Management Concepts & Organisational Behaviour -

Nature Of Management

Levels In Management

-:- Levels of Management
-:- Skills of Management
-:- Managerial Roles - Levels In Management

Social Responsibilities Of Business

-:- Meaning and Scope of Social responsibility
-:- Responsibilities to Various Groups-Social Responsibilities Of Business
-:- The Differing Perspectives-Social Responsibilities Of Business

Manager And Environment

-:- Importance of the Environment-Manager And Environment
-:- Direct Action versus Indirect Environment - Manager And Environment
-:- Direct Action Environment - Manager And Environment
-:- Indirect Environment - Manager And Environment

Planning

-:- Purpose of Planning
-:- Principles of Planning
-:- STEPS IN PLANNING
-:- Why plans fail?- Planning
-:- Ensure the following when you plan! - Planning
-:- Characteristics of a Sound Plan - Planning
-:- Types of Plans

MANAGEMENT BY OBJECTIVES

-:- MANAGEMENT BY OBJECTIVES
-:- Prerequisites of MBO
-:- Nature of Objectives-MANAGEMENT BY OBJECTIVES
-:- Process of MBO
-:- Advantages of MBO
-:- Reasons why MBO Fail

Policies

-:- TYPES OF POLICES
-:- Importance of Policies
-:- Policy Formulation
-:- Major Areas of Policy Making - Policies
-:- Appropriateness of Business Strategy - Policies

Decision Making

-:- Characteristics of Decision Making
-:- Type of Decisions
-:- Steps in the Decision-making Process
-:- Rationality in Decision-Making
-:- Barriers in Decision-Making
-:- Techniques of Decision-Making

Organisation Structure And Design

Delegation Of Authority And Decentralization

-:- Process of Delegation - Delegation Of Authority And Decentralization
-:- Barriers to Effective Delegation - Delegation Of Authority And Decentralization
-:- Overcoming the Barriers - Delegation Of Authority And Decentralization
-:- Decentralization of Authority - Delegation Of Authority And Decentralization
-:- Factors Influencing Decentralization - Delegation Of Authority And Decentralization

Line And Staff Relationships

-:- Line and Staff Concepts
-:- Line Authority - Line And Staff Relationships
-:- Staff Authority - Line And Staff Relationships
-:- Line and Staff Conflict - Line And Staff Relationships
-:- Apprehensions of Staff Managers - Line And Staff Relationships
-:- Nature of Line-Staff Relationship
-:- Achieving Harmony between Line and Staff - Line And Staff Relationships

Emerging Trends In Corporate Structure

Formal And Informal Organization

-:- Formal Organization
-:- Informal Organization
-:- Making Better Use of Informal Organisation
-:- Differences between Formal and Informal Organization

Perception And Learning

-:- Perceptual Process-Perception And Learning
-:- External Factors Influencing Selection - Perception And Learning
-:- Internal Factors Influencing Selection - Perception And Learning
-:- Factors Influencing Perception - Perception And Learning
-:- Managing the Perception Process - Perception And Learning
-:- Learning - Perception And Learning
-:- Learning Theories - Perception And Learning
-:- Principle of Reinforcement - Perception And Learning

Personality And Individual Differences

-:- Meaning and Definition of Personality - Personality And Individual Differences
-:- Determinants of Personality - Personality And Individual Differences
-:- Theories of Personality - Personality And Individual Differences
-:- Individual Differences and Impact on Behaviour - Personality And Individual Differences

Motivation

-:- Meaning of Motivation
-:- Needs, Incentives and Motives - Motivation
-:- Motivational Sources
-:- Mc GREGOR’S PARTICIPATION MODEL - Motivation
-:- Theories of Motivation
-:- HERZBERG’S Two Factor theory of MOTIVATION
-:- Comparison of Herzberg and Maslow Models - Motivation
-:- David Mc Clelland’s Three Need Model - Motivation
-:- Alderfer’s Existence-Relatedness – Growth (Erg) Model - Motivation
-:- Reinforcement Theory - Motivation
-:- Financial and Non-Financial Incentives - Motivation

Values And Attitudes

-:- Importance of Values - Values And Attitudes
-:- Sources of Values - Values And Attitudes
-:- Types of Values - Values And Attitudes
-:- Values at Workplace - Values And Attitudes
-:- Attitudes and their Formation - Values And Attitudes
-:- Sources of Attitudes - Values And Attitudes
-:- Types of Attitudes - Values And Attitudes
-:- Implications of Attitudes - Values And Attitudes

Stress Management

-:- Causes of Stress - Stress Management
-:- Occupational Differences and Stress - Stress Management
-:- Individual Differences and Stress - Stress Management
-:- Consequences of Stress - Stress Management
-:- Managing Work-Related Stress - Stress Management

Communication

-:- Meaning and Definition of Communication
-:- Characteristics of Communication
-:- The Communication Process
-:- Importance of Communication
-:- Types of Communication
-:- Barriers fo Communication
-:- Vague and Unclarified Assumptions - Communication
-:- How can Communication be more Effective

Group Dynamics

-:- Types of Groups
-:- Clique - Group Dynamics
-:- Theories of Group Formation - Group Dynamics
-:- Reasons for Formation of Groups - Group Dynamics
-:- Importance of Small Groups to the Organisation - Group Dynamics
-:- Problems Created by Informal Groups - Group Dynamics
-:- Dealing with Informal Groups - Group Dynamics

Leadership

-:- Characteristics of Leadership
-:- Styles of Leadership
-:- Likert’s Management Systems and Leadership
-:- Trait Theory of Leadership
-:- Behavioural Theory of Leadership
-:- Michigan Studies - Leadership
-:- Ohio State Leadership Studies
-:- Managerial Grid - Leadership
-:- Choice of Leadership Style
-:- Situational Theory of Leadership

Organisational Power Politics

-:- Characteristics of Power-Organisational Power & Politics
-:- Sources of Organisational Power
-:- Bases of Organisational Power
-:- Contingency Model of Power - Organisational Power & Politics
-:- Power Dynamics in Organisations - Organisational Power & Politics
-:- Factors Contributing to Political Behaviour - Organisational Power & Politics
-:- Specific Political Strategies for Power Acquisition - Organisational Power & Politics
-:- Defensive Behaviour as a part of Organisational Politics - Organisational Power & Politics

Organisational Structure Climate And Culture

-:- Organisational Structure, Climate And Culture
-:- Vertical Dimension of Organisational Structure
-:- Modern Organisational Structures
-:- Organisational Climate
-:- Factors Affecting Organisational Climate
-:- Organizational Culture

Organisational Change

-:- Meaning and Nature of Change - Organisational Change
-:- Pressures for Change - Organisational Change
-:- Sources of Resistance to Change - Organisational Change
-:- Change Process - Organisational Change
-:- Management of Change - Organisational Change

Organisational Development OD

-:- Definitions and Characteristics of OD
-:- Process, Benefits and Costs of OD
-:- Approaches to OD
-:- OD Programmes and Techniques

MANAGING DIVERSITY

-:- Meaning of Diversity
-:- Reasons for Diversity
-:- Managing Diversity in Organisations

Japanese Management Practices

-:- Unique Features of Japanese Management
-:- Techniques of Japanese Management Practices
-:- Comparison of Japanese & U.S. Management practices
-:- The Inherent Weaknesses of Japanese Management
-:- The Emergence of a New Paradigm - Japanese Management Practices

Creativity And Innovation

-:- Creativity
-:- Creativity and Innovation
-:- The Creativity Process
-:- Organizational Creativity and Innovation
-:- Climate for Organisational Creativity
-:- Factors Hamper Innovation
-:- Entrepreneurship - Creativity And Innovation
-:- Entrepreneurship vs. Managership - Creativity And Innovation
-:- Characteristics of Entrepreneurial Managers - Creativity And Innovation
-:- Fostering Entrepreneurial spirit - Creativity And Innovation
-:- Organizational Culture - Creativity And Innovation

Benchmarking

-:- Evolution of the concept of Benchmarking
-:- Types of Benchmarking
-:- Areas to Benchmark
-:- Guidelines to Benchmarking
-:- Phases of Benchmarking
-:- Benchmarking Process and Steps for Benchmarking Model