PRINCIPLES AND PRACTICE OF MANAGEMENT

STUDY MODULE FOR DIPLOMA IN FOOD AND BEVERAGE MANGEMENT

1.00 INTRODUCTION

1.1. MEANING OF MANAGEMET

1.1.1. What is management;

1.1.2. Management as an art and as a science;

1.1.3. The theories of management;

1.1.4. Definition of manager.

1.2. EARLY CONTRIBUTIONS TO MANAGEMENT

1.2.1. Roman catholic church;

1.2.2. Military organisation;

1.2.3. Cameralists;

1.2.4. Robert Owen;

1.2.5. Charles Babbage.

1.3. THE CLASSICAL MANAGEMENT THOUGHT

1.3.1. Scientific management

1.3.2. Behavioural science and human relations school of thought

1.3.3. The systematic approach to scientific management thought

1.4. THE ENVIRONMENT OF MANAGEMENT

1.4.1. Overview of the environment of management

1.4.2. External environment of management

1.4.3. Internal environment of management

1.4.4. Impact of environment on management

1
 1.5. OVERVIEW OF THE MANAGERIAL FUNCTIONS

1.5.1. Planning;

1.5.2. Organizing;

1.5.3. Staffing;

1.5.4. Leading or directing;

1.5.5. Controlling.

2.00 STAFFING

2.1. MEANING OF STAFFING

2.1.1. Definition Of Staffing

2.2. MANPOWER PLANNING

2.2.1. Meaning of manpower planning

2.2.2. The manpower planning process

2.2.3. Assessing the demand and supply of labour

2.2.4. Estimating manpower requirements.

2.3. JOB ANALYSIS AND JOB EVALUATION

2.3.1. Definition of job analysis

2.3.2. Definition of job evaluation

2.3.3. Writing job description

2.3.4. Benefits of job analysis

2.3.5. Methods of job evaluation

⇒ Analytical

⇒ Non-analytical

2.4. RECRUITMENT

2.4.1. Definition of recruitment

2.4.2. Recruitment policies and procedures

2
 2.4.3. Sources of employee recruitment

2.4.4. Personnel specification

2.4.5. Job advertising

2.5. SELECTION

2.5.1. Definition of selection

2.5.2. Selection process

⇒ Application

⇒ Short listing

⇒ Interviewing

⇒ Selection tests

⇒ References

⇒ Selection decisions

2.6. JOB DESIGN

2.6.1. Definition;

2.6.2. Approaches to job design;

⇒ Job enlargement

⇒ Job enrichment

⇒ Job rotation

2.7. CONCEPTS OF RETIREMENT, REDUNDANCY AND REDEPLOYMENT

2.7.1. Retirement,

2.7.2. Redundancy

2.7.3. Redeployment

2.8. PERSONNEL RECORDS

2.8.1. Uses of personnel records

2.8.2. Types of personnel records

3
 2.8.3. Computerized personnel records.

2.9. STAFF TRAINING AND DEVELOPMENT

2.9.1. The role of staff development

2.9.2. Performance appraisal

2.9.3. Schemes of service

2.9.4. Determination of training needs

2.9.5. Types of training

2.9.6. Training designs

2.9.7. Training evaluation

2.9.8. Staff welfare.

2.10. WAGES AND SALARIES ADMINISTRATION

2.10.1. Principles of salaries and wages administration

2.10.2. Wages and salaries systems

2.10.3. Employee benefits

2.10.4. Job grading and salary scales

2.11. INDUSTRIAL RELATIONS

2.11.1. Definition and scope

2.11.2. The background of industrial relations in Kenya

2.11.3. Collective bargaining

2.11.4. Disputes and strikes

2.11.5. Discipline and disciplinary actions

2.11.6. Organizations involved in industrial relations.

4
3.00 PLANNING

3.1. MEANING OF PLANNING

3.1.1. Definition Of Planning

3.2. NATURE AND PURPOSE OF PLANNING

3.2.1. Reasons For Planning

3.3. PLANNING PROCESS

3.3.1. Steps In Planning

3.4. TYPES OF PLANS

3.4.1. long-term plans

3.4.2. medium term plans

3.4.3. short-term plans

3.5. PRINCIPLES OF PLANNING

⇒ Flexibility

⇒ Reality

⇒ Commitment to principles

⇒ Coordination.

⇒ pervasiveness

3.6. DIFFICULTIES IN PLANNING

3.6.1. Reasons for plans failure

5
 3.6.2. Making plans effective.

4.00 ORGANISING

4.1. STRUCTURE AND ORGANISATION DESIGN

4.1.1. Different types of organisation

⇒ Formal organisations

⇒ Informal organisations

4.1.2. Basis Of Organizing

4.1.3. Principles of organisation.

⇒ Unity of command

⇒ Span of control

⇒ Delegation

⇒ Specialization

⇒ Authority

4.2. DEPARTMENTALISATION

4.2.1. Importance of departmentalization

4.2.2. Basis for departmentalization

⇒ Products
⇒ Function
⇒ Geography
⇒ Customer
⇒ Time

4.2.3. Service departments

4.3. AUTHORITY RELATIONSHIPS (LINE AND STAFF RELATIONSHIPS)

4.3.1. Authority and power

6
 4.3.2. Functional authority

4.3.3. Limitations

4.4. DECENTRALISATION OF AUTHORITY

4.4.1. Need for decentralization

4.4.2. The art of decentralization

4.4.3. Delegation

4.4.4. Factors determining the degree of decentralization

4.4.5. Problems encountered in delegation.

4.5. DECISION MAKING

4.5.1. The nature of decision making

4.5.2. Decision making techniques

⇒ Brainstorming

⇒ The Delphi technique

⇒ Nominal group technique

4.5.3. Individual, committee and group decision making.

4.5.4. Limitation of each of the decision making method

4.5.5. The decision making process

⇒ Establish goals and objectives

⇒ Identify the problem

⇒ Develop alternative solutions

⇒ Evaluate the alternatives

⇒ Choose an alternative

⇒ Implement the decision

⇒ Evaluate and control

7
5.00 DIRECTING / LEADING

5.1. MEANING OF LEADERSHIP

5.2. THOERIES OF LEADERSHIP

⇒ The great man theory

⇒ The trait theory

⇒ Situational theory

⇒ Contingency theory

5.3. ATTRIBUTE OF AN EFFECTIVE LEADER

5.3.1. Creativity

5.3.2. Empathy

5.3.3. Knowledge/intelligence.

5.3.4. foresight

5.3.5. diplomacy

5.4. THE HUMAN FACTOR IN DIRECTING

5.4.1. Importance of human factor

5.4.2. Models of people

5.5. MOTIVATION

5.5.1. Definition of motivation

5.5.2. Motivating factors

5.5.3. Theories of motivation.

⇒ Maslow’s hierarchy of needs

⇒ Hertzberg’s two factor theory

⇒ Alderfer’s theory of motivation

⇒ McGregor’s theory X and Y

⇒ Expectancy theory of motivation

8
 ⇒ McLand theory of motivation

5.5.4. causes of low motivation

⇒ poor communication

⇒ lack of incentives

⇒ work overloads

⇒ poor leadership styles

⇒ personal factors

⇒ Physical environment of the industry and the industry layout.

5.5.5. measures of improving employees morale

⇒ improved communication

⇒ even distribution of workload

⇒ good leadership styles

⇒ proper physical environment in the office

⇒ Suitable office layout and furniture, etc.

5.6. NATURE OF DIRECTING / LEADING

5.7. ANALYSIS OF LEADERSHIP STYLES

5.7.1. Leadership behaviour

5.7.2. Leadership styles

⇒ Benevolent

⇒ Democratic

⇒ Autocratic

⇒ Laissez fairer

5.8. CO-ORDINATION

9
 5.8.1. Definition of coordination

5.8.2. Styles of coordination

5.8.3. Need for coordination.

6.00 CONTROLLING

6.1. MEANING OF CONTROLLING

6.1.1. Definition Of Control

6.2. ROLE OF THE CONTROL PROCESS

6.2.1. Objectives of the control process

6.2.2. Principles of control

6.3. AREAS OF CONTROL

6.3.1. Finance

6.3.2. Human resources

6.3.3. Materials and stock

6.3.4. Production

6.4. TYPES OF CONTROL

6.4.1. Budgetary control

6.4.2. Non-budgetary control

6.4.3. Personal observation

6.4.4. Reports.

7.00 COMMUNICATION

7.1. MEANING, PURPOSE AND PROCESS OF COMMUNICATION

7.1.1. meaning of communication

7.1.2. purpose of communication

⇒ receiving

⇒ passing

10
 ⇒ taking action

7.1.3. process of communication

⇒ source/sender

⇒ message

⇒ channel

⇒ receiver

⇒ Feedback etc. etc.

7.2. PRINCIPLES AND ESSENSIALS OF COMMUNICATION

7.2.1. principles of communication

⇒ clear objective

⇒ logical communication

⇒ precision

⇒ brevity

⇒ accuracy

⇒ clarity

⇒ un-ambiguity

7.2.2. Essentials of communication

⇒ knowledge of the subject

⇒ good relationship

⇒ Two way communication, etc. etc.

7.3. METHODS OF COMMUNICATION

7.3.1. informal communication

⇒ grapevine

⇒ canteen lunch

11
 ⇒ social gathering

⇒ coffee break

7.3.2. formal communication

⇒ meetings

⇒ memoranda

⇒ lectures

⇒ circulars

⇒ notices

⇒ minutes

⇒ written speeches

7.4. FACTORS INFLUENCING THE CHOICE OF COMMUNICATION MEDIA

⇒ Cost

⇒ speed

⇒ audience

⇒ availability

⇒ distance

⇒ subject

⇒ confidentiality

7.5. FORMS OF COMMUNICATION

7.5.1. written, verbal and non-verbal

⇒ Written – letters, memorandum, notices, etc

⇒ verbal communication – meetings, face to face

⇒ non-verbal – signs,

7.5.2. Lateral, downward, upward and diagonal communication

12
7.6. BARRIERS TO EFFECTIVE COMMUNICATION

⇒ Age differences

⇒ social-economic factors

⇒ language

⇒ attitude of sender or the receiver

⇒ competition for attention

⇒ environment

13