Transcript HAILEY COLLEGE OF BANKING & FINANCE

1
Text Book
MANAGEMENT
Concepts & Cases
2012
Presentation By
PROF. DR. KHAWAJA AMJAD SAEED
Principal, Hailey College of Banking & Finance
University of the Punjab, Lahore. Email: [email protected]
2
Section
Particulars
Number
1
Text Book
2
Articles by Prof. Dr.
Six (7)
Khawaja Amjad Saeed
Cases by South Asian Twelve (12)
Scholars
3
22 Chapters
3
1.
2.
3.
4.
5.
6.
7.
8.
9.
Management as a Discipline
Schools of Management Thought
Corporative Management
Manager’s Role and Impact of External
Environment
Corporate Planning
Deposit, Credit and Profit Planning
Organizing as Part of Management
Line and Staff Authority Relationship
Decentralization and Delegation
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10.
11.
12.
13.
14.
15.
16.
17.
Functional Specialization
Staffing
Motivation
Leadership
Communication
Controlling
Feedback and Control Mechanism
Special Control Techniques
5
18.
19.
20.
21.
22.
Management Information System
Organization Conflicts and their
Resolution
Islamic Approach to Management
TQM (Total Quality Management)
Case Study Approach
6
1.
2.
3.
4.
5.
6.
7.
Human Resource Management &
Development
Sharing Productivity Gains: A Survey of
Incentive Plans Globally Practiced
Knowledge Management: Some
Dimensions
The Rise of Reengineering
Promoting CSR: What needs to be done
Motivation: Islamic History (Compiled)
Developing Talent for HRM
7
1.
2.
3.
4.
5.
6.
Decision Making
Entrepreneurship
Personnel Management
Industrial Relations
Managing Change
Strategic Management
1
6
2
1
1
1
12
8
Chapter No. 1
CONSTITUENTS
1.
2.
3.
4.
5.
6.
Prelude
Development
Evolution
Management Education in Pakistan
Definitions
Management Vs Administration
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Chapter No. 1
CONSTITUENTS
7.
8.
9.
10.
11.
12.
Pyramid Approach
Management Function Levels
Groups
Job
As Science or Art
Principles
10
CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE
AMPLIFICATION
1. Prelude
- Egyptians
- Chinese
- Military
- History (1750-21st Century)
2. Development
- Barter
- Industrial & Commercial Revolutions
- The Rise of Joint Stock Market
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CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE
3. Evolution
- Upto 1889
- 1890-1914
- 1915-1940
- 1941-1960
- 1960-2000
- 21st Century
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CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE
4. Management Education in Pakistan
- 1955-1972
- 1973-1985
- 1986-2000
- 21st Century
5. Definitions
- Dale S. Beach
- Newman & Summer
- President AMA
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CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE
6.
7.
Management Vs Administration
Pyramid Approach
1=
Top
2=
Middle
3=
Lower
14
CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE
8. Management Function levels
- Strategic Planning
- Management Control
- Operations Cost
9. Groups
- University Scholars
- Management Practitioners
- Legislatures
- Union Leaders
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CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE
10.
11.
-
Job
Planning
Organizing
Assembling Resources
Directing
Controlling
As Science or Art
Art-Desired Results
Science: Systematic body of knowledge
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CHAPTER NO. 1: MANAGEMENT AS A DISCIPLINE
12.
-
Principles
Efficiency
Educating
Research
Social Objectives
17
Chapter No. 2
CONSTITUENTS
1.
2.
3.
Inretrospect
Impact of Industrialization
Stages: Management Thought (10)
- Pre-Scientific
- Scientific
- Administrative
- Functional
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Chapter No. 2
CONSTITUENTS
3. States: Management Thought (10)
- Behavioral
- Management Science
- Systems
- Welfare
- Contingency
- Program Orientation
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Chapter No. 2
CONSTITUENTS
4. Management Theories
-X
-Y
-Z
-C
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
AMPLIFICATION
1. Inretrospect
- Early Influence
- Scientific Management
- Human Relation Management
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
2. Impact of Industrialization
- Primitive Tribal
- Slavery
- Serfdom
- Handicraft
- Cottage Factory
- Modern Industrial Systems
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
a) Primitive Tribal
James Watt & Boulton
Robert Owen
Charles Babbage
Henry Varnon Poor
Henry Robinson Towny
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
b) Scientific Management
F W Taylor
Frank Gilberth & Lillian Gilberth
Henry L. Gantt
Harrington Emerson
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
c) Administrative Management School of
Thought
Henri Fayol
Six Components
Five functions
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
d) Functional Approach
Five functions
Fifty aspects (5 X 10 = 50)
Correlated with business functions
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
e) Behavioral School
Elton Mayo
Hawthorne’s Experiments
Other Contributions
f) Management Science School
Mathematical Models
OR
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
g) Systems Approach
3 Steps
h) Welfare
Uplift of
Physical
Hygienic
Social
Educational
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
h) Welfare
Scope
Health
Wash up
Lockers
Recreation
Libraries
Schools
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
h) Welfare
Scope
Disability
Group Insurance
Pension
Legal Aid
30
CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
i) Contingency Approach
Dynamics and Complex Interrelations
Behavior of other Members
Variables (7)
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
3. States: Development of Management
Thought (10)
j) Program Orientation
Planning Phase
Operational Phase
Future Orientation Phase
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CHAPTER NO. 2: SCHOOLS OF MANAGEMENT THOUGHT
4. Management Theories
- Theory X
- Theory Y
- Theory Z
- Theory C
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Chapter No. 3
1.
CONSTITUENTS
Major Differences in Management Practices
Styles
American
Japanese
Asian
Perspectives
Decision Making
HRM Practice
Power, Authority & Interpersonal
Relations
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CHAPTER NO. 3: COMPARATIVE MANAGEMENT
AMPLIFICATION
1.
2.
Major Differences in Management Practices
- See Table 3-1
Management Styles
- Focus
Achievement Orientation
Risk
- Comparison
American
Indian
Islamic
- Table 3-2
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CHAPTER NO. 3: COMPARATIVE MANAGEMENT
Successful Business Tips
- US Experience
- Eight Tips
- US Successful Corporations: 8 Actions
- American Management Styles: 16 Tips
- Kaizan
4. Management Teachings of Lord Budha
- 10 Guidelines
5. Confucious Thoughts
- Positives-7
- Negatives-8
3.
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CHAPTER NO. 3: COMPARATIVE MANAGEMENT
Demining Management
- 14 Points
7. McKinsey’s Seven
- 7 Points
8. The Turned-on Organizations
- Focus
Enthusiastic Customers
Financial Performance
Inspired People
8 Points
6.
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CHAPTER NO. 3: COMPARATIVE MANAGEMENT
9.
Management in the 21st Century
- Environment
- Social Responsibility & Ethics
- Globalization
- Financial Management
- HRM
- Organizational Changes
- Innovations
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Chapter No. 4
CONSTITUENTS
1.
2.
3.
Skills of a Manager
Manager’s External Environment
Understanding of External Environment
- PEST
Political
Economic
Sociological
Technological
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Chapter No. 4
CONSTITUENTS
4.
5.
Business Ethics
Banking Sector: Changing Outlook
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CHAPTER NO. 4: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT
AMPLIFICATION
1. Skills of a Manager
- Technical
- Human
- Conceptual
2. Manager’s External Environment
PEST
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CHAPTER NO. 4: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT
3. Understanding of External
Environment
- Political
- Economic
- Sociological
- Technological
Follow the matrix
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CHAPTER NO. 4: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT
4. Business Ethics
- High Ethical Standards
- Discharge of Responsibility Honestly
5. Banking Sector: Changing Outlook
- Deregulation
- Divesture
- SBP Role
- Consumer Financing
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CHAPTER NO. 4: MANAGER'S ROLE & IMPACT OF EXTERNAL ENVIRONMENT
5. Banking Sector: Changing Outlook
- Non-Performing Loans
- Mergers
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Chapter No. 5
CONSTITUENTS
1.
2.
3.
4.
5.
6.
7.
Planning Concept
Why Plan
Planning Process
Objective Setting
Stated Objectives
Illustrations of Objectives
Limitations of Planning
45
Chapter No. 5
8.
9.
Strategic, Tactical & Operational Planning
- Strategies
- Annual Planning Cycle
- Requirements for Financial Control
System
Charter for Improving the Performance of
Nationalized Commercial Banks
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Chapter No. 5
10.
MBO
- Concept
- Process
Setting Goals
Action Plan
Self Control
Periodic Review
Implementation Tasks
Success Stories
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CHAPTER NO. 5: CORPORATE PLANNING
AMPLIFICATION
1. Planning Concept
- Future Course of Action
- Four Types: Time Frame
ST
IT
LT
Perspective (LLT)
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CHAPTER NO. 5: CORPORATE PLANNING
2. Why Plan
- Belief
- Control Facilitated
- Future Progress
3. Planning Process
- Objective
- Opportunities
- Course of Action
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CHAPTER NO. 5: CORPORATE PLANNING
3. Planning Process
- Feedback
Review
Revision
4. Objectives Setting
- Internal
Profit
Growth
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CHAPTER NO. 5: CORPORATE PLANNING
4. Objectives Setting
- Internal
Market Penetration
Leadership
Productivity
- External
Client Satisfaction
Social Needs
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CHAPTER NO. 5: CORPORATE PLANNING
5. Stated Objectives
- Stated Vs Hidden
- Sources
Charters
Annual Reports
PR Announcement
Others
- Hierarchy
Organizational
Divisional
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CHAPTER NO. 5: CORPORATE PLANNING
5. Stated Objectives
- Hierarchy
Departmental
Sectional
6. Illustrations
- Nationalizations
- Life Insurance Nationalization
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CHAPTER NO. 5: CORPORATE PLANNING
7. Limitations
- Hierarchy
- Future
- Reluctance to Change
- Revision
- Cost-High
- Emergencies-difficult to anticipate
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CHAPTER NO. 5: CORPORATE PLANNING
8. Strategic, Tactical and Operational
Planning
- See Table 5-3
- Strategies
Four Dimensions
Five features
General and Specific Strategies
APC-Six Steps
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CHAPTER NO. 5: CORPORATE PLANNING
8. Strategic, Tactical and Operational
Planning
- Strategies
Financial Control System
Eight (8) Steps
Three (3) Pre-requisites
9. Charter for NCBs Improvement
- Five Aspects
- See Tables 5-3, 5-4
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CHAPTER NO. 5: CORPORATE PLANNING
10. MBO
- Participates
- Process
Goals Setting
Action Plan
Self Control
Periodical Review
Implementation-Eight (8) tasks
Success Stories of 14 Large
American Companies
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Chapter No. 6
CONSTITUENTS
1.
2.
3.
4.
5.
6.
Deposits
Credit
Review of NIB
Financial Instruments
Management of Advances
Benefits of Profit Planning
58
Chapter No. 6
CONSTITUENTS
7.
8.
9.
Pre-requisites of Profit Planning
Concept of Projections
Time Horizons
59
CHAPTER NO. 6: DEPOSIT, CREDIT & PROFIT PLANNING
AMPLIFICATION
1. Deposits
- Composition
- Size
- Current Position
2. Credit
- Size
- Disclosure
Earlier
Now
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CHAPTER NO. 6: DEPOSIT, CREDIT & PROFIT PLANNING
3. NIB
- 12 Instruments
4. Management of Advances
- Principles
Safely
Desirability
Profitability
- Assumptions
61
CHAPTER NO. 6: DEPOSIT, CREDIT & PROFIT PLANNING
5. Benefits of Profit Planning
- Economical use of resources
- Efficiency is promoted
- Review of progress
6. Pre-Requisites of Profit Planning
- Structure with definitions
- Comprehensive Planning
- BEP
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CHAPTER NO. 6: DEPOSIT, CREDIT & PROFIT PLANNING
7. Concept of Projections
- Combination of Judgment &
quantitative data
- Factors affecting it
8. Time Horizon
- SR-Annual
- Intermediate run-three years
- LR: 5 to 10 years
- Prospective: 15 – 20 years
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Chapter No. 7
CONSTITUENTS
1.
2.
3.
4.
5.
6.
Definition of Organization
Constituents of an Organization
Steps in Organizing Process
Functions of an Organization
Role of Bureaucracy
Formal & informal Organizations
64
Chapter No. 7
CONSTITUENTS
7.
8.
9.
10.
11.
Organization Chart
Organization Manual
Organization Design
Organizational Structure in Banks
Organizational Changes
65
CHAPTER NO. 7: ORGANIZING AS PART OF MANAGEMENT
AMPLIFICATION
1. Definition of
Organization
- Group of individuals
- Cooperating under executive leadership
- To accomplish a common goal
2. Constituents of an Organization
- Structure
- Process
66
CHAPTER NO. 7: ORGANIZING AS PART OF MANAGEMENT
3. Steps in the Organization Process
- Identifying activities
- Group activities
- Assignment of activities
- Delegating authority
4. Functions of an Organizations
- Efficiency
- Communication
67
CHAPTER NO. 7: ORGANIZING AS PART OF MANAGEMENT
4. Functions of an Organization
- Satisfaction
- Identity
- Innovation
5. Role of Bureaucracy
- Max Weber (8 points)
- Vertical Dimension
- Horizontal Dimension
68
CHAPTER NO. 7: ORGANIZING AS PART OF MANAGEMENT
6. Formal & Informal Organization
- Formal
- Informal
7. Organization Chart
- Constituents
Hierarchy
Departmentalization
Inter-relationships
69
CHAPTER NO. 7: ORGANIZING AS PART OF MANAGEMENT
7. Organization Chart
- Constituents
Lines of Communication
Network
Authority
Responsibility
Accountability
Types
General
Auxiliary
70
CHAPTER NO. 7: ORGANIZING AS PART OF MANAGEMENT
7. Organization Chart
- Constituents
Drawbacks
8. Organizational Manual
- Contents
Objectives
Job Description
Organizational Procedures
Management terms
- Benefits
71
CHAPTER NO. 7: ORGANIZING AS PART OF MANAGEMENT
9. Organizational Design
- Concept
- Areas of Influence (5)
- Section (4)
10. Organizational Structure in Banks
- NCBs
- Levels
- Foreign Banks
- Financial Institutions
72
CHAPTER NO. 7: ORGANIZING AS PART OF MANAGEMENT
11. Organizational Changes
- Growth & Decay
- Environmental Impact
- Technology
- Personnel
- Catalysts
- Domino Effect
73
Chapter No. 8
CONSTITUENTS
1.
2.
3.
4.
5.
6.
Line Organization
Line & Staff Organization
Rationale for Differentiation Between
Staff and Line
Line Relationship
Staff Relationship
Types of Staff
74
Chapter No. 8
CONSTITUENTS
7.
8.
9.
Line and Staff Conflict
Making the Staff Personnel Work Properly
Is the concept valid for obsolete today
75
CHAPTER NO. 8: LINE & STAFF AUTHORITY RELATIONSHIP
AMPLIFICATION
1. Line Organization
- Names
Scalar
Military
Departmental
Vertical
- Pure Line of Organization
- Departmental Line Organization
76
CHAPTER NO. 8: LINE & STAFF AUTHORITY RELATIONSHIP
2. Line & Staff Organization
- Staff Specialists Advice
- Advice Provided to Line Mangers
- Can recommend without Authority
3. Rationale for Differentiation
- Services of Specialist
- Effective Control
- Maintain Accountability
77
CHAPTER NO. 8: LINE & STAFF AUTHORITY RELATIONSHIP
4. Line Relationships
- Chain of Command
- Chain of Communication
- Vehicle of Accountability
5. Staff Relationship
- Purely Advisory
- Assistance
78
CHAPTER NO. 8: LINE & STAFF AUTHORITY RELATIONSHIP
6. Types of Staff
- Personnel Staff
- Specialist Staff
7. Line & Staff Conflict
- Blame Line Staff
- Implementation
- Encroachment
- Description Defied
- No Proper use of Staff
79
CHAPTER NO. 8: LINE & STAFF AUTHORITY RELATIONSHIP
8. Making the Staff Personnel Work Properly
- Work as a Team
- Improve Relationships
9. Is the Concept Valid or Obsolete Today
- Be based on Functional Responsibilities
- Clarity in Defining Relationship
80
Chapter No.9
CONSTITUENTS
1.
2.
3.
4.
5.
The Problem
Degree of Decentralization-The Act of
Measurement
Centralization Vs. decentralization
Operationalzing Decentralization
The concept of Delegation Authority.
81
Chapter No.9
CONSTITUENTS
7.
8.
9.
Principles of Delegation
Reasons for Inadequate Delegation
Toward Effective Delegation System
82
CHAPTER NO. 9: DECENTRALIZATION & DELEGATION
AMPLIFICATION
1. The Problem
- Centralization Vs. Decentralization
- Decentralization
More Democratic
Greater Freedom of Spirit
Less Authoritative
- Review Table 9-1
83
CHAPTER NO. 9: DECENTRALIZATION & DELEGATION
2. Degree of Decentralization: The Art of
Measurement
- Issues
Authorities
How far down the line?
Consistency
- Review Table 9-2
84
CHAPTER NO. 9: DECENTRALIZATION & DELEGATION
3. Centralization Vs. Decentralizations
- Advantages of Centralization
Leadership
Integration
Uniformity of Action
Tackling Emergencies
Others
85
CHAPTER NO. 9: DECENTRALIZATION & DELEGATION
3. Centralization Vs. Decentralizations
- Advantages of Dectralization
Motivation
Development of Managers
Coordination
Diversification
Innovation
Developmental Activities
86
CHAPTER NO. 9: DECENTRALIZATION & DELEGATION
4. Operationalzing Decentralization
- Top level Support
- Work Independently
- Communication
- Feeling of Independence
- Competitive Spirit
- Appropriate Control
87
CHAPTER NO. 9: DECENTRALIZATION & DELEGATION
5. The concept of Delegation of Authority
- Giving Authority to Others
- For accomplishing of Assignments
- Characteristics of Delegation
- Note Six Points (Page 93)
88
CHAPTER NO. 9: DECENTRALIZATION & DELEGATION
6. Principles of Delegation
- Functional Definition of Activities
- Visualize Expected Results
- Authority and Responsibility to Coexist
- Follow unity of Command
- Responsibility cannot be Delegated
89
CHAPTER NO. 9: DECENTRALIZATION & DELEGATION
7. Reasons for Inadequate Delegation
- Attitude of Supervisor
- Desire to Influence
- Absence of Democratic Leadership Style
- Subordinates not Competent
- With-holding of Authority
- Managerial Shortcomings Exposed
90
CHAPTER NO. 9: DECENTRALIZATION & DELEGATION
8. Toward Effective Delegation System
- Communication-Open System
- Proper Control Techniques
- Intelligent Planning
- Open Work Climate
- Define Authority & Responsibility
- Confidence in Performance
91
Chapter No.10
CONSTITUENTS
1.
2.
3.
4.
5.
6.
Specialization in Historical Perspective
Rationale for Specialization
Role of Functional Specialist
Problems of Specialization
Problems of functional Specialization
International Experiences
92
Chapter No.10
CONSTITUENTS
7.
8.
9.
Functional Organization
Functional Authority
Specialization in Banking fields in
Pakistan
93
CHAPTER NO. 10: FUNCTIONAL SPECIALIZATION
AMPLIFICATION
1. Specialization in Historical Perspective
- Division of Labour
- Adam Smith
2. Rationale for Specialization
- Physical Limitation
- High Skills Required
- Efficiency
94
CHAPTER NO. 10: FUNCTIONAL SPECIALIZATION
3. Role of Functional Specialist
- Sales and Service
- Production
- Finance
- Procurement of goods and services
- Personnel
- Research and Development
95
CHAPTER NO. 10: FUNCTIONAL SPECIALIZATION
4. Problems of Specialization
- Complexity of Modern Techniques
- Diversity of tasks and persons needed
to carry them out
96
CHAPTER NO. 10: FUNCTIONAL SPECIALIZATION
5. Problems of Functional Specialization
- Boring Work
- Monotonous Environment
- Element of Fatigue
- Anxiety Created by the above Factors
Leads to Dissatisfaction, Resulting in
Lower Output and Reduction in the
Quality of Product or Service Rendered.
97
CHAPTER NO. 10: FUNCTIONAL SPECIALIZATION
6. International Experiences
- North America
- Highly Specialized Jobs
- Scope
Assembly Lines
Offices
Professions
98
CHAPTER NO. 10: FUNCTIONAL SPECIALIZATION
7. Functional Organization
- Pattern of Executive Specialization
- Benefits
Specialization
Operational Efficiency
Economic Flexibility
Coordination
99
CHAPTER NO. 10: FUNCTIONAL SPECIALIZATION
8. Functional Authority
- Superior Delegates Authority
Subordinates
- Role of Specialists
- Authority to Specialist
100
CHAPTER NO. 10: FUNCTIONAL SPECIALIZATION
9. Specialization in Baking Fields in Pakistan
- Commercial Banks
- Development Banks
- Investment Banks
- Multiple Functions
- Fundamental Issues
Need for Specialization
Continuity of Present Set up
New Specialized Institution
Future Outlook
101