Foundations of Management Notes
Subject Overview
The opening paper of the MBA program gives a systematic grounding in management theory and practice — the evolution of management thought from Taylor and Fayol through Maslow and McGregor, planning and strategic management (including McKinsey's 7-S), decision-making, organizing (structure, delegation, coordination), and control, closing with a comparative look at Japanese/
Subject at a glance
4
Units
44
Topics
4
Credits
4
Infographics
Unit-wise Syllabus
4 units — open any unit for detailed topic-wise notes, diagrams and important exam questions
- Definition
- nature
- scope and functions of management
- managerial roles and skills
- classical/neo-classical/quantitative/behavioural/systems/contingency approaches
- contributions of Taylor
- Fayol
- Follett
- Barnard
- Weber
- Drucker
- the Gilbreths
- Gantt
- Maslow
- Herzberg and McGregor
Classical
Taylor, Fayol, Weber: efficiency, structure
Neo-classical
Mayo, Follett, Barnard: people and cooperation
Quantitative
Models and operations research
Behavioural
Maslow, Herzberg, McGregor
Systems
Interrelated parts and environment
Contingency
It depends on the situation
Study guide
This opening unit lays out what managers do and how management thinking evolved, from Taylor's scientific management and Fayol's principles to behavioural, systems and contingency approaches. Build a one-page timeline of thinkers and their ideas; it is the best revision tool.
- Importance
- types and process of planning
- business forecasting
- MBO
- strategic management nature/purpose/types/process
- McKinsey's 7-S approach
- decision-making importance/types/steps/approaches
- decision trees
Strategy
Plan to compete
Structure
How the firm is organised
Systems
Processes and routines
Style
Leadership culture
Staff
People and their development
Skills
Distinctive capabilities
Study guide
You study planning and decision making at strategic level: types and process of plans, forecasting, MBO, strategic management, McKinsey's 7-S model and decision trees. Apply the 7-S framework to a company you know.
- Concept and process of organizing
- formal vs informal organization
- organizational structure types
- bases of departmentalization
- line and staff conflict
- authority/power/responsibility/accountability
- delegation
- span of management
- centralization and decentralization
- staffing
- coordination
Decisions made
At the top
Closer to operations
Speed
Slower for local issues
Faster
Consistency
High
Varies by unit
Develops managers
Less
More
Study guide
You study organising: formal and informal organisation, structures, departmentalisation, line and staff conflict, authority, power, responsibility, accountability, delegation, span of management, centralisation and staffing and coordination. Compare organisational structures with examples.
- Concept
- characteristics
- process
- types and techniques of control
- comparative study of Japanese management and Z-culture
- Chinese style management
- business process re-engineering
- business outsourcing
- knowledge management
- e-business management
Typical American (Type A)
Short-term, specialised careers
Individual
Typical Japanese (Type J)
Lifetime employment
Consensus, collective
Theory Z (Ouchi)
Long-term, broad careers
Consensus with individual responsibility
Study guide
You study control and modern management techniques, including Japanese management and Z-culture, Chinese style, business process re-engineering, outsourcing, knowledge management and e-business. Choose one modern technique and note a company that used it well.
Why Foundations of Management Matters
Management foundations are the base of every MBA specialisation and a common topic in case discussions and interviews. A clear framework for planning, organising and control helps in every later subject.
How to Prepare for Foundations of Management
- Make a table of management thinkers and contributions.
- Apply the frameworks to real company cases.
- Write answers with a structure: definition, explanation, example.
Foundations of Management: Frequently Asked Questions
What is the McKinsey 7-S model?
It analyses an organisation through seven interrelated elements: strategy, structure, systems, shared values, skills, style and staff.
What is business process re-engineering?
BPR is the radical redesign of core business processes to achieve large improvements in cost, quality, service and speed.