CSS Business Administration Management Syllabus

Management syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Management in CSS Business Administration, not a summary of it.

1. 1

   Introduction to Management and Organizations

   4 topics

   • Defining Management and Organizations
   • Functions of Management
   • Managerial Roles and Skills
   • Levels of Management
2. 2

   Evolution of Management Thought

   4 topics

   • Scientific Management
   • Administrative and Bureaucratic Theory
   • Behavioral and Human Relations Approach
   • Quantitative and Contemporary Approaches
3. 3

   The Management Environment

   4 topics

   • Internal Environment and Organizational Culture
   • External Environment
   • Stakeholders and Their Influence
   • Globalization and the Global Manager
4. 4

   Planning and Decision Making

   4 topics

   • The Planning Process
   • Strategic Management Process
   • Decision Making Process
   • Decision Making Conditions
5. 5

   Organizing and Organizational Design

   4 topics

   • Elements of Organizational Structure
   • Mechanistic vs Organic Structures
   • Common Organizational Designs
   • Managing Change and Innovation
6. 6

   Leading and Motivating

   4 topics

   • Theories of Leadership
   • Theories of Motivation
   • Communication in Organizations
   • Managing Teams and Groups
7. 7

   Controlling

   4 topics

   • The Control Process
   • Types of Control
   • Control Tools and Techniques
   • Contemporary Issues in Control

Management flashcards for CSS Business Administration

24 of 50 cards from the Management deck — real questions with worked answers.

1. Define management as a process.

   Management is the process of planning, organizing, leading, and controlling an organization's human, financial, physical, and informational resources to achieve organizational goals efficiently and effectively.

2. What is the difference between efficiency and effectiveness in management?

   Efficiency means doing things right (getting maximum output from minimum input resources); effectiveness means doing the right things (achieving the intended goals). Good managers must be both.

3. Define an 'organization' in management.

   An organization is a deliberate, structured arrangement of two or more people working together to achieve a specific, common purpose or set of goals.

4. What three common characteristics do all organizations share?

   A distinct purpose (goal), people who carry out the work, and a deliberate structure that defines and limits members' behavior.

5. Name the four functions of management (POLC) in sequence.

   Planning, Organizing, Leading (directing), and Controlling.

6. What does the 'planning' function of management involve?

   Defining goals, establishing strategy to achieve them, and developing plans to coordinate and integrate activities; it sets the direction for the organization.

7. What does the 'organizing' function of management involve?

   Determining what tasks are to be done, who does them, how tasks are grouped, who reports to whom, and where decisions are made; it arranges and structures work.

8. What does the 'controlling' function of management involve?

   Monitoring actual performance, comparing it against set standards/goals, and correcting any significant deviations to ensure goals are achieved.

9. Who proposed the five functions of management (POSDCORB origins) including 'commanding' and 'coordinating'?

   Henri Fayol originally proposed five functions: planning, organizing, commanding, coordinating, and controlling.

10. What are the three categories of managerial roles identified by Henry Mintzberg?

    Interpersonal roles, Informational roles, and Decisional roles (ten roles grouped into these three categories).

11. Name the three interpersonal managerial roles (Mintzberg).

    Figurehead, Leader, and Liaison.

12. Name the three informational managerial roles (Mintzberg).

    Monitor, Disseminator, and Spokesperson.

13. Name the four decisional managerial roles (Mintzberg).

    Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.

14. What are the three essential managerial skills identified by Robert Katz?

    Technical skills, Human (interpersonal) skills, and Conceptual skills.

15. Define conceptual skills and indicate which management level needs them most.

    Conceptual skills are the ability to think abstractly, analyze complex situations, and see the organization as a whole. They are most important for top-level managers.

16. Define technical skills and indicate which management level relies on them most.

    Technical skills are job-specific knowledge and proficiency in a specialized field. They are most important for first-line (lower-level) managers.

17. At which level are human (interpersonal) skills important?

    Human skills—the ability to work well with, communicate with, and motivate people—are equally important at all three levels of management.

18. Name the three levels of management.

    Top-level (strategic) management, Middle-level (tactical) management, and First-line/Lower-level (operational/supervisory) management.

19. Give examples of titles found at the top level of management.

    Chief Executive Officer (CEO), President, Managing Director, Chief Operating Officer (COO), and Vice Presidents.

20. What is the primary responsibility of first-line managers?

    First-line managers directly supervise and coordinate the work of non-managerial (operative) employees; examples include supervisors, foremen, and team leaders.

21. Who is regarded as the 'Father of Scientific Management'?

    Frederick Winslow Taylor (F.W. Taylor).

22. State the four principles of Scientific Management proposed by F.W. Taylor.

    1) Develop a science for each element of work (replace rule of thumb); 2) Scientifically select, train, and develop workers; 3) Cooperate with workers to ensure work follows the scientific method; 4) Divide work and responsibility almost equally between management and workers.

23. What technique did Frank and Lillian Gilbreth contribute to Scientific Management?

    Time-and-motion studies—analyzing and eliminating wasteful hand-and-body motions (their 'therbligs' classification) to improve efficiency.

24. What management technique is Henry Gantt best known for?

    The Gantt chart, a bar chart for scheduling and tracking work progress over time, and a task-and-bonus wage incentive system.

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