Principles and Practices of Management Knec Notes - Knec Study Materials, Revision Kits and Past Papers
Principles and Practices of Management Knec Notes - Knec Study Materials, Revision Kits and Past Papers
Principles and Practices of Management Knec Notes - Knec Study Materials, Revision Kits and Past Papers
Menu
CBC
SECONDARY
Colleges
Universities
Teacher’s corner
ACTS OF PARLIAMENT
HELB
TOPIC 1 Popular
posts:
INTRODUCTION
BUSINESS
CALCULATIONS
Specific Objectives
AND
ICT DIPLOMA
2. L. Londy
KNEC NOTES
3. George R Terry
About This
1. These definitions clearly identify four functions of
Site
management. However modern management classifies
managerial function into five.
We’re a team of
professionals
who have taught
CHARACTERISTICS/ FEATURES OF
in several
MANAGEMENT
schools and
Management has the following salient features. been involved in
marking of
Management is a process. This refers to the process of
KCPE and KCSE
getting thing done by working with people to accomplish
Management is goal oriented thus aims at exams. This
achieving organizational goals/objectives website has
Management is a group activity. It’s concerned with curated content
group efforts and not individual/efforts by giving you
Management is a economic resource as it aims at the best
reaping rich results in economic terms simplified study
materials and
revision papers
Principles of management have universal application. for your exams
Apply more or less in every situation.
Management is a system of authority. Managers at
different levels have varying degree of
Principles of management are dynamic and not static
Management is integrative; the essence of management
May 2021
is to integrate human and other resources to achieve
desired M T W T F S S
« Apr Jun »
PRINCIPLES OF MANAGEMENT
ACCA NOTES
2021 PDF
Criticism of the principles of management
ACCA NOTES
1. They are based on unrealistic premises AND REVISION
2. They represent common sense and are too obvious KITS
ACCA PAPER
P1
1. Many of them are contradicting e.g. the principle of unity GOVERNANCE,
of command suggest a single boss for every employee RISK AND
ETHICS UNITS
while the principle of specialization advocates that ACCA PAPER
specialists should guide subordinates in their respective P6 ADVANCED
TAXATION
Nature/ characteristic of management UNITS
principles
ACCA
1. Universality of principles– they can be applied in REVISION KITS
different types of organization Account
Education
A science may be defined as “representing knowledge (K.C.S.E) Past
BIOLOGY –
verification Marking
Schemes
2. There is a systematized body of knowledge in
management principles are now available in every BIOLOGY –
Blog
An art may be defined as skills or knowledge in a particular BUSINESS
field of activity or a method of doing a thing. It means that MANAGEMENT
art involves the practical application of theoretical UNITS
knowledge and skills to achieve desired results. It is Business
concerned with creating of objects or events. organisation
structure,
functions and
Management is essentially an art because of the following governance
reasons:- Business
organisations
1. The process of management involves the use of know
and their
how i.e. skills and knowledge stakeholders
2. Management seeks to achieve concrete practical results
Business
i.e. profit, growth etc
Studies –
3. Like an art, management is creative it brings out new
Kenya
solutions and makes resources productive. Management Certificate of
is creative since it involves molding and welding the Secondary
attitudes and behavior of people at work for the Education
accomplishment of specific goals in a changing (K.C.S.E)
environmental Marking
Schemes
4. Good management is efficient and the success of a
manager is measured by the effective realization of Business
organized Studies –
Kenya
Certificate of
Secondary
Education
BUSINESS
noted that science and art are complementary to each STUDIES FORM
other. Science without art is sterile and art without science 2 NOTES
is blind. BUSINESS
STUDIES FORM
3 NOTES PDF
BUSINESS
MANAGEMENT AS A PROFESSION STUDIES
SECONDARY
SCHOOL
NOTES
A profession can be defined as:
Business
It is a field where training is intellectual in nature a field in valuation p4
which one enters for the sake of others and in which
C.R.E – Kenya
financial reward is not considered as a measure of success Certificate of
Secondary
Education
A profession is afield which is supposed to possess a well (K.C.S.E)
CFA LEVEL 1
The following criteria of a profession will help to identify 2020 FREE
those parts which may be considered to be professional: MATERIALS
PDF
A profession is based on a proven systematic body of
knowledge and thus requires intellectual training Chargeable
gains for
A profession maintains an experimental attitude towards
companies
information and thus requires a search for new ideas
A profession emphasizes service to other and usually Chargeable
gains:
develops a code of ethics that requires that financial
additional
return should not be the only
aspects
Entrance into a profession is usually restricted by
standards established by an association that requires its Chargeable
gains: an
members be accepted by a group composed with people
outline
common training
Chargeable
gains: reliefs
CONCLUSION CHARTERED
FINANCIAL
ANALYST ( CFA
) 2020 FREE
Management is not an a straight profession but it is making
STUDY
stride in that direction every enterprise presents
MATERIALS
possibilities for the application of the art and science of
PDF
mgt and virtually every business is a potential source of Chemistry –
employment of professional managers Kenya
Certificate of
Secondary
Education
FUNCTIONAL AND ROLE OF MANAGEMENT
(K.C.S.E)
marking
schemes
The process of management consists of several
Chemistry –
interrelated activities. These activities are known as the
Kenya
functions of management. There is no universally
Certificate of
acceptable classification of managerial functions. However, Secondary
the following are main functions of management. Education
(K.C.S.E)
questions
1 PLANNING CHEMISTRY
KCSE
It is the primary function of mgt. it involves determining the
MARKING
objectives and selecting a course of action to achieve them
SCHEMES AND
it implies looking ahead and deciding in advance what is to
PAST PAPERS
be done when and where it is to be done, how and by whom
Chiefs to help
it is done.
enforce 100pc
secondary
school
It is a mental process requiring the use of intellectual transition
faculties, Foresight imagination and sound judgment it
CHRISTIAN
consist of forecaster decision making and problem solving RELIGIOUS
EDUCATION
A plan is a predetermined future course of action it is today
(C.R.E) KCSE
design for tomorrow and an outline of steps to be taken in
PAST PAPERS
future
AND MARKING
SCHEMES
Close
The process of planning consist of
companies and
investment
Determination of objectives
companies
Forecasting and choice of a course of action
COLLEGE
MATERIALS
Formulation of policies programmers budgets schedules Colleges
etc to achieve the objectives Colleges in
Laying down of procedures and standards of Kenya –
performance Best
Registered
Colleges in
Kenya
Planning may be long-term or short term. It is a pervasive
function and managers at all levels have to prepare plans. It Tips to
an COMPUTER
SOFTWARE
NOTES
CONSUMER
BEHAVIOUR/INDIVIDUAL
1. Manpower Contact
2. Recruitment Corporate
3. Selection failure and
4. Training reconstruction
5. Compensation p4
COURSE
SYLLABUS:
SUPPLY AND
TRANSPORT
It is the managerial function of guiding, supervising, Dashboard
motivating and leading people towards the attainment of
DATA
planned targets of performance. It is concerned with COMMUNICATION
execution of plans and policies. It initiates organized AND
actions and sets the whole organizational machinery into NETWORKING
action. It is therefore, the life spark of an organization. NOTES
DATA
SECURITY AND
DETERMINATION
OF PRICE AND
It is the process of ensuring that the organization is moving RIGHT TIME TO
in the desired direction and that progress is being made BUY NOTES
towards the achievement of goals.
DETERMINATION
DIPLOMA
MATERIALS
1. TOP MANAGEMENT
Edit
Effective
EMPLOYEE
Main functions of top management RELATIONS
NOTES
Employment
1. To analyze, evaluate and deal with the environmental income
forces
Employment
2. To establish overall long term goals and policies of the
income:
company including the master budget additional
3. To represent the company to the outside world, e.g. trade aspects
associations, government, trade
ENGLISH KCSE
4. To exercise overall review and control on the company’s PAST PAPERS
operation AND MARKING
5. To coordinate the activities and efforts of different SCHEMES
departments ENGLISH –
Kenya
Certificate of
Secondary
1. To appoint departmental and other key executives. Education
(K.C.S.E)
Marking
ENGLISH –
Kenya
This level of management consist of deputy heads of Certificate of
departments and sectional officers such as plant manager, Secondary
FORM 4
BUSINESS
Functions of middle management STUDIES
NOTES
Foundations in
1. To interpret and explain the policies framed by top and
Accountancy/
intermediate managements ACCA FI BPP
2. To compile and issue detailed instructions regarding ST UNITS
operations
Free Kenya
3. To co-operate among themselves so as to integrate Certificate of
various parts of a division or a department. Secondary
4. To motivate supervisory personnel to work for Education
organizational goals (KCSE) Marking
Free Kenya
Certificate of
workers General
7. To report feedback information and workers problems objectives
this cannot be solved at the supervisory Geography –
Kenya
Certificate of
Secondary
Education
This can be dramatically shown as below: (K.C.S.E)
Marking
Schemes
Geography –
Kenya
Certificate of
Secondary
Education
(K.C.S.E) Past
Papers
GEOGRAPHY
KCSE PAST
PAPERS AND
MARKING
SCHEMES
Groups and
consortia
Hedging
foreign
exchange risk
MANAGEGERIAL SKILLS
p4
A skill is the ability to do something. Hence managerial
Hedging
skills are the mixture of talents that managers should interest rate
possess in order to perform their roles efficiently. These risk p4
skills make managers unique and different from their
HELB –
subordinates. Basically there are four managerial skills
APPLICATIONS,
namely:- REQUIREMENTS
AND MODES
OF LOAN
1. CONCEPTUAL SKILLS REPAYMENTS
Helb
These are mental abilities that enable managers to build
Helb
their businesses in a wholistic manner. They enable
Loan
managers to think in an abstract manner. It enables them to repayment
see relationships with both the internal and external and
environment. terms
These are the abilities to work effectively with others and Home
build cooperative group relationships to achieve
Home Science
organizational goals. They entail communication and – Kenya
motivation. Certificate of
Secondary
Education
HOSPITALITY
Interpersonal roles AND CATERING
UNITS
Figure head
HUMAN
In this role the manager plays a symbolic role. He carries RESOURCE
IAS11:IFRS 16
– LEASES
Liaison roles
IAS12: IFRS 15
IAS13: IFRS 13
– FAIR VALUE
Informative roles
MEASUREMENTS
IAS15: IFRS 2 –
Disseminator Role
SHARE BASED
PAYMENTS
In this role the manager passes information to IAS16: IFRS 8 –
subordinates. He may conduct staff meetings, send OPERATING
memorandums to subordinates and meets them informally. SEGMENTS
IAS18: IFRS 5 –
Spokesperson Role NON-CURRENT
ASSETS HELD
He acts as the representative of the organization. He gives
FOR SALE AND
information to people outside the organization about its DISCONTINUED
performance and policies. E.g. speaks to the community OPERATIONS
and in professional meetings, prepare advertisements etc.
IAS19:
FINANCIAL
INSTRUMENTS
Decisional Roles
IAS2: IAS 38 –
INTANGIBLE
Entrepreneur Role
ASSETS
The manager takes initiative for bringing change in his
IAS20:
organization. He performs the initiative and informative role CONSOLIDATED
in the organization. STATEMENT
PROFIT OR
LOSS AND
IAS25:IAS 34-
N/B Mintzberg emphasizes that these ten roles are
INTERIM
inseparable and should be viewed as an integrated whole. FINANCIAL
E.g. status as manifested in interpersonal roles, brings REPORTING
information to the mangers, and it’s this information that
IAS26:SMALL
will enable manager perform the decisional role effectively. AND MEDIUM
SIZED
ENTITIES
IAS29: THE
IAS9:
TOPIC 2 ACCOUNTING
POLICIES,
EVOLUTION OF MANAGEMENT THOUGHT
CHANGES IN
ACCOUNTING
ESTIMATES
Specific Objectives AND ERRORS
By the end of this sub-module unit, the trainee should be ICT UNITS
able to: IFRS 1
First‑time
1. discuss the evolution of schools of management thought
Adoption of
2. explain the systems approach to management International
1. Babylon Arrangements
IFRS 12
It has been shown that ancient Babylon practices
Disclosure of
management in various ways:- Interests in
Other Entities
i) They had financial control inform of stone tablets
ii) They had concepts of managerial responsibilities as IFRS 13 Fair
IFRS 3
2. The roman empire Business
IFRS 4
The Roman Empire practiced management in: –
Insurance
Contracts
Keeping records; the empire was very large and thus IFRS 5
required complex administration Non‑current
Existence of the judiciary; the existence of magistrates Assets Held for
authority IFRS 7
The spreading of the gospel through missionary required Financial
some organization of human and physical resources Instruments:
The success of the war generals in their conquest efforts IFRS UNITS
was based in their ability to organize their men.
Impact of taxes
INFORMATION
COMMUNICATION
TECHNOLOGY
4. The Bible (ICT)KNEC
NOTES
Examples of the bible of existence of management include:-
INFORMATION
In the book of exodus COMMUNICATION
Moses led his people form captive in Egypt TECHNOLOGY
(leadership) UNITS
that:- LOGISTICS
NOTES
To enhance the position of the state it was necessary to
Internal control
maximize material wealth.
systems p1
The same qualities needed to acquired individual wealth
International
have to be applied to the state and other departments
operations and
They emphasized specialization of functions that is a
international
person to what he is best in investment
They advocated for simplification of administrative appraisal p4
procedure (policies and procedures)
INTERNATIONAL
They called for control techniques – how well we have PROCUREMENT
achieved what we planned to NOTES
INTERNET
NOTES
PERIOD OF MANAGERIAL AWAKENING
INTERVIEWS
The period around 18th century industrial revolution of NOTES
management took a more defined direction as the study Introduction to
was geared towards maximizing production. Pioneers of Business
this period include: – Communication
Notes
INTRODUCTION
1. CHARLES BABBAGE TO
COMPUTERS
He was a professor of mathematics at the Cambridge
NOTES
University. Through visiting industrial in UK and France. He
INTRODUCTION
found that manufacturers were unscientific and used
TO
guesswork in production.
ECONOMICS
INTRODUCTION
TO
2. JAMES WATT & MATHEW BOLTON OPERATIONS
MANAGEMENT
They were sons of the distinguished inventor of the steam
NOTES
engine. They used the following management techniques:-
INTRODUCTION
Market research and forecasting TO
Planned machine layout to facilitate better flow of work OPERATIONS
data PROCUREMENT
NOTES
INTRODUCTION
TO RESEARCH
METHODS
NOTES
ISLAMIC
THEORIES OF MANAGEMENT RELIGIOUS
EDUCATION
Groups of assumptions have been formulated to explain
(I.R.E) PAST
productivity in business organizations. Due to forces such PAPERS AND
as technological forces, social forces, economical, political MARKING
etc. SCHEMES
decisions Secondary
Education
Approach problems systematically
(K.C.S.E)
Compare their business organization with other
Marking
businesses
Schemes
Come up with quality goods and survive the market
Islamic
competitions and retain their customers
Religious
It enables manager to maximize profit, which is the major
Education (IRE)
aim of business organizations – Kenya
Make predictions for better achievement of Certificate of
organizational goals Secondary
Education
(K.C.S.E)
question paper
DEVELOPMENT OF MANAGEMENT
PRINCIPLES KCPE
REVISION
Over the last century management has evolved in several
MATERIALS
faces. They can be summarized as:-
The classical theory (1900s) KCSE
Human relations theory (developed 1930s) AGRICULTURE
Behavioural Science theory PAST PAPERS
Kenya
Certificate of
Secondary
SCIENTIFIC MANAGEMENT THEORY
Education
The major advocate of scientific management is one (K.C.S.E)
Fredrick Taylor. He alleged that individuals could be Marking
programmed to be efficient as machines. The key to Schemes
replace the old rule of thumb method each person should MARKETING
MANAGEMENT
have a clearly designed daily task which should require a
full day’s effort to KNEC
KNEC
SYLLAUBUS
7. Bilateral mental revolution. There should be a complete
MARKETING
mental revolution on both management and workers to
MANAGEMENT
effect that they must take their eyes off the profits and
together concentrate on increasing productions so that LABOUR AND
INDUSTRIAL
profits were so large that didn’t have quarrels about
RELATIONS
sharing
LAW
OBJECTIVES
LAW NOTES
CONTRIBUTIONS OF SCIENTIFIC
LAW OF
MANAGEMENT
CONTRACT
Promotes Expertise in the Notes
Enabled workers to be paid by result and take the LAW OF TORT
advantage of incentive payments. NOTES
Contributed towards standardization of tools Leading and
equipments, materials and work method. Thus work managing
could be accomplished with a higher degree of certainty individuals and
Minimized wastage of time, material and energy thus teams
LOWER
LIMITATION OF SCIENTIC MANAGEMENT
PRIMARY
It reduces workers to mere role of rigid adherence to
LOWER
methods (mindless machines)
SECONDARY
It puts planning and control in the hand of management
MATCHING
and ignores worker thus lowering their morale
SUPPLY AND
It assumes that everything can be scientifically be
DEMAND
It rules out any realistic bargain on wages rates, since NOTES
every job was measured, timed and
Materials
There is no room for initiative
handling Notes
Scientific methods overlooks human desire for job
MATHEMATICS
satisfaction (job conditions are often the cause of
– Kenya
strikes)
Certificate of
It overlooked the social needs of workers since it
Secondary
assumed that people are rational and therefore Education
motivated by material gains. (K.C.S.E)
Marking
Schemes
ADMINISTRATIVE MANAGEMENT THEORY MATHEMATICS
KCSE PAST
Around the same time when scientific management theory PAPERS AND
NEGOTIABLE
Moral qualities help the manger to respect him/herself, his
INSTRUMENTS
decision and also others
NOTES
way one acquires technical ability. That is first in school 4-4 system?
NOVEMBER
GENERAL PRINCIPLES OF MANAGEMENT 2020 CPA PAST
PAPERS
Fayol’s principles of administrative management may be
summarized as:- OPERATING
SYSTEMS
1. Division of work NOTES
Partnerships
3. Unity of direction
and limited
Activities of the same nature aimed at achieving same liability
Payment
PAYMENT
6. Remuneration of personnel PROCEDURE
NOTES
Remunerations should be fair and satisfactory to both the
employees and the employer. Workers should be paid for Pensions and
other tax
wages to motivate them in their work.
efficient
investment
products
7. Centralization
Personal
The decision for centralization or decentralization depends effectiveness
on interest of organizational purpose, quality of workers, and
organization Secondary
Education
(K.C.S.E) Past
Papers
10. Subordination of individual interests to the general
PHYSICS PAST
interest
PAPERS WITH
According to this principle, the interest of the organization MARKING
Practice
11. question and
answer bank
This principle states that management should exercise a
Practice
combination of justice and fairness towards employees
question and
(kindness)
answer bank
continuation
Practice
12. Stability of tenure of personnel
question and
Principles of
13. Initiative income tax
Professional
This principles state that mangers should allow workers to
values and
exercise initiative by scarifying personal vanity (within the
ethics p1
limits of authority and discipline) PROJECT AND
CONTACT
MANAGEMENT
Property and
This is the principles that in “union there is strength” in other
other
words harmony is a great strength to an organization and investment
team work should be encouraged. This principles income
emphasizes the need for team work in the organization
PURCHASES
AND
CONTRACTS
NOTES
PURCHASING
Planning – looking ahead and making provisions
AND SUPPLY
Organizing – arrangement of resources
CHAIN
Coordination – harmonizing efforts
POLICIES
Commanding – giving orders and instruction NOTES
Control – verifying whether the result conform to the plan
PURCHASING
AND SUPPLY
ORGANIZATION
BUREAUCRATIC THEORY NOTES
defined for each employee thus there are no overlaps of Questions and
responsibilities between jobs. Answers p4
QUESTIONS TO
ECONOMICS
2. A Well Defined Hierarchy Of Authority
RECEIVING
RECEIVING
3. Maintenance of Written Records
AND
There should be a written record of organization activities INSPECTION
that keeps rules and regulations visible to all participants. It OF GOODS
SCM AND
Selection and promotion within the organization should be
PURCHASING
based on qualification, ability and performance (technical
FUNCTION
competence and not family relationships, friendship or
NOTES
political reasons.
Scope of
7. Autonomous Decisions by Office corporate
governance p1
Employees must not use their rights and privileges of their
SECONDARY
jobs to enrich themselves. Power dos not belong to an
SCHOOL
individual but its part of the office.
CONTENT
SECONDARY
SCHOOL
8. Centralization of Authority
NOTES
Shares and
1. Leads to consistent employees’ behaviour. This makes
securities
management
Simulation
2. Assists managers to achieve and maintain quality
Notes
because of strict adherence to procedures.
3. It eliminates conflicting job duties because duties and SOURCING
SUPPLY CHAIN
LIMITATION OF THE CLASSICAL THOUGHT
AND
It ignores the psychological aspects as man is seen to be MANAGEMENT
are SUPPLY
There is no room for participative management, which DEPARTMENT
The theory has been criticized as a case of the past when SUPPORT
organizations were relatively stable and environment TOOLS FOR
being predictable PURCHASING
Thank You
THE HUMAN RELATIONS THEORY THE COURT
This movement developed as a reaction to the classical SYSTEMS
models. It’s associated with people like Mary Follet and NOTES
1. The first stage of the experiment was to study the effect ThemeNcode
they were not only studying the relationship between TOPIC 2: ROLE
physical working conditions fatigue, monotony and AND ORIGINS
productivity but had entered into the study of employee OF AUDITING
TOPIC 5:
The interviews were first structured and lasted 30 min
LEGAL
eventually the pattern became relatively unstructured and
ASPECTS OF
lasted longer.
AUDIT
Fourteen men from the Bank working plant were moved to a UNDERSTANDING
THE ENTITY
separate room with more less the same working conditions
as those in the main wiring room. AND ITS
ENVIRONMENT
TOPIC 8: RISK
It was discovered that the group was developing its own ASSESSMENT
TOPIC10: TEST
Main conclusion of Hawthorne studies
OF INTERNAL
Organization is a social system. This social system CONTROLS
defines individual roles and establishes norms that may
TOPIC13:
differ from those of the formal
COMPUTER
Social and psychological factors exercise a greater ASSISTED
influence on the behaviour of workers. Therefore AUDIT
managers should adopt a sound human approach to all TECHNIQUES
organizational (CAATS)
WAREHOUSING
Proponents of this approach include people like Abram
NOTES
Maslow, Mc Gregor, Fiedler, Herzburg, and Chaster Barnard.
WOODWORK –
Theories that explain human behaviors and motivation will Kenya
be discussed in later chapters. Certificate of
Secondary
Education
(K.C.S.E)
SYSTEMS APPROACH
Marking
The approach is based on the generalization that an Schemes
organization is a system and its components are WOODWORK –
interrelated and interdependent. Kenya
Certificate of
A system is a set of interrelated items, which work together
Secondary
for a common goal. The basis of systems theory in
Education
management is the limitations of the classical theory. Each (K.C.S.E) past
papers
WOODWORK
system may comprise of subsystems and each sub system KCSE PAST
may be further composed of smaller units. PAPERS AND
The systems approach recognizes variety and offers a way MARKING
at that time. According to this approach, there are no ready April 2021 (56)
made universal answers to management rather the decision
March
that a manager will make will depend on the situation.
2021 (109)
Recent
EVALUATION
Posts
1. Explain the meaning of system approach to
2. Highlight the characteristics of management as a
COMPUTER
OFFICE
Explain the short comings of bureaucratic
AUTOMATION
SYSTEM
October 4,
2021
INFORMATION
TOPIC 3
SYSTEMS FOR
THE CONTEXT OF ORGANIZATIONS AND DECISION
SOCIAL RESPONSIBILITY MAKING
October 2,
2021
Specific Objectives COMPUTER
BASED
By the end of this sub-module unit, the trainee should be
INFORMATION
able to:
SYSTEMS
October 2,
1. describe the organization and its environment
2021
2. explain the social responsibility of an organization
3. highlight management ethics APPROACHES
OF MIS
DEVELOPMENT
ENVIRONMENT OF MANAGEMENT October 2,
2021
An environment is the sum total of the factors or variables
INFORMATION
that may influence the existence of a business organisation.
NEEDS AND
It’s sometimes seen as all factors both outside and inside
ITS
an organisation that can affect the organisation in attaining
ECONOMICS
its goals. October 2,
2021
MANAGEMENT
It’s the aggregate social, cultural, economic and physical INFORMATION
conditions that influence the life of an individual SYSYEM
organisation October 2,
They are those forces from within and without the 2021
organisation that impart the organisational ability to FINANCIAL
accomplish its objectives MARKETS
Environmental factors affect the practises and type of FREE STUDY
decisions made pertaining managerial issues MATERIALS
BUSINESS
STUDIES FORM
2. Sociology Factors 2 NOTES
Certified Public
3. Government Factors Accountants
(CPA) FREE
These forces associated with the government and legal
Study Notes…
systems within which a firm operates.
COMMERCE
These includes:- Certified Public
Accountants
Change in character of government e.g. change in
(CPA) KASNEB
parliament or president
Revision…
Shift in government politics
COLLEGE
Export & import restriction
MATERIALS
Change in government personnel e.g. government
reshuffle, parastatal appointment etc
4. Locational Factors
May 2021
Where an organisation is located has a bearing on the kind M T W T F S S
of practices an organisation has. These may include:-
1 2
« Apr Jun »
1. Government polity on industries
2. Local laws and regulations
5. Technological Factors
1. Managerial Factors
2. Operational Factors
1. Tax rates
Finance available
Investment decisions
Market stability
Mergers
4. Method/Process Factors
1. New discoveries in production process
2. New technologies
3. Use of alternative raw materials
5. Design Factors
Management ethics
Ethics is defined as the discipline dealing with what is good
and bad and with moral duty and obligation.
Question: Explain the reasons why managers behave
unethically.
EVALUATION
1. describe the external factors that affect the
2. Outline the main social responsibilities of an
TOPIC
PLANNING
Specific Objectives
ADVANTAGES OF PLANNING
Planning facilitates the process of decision
It helps management to implement programmes in a
systematic
Planning helps organizations adjust to changing
environments and therefore helps reduce risks and
Objectives of the organization can easily be achieved
through proper planning.
Planning facilitates optimum utilization of the available
resources. The most efficient and economical methods
are
It encourages a sense of involvement and team spirit that
in turn increases motivation.
Planning facilitates the process of control in the
organization. Sound planning enables the management
to control events rather than to be
LIMITATION OF PLANNING
Planning is an expensive exercise in the
It is a time consuming
It makes the entire organization set up extremely rigid as
people have to follow the laid down plan. This may curb
initiative and individual freedom and sometimes may
cause
Planning is based on forecasts which are never 100%
Elasticity of plans makes planning a cumbersome
process.
Planning encourages a false sense of security against
risk and
The effectiveness of planning may be affected by
external forces which are beyond the control of those
responsible for preparing
Some managers may have a negative mental attitude
towards planning. They may consider the present more
important than the future and may resist
TYPES OF PLANS
A plan is a projected course of action. FEATURES OF A
GOOD PLAN
3. Strategic planning
1. Goal formulation
3. Environmental analysis
4. Resource analysis
8. Strategic implementation
1. VISION
2. MISSION STATEMENT
3. ORGANISATIONAL OBJECTIVES
Market standing
Innovation productivity
Resource level
Profitability
Managers performance and development
Social responsibility
Work performance and attitude
CHARACTERISTICS OF MANAGEMENT BY
OBJECTIVES (MBO)
MBO focus on goals and their achievement
MBO is characterized by high degree of participation of
the concerned people in goal setting and performance
appraisal.
MBO tries to inter-relate goals in the
MBO aim at improving relationships in
Optimization of
Multiple accountability:
DISADVANTES OF MANAGEMENT BY
OBJECTIVES
Its time consuming in case of large
MBO involves a lot of paperwork making it very
There may be a problem of participation by some
Objectives are difficult to set especially if they owner
along
MBO Inflexible / rigid.
POLICIES
Policies are general statements which guides thinking in
decision making. A policy defines the limit within which
decisions can be made and achieved.
TYPES OF POLICIES
1. Originated Policies
2. Appealed policies
3. Imposed policies
4. Implied Policies
3. Evaluation of alternative
4. Choice of policy
5. Communication of policy
PROCEDURES
A procedure is a step by step process showing how to
handle/ undertake a certain activity. It lays down the
specific manner in which a particular activity is to be
preformed.
IMPORTANCE OF PROCEDURES
RULES
Rules are prescribed guide to conduct. They specify what to
be done and what may not be done in a given situation.
They do not give any room for decision making. They are in
the nature of commands seeking to structure, discipline and
restrain behaviour of a group in formal organization
METHOD
A method outlines the specific way in which a particular
step in the procedure is to be performed. It specifies the
mechanical way by which an operation is to be performed.
PROGRAMMES
Is a single use plan which contains a series of actions
designed to accomplish a given task. A programme
specifies;
Steps to be
Resources to be
Time limit for each
Task
PROJECTS
A project is a scheme for investing resources. It usually
contains time bound activities which have to be
accomplished over time.
SCHEDULES
Scheduling is the process of establishing time sequence for
work to be done schedule prescribes the exact time when
each activity should begin and end.
STANDARDS.
Is a criterion against which performance is compared and
evaluated? It is a guide for performance evaluation.
BUDGETS
Is a statement of anticipated results expressed in numerical
terms for a specific period of time in future.
WAYS OF MAKING PLANNING EFFECTIVE
6. Principle of commitment
7. Principle of flexibility
It state that each plan must give room for corrections and
therefore plans should not be rigid.
Decision making
The work of a manager involves working on decisions and
constantly solving problems. The manager therefore has to
confront problems and make effective decisions on what
action to take.
Follow Up
EVALUATION
1. Explain the nature and purpose of
2. How can managers make planning effective?
TOPIC 4
ORGANIZING
Specific Objectives
ORGANIZING
Organizing can be seen as a structure.
As a structure organization, structure consist of those
aspect of patterns of organization, organizations that are
attractively stable and change only slowly.
IMPORTANCE OF ORGANIZATION
Organizing is an aid to management-it aids management
in accomplishing organizational
It facilitates growth of the organization i.e. it assists in
recruitment of staff, delegation of authority assignment
of responsibility
It helps to ensure optimum use of human resources
because it affects human resources in different ways
such as training, placement of workers, creating of
harmony, improving communication
It stimulates creativity e. it encourages divergent
thinking and makes employers to be innovative.
2. Grouping activities
The various activities identified above are then classified
into appropriate departments and divisions according to
similarities and common purpose.
3. Assignment of duties
The individual departments are being allotted to different
positions and individuals. The duties of every individual are
defined on the basis of his abilities and aptitude
4. Delegation of authority
One of the duties and responsibility of every individual have
been fixed, he must be given the authority necessary or
equivalent to carry out the duties assigned to him
Principles of organization
The following are the major principles of organizing:
1. Principle of objectives
It states that the objectives of the business concern
formulating the organizational structure and achieving the
desired results with minimum costs and efforts.
2. Principle of specialization
It states that good organization must divide work into
smaller activities and entrust each to individuals with
enough skills in better performance and quality.
4. Principle of exception
This means that only exceptionally, complex matters should
be referred to the executives for decision making otherwise
managers should handle matters relating to their levels.
6. Principle of authority
This means that the responsibility and authority of each
manager and supervisors should be clearly defined. It also
implies that the authority given must be equal to the
responsibility entrusted to the manager.
9. Principle of responsibility
This states that the superiors should not be allowed to
avoid responsibility by delegating authority to his or her
subordinates. The superiors therefore must be held
responsible to the acts of his or her subordinate to whom
he or she has delegated authority.
i. Job design
This is the process of determining what procedures and
operations are to be performed by the employees in each
position based on qualification and experience. The basis
for all job design activities and job specialization which
involves a definition of the task that distinguishes one job
from the others
Number
Time
Function
Product
Location
Equipment/process
Customer
a. Departmentation by simple numbers
This was once an important method in organization of
tribes, clans, armies e.t.c the simple numbers method of
departmentation is achieved by tolling off people who are to
perform the same duties and putting them under the
supervision of a manager.
The essential fact is not what these people do, where they
work, or what they work with. It is that the success of the
undertaking depends on the number of people involved in it.
b. Departmentation by time
This is a form of grouping jobs which has generally at
lowest levels of organization. The use of shifts in many
enterprises where for economic, technological or other
reasons, the normal working day would not be enough.
c. Departmentation by function
Functional departmentation entails what enterprises
typically do.
Disadvantages of departmentation
1. Responsibility for profits is at the top level only
2. It results into slow adaptation to changes in environment
3. It reduces coordination between functions at overall level
4. It deemphasizes the overall company objectives i.e. it
leads to sub optimization
5. It limits development of managers who need certain
knowledge and experience in all enterprise functions
6. The chain of command becomes excessively long as
new levels are added this may slow down
communication
MARKETING PRODUCTION
FINANCE
MATERIALS MAINTENANCE
1. Departmentation by product
Advantages
1. All activities associated with unique products are kept
together
2. Profitability of the various products is more easily
evaluated
3. Internal competition is promoted I.e. one product line
competes with another
4. It uses specialized technology
Disadvantages
1. Some duplication of efforts may results i.e. each product
line may require its own accountant, engineer, marketing
staff t.c
2. Coordination of departments mat be difficult
3. Additional management personnel may be required to
handle different product lines
4. The firm may find it difficult to adopt itself to changes in
demand and technology
e. Departmentation by location,
territory/ geographical
Jobs are in one location or nearby locations are grouped
together into one department and allocated a manager.
Advantages
It places responsibility at lower levels
It improves coordination within the region
It places emphasize on local market and problems
It improves face to face communication with the local
people
It provides a measurable training ground for general
managers
The managers can give special attention to the needs
and problems of the local market
Disadvantages
It requires more persons with general manager ability
Coordination and control of a different branches from the
head office becomes less effective
There is duplication of resources especially the human
The branches are expensive to
Due to the geographical
B. Reward power
This arise from ability of some people to grant rewards
C. Expert power
This is the power of knowledge, physicians, lawyers;
university professor’s
e.t.c. may have considerable influence on others because
they are respected for their special knowledge.
E. Coercive power
It is the power to punish, whether by firing a subordinate or
withholding demerit. It arises from legitimate power.
1. Formal authority
b) Line authority
This authority can be regarded as the main authority in an
organization. It is the ultimate authority to decide upon
matters affecting others and it’s the main feature of
superior subordinate relationship.
d) Functional authority
This authority is also subordinate to line authority but in
comparison with staff authority, it conflicts upon the holder
the right to command in matters relating to the functions. It
therefore has limited right to command and help the
superior to delegate authority to command to the specialist
without bestowing full line authority.
Delegation
It is the process whereby an individual or group transfers to
some other individuals or groups the duty of carrying out
some particular action and at the same time taking some
particular decisions.
It means, in effect and trusting some part of the work of
management to subordinates
It is the process of vesting decision making discretion to
subordinates by the superiors
Responsibility is not surrendered since no manager
avoids ultimate responsibility by delegating
Elements/process of delegation
Types of delegation
1. General/specific delegation
3. Formal/informal delegation
Formal delegation of authority is laid down in the
organization structure on an enterprise
Guidelines to ensure effective delegation
1. Grant proper amount of authority
1. Fear of criticism
b) Insecurity
They consider it safe to carry out the decision handed down
to them by the superiors than to make decision themselves
e) Inadequate incentives
If delegation of authority is not accompanied by suitable
incentives, subordinates may not be motivated to accept it
willingly
Advantages of delegation
1. Reduction of managerial work load-delegation reliefs the
manager of the need to attend to routine types of duties
2. Basis of effective functioning- it establishes a
relationship through the organization an d helps in
achieving coordination of various activities
3. Benefit of specialized services-it enables the manager to
benefit from specialized knowledge and expertise of
persons at lower levels
4. Efficient running of the branches- in the big organization,
delegation can provide key to smooth and efficiently
running of the various branches of the business
1. An aid to employee development- delegation enables
employees of the business to develop their capabilities to
undertake new and more challenging jobs. It also
promotes job satisfaction and high employee motivation
2. An aid to expansion and diversification of the business-
with the employees fully trained in decision making in
various areas of the business, it can confidently
undertake expansion and diversification of its activities
Decentralization
This is the process of transferring all the authority to all
levels of management to enhance efficiently in the
performance of the task. According to Koonts and O Donnel
decentralization of authority is a fundamental phase of
delegation.
Delegation
decentralization
It is an act/process it is
the end results of delegation and dispersion of authority to
various levels
It is vital to management
its optional in the sense that the top management favour a
deliberate policy \to work for a general
dispersion of authority
subordinate
delegation of authority.
f) Uniformity of policies
The greater the need for uniformity of policies the greater
will be the degree of centralization
i) Business dynamics
1. Desire for independence
2. Control techniques
Advantages of decentralization
1. It can contribute to staff motivation by enabling the
middle and junior staff to get a test of responsibility and
encouraging the use of initiative by all employees
2. It encourages decision making and assumption of
authority and responsibilities
It results in the principles of democratic management
1. It encourages smooth diversification of products and
markets
2. It prevents the top management overload by freeing them
from many operational decisions enabling them to
concentrate on their strategic responsibilities
3. It speeds up operational decision making by enabling line
units to take local actions without reference back
Disadvantages of decentralization
1. It results into higher operational cost and duplication of
resources
2. It requires an adequate control and communication
system if major errors of judgment are to be avoided on
the part of the operational management
V. Organization structure
This may be defined as the prescribed pattern of work
related behaviors which are deliberately established for the
accomplishment of organizational objectives. It serves as
an instrument for the introduction of logical and
consistency relationship among the various decision
function which made up the organization.
1) Committee organization
A committee is a group of persons constituted to deal with
specific issues or problems of organization. Committee can
also be considered as formal groups with a chairman on
agenda and rules on conduct. Committee has specific tasks
or set of tasks to achieve. These tasks are made frequently
although not always associated with decision making.
1. Speaking in a debate
2. Voting
3. Proposing a motion
4. Adding emergency to the operations of the committee as
a communication medium.
Types of committees
Advantages of a committee in an
organization
Discussion of proposal are based on group assessment
of facts and ideas are not a very small grouped working
in isolation
Committee can encourage the proofing of special
knowledge and talent possessed by individual members
Precisely because they are organized groups, committee
can undertake a large volume of work than individuals or
vey smaller groups working in isolating
Committee are very useful in achieving coordination and
collaboration between worked groups
Committees acts as a vocal point for information and
customs within the organization
It’s a tool of managerial strategy i.e. the committee may
serve as important tool for delusion or consolidation of
authority vested on a single individual or postponing
It is a tool of training and development of the employee
2. Matrix organization/ hybrid
departmentalization
This is normally the combining of functional and project or
product patterns of departmentation in the same
organization structure. This kind of organization occurs
frequently in construction e.g. building a bridge, in
aerospace designing and launching a weather satellite, in
the installation of an electric data processing system, in
management consulting firms in which professional experts
work together on project.
Disadvantages
EVALUATION
TOPIC 5
STAFFING
OBJECTIVES OF STAFFING
To build and maintain cordial relations between people
working at different
To ensure effective utilization of available
To provide fair working conditions, wages and amenities
to
To achieve the development of employees to their fullest
To help other mangers in solving their personnel
Procurement/employment
Record &
MANPOWER PLANNING
Also known as human resource planning manpower
planning is the development of a comprehensive staffing
strategy for meeting organizational future human resource
needs. It is the process by which management determines
how the organization should move from its present/current
manpower position to its desired manpower position.
JOB ANALYSIS
JOB DESCRIPTION
This is a clear summary of duties and responsibilities of a
specific job.
JOB SPECIFICATION
This is a statement of the minimum acceptable human
qualities required for the successful performance of a job.
JOB EVALUATION/GRADING
This technique/process of establishing the relative merits
of jobs within an enterprise in order to establish pay
differentials
1. It may place all jobs into few grades and reduce chances
of promotion
2. Job grades fails to take into account individual
differences in workers abilities
3. There is a tendency to view workers in terms of their
grades
4. Job grades are rarely evaluated while job content change
time to
5. Salary scales are not solely based on job grading but also
other factors such as trade union influence etc
Question:
Describe the purpose of manpower planning in business
organizations.
JOB RECRUITMENT
This is the acquisition of human resources to fill up
particular positions in the organization
SOURCES OF RECRUITMENT
Sources of recruitment can be classified into two broad
sources i.e.
1. Internal sources
Transfers
Promotions
2. External sources
Advertisements
Education institutions etc
Advantages
Increases morale in the organization especially for the
person being
It’s easier to assess employees because you know
it’s a form of rewarding good performance of work
It is less expensive as it does not involve many
procedures e.g. advertising short listing.
There is no need for initiation/orientation as the person
being recruited understands the procedures & operations
of the
Disadvantages
JOB ADVERTISEMENT
This is informing the public about existence of a vacancy
position in an organization. It is a usually done through the
mass media or in meetings. The job advert should contain
the following elements;
-Position to be filled
JOB SELECTION
Selection is the process of offering jobs to one or more
candidates from among those who applied for the job.
2. Receiving Applications
4. Employment tests
5. Interviews
Interviews are the most widely used and probably the most
important way of assessing the qualification of a candidate.
They are able to obtain additional information, provide
information about the firm etc.
Structured interviews
Unstructured interviews
5. Reference Checking
6. Medical Examination
7. Placement on the
Objectives of training
TYPES OF TRAINING
1. Internal training (on the job training)
2. External training (off the job training)
Internal training programmes
They include:-
1. Orientation/induction training
2. Apprenticeship
3. Delegation
4. Refresher training/retraining
5. Job Rotation
6. Membership to committees
8. Vestibule Training
1. Training institutions
4. Brainstorming sessions
5. Role Play
JOB DESIGN
People spend a great deal of their time on job. This is the
process of deciding the content of a job in terms of its
duties and responsibilities, work methods and on the
relationship that should exist between the jobholder and his
superiors and subordinates.
Cost of living
Wages parity/market rates
Employer paying capacity
Degree of unionization
Performance efficiency of the employee
Government regulation
Availability of worker for the particular job
2. Piece Rate
3. Commission Rate
4. Bonus Rates
COLLECTIVE BARGAINING
It is essentially about reaching compromises in the face of
conflicting interests, whereas participation, is about
reaching optimum decisions on matters of common
interest.
Conflict
Power bargaining
Armed truce
Cooperation
Collusion
Accommodation
Conflict
Under this, strategic management takes totally
uncompromising views attitude, the
Armed truce
The management representative take the position thus the
vital interest of the company and the union is poles away
and will always be so.
Power bargaining
The management realizes also the power of the union, the
management tasks is to impose its power and then use
their power where possible to offset the power of the union.
Accommodation
Accommodation involves learning to adjust to each other
and attempting to minimize conflicts to conciliate.
Cooperation
It involves full acceptance of the union and an active
partner in a formal plan is a relatively rare occurrence in
cooperation, management supports not only the right but
the desirability of union participation in decision making.
Collusion
This is a form of mutual service monopoly and is
unconcerned with interest except under the collusion
strategies where the union and management engage in
industrial price fixing designed to inflate wages at the
expanse of the general public.
Preparation
Both labour and management representative spend
extensive time preparing negotiation to follow. Data on
wages, working conditions, management and union rights,
benefits, productivity and absenteeism is gathered and
analysed. Each party outline its priorities and tactics to use
to get what they want.
Initial demands
These are expectations of either party presented during
negotiation.
Continuing negotiations
Each party attempts to determine what this other party
(side) values highly and to reach the best bargaining
possible.
Bargaining impasses
Labour and management do not reach an agreement
always on all issues. In such case dead lock cases may
result on strikes by the union or lock out by management.
INDUSTRIAL RELATIONS
This describes the formal relationship between employers
and trade unions or other groupings of employees together
with the institutional arrangement which arise from these
relationships.
Employers Associations
They represent the interests of the employers e.g.
Association of Kenya Manufacturers, Federation of Kenya
Employers (KFE)
Function Employers Associations
Trade Unions
This refers to an association of workers whose major aim is
to protect and promote the interests of members, through
collective bargaining with the management/employers and
sometimes in presence of the government.
Union Membership
1. Closed shop – it arrangement whereby organization only
employ workers afflicted to unions.
2. Union shop – is whereby a compromise is made between
the unions and employer in the employer can hire can
hire anyone whether union member or not provided
he/she joins the union at a particular time
3. Preferential union shop- here an agreement is made
between the worker union and employer first to hire union
members before considering other job applicant. Incase
of layoff, members are laid of
OBJECTIVES OF COTU
1. To improve economic and social conditions of all the
workers in all parts of Kenya and to render to the
assistant whether or not such members are employed or
all ceased to be
2. Assist in the complete organization of workers in all
Trade unions movements in Kenya.
3. Organize the structure and spheres of influence among
nations of trade unions officiated with
4. Assist in settling disputes between members of the trade
unions and the employers or between the trade unions
and their or between two or more trade
PERSONNEL RECORDS
The personnel department keeps records which are
necessary to help the top management in the formulation of
appropriate personnel policies and procedures.
Accurate
Relevant
Comprehensive
Simple
Accessible
Personal data
Position and experience
Salary scale
Medical background
Record of absenteeism
disciplinary letters
Promotion letters
Labour turnover
Industrial accidents
industrial disputes
Wages
USES OF PERSONNEL RECORDS
It helps in promotion and transfer of employees
Its necessary for salary and other computation of other
benefits
Indicates when individuals leave is due
Help in formulating inventive plans and other strategies
to correct personnel problems
Serves as evidence and references in court of law
Serves as reference when handling staff disputes
especially in collective bargaining
It is a legal requirement that organization keep
LABOUR TURNOVER
This refers to the number of employees that leave the
organization within a specified period. It’s expressed as a
percentage
No of employees
Low wages
Unsuitable work or working conditions
Inability to perform
Breach of discipline External causes of labour turnover. g.
Lack of transport
Retirement age
Natural attrition
Health reasons
EVALUATION
1. Explain the benefits of recruiting the right people in an
organization
2. Outline the principles of job
TOPIC 6
DIRECTING
Specific Objectives
DIRECTING
Communication/ supervision
Leadership
Motivation
Coordination
PROCESS OF DIRECTION
1. Determine what is to be
2. Issue specific orders and precise
3. Provide guidance and
4. Motivate the
5. Maintain constant communication with
6. Maintain discipline and reward those who perform
7. Provide effective leadership to the subordinates so that
they work with
PRINCIPLES OF DIRECTING
6. Principle of follow
7. Managerial communication – two-way
MOTIVATION
This is an act of stimulating someone or oneself to get a
desired course of action. It is that inner state of mind that
channels workers behavior and energy towards the
attainment of desired goals.
Recognition
Participation- In decision making
Communication – Adequate upward & downward
Safety programmes – Compensation / hospital expenses
Health programmes – protection against health hazards
MOTIVATION PROCESS
A person feels motivated when the available incentive lead
to satisfaction of his needs. The following are steps in
motivation process
1. Awareness of needs
3. Fulfillment of needs
4. New need
Once the need has been satisfied, another need begins to
dominate the mind.
THEORIES OF MOTIVATION
Motivation theories are divided into three main categories:-
Content theory
Process theory
Content theory
These theories attempt to explain the specific things that
actually motivate an individual at work. They are concerned
mainly with identifying people’s needs, their relative strength
and the goal people pursue in order to satisfy their needs.
Process Theories
These theories concern themselves with identification of
dynamic variables that makes up motivation. Mainly
process theories focus on how behavior is initiated, directed
and sustained. These theories include:-
CONTENT THEORIES
ABRAHAM MASLOW NEED HERARCHY OF NEEDS
THEORY
Maslow developed a theory of motivation on the basis of
human needs. The main arguments of Maslow’s theory are:
1. Psychological needs
These are the needs for food, drink, water, sleep, clothing
and shelter. These are for the survival of human life. They
are the most basic fundamental needs and must be
satisfied by all other needs.
4. Esteem needs
These are needs for self fulfillment, self confidence, feeling
of personal worth and independence, esteem for others i.e.
recognition, status, power, prestige achievement e.t.c.
5. Self-actualization needs
THEORY X
THEORY Y
Under this theory people love work and enjoy it .The theory
assumes:
They include:
Supervision
Administrative polices
Working conditions
Interpersonal relationships with supervisors
Job security Status
Money /Salary
2. Motivation/Satisfies
They include: –
PROCESS THEORIES
EXPECTANCY THEORY
V room models
Victor H Vroom holds that people will be motivated to do
things to reach a goal if they believe in the worth of that
goal and if they see that what they do will help them in
achieving it.
MOTIVATING FACTORS
1. Participation in planning
When employees are given a choice to plan their own work
and contribute in organizational planning, the plans, are
more acceptable to them.
2. Challenging work
When work is not challenging, boredom sets in and this is
likely to cause laziness and dissatisfactions at the place of
work
3. Recognition of status
Most people want approval by peers, friends or supervisors.
Benefits that show status may increase motivation.
5. Independence to action
Being allowed to work without close supervision motivates
a person.
6. Security
This includes financial and non financial incentives that are
given to the employee will be motivating
7. Advancement
People are motivated by upward mobility in their job
8. Personal growth
People want to grow wholesomely both in aspects related
to the job of those outside the job
MORALE
This is a term used to describe the overall climate prevailing
among workers. Its an attitude of a satisfaction with desire
to continue in willingness to strive for goals for a particular
enterprise.
LEADERSHIP
According to Chester Barnard, leadership is the ability of a
supervisor or manager to influence the behavior of his
subordinates and persuade them to follow a particular
course of action.
IMPORTANCE OF LEADERSHIP
THREORIES OF LEADERSHIP
1. Trait theory
2. Situational theory
3. Behavioural theory
LEADERSHIP STYLES
Advantages of Autocratic Leadership
Tasks are accomplished on
Decision-making is not
Communication is fast Disadvantages of Autocratic
Leadership
4. Bureaucratic Leadership
6. Charismatic Leadership
This is where the leader has total loyalty and support of the
subordinates. It may be as a result of special qualities that
he/ she posses and as such the followers strongly believe in
his/her ideas. A Charismatic leader posses natural, inborn
unique traits and attributes that distinguishes him/her from
other leaders. He may be kind, forceful, persevering, sincere,
humble, etc.
1. Exploitative / Authoritative
2. Benevolent Authoritative
The manager has patronized confidence in the subordinates
and motivates with some rewards some fear and
punishment. The manager permits some upward
communication and solicits some ideas and opinions and
also allows some delegation of decision making but with
close policy control.
3. Consultative Leadership
4. Participative Leadership
COMMUNICATION.
Communication is commonly defined as the process by
which a person (sender) transmits information (message)
to another (receiver).it’s the transfer of information, ideas,
understanding or feelings between people.
Communication process
The process traces the movement of information from the
sender to the receiver. The process has the following
elements of steps:-
4. Indirect communication
This communication occurs between people of different
organizational levels of different department
b) Information communication
In this type of communication the transmission of
information is not through any structure or any pattern of
relationship provided in the organization. This type of
communication is through the grapevine where there is no
approval of the management.
Face to face
Joint consultations.
Public communication which may be used to announce a
policy decision of workers.
Broadcasts which relates to statement from the
management to the staff generally or to certain section
of it also relates to public announcement and
communication address to
1. Mechanical barriers
2. Organizational barriers
Personal barriers
Causes
1. Inadequate of facilities that pertains to meetings,
conference and other mechanisms for hearing and
sorting out suggestions as well as
2. Inadequate policies, rules and procedures in an
organization. Thus rigidity in communication procedures
and rules should be avoided.
3. Status pattern – problems in communication arise from
relative position of the superior subordinates in the
Causes
1. Lack of attention or interest
2. Hasty conclusion i.e. the receiver may be by nature a
person in hurry such that without going through the
message carefully, he may jump to hasty conclusion
according to his own opinion or
3. Lack of confidence in the communication.
4. Improper state of mind i.e. emotional mentally
5. Love for the status quo i.e. if the communication tends to
disturb the existing scheme of things, or is otherwise
seen to be against the interest of the receiver, it may
create misunderstanding and
CONFLICT MANAGEMENT
Conflict is the struggle against status and power in which
the aims of the parties conflicting are not only to gain the
desired values but also to neutralize, injure or eliminate their
rivals. Competition is where two parties are purely involved
in a win and lose button. Competition may arise where both
parties aim at achieving the same goal.
Conclusion
The first two methods i.e. supervision and total war are
completely restrictive since hey limit communication
between both sides. The results are satisfactory to only one
side, leaving the basic conflicts unresolved.
SUPERVISION
Supervision refers to the expert overseeing of workers
performance to ensure that workers are efficiently
instructed, guided and assisted to ensure effective and
efficient performance of their tasks in the organization.
Functions of Supervision
1. The supervision guides and instructs his subordinates on
work
2. He/she communicates important information to the
subordinates
3. Maintains effective reporting about work performance in
his/her respective section
4. Trains the workers on specific skill of work performance
5. Maintains discipline within his/her section
6. Organizes work within his/her respective sections to
ensure
Importance of Supervision
Ensures order and discipline in the
Leads to effective and efficient performance of work at
the organization
Workers learn new skills that are essential for work
Effective supervision leads to improved morale in the
organization
Effective supervision enhances proper flow of
information and therefore enhances effective
communication
It ensures timely delivery of services and products to the
COORDINATION
This may be defined as an on going process whereby
manager develop an integrated orderly and synchronized
pattern of group effort among the subordinates and tries to
attain unity of effort in the pursuit of common objectives.
TOPIC
CONTROLLING
Specific Objectives
IMPORTANCE OF CONTROL
2. Simplicity
3. Suitability
4. Promptness
5. Flexibility
It should be able to adjust according to changes in need and
circumstances.
7. Organizational pattern
8. Objectivity
4. Taking corrective
NON-BUDGETARY CONTROLS
Price changes
Time gap between production and sales
Plant size
Technology
2. PERSONAL OBSERVATION
3. AUDITING
4. REPORTS (Special)
Some complex operations in the organization require
special analysis and reporting. This system of control can
help supplement other control techniques especially where
routine accounting and statistical reports falls to give
adequate information.
Excessive costs
Control
1. Control rounds off the process of managing
organizational resources by measuring results and
checking them against previously agreed standards
2. Controlling places more reliance on measured data from
specific cases
3. Control is a monitory process
4. Controlling is highly
SIMILARITIES
Both are concerned with identifying and quantifying
standards of
Measures used for planning purposes are frequently the
same with one used for controlling purposes are
frequently the same with one used for controlling
purposes e.g. targets
Both makes use of quantitative techniques
LEARNING RESOURSES
1. Principles and practice of management by Saksena
2. Management dynamics by Sagimo
EVALUATION
Explain the purpose of control in business
Describe the control
“Planning is looking ahead while control is looking back”
Discus
Leave a Reply
Your email address will not be published. Required fields are
marked *
Comment
Name *
Email *
Website
Post Comment
Copyright © 2021 KNEC STUDY MATERIALS, REVISION KITS AND PAST PAPERS | Elite Business
by Firefly Themes