HAILEY COLLEGE OF BANKING

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(No Transcript)
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HAILEY COLLEGE OF BANKING FINANCE
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 kamjadsaeed_at_yahoo.com
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CONSTITUENTS
Section Particulars Number
1 Text Book 22 Chapters
2 Articles by Prof. Dr. Khawaja Amjad Saeed Six (7)
3 Cases by South Asian Scholars Twelve (12)
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SECTION I TEXT BOOK

1. Management as a Discipline
2. Schools of Management Thought
3. Corporative Management
4. Managers Role and Impact of External Environment
   
5. Corporate Planning
6. Deposit, Credit and Profit Planning
7. Organizing as Part of Management
8. Line and Staff Authority Relationship
9. Decentralization and Delegation

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SECTION I TEXT BOOK

1. Functional Specialization
2. Staffing
3. Motivation
4. Leadership
5. Communication
6. Controlling
7. Feedback and Control Mechanism
8. Special Control Techniques

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SECTION I TEXT BOOK

1. Management Information System
2. Organization Conflicts and their Resolution
3. Islamic Approach to Management
4. TQM (Total Quality Management)
5. Case Study Approach

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SECTION II SELECTED ARTICLES

1. Human Resource Management Development
2. Sharing Productivity Gains A Survey of Incentive
   Plans Globally Practiced
3. Knowledge Management Some Dimensions
4. The Rise of Reengineering
5. Promoting CSR What needs to be done
6. Motivation Islamic History (Compiled)
7. Developing Talent for HRM

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SECTION III CASES FOR ANALYSIS
1. Decision Making 1
2. Entrepreneurship 6
3. Personnel Management 2
4. Industrial Relations 1
5. Managing Change 1
6. Strategic Management 1
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Chapter No. 1
MANAGEMENT AS A DISCIPLINE
CONSTITUENTS

1. Prelude
2. Development
3. Evolution
4. Management Education in Pakistan
5. Definitions
6. Management Vs Administration

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Chapter No. 1
MANAGEMENT AS A DISCIPLINE
CONSTITUENTS

1. Pyramid Approach
2. Management Function Levels
3. Groups
4. Job
5. As Science or Art
6. Principles

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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 - 1915-19
40 - 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. Management Vs Administration
7. Pyramid Approach 1 Top 2
Middle 3 Lower
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1
2
2
3
3
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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. Job - Planning - Organizing - Assembling
Resources - Directing - Controlling 11. 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
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Chapter No. 2
SCHOOLS OF MANAGEMENT THOUGHT
CONSTITUENTS

• Inretrospect
• Impact of Industrialization
• Stages Management Thought (10)
• - Pre-Scientific
• - Scientific
• - Administrative
• - Functional

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Chapter No. 2
SCHOOLS OF MANAGEMENT THOUGHT
CONSTITUENTS
3. States Management Thought (10) - Behavioral
- Management Science - Systems
- Welfare - Contingency - Program
Orientation
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Chapter No. 2
SCHOOLS OF MANAGEMENT THOUGHT
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
- Hawthornes 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 - Hygieni
c - 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
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CHAPTER NO. 2 SCHOOLS OF MANAGEMENT THOUGHT
3. States Development of Management Thought
(10) i) Contingency Approach - Dynamics and
Complex Inter- relations - 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
COMPARATIVE MANAGEMENT
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
• 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
• Management Teachings of Lord Budha
• - 10 Guidelines
• Confucious Thoughts
• - Positives-7
• - Negatives-8

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CHAPTER NO. 3 COMPARATIVE MANAGEMENT

• Demining Management
• - 14 Points
• McKinseys Seven
• - 7 Points
• The Turned-on Organizations
• - Focus
• - Enthusiastic Customers
• - Financial Performance
• - Inspired People
• - 8 Points

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CHAPTER NO. 3 COMPARATIVE MANAGEMENT

• Management in the 21st Century
• - Environment
• - Social Responsibility Ethics
• - Globalization
• - Financial Management
• - HRM
• - Organizational Changes
• - Innovations

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Chapter No. 4
MANAGER'S ROLE IMPACT OF EXTERNAL ENVIRONMENT
CONSTITUENTS

• Skills of a Manager
• Managers External Environment
• Understanding of External Environment
• - PEST
• - Political
• - Economic
• - Sociological
• - Technological

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Chapter No. 4
MANAGER'S ROLE IMPACT OF EXTERNAL ENVIRONMENT
CONSTITUENTS

1. Business Ethics
2. 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. Managers 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-Perform
ing Loans - Mergers
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Chapter No. 5
CORPORATE PLANNING
CONSTITUENTS

1. Planning Concept
2. Why Plan
3. Planning Process
4. Objective Setting
5. Stated Objectives
6. Illustrations of Objectives
7. Limitations of Planning

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Chapter No. 5
CORPORATE PLANNING

• 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
CORPORATE PLANNING

• 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 - Re
vision 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 - Relucta
nce to Change - Revision - Cost-High - Emerge
ncies-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
DEPOSIT, CREDIT PROFIT PLANNING
CONSTITUENTS

1. Deposits
2. Credit
3. Review of NIB
4. Financial Instruments
5. Management of Advances
6. Benefits of Profit Planning

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Chapter No. 6
DEPOSIT, CREDIT PROFIT PLANNING
CONSTITUENTS

1. Pre-requisites of Profit Planning
2. Concept of Projections
3. Time Horizons

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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 - Desirabilit
y - Profitability - Assumptions
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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
ORGANIZING AS PART OF MANAGEMENT
CONSTITUENTS

1. Definition of Organization
2. Constituents of an Organization
3. Steps in Organizing Process
4. Functions of an Organization
5. Role of Bureaucracy
6. Formal informal Organizations

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Chapter No. 7
ORGANIZING AS PART OF MANAGEMENT
CONSTITUENTS

1. Organization Chart
2. Organization Manual
3. Organization Design
4. Organizational Structure in Banks
5. Organizational Changes

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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
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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
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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
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CHAPTER NO. 7 ORGANIZING AS PART OF MANAGEMENT
6. Formal Informal Organization
- Formal - Informal 7. Organization
Chart - Constituents - Hierarchy
- Departmentalization - Inter-relationships

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CHAPTER NO. 7 ORGANIZING AS PART OF MANAGEMENT
7. Organization Chart - Constituents - Lines
of Communication - Network - Authority
- Responsibility - Accountability - Type
s - General - Auxiliary
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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
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CHAPTER NO. 7 ORGANIZING AS PART OF MANAGEMENT
9. Organizational Design - Concept - Areas
of Influence (5) - Section (4) 10.
Organizational Structure in Banks - NCBs - Level
s - Foreign Banks - Financial Institutions
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CHAPTER NO. 7 ORGANIZING AS PART OF MANAGEMENT
11. Organizational Changes - Growth Decay
- Environmental Impact - Technology - Personn
el - Catalysts - Domino Effect
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Chapter No. 8
LINE STAFF AUTHORITY RELATIONSHIP
CONSTITUENTS

1. Line Organization
2. Line Staff Organization
3. Rationale for Differentiation Between Staff and
   Line
4. Line Relationship
5. Staff Relationship
6. Types of Staff

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Chapter No. 8
LINE STAFF AUTHORITY RELATIONSHIP
CONSTITUENTS

1. Line and Staff Conflict
2. Making the Staff Personnel Work Properly
3. Is the concept valid for obsolete today

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CHAPTER NO. 8 LINE STAFF AUTHORITY RELATIONSHIP
AMPLIFICATION
1. Line Organization - Names - Scalar
- Military - Departmental - Vertical
- Pure Line of Organization - Departmental
Line Organization
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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
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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
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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
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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
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Chapter No.9
DECENTRALIZATION DELEGATION
CONSTITUENTS

1. The Problem
2. Degree of Decentralization-The Act of Measurement
3. Centralization Vs. decentralization
4. Operationalzing Decentralization
5. The concept of Delegation Authority.

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Chapter No.9
DECENTRALIZATION DELEGATION
CONSTITUENTS

1. Principles of Delegation
2. Reasons for Inadequate Delegation
3. Toward Effective Delegation System

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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
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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
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CHAPTER NO. 9 DECENTRALIZATION DELEGATION
3. Centralization Vs. Decentralizations
- Advantages of Centralization - Leadership
- Integration - Uniformity of
Action - Tackling Emergencies - Others
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CHAPTER NO. 9 DECENTRALIZATION DELEGATION
3. Centralization Vs. Decentralizations
- Advantages of Dectralization - Motivation
- Development of Managers - Coordination - Div
ersification - Innovation - Developmental
Activities
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CHAPTER NO. 9 DECENTRALIZATION DELEGATION
4. Operationalzing Decentralization - Top level
Support - Work Independently - Communication -
Feeling of Independence - Competitive
Spirit - Appropriate Control
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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)
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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 - Responsibili
ty cannot be Delegated
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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
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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
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Chapter No.10
FUNCTIONAL SPECIALIZATION
CONSTITUENTS

1. Specialization in Historical Perspective
2. Rationale for Specialization
3. Role of Functional Specialist
4. Problems of Specialization
5. Problems of functional Specialization
6. International Experiences

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Chapter No.10
FUNCTIONAL SPECIALIZATION
CONSTITUENTS

1. Functional Organization
2. Functional Authority
3. Specialization in Banking fields in Pakistan

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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
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CHAPTER NO. 10 FUNCTIONAL SPECIALIZATION
3. Role of Functional Specialist - Sales and
Service - Production - Finance
- Procurement of goods and services
- Personnel - Research and Development
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CHAPTER NO. 10 FUNCTIONAL SPECIALIZATION
4. Problems of Specialization - Complexity of
Modern Techniques - Diversity of tasks and
persons needed to carry them out
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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.
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CHAPTER NO. 10 FUNCTIONAL SPECIALIZATION
6. International Experiences - North America
- Highly Specialized Jobs - Scope
- Assembly Lines - Offices - Professions
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CHAPTER NO. 10 FUNCTIONAL SPECIALIZATION
7. Functional Organization - Pattern of
Executive Specialization - Benefits
- Specialization - Operational Efficiency
- Economic Flexibility - Coordination
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CHAPTER NO. 10 FUNCTIONAL SPECIALIZATION
8. Functional Authority - Superior Delegates
Authority Subordinates - Role of Specialists
- Authority to Specialist
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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