This document outlines the course objectives, outcomes, evaluation tools, and content for the Principles of Management course. The course aims to enable students to study the evolution of management, functions and principles of management, and apply principles in organizations. It is divided into 5 units covering introduction to management, planning, organizing, directing, and controlling. Students will be evaluated through slip tests, internal tests, assignments, seminars, quizzes, case studies, and moodle tests. The content will cover topics such as definitions of management, management functions, managerial skills and levels, management thinkers like Taylor and Fayol, and additional contemporary management topics.
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
This chapter discusses strategy evaluation, review, and control. It outlines several frameworks for evaluating strategy, including Rummelt's four criteria of consonance, consistency, feasibility, and advantage. It also discusses the balanced scorecard approach and measuring organizational performance both quantitatively using financial ratios and qualitatively. Challenges to modern strategy evaluation include increased complexity, faster changes, and debates around transparency and top-down vs bottom-up processes.
this is about the different theories related to planning in management practices. useful for freshers to mgmt. studies and also may be for Entrepreneur
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
Strategic Mangement For Under Grad AnimatedUlhas Wadivkar
The document discusses strategic management, including definitions, levels of decisions, roles of strategists, and the strategic management process. It defines strategic management as determining goals and courses of action to achieve them. Strategic decisions are made at various levels from corporate to functional. Strategists include the board, CEO, managers, and consultants. The strategic management process involves defining vision and mission, analyzing the environment, setting objectives and strategies, implementing plans, and evaluating performance.
This document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals. There are three main classifications of decisions: corporate, business, and functional. The document also discusses various strategic management frameworks and tools, including Porter's generic strategies, the BCG matrix, SWOT analysis, and the Wheelen and Hunger strategic management model. Finally, it outlines the benefits of strategic management for organizations.
The document discusses various models and methods used for project selection. It begins by describing non-numeric models such as sacred cow, operating necessity, competitive necessity, and product line extension. It then discusses numeric scoring models including unweighted 0-1 factor model, unweighted factor scoring model, and weighted factor scoring model. Finally, it discusses financial models used for project selection, focusing on models that evaluate profitability. The document provides an overview of different approaches organizations can take when selecting projects.
This document provides an overview of strategic management. It begins by defining strategic management as the set of managerial decisions that determine an organization's long-term performance. It then describes the sequential phases of strategic planning as basic financial planning, forecast-based planning, externally-oriented planning (strategic planning), and strategic management. Finally, it lists some benefits of strategic management as providing a clearer strategic vision, sharper focus, and improved understanding of a rapidly changing environment.
this presentation is on Strategic management.
It covers following topics in detail -
Introduction of strategic management
Definition of strategic management
Mintzberg’s Views of Strategy
Features of strategic management
Role of strategic management
Process of strategic management
Need of Strategic management
Benefits of Strategic management
Limitations of strategic management
Mission & Vision
This chapter discusses strategy evaluation, review, and control. It outlines several frameworks for evaluating strategy, including Rummelt's four criteria of consonance, consistency, feasibility, and advantage. It also discusses the balanced scorecard approach and measuring organizational performance both quantitatively using financial ratios and qualitatively. Challenges to modern strategy evaluation include increased complexity, faster changes, and debates around transparency and top-down vs bottom-up processes.
this is about the different theories related to planning in management practices. useful for freshers to mgmt. studies and also may be for Entrepreneur
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
Strategic Mangement For Under Grad AnimatedUlhas Wadivkar
The document discusses strategic management, including definitions, levels of decisions, roles of strategists, and the strategic management process. It defines strategic management as determining goals and courses of action to achieve them. Strategic decisions are made at various levels from corporate to functional. Strategists include the board, CEO, managers, and consultants. The strategic management process involves defining vision and mission, analyzing the environment, setting objectives and strategies, implementing plans, and evaluating performance.
This document discusses strategic management. It defines strategic management as the continuous planning, monitoring, analysis and assessment necessary for an organization to meet its goals. There are three main classifications of decisions: corporate, business, and functional. The document also discusses various strategic management frameworks and tools, including Porter's generic strategies, the BCG matrix, SWOT analysis, and the Wheelen and Hunger strategic management model. Finally, it outlines the benefits of strategic management for organizations.
The document discusses various models and methods used for project selection. It begins by describing non-numeric models such as sacred cow, operating necessity, competitive necessity, and product line extension. It then discusses numeric scoring models including unweighted 0-1 factor model, unweighted factor scoring model, and weighted factor scoring model. Finally, it discusses financial models used for project selection, focusing on models that evaluate profitability. The document provides an overview of different approaches organizations can take when selecting projects.
This document provides an overview of strategic management. It begins by defining strategic management as the set of managerial decisions that determine an organization's long-term performance. It then describes the sequential phases of strategic planning as basic financial planning, forecast-based planning, externally-oriented planning (strategic planning), and strategic management. Finally, it lists some benefits of strategic management as providing a clearer strategic vision, sharper focus, and improved understanding of a rapidly changing environment.
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)Mohit Singla
This document provides an overview of environmental scanning and industry analysis. It discusses scanning the societal environment, including economic, technological, political-legal, and sociocultural forces. It also discusses scanning the task environment and analyzing industries using Porter's five forces model, looking at the threat of new entrants and rivalry among existing firms. The key aspects covered are understanding external factors and analyzing the industry and competitive environment that a firm operates within.
The document discusses organizational planning and goal setting. It defines goals and plans, explaining that goals are desired future states and plans are the actions to achieve goals. Goals in organizations form a hierarchy from strategic goals set by senior management down to operational goals for individuals. Effective goals are specific, measurable, challenging but realistic, and linked to rewards. The document also describes different types of plans like single-use, standing, and contingency plans. It outlines traditional centralized planning approaches versus more collaborative new workplace approaches.
The document discusses various concepts and approaches in management:
- It defines management as the process of designing environments where people work together to accomplish goals. Key functions include planning, organizing, directing, and controlling.
- Early theorists like Fayol and Taylor focused on scientific principles of management including division of labor and time/motion studies.
- Mayo's Hawthorne Studies highlighted the importance of informal groups and social factors in impacting worker productivity.
- McGregor's Theory X and Theory Y described assumptions about human motivation in the workplace and how management styles should adapt.
- Modern approaches apply quantitative techniques and systems thinking to analyze problems and integrate solutions.
The document discusses the importance of adopting a market-driven strategy that begins with understanding customers and competitors in order to create superior value. It outlines the key characteristics of becoming a market-oriented organization such as acquiring market information, developing distinctive capabilities, and aligning organizational structure and processes around satisfying customer needs. The challenges of implementing a market-driven strategy in today's global and technologically changing environment are also addressed.
Basic Concept of Strategy & Strategic Management Djadja Sardjana
The document provides an overview of basic concepts in strategy and strategic management. It discusses key strategic questions around where a company is currently, where it wants to go, and how it will get there. The document defines strategy and explains that it consists of competitive moves and approaches used by managers. It also discusses the importance of strategy in providing direction and competitive advantage for a company. The document outlines different levels of strategy from corporate to business to functional strategies. It emphasizes that good strategy plus good execution is important for managerial and company success.
Strategic management involves formulating goals and initiatives by top management based on assessing internal and external environments. Strategic planning defines an organization's strategy and allocates resources to pursue this strategy. It involves gathering input data, strategic planning activities, producing strategic plan outputs, and implementing outcomes. Senior leadership is responsible for determining strategy through a process that can utilize tools like PESTEL analysis, scenario planning, Porter's five forces, SWOT analysis, growth-share matrix, balanced scorecard, and strategy maps.
The document discusses various perspectives on strategy, including strategy as rivalry, alignment processes, learning and emergence, co-creation, and cognition. It provides examples of different strategic approaches including blue ocean strategy, environmental configuration, and collaboration intensity. Barriers to strategy execution are outlined.
The document presents an overview of project management concepts. It discusses the key components of project management, which include defining project requirements and goals, estimating resources and timelines, developing a management plan, managing risks and changes, and closing the project. It also outlines the common phases, processes, and life cycle of project management. Some issues related to project management are administrative tasks, sharing resources, vendor-related work, dependencies between tasks, budget constraints, and adopting project management tools.
The document discusses defining the scope, priorities, and work breakdown structure (WBS) of a project in 5 steps: 1) defining the project scope, 2) establishing priorities, 3) creating a WBS, 4) integrating the WBS with the organizational structure, and 5) coding the WBS for an information system. It emphasizes that the scope, WBS, and organizational responsibilities should be clearly defined to plan, monitor, and control the project.
There are three main ways to organize projects: functional organization, dedicated project teams, and matrix structure. A functional organization delegates different parts of the project to respective functional units but can lack focus and integration. Dedicated project teams are fully dedicated to projects but are expensive with limited expertise. A matrix structure uses a hybrid approach with dual reporting to functional and project managers, optimizing resources while achieving integration. The best structure depends on factors like project importance, resources available, and needs for integration or expertise. Organizational culture also impacts project organization by providing norms and expectations projects must navigate.
CORPORATE PLANNING & STRATEGIC MANAGEMENT Shivaji University SyllabusIshwar Bulbule
This document discusses corporate planning and provides details on:
1. Corporate planning involves creating a strategy to meet business goals and improve the business through setting achievable goals and aligning employees.
2. A corporate plan examines a business's capabilities and lays out strategies to improve the company and meet goals, acting as a roadmap.
3. Key elements of a corporate plan include vision and mission statements, analyzing resources and scope, setting objectives and strategies, and more.
This document discusses key concepts in management including managerial functions, skills, decision making environments, and styles. It covers the essentials of management like planning, organizing, staffing, directing, and controlling. Planning involves setting objectives, developing strategies, and formulating plans. Organizing establishes roles and a structure. Staffing focuses on recruitment and selection. Directing provides leadership. Controlling measures performance. Decision making can occur under certainty, uncertainty, or risk with different types and styles.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It allows organizations to proactively shape their future. Strategic management provides both financial benefits like increased sales and profitability, and non-financial benefits such as identifying opportunities and improving coordination. Strategies can be developed at the corporate, business, and functional levels of an organization. The challenges of strategic management include preventing strategic drift and understanding contemporary issues.
This document provides an overview of business policy and strategic management. It defines strategic management as analytical thinking and commitment of resources to action aimed at ensuring organizational objectives are achieved. The document outlines the strategic management process, including developing a corporate vision and mission, and operating strategies at different organizational levels. It also defines strategy as a long-range plan to achieve an organization's goals and position itself competitively. Finally, the document discusses how strategic management helps organizations adapt to changing business environments through strategic planning.
The document discusses key concepts in strategic management including:
1) Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
2) The strategic management process consists of three stages: strategy formulation, implementation, and evaluation.
3) Strategic management requires integrating both analysis and intuition when making decisions under uncertain conditions.
4) Firms must adapt to changes in the external environment and internal capabilities to achieve sustained competitive advantage.
Charting A Company 's Direction - Vision, Mission, Objectives and StrategiesAshraf Danish
This document discusses key aspects of strategic management including vision, mission, objectives, and strategies. It provides examples from companies like KPJ Healthcare Berhad and 3M.
The key points covered are:
1. The importance of a clear strategic vision and mission in guiding an organization and its decisions.
2. The need to set both strategic and financial objectives to convert vision into specific performance targets and balance non-financial and financial goals.
3. Using a balanced scorecard to track objectives and provide a complete view of organizational performance.
4. Developing strategies through a collaborative process involving managers from different areas.
The document outlines the strategic management process which involves 3 phases - strategy formulation, implementation, and evaluation and control. Strategy formulation includes determining the organization's mission and objectives, conducting a SWOT analysis, generating strategic alternatives, and selecting strategies. Implementation involves operationalizing the strategies. Evaluation and control examines whether objectives are being met and allows for corrective actions. Benefits of strategic management include envisioning the future, clarifying objectives, improving dynamics and responsiveness to the environment.
Strategic Management: Ch 1 IntroductionTriune Global
This document provides an overview of strategic management concepts and examples from McDonald's and American General (now Trane). It discusses McDonald's expansion in China and plans to reduce trans fats. It outlines American General splitting into three businesses and renaming itself Trane. It then defines strategic management, discusses its three stages of formulation, implementation and evaluation, and provides key terms like competitive advantage, strategists, and vision and mission statements.
This document provides an introduction to project management techniques PERT and CPM. It defines key concepts like activities, events, nodes, dummy activities and paths in a network diagram. It explains the stages of project management including planning, appraisal, implementation and review/control. The document outlines the steps to determine critical path in CPM and describes crashing a project to reduce duration. It compares PERT and CPM, noting PERT uses 3 time estimates and is probabilistic while CPM uses one estimate and focuses on tradeoffs between time and cost.
BUSINESS ORGANIZATION AND MANAGEMENT - B.Com I SEM- UNIT-3Balasri Kamarapu
INTRODUCTION TO FUNCTIONS OF MANAGEMENT:
Management - Meaning - Characteristics - Functions of Management - Levels of Management – Skills of Management- Scientific Management - Meaning - Definition - Objectives - Criticism – Fayol‘s 14 Principles of Management .
Chapter 1 Meaning and Significance of Management.pdfjoydeepPaul48
This document provides an overview of management concepts including definitions of management, the roles and functions of managers, and classical management theories. It defines management as coordinating work through planning, organizing, leading and controlling to achieve organizational goals efficiently and effectively. Managers perform functions like planning, organizing, leading and controlling as well as roles such as interpersonal, informational, and decisional. Successful managers need technical, human and conceptual skills. Classical theories discussed include scientific management, which focused on efficiency, and Fayol's general management principles including division of work and unity of command.
Strategic mgmt & bus policy by thomas l. wheelen (10th edition)Mohit Singla
This document provides an overview of environmental scanning and industry analysis. It discusses scanning the societal environment, including economic, technological, political-legal, and sociocultural forces. It also discusses scanning the task environment and analyzing industries using Porter's five forces model, looking at the threat of new entrants and rivalry among existing firms. The key aspects covered are understanding external factors and analyzing the industry and competitive environment that a firm operates within.
The document discusses organizational planning and goal setting. It defines goals and plans, explaining that goals are desired future states and plans are the actions to achieve goals. Goals in organizations form a hierarchy from strategic goals set by senior management down to operational goals for individuals. Effective goals are specific, measurable, challenging but realistic, and linked to rewards. The document also describes different types of plans like single-use, standing, and contingency plans. It outlines traditional centralized planning approaches versus more collaborative new workplace approaches.
The document discusses various concepts and approaches in management:
- It defines management as the process of designing environments where people work together to accomplish goals. Key functions include planning, organizing, directing, and controlling.
- Early theorists like Fayol and Taylor focused on scientific principles of management including division of labor and time/motion studies.
- Mayo's Hawthorne Studies highlighted the importance of informal groups and social factors in impacting worker productivity.
- McGregor's Theory X and Theory Y described assumptions about human motivation in the workplace and how management styles should adapt.
- Modern approaches apply quantitative techniques and systems thinking to analyze problems and integrate solutions.
The document discusses the importance of adopting a market-driven strategy that begins with understanding customers and competitors in order to create superior value. It outlines the key characteristics of becoming a market-oriented organization such as acquiring market information, developing distinctive capabilities, and aligning organizational structure and processes around satisfying customer needs. The challenges of implementing a market-driven strategy in today's global and technologically changing environment are also addressed.
Basic Concept of Strategy & Strategic Management Djadja Sardjana
The document provides an overview of basic concepts in strategy and strategic management. It discusses key strategic questions around where a company is currently, where it wants to go, and how it will get there. The document defines strategy and explains that it consists of competitive moves and approaches used by managers. It also discusses the importance of strategy in providing direction and competitive advantage for a company. The document outlines different levels of strategy from corporate to business to functional strategies. It emphasizes that good strategy plus good execution is important for managerial and company success.
Strategic management involves formulating goals and initiatives by top management based on assessing internal and external environments. Strategic planning defines an organization's strategy and allocates resources to pursue this strategy. It involves gathering input data, strategic planning activities, producing strategic plan outputs, and implementing outcomes. Senior leadership is responsible for determining strategy through a process that can utilize tools like PESTEL analysis, scenario planning, Porter's five forces, SWOT analysis, growth-share matrix, balanced scorecard, and strategy maps.
The document discusses various perspectives on strategy, including strategy as rivalry, alignment processes, learning and emergence, co-creation, and cognition. It provides examples of different strategic approaches including blue ocean strategy, environmental configuration, and collaboration intensity. Barriers to strategy execution are outlined.
The document presents an overview of project management concepts. It discusses the key components of project management, which include defining project requirements and goals, estimating resources and timelines, developing a management plan, managing risks and changes, and closing the project. It also outlines the common phases, processes, and life cycle of project management. Some issues related to project management are administrative tasks, sharing resources, vendor-related work, dependencies between tasks, budget constraints, and adopting project management tools.
The document discusses defining the scope, priorities, and work breakdown structure (WBS) of a project in 5 steps: 1) defining the project scope, 2) establishing priorities, 3) creating a WBS, 4) integrating the WBS with the organizational structure, and 5) coding the WBS for an information system. It emphasizes that the scope, WBS, and organizational responsibilities should be clearly defined to plan, monitor, and control the project.
There are three main ways to organize projects: functional organization, dedicated project teams, and matrix structure. A functional organization delegates different parts of the project to respective functional units but can lack focus and integration. Dedicated project teams are fully dedicated to projects but are expensive with limited expertise. A matrix structure uses a hybrid approach with dual reporting to functional and project managers, optimizing resources while achieving integration. The best structure depends on factors like project importance, resources available, and needs for integration or expertise. Organizational culture also impacts project organization by providing norms and expectations projects must navigate.
CORPORATE PLANNING & STRATEGIC MANAGEMENT Shivaji University SyllabusIshwar Bulbule
This document discusses corporate planning and provides details on:
1. Corporate planning involves creating a strategy to meet business goals and improve the business through setting achievable goals and aligning employees.
2. A corporate plan examines a business's capabilities and lays out strategies to improve the company and meet goals, acting as a roadmap.
3. Key elements of a corporate plan include vision and mission statements, analyzing resources and scope, setting objectives and strategies, and more.
This document discusses key concepts in management including managerial functions, skills, decision making environments, and styles. It covers the essentials of management like planning, organizing, staffing, directing, and controlling. Planning involves setting objectives, developing strategies, and formulating plans. Organizing establishes roles and a structure. Staffing focuses on recruitment and selection. Directing provides leadership. Controlling measures performance. Decision making can occur under certainty, uncertainty, or risk with different types and styles.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It allows organizations to proactively shape their future. Strategic management provides both financial benefits like increased sales and profitability, and non-financial benefits such as identifying opportunities and improving coordination. Strategies can be developed at the corporate, business, and functional levels of an organization. The challenges of strategic management include preventing strategic drift and understanding contemporary issues.
This document provides an overview of business policy and strategic management. It defines strategic management as analytical thinking and commitment of resources to action aimed at ensuring organizational objectives are achieved. The document outlines the strategic management process, including developing a corporate vision and mission, and operating strategies at different organizational levels. It also defines strategy as a long-range plan to achieve an organization's goals and position itself competitively. Finally, the document discusses how strategic management helps organizations adapt to changing business environments through strategic planning.
The document discusses key concepts in strategic management including:
1) Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives.
2) The strategic management process consists of three stages: strategy formulation, implementation, and evaluation.
3) Strategic management requires integrating both analysis and intuition when making decisions under uncertain conditions.
4) Firms must adapt to changes in the external environment and internal capabilities to achieve sustained competitive advantage.
Charting A Company 's Direction - Vision, Mission, Objectives and StrategiesAshraf Danish
This document discusses key aspects of strategic management including vision, mission, objectives, and strategies. It provides examples from companies like KPJ Healthcare Berhad and 3M.
The key points covered are:
1. The importance of a clear strategic vision and mission in guiding an organization and its decisions.
2. The need to set both strategic and financial objectives to convert vision into specific performance targets and balance non-financial and financial goals.
3. Using a balanced scorecard to track objectives and provide a complete view of organizational performance.
4. Developing strategies through a collaborative process involving managers from different areas.
The document outlines the strategic management process which involves 3 phases - strategy formulation, implementation, and evaluation and control. Strategy formulation includes determining the organization's mission and objectives, conducting a SWOT analysis, generating strategic alternatives, and selecting strategies. Implementation involves operationalizing the strategies. Evaluation and control examines whether objectives are being met and allows for corrective actions. Benefits of strategic management include envisioning the future, clarifying objectives, improving dynamics and responsiveness to the environment.
Strategic Management: Ch 1 IntroductionTriune Global
This document provides an overview of strategic management concepts and examples from McDonald's and American General (now Trane). It discusses McDonald's expansion in China and plans to reduce trans fats. It outlines American General splitting into three businesses and renaming itself Trane. It then defines strategic management, discusses its three stages of formulation, implementation and evaluation, and provides key terms like competitive advantage, strategists, and vision and mission statements.
This document provides an introduction to project management techniques PERT and CPM. It defines key concepts like activities, events, nodes, dummy activities and paths in a network diagram. It explains the stages of project management including planning, appraisal, implementation and review/control. The document outlines the steps to determine critical path in CPM and describes crashing a project to reduce duration. It compares PERT and CPM, noting PERT uses 3 time estimates and is probabilistic while CPM uses one estimate and focuses on tradeoffs between time and cost.
BUSINESS ORGANIZATION AND MANAGEMENT - B.Com I SEM- UNIT-3Balasri Kamarapu
INTRODUCTION TO FUNCTIONS OF MANAGEMENT:
Management - Meaning - Characteristics - Functions of Management - Levels of Management – Skills of Management- Scientific Management - Meaning - Definition - Objectives - Criticism – Fayol‘s 14 Principles of Management .
Chapter 1 Meaning and Significance of Management.pdfjoydeepPaul48
This document provides an overview of management concepts including definitions of management, the roles and functions of managers, and classical management theories. It defines management as coordinating work through planning, organizing, leading and controlling to achieve organizational goals efficiently and effectively. Managers perform functions like planning, organizing, leading and controlling as well as roles such as interpersonal, informational, and decisional. Successful managers need technical, human and conceptual skills. Classical theories discussed include scientific management, which focused on efficiency, and Fayol's general management principles including division of work and unity of command.
Designing a training module and analysing its effectiveness a study in hinda...ShreeAyush
Training and development module project report for MBA students.
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Employee development is important for organizational growth and retaining talent. If not implemented properly, development can be frustrating and of little value. Effective development methods include coaching, mentoring, cross-training, stretch assignments, and online learning. Development must be supported by leadership and aligned with business needs. Common issues include lack of accountability, gaps in capabilities, and inconsistent execution. Overall, development requires commitment and a strategic, well-planned approach.
The document provides an overview of management and organizational behavior concepts. It discusses:
1. Definitions of management which emphasize coordinating activities to achieve goals. The main functions of management are planning, organizing, staffing, directing, and controlling.
2. Principles of management proposed by theorists like Fayol and Taylor which focused on concepts like division of labor, authority, discipline and scientific selection of workers.
3. Management can be viewed as both an art and a science. As a science, principles and theories can be developed, while as an art, judgment is needed in applying principles to real-world situations.
4. The levels of management include top, middle and lower levels with varying responsibilities
This document is a study report on innovative management practices by Anand Ashok Mishra. It includes an introduction where Mishra discusses management, management practices, challenges, and driving innovations in organizations. The report will focus on budget and performance integration and human capital management. It provides background on IPCL and the Maharashtra Gas Cracker Complex where Mishra is employed. The methodology section outlines the problem, scope, and objectives of the study. The conclusions and recommendations are in section D, with limitations in section E.
This document provides an overview of a course on the principles of management. It discusses key concepts like Mintzberg's roles of management, evolution of management theories from Fayol to Taylor to behavioral schools. It also summarizes frameworks for planning, organizing, leading and controlling (POLC). National polio eradication program is discussed as a case study. Key managerial skills and factors influencing ethical decision making are also summarized. The document emphasizes balancing people, profit and planet as principles of social responsibility and effective management.
MBA Students from all the universities had to undergo to the Basics of Principles of Management. This share will help students to understand the management basics at a very grassroots level.
This document is a study report on innovative management practices by Anand Ashok Mishra. It begins with an introduction to management, management practices, and driving innovations into organizations. It discusses challenges and constraints in adopting innovative practices. Key elements for driving innovations include benchmarking, excellence initiatives, an open culture, standard management systems, quality circles, Six Sigma, performance assessment, SAP, budget integration, and human capital management. The report will examine IPCL and its Maharashtra Gas Cracker Complex using methodology of problem identification, scope, objectives, conclusions, and limitations.
Andre Venter Psychometric Summary ReportAndre Venter
This document provides an assessment report and interpretation for an individual. It includes:
1) An outline of the assessment battery used, including the CPP which measures capability and complexity, and the OPQ which measures personality preferences.
2) A summary of the individual's results on the CPP, indicating their current and potential levels of work including operational, diagnostic, tactical, parallel processing, and strategic.
3) The report is intended to aid in selection, development, and interview discussions by providing insight into the individual's strengths and areas for development. The results should be considered with other factors like experience and references.
The document discusses various theories of motivation including: Maslow's hierarchy of needs, Herzberg's hygiene theory, McClelland's three needs theory, goal setting theory, and expectancy theory. It also covers topics like job design, equity theory, motivating diverse workforces, and applying motivation theories in practice. Theories are integrated to understand how individual needs, job characteristics, equity, expectations, and reinforcement can influence employee motivation.
This document provides an introduction to management. It discusses that management involves five key functions - planning, organizing, staffing, directing and controlling - to achieve organizational goals efficiently using resources like people, money, machines and materials. Each function is described in detail, with planning covering determining objectives, types of planning, principles and steps. Organizing discusses division of work, assigning tasks, developing hierarchies and coordination techniques. Staffing, directing and controlling are also defined. The document also covers managerial skills, roles, types of managers and decision making.
Every organization needs inventory for smooth running of its activities. It serves as a link between production and distribution processes. The investment in inventories constitutes the most significant part of current assets/working capital in most of the undertakings. Thus, it is very essential to have proper control and management of inventories. The purpose of inventory management is to ensure availability of materials in sufficient quantity as and when required and also to minimize investment in inventories. Raw materials, goods in process and finished goods all represent various forms of inventory. Each type represents money tied up until the inventory leaves the company as purchased products. Because of the large size of the inventories maintained by firms, a considerable amount of funds is required to be committed to them.
It is therefore absolutely imperative to manage inventories efficiently and effectively in order to avoid unnecessary investments. A firm neglecting the management of inventories will be jeopardizing its long run profitability and may fail ultimately. The reduction in excessive inventories carries a favorable impact on the company’s profitability.
The study starts with an introduction to inventory management, Company’s profile, Achievements and also the need for study, review of literature and objectives are set out for the study. Research methodology, Data analysis & Interpretation, Findings and Suggestions of the study follow.
One of the main areas of the project is the analysis part, where the data are analyzed & interpreted, to find out how the inventories were managed. Some of the tools used in inventory are regarding to:
Economic Order Quantity
Safety Stock
FSN Analysis
Trend Analysis and
Inventory Turnover Ratio.
This document provides an overview of management concepts including:
1. It defines management as the process of planning, organizing, directing, and controlling organizational resources to achieve goals. The four main functions of management are planning, organizing, directing, and controlling.
2. It describes three levels of management - first line managers, middle managers, and top managers. It also outlines several roles and skills required of managers.
3. It provides an overview of the syllabus which is divided into five modules covering topics such as management, entrepreneurship, business models, and more.
4. The first module covers management and planning. It defines planning and decision making and their importance. It also outlines different types of plans
This document provides an overview of management concepts including:
1. It defines management as the process of planning, organizing, directing, and controlling organizational resources to achieve goals. The four main functions of management are planning, organizing, leading, and controlling.
2. It describes three levels of management - first line, middle, and top. It also outlines several roles and skills required of managers, including conceptual, technical, and human relations skills.
3. It provides an overview of the module topics which include management and planning, organizing and staffing, directing and controlling, social responsibilities of business, and entrepreneurship.
Functions, roles, and skills of managersglendanaguit
The document discusses the functions, roles, and skills of managers. It describes managers as achieving objectives through efficiently and effectively using resources. The core functions of managers are planning, organizing, staffing, directing, and controlling. Managers fulfill interpersonal, informational, and decisional roles. They require technical, interpersonal, and decision-making skills. Managers use human, financial, physical, and information resources. They can operate at the top, middle, or first-line levels of management within an organization.
Introduction to Management & Project Management By Pravin MindePravin Minde
This document provides an introduction to project management and organization. It defines a project as a temporary endeavor with a unique purpose, definite start and end, and requires various resources. Project management is applying skills and techniques to meet project requirements. The document outlines the project life cycle phases of conception, definition, production, operation, and divestment. It also discusses the importance of organization, principles like responsibility and authority, and types of project organization structures like line, functional, and line and staff. Management is defined as forecasting, planning, organizing, staffing, directing, coordinating, controlling, and decision making. Henri Fayol's 14 principles of management are also summarized.
The document provides an overview of management principles and organizational concepts. It defines an organization as a systematic arrangement of people brought together to accomplish a specific purpose. It then discusses the four functions of management, organizational levels from top to first-line managers, and Fayol's 14 principles of management including division of work, authority, and discipline. Finally, it compares different management approaches such as classical, scientific, behavioral, systems, and contingency theories.
The document discusses various aspects of management including definitions, evolution, concepts, levels, principles and functions. It defines management as getting people together to work towards a common goal. Management evolved from classical, behavioral to modern perspectives. Key concepts discussed are the management process of planning, organizing, staffing, directing and controlling. There are three levels of management - top, middle and lower. Principles from classical theorists like Taylor and Fayol are presented, including scientific management and 14 principles of management. The six primary functions of management are also defined as planning, organizing, staffing, directing, coordinating and controlling.
This document provides an overview of management and managers. It defines management as the process of working with others to achieve organizational goals efficiently and effectively. Managers are important because their key roles include achieving objectives, optimizing limited resources, facilitating change, and fostering collaboration and teamwork. The document also identifies five major drivers of change for today's managers, the eight core management functions, Wilson's three managerial competencies, and common manager roles and responsibilities. Finally, it notes some rights managers lose when accepting their role, such as expressing personal opinions at work or resisting change.
GE 6075 PROFESSIONALETHICS IN ENGINEERING UNIT HUMAN VALUESPALANIVEL SUBBIAH
PPTs describe Unit of Professional Ethics in Engineering which include Morals, values and Ethics – Integrity – Work ethic – Service learning – Civic virtue – Respect for others – Living peacefully – Caring – Sharing – Honesty – Courage – Valuing time – Cooperation – Commitment – Empathy – Self confidence – Character – Spirituality – Introduction to Yoga and meditation for professional excellence and stress management.
This document outlines the course content for ME 6701 Power Plant Engineering. It covers 5 units: coal based thermal power plants, diesel/gas turbine/combined cycle power plants, nuclear power plants, power from renewable energy, and energy/economic/environmental issues of power plants. It provides descriptions of the basic systems and circuits within a thermal power plant, including the steam, condensate, coal, air, ash, circulating water, and DM water circuits. It also discusses boiler types, draught systems, firing methods, and other components and concepts relevant to thermal power plant design and operation.
This document discusses power plant economics, selection criteria, and environmental issues. It covers topics such as load curves, base load vs peak load, heat rates, cost per kW calculations, depreciation methods, present worth, reliability, and factors that influence the cost of power generation such as load factor, efficiency, and preventative maintenance. Diagrams are included to illustrate load curves and the daily loading pattern of a power station.
PPTS deal with Hydro Electric Power Plant of Unit 4 , factors selection of Hydro Electrical power Plants, Components of Hydro electrical Power Plant, Types of Hydrulic turbines : Impulse, reaction, Reverse turbine, Pelton wheel, Francis Turbine, Deriaz turbine, Degree of reaction, Scale ratio, speed ratio, factors in designing Turbines, Speed governors, water hammer.
Unit4 introduction to various renewable energy sources 0916PALANIVEL SUBBIAH
PPTs deals with UNIT 4 of power Plant Engg , Renewable Energy Sources, types of Renewable energy sources, wind Energy, Solar Energy, tidal Energy, Geo Thermal energy,Bio fule Energy, Bagasse
PPTs deals with UNIT 3 of power Plant Engg. Nuclear Power Plants. Basics of Nuclear Engg,. Nuclear fusion , Nuclear Fission, half life , finger prints, Types of Nuclear Reactors, basis of types of Nuclear Reactors, working of Boiler water Reactors, Pressurised water reactor,CANDU Reactor
This document discusses nuclear power plants and nuclear engineering concepts. It begins by explaining the basics of atoms, nuclei, and nuclear reactions. It then describes different types of radioactive decay such as alpha, beta, gamma radiation, and positron decay. It discusses key nuclear physics concepts like mass defect, binding energy, and half-life. The document also covers nuclear fission, fission chain reactions, and production of neutrons that sustain the chain reaction in nuclear reactors.
PPTs covers portion of Unit 2 of Power Plant Engineering of Subject code ME6701.
PPTs covers Diesel Power Generation Plants, components, working principles of various system, advantages and disadvantagesand Comparision of various factors w.r.to Steam power Palnt, Diesel Plant, Nuclear, Hydraulic Power Plants.
Gas turbines, its cycle, working principles.
Combined Cycle Power plants.
Discussion on Brayton cycle, improvisions factors affecting effiencies.
Unit 1 Coal based Power plants of Power Plant Engg (ME6701)PALANIVEL SUBBIAH
First unit of Power Plant Engineering : Deals with basic layout , different circuits of Power Plants, Types of Ash handling system, Cooling towers. Effects of Superheat, reheat, regeneration, sample of problems of this unit 1 are included.
Slides cover UNIT- 5 Controlling of the principles of Management.
Controlling methods, feedback, feedforward, Real time control are dealt. Various types of controlling,Types of Budget, Budget as control device, Gantt chart, Mile stone chart, PERT chart also covered.
The document discusses several theories of motivation:
1. Maslow's hierarchy of needs proposes that people are motivated to fulfill basic physiological needs, safety needs, belongingness needs, esteem needs, and self-actualization needs.
2. Herzberg's two-factor theory distinguishes between motivators like achievement and responsibility that improve job satisfaction, and hygiene factors like salary and working conditions that prevent dissatisfaction.
3. Vroom's expectancy theory states that motivation depends on how much someone wants a reward, and how likely they are to get it by exerting a certain level of effort.
Organizing involves identifying activities, grouping activities, assigning managers, and coordinating activities. The document discusses various ways to organize, including by function, territory, customer group, and product. It also compares the advantages and disadvantages of different organizational structures and departmental approaches. Effective organizing requires determining management spans, frameworks for departmentalization, authority relationships, and adapting structures to situations.
Slides deal about the Unit 2 of Principles of Management.Steps n planning, Setting Objectives are dealt. Strategic planning and its processes. TOWS, Portfolio matrix, Decision making and its types are dealt.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
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and accordingly bankruptcy
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
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Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
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Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
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Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
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Pom slide01
1. MG 6851
PRINCIPLES OF MANAGEMENT
UNIT 1: INTRODUCTION TO
MANAGEMENT & ORGANISATIONS
UNIT 2 : PLANNING
UNIT 3 : ORGANISING
UNIT 4 : DIRECTING
UNIT 5 : CONTROLLING
1
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
2. COURSE OBJECTIVE
• To enable the students to study the
evolution of Management,
• to study the functions and principles
of management and
• to learn the application of the
principles in an organization.
2
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
3. POM- Course outcomes
1. Define types of managers, list managerial roles
and skills and distinguish between different types
of business organization
2. Define types of planning, importance of setting
objectives & factors of objectives and describe &
steps of decision making.
3. Explain the basics of organization structure,
various departmentation concepts and staffing
activities of an organization
4. Discuss the various leadership styles, theories and
techniques of motivation and process of
communication
5. Emphasize the various aspects of controlling
namely productivity, cost, quality, maintenance
etc.
3
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
4. MEASURING TOOL FOR COURSE OUTCOME EVALUATION
UNIT Slip Test Internal Test Assignment Seminar/Discussion/
Quiz/Others
I 20% 40% 20% 20% (CASE STUDY/
SEMINAR)
II 20% 30% 20% 30%
(QUIZ/SEMINAR)
III 20% 40% 20% 20% (CASE
STUDY/SEMINAR)
IV 20% 40% 20% 20%
(QUIZ/SEMINAR)
V 20% 40% 10% 30%
(QUIZ/MOODLE
TEST)
4
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
8. MANAGING
8
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
Base, middle takes load of TOP
Handling one
ball at a time,
but handling
more than
two balls.
Balls refers to
activities
9. • Management is the process of designing and
maintaining an environment in which individuals working
together in groups, efficiently accomplish selected item
• Management is the process of getting things done, through
& with people in organization
• Management is accomplishment of objectives utilising Men,
Machineries and Money
• (Management is getting objectives using 3 Ms)
• Management is accomplishment of Objectives utilising Men,
Materials, Machineries, Money, Methods, Motivation and
Minutes.
• (Management is getting objectives using 7 Ms)
Management – Definition:
9
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
10. Management functions (or) Process
of Management:
There are five types of functions in management.
Planning-Defines the goal & establishing strategy.
Organizing-Includes determining what task has to be
done, who is to do them and how it is to be done
Staffing-Includes recruitment of people and training
them to do tasks and positioning in jobs.
Leading-Includes the motivating the employees and
directing the activities to reach objectives.
Controlling-It is the process of monitoring the
performance.
All functions aimed at reaching Objectives
10
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
11. Managerial Skills
Three types of Managerial skills
Conceptual Skills-These skills are required by the
employee MOSTLY who are in top level management.
Requirement is more at top level, less in Middle level
and very less in low level
Technical skills- These skills are required by the
employee MOSTLY who are in middle level
Management. Requirement is more at low level, less in
Middle level and very less in top level
Human Relations Skills-These skills are required by
the employee MOSTLY in the supervisory level.
Requirement is high at top level, more in Middle level
and less in low level. Required at all levels.
11
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
12. Different Managerial Levels
Top Management
Middle Management
Low Level Management
Supervisory Level
Human Relations Skills
Conceptual
Skills
Technical Skills
Human
Relation Skills
Technical
Skills
12
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
14. Managerial Role approach
• Managerial Roles:
• Interpersonal Roles :
Figure head role, leader role and Liaison Role
• Informational Roles:
Recipient Role, Disseminator Role, Spoke
person Role
• Decision Roles :
Entrepreneurial Role, Disturbance Role,
Resource allocator Role, Negotiator Role
14
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
15. • Effectiveness: Adequate to accomplish a purpose
producing the intended or expected result.
• Efficiency: Performing or functioning in the best
possible manner with the least waste of time and
effort.
(Or)
• Efficiency is doing something with the least
possible expenditure of resources (such as time,
energy, etc.)
Efficiency & Effectiveness
15
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
16. Productivity
• The output – input ratio within a time period
with due consideration for quality
• Productivity = Output/Input (within a time &quality)
• Productivity can be improved by
Increasing the Output with same input
Decreasing inputs with same output
Increasing Output and decreasing input
Decreasing the rejects of production
Inputs include labour, materials and capital cost
16
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
17. Management – 4 Aspects
• Firstly – Organisation’s Objective
Main purpose of organisation
• Secondly – Systems required to achieve Objective
Systems include machineries, No. of Tiers and inter
relation/controls among systems
• Thirdly – Operating Principles to operate Systems
Scientific operating principles based on fail safe,
effective, cost less etc., to operate systems
• Fourthly – Positioning people to carryout activities
Recruiting, training and positioning right people
17
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
18. Managing an organisation
• Check all the four aspects
• If Objective is achievable and beneficial, we have to
check whether the Systems defined are scientifically
and evidently made, if that is also in order
• Then we have to check operating principles, whether
limiting parameters are defined and principles are
expressed clearly without any ambiguity and operable
efficiently and in a cost effective way
• If all the three aspects are found to be in order, we have
to change positioning of personnel or training the
personnel to meet the gap evidently found as a hurdle
in achieving objective.
18
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
19. Managing - Science (or) Art
Managing as a practice is an art. It is know
how, doing things in light of the realities of a
situation
Yet Managers can work better by using
organised knowledge about management. It is
this knowledge is science.
Systems and operating principles have to be
made on scientific management but positioning
people and controlling have to be done as per
situation on accepted principles ie like an art,
here achieving the targets is the prime activity.
19
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
20. Owner, Entrepreneur & Manager
• Owner : Person who is holding the all the
shares/ capital of a company or organisation
• Entrepreneur : Person who starts a business
on his own and identifies products/services
and continue its operation
• Manager : Person authorised or appointed by
company to head a unit or a division, who is
expected to carryout the functions of the
unit/divison using the resources provided
20
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
21. Emergence of Management Thought
• Scientific Management : Fredick W. Taylor
To raise productivity through greater efficiency in
production and increased pay for workers by applying
scientific method.
Using science creating group harmony and
cooperation achieving maximum output and developing
workers.
Henry L. Gantt : Called for scientific selection of workers
and harmonious cooperation between labor and
management. Developed Gantt Chart. Stressed need for
training.
21
S.PAANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
22. Emergence of Management Thought
Modern Operational Management Theory
• Henry Fayol the father of modern
management theory.
• Divided industrial activities into six groups-
technical, commercial, financial, security,
accounting and managerial.
• Recognised need for teaching management
• Formulated 14 principles of management
22
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
23. Emergence of Management Thought
• Behavioral science : Application of psychology to
Industry and management. Theory of
Bureaucracy. Influence of social attitudes and
relationships of work groups on performance.
• Systems Theory : Task of Mangers is to maintain
a system of cooperative effort in a formal
organisation
• Modern Management thought : Introduced
Quality control in Japan, Japanese managerial
practices
23
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
24. 14 Principles of Management
• Division of work: This is the specialization that economists
consider necessary for efficiency in the use of labor. Fayol’s
applies the principle to all kinds of work, managerial as well as
technical.
• Authority & responsibility: Authority and responsibility to be
related, with the later arising from the former. He sees authority
as a combination of official factors, deriving from the manager’
position and personal factors.
• Discipline: Seeing discipline as “respect for agreements which
are directed at achieving obedience, application, energy, and the
outward marks of respect. Fayol declares that discipline requires
good superiors at all levels.
• Unity of command: This means that employees should receive
orders from one superior only.
• Unity of direction: According to this principle, each group of
actives with the same objective must have one head and one plan.
24
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
25. • Subordination of individual to general interest: This is self
explanatory when the two are found to differ, management
must reconcile them.
• Remuneration and methods: of payment should be fair
and afford the maximum possible satisfaction to employees
and employer.
• Centralization: Without using the term “Centralization of
authority.”Fayol's refers to the extent to which authority is
concentrated or dispersed. Individual circumstances will
determine the degree that will give the best overall yield.
• Scalar chain: Fayol thinks of this as a chain of superiors
from the highest to the lowest ranks, which, while not to be
departed from needlessly, should be short circuited when to
follow it scrupulously would be detrimental.
• Order: Breaking this into material and social order, Fayol's
follows the simple adage of a place for everything and
everything in its place.
25
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
26. • Equity: Loyalty and devotion should be elicited from
personnel by a combination of kindliness and justice on
the part of managers when dealing with subordinators.
• Stability of tenure: Finding unnecessary turnover to be
both the cause and the effect Of bad management, Fayol
points out its dangers and costs.
• Initiative: Initiative is conceived of as the thinking out
and execution of a plan. Since it is one of the keenest
satisfactions for an intelligent man to experience.
• Esprit de corps: This is principle that “in union there is
strength” as well as an extension of the principle of unity
of command, emphasizing the need for teamwork and
the importance of communication in obtaining it.
26
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
27. Evolution of management
• Empirical / case approach
• Managerial Role approach
• Contingency/ Situational
approach
• Mathematical /
management Science
approach
• Decision theory approach
• Reengineering approach
• Systems approach
• Socio-technical
approach
• Cooperative social systems
approach
• Group behaviour approach
• Interpersonal behaviour
approach
• McKinsey’s 7 – S frame
work approach
• Total quality management
approach
• Management process or
operational approach
27
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
28. Management as an Essential for any
Organization
Managers are charged with the
responsibility of taking actions that will
enable individuals to make their best
contributions to group objectives.
Management thus applies to small and large
organizations, to profit and not-for profit
enterprises, to manufacturing as well as
service industries.
28
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
29. • Time Study
• Timing how long it takes good workers
to complete each part of their jobs.
• Motion Study
• Breaking each task into its separate
motions and then eliminating those that are
unnecessary or repetitive.
Time & Motion Studies:
Frank & Lillian Gilbreth
29
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
33. 33
Rules—formal guidelines for the
behavior of employees on the job
Impersonality—employees are
evaluated according to rules and
objective data
Division of Labor—splitting work into
specialized positions
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
35. Business organisation
Purpose of Business organisation is
to create profit or surplus thro their
business operation.
Activities of organisation may be
production of items or providing
services.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
36. TYPES OF ORGANISATION
Composition of Company : Capital invested in a
company included as equity shares of predetermined
value. Normally face value of equities will range from
Rs.1, 2, 5, 10, 100 or 1000.
Proprietary Company: Company owned wholly by a
single person or in other words, all the shares of the
company owned by Owner.
Partnership company : Equities of Company are held by
more than one person and holding persons are called as
partners. Holding pattern or ratio may differ or same , of
course as per the terms and conditions specified in
partnership deed.
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S.PALANIVEL ASSOCIATE PROF./MECH
ENGG KAAMRAJ COLLEGE OF ENGG. &
TECH. VIRUDHUNAGAR(Near)
37. TYPES OF ORGANISATION
Private Limited : Privately held small entity.
No. of share holders are limited to a max. of
50. The shares held by members are not
permitted to trade the shares in a open
market
Public Limited: Company equities are held by
public, promoters, Financiers of the
company. No. of shares will vary and trading
of shares are permitted.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
38. TYPES OF ORGANISATION
PUBLIC SECTOR UNDERTAKING (PSU)
AFTER FREEDOM OF COUNTRY PSUs FORMED TO
INVOLVE IN MAJOR CORE INDUSTRIES.
GOVERNEMENT WAS HOLDING ALL SHARES WITH IT.
BOARD APPOINTED BY GOVT. RUNNING THE PSUs
INTIALLY BOARD COMPRISES OF DIRECTORS
(APPOINTED) AND REPRESENTATIVES FROM GOVT. OF
INDIA AND REPRESENTATIVES FROM FEDRAL GOVT.
APPOINTED DIRECTORS CALLED AS FUNCTIONAL
DIRECTORS. CHAIRMAN CUM MANAGING DIRECTOR
AUTHORISED TO HEAD THE PSU AND CHAIR BOARD
MEETINGS.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
39. PSUs CONTD.
• IN ORDER TO ENHANCE PERFORMANCE AND TO REDUCE BURDEN ON
GOVT. A PORTION OF SHARES SOLD TO VARIOUS AGNECIES
• SHARES OFFERED AT DISCOUNT RATES TO EMPLOYEES TO INCREASE
THEIR PARTICIPATION.
• CONTROL OF PSUs MAINTAINED BY KEEPING SHARES MORE THAN 51
%
• INDEPENDENT DIRECTORS (NON FUNCTIONAL) INCLUDED IN THE
BOARD.
• GOVT. OFFLOADED ALL ITS SHARES TO PUBLIC/AGNECIES
• ALL PSUs LISTED IN SEBI. GOVERNED BY COMPANY ACTS
• PSUs GRADED AS PER STANDARD PERFORMANCE AS MAHA RATNA,
NAV RATNA, MINI RATNA , PSUs.
• DELGATED POWERS OF PSUs VARYING DEPENDING ON STATUS
• NO BUDGETARY SUPPORT TO PSUs SINCE 1992. IT MADE PSUs TO
WORKJ EFFICIENTLY , EARN PROFITS AND EXPAND ON THEIR OWN.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
40. EXTERNAL ENVIRONMENT
• All Managers have to take into account the elements
and forces of their external environment.
• Though Managers could do a little or no control over
these forces, they have no alternative but to respond to
them.
• Managers must identify, evaluate and react to the
forces outside the enterprises that may affect its
operation.
• Organisation may have to take care of changes in
Technological, Social, Economic. Ethical, Ecological and
Political& legal.
• Influences of external factors are more crucial in
international management.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
41. Operating in Pluralistic Society
• Pluralistic Society – A society where many orgainsed
groups represent various interests.
• Working within a pluralistic society has several
implications.
Keep business power in balance
Business interests can be expressed by joining groups
Participate with other groups on common objectives
There can be conflict as well as agreements among
groups.
• In pluralistic society one group is quite aware of
what other groups are doing.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
42. Technological environment
• One of the most influential factors in the
environment is the Technology.
• It is Science that provides knowledge and it is the
technology that uses it.
• Technology refers the sum total of knowledge we
have of ways to do things
First wave economy based on land and farm labor.
Second wave centred on machines and large
Industries
Third wave economy is the knowledge age
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
43. Ecological Environment
• Mangers must take into account the ecological
factors in their decision making.
• Ecology means the relationship of people & other
living things with their environment such as soil,
water, air , land. Water and air pollution is of great
concern to all people.
• Land may be polluted by dumping of industrial waste
• Water pollution may be caused by mixing harzrdous
waste and sewage in river & water bodies.
• Air pollution may be caused by emitting Carbon
mono oxide and harmful gases , vehicle fumes
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
44. Ecological Environment contd..
• Variety of legislation has been passed dealing
with solid waste, water and air pollution.
• Restrictions are there in emitting Nox, SOx
and carbon emissions.
• Penalties are there for firms violating norms.
• Managers must be aware of these laws and
regulations and must incorporate the
ecological concerns into their decision
making.
44
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
45. Ecological Environment contd….
• BHOPAL PLANT disaster :
• In Dec 1984, leaking of Mythial Cyanide- 2000
people died, over 40000 people injured badly
• In order to protect environment ISO 14001
standards developed.
• This standard aims in identifying Risks in Industrial
operations and aiming to reduce and eliminate.
• This standard aims to improve safety standards and
needed compliance of certain safety norms
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
46. Protection of Environment
• To protect environment, European countries devised
the ISO 14001 standard to assure that company policies
address a variety of public concerns , including pollution
prevention and compliance of relevant laws and
regulations.
• The standard was valuable to Ford for reducing water
consumption, disposed paint sludge and disposable
packing materials.
• Disposal of Industrial wastes is considered important
factor. Disposal of e – waste has to be done according to
norms.
• Dumping of wastes in river , sea are prohibited. It has to
be treated before disposal.
• Nuclear wastes, Mercury wastes are to be disposed as
per accepted safety procedures.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
47. Social Responsibility
• In early 1900s the mission of Business was exclusively
economic ie. generating profit.
• Due to interdependencies of the many groups in our
society, the social involvement of business has increased.
• Stake holders expect Manages to discharge their social
responsibilities
• CSR – Corporate Social Responsibility- serious
consideration of the impact of the company’s actions on
Society.
• Social Responsiveness : Ability of a Corporation to relate
its operations and policies to the social environment in
ways that are mutually beneficial to the company and
society.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
48. Business Involvement in Social actions
Arguments for Business involvement:
• Business received its charter from society and
consequently Business organisations has to respond
to the needs of society.
• Creation of a better social environment benefits both
society and business. Society gains through better
neighbourhoods and employment opportunities;
business benefits from a better community, since the
community is the source of its workforce and
consumer of its products and services.
• Problems can become profits. Wastes can be used
profitably
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
49. Arguments for Business involvement - Contd.
• Social involvement discourages Govt. intervention
with new regulation. The result is greater freedom
and more flexibility in decision making for business.
• Business has a great power, hence it should be
accompanied by equal amount of responsibility.
• Modern society is an interdependent system and
the internal activities of the enterprise have an
impact on the external environment.
• Social involvement may be in the interests of stock
holders (share holders).
• Social involvement creates a favorable image, Firm
may attract customers, employees and investors.
49
S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
50. Arguments for Business involvement - Contd.
• Business should try to solve problems that other
institutions have not been able to solve.
Business has a history of coming with novel
ideas.
• Business has resources. Specifically business
should use their talents of managers & staffs
and resources to solve the problem of society.
• It is better to prevent social problems through
business involvement than to cure them. It may
be easier to help hard core unemployed than to
cope with social unrest.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
51. Arguments against for Business involvement
• Primary task of business to maximize profit by focusing strictly on
economic activities. Social involvement could reduce economic
efficiency.
• Society must pay for social involvement of business through high
costs. Social involvement would create excessive costs for
business.
• Social involvement can create a weakened international business
balance of payment situation. Cost of social programs would have
to be added to he production costs. Socially involved companies
selling in international markets would be at a disadvantage when
competing with companies from other countries that do not have
these social costs to bear.
• Business has enough power and additional social involvement
would further increase its power and influence.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
52. Arguments against for Business involvement
• Business people lack the social skills to deal
with problems of society . Their training and
experience are with economic matters may not
be pertinent to social problems.
• There is a lack of accountability of business to
society. Unless accountability can be established
business should not be involved.
• There is not full support for involvement in
social actions. Consequently disagreements
among groups with different view points will
cause friction.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
53. CSR in India
• Corporate Social Responsibility is made as
mandatory requirement of Corporates in
India
• Every PSU has to spend 2 to 5 % of Profit to
the developmental activities of their
surroundings.
• Under these CSR programme, projects are
being carried out by PSUs since
• PSUs are also taking part in National Building.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
54. Reaction or proaction
PROACTION is essential
• Managers need not react in the face of stress due to change
in environment.
• No enterprise can be expected to react quickly to unforeseen
developments, an enterprise must practice ways of
anticipating developments through forecasts.
• An alert company does not wait until its product is obsolete
and sales have fallen off before coming out with anew or
improved product.
• Any company should not wait until govt’s regualtions are
obsolete and discredited before looking for another way to
achieve its objectives.
• No enterprise should wait for problems to develop before
preparing to face them
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
55. Ethics in Managing
• Ethics is defined as “ the discipline dealing with what is
good and bad and with moral duty and obligation.
• Business ethics is concerned with truth & justice and
has a variety of aspects both in home country and in
abroad
Expectations of society
Fair competition
Advertising
Public relations
Social responsibility
Consumer autonomy
Corporate Behaviour
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
56. Bad Ethics in Indian Corporates
• Satyam Computers – falsely inflated profits to
show the networth of company hingh wrongly
and to use it in unholy way. Company was forced
to face actions and finally company owners had
to face Jail and company also sold.
• King Fishers – UB involved in Beverages
production and sales entered Airline Business.
Its operational costs were high, company faced
huge loss. Company frdaulently sold aircrafts
and transferred its assets to another company
and failed to repay loans. Now owner facing
litigation.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
57. Ethical Theories
• Three basic types of moral theories in the field of
normative ethics have been developed
• Utilitarian theory – Plans and actions should be
evaluated by their consequences. The idea is that
plans and actions should produce the greatest good
number of people.
• Theory based on Rights – All people have bsic rights
like rights to freedom and conscience, free speech
and due process.
• Theory of Justice – Decision makers be guided by
fairness and equity as well as impartiality.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
58. Institutionalising Ethics
• Managers especially Top Managers have to create an
organizational environment that fosters ethical decision
making by institutionalising ethics. This can be done
By establishing an appropriate company policy or code
of ethics
By using a formally appointed ethics committee
By teaching ethics in management development
programs.
• Managers must set themselves as a good example thro
ethical behavior and practices.
• A Code is a statement of policies , principles or rules
that guide behavior. Codes of ethics do not apply to
business enterprises, they should guide the behavior of
persons in all organisations and in every day life.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
59. Ethics committee
Appointment of ethics committee consisting of
internal and external directors is considered
essential for institutionalising ethical behavior.
Functions of such committee include
Holding regular meetings to discuss ethical issues
Dealing with “grey areas”
Communicating the codes to all in the organisation
Checking possible violations of the code
Enforcing the code
Rewarding compliance and punishing violations
Reviewing and updating the code
Reporting activities of committee to the Board of
Directors.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)
60. Factors that raise Ethical standards
• Two factors that raise ethical standards
Public disclosure and publicity
Increased concern of a well informed public
• For ethical codes to be effective
Provisions must be made for their enforcement
Unethical managers should be held responsible
for their actions, privileges and benefits should
be withdrawn and sanctions should be applied.
Effective code enforcement requires
demonstration of consistent ethical behavior and
support from top management.
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S.PALANIVEL ASSOCIATE PROF./MECH ENGG
KAMARAJ COLLEGE OF ENGG. & TECH. VIRUDHUNAGAR(Near)