CA31 Leadership and Management

Overview
Curriculum
  • 8 Sections
  • 49 Lessons
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Topic 1
36 Lessons
  1. 3RD SEP : TOPIC 1 - INTRODUCTION TO MANAGEMENT
  2. 4TH SEP: OVERVIEW OF MANAGEMENT
  3. NOTES TOPIC 1- MR KEVIN
  4. 9TH SEP SUBTOPIC - LEVELS OF MANAGEMENT, MANAGERIAL FUNCTIONS, MODERN SKILLS OF A MANAGER
  5. 11TH SEP SUBTOPIC: MANAGERIAL ROLES,CHANGING ROLES OF MANAGEMENT,QUALITIES OF A GOOD MANAGER,MANAGEMENT AND ADMINISTRATION)
  6. 16TH SEP TOPIC: EVOLUTION OF MANAGEMENT THEORIES
  7. 23RD SEP WED ( DAY CLASS) BY MR. KEVIN - SUBTOPIC: MARY PARKER FOLLET,GROUP INFLUENCE
  8. 18TH SEP SUBTOPIC: PRINCIPLES OF BUREACRATIC MANAGEMENT, ADMINISTRATIVE MANAEMENT BY HENRY FAYOL,NEO CLASSICAL THEORIES OF MANAGEMENT
  9. 24TH SEP THUR (EVENING CLASS) BY MR. KEVIN - SUBTOPIC : MODERN MANEGEMENT THEORIES
  10. 25TH SEP FRI (DAY CLASS) BY MR. KEVIN - SUBTOPIC: THEORY Y,ASSUMPTIONS OF THEORY Y...
  11. 26TH SEP SAT( EARLY MORNING) BY MR. KEVIN - SUBTOPIC: DOUGLAS MCGREGORY THEORY X THEORY Y
  12. 26TH SEP SAT (EVENING CLASS) BY MR. KEVIN - TOPIC: ORGANIZATIONAL STRUCTURE
  13. 28TH SEP MON ( EARLY MORNING CLASS) BY MR. KEVIN - SUBTOPIC: MODERN MANAGEMENT THEORIES
  14. 30TH SEP WED(DAY CLASS) BY MR. KEVIN - SUBTOPIC: CONTINGENCY / SITUATIONAL APPROACH
  15. 1ST OCT THUR(EVENING CLASS) BY MR. KEVIN - SUBTOPIC: LINE AND STAFF STRUCTURE
  16. 3RD OCT SAT(EARLY MORNING CLASS) BY MR. KEVIN - TOPIC: ORGANIZING FUNCTION
  17. 3RD OCT SAT(EVENING CLASS) BY MR. KEVIN - TOPIC: LEADERSHIP AS A FUNCTION OF MANAGEMENT
  18. 6TH OCT TUE(DAY CLASS) BY MR. KEVIN - TOPIC: ORGANIZING FUNCTION
  19. 7TH OCT WED(DAY CLASS) BY MR. KEVIN - SUBTOPIC: FUNCTIONAL STRUCTURES
  20. 8TH OCT THUR(EVENING CLASS) BY MR. KEVIN -SUBTOPIC: LEADERSHIP STYLES
  21. 9TH OCT FRI(DAY CLASS) BY MR. KEVIN - TOPIC: LIVE AND STAFF
  22. 10TH OCT SAT(EARLY MORNING CLASS) BY MR. KEVIN - SUBTOPIC: FUNCTIONAL STRUCTURE
  23. 10TH OCT SAT(EVENING CLASS) BY MR. KEVIN - SUBTOPIC: TRANSACTIONAL,VISIONARY LEADERSHIP, NARCISSISTIC
  24. 11TH OCT SUN(EARLY MORNING CLASS) BY MR. KEVIN - SUBTOPIC: AUTHORITY,POWER,RESPONSIBILITY AND ACCOUNTABILITY
  25. 12TH OCT MON(EARLY MORNING CLASS) BY MR. KEVIN - SUBTOPIC: CO-ORDINATION
  26. 14TH OCT WED(DAY CLASS) BY MR. KEVIN - SUBTOPIC: WIDE SPAN OF CONTROL, TOPIC: LEADERSHIP AS A FUNCTION OF MANAGEMENT
  27. 16TH OCT FRI(DAY CLASS) BY MR. KEVIN - SUBTOPIC: LEADERSHIP AS A FUNCTION OF MANAGEMENT
  28. 17TH OCT SAT(EARLY MONRING CLASS) BY MR. KEVIN - SUBTOPIC: THEORIES OF LEADERSHIP
  29. 17TH OCT SAT(EVENING CLASS) BY MR. KEVIN - SUBTOPIC: ETHICAL LEADERSHIP
  30. 19TH OCT MON(EARLY MORNING CLASS) BY MR. KEVIN - SUBTOPIC: LEADERSHIP STYLES
  31. 21ST OCT WED( DAY CLASS) BY MR. KEVIN - SUBTOPIC: LEADERSHIP STYLES
  32. 22ND OCT THUR(EVENING CLASS) BY MR. KEVIN - SUBTOPIC: BARRIERS OF ENTREPRENEURSHIP
  33. 23RD OCT FRI(DAY CLASS) BY MR. KEVIN - SUBTOPIC: ETHICAL LEADERSHIP
  34. 24TH OCT SAT(EARLY MORNING CLASS) BY MR. KEVIN - SUBTOPIC: CONFLICT RESOLUTION AND LEADERSHIP
  35. 24TH OCT SAT(EVENING CLASS) BY MR. KEVIN - SUBTOPIC: CASE STUDIES
  36. 26TH OCT MON(EARLY MORNING CLASS) BY MR. KEVIN - TOPIC: ENVIRONMENT ANALYSIS

This course equips learners with the knowledge and practical skills required to lead individuals, manage organizations, and drive strategic performance in today's dynamic business environment. It focuses on leadership theories, management functions, organizational behaviour, strategic decision-making, change management, and team development. The course prepares learners to become effective leaders capable of promoting innovation, organizational growth, and sustainable business success.

Key Topics Covered

  • Introduction to management
  • Nature of management
  • Importance of management
  • Levels of management
  • Multi-disciplinary nature of management
  • Roles of management as advocated by Henry Mintzberg
  • The changing roles of management and managers
  • Qualities of an effective manager
  • Management and administration
  • Evolution and development of management thought
  • Classical approaches to management
  • Taylor’s view point
  • Fayol’s administrative theory
  • Max Weber’s bureaucratic theory
  • Behavioral management approach
  • Elton Mayo-Human relation theory
  • Abraham Maslow’s theory
  • McGregor’s X and Y theories
  • Mary Parker Follett’s Management theory
  • Modern management theories
  • Quantitative thinking
  • Systems thinking
  • Contingency thinking
  • Leading as a function of management
  • Differences between management and leadership
  • Attributes and skills of a good leader
  • Delegation, responsibility and accountability
  • Power, authority and accountability
  • Other Functions of management
  • Planning function:
  • Introduction to planning
  • Importance of planning
  • Planning process
  • Types of plans
  • Approaches to planning
  • Organizing function
  • Meaning and importance of organizing
  • Factors affecting the organizing function
  • Process of organizing
  • Principles of organizing
  • Organizational structures
  • Staffing function
  • Meaning and importance of staffing
  • Staffing process
  • Factors that affect the staffing function
  • Components of the staffing function
  • Controlling function
  • Meaning and importance of control
  • Steps in the control process
  • Types of control
  • Controlling for organizational and employee performance
  • Tools for measuring performance
  • Essentials of an effective control system
  • Environmental Analysis
  • Micro-environment
  • Macro-environment
  • Internal environment
  • External environment
  • Tools of environmental analysis
  • Leadership approaches and strategy
  • Leadership traits
  • Leadership styles
  • Leadership skills
  • Formulation of an organization’s strategic direction
  • Differences between transactional leadership and transformational leadership
  • Conflict resolution mechanisms
  • Ethics in leadership
  • Decision making
  • Importance of decision making
  • Decision making models/approaches
  • Types of decisions
  • Decision making process
  • Problem solving skills
  • Decision making under different conditions
  • Challenges in decision making
  • Effective decision making
  • Enterprise management
  • Meaning and concept of entrepreneurship
  • Intrapreneurship
  • Entrepreneurial development
  • Enhancing creativity and innovation in organizations
  • Methods of generating ideas
  • Introduction to business plan
  • Protection of intellectual properties
  • Project management
  • Project management concepts
  • Characteristics of a project
  • Importance of projects
  • Features of projects and baseline surveys
  • Illustration of the Project life cycle
  • Project planning and organizing
  • Project resources and costing
  • Project completion and evaluation
  • Marketing management
  • Meaning and importance of marketing
  • Marketing management orientation/philosophies
  • Marketing mix
  • Development of marketing information
  • Marketing strategies
  • Marketing research and intelligence
  • International marketing and e-commerce
  • Leadership and Strategic Change
  • Meaning of change
  • Theories of change
  • Types of organizational change
  • Managing resistance to change
  • Diagnosing the change context
  • Levers for strategic change
  • Methods of introducing strategic change
  • Problems of formal change programmes
  • Leading Change
  • Case Studies in Leadership and Management Sample reading and reference material
  • G.A Cole, (2017). Management: Theory and Practice. Amazon.
  • Robbins, P. (2015). Management. Wiley.
    • Dicenzo, Coulter and Robbins: Fundamentals of Management: Essential Concepts and Applications. Revised Edition.
  • Kasneb e-learning resources (link on kasneb website)
  • Kasneb approved study packs

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