MGMT510 (alt. code=MGT510)

Human Relations, Culture and Personality, Personality and Stress, Perception and Individual Behaviour, Perception and Group Behavior, Attitude and Behaviour, Personal Motivation and Achievement, Solving Problems Skillfully, Creativity in Problem Solving, Handling Personal Issues, Conflict Resolution, Communication and Human Relations, Organizational Communication, Understanding Communication Styles, Self-Esteem, Building Self-Confidence, Becoming a Leader Globalization and Cross-Cultural Differences, Improving Cross-Cultural Competence, Building Good Relations with Managers, Building Good Relations with Co-workers, Building Good Relations with Customers, Choosing a Career, Finding a Job, Significance of Resume, Improving Interview Skills, Improving Work Habits, New Model of Career Advancement, Taking Control of Yourself, Exerting Control on Outside Environment, Managing Personal Finances, Achieving Happiness, Apathy and its Remedies, Enhancing Personal Ethics, Helping Others Grow, Review

Concept of Organization, Organization as a system, Concept of leadership, Trait Theories, Behavioral Theories, Situational Theory, Contingency Theories, Charismatic Leadership, Transactional Leadership, Personality, Becoming a leader, Power, Empowerment, Communication, Organizational communication, Group Dynamics, Understanding Work Team, Building Teams, Team Based organization, Decision Making, Group Decision Making, Effective Team Communication, Conflict and Negotiation, Learning Organizations, Reward system, Managing Virtual Teams, Effective Team Meetings, Strategic Leadership, Change Management, Ethics in Leadership, Looking at Future: What next, Teamwork: Learning from the nature.

COURSE ORIENTATION, BENEFITS AND SIGNIFICANCE OF CHANGE MANAGEMENT, KURT LEWIN MODEL ASSUMPTIONS AND IMPLICATIONS, IMPLICATIONS OF KURT LEWIN MODEL, SOME BASIC CONCEPTS AND DEFINITIONS, TRANSACTIONAL VS TRANSFORMATIONAL LEADERSHIP, THEORIES OF CHANGE IN ORGANISATIONS (INTRODUCTION), LIFE CYCLE THEORY, TELEOLOGICAL THEORIES OF CHANGE, DIALECTICAL THEORIES OF CHANGE, A DIALECTICAL APPROACH TO ORGANISATIONAL STRATEGY AND PLANNING, LIMITATION OF DIALECTICS DA AND DI, THEORIES OF CHANGE IN ORGANISATIONS, APPLICATION OF EVOLUTIONARY THEORY, FURTHER APPLICATION OF EVOLUTIONARY THEORIES, GREINER’S MODEL OF ORGANISATIONAL EVOLUTION AND REVOLUTION, GROWTH RATE OF THE INDUSTRY, PHASE 4: COORDINATION, ORGANISATION ECOLOGY, CLASSIFICATION OF ORGANIZATIONAL SPECIES, FOOTNOTES TO ORGANISATIONAL CHANGE, SOME COMPLEXITIES OF CHANGE, ORGANIZATIONAL ADAPTATION, PROSPECTORS, SKELETAL MODEL OF ADAPTATION, STRATEGIC CHANGE, MANAGEMENT STYLE AND ROLES, LEVERS FOR MANAGING STRATEGIC CHANGE, STRATEGIC CHANGE, STRATEGIC CHANGE, STRATEGIC CHANGE, DETERMINANTS OF A SUCCESSFUL CHANGE MANAGEMENT, HIGGINS 08 S MODEL, IMPLEMENTATION AND STRATEGIC CHANGE, IMPLEMENTATION AND STRATEGIC CHANGE, WHY IMPLEMENTING STRATEGIC CHANGE IS SO DIFFICULT?, IMPLEMENTATION APPROACHES, IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE, IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE, IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE, IMPLEMENTATION: RADICAL OR TRANSFORMATIVE CHANGE, IMPLEMENTATION: PUNCTUATED EQUILIBRIUM MODEL, CHANGE IMPLEMENTATION: OD MODELS, CULTURE, VALUES AND ORGANIZATIONAL CHANGE, ORGANIZATIONAL VALUES, CULTURE AND ORGANIZATIONAL CHANGE

• Introduction to Project Management • Definitions and Nature of Projects • Concepts of Project Management • Project Management Methodologies and Organizational Structures • Project Life Cycles The Project Manager • Project Conception and Project Feasibility • Project Selection • Project Proposal • Project Planning • Work Breakdown Structure • Schedules and Charts • Total Project Planning • Project Scope Management • Network Scheduling Techniques • Pricing and Estimation • Quality in Project Management • Principles of Total Quality • Customer Focused Project Management • Quality Improvement Tools • Project Effectiveness through Enhanced Productivity • Cost Management and Control in Projects • Project Management through Leadership • Communication in the Project Management • Project Risk Management, Project Procurement • Contract Management • Ethics in Project Management

The Challenge for Organizations, OD: A Unique Change Strategy, What an “ideal” effective, healthy organization would look like? The Evolution of OD, The Organization Culture, The Nature of Planned Change, Action Research Model, General Model of Planned Change, The Organization Development Practitioner, Creating a Climate for Change, OD Practitioner Skills and Activities, Professional Values, Entering and Contracting, Diagnosing Organizations, Organization as Open Systems, Diagnosing Organizations, Diagnosing Groups and Jobs, Collecting and Analyzing Diagnostic information, Designing Interventions, Leading and Managing Change, Evaluating and Institutionalizing Organization Development Interventions, Interpersonal and Group Process Approaches, Organization Process Approaches, Restructuring Organizations, Employee Involvement, Work Design, Performance Management, Developing and Assisting Members, Organization and Environment Relationships, Organization Transformation, The Behavioral Approach, Seven Practices of Successful Organizations

Overview of Crisis Management, Definitions, abbreviations and dimensions of Crisis Management, Difference between Conflict and Crisis, Levels, Types and Causes of Crises, System, Concept/ Types of System, Analysis, Decision, What affects Decision Making? , Decision Making at State /Interstate Level, Research Skills, Why Research , What is Research?, Specific Characteristics of Research, Objectives , Sequence of Research, Main Types of Research, Classification of Research, Qualities of a Good Researcher, Research Design, Crises Management, Basis of Decision Making During Crises, Practical Steps in Crises Management, A Suggested Model for Crises Management, Suggestions for Different Levels,Pre-emptive Measures for Crises Management, Communication during Crises Cuban Crisis - A Case Study, Crises Management Process, Perception, The Ideal Crises Manager , Practical Examples of Crises Management , The Crises of the Black Stone , Hajr-e-Aswad, Treaty of Medina, Treaty of Hudabiya , Conquest of Makkah

Introduction to Knowledge Management, Dynamics and interconnected nature of 21st century globe, Forces effecting future, Managerial consideration for 21st century, Knowledge workers and responses to environmental changes, Knowledge and evolution of civilizations, Knowledge as an assets and its characteristics, Understanding Knowledge Management and its driving forces, Knowledge innovation and hierarchy of Knowledge, Extracting gold from data; Understanding conversion of data into knowledge, Understanding data for analysis and decision/policy making, What is Knowledge? Dimensions of knowledge, Tree of knowledge and its types, Perspectives of knowledge and KM model, Impact of Knowledge in different dimensions, Schools of thought in KM, Approaches to KVA, Measurement/Valuation of methodologies, Intellectual capital and Skandia navigator, Human capital measurement and social capital, Knowledge transfer and intellectual assets, BSC and approaches to KM, Value chain and core competencies of knowledge, SCM and CRM, Knowledge creation and SECI model, Knowledge and SECI process, Characteristics of Ba and Knowledge assets, Enablers of SECI,Knowledge Management process and issues, Managing Knowledge workers,KM solution and application,KM Processes,mechanism and technologies,Knowledge Management and E-Worlds,KM tools ant portals, Layers of KM system,KM services and KM life cycle, Feasibility study and knowledge developers,” Process” approach to CRM,Knowledge capturing and data mining techniques, Decision Tree, Incentives of knowledge sharing, Knowledge sharing system and LLP process, Knowledge communities, prerequisites of knowledge transfer, customer information and CRM management process, Types and characteristics of knowledge communities and Knowledge economy, Learning organization and its characteristics,Sach’s Model and future of knowledge management.