Its essential to learn planning and leading in BBA program Many university teach those things in management in 2nd semester of their program Planning is a crucial aspect of leading and managing an organization. It involves identifying the goals and objectives of the organization, as well as the resources and strategies needed to achieve those goals. Planning helps to ensure that an organization is headed in the right direction and is able to adapt to changing circumstances. Leading, on the other hand, is the process of influencing and guiding others towards the achievement of organizational goals. It involves setting a clear vision and direction for the organization, and working with others to achieve those goals. Effective leaders possess strong communication and interpersonal skills, and are able to inspire and motivate their team members. A management course in the second semester may cover a range of topics related to managing people, resources, and organizations. Some potential topics that might be covered in a management course in the second semester include: Strategic management: This involves the process of developing and implementing strategies to achieve organizational goals. Organizational behavior: This covers the study of how people behave within organizations and how this behavior impacts organizational effectiveness. Leadership: This covers the skills and qualities that are necessary for effective leadership, including communication, decision-making, and problem-solving. Human resource management: This involves the management of personnel within an organization, including the recruitment, selection, training, and development of employees. Project management: This covers the process of planning, organizing, and managing resources to complete a specific project or task. Financial management: This involves the management of an organization's financial resources, including budgeting, forecasting, and decision-making. Operations management: This covers the management of the processes and systems that produce and deliver products or services. International business: This covers the management of business operations in a global context, including issues related to cross-cultural communication, market entry strategies, and global supply chains. The specific topics covered in a management course may vary depending on the school and program. It is important to review the course syllabus or talk to the instructor to get a better understanding of what will be covered in the course. In BBA 2nd semester course, students will likely learn about the different approaches to planning and leading, and how to apply these concepts in a business setting. They may also learn about the various challenges and obstacles that leaders may face, and how to overcome them. Overall, t

1. MST 122
Principles of Management

2. Level 1
Semester2
Course Code: MST 122
Course Title:Principlesof Management
Group
Details
Sessional Group:
Session: 2020-2021
BBA Program (L-1, S-2)
Faculty of Business Administration

3. Contents
Books Topics
Robbins
Strategic Planning
Planning and goal setting
Griffin
Managing leadership and influence
process
Basic elements of planning and
decision making

4. Strategic Planning
Stephen P. Robbins. Mary coulter

5. 5
Current strategic management issues
Managers face three current strategic management issues
1. Strategic leadership
2. Strategic Flexibility
3. Important types of strategies for today's environment.

6. 6
Strategic Management
Strategic management
Strategic management is what manager do to develop the organization strategies. Strategic management
is the ongoing planning, monitoring, analysis and assessment of all necessities an organization needs to
meet its goals and objectives.
Strategies
The plans for how the organization will do what it's in business to do, how it will complete successfully, and
how it will attract and satisfy it's customer in order to achieve it's goals.

7. 7
Strategic management process
Strategic management process
The strategic management process is a six-step process that encompasses strategy planning,
implementation, and evaluate action. Although the first four steps describe the planning that
must take place, implementation and evaluation are just as important! Even the best strategies
can fail if management doesn't implement or evaluate them properly.

8. 8
Strategic management process
Why is strategic management important?
There are three reasons.
1) The most significant one is that it can make a difference in how well an organization per forms. Why
do some businesses succeed and others fail.
2) Another reason it's important has to do with the fact that managers in organizations of all types and
sizes face continually changing situations.
3) Finally, strategic management is important because organizations are complex and diverse.

9. 9
Corporate Strategies
Corporate strategies
An organizational strategy that determines what businesses a company is in or wants to
be in, and what it wants to do with those businesses
The three main types of corporate strategies
1. Growth
2. Stability
3. Renewal.

10. 10
Competitive strategies
A competitive strategy is a set of policies and
procedures that a business uses to gain a competitive
advantage in the market. It's the process of identifying
and executing actions that allow a business to
improve its competitive position.
Developing an effective competitive strategy requires
an understanding of competitive advantage, there are
many type of competitive advantages
• Quality as a competitive advantage
• Design thinking as a competitive advantage
• Social media as a competitive advantage
• Sustaining competitive advantage

11. Planning and Goal Setting
Stephen P. Robbins. Mary coulter

12. The what and why of planning
What is planning?
Planning : Management function that involves setting goals, establishing strategies for
achieving those goals, and developing plans to integrate and coordinate work activities.
 Formal planning
 Specific, time- oriented goals.
 Goals written and shared.

13. The what and why of planning
Why do managers plan?
 Provides direction.
 Reduces uncertainty.
 Minimize waste and Redundancy.
 Establishes the goals and standards for controlling.

14. The what and why of planning
Planning and performance
 Formal planning is associated with positive financial results.
 Quality of planning /implementation more important than the extent of it.
 External factors can reduce the impact of planning on performance.
 Planning performance relationship seems to be influenced by the
planning time frame.

15. Goals and
plans
• What is goals and plans?
• What is the importance of analyses plans and goals?
• Strategy of goals and plans

16. Setting goals and Developing plans
Approach of setting goal
The downside of traditional goal setting
1.top management objective
2.Division manager objective
3.Department manager
4.Individual employees objective
• what is management by objective (MBO)?
• Steps in goal setting
• What is developing plans?

17. 1. What is contemporary issue in planning?
2. How Does National Culture Affect Managers decision
Making?
3. Why Is Creativity Important in Decision Making?
Contemporary issue in planning

18. Managing leadership and influence process
Ricky W. Griffin

19. Characteristics of leadership
1.Leader must have followers.
2.It is working relationship between leader and
followers.
3.Purpose is to achieve some common goal or
goals
4.A leader influence his followers willingly not by
force.
5.Leadership is exercised in a given situation.
6.Leadership is a power of relationship
7.It is a continuous process.
Leadership
Leadership is the ability to influence a
group toward the achievement of goal.
The Nature of Leadership

20. Type of leadership
i. Autocratic
ii. Democratic
iii. paternalistic etc.
20
The Nature of Leadership

21. Generic approaches to leadership
Traits of a Good Leader and behavior
Traits of a good leader has many ways. such as
 Honest Inspiring
 Competent Intelligent
 Forward looking Fair minded
Leadership traits has three parts
 Intelligence
 Physical
 Personality
Leadership behavior
Has two parts. such as
Michigan studies (Rensis Likert)
Ohio state studies

22. 22
Situational approaches to leadership
Situational Leadership is a style of leadership where leaders consider the readiness level of the team members they
serve and the uniqueness of every situation.
A theory of leadership that suggests that appropriate style
of leadership varies with situational favorableness.
A theory of leadership suggesting that the primary functions
of a leader are to make valued or desired rewards available in
the workplace and to clarify for the subordinate the kinds of
behavior that will lead to those rewards
LPC THEORY
PATH GOAL THEORY

23. 23
Situational approaches to leadership
Path Goal theory of leadership
Vrooms decision tree
approach
Predicts what kinds of situations call for different degrees of group
participation
Decision making style
 Decide
 Consult (individually)
 consult (group)
 Facilitate
 Delegate
The leader member exchange approach
Stresses that leader have different kinds of relationship with different subordinates

24. 24
Related Approach to leadership
1.Types Related Approach leadership.
2.what is Charismatic leadership?
3.Charismatic leadership's workforce.
4.Characteristics of Charismatic
leadership. 5.Example of Charismatic
leader.
6.what is substitutes for leadership?
7. What is Transformational leadership.

25. Emergingapproachestoleadership
Situational models assume that appropriate leader behavior
varies from one situation to another it is caller situational
approach of leadership. For instance, the “Tough Times,
Tough Choices” feature illustrates how economic factors might
influence leader behavior. The goal of a situational theory,
then, is to identify key situational factors and to specify how
they interact to determine appropriate leader behavior. In the
following sections, we describe four of the most important and
widely accepted situational theories of leadership.
1.The least-preferred coworker (LPC) theory,
2.the path-goal Theory
3.Vroom’s decision tree approach
4.The leader–member exchange (LMX) approach.

26. 26
Political behavior in organization
What is political behavior in organization?
Those activities that influence or attempt to influence, the distribution of advantage
and disadvantage within the organization.
What types of political behavior used in a organization.
• Inducement behavior.
• persuasion behavior.
• creation of an obligation.
Advantage and disadvantage of political behavior??

27. How does politics influence an organization?
Politics lowers the output of an individual and eventually affects the productivity of the organization.
27
Political behavior in organization

28. Basic elements of planning and
decision making
Ricky W. Griffin

29. 29
Managing Decision Making
1. Decision Making: The act of choosing one alternative from among a set of
alternatives. Decision making can refer to either a specific act or a general
process.
2. Decision Making Process: The decision making process includes
recognizing and defining the nature of a decision situation, identifying
alternatives, choosing the “best” alternative, and putting it into practice.
3. Nature of Decision Making: 1. Goal-Oriented Process 2. Selection Process
3. Continuous Process
4. Art as Well as Science 5. Responsibilities of Managers 6. Positive as Well as
Negative
7. Future Course of Action

30. Rational perspectives on decision making
Rational perspective on decision making
Rational decision making is a multi -step process for making choices
between alternative.
The Classical Model of Decision Making
Ideal method for how manages should make decisions.
Steps in the Rational Decision-Making Process
• Recognizing and Defining the Decision Situation
• Identifying Alternatives:
• Evaluating Alternatives
• Selecting the Best Alternative
• Implementing the Chosen Alternative
• Following Up and Evaluating the Results

31. 31
GroupandTeamDecisionMaking
Organizations.
Forms of Group and Team Making:
There are three groups or teams.
i. Interacting Groups or Teams.
ii. Delphi Groups.
iii. Nominal Groups
Advantages of Group and Team Decision Making:
Disadvantages of Group and Team Decision Making

32. Any Question?

33. THAN
K
YOU