1Preface
1014.9 Merits and Demerits of Delegation
2Chapter
1024.9.1 Merits of Delegation
31 Management: An overview of Nature and Functions
1034.9.2 Demerits of Delegation
41.1 Introduction
1044.10 Limitations of Delegation of Authority
51.2 Management Concept and Objectives: 1.2.1 Objectives of Management
1054.11 Reasons for Failure of Delegation
61.3 Nature and Scope of Management
1064.12 Decentralization of Authority
71.3.1 Nature of Management
1074.12.1 Need and Importance of Decentralization
81.3.2 Scope of Management
1084.12.2 Factors to Determine the Degree of Effective Decentralization
91.4 Functions of Managers
1094.12.3 Merits of Decentralization
101.5 Management Thinkers and Their Contribution
1104.12.4 Demerits of Decentralization
111.5.1 Contributions of F.W Taylor
1114.12.5 Centralization versus Decentralization
121.5.2 Henri Fayol’s Contribution
1124.12.6 Distinction between Delegation and Decentralization
131.5.3 Max Weber Contributions to Management
1134.13 Exercises
141.5.4 Contribution of Elton Mayo
1144.14 Further Readings
151.5.5 Henry Laurence Gantt
115Chapter
161.5.6 Frank and Lillian Gilbreth
1165 Leadership: Approaches and Styles
171.5.7 Chester Bernard
1175.1 Introduction
181.5.8 Abraham H. Maslow
1185.2 Leadership: Concept
191.5.9 Frederick Herzberg
1195.2.1 Meaning
201.5.10 Douglas McGregor (theory X-Y)
1205.2.2 Definitions
211.6 Management: A Science, Art or A Profession
1215.3 Features and Importance of Leadership
221.6.1 Management as a Science
1225.3.1 Features of Leadership
231.6.2 Management as an Art
1235.3.2 Importance of Leadership in Management
241.6.3 Management as a Profession
1245.4 Dimensions of Leadership
251.6.4 Management as both Science and Art
1255.5 Leadership Functions
261.7 Management’s Ethical And Social Responsibilities
1265.6 Leading vs. Managing
271.7.1 Social Responsibility
1275.7 Leadership Styles and Approaches
281.7.2 Traditional Economic Gains and Social Responsibilities
1285.7.1 Leadership Styles
291.7.3 Factors or Reasons for increased Social Consciousness among Businessmen
1295.7.2 Approaches to Leadership
301.7.4 Management Ethics
1305.8 Qualities of a Good Leader
311.7.5 Ethical Guidelines for Managers
1315.8.1 Transformational Leaders
321.8 Exercises
1325.8.2 Leadership in Cross-cultural Environment
331.9 Further Readings
1335.8.3 Leadership Evaluation
34Chapter
1345.8.4 Women in Corporate Leadership
352 Planning and Decision Making
1355.9 Exercises
362.1 Introduction
1365.10 Further Readings
372.2 Planning: Concept
137Chapter
382.2.1 Objectives of Planning
1386 Direction and Supervision
392.2.2 Characteristics of Planning
1396.1 Introduction
402.2.3 Why Planning is Important?
1406.2 Direction
412.3 Types of Plans
1416.2.1 Nature of Direction
422.3.1 Operational Plans
1426.2.2 Characteristics Of Directing
432.3.2 Tactical Plans
1436.3 Importance of Directing
442.3.3 Strategic Plans
1446.4 Principles of Directing
452.3.4 Contingency Plans
1456.5 Functions of Directing
462.4 Planning Process
1466.6 Importance and Role of Supervision in an Organization
472.4.1 Goal Setting
1476.6.1 Role of Supervisor
482.4.2 Developing the Planning Premises
1486.6.2 Functions of Supervisor
492.4.3 Reviewing Limitations
1496.6.3 Supervisory Skills
502.4.4 Deciding the Planning Period
1506.6.4 6 Effective Leadership Skills for Supervisors & Managers
512.4.5 Formulation of Policies and Strategies
1516.7 Exercises
522.4.6 Preparing Operating Plans
1526.8 Further Readings
532.4.7 Integration of Plans
153Chapter
542.5 Decision Making
1547 Co-ordination
552.5.1 Nature of Decision Making
1557.1 Introduction
562.5.2 Elements of Decision Making
1567.2 Meaning and Definition of Co-ordination: 7.2.1 Definition of Co‐ordination
572.6 Process of Decision Making
1577.3 Features/Nature of Co-ordination
582.7 Decision Making Approaches
1587.4 Need and objectives of Co-ordination
592.8 Characteristics of Decision Making
1597.4.1 Need for Co-ordination
602.9 Types of Decisions Making
1607.4.2 Objectives of Co‐ordination
612.10 Importance of Decision Making
1617.4.3 Importance of Co-ordination
622.11 Decision Making Under Certainty and Uncertainty
1627.5 Principles of Co‐ordination
632.12 Decision Making Techniques
1637.6 Steps to Achieve Co‐ordination
642.13 Exercises
1647.7 Types and Techniques of Co‐Ordination
652.14 Further Readings
1657.7.1 Types of Co-ordination
66Chapter
1667.7.2 Techniques of Effective Co-ordination
673 Organizing
1677.8 Situations that Make Achieving Co-ordination a Very Difficult Task
683.1 Introduction
1687.9 Co‐Ordination versus Cooperation
693.2 Meaning and Concept of Organizing
1697.10 Limitations in Achieving Co-ordination
703.3 Process of Organizing
1707.11 Exercises
713.4 Importance of Organizing
1717.12 Further Readings
723.5 Principles of Organising
172Chapter
733.6 Departmentation: Meaning and Importance
1738 Management Control
743.6.1 Importance of Departmentation:
1748.1 Introduction
753.6.2 Basis of Departmentation
1758.2 Controlling Concept
763.6.3 Line and Staff Organization
1768.2.1 Definitions of Controlling
773.6.4 Features of Line and Staff Organization
1778.2.2 Need for Controlling
783.6.5 Merits of Line and Staff Organization
1788.2.3 Importance of Controlling
793.6.6 Demerits of Line and Staff Organization
1798.2.4 Characteristics of Controlling Function
803.7 Span of Control
1808.3 Process of Controlling
813.7.1 Span of Control in an Organization
1818.4 Types of Control
823.7.2 Tall or Narrow Span of Control
1828.5 Limitations of Control
833.7.3 Wide or Flat Span of Control
1838.6 How Planning Relates to Control
843.7.4 Early Ideas on Span of Management
1848.7 Management Control System
853.7.5 Factors Affecting the Span of Management
1858.7.1 Objectives of the Management Control System
863.8 Exercises
1868.7.2 Identifying Key Performance Areas
873.9 Further Readings
1878.7.3 Identifying Strategies of Management Control System
88Chapter
1888.8 Techniques for Controlling
894 Delegation of Authority
1898.9 Control Areas of Management
904.1 Introduction
1908.9.1 Controlling Overall Organizational Performance
914.2 Definition of Authority
1918.9.2 Financial Control
924.3 Bases of Authority
1928.9.3 Budgetary Control
934.4 Types of Authority
1938.9.4 Quality Control
944.5 Delegation: Meaning
1948.9.5 Marketing Control
954.5.1 Definitions of Delegation
1958.9.6 Human Resource Control
964.5.2 Forms of Delegation
1968.9.7 Information Technology Control
974.5.3 Objectives of Delegation
1978.10 Exercises
984.6 Elements of Delegation: 4.6.1 Relationship between Authority and Responsibility
1988.11 Further Readings
994.7 Principles of Delegation
199Glossary
1004.8 Process of Delegation: 4.8.1 Steps to Effective Delegation
200Index
