5.5. Benefits of Profit PlanningBenefits of Profit Planning

-- Economical use of resourcesEconomical use of resources

-- Efficiency is promotedEfficiency is promoted

-- Review of progress Review of progress

6.6. Pre-Requisites of Profit Planning Pre-Requisites of Profit Planning

-- Structure with definitions Structure with definitions

-- Comprehensive PlanningComprehensive Planning

-- BEPBEP


6363

7.7. Concept of Projections Concept of Projections

-- Combination of Judgment & Combination of Judgment & quantitative data quantitative data

-- Factors affecting itFactors affecting it

8.8. Time Horizon Time Horizon

-- SR-Annual SR-Annual

-- Intermediate run-three years Intermediate run-three years

-- LR: 5 to 10 years LR: 5 to 10 years

-- Prospective: 15 – 20 years Prospective: 15 – 20 years


6464



1.1. Definition of Organization Definition of Organization

2.2. Constituents of an Organization Constituents of an Organization

3.3. Steps in Organizing Process Steps in Organizing Process

4.4. Functions of an Organization Functions of an Organization

5.5. Role of Bureaucracy Role of Bureaucracy

6.6. Formal & informal OrganizationsFormal & informal Organizations

6565



7.7. Organization ChartOrganization Chart

8.8. Organization ManualOrganization Manual

9.9. Organization Design Organization Design

10.10. Organizational Structure in BanksOrganizational Structure in Banks

11.11. Organizational Changes Organizational Changes

6666


CHAPTER NO. 7: ORGANIZING AS PART OF MANAGEMENT

1.1. Definition ofDefinition of Organization Organization -- Group of individuals Group of individuals

-- Cooperating under executive Cooperating under executive leadership leadership

-- To accomplish a common goal To accomplish a common goal

2.2. Constituents of an Organization Constituents of an Organization

-- Structure Structure

-- Process Process

6767

3.3. Steps in the Organization Process Steps in the Organization Process

-- Identifying activities Identifying activities

-- Group activities Group activities

-- Assignment of activities Assignment of activities

-- Delegating authority Delegating authority

4.4. Functions of an Organizations Functions of an Organizations

-- Efficiency Efficiency

-- Communication Communication


6868

4.4. Functions of an Organization Functions of an Organization

-- Satisfaction Satisfaction

-- Identity Identity

-- InnovationInnovation

5.5. Role of Bureaucracy Role of Bureaucracy

-- Max Weber (8 points)Max Weber (8 points)

-- Vertical Dimension Vertical Dimension

-- Horizontal Dimension Horizontal Dimension


6969

6.6. Formal & Informal Organization Formal & Informal Organization

-- FormalFormal

-- Informal Informal


-- Constituents Constituents


-- Departmentalization Departmentalization

-- Inter-relationships Inter-relationships


7070



-- Lines of Communication Lines of Communication

-- NetworkNetwork

-- Authority Authority

-- Responsibility Responsibility

-- AccountabilityAccountability

-- TypesTypes

-- GeneralGeneral

-- Auxiliary Auxiliary


7171



-- Drawbacks Drawbacks

8.8. Organizational Manual Organizational Manual

-- Contents Contents

-- Objectives Objectives

-- Job Description Job Description

-- Organizational Procedures Organizational Procedures

-- Management terms Management terms

-- Benefits Benefits


7272

9.9. Organizational Design Organizational Design

-- Concept Concept

-- Areas of Influence (5)Areas of Influence (5)

-- Section (4)Section (4)

10. Organizational Structure in Banks10. Organizational Structure in Banks

-- NCBsNCBs

-- Levels Levels

-- Foreign Banks Foreign Banks

-- Financial Institutions Financial Institutions


7373

11. 11. Organizational Changes Organizational Changes

-- Growth & Decay Growth & Decay

-- Environmental Impact Environmental Impact

-- TechnologyTechnology

-- Personnel Personnel

-- Catalysts Catalysts

-- Domino Effect Domino Effect


7474


CONSTITUENTS CONSTITUENTS 1.1. Line OrganizationLine Organization

2.2. Line & Staff Organization Line & Staff Organization

3.3. Rationale for Differentiation Rationale for Differentiation Between Staff and LineBetween Staff and Line

4.4. Line Relationship Line Relationship

5.5. Staff Relationship Staff Relationship

6.6. Types of Staff Types of Staff

7575


CONSTITUENTS CONSTITUENTS 7.7. Line and Staff ConflictLine and Staff Conflict

8.8. Making the Staff Personnel Work Making the Staff Personnel Work ProperlyProperly

9.9. Is the concept valid for obsolete Is the concept valid for obsolete todaytoday

7676


1.1. Line Organization Line Organization

-- NamesNames

-- Scalar Scalar

-- MilitaryMilitary

-- Departmental Departmental

-- Vertical Vertical

-- Pure Line of Organization Pure Line of Organization

-- Departmental Line Organization Departmental Line Organization

CHAPTER NO. 8: LINE & STAFF AUTHORITY RELATIONSHIP

7777

2.2. Line & Staff Organization Line & Staff Organization

-- Staff Specialists AdviceStaff Specialists Advice

-- Advice Provided to Line Advice Provided to Line Mangers Mangers

-- Can recommend without Can recommend without AuthorityAuthority

3.3. Rationale for Differentiation Rationale for Differentiation

-- Services of Specialist Services of Specialist

-- Effective Control Effective Control

-- Maintain AccountabilityMaintain Accountability


7878

4.4. Line Relationships Line Relationships

-- Chain of Command Chain of Command

-- Chain of Communication Chain of Communication

-- Vehicle of Accountability Vehicle of Accountability

5.5. Staff Relationship Staff Relationship

-- Purely Advisory Purely Advisory

-- AssistanceAssistance


7979

6.6. Types of Staff Types of Staff

-- Personnel Staff Personnel Staff

-- Specialist Staff Specialist Staff

7.7. Line & Staff ConflictLine & Staff Conflict

-- Blame Line Staff Blame Line Staff

-- Implementation Implementation

-- Encroachment Encroachment

-- Description Defied Description Defied

-- No Proper use of Staff No Proper use of Staff


8080

8.8. Making the Staff Personnel Work Making the Staff Personnel Work ProperlyProperly

-- Work as a TeamWork as a Team

-- Improve Relationships Improve Relationships

9.9. Is the Concept Valid or Obsolete Is the Concept Valid or Obsolete TodayToday

-- Be based on Functional Be based on Functional Responsibilities Responsibilities

-- Clarity in Defining RelationshipClarity in Defining Relationship


8181

Chapter No.9Chapter No.9


1.1. The ProblemThe Problem

2.2. Degree of Decentralization-The Act Degree of Decentralization-The Act of Measurementof Measurement

3.3. Centralization Vs. decentralization Centralization Vs. decentralization

4.4. Operationalzing Decentralization Operationalzing Decentralization

5.5. The concept of Delegation Authority. The concept of Delegation Authority.

8282



7.7. Principles of Delegation Principles of Delegation

8.8. Reasons for Inadequate Delegation Reasons for Inadequate Delegation

9.9. Toward Effective Delegation SystemToward Effective Delegation System

8383


1.1. The ProblemThe Problem

-- Centralization Vs. Centralization Vs. DecentralizationDecentralization

-- DecentralizationDecentralization

-- More Democratic More Democratic

-- Greater Freedom of Spirit Greater Freedom of Spirit

-- Less Authoritative Less Authoritative

-- Review Table 9-1 Review Table 9-1

CHAPTER NO. 9: DECENTRALIZATION & DELEGATION

8484

2.2. Degree of Decentralization: The Art Degree of Decentralization: The Art of Measurement of Measurement

-- IssuesIssues

-- Authorities Authorities

-- How far down the line?How far down the line?

-- Consistency Consistency

-- Review Table 9-2Review Table 9-2


8585

3.3. Centralization Vs. Decentralizations Centralization Vs. Decentralizations

-- Advantages of CentralizationAdvantages of Centralization

-- Leadership Leadership

-- IntegrationIntegration

-- Uniformity of ActionUniformity of Action

-- Tackling EmergenciesTackling Emergencies

-- OthersOthers


8686

3.3. Centralization Vs. Decentralizations Centralization Vs. Decentralizations

-- Advantages of DectralizationAdvantages of Dectralization

-- MotivationMotivation

-- Development of ManagersDevelopment of Managers

-- CoordinationCoordination

-- DiversificationDiversification

-- InnovationInnovation

-- Developmental Activities Developmental Activities


8787

4.4. Operationalzing Decentralization Operationalzing Decentralization

-- Top level SupportTop level Support

-- Work Independently Work Independently

-- CommunicationCommunication

-- Feeling of IndependenceFeeling of Independence

-- Competitive SpiritCompetitive Spirit

-- Appropriate ControlAppropriate Control


8888

5.5. The concept of Delegation of The concept of Delegation of Authority Authority

-- Giving Authority to Others Giving Authority to Others

-- For accomplishing of For accomplishing of Assignments Assignments

-- Characteristics of Delegation Characteristics of Delegation

-- Note Six Points (Page 93)Note Six Points (Page 93)


8989

6.6. Principles of Delegation Principles of Delegation

-- Functional Definition of Functional Definition of Activities Activities

-- Visualize Expected Results Visualize Expected Results

-- Authority and Responsibility to Authority and Responsibility to CoexistCoexist

-- Follow unity of CommandFollow unity of Command

-- Responsibility cannot be Responsibility cannot be DelegatedDelegated


9090

7.7. Reasons for Inadequate Delegation Reasons for Inadequate Delegation

-- Attitude of Supervisor Attitude of Supervisor

-- Desire to Influence Desire to Influence

-- Absence of Democratic Absence of Democratic Leadership StyleLeadership Style

-- Subordinates not Competent Subordinates not Competent

-- With-holding of AuthorityWith-holding of Authority

-- Managerial Shortcomings Managerial Shortcomings ExposedExposed


9191

8.8. Toward Effective Delegation System Toward Effective Delegation System

-- Communication-Open SystemCommunication-Open System

-- Proper Control Techniques Proper Control Techniques

-- Intelligent PlanningIntelligent Planning

-- Open Work ClimateOpen Work Climate

-- Define Authority & Define Authority & Responsibility Responsibility

-- Confidence in PerformanceConfidence in Performance


9292



1.1. Specialization in Historical Specialization in Historical PerspectivePerspective

2.2. Rationale for Specialization Rationale for Specialization

3.3. Role of Functional Specialist Role of Functional Specialist

4.4. Problems of Specialization Problems of Specialization

5.5. Problems of functional SpecializationProblems of functional Specialization

6.6. International Experiences International Experiences

9393



7.7. Functional Organization Functional Organization

8.8. Functional Authority Functional Authority

9.9. Specialization in Banking fields in Specialization in Banking fields in Pakistan Pakistan

9494

AMPLIFICATION AMPLIFICATION

1.1. Specialization in Historical Specialization in Historical Perspective Perspective

-- Division of Labour Division of Labour

-- Adam Smith Adam Smith

2.2. Rationale for Specialization Rationale for Specialization

-- Physical Limitation Physical Limitation

-- High Skills RequiredHigh Skills Required

-- Efficiency Efficiency

CHAPTER NO. 10: FUNCTIONAL SPECIALIZATION

9595

3.3. Role of Functional Specialist Role of Functional Specialist

-- Sales and Service Sales and Service

-- Production Production

-- Finance Finance

-- Procurement of goods and Procurement of goods and services services

-- Personnel Personnel

-- Research and Development Research and Development


9696

4.4. Problems of Specialization Problems of Specialization

-- Complexity of Modern Complexity of Modern Techniques Techniques

-- Diversity of tasks and persons Diversity of tasks and persons needed needed to carry them out to carry them out


9797

5.5. Problems of Functional Problems of Functional Specialization Specialization

-- Boring WorkBoring Work

-- Monotonous Environment Monotonous Environment

-- Element of FatigueElement of Fatigue

-- Anxiety Created by the above Anxiety Created by the above Factors Factors Leads to Dissatisfaction, Leads to Dissatisfaction, Resulting in Resulting in Lower Output and Lower Output and Reduction in the Reduction in the Quality of Product Quality of Product or Service Rendered. or Service Rendered.


9898

6.6. International Experiences International Experiences

-- North America North America

-- Highly Specialized Jobs Highly Specialized Jobs

-- Scope Scope

-- Assembly LinesAssembly Lines

-- Offices Offices

-- Professions Professions


9999

7.7. Functional Organization Functional Organization

-- Pattern of Executive Pattern of Executive Specialization Specialization

-- Benefits Benefits

-- SpecializationSpecialization

-- Operational Efficiency Operational Efficiency

-- Economic Flexibility Economic Flexibility

-- Coordination Coordination


100100

8.8. Functional Authority Functional Authority

-- Superior Delegates Authority Superior Delegates Authority Subordinates Subordinates

-- Role of Specialists Role of Specialists

-- Authority to Specialist Authority to Specialist


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9.9. Specialization in Baking Fields in Specialization in Baking Fields in Pakistan Pakistan

-- Commercial BanksCommercial Banks

-- Development Banks Development Banks

-- Investment Banks Investment Banks

-- Multiple Functions Multiple Functions

-- Fundamental Issues Fundamental Issues

-- Need for SpecializationNeed for Specialization

-- Continuity of Present Set Continuity of Present Set up up

-- New Specialized Institution New Specialized Institution

-- Future Outlook Future Outlook


1. 2 Text Book MANAGEMENT Concepts & Cases 2012 Presentation By PROF. DR. KHAWAJA AMJAD SAEED...

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