Free Course Image Principles of Management

Free online coursePrinciples of Management

Duration of the online course: 33 hours and 58 minutes

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Master the core principles of management with this comprehensive free course by IIT Roorkee. Learn about planning, decision making, leadership styles, and change management.

In this free course, learn about

  • Introduction to Management
  • Evolution of Management Thought
  • Planning and Strategic Management
  • Forecasting and Premising
  • Decision Making in Management
  • Management by Objectives
  • Management Styles
  • Organizing and Directing
  • Staffing and Coordination
  • Career Development Strategies
  • Leadership Styles of Managers
  • Organizational Communication
  • Change Management and Organizational Change

Course Description

The "Principles of Management" course stands as a comprehensive guide into the vast domain of Business Administration, specifically tailored for those aspiring to master the intricacies of Management. Spanning a duration of 33 hours and 58 minutes, this extensive program delves into the foundational principles that shape effective management practices.

The journey begins with an in-depth exploration of what management entails. Through a series of introductory lectures, participants will gain a nuanced understanding of management, segmented into easily digestible modules to build a solid base in the subject. From the outset, the importance and complexities of management are laid out in a structured manner, facilitating a gradual progression in learning.

The course then transitions into the historical evolution of management, providing valuable context on how management theories and practices have transformed over time. This segment is pivotal for understanding contemporary management beliefs and methodologies. The evolution series uncovers the roots of current practices, revealing the thought processes and milestones that have shaped management's present form.

Planning, another critical aspect of management, receives detailed attention next. This section methodically covers the stages of planning, emphasizing its significance in organizational success. The course highlights both theoretical and practical dimensions of planning, enriching the learner's capacity to forecast and strategize effectively.

Forecasting and premising follow, topics that extend the planning discussion into predictive arenas. These lectures underscore the importance of anticipation and preparedness, vital skills for any competent manager. Through these modules, participants learn how to construct premises and refine forecasting techniques that are instrumental in decision-making.

Decision making, another cornerstone of managerial duties, is explored comprehensively. The course meticulously articulates various decision-making processes and models, ensuring that participants can make informed and effective decisions in their professional lives. This section is designed to hone the analytical skills necessary for high-stakes decision environments.

Management by Objectives (MBO) is then introduced, offering insights into goal-setting practices that align employees' performance with organizational objectives. This process-oriented approach to management is dissected to show how aligning personal and organizational goals can drive productivity and efficiency.

In the Styles of Management segment, learners are exposed to different management styles, understanding the situational appropriateness of each. This part is crucial for adapting leadership approaches to various organizational cultures and situational demands.

The subsequent modules address the pivotal roles of organizing and directing. Participants learn the art and science of structuring teams and assigning responsibilities to optimize performance. These lectures emphasize the significance of effective coordination and the challenge of harmonizing diverse organizational facets.

The exploration of staffing and coordination offers practical insights into assembling and maintaining dynamic teams. This segment delves into recruitment, training, and team dynamics, all fundamental for building robust and synergistic groups.

Further extending the course is a series on Career Development Strategy, which equips learners with the skills to foster and guide career growth within their teams. These lectures are paramount in enhancing employees' potential and sustaining motivation.

The Leadership Styles of Managers segment places a lens on various leadership theories and their applicability. Understanding these styles aids in cultivating better leaders tailored to the needs of their organizations.

Course content

  • Video class: Principles of Management 03m
  • Video class: Lecture 1: Introduction to Management - I 35m
  • Exercise: What are the primary functions of management?
  • Video class: Lecture 2 : Introduction to Management-II 37m
  • Exercise: What skill is most important for top-level managers?
  • Video class: Lecture 3 : Introduction to Management- III 37m
  • Exercise: What does the multistream approach to management emphasize compared to the mainstream approach?
  • Video class: Lecture 4 : Introduction to Management - IV 32m
  • Exercise: What is the primary focus shift in modern management practices?
  • Video class: Lecture 5 : Evolution of Management - I 37m
  • Exercise: What is one of the key contributions of Frederick Winslow Taylor to management?
  • Video class: Lecture 6 : Evolution of Management - II 33m
  • Exercise: What is the main purpose of studying the evolution of management concepts according to the text?
  • Video class: Lecture 7 : Evolution of Management - III 30m
  • Exercise: What is the primary focus of Henri Fayol's administrative principles of management?
  • Video class: Lecture 8 : Evolution of Management - IV 36m
  • Exercise: What is a key focus of Total Quality Management?
  • Video class: Lecture 09 : Planning - I 32m
  • Exercise: Why is environmental scanning a crucial aspect of the planning process in contemporary business management?
  • Video class: Lecture 10 : Planning - II 30m
  • Exercise: What are the two major components of the business environment?
  • Video class: Lecture 11 : Planning - III 27m
  • Exercise: What is SWOT analysis used for in business environment appraisal?
  • Video class: Lecture 12 : Planning - IV 33m
  • Exercise: What does the term 'Strategos,' which is the origin of the word 'strategy,' mean in Greek?
  • Video class: Lecture 13 : Planning - V 29m
  • Exercise: What are the three main types of strategies within strategic management?
  • Video class: Lecture 14 : Forecasting and Premising - I 33m
  • Exercise: What is the main benefit of environmental scanning in business planning?
  • Video class: Lecture 15 : Forecasting and Premising - II 31m
  • Exercise: Which of the following is NOT a quantitative forecasting technique discussed in the context of human resource planning?
  • Video class: Lecture 16 : Forecasting and Premising - III 34m
  • Exercise: What is the purpose of time series analysis in decision making?
  • Video class: Lecture 17 : Forecasting and Premising - IV 31m
  • Exercise: What is a critical path in PERT network analysis?
  • Video class: Lecture 18 : Decision Making - I 31m
  • Exercise: Which of the following best describes the halo effect?
  • Video class: Lecture 19 : Decision Making - II 33m
  • Exercise: What impact do perceptual biases have during employment interviews?
  • Video class: Lecture 20 : Decision Making - III 36m
  • Video class: Lecture 21 : Decision Making - IV 26m
  • Exercise: Which of the following steps is NOT part of the 8-step decision making process as previously discussed?
  • Video class: Lecture 22 : Decision Making - V 35m
  • Video class: Lecture 23 : Management by Objectives - I 34m
  • Video class: Lecture 24 : Management by Objectives : II 29m
  • Exercise: What is the primary focus of Management by Objectives (MBO) in an organization?
  • Video class: Lecture 25 : Management by Objectives - III 30m
  • Video class: Lecture 26 : Styles of Management - I 34m
  • Video class: Lecture 27 : Styles of Management - II 38m
  • Exercise: What term describes a societal preference where relationships with others are prioritized over individual achievements?
  • Video class: Lecture 28 : Styles of Management - III 51m
  • Video class: Lecture 29 : Organizing and Directing - I 31m
  • Video class: Lecture 30 : Organizing and Directing - II 34m
  • Exercise: What is the primary distinction between a mechanistic model and an organic model of organizational design based on the discussed text?
  • Video class: Lecture 31 : Organizing and Directing - III 33m
  • Video class: Lecture 32 : Organizing and Directing - IV 29m
  • Video class: Lecture 33 : Organizing and Directing - V 36m
  • Exercise: What does staff relationship refer to in an organizational context?
  • Video class: Lecture 34 : Staffing and Coordination - I 31m
  • Video class: Lecture 35 : Staffing and Coordination - II 30m
  • Video class: Lecture 36 : Staffing and Coordination - III 32m
  • Exercise: What are the three steps in the selection process that were discussed?
  • Video class: Lecture 37 : Staffing and Coordination - IV 32m
  • Video class: Lecture 38 : Staffing and Coordination - V 35m
  • Video class: Lecture 39 : Staffing and Coordination - VI 35m
  • Exercise: Which of the following is not one of Hofstede's cultural dimensions that influence HR policies and procedures?
  • Video class: Lecture 40 : Staffing and Coordination - VII 30m
  • Video class: Lecture 41 : Staffing and Coordination - VIII 39m
  • Video class: Lecture 42 : Career Development Strategy - I 54m
  • Exercise: What is the purpose of a Realistic Job Preview (RJP) in the context of career management and development?
  • Video class: Lecture 43 : Career Development Strategy - II 35m
  • Video class: Lecture 44 : Career Development Strategy - III 32m
  • Video class: Lecture 45 : Career Development Strategy - IV 35m
  • Exercise: Which theory of career development emphasizes the importance of the environment influencing an individual's career choices?
  • Video class: Lecture 46 : Career Development Strategy - V 27m
  • Video class: Lecture 47 : Leadership Styles of Managers - I 37m
  • Video class: Lecture 48 : Leadership Styles of Managers - II 29m
  • Exercise: Which of the following is not one of the leadership styles described in Hershey and Blanchard's Situational Leadership Theory?
  • Video class: Lecture 49 : Leadership Styles of Managers - III 34m
  • Video class: Lecture 50 : Leadership Styles of Managers - IV 29m
  • Video class: Lecture 51 : Organizational Communication - I 29m
  • Exercise: What is the purpose of learning organizational communication in the context of managerial performance according to the lecture?
  • Video class: Lecture 52 : Organizational Communication - II 23m
  • Video class: Lecture 53 : Organizational Communication - III 28m
  • Video class: Lecture 54 : Organizational Communication - IV 31m
  • Exercise: What are the benefits of using electronic messages such as emails in business communication?
  • Video class: Lecture 55 : Organizational Communication - V 27m
  • Video class: Lecture 56 : Change Management - I 29m
  • Video class: Lecture 57 : Change Management - II 25m
  • Exercise: Which stage of the organizational life cycle is associated with the greatest chances of failure due to the 'liability of newness'?
  • Video class: Lecture 58 : Change Management - III 35m
  • Video class: Lecture 59 : Organizational Change - IV 28m
  • Video class: Lecture 60 : Change Management - V 21m
  • Exercise: Which role is commonly associated with transformational leadership style in the context of organizational change?
  • Video class: Lecture 61 : Organizational Change - VI 31m
  • Video class: Lecture 62 - Change Management - VII 27m

This free course includes:

33 hours and 58 minutes of online video course

Digital certificate of course completion (Free)

Exercises to train your knowledge

100% free, from content to certificate

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