Principles of Management
Semester II · BCA 156 · 1 credit
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chapters done
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The syllabus asks for
- The nature of organisations
- What is management?
- The management process and functions
- Managerial hierarchy and types of managers
- Managerial skills and roles
- Emerging challenges for management
Key points
- An organisation is a structured group pursuing common goals; effective goals are SMART, accepted and consistent; goals can be displaced or succeeded.
- Management is the process of planning, organising, leading and controlling to achieve goals efficiently and effectively; it is universal, goal-directed and both an art and a science.
- Fayol's fourteen principles guide structure and behaviour as flexible rules.
- There are three levels of managers needing different mixes of technical, human and conceptual skills; Mintzberg describes ten roles.
- Globalisation, technology, diversity, ethics and change are the main challenges.
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The syllabus asks for
- Classical theory
- Human relations and behavioural science theories
- System, decision, management science and contingency theories
- The business environment
- Social responsibility and business ethics
Key points
- Classical thinkers (Taylor, Fayol, Weber) sought efficiency through method, principles and rules; the Hawthorne studies and behavioural scientists discovered people's social and psychological needs.
- Systems, decision, management-science and contingency theories add holistic, rational, quantitative and situational views — no single best way.
- Diversity, outsourcing, knowledge management and learning organisations are current concepts.
- Organisations operate in internal, task and general environments; scanning economic, socio-cultural, political and technological factors guides decisions, including in Nepal's changing context.
- Social responsibility and business ethics are now part of managerial duty.
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The syllabus asks for
- Concept and importance of planning
- Types and hierarchy of plans
- The planning process
- Strategic planning
- Quantitative tools for planning
- Decision making
- Problem solving
Key points
- Planning gives direction and a basis for control; strategic, tactical and operational plans fit into a hierarchy from mission to rules; the planning process runs from premises to evaluated, controlled implementation.
- MBO makes planning participative; strategic planning uses environmental scanning and SWOT.
- Break-even, decision trees, PERT/CPM and EOQ are practical quantitative tools.
- Decisions are programmed or non-programmed and made under certainty, risk or uncertainty, each with its own criteria; real managers satisfice.
- Problem solving finds root causes with fishbone, 5 Whys and Pareto analysis.
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The syllabus asks for
- Concept and principles of organising
- Approaches to organising
- Departmentalisation
- Span of management and organisation shape
- Authority, responsibility and accountability
- Delegation of authority
- Centralisation, decentralisation and devolution
- Organic and mechanistic organisations (Burns and Stalker)
- Modern organisational structures
- Staffing (the human side of organising)
Key points
- Organising divides work, groups it into departments, assigns authority and responsibility and coordinates people through a structure.
- Classical, behavioural and contingency views give different designs; the choice depends on the situation.
- Span of management shapes tall or flat structures; Graicunas shows why spans are limited.
- Line authority commands, staff authority advises; delegation passes authority but not accountability; decentralisation spreads authority by policy and devolution transfers it fully.
- Mechanistic structures suit stable environments, organic ones turbulent; matrix, team and network structures answer modern needs.
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The syllabus asks for
- Leadership
- Groups
- Conflict
- Motivation
- Communication
Key points
- Leadership influences people to pursue goals; trait, behavioural and situational approaches explain it, and the best style adapts to followers and tasks.
- Groups pass through predictable stages and are shaped by norms and cohesion; conflict can be constructive when managed with the right mode.
- Motivation theories — Maslow, Herzberg, McGregor, Vroom, equity — guide rewards, job enrichment, participation and self-managed teams.
- Communication is a two-way process of encoding, transmitting, decoding and feedback; barriers are semantic, physical, psychological and organisational; active listening and feedback improve it.
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The syllabus asks for
- Concept and process of control
- Types of control
- Characteristics of an effective control system
- Control tools and techniques
- Quality
- Total Quality Management (TQM)
- Kaizen, Six Sigma and 5S
- The global context of management
- Management trends and scenario in Nepal
Key points
- Control compares performance with standards and corrects deviations; feedforward, concurrent and feedback controls act before, during and after the work; effective control is timely, economical, flexible and accepted.
- Tools include budgets and variance, ratios, audits, Gantt/PERT, control charts and inventory control.
- Quality is meeting customer needs; TQM involves everyone in continuous improvement using the seven basic tools, Deming's PDCA and 14 points, Kaizen, Six Sigma and 5S.
- Globalisation brings opportunities and challenges that demand cultural intelligence.
- Nepal's management scene is shifting from family-run, relationship-based practice to more professional, digital and quality-conscious management, against infrastructure, political and skill-shortage challenges.
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The paper
TU assessment: 60% final examination set by the university, 40% internal (assignments, lab work, attendance). Confirm the split in your college's notice.