Below is the list with correct numbering, covering more topics and subtopics from MMPC 01 – Management Functions and Organizational Processes, including key theories and approaches:
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Introduction to Management
- Overview of management, its definition, and significance in achieving organizational goals.
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Management as Science, Art, and Profession
- Understanding management as a systematic body of knowledge (science), creative practice (art), and a formal field (profession).
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Nature of Management
- Exploring management as a universal activity applicable to all types of organizations.
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Management Functions
- Key functions include planning, organizing, staffing, directing, and controlling.
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Evolution of Management Thought
- Historical progression of management theories, including classical, neoclassical, and modern approaches.
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Scientific Management (Frederick Taylor)
- Focus on improving efficiency through scientific methods like time studies, standardization, and task specialization.
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Administrative Management Theory (Henri Fayol)
- Introduces principles such as division of labor, authority, unity of command, and centralization.
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Bureaucratic Management (Max Weber)
- Emphasis on formal rules, hierarchy, and impersonal relationships within organizations.
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Human Relations Approach (Elton Mayo)
- Importance of social factors and employee satisfaction in the workplace, highlighted by the Hawthorne Studies.
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Behavioral Approach
- Focuses on individual and group behavior in organizations, emphasizing leadership, motivation, and communication.
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Systems Approach
- Viewing the organization as an open system that interacts with its environment, with a focus on interrelated subsystems.
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Contingency Approach
- Management practices should be contingent on external environmental conditions and the situation at hand.
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Planning
- Process of setting objectives, developing strategies, and outlining tasks and schedules.
13.1 Types of Plans
- Includes strategic, tactical, operational, and contingency planning.
13.2 Planning Process
- Steps involve setting goals, identifying resources, determining action steps, and monitoring progress.
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Decision Making
- The process of choosing the best course of action from available alternatives.
14.1 Rational Decision-Making Model
- Structured approach to decision-making with steps including problem identification, alternatives evaluation, and selection.
14.2 Types of Decisions
- Programmed (routine) and non-programmed (unique) decisions.
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Organizing
- Arranging and structuring resources to achieve organizational goals efficiently.
15.1 Organizational Structure
- The formal arrangement of roles, responsibilities, and authority within the organization.
15.2 Types of Organizational Structures
- Functional, divisional, matrix, and team-based structures.
15.3 Delegation of Authority
- Assigning decision-making authority to lower levels in the organizational hierarchy.
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Span of Control
- The number of subordinates that a manager can effectively supervise.
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Coordination
- Synchronizing the efforts of individuals and units to achieve organizational objectives.
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Staffing
- The process of hiring, training, and developing employees to fulfill organizational roles.
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Directing
- Leading and motivating employees to achieve organizational goals.
19.1 Leadership Theories
- Trait theory, behavioral theory, and contingency theory of leadership.
19.2 Leadership Styles
- Autocratic, democratic, laissez-faire, and transformational leadership.
19.3 Motivation Theories
- Maslow’s hierarchy of needs, Herzberg’s two-factor theory, and McGregor’s Theory X and Theory Y.
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Communication
- The exchange of information within the organization through various channels.
20.1 Types of Communication
- Formal, informal, upward, downward, lateral, and diagonal communication.
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Controlling
- Monitoring organizational performance and taking corrective action as needed to ensure goals are achieved.
21.1 Control Process
- Setting performance standards, measuring actual performance, and taking corrective actions.
21.2 Types of Control
- Pre-control, concurrent control, and post-control.
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Managerial Grid (Blake and Mouton)
- Leadership model that maps managerial styles based on concern for people and concern for production.
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Managerial Ethics
- Moral principles and values that guide managers in making responsible decisions.
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Corporate Social Responsibility (CSR)
- The responsibility of businesses to contribute positively to society, beyond profit-making.
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Organizational Structure
- The way an organization’s roles and responsibilities are formally arranged.
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Organizational Culture (Schein)
- Shared values, beliefs, and behaviors that influence how organizational members interact and work together.
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Change Management (Lewin’s Change Model)
- Managing organizational change through the stages of unfreezing, changing, and refreezing.
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Globalization and Management
- The impact of global trends, such as increased competition and technological advancement, on management practices.
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Decision-Making Tools and Techniques
- Various quantitative and qualitative techniques used to make decisions, such as SWOT analysis, decision trees, and cost-benefit analysis.
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Time Management for Managers
- Techniques and practices to ensure efficient use of time in managing organizational activities.
These topics cover the entire MMPC 01 syllabus, including key theories, studies, approaches, and subtopics. The numbering is correct, with detailed sub-points where necessary.
