According to Minimum Uniform Syllabus for B.Com.

(H) Prescribed by

NATIONAL EDUCATION POLICY- 2020

MANAGEMENT

Principles and Applications

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SULTAN
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NEP- 2020 Dr. Pardeep Kumar

SULTAN CHAND & SONS

MANAGEMENT
Principles and Applications
According to Minimum Uniform Syllabus for B.Com.(H.) Prescribed by
Under Graduate Curriculum Framework (UGCF)-2022, University of Delhi
Based on

NATIONAL EDUCATION POLICY–2020

Dr. Pardeep Kumar

Professor
Department of Commerce
Keshav Mahavidyalya
University of Delhi, Delhi

SULTAN CHAND & SONS®

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 Preface
“Focus on a few key objectives … I only have three things to do. I have to choose the
right people, allocate the right number of dollars, and transmit ideas from one division
to another with the speed of light. So I’m really in the business of being the gatekeeper
and the transmitter of ideas”. – Jack Welch
Businesses today operate in an increasingly volatile environment. Coping with the complexity of
today’s business environment is not just about imagining the future or mitigating risk; it is also about
managing and leading. Today’s complex business environment calls for a new approach to leadership/
management. This approach must focus on co-creating meaningful value with and for all stakeholders,
expanding beyond shareholders to include customers, employees, partners and broader society.
Management is dynamic in nature. Managers must deal with new ways of organizing people in new
complex business environment. Management has become more about managing people and the social
and human skills which reflect ability to work well with other people. The nature of management is
changing and soft skills are on the rise. The stock of managers with the sharpest social and psychological
skills is also on the rise because of today’s lean and flat organizational structures. Today’s businesses
require management skills, building alliances, strategic planning and political skills to survive and
stabilize itself in the dynamic environment. The management practices, theory and rules have also
undergone through radical transformations. The traditional way of managing is changing as the business
keeps moving with greater expectation from the customers, introduction of newer technologies, and
the way to handle resources. A new world order seems to be emerging in 21st century and in accordance
business world is changing rapidly. Rapid and diverse transformations in the political dimensions
affect the business environment. Research and development, Technological advances, Organizational
Innovations, Inventions and newer way of training and doing are the driving forces of change. Growing
market complexities are on the rise and sharpest skills are required to deal with the market forces.
Business organization must learn to renew and reshape their culture in the light of the growing
complexities of the environment to retain their ability to achieve and sustain the level of performance.
In this complex scenario, the application of management theory and practices has to be applied by
high degree of creativeness and innovativeness on the part of the manager. To become more responsive
to the dynamic environment, the manager has to assume new roles and required to use professional
services for greater effectiveness. Today’s managers are fashioned by experience of business and the
realities of the workplace. They grow in status and managerial skills largely got from their encounters
with people and problems. Managers must consider factors such as cultural diversity, social
responsiveness and ethical and moral obligations to lead their organizations successfully. The book
provides insights into all issues and explores global business challenges and dynamic management
practices that require managerial attention. A textbook in a dynamic field such as management must
reflect this fact by including the latest concepts and practices.
iv Preface

This streamlined volume covers concepts, principles and applications of management to provide
the readers with a solid foundation for understanding the key aspects of management and to familiarize
with the management theories and practices. The original purpose of the book “Management Principles
and Applications” is to deliver a clear and concise presentation of the basic principles of management
as relevant today. The text of this book is an attempt to provide comprehensive understanding of the
basic concepts and practices of management in all kinds of organization endeavour. The book adopts
a fresh, novel and flexible approach to the study of management. It has been written in a teach yourself
style strictly following a student-friendly approach. There is a logical flow to the sequencing of topic
areas and each chapter of the book is self-contained with appropriate cross-referencing to other chapters.
Selection and ordering of chapters can be varied to suit the demands of particular courses of study.
The book has been written in a simple, concise and comprehensive manner so that the readers get a
better idea about this field. This book has been designed to be an effective learning tool. The pedagogical
features of the book are as follows:
• The book is written with a minimum of technical terminology and the format is clearly
structured in accordance with the syllabus of University of Delhi. Attention has been focused
on the overall plan and sequence of contents between and within chapters for a clearer, more
succinct format.
• Adequate emphasis has been given to conceptual clarity and application of basic concepts to
satisfy the five learning outcomes: (i) Explain the evolution of management and apprehend
its effect on future managers. (ii) Analyse how organizations adapt to an uncertain environment
and decipher decision. Comprehend the changes happening in organization structure over
time. Analyse the relationship amongst functions of management, i.e., planning, organizing,
directing and controlling. (iii) Analyse the techniques mangers use to influence and control
the internal environment, comprehend the changes happening in organization structure over
time. (iv) Apply the concept of direction and controlling in managing organization. (v) Discuss
the changing dynamics of management practice.
• Learning outcomes in the beginning of each chapter to give a bird’s eye view of the contents
and a practical management in action case study.
• The important aspects of this book are the use of diagrams, exhibits, tables, and figures to
make the complex topics self-explanatory.
• The examples have been given at appropriate places in the book to make the subject more
interesting for the students. The textual matter is liberally interspersed with illustrations
taken from the Indian context. Examples provide an additional elaboration of complex
theoretical issue and offer the students a wider coverage of practical tools to understand the
management as a subject.
• Important questions are given at the end of each chapter for students to test their knowledge
and understanding of the topics covered in the chapter. Theory-based text questions enable
the readers to analyse, evaluate and predict the prospects for various management concepts
and practices.
• The case study has been incorporated at the end of each chapter to enable the students to
apply the concepts learnt.
This text book covers all major and contemporary issues of management and highlights new
features that provide in-depth study of Coordination mechanisms in organizations, Management as
an eclectic modern discipline, Modern constructions of management, Management by objectives,
Decision-making Environment, Forecasting and Scheduling, Industry Structure, Business Level Strategy
PrefaceContents v

and Micro/Meso/Macro Environment. The additional footage of new aspects has been given, i.e.,
Organizational structure and Organograms – traditional and modern-comparative suitability and
changes over time, Formal and informal interface, Leadership styles and followership, Performing
controlling functions, Measures of controlling and accountability for performance, and Salient
development and contemporary issues in management.
The comprehensive and updated text of the book has been designed by keeping in mind the
requirements of Undergraduate Curriculum Framework-2022, University of Delhi based on
NEP 2020 for B.Com. (H) Ist Year, Semester Ist: Core, Management Principles and Applications
(DSC-1.1).
University of Delhi has introduced the NEP-2020 with effect from the session 2022-23.
Management Principles and applications is a core paper DSC (1.1) introduced for the First Year students
(Semester I) of B.Com (H). This book has been designed and written especially for this paper. I am
fully confident that the present edition of the book meets all the requirements of the syllabus of Core
paper B.Com. (H) Ist Year (Semester Ist) students. The present edition would be found useful for the
other professional courses. The book is structured in Five Parts with Twenty Three Chapters:
Unit I : Introduction
Unit II : Planning
Unit III : Organizing
Unit IV : Directing and Controlling
Unit V : Salient Developments and Contemporary Issues in Management
I gratefully appreciate the valuable contributions of several people who helped me to make this
Edition possible and have been a great source of inspiration and support personally and professionally.
I owe a lot to Prof. A.K. Singh, Head and Dean, Department of Commerce, Delhi School of Economics
for enlightening me and always being a source of inspiration. I specially express my deep gratitude to
Dr. (Professor) R.K. Singh, Department of Commerce, Delhi School of Economics, who has always
been a source of inspiration to me and encouraged me in all my academic endeavors’. I also wish to
acknowledge the contribution of all Commerce Faculty members across colleges of University of
Delhi in my academic endeavors.
I also owe a great deal to the people at Sultan Chand & Sons who helped me to write this book.
I also owe a mighty debt of gratitude to Mr. G.D. Chaudhary (Sales & Marketing) and the entire team
for their tireless work and dedication on this edition. I admit that this book would never have been
written without the constant support and encouragement of my family members.
Suggestions and feedback from the teaching fraternity and the students are earnestly solicited and
will be highly appreciated to improve further the quality of this book.

Dr. Pardeep Kumar

 Brief Contents

Unit I – Introduction I.1 – I.84

1. Introduction to Management I.3-I.21
2. Coordination Mechanisms in Organizations I.22-I.31
3. Theory Base of Management I.32-I.65
4. Managerial Functions, Mintzberg Roles, Levels and Competencies I.66-I.83
Unit II – Planning II.85 – II.176
5. Nature and Process of Planning II.87-II.95
6. Organizational Objective Setting II.96-II.109
7. Decision-Making II.110-II.128
8. Forecasting and Scheduling II.129-II.142
9. Strategy II.143-II.157
10. Business Environment II.158-II.176
Unit III – Organising III.177 – III.294
11. Nature and Process of Organizing III.179-III.192
12. Decentralization and Delegation III.193-III.212
13. Mintzberg’s Organizational Forms III.213-III.228
14. Departmentalization III.229-III.240
15. Staffing: As a Function III.241-III.249
16. Organizational Structures and Organograms:
Comparative Suitability and Changes Over Time III.250-III.279
17. Formal and Informal Organization’s Interface III.280-III.293
Unit IV – Directing and Controlling IV.295– IV.374
18. Motivation IV.297-IV.311
19. Leadership IV.312-IV.333
20. Nature and Principles of Controlling IV.334-IV.346
21. Measures of Controlling and Accountability for Performance IV.347-IV.374
Unit V – Salient Development and Contemporary Issues of Management V.375 – V.415
22. Management Challenges of 21st Century V.377-V.389
23. Contemporary Issues in Management V.390-V.415
 Contents

Unit I – Introduction I.1 – I.84

Chapters Pages
1. Introduction to Management I.3-I.21
1.1. Major Perspectives of Management I.4
1.1.1. Management is the Art of Getting Things Done through Other People I.4
1.1.2. Management is Concerned with Ideas, Things and People I.5
1.1.3. Management is the Effective Utilization of Human and
Material Resources to Achieve Enterprise Objectives I.6
1.3.
1.2. Salient
Management:
Features
Meaning/Concepts/Definitions
of Management I.7
I.10
1.4. Nature of Management I.11
1.4.1. Management: As an Art I.11
of
1.4.2. Management: The Element Science I.12
1.4.3. Management as a Profession: – Is Management a Profession? I.14
1.5. Importance of Management I.15
1.5.1. Importance of Management for Organizations I.16
1.5.2. Importance of Management for National Economy I.17
1.6. Management as an Eclectic Modern Discipline I.18
Review Questions I.20
Case Study I.21
2. Coordination Mechanisms in Organizations I.22-I.31
2.1. Coordination: Meaning and Definition I.22
2.2. Nature and Characteristics of Coordination I.23
2.3. Coordination and Co-operation I.24
2.4. Need for Coordination I.25
2.5. Coordination: The Essence of Management I.27
2.6. Principles of Coordination I.29
2.7. Techniques of Effective Coordination I.30
Review Questions I.31
Case Study I.31
3. Theory Base of Management I.32-I.65
3.1. Classical or Traditional Theory Base of Management I.33
3.1.1. Bureaucratic Organization Approach I.34
3.1.2. Scientific Management Approach I.36
3.1.3. Administrative Management Approach I.42
3.1.4. Principles of Management I.43
3.1.5. Taylor and Fayol: A Comparison I.45
3.2. Neo-classical/Behavioural Theory Base of Management I.46
viii Contents

3.2.1. Hawthorne Experiments I.47

3.2.2. Human Relations Approach I.49
3.2.3. Behavioural Science Approach I.52
3.2.4. Comparison between Human Relations and Behavioral Science Approach I.54
3.3. Modern Constructions of Management I.54
3.3.1. Quantitative Approach I.55
3.3.2. System Approach I.56
3.3.3. Contingency Approach I.60
3.3.4. Comparison between System Approach and Contingency Approach I.63
Review Questions I.63
Case Study I.64
4. Managerial Functions, Mintzberg Roles, Levels and Competencies I.66-I.83
4.1. Managerial Functions I.67
4.2. Inter-Relationships of Managerial Functions I.70
4.3. Mintzberg’s Managerial Roles I.72
4.4. Levels of Management: I.74
4.5. Managerial Skills/Skills of Manager I.78
4.6. Managerial Competencies I.80
Review Questions I.82
Case Study I.83

Unit II – Planning II.85 – II.176

5. Nature and Process of Planning II.87-II.95

5.1. Planning – Meaning II.87
5.2. Nature of Planning II.88
5.3. Importance of Planning II.89
5.4. Steps in the Planning Process II.90
5.5. Types of Planning II.91
5.6. Limitations of Planning II.93
5.7. Making Plannig Effective II.94
Review Questions II.95
Case Study II.95
6. Organizational Objective Setting II.96-II.109
6.1. Goals and Objective: Meaning II.97
6.1.1. Goals: Meaning and Definitions II.97
6.1.2. Objectives: Meaning and Definitions II.98
6.2. Importance of Organizational Objective Setting II.99
6.3. Types of Goals II.100
6.4. Approaches of Organizational Objective Settings II.100
6.4.1. Traditional Approach of Objective Setting II.101
6.4.1.1. Features of Traditional Objective Settings II.101
6.4.1.2. Problems Associated with the Traditional Goal Settings II.101
6.4.2. Modern Approach of Organizational Objective Settings:
Management by Objectives II.102
6.4.2.1. Features of MBO II.103
6.4.2.2. Process of MBO II.104
Contents ix

6.4.2.3. Advantages of MBO II.106

6.4.2.4. Disadvantages of MBO II.107
Review Questions II.109
Case Study II.109
7. Decision-Making II.110 – II.128
7.1. Decision-Making: Meaning and Nature II.110
7.2. Types
7.3. Decision-Making
of DecisionsEnvironment/Conditions II.112
II.114
7.4. Steps in the Decision-Making Process II.116
7.5. Managers Making Decisions II.118
7.5.1. Rationality in Decision-Making II.118
7.5.2. Making Decision: Bounded Ratinality II.119
7.6. Techniques for Individual and Group Decision-Making II.120
7.6.1. Group Decision-Making Technique II.120
7.6.2. Individual Decision-Making Technique II.123
Review Questions II.127
Case Study II.128
8. Forecasting and Scheduling II.129 – II.142
8.1. Forecasting: Meaning and Nature II.129
8.2. Importance of Forecasting II.130
8.3. Steps in Forecasting Process II.131
8.4. Techniques of Forecasting II.132
8.5. Advantages of Forecasting II.136
8.6. Limitations of Forecasting II.137
8.7. Scheduling: Meaning and Nature II.137
8.8. Objectives of Scheduling II.138
8.9. Scheduling Strategies II.138
8.10. Limitations of Scheduling II.139
8.11. Types of Scheduling II.139
8.12. Scheduling Procedure II.139
Review Questions II.141
Case Study II.142
9. Strategy II.143 – II.157
9.1. Strategy and Strategy Planning: Meaning II.143
9.2. Features of Strategy/Strategic Planning II.144
9.3. Importance of Strategy/Strategic Planning II.145
9.4. Planning vis-à-vis Strategy II.146
9.5. Levels of Strategy II.147
9.6. Types of Business-Level Strategies II.149
9.7. Industry Structure and Analysis II.152
9.7.1. Michael E. Porter Five Forces Model II.153
Review Questions II.156
Case Study II.157
10. Business Environment II.158 – II.176
10.1. Environment: Meaning II.158
10.2. Business Environment: Introduction and Its Nature II.159
10.3. Significance of Business Environment II.160
10.4. Elements/Types of Business Environment II.161
x Contents

10.5. Internal Environment II.161

10.6. External Environment II.164
10.6.1. Micro Environmental Factors (Immediate Environment) II.165
10.6.2. Macro Environmental Factors II.166
10.7. Environmental Analysis and Diagnosis II.169
10.7.1. SWOT Analysis II.169
10.7.2. TOWS Analysis II.172
Review Questions II.174
Case Study II.174

Unit III – Organising III.177 – III.294

11. Nature and Process of Organizing III.179-III.192

11.1. Organizing: Meaning III.179
11.2. Nature and Characteristics of Organizing III.180
11.3. Steps in the Process of Organizing III.182
11.4. Purpose and Importance of Organizing III.183
11.5. Principles of Organizing III.184
11.6. Division of Labour III.186
11.6.1. Advantages of Division of Labour III.187
11.6.2. Disadvantages of Division of Labour III.189
Review Questions III.191
Case Study III.191
12. Decentralization and Delegation III.193-III.212
12.1. Delegation of Authority: Concept & Nature III.194
12.2. Features of Delegation of Authority III.194
12.3. Importance of Delegation of Authority III.195
12.4. Process of Delegation of Authority III.197
12.5. Difficulties in Delegation Authority III.198
12.6. Principle of Delegation of Authority III.199
12.7. Guidelines for Effective Delegation of Authority III.201
12.8. Decentralization III.202
12.9. Measuring the Degree of Decentralization III.203
12.10. Factors Affecting Decentralization of Authority III.203
12.11. Advantages of Decentralisation III.205
12.12. Limitations of Decentralization III.206
12.13. Making Decentralization Effective III.207
12.14. Centralisation: Meaning III.208
12.15. Factors Determining Centralization of Authority III.208
12.16. Advantages of Centralization III.208
12.17. Disadvantages or Evils of Centralization III.209
12.18. Distinction between Centralisation and Decentralisation III.210
12.19. Distinction between Delegation and Decentralisation III.210
Review Questions III.211
Case Study III.212
13. Mintzberg’s Organizational Forms III.213-III.228
13.1. Henry Mintzberg’s Three Basic Dimensions III.214
13.2. Mintzberg’s Organizational Forms/Types III.215
Contents xi

13.2.1. The Entrepreneurial Organization/Simple Structure III.215

13.2.2. Machine Bureaucracy III.218
13.2.3. Professional Bureaucracy III.219
13.2.4. Divisionalized Form III.221
13.2.5. Adhocracy Organizational From III.223
13.3. Factors Affecting Organizational Design III.225
Review Questions III.227
Case Study III.228
14. Departmentalization III.229-III.240
14.1. Departmentation: Meaning and Definitions III.229
14.2. Importance of Departmentation III.230
14.3. Bases of Departmentation III.231
14.3.1. Departmentation by Functions III.231
14.3.2. Departmentation by Products III.232
14.3.3. Departmentation by Territory III.234
14.3.4. Departmentation by Customers III.235
14.3.5. Departmentation by Process or Equipment III.236
14.3.6. Departmentation by Time III.237
14.3.7. Departmentation by Numbers III.237
14.4. Factors to be Considered in Departmentation III.238
Review Questions III.239
Case Study III.240
15. Staffing: As a Function III.241-III.249
15.1. Staffing: Meaning and Definition III.241
15.2. Nature of Staffing III.243
15.3. Importance of Staffing III.244
15.4. Steps Involved in Staffing Process III.245
15.5. Principles of Staffing III.248
Review Questions III.249
Case Study III.249
16. Organizational Structures and Organograms:
Comparative Suitability and Changes Over Time III.250-III.279
16.1. Organizational Structure: Meaning and Definitions III.251
16.2. Types of Organizational Structure III.251
16.2.1. Simple Organization Structure III.251
16.2.2. Line and Staff Organization III.254
16.2.3. Functional Organization Structure III.257
16.2.4. Divisional Organizational Structure III.260
16.3. Contemporary/Modern Organization Structure III.262
16.3.1. Team Organizational Structure III.262
16.3.2. Project Organisation Structure III.264
16.3.3. Matrix Organization Structure III.267
16.3.4. Boundaryless Organization Structure III.271
16.4. Organograms/Organigram/Organizational Chart III.275
16.4.1. Types of Organization Chart III.275
16.4.2. Advantages of Organization Charts III.277
16.4.3. Limitations of Organizational Chart III.277
xii Contents

Review Questions III.278

Case Study III.279
17. Formal and Informal Organization’s Interface III.280-III.293
17.1. Formal Organization: Concept and Nature III.281
17.1.1. Features of Formal organization III.281
17.1.2. Advantages of Formal Organization III.282
17.1.3. Limitations of Formal Organization III.284
17.2. Informal Organization: Concepts and Nature III.284
17.2.1. Features of Informal Organization III.285
17.3. Benefits of Informal Organisation to its Member
(Causes of Emergence of Informal Groups) III.285
17.4. Benefits of Informal Organization to Management III.287
17.5. Limitations of Informal Organization III.288
17.6. How to Handle Informal Groups? III.289
17.7. Distinction between Formal and Informal Organization Structure III.291
Review Questions III.293
Case Study III.293

Unit IV – Directing and Controlling IV.295- – IV.374

18. Motivation IV.297-IV.311

18.1. Motivation: Meaning and Nature IV.297
18.2. Nature of Motivation IV.298
18.3. Importance of Motivation IV.299
18.4. Theories of Motivation IV.301
18.4.1. Maslow’s Need hierarchy Theory IV.301
18.4.2. Herzberg’s Two Factor Theory IV.304
18.4.3. McGregor’s Theory of X and Y IV.306
18.5. Factor affecting Motivation IV.308
Review Questions IV.310
Case Study IV.311
19. Leadership IV.312-IV.333
19.1. Leadership: Meaning and Definitions IV.313
19.2. Characteristics of Leadership IV.313
19.3. Importance of Leadership IV.315
19.4. Leadership vs. Management IV.316
19.5. Leadership Styles IV.318
19.6. Theories of Leadership IV.321
19.6.1. Trait Theory IV.321
19.6.2. Behavioural Theory (Followers Theory) IV.323
19.6.3. Situational Theory IV.325
19.7. Transactional Leadership IV.327
19.8. Transformational Leadership IV.328
19.9. Factors Affecting Leadership IV.328
19.10. Followership IV.331
Review Questions IV.332
Case Study IV.333
Contents xiii

20. Nature and Principles of Controlling IV.334-IV.346

20.1. Control: Meaning and Definitions IV.335
20.2. Nature of Control IV.335
20.3. Importance of Control IV.336
20.4. The Control Process: Steps in the Control Process IV.338
20.5. Relationship amongst Planning, Organizing, Directing and Controlling IV.340
20.6. Principles of Controlling IV.342
20.7. Limitations of Controlling IV.345
Review Questions IV.345
Case Study IV.346
21. Measures of Controlling and Accountability for Performance IV.347-IV.374
21.1. Traditional Control Measures IV.348
21.1.1. Financial Ratios IV.348
21.1.2. Budgetary Control IV.349
21.2. Modern Control Measures IV.355
21.2.1. Economic Value Added IV.355
21.2.2. Market Value Added IV.358
21.2.3. Information Controls IV.360
21.2.4. Balanced Score Card Approach IV.364
21.2.5. Benchmarking of Best Practices IV.367
21.3. Accountability for Performance IV.372
Review Questions IV.373
Case Study IV.374

Unit V – Salient Development and

Contemporary Issues of Management V.375 – V.415

22. Management Challenges of 21st Century V.377-V.389

22.1. Management Challenges of 21st Century V.377
22.2. Factors Reshaping and Redesigning Management Purpose V.384
Review Questions V.388
Case Study V.389
23. Contemporary Issues in Management V.390-V.415
23.1. Subaltern Management Ideas from India V.390
23.2. Workplace Democracy V.391
23.3. Sociocracy – A New Management System for better Decisions V.393
23.4. Workforce Diversity V.395
23.5. Holistic Purpose V.397
23.6. Measures of Firm Performance V.398
23.7. Values and Ethics V.401
23.8. Entrepreneurship and Innovation V.405
23.9. Internationalization V.409
23.10. Digitalization V.410
23.11. Performance and Reward Perceptions V.411
Review Questions V.414
Case Study V.415
 Syllabus

UGCF-2022
B.Com. (Hons.)
Management Principles and Applications
Paper – BCH: DSC-1.1

Unit 1: Introduction – Meaning and importance of management; Coordination mechanisms in

organisations; Management theories – classical, neo-classical and modern constructions of management;
Managerial functions; Managerial roles (Mintzberg); Managerial competencies.

Unit 2: Planning – Organisational objective setting; Decision making environment (certainty, risk,
uncertainty); Techniques for individual and group decision-making; Planning vis-á-vis Strategy –
meaning and elements of business firm environment – micro, meso, and macro; Industry structure,
Business-level strategic planning.

Unit 3: Organising – Decentralization and Delegation; Factors affecting organisational design;

Departmentalization, Organisational structures and Organograms: traditional and modern, comparative
suitability and changes over time; formal-informal organisations’ interface.

Unit 4: Directing and Controlling – Motivation – meaning, importance and factors affecting
motivation; Leadership – meaning, importance and factors affecting leadership, leadership styles, and
followership. Controlling – Principles of controlling; Measures of controlling and accountability for
performance.

Unit 5: Salient Developments and Contemporary Issues in Management – Management challenges

of the 21st Century; Factors reshaping and redesigning management purpose, performance and reward
perceptions – Internationalisation, Digitalisation, Entrepreneurship & innovation, Values & ethics,
Workplace diversity, Democracy and Sociocracy, Subaltern management ideas from India.
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 ABOUT THE BOOK
This streamlined volume covers concepts, principles and applications of management to provide the AccordingtoMinimumUniformSyllabusf
NATIONAL EDUCATIONor B.Com (1 )Prescribed by
POLICY-2020
readers with a solid foundation for understanding the key aspects of management and to familiarize with MANAGEMENT
the management theories and practices. It has been written in a teach yourself style strictly following a Principles and Applications
student-friendly approach . There is a logical flow to the sequencing of topic areas and each chapter of
the book is self-contained with appropriate cross- referencing to other chapters. Selection and ordering
of chapters can be varied to suit the demands of particular courses of study . The book has been written in
a simple, concise and comprehensive manner so that the readers get a better idea about this field . The
comprehensive and updated text of the book has been designed by keeping in mind the requirements of
the syllabus of University of Delhi , Under Graduate Curriculum Framework-2022 based on NEP
2020 , B.Com . (H) Ist Year, Semester Ist: Core DSC- 1 Management Principles and Applications Dr. Pardeep Kumar
(DSC- 1.1 ) . The book is structured in Five parts with Twenty Three chapters:
Unit Introduction SULTAN CHAND & SONS
Unit II Planning
Unit III : Organizing
Unit IV Directing and Controlling
Unit V Salient Developments and Contemporary Issues in Management
This book has been designed to be an effective learning tool . The pedagogical features ofthe book are as follows :
The book is written with a minimum of technical terminology and the format is clearly structured in accordance with the
syllabus of University of Delhi . Attention has been focused on the overall plan and sequence ofcontents between and within
chapters for a clearer, more succinct format.
O Adequate emphasis has been given to conceptual clarity and application of basic concepts to satisfy the five learning
outcomes: (i) Explain the evolution of management and apprehend its effect on future managers. (ii) Analyse how
organizations adapt to an uncertain environment and decipher decision . Comprehend the changes happening in
organization structure over time . Analyse the relationship amongst functions of management, i.e. , planning , organizing ,
directing and controlling . (iii) Analyse the techniques mangers use to influence and control the internal environment ,
comprehend the changes happening in organization structure over time . (iv) Apply the concept of direction and controlling
in managing organization . (v) Discuss the changing dynamics of management practice.
O Learning outcomes in the beginning of each chapter to give a bird's eye view of the contents and a practical management in
action case study.
The important aspects of this book are the use of diagrams, exhibits, tables, and figures to make the complex topics self
explanatory.
O The examples have been given at appropriate places in the book to make the subject more interesting for the students . The
textual matter is liberally interspersed with illustrations taken from the Indian context. Examples provide an additional
elaboration of complex theoretical issue and offer the students a wider coverage of practical tools to understand the
management as a subject.
Important questions are given at the end of each chapter for students to test their knowledge and understanding of the
topics covered in the chapter. Theory-based text questions enable the readers to analyse, evaluate and predict the
prospects for various management concepts and practices.
O Thecase study has been incorporated at the end of each chapter to enable the students to apply the concepts learnt .

ABOUT THE AUTHOR

Dr. Pardeep Kumar is a Professor in the Department of Commerce at Keshav Mahavidyalaya , University of
Delhi . He has been teaching at the undergraduate and post-graduate level courses for the last twenty two
years . His areas of interest in teaching and research include Management, Human Resource Management ,
Marketing, and Organizational Behaviour. He has been actively involved in research and consultancy in the
areas of Organizational behaviour and management. He has also presented papers in various national and
international conferences . In addition , he has published multiple research articles in leading national and
international journals . He has authored several professional and text books which have been widely
prescribed by various Universities. He currently serves on the editorial board of the International Journal of
Accounting , Finance and Risk Management and Global Education Society and Development .

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