COURSE PLAN

Humanities and Management

Department :

Essentials Of Management & HUM 3152

Course Name & code :

5th & Enter branch.

Semester & branch :

Enter name of the faculty.

Name of the faculty :
L T P C
2 1 0 3
No of contact hours/week:

Course Outcomes (COs)

No. of
At the end of this course, the student should be able to: Contact Marks
Hours
CO1: Understand the roles of managers, principles of management, 11 30
managerial skills, and strategies required to run a business successfully.
CO2: Develop an organizational structure and plan for manpower in a given 10 28
business organization
CO3: Apply leadership and motivational theories in the organizational 7 19
contexts
CO4: Acquire budgetary skills through process and techniques of controlling 2 6

CO5: Understand the various global managerial practices, professional ethics, 6 17

corporate social responsiblities and entrepreneurship.

Total 36 100

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 Assessment Plan
End Semester/
Components Assignments Sessional Tests
Make-up Examination
Duration 20 to 30 minutes 60 minutes 180 minutes
Weightage 20 % (4 X 5 marks) 30 % (2 X 15 Marks) 50 % (1 X 50 Marks)
Knowledge/ Recall; Understanding/
Understanding/ Comprehension;
Typology of Understanding/ Comprehension;
Application; Analysis; Synthesis;
Questions Comprehension; Application; Analysis;
Evaluation
Application Synthesis; Evaluation
Pattern Answer one randomly selected MCQ: 10 questions Answer all 5 full
question from the problem sheet (0.5 marks) questions of 10 marks
(Students can refer their class Short Answers: 5 each. Each question
notes) questions (2 marks) may have 2 to 3 parts
of 3/4/5/6/7 marks
4, 7, 10, and 13th week of
Schedule Calendared activity Calendared activity
academic calendar
Quiz 1 (L 0-5 & T y1-y2 ) (CO1) Test 1 Comprehensive
(L 1-7 & T 1-2 ) examination covering
Quiz 2 (L 6-8 & T 1-2 ) (CO1) (CO1) full syllabus. Students
Topics
Covered Quiz 3 (L 9-11 & T 3-4 ) (CO2) Test 2 are expected to answer
(L 9-16 & T 3-6 ) all questions (CO1-5)
Quiz 4 (L 12-21 & T 5-10 )
(CO2)
(CO2&3)

Lesson Plan
Course
L. No./
Topics Outcome
T. No.
Addressed
L0 Introduction to the course and importance of management for an engineer. -

L1 Introduction to Business, Industrial Business, Classification of Industries and Job CO1

Opportunities (referring the industries visiting our campus).
L2 Who is a manager?, brief discussion on classification of managers (i.e. top, middle CO1
and lower), managers and administrators, definitions of management (Peter F
Drucker’s, Harold Koontz’s, and Universally accepted definitions), Functions of
Managers/Management and time spent on various managerial functions by
managers at various levels.
Self-study: F W Taylor’s, Henri Fayol’s definition of management; Importance of
management, features (characteristics) of management, Efficiency and
Effectiveness, Productivity.
L3 14 Principles of Management by Henri Fayol. CO1
Self-study: Three types of managerial responsibilities; two characteristics of
managerial functions (circularity, universality of managerial functions).
L4 Managerial Skills, the roles played by managers (as per Mintzberg). CO1
Self-study: Management is science or art.
L5 Planning: Difference between general planning and managerial planning. Major CO1
types of Planning (Strategic, Tactical and Operational) and major types of Plans
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 (Mission, Vision, Policies, Procedures, Strategies, Rules, Projects), and Steps in
Planning.
Self-study: Nature and Characteristics of Planning, Planning is a process by itself.
L6 Planning: Process of Management By Objectives (MBO), Guidelines in setting the CO1
objectives, Key result areas, Qualitative and Quantitative Objectives.
Self-study: Setting objectives in key result areas (as per Peter F Drucker).
L7 Strategic Planning: Planning Tools (Critical Question Analysis, SWOT and TOWS CO1
Analysis).
Self-study: Strategies at Corporate, Tactical and Operational levels; Successful
implementation of strategies.
L8 Strategic Planning: Business Portfolio Analysis and Porter’s Model. What is Strategic CO1
Planning? And the Process (steps in Strategic Planning).
Self-study: Different types of stakeholders and their interests, Fiscal and Social
Responsibilities.
L9 Organizing: What is Organizing? and the Process, Principles of Organizing (as per CO2
Urwick), Span of Management.
L10 Organizing: Listing the factors affecting the span, how each factor affects the span CO2
(for a few factors), Various methods of Departmentation, Departmentation by
Function, Product and by combination (in detail).
Self-study: Detailed study of factors affecting the span and the resulting span,
Relation between Span of Control and No. of levels, Departmentation by Customer,
Geography, Time, Simple Numbers and Process.
L11 Organizing: Line and Staff concepts (Line, Staff and Functional Staff authority), A CO2
few structures (Line and Staff; and Project and Matrix) in detail, Delegation
(Definition, Principles and Steps).
Self-study: Detailed study on Line, Functional and Committee Structures, Difference
between formal and informal organization, Types of staff managers.
L12 Staffing: Difference between HRM and HRD; In brief - Job Analysis, Job Description CO2
and Job Specification; Recruitment - methods and sources.
Self-study: Activities of Human Resources Management.
L13 Staffing: Selection Process, Techniques and Instruments; Induction and Orientation. CO2
L14 Staffing: What is Systems Approach? and Systems Approach to Staffing. CO2
Self-study: Different Approaches to Staffing; System, Sub system, Open and Closed
Systems, Synergy, Flow and Feedback.
L15 Staffing: Approaches to Manager Development and Training. CO2
L16 Leading: What is? Differences between - Leading and Managing, Leader and CO3
Manager; Differences between - motives, motivators and motivation. Theories of
Motivaton - Maslow’s Need Hierarchy, Herzberg’s Two-Factor Theory and
McGregor X and Y.
L17 Leading: Motivational Theories continued, Motivational Techniques. CO3
L18 Leading: Leadership Styles, Likert’s Four Systems of Management., Ingredients of CO3
Leadership, Theories, Leadership Grid
L19 Leading: Communication - Difference between General and Managerial CO3
Communication, Types of Communication, Barriers of Communication and how to
overcome?
Self-study: Blocks or elements of communication, who is responsible for effective
(Page 3 of 4) MIT/GEN/F-01/R2
 communication?
L20 Controlling: what is? and the Process (steps), Management Control Techniques CO4
(Budgetory, Non-budgetory and Network) and types of control.
Self-study: Who should make budgets? Classification of budgets into Financial,
Operational and Non-monetary.
L21 Functions of an entrepreneur, Types of entrepreneurs; Traits and characteristics of CO5
Entrepreneurs & Intrapreneurs, Business Plans
L22 Professional Ethics – Senses of Engineering Ethics, Variety of moral issues, Types of CO5
inquiry, Moral dilemmas, Moral Autonomy, Kohlberg’s theory, Gilligan’s theory,
Moral Leadership, Code of Conduct, Corporate Social Responsibility (CSR)
L23 Consensus and Controversy, Models of professional roles, Theories about right CO5
action, Self-interest, Customs and Religion, Uses of Ethical Theories.
L24 Global Issues – International Management and Multinational Corporations, CO5
Environmental Ethics, Computer Ethics, Weapons Development, Engineers as
Managers, Consulting Engineers, Engineers as Expert Witnesses and Advisers.
T1 Tutorial on Principles of Management CO1
T2 Tutorial on Strategic Planning Tools CO1
T3 Tutorial on Strategic Planning Tools CO1
T4 Tutorial on organizational structures CO2
T5 Tutorial on Job Analysis CO2
T6 Tutorial on Recruitment, Selection and Placement CO2
T7 Tutorial on Motivational Theories CO3
T8 Tutorial on Leadership Theories CO3
T9 Tutorial on Business Communication CO3
T10 Tutorial on Controlling Techniques CO4
T11 Tutorial on Business Plan Prepartion CO5
T12 Tutorial on Professional Ethics CO5

References:
1. HAROLD KOONTZ & HEINZ WEIHRICH (2012), “ESSENTIALS OF MANAGEMENT”, MC GRAW HILL,
NEW DELHI.
2. PETER DRUCKER (2004), “THE PRACTICE OF MANAGEMENT”, HARPER AND ROW, NEW YORK.

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3. VASANT DESAI (2007), “DYNAMICS OF ENTREPRENEURIAL DEVELOPMENT & MANAGEMENT”,
HIMALAYA PUBLISHING HOUSE.
4. POORNIMA M CHARANTIMATH (2006), “ENTREPRENEURSHIP DEVELOPMENT”, PEARSON
EDUCATION.
5. MIKE W. MARTIN AND RONALD SCHINZINGER (2003), “ETHICS IN ENGINEERING”, TATA
MCGRAW HILL, NEW DELHI
6. GOVINDARAJAN M, NATARAJAN S, SENTHIL KUMAR V S (2004), “ENGINEERING ETHICS”,
PRENTICE HALL OF INDIA, NEW DELHI.
7. R. S. NAGARAZAN. (2004), “A TEXT BOOK ON PROFESSIONAL ETHICS AND HUMAN VALUES”,
NEW AGE INTERNATIONAL PUBLISHERS, NEW DELHI.

Submitted by: Dr. Srinivasa Rao Potti

(Signature of the faculty)

Date: 01-08-2020

Approved by: Dr. B Gopalakrishna

(Signature of HOD)

Date: 02-08-2020

FACULTY MEMBERS TEACHING THE COURSE (IF MULTIPLE SECTIONS EXIST):

FACULTY SECTION FACULTY SECTION

(Page 5 of 4) MIT/GEN/F-01/R2