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Management
Fundamentals
INTRODUCTION TO THE SUBJECT

Introduction
Type – Compulsory Generic Core Course
Credits – 2 Credits
Course Code- 107

Unit 1 Basic Concepts
 Manager, Managing, Workplace, Organization, Management Functions,
Mintzberg’s Managerial Roles,
 The Universality of Management,
Approaches to Management - Early Management, Classical Approach,
Behavioral Approach, Quantitative Approach, Contemporary Approaches.
Managerial Competencies: Communication, team work, planning and
administrative, strategic and global competencies; Managerial Skills
How Is the Manager’s Job Changing? Importance of Customers to the
Manager’s Job, Importance of Innovation to the Manager’s Job, Importance of
Sustainability to the Manager’s Job.

Unit 2 Planning
Concept, need, nature, Management By Objectives (MBO) - Process of MBO -
Benefits of MBO,
Planning and Performance, Goals and Plans, Types of Goals, Types of Plans,
Setting Goals and Developing Plans,
Approaches to Setting Goals, Developing Plans,
 Approaches to Planning,
Planning Effectively in Dynamic Environments.

Unit 3 Organizing
Organization, Organizing, Organizational Structures,
Principles of Work Specialization,
Departmentalization, Chain of Command, Span of Control, Centralization and Decentralization,
Formalization.
Mechanistic and Organic Structures, Factors Affecting Structural Choice - Strategy, Size, Technology,
Environmental Uncertainty.
Traditional Organizational Designs - Simple Structure, Functional Structure, Divisional Structure, Matrix
Structure, Team Structures, Project Structure,
Adaptive Organizations – Boundary less Organization, Virtual Organizations, Learning Organization, Flexi
Work, Tele-working,
Global Organizations.

Unit 4 Decision Making
The Decision-Making Process - Identifying a Problem - Identifying Decision Criteria - Allocating Weights to the
Criteria - Developing Alternatives - Analyzing Alternatives - Selecting an Alternative - Implementing the
Alternative - Evaluating Decision Effectiveness.
Making Decisions: Rationality, Bounded Rationality, The Role of Intuition, The Role of Evidence-Based
Management. Types of Decisions & DecisionMaking Conditions.
Decision-Making approaches - Quantitative approach, Environmental Approach, System Approach, Ethical
Approach, Intuitive Approach, Case Study Approach
Decision-Making Styles – Linear Nonlinear Thinking Style Profile, Decision-Making Biases and Errors.
Effective Decision Making in Today’s World - Correctness of decision, Decision environment, Timing of
decision, Effective communication of Decision,
Participation in decision Making-Implementation of decision.

Unit 5 Controlling
Controlling, Definition, need and Importance,
 The Control Process,
Managerial Decisions in Controlling, Feed-forward / Concurrent / Feedback
Controls.
Financial Controls, Information Controls,
Benchmarking of Best Practices.

Reading Assistance
Suggested Text Books
Fundamentals of Management by Robbins, S.P. and Decenzo, D.A., Pearson Education Asia,
New Delhi.
Management, Koontz and Wechrich, TMGH
Management, Stoner, et. al., Prentice Hall of India, New Delhi.
Suggested Reference Books
Management, Hellregel, Thomson Learning, Bombay
Management, Robbins & Coulter, Prentice Hall of Hall of India, New Delhi.
Management - Text & Cases, Satya Raju, PHI, New Delhi.
Management, Richard L. Draft, Thomson South-Western

Successful Management: The Turnaround
of Tata Motors (Post-2008 Crisis)
Background:Tata Motors, one of India’s largest automobile
manufacturers, faced significant challenges in the late
2000s, especially after acquiring Jaguar Land Rover (JLR) in
2008. The global financial crisis hit the company hard, and
its operations struggled due to declining sales, rising input
costs, and competition from both domestic and
international players.

The Management Strategy:
Restructuring and cost management: Tata Motors implemented
several cost-cutting measures, including streamlining operations and
reducing overhead expenses. The company also improved its supply
chain efficiencies to reduce production costs.
Innovation and new product development: Tata Motors launched the
Tata Nano, branded as the world’s cheapest car, aimed at capturing
the low-cost vehicle market. Meanwhile, JLR introduced a series of
successful models, such as the Range Rover Evoque and Jaguar XF,
which helped to reposition the brand in the global market.

Leadership vision: Under the leadership of Ratan Tata and, later,
Cyrus Mistry, Tata Motors emphasized long-term sustainability and
profitability, focusing on innovation and operational efficiency.
Global market expansion: Tata Motors shifted focus to international
markets, especially emerging economies, to diversify revenue
sources and mitigate the impact of sluggish domestic demand.

Why It Worked:
Strategic focus on core strengths: The company concentrated on
segments where it had a competitive edge, such as commercial
vehicles, and made improvements in its passenger vehicle division
through innovation.
Effective crisis management: By cutting unnecessary costs and
improving operational efficiencies, Tata Motors managed to survive
the tough economic conditions post-2008.
Leadership and foresight: Strong leadership at critical times ensured
the company remained resilient in the face of a global downturn.

Results:
Tata Motors returned to profitability by 2012, with a
significant turnaround in JLR’s fortunes, which went from a
loss-making division to a key revenue generator.
The successful launch of innovative products helped the
company regain market share in both the domestic and
international markets.

Key Takeaways:
A well-structured turnaround strategy, combined with
innovation, can help companies emerge stronger from
crises.
Leadership vision and operational efficiency are critical for
long-term success in management.

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Management Fundamentals- Introduction to the subject.pptx

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