Leadership and Management KASNEB Notes

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CPA ADVANCED LEVEL

LEADERSHIP AND MANAGEMENT UNIT DESCRIPTION

This paper is intended to equip the candidate with knowledge, skills and attitudes that will enable him/her to apply and demonstrate leadership and management skills to grow an enterprise under various circumstances and environments including under uncertainties.

LEADERSHIP AND MANAGEMENT EARNING OUTCOMES

A candidate who passes this paper should be able to:
• Demonstrate an understanding of leadership techniques and management principles
• Apply knowledge of leadership and management theories in organizations
• Effectively undertake management functions
• Make rational management decisions in an organisational context
• Embrace and manage strategic change.

CONTENT

Introduction to management

  • 1.1 Nature of management
  • 1.2 Importance of management
  • 1.3 Levels of management
  • 1.4Multi-disciplinary nature of management
  • 1.5Roles of management as advocated Henry Mintzberg
  • 1.6 The changing roles of management and managers
  • 1.7Qualities of an effective manager
  • 1.8Management and administration

Evolution and development of management thought

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2.1 Classical approaches to management

  • 2.1.1 Taylor’s view point
  • 2.1.2 Fayol’s administrative theory
  • 2.1.3 Max Weber’s bureaucratic theory

2.2 Behavioural management approach

  • 2.2.1 Elton Mayo-Human relation theory
  • 2.2.2 Abraham Maslow’s theory
  • 2.2.3 McGregor’s X and Y theories
  • 2.2.4 Mary Parker Follett’s Management theory

2.3 Modern management theories

  • 2.3.1 Quantitative thinking
  • 2.3.2 Systems thinking
  • 2.3.3 Contingency thinking

Leading as a function of management

  • 3.1 Differences between management and leadership
  • 3.2 Attributes and skills of a good leader
  • 3.3 Delegation, responsibility and accountability
  • 3.4 Power, authority and accountability

  Other Functions of management

4.1 Planning function:

  •    4.1.1 Introduction to planning
  •    4.1.2Importance of planning
  •    4.1.3Planning process
  •    4.1.4Types of plans
  •    4.1.5Approaches to planning

4.2 Organising function

  •    4.2.1   Meaning and importance of organising
  •    4.2.2   Factors affecting the organising function
  •    4.2.3Process of organising
  •    4.2.4Principles of organising
  •    4.2.5 Organisational structures

4.3 Staffing function

  •    4.3.1Meaning and importance of staffing
  •    4.3.2Staffing process
  •    4.3.3  Factors that affect the staffing function
  •    4.3.4  Components of the staffing function

4.4 Controlling function

  • 4.4.1 Meaning and importance of control
  •   4.4.2Steps in the control process
  •   4.4.3Types of control
  •   4.4.4  Controlling for organisational and employee performance
  •   4.4.5  Tools for measuring performance
  •   4.4.6  Essentials of an effective control system

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Environmental Analysis

  •     5.1  Micro-environment
  •     5.2 Macro-environment
  •     5.3 Internal environment
  •     5.4 External environment
  •     5.5 Tools of environmental analysis

Leadership approaches and strategy

  •     6.1 Leadership traits
  •     6.2 Leadership styles
  •     6.3 Leadership skills
  •     6.4 Formulation of an organisation’s strategic direction
  •     6.5 Differences between transactional leadership and transformational leadership
  •     6.6 Conflict resolution mechanisms
  •     6.7 Ethics in leadership

Decision making

  •     7.1 Importance of decision making
  •     7.2  Decision making models/approaches
  •     7.3 Types of decisions
  •     7.4 Decision making process
  •     7.5 Problem solving skills
  •     7.6 Decision making under different conditions
  •     7.7Challenges in decision making
  •     7.8Effective decision making

Enterprise management

  • 8.1 Meaning and concept of entrepreneurship
  •      8.2Intrapreneurship
  •      8.3Entrepreneurial development
  •      8.4Enhancing creativity and innovation in organisations
  •      8.5Methods of generating ideas
  •      8.6Introduction to business plan
  •      8.7Protection of intellectual properties

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Project management

  •     9.1 Project management concepts
  •     9.2Characteristics of a project
  •     9.3  Importance of projects
  •     9.4Features of projects and baseline surveys
  •     9.5  Illustration of theProject life cycle
  •    9.6  Project planning and organising
  •    9.7Project resources and costing
  •    9.8Project completion and evaluation

Marketing management

  •    10.1Meaning and importance of marketing
  •    10.2Marketing management orientation/philosophies
  •    10.3 Marketing mix
  •    10.4 Development of marketing information
  •    10.5Marketing strategies
  •    10.6Marketing research and intelligence
  •    10.7International marketing and e-commerce

Leadership and Strategic Change

  •     11.1  Meaning of change
  •     11.2  Theories of change
  •     11.3  Types of organisational change
  •     11.4  Managing resistance to change
  •     11.5  Diagnosing the change context
  •     11.6  Levers for strategic change
  •     11.7  Methods of introducing strategic change
  •     11.8  Problems of formal change programmes
  •     11.9  Leading Change

Case Studies in Leadership and Management

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