Management (Business Management & Leadership)

Explore the evolution of management theory, from classical, behavioral, and quantitative views to systems, contingency, and quality management. Learn why theory guides action for modern managers.

Explore how management blends art and science through creativity, intuition, people skills, and evidence-based methods. Observe events, gather facts, pose explanations, test predictions under systematic conditions, and make data-driven decisions.

the classical viewpoint merges scientific management and administrative principles to boost productivity via time and motion studies, task-method design, and formal organization rules like unity of command.

Understand the behavioral viewpoint of management, motivating employees through understanding human behavior. Trace early behaviorism, the human relations movement, and behavioral science, with Follett, Mayo, Maslow, and McGregor shaping practice.

Explore the quantitative viewpoint in management using statistics and computer simulations, and study management science and operations research—math-driven problem solving, decision making, and efficient production and delivery.

Explore contemporary perspective on management, focusing on systems, contingency, and quality management, and see how systems viewpoint treats an organization as open or closed with inputs, transformation, outputs, and feedback.

Adapt management approaches to each situation with situational analysis to determine the solution. The contingency viewpoint emphasizes flexible leadership and crisis-ready remote-work policies based on productivity and engagement.

Explore the quality management viewpoint: quality control, quality assurance, and TQM. Learn how TQM meets customer needs, adds value, and differentiates through continuous improvement, employee involvement, listening, and standards.

Learn how a learning organization thrives amid accelerated change through knowledge creation and transfer, commitment to learning, and virtual collaboration guided by evidence-based management.

Gain insight into the manager's changing work environment and ethical responsibilities inside and outside the organization. Identify internal and external stakeholders and the board's role in guiding strategic decisions.

Identify the community of external stakeholders and distinguish the task environment from the general environment. Define the general environment's economic, technological, sociocultural, demographic, political, legal, and international forces.

Learn your responsibilities as a manager by exploring values, the four ethical approaches—utilitarian, individual, moral rights, justice—and promoting ethics through top management support, a code of ethics, and whistleblower protection.

Examine how managers balance economic gains with social responsibility, from obstructionist to proactive leadership, and embrace blended value, sustainability, and philanthropy to benefit society and profits.

Managers should recognize the four layers of diversity—personality, internal, external, and organizational dimensions—and how age, gender, race, religion, ethnicity, capabilities, and socio economic background shape the new diversified workforce.

Explore how planning addresses uncertainty through a four-function management framework, covering mission and vision, strategic, tactical, and operational plans, and the planning control cycle.

Explore fundamentals of planning, from mission and vision statements to strategic, tactical, and operational plans, and learn to set smart goals and actionable plans that align with an organization's purpose.

Explore the planning control cycle, detailing two planning steps: make the plan and carry it out, and two control steps: compare results with the plan and take corrective actions.

Promote goal setting with management by objectives (MBO) by jointly setting improvement, personal development, and maintenance objectives, creating action plans, and conducting regular reviews with feedback and rewards for results.

Learn how project planning drives goal achievement through scheduling and progress tracking, reduces uncertainty, and speeds delivery within the project life cycle's definition, planning, execution, and closing.

Explore organizational culture, from invisible core values to visible symbols and rites, and learn how culture drives identity, commitment, and high performance.

Developing high performance cultures compares strength, fit, and adaptive perspectives, with adaptive culture linked to stronger long-term performance. Embed culture through formal statements, stories, leader behavior, training, design, and rewards.

Explore how organizations coordinate people and activities, categorize for-profit, not-for-profit, and mutual-benefit groups, unions and trade associations, and map structures from boards to first-line managers.

Explore the seven elements common to all organizations, including a common purpose, coordinated effort, division of labor, hierarchy of authority, span of control, authority and delegation, and centralization versus decentralization.

Explore eight organizational structures, from a simple structure to matrix and network forms, detailing functional, divisional, conglomerate, hybrid, and team-based approaches with practical examples.

Explore contingency design factors shaping the best structure by balancing the environment, mechanistic versus organic forms, differentiation and integration, size, technology, and the organizational life cycle.

Examine the organizational life cycle's four stages: birth, youth, midlife, and maturity, and how growth moves from non bureaucratic to bureaucratic structures with new managerial challenges.

Explore the nature of leadership as wielding influence, distinguish managers from leaders, and outline trait, behavioral, and contingency approaches plus the full range model with transactional and transformational leadership.

Explore trait approaches to leadership, examining distinctive personality characteristics and core traits like drive, self-confidence, integrity, and emotional intelligence, with notes on great man theories and criticisms.

Analyze how behavioral approaches reveal leader patterns, comparing University of Michigan and Ohio State models, including job-centered and employee-centered leadership, initiating structure, consideration, group-based supervision, and high performance goals.

Explore how contingency, path-goal, and situational leadership models explain leadership variation by situation. Examine how leader-member relations, task structure, position power, employee readiness, and environmental factors shape effective leadership.

The full range model links transactional and transformational leadership to inspire performance beyond the norm, ranging from take no responsibility to transformational leadership.

Explore six additional leadership perspectives, including LMX, shared, servant, loyalty, level 5, and e-leadership, and examine their impact on trust, collaboration, and organizational performance.

This lecture introduces controlling as the process of monitoring and ensuring goal achievement, what gets measured gets managed, and covers types, tools, and examples.

Explore feed-forward, concurrent, and feedback controls, and see how they categorize by timing and purpose, with examples covering inputs, processes, and outputs to improve management performance.

Explore control tools and techniques such as MIS, budgeting, performance appraisals, benchmarking, and the balanced scorecard to support real-time decision making.

Explore how the behavioral aspects of control shape and are shaped by human behavior. Apply strategies that involve employees, design control systems with realistic goals, and promote transparent, ethical practices.

Explore advanced control topics focusing on predictive and AI-driven controls, risk management, and strategic controls to boost performance, with IoT, blockchain, and AI shaping future trends.

Explore how real-world case studies apply control systems—from feed-forward to strategic controls—to drive efficiency, quality, delivery speed, and innovation, with Toyota, Amazon, Coca Cola, Tesla, and Google as live examples.

This lecture shows how managers monitor performance through the control function to achieve productivity, linking planning, organizing, and leading with establishing standards, measuring, comparing, and correcting.