Foundation of Business Management

Concept of management and business management, the management process, type of managers (general, functional and line managers), basic managerial roles and skills, changing job of managers, management challenges, acquaintance to task and general environment of business and analysis of task environment using Porter model. Activities: Preparation of company profile focusing task environment and case analysis.

The classical philosophy (scientific management, administrative management and bureaucratic management), behavioural management philosophy (human relation movement and Hawthorne studies), system and contingency philosophy and emergingissues and challenges in Nepalese business. Activities: Surfing and finding out the techniques of using these theories in practice and presenting in class.

Ethical issues in management, the roots of unethical behaviour, philosophicalapproaches to ethics, social responsibility of business and arguments for social responsibility and Friedman do ctrine .Activities: Oral presentation on social and ethical issues in Nepalese business and society and case analysis.

Planning: Meaning and levels of planning, planning horizons, planning process,meaning and use of single use, standing, contingency and derivative planning, pitfallsand their improvement in planning.Decision Making: Concept of decision making, process of rational decision making,type of problems and decision making, decision making conditions and styles.Activities: Simulation and case analysis

Meaning and concept of organizational structure and architecture, elements oforganizational architecture, designing structure: vertical differentiation (Tall Vs. Flat),horizontal differentiation (Functional, multidivisional, geographical and matrix), andintegrating mechanisms (formal knowledge network and strategy, coordination andintegrating mechanisms), definition and source of authority, responsibility andaccountability and creating accountability in business organizations, emerging issuesin organization design and architecture, Nepalese practices in organizational structure.Activities: Project work and case analysis.

Meaning and concept of organizational culture, importance of organizational culture,change and strengthening organizational culture, managing organizational cultureduring merger, organizational culture in Nepalese organization.Activities: Term paper on culture after merger and case analysis

Meaning of team and group, difference between team and group, importance of teamin organization, creating effective team, types of group and team, managing teamconflict, position of team work in Nepalese organization. Activities: Simulation and case analysis.

Meaning of business communication, communication process, parties involved incommunication, communication barriers and their improvement, meaning, process andtypes of control, essentials of effective control system, control tools and techniques.Activities: Simulation, oral presentation and case analysis

Growth of business sector in Nepal, major industries in Nepal – manufacturing, export – oriented, import- substitution, and service sector, existing management and businesspractices in Nepalese business, major problems of Nepalese businessActivities: Live project and presentation