MGT503: Principles of Management
Principles of Management is an introductory course and is required for all business majors. Here you can download MGT503 Handouts pdf format.
MGT503 Handouts pdf
Course Category: Management
Principles of Management is an introductory course and is required for all business majors. This course explains the relationships between organizational mission, goals, and objectives and their successful achievement. It will clarify the significance and necessity of managing an organization. Management will reveal an understanding of various organizational processes and behaviors and the theories associated with them.
This course will help students to conceptualize how internal and external environments shape organizations and their responses. Principles of management demonstrate critical thinking skills in identifying ethical, global, and diversity issues in planning, organizing, controlling, and leading functions of management. It will help students to understand organizational design and structural issues. MGT503 Handouts pdf
Join VU assignment solution groups and also share with friends. We send solution files, VU handouts, VU past papers, and links to you in these WhatsApp groups. To join WhatsApp groups click the below links.
JOIN VU STUDY GROUPS
MGT503: Principles of Management
Managers are said to have four basic functions – planning, organizing, directing, and controlling. The rationale behind the theory is that unless these principles are in place an organization can have a difficult time achieving its goals, or even be able to come up with goals from the beginning!
The Intellectual Heritage of Management
Organized efforts under the direction of individuals responsible for organizing, organizing, directing, and controlling the activities have been around for thousands of years. The Egyptian towers, as well as the Great Wall of China, provide tangible evidence that the massive projects, which employ tens of thousands of people, were done before modern times. The pyramids are a particularly interesting example. The construction of one pyramid took more than 100,000 workers 20 years. Who told each employee what to do? Who ensured that there would be enough stones on the site to keep workers busy? Answers to such questions managers.
What is Management?
Simply put, managers are what managers do. However, this simple statement does not tell us much. We define management as the process of coordinating and coordinating work tasks so that they can be completed efficiently and effectively through interaction with other people. Let’s look at some of the details. The process represents the ongoing tasks of main tasks performed by the managers. These functions are usually labeled as planning, organizing, leading, and controlling. Let’s remember it by POLCA.
Managerial Roles in Organizations
a. Interpersonal Roles
a. Interpersonal roles grow directly in the portfolio authority and include developing and maintaining good relationships with others who are important.
1) The figurehead performs symbolic legal or social functions.
2) A leader builds relationships with employees and communicates with them, encourages them, and trains them.
3) The link keeps the network of contacts outside the work unit for information
b. Informational Roles
about receiving and transmitting information so that managers can act as the emotional centers of their organizational units.
1) The supervisor seeks internal and external information about matters that may affect the organization.
2) Distributor transmits internal information obtained from internal or external sources.
3) The spokesperson conveys information about the organization to outsiders.
c) Decisional roles
Decision-making roles involve making important decisions that affect the organization.
1) An entrepreneur works as a founder, designer, and promoter of innovation and innovation
2) The disruption manager takes corrective action when the organization is experiencing significant, unexpected difficulties.
3) A service provider distributes resources of all kinds, including time, support, resources, and human resources.
4) The interview represents the organization in major discussions that affect the areas of responsibility of the manager.