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Download Principles of Management By K Sundar – This book covers the entire gamut of the subject principles of management/ Business Management. Gundam vs. gundam next. Targeted at undergraduate students of commerce and management, the book, in 31 chapters, is pedagogy-rich, comprehensive and student-friendly.
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Contents
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Book Contents
PART ONE INTRODUCTION
1. Basic Management Concepts
2. Evolution of Management Concepts
3. Social Aspects of Business
PART TWO PLANNING
4. Planning
5. Classification of Planning
6. Objectives
7. Forecasting and Planning Premises
8. Decision Making
9. Policies
10. Strategy
PART THREE ORGANISING
11. Organisation and Organisation Structure
12. Types of Organisation
13. Supervision and Span of Control
14. Departmentation
15. Organisation Charts and Manuals
16. Authority and Responsibilities
17. Delegation and Decentralization
PART FOUR STAFFING
18. Job Analysis and Job Design
19. Recruitment
20. Selection
21. Placement, Induction and Socialization
22. Training and Development
23. Promotion, Transfer and Demotion
24. Performance Appraisal
PART FIVE DIRECTING
25. Directing
26. Motivation and Morale
27. Leadership
28. Communication
PART SIX CO-ORDINATING
29. Co-ordination
PART SEVEN CONTROLLING
30. Control
31. Techniques of Control
University Question Papers
Glossary
Index
1. Basic Management Concepts
2. Evolution of Management Concepts
3. Social Aspects of Business
PART TWO PLANNING
4. Planning
5. Classification of Planning
6. Objectives
7. Forecasting and Planning Premises
8. Decision Making
9. Policies
10. Strategy
PART THREE ORGANISING
11. Organisation and Organisation Structure
12. Types of Organisation
13. Supervision and Span of Control
14. Departmentation
15. Organisation Charts and Manuals
16. Authority and Responsibilities
17. Delegation and Decentralization
PART FOUR STAFFING
18. Job Analysis and Job Design
19. Recruitment
20. Selection
21. Placement, Induction and Socialization
22. Training and Development
23. Promotion, Transfer and Demotion
24. Performance Appraisal
PART FIVE DIRECTING
25. Directing
26. Motivation and Morale
27. Leadership
28. Communication
PART SIX CO-ORDINATING
29. Co-ordination
PART SEVEN CONTROLLING
30. Control
31. Techniques of Control
University Question Papers
Glossary
Index
About Author
K Sundar
Book Details
- Publisher: VNI
- Language: English
- ISBN-10: 8182093112
- ISBN-13: 978-8182093119
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Traditionally, the term 'management' refers to the activities involved in the four general functions: planning, organizing, leading and coordinating of resources. Note that the four functions recur throughout the organization and are highly integrated. This topic shares guidelines and resources to manage in each of those four functions. However, to truly understand the field of management, you should be acquainted with its historical and contemporary theories, as well as a new paradigm in organizations and management. This topic explains that information, as well.
The guidelines and resources in this topic are not sufficient to develop strong competencies in management. Those competencies come from extensive experience in applying that information.
Sections of This Topic Include
What is Management?
--- Traditional View of Management
--- Is Leading Different Than Managing?
--- Traditional View of Management
--- Is Leading Different Than Managing?
To Truly Understand Management, Know Its Broad Context
--- Different Levels and Roles of Management
--- Historical Theories
--- New Paradigm in Management
--- Contemporary Theories
--- Different Levels and Roles of Management
--- Historical Theories
--- New Paradigm in Management
--- Contemporary Theories
How to Do Traditional Functions in Management
--- Planning
--- Organizing
--- Leading
--- Controlling / Coordinating
--- Planning
--- Organizing
--- Leading
--- Controlling / Coordinating
How to Manage Yourself, Groups and Organizations
--- Suggested Core Competencies to Manage in Any Situation
--- How to Manage Yourself
--- How to Manage a Group
--- How to Manage an Organization
--- Suggested Core Competencies to Manage in Any Situation
--- How to Manage Yourself
--- How to Manage a Group
--- How to Manage an Organization
WHAT IS MANAGEMENT?
Traditional View of Management
There are a variety of views about the term 'management'. Traditionally, the term 'management' refers to the activities involved in the four general functions listed below.
1) Planning, including identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning.
2) Organizing resources to achieve the goals in an optimum fashion. Examples are organizing new departments, human resources, office and file systems and re-organizing businesses.
3) Leading, including to set direction for the organization, groups and individuals and also influence people to follow that direction. Examples are establishing strategic direction (vision, values, mission and / or goals) and championing methods of organizational performance management to pursue that direction.
4) Controlling, or coordinating, including the organization's systems, processes and structures to reach effectively and efficiently reach goals and objectives. This includes ongoing collection of feedback, and monitoring and adjustment of systems, processes and structures accordingly. Examples include use of financial controls, policies and procedures, performance management processes and measures to avoid risks.
Different Views of Management
Another view is that 'management' is getting things done through others. Yet another view, quite apart from the traditional view, asserts that the job of management is to support employee's efforts to be fully productive members of the organizations and citizens of the community.
To most employees, the term 'management' probably means the group of people (executives and other managers) who are primarily responsible for making decisions in the organization. In a nonprofit, the term 'management' might refer to all or any of the activities of the Board of Directors, executive director and/or program directors.
Some writers, teachers and practitioners assert that the above view is rather outmoded and that management needs to focus more on leadership skills, e.g., establishing vision and goals, communicating the vision and goals, and guiding others to accomplish them. They also assert that leadership must be more facilitative, participative and empowering in how visions and goals are established and carried out. Some people assert that this really isn't a change in the management functions, rather it's re-emphasizing certain aspects of management.
Is Leading Different Than Managing?
There seems to be an increasing number of perspectives that leading is different than managing. They explain that perspective with phrases like 'Leaders do the right things, and managers do things right' or 'Leaders lead people and managers manage resources'. See the View That Leading is Different Than Managing. There are others who disagree with that view and agree with a more traditional view as included above. Also see View That Separating 'Leading' from 'Managing' Can Be Destructive.
Additional Perspectives on the Term 'Management'
TO TRULY UNDERSTAND MANAGMENT, KNOWS ITS BROAD CONTEXT
Different Levels and Roles of Management
It helps to be acquainted with the different levels and roles in management because, even among experienced managers, there are different interpretations. What is most important is that you come up with your own interpretations and be able to explain them to others with whom you work.
Board of Directors Management Executives Managers Supervisors Work Directors Individual Contributors | Leaders Board / Governance Development Management Development Executive Development Managerial Development Supervisoral Development Leadership Development |
Historical Theories
It also helps you to be acquainted with historical theories, especially to appreciate the rather recent changes (which are quite different than traditional approaches) so you might adjust your own management styles accordingly.
Scientific Management Theory
(1890-1940)
At the turn of the century, the most notable organizations were large and industrialized. Often they included ongoing, routine tasks that manufactured a variety of products. The United States highly prized scientific and technical matters, including careful measurement and specification of activities and results. Management tended to be the same. Frederick Taylor developed the :scientific management theory” which espoused this careful specification and measurement of all organizational tasks. Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities.
At the turn of the century, the most notable organizations were large and industrialized. Often they included ongoing, routine tasks that manufactured a variety of products. The United States highly prized scientific and technical matters, including careful measurement and specification of activities and results. Management tended to be the same. Frederick Taylor developed the :scientific management theory” which espoused this careful specification and measurement of all organizational tasks. Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities.
Bureaucratic Management Theory
(1930-1950)
Max Weber embellished the scientific management theory with his bureaucratic theory. Weber focused on dividing organizations into hierarchies, establishing strong lines of authority and control. He suggested organizations develop comprehensive and detailed standard operating procedures for all routinized tasks.
Max Weber embellished the scientific management theory with his bureaucratic theory. Weber focused on dividing organizations into hierarchies, establishing strong lines of authority and control. He suggested organizations develop comprehensive and detailed standard operating procedures for all routinized tasks.
Human Relations Movement
(1930-today)
Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory “X”, “Y” and “Z”).
Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory “X”, “Y” and “Z”).
Also consider
History and Theories of Organization Development
History and Theories of Organization Development
New Paradigm in Management
Driving Forces of Change
Around the 1960s and on to today, the environment of today’sorganizations has changed a great deal. A variety of driving forcesprovoke this change. Increasing telecommunications has “shrunk”the world substantially. Increasing diversity of workers has broughtin a wide array of differing values, perspectives and expectationsamong workers. Public consciousness has become much more sensitiveand demanding that organizations be more socially responsible.Much of the third-world countries has joined the global marketplace,creating a wider arena for sales and services. Organizations becameresponsible not only to stockholders (those who owned stock) butto a wider community of “stakeholders.”
As a result of the above driving forces, organizations wererequired to adopt a “new paradigm,” or view on the world,to be more sensitive, flexible and adaptable to the demands andexpectations of stakeholder demands. Many organizations have abandonedor are abandoning the traditional top-down, rigid and hierarchicalstructures to more “organic” and fluid forms.
Today’s leaders and/or managers must deal with continual,rapid change. Managers faced with a major decision can no longerrefer back to an earlier developed plan for direction. Managementtechniques must continually notice changes in the environmentand organization, assess this change and manage change. Managingchange does not mean controlling it, rather understanding it,adapting to it where necessary and guiding it when possible.
Managers can’t know it all or reference resources for every situation. Managers must count on and listen more to their employees. Consequently, new forms of organizations are becoming more common, e.g., worker-centered teams, self-organizing and self-designing teams, etc.
Traits of the New Paradigm
Marilyn Ferguson, in The New Paradigm: Emerging Strategic forLeadership and Organizational Change (Michael Ray and Alan Rinzler,Eds., 1993, New Consciousness Reader), provides a very conciseoverview of the differences between the old and new paradigm.(The following is summarized.)
Old Paradigm | New Paradigm |
promote consumption at all costs | appropriate consumption |
people to fit jobs | jobs to fit people |
imposed goals, top-down decision making | autonomy encouraged, worker participation |
fragmentation in work and roles | cross-fertilization by specialists seeing wide relevance |
identification with job | identity transcends job description |
clock model of company | recognition of uncertainty |
aggression, competition | cooperation |
work and play separate | blurring of work and play |
manipulation and dominance | cooperation with nature |
struggle for stability | sense of change, of becoming |
quantitative | qualitative as well as quantitative |
strictly economic motives | spiritual values transcend material gain |
polarized | transcends polarities |
short-sighted | ecologically sensitive |
rational | rational and intuitive |
emphasis on short-term solutions | recognition that long-range efficiency must take in to account harmonious work environment |
centralized operations | decentralized operations when possible |
runaway, unbridled technology | appropriate technology |
allopathic treatment of symptoms | attempt to understand the whole, locate deep underlying causes of disharmony |
Contemporary Theories
Contingency Theory
Basically, contingency theory asserts that when managers make a decision, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand. Basically, it’s the approach that “it depends.” For example, the continuing effort to identify the best leadership or management style might now conclude that the best style depends on the situation. If one is leading troops in the Persian Gulf, an autocratic style is probably best (of course, many might argue here, too). If one is leading a hospital or university, a more participative and facilitative leadership style is probably best.
Systems Theory
Systems theory has had a significant effect on management science and understanding organizations. First, let’s look at “what is a system?” A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. For example, a pile of sand is not a system. If one removes a sand particle, you’ve still got a pile of sand. However, a functioning car is a system. Remove the carburetor and you’ve no longer got a working car. A system can be looked at as having inputs, processes, outputs and outcomes. Systems share feedback among each of these four aspects of the systems.
Let’s look at an organization. Inputs would include resources such as raw materials, money, technologies and people. These inputs go through a process where they’re planned, organized, motivated and controlled, ultimately to meet the organization’s goals. Outputs would be products or services to a market. Outcomes would be, e.g., enhanced quality of life or productivity for customers/clients, productivity. Feedback would be information from human resources carrying out the process, customers/clients using the products, etc. Feedback also comes from the larger environment of the organization, e.g., influences from government, society, economics, and technologies. This overall system framework applies to any system, including subsystems (departments, programs, etc.) in the overall organization.
Systems theory may seem quite basic. Yet, decades of management training and practices in the workplace have not followed this theory. Only recently, with tremendous changes facing organizations and how they operate, have educators and managers come to face this new way of looking at things. This interpretation has brought about a significant change (or paradigm shift) in the way management studies and approaches organizations.
The effect of systems theory in management is that writers, educators, consultants, etc. are helping managers to look at the organization from a broader perspective. Systems theory has brought a new perspective for managers to interpret patterns and events in the workplace. They recognize the various parts of the organization, and, in particular, the interrelations of the parts, e.g., the coordination of central administration with its programs, engineering with manufacturing, supervisors with workers, etc. This is a major development. In the past, managers typically took one part and focused on that. Then they moved all attention to another part. The problem was that an organization could, e.g., have a wonderful central administration and wonderful set of teachers, but the departments didn’t synchronize at all. See the category Systems Thinking
Chaos Theory
As chaotic and random as world events seem today, they seem as chaotic in organizations, too. Yet for decades, managers have acted on the basis that organizational events can always be controlled. A new theory (or some say “science”), chaos theory, recognizes that events indeed are rarely controlled. Many chaos theorists (as do systems theorists) refer to biological systems when explaining their theory. They suggest that systems naturally go to more complexity, and as they do so, these systems become more volatile (or susceptible to cataclysmic events) and must expend more energy to maintain that complexity. As they expend more energy, they seek more structure to maintain stability. This trend continues until the system splits, combines with another complex system or falls apart entirely. Sound familiar? This trend is what many see as the trend in life, in organizations and the world in general.
Also consider
Emerging Nature and New Organizational Structures and Design
Emerging Nature and New Organizational Structures and Design
HOW TO DO TRADITIONAL FUNCTIONS IN MANAGEMENT
Planning
Simply put, planning is selecting priorities and results (goals, objectives, etc.) and how those results will achieved. Planning typically includes identifying goals, objectives, methods, resources needed to carry out methods, responsibilities and dates for completion of tasks. Examples of planning are strategic planning, business planning, project planning, staffing planning, advertising and promotions planning.
Decision Making -- selecting the best course of action
Planning -- Basics (establishing goals and how they will be reached)
Problem Solving (analyzing alternatives and selecting a course of action)
Planning -- Basics (establishing goals and how they will be reached)
Problem Solving (analyzing alternatives and selecting a course of action)
Various Kinds of Plans
Major types of planning:
Various other types of planning:
Organizing
Organizing can be viewed as the activities to collect and configure resources in order to implement plans in a highly effective and efficient fashion. Organizing is a broad set of activities, and often considered one of the major functions of management. Therefore, there are a wide variety of kinds of organizing, as listed below.
Various Kinds of Organizing
Organizing Yourself (your office, files, etc.)
Organizing / Designing Tasks, Jobs or Roles
Organizing Staff
Organizing Various Types of Groups
Organizing Communities (typically a nonprofit goal)
Organizing a New Business (whether for-profit or nonprofit)
Guidelines to Reorganize a Current Organization
Organizing / Designing Tasks, Jobs or Roles
Organizing Staff
Organizing Various Types of Groups
Organizing Communities (typically a nonprofit goal)
Organizing a New Business (whether for-profit or nonprofit)
Guidelines to Reorganize a Current Organization
Human Resources Management
Benefits
Compensation
Staffing (planning, specifying, sourcing, selecting, etc.)
Training and Development
Compensation
Staffing (planning, specifying, sourcing, selecting, etc.)
Training and Development
Facilities
Computers, Internet and Web
Facilities Management
Facilities Management
Leading
Simply put, leading is establishing direction and influencing to follow that direction, and you might be leading yourself, another individual, a group or an organization. There are a wide variety of theories, models and styles of leadership, as well as areas of focus, each of which requires somewhat different skills in leadership.
Suggested Core Competencies to Lead in Any Situation
Leading Yourself (career & and personal development, personal productivity & wellness)
Leading Another Individual (setting goals, methods of influence, building trust, managing conflict, etc.)
Leading Groups (facilitation, meeting management, group problem solving, managing conflict, etc.)
Leading Organizations (strategic analysis, strategic direction, org'l communications, etc.)
Leading Yourself (career & and personal development, personal productivity & wellness)
Leading Another Individual (setting goals, methods of influence, building trust, managing conflict, etc.)
Leading Groups (facilitation, meeting management, group problem solving, managing conflict, etc.)
Leading Organizations (strategic analysis, strategic direction, org'l communications, etc.)
Also consider
What is Leadership? How Do I Lead?
What is Leadership? How Do I Lead?
Controlling / Coordinating
Basically, organizational control (or the term coordination, which is often preferred) is assessing if you are doing what you wanted to be doing or not, and if not, then deciding what course of action to take. It is the part of planning after you have decided what you wanted to be doing. The manner in which the coordinating is done depends on the management style preferred by the organization. Below are some of the major approaches to organizational control and coordination.
Feedback Mechanisms
Evaluations (many kinds)
Business Research
Business Research
Financial Management
Finances (For-Profit)
Finances (Nonprofit)
Finances (Nonprofit)
Groups
Legal and Taxation Compliance
Employee Laws, Issues, Topics, etc.
Taxation
Taxation
Operations
Organizational Performance
Personnel
Employee Laws, Topics and Issues (understanding major laws and regulations)
Employee Performance Management (setting goals, feedback, performance reviews, etc.)
Ethics Management in the Workplace (ensuring highly ethical standards and behaviors)
Personnel Polices (ensuring compliance to legal and organizational rules and regulations)
Supervision (personnel policies, employee performance management, training, etc.)
Employee Performance Management (setting goals, feedback, performance reviews, etc.)
Ethics Management in the Workplace (ensuring highly ethical standards and behaviors)
Personnel Polices (ensuring compliance to legal and organizational rules and regulations)
Supervision (personnel policies, employee performance management, training, etc.)
Processes
Risk, Safety and Liabilities
Crisis Management
Employee Wellness Programs (diversity management, safety, ergonomics, etc.)
Insurance
Risk Management
Employee Wellness Programs (diversity management, safety, ergonomics, etc.)
Insurance
Risk Management
HOW TO MANAGE YOURSELF, GROUPS AND ORGANIZATIONS
Suggested Core Competencies and Resources to Manage in Any Situation
Various experts would disagree on what skills and practices should be required for managers in organizations. Various roles and skills are listed throughout the next sections in this topic. However, it would be difficult to undertake them without having the following core skills.
Decision Making
Delegating
Planning -- Basic Process
Problem Solving
Meeting Management
Delegating
Planning -- Basic Process
Problem Solving
Meeting Management
Also consider
Suggested Core Competencies to Lead in Any Situation
Suggested Core Competencies to Lead in Any Situation
How to Manage Yourself
It is well understood among experienced managers that you cannot effectively lead and manage others unless you first can effectively lead and manage yourself. That can be quite difficult especially for new managers, when starting a group or organization, or when the group or organization is undergoing significant change. Basics for New Managers and Supervisors to Management Themselves
Also consider
Emotional Intelligence (managing your emotions)
Organizing Yourself (this subtopic is in 'Personal Productivity')
Time Management
Work-Life Balance
Career Development (resumes, networking, interviewing, etc.)
Leading Yourself (career & and personal development, personal productivity & wellness)
Emotional Intelligence (managing your emotions)
Organizing Yourself (this subtopic is in 'Personal Productivity')
Time Management
Work-Life Balance
Career Development (resumes, networking, interviewing, etc.)
Leading Yourself (career & and personal development, personal productivity & wellness)
How to Manage a Group
Managing a group typically includes getting clear on the purpose and goals of the group, ensuring that it has clear roles in leadership and sufficient resources to work toward its goals, establishing means for making group decisions and solving group problems as well as communicating among members, and that members of the group can work well together.
Also consider
All About Facilitation
All About Facilitation
How to Manage an Organization
Managing an overall organization is typically a cyclical and systematic approach of clarifying its purpose and priorities (via strategic planning), assessing the current activities in the organization, changing and re-organizing the organization if needed to more effectively address priorities, and then continuing the management the performance of the organization toward those priorities.
How to Manage Nonprofit-Specific Activities
There is often a misunderstanding that nonprofit organizations are very different than for-profit organizations. However, the differences between organizations is determined by its life cycle, culture and strategic priorities, much more than by the nature of its services. However, the following activities are somewhat unique to the needs of a nonprofit management and governance.
Fundraising and Grantwriting
Nonprofit management must engage in fundraising in order to meet the fiscal needs of their organization. Generally, fundraising is not one of an executive director's favorite tasks. It can be an all-consuming activity, tapping an executive director's creative and social energy. Executive directors are constantly challenged to strike a balance between the time they devote to fundraising and program management. Too little attention to one area can leave an organization bereft of cash or quality services. See
All About Nonprofit Fundraising
All About Nonprofit Fundraising
Governance (Boards of Directors)
Generally, this term refers to the nature and operations of the board of directors. Some people use the term to also refer to the role of chief executive as well. Nonprofit management -- particularly chief executives -- must have strong skills in working with an often highly diverse collection of board members, each of whom is typically a volunteer to the nonprofit. These skills in working with a board are often not taught in management schools and, instead, must be developed over time 'on the job'. See
All About Boards of Directors
All About Boards of Directors
Nonprofit Budgeting and Accounting
Nonprofits are unique entities created to provide a public service, rather than generate profit. Therefore, nonprofits can enjoy special tax-exempt status with the IRS. Nonprofits also receive grants and other forms of donations to support their operation. These special features unique to nonprofits require highly customized forms of budgeting and accounting, not taught in general management schools. See
All About Financial Management in Nonprofits
All About Financial Management in Nonprofits
Program Planning and Management
Nonprofits typically deliver ongoing services in the form of organizational programs. Therefore, it's important that nonprofit management understand the basic principles of program development and evaluation. See
Program Planning and Management
Program Planning and Management
Volunteer Programs
Many nonprofit organizations rely to a great extent on the use of volunteers. Volunteers should be managed much like any other human resource. There should be staffing planning, recruitment, job descriptions, suitable policies and risk management measures, some form of performance management, etc. Performance management includes setting suitable goals, evaluating performance, providing appropriate rewards or actions to terminate services. See
Developing and Managing Volunteer Programs
Developing and Managing Volunteer Programs
How Can You Improve Your Management Skills?
You can improve your management skills in a rather informal approach or in a carefully designed and systematic approach. The latter is often referred to as a management development program. Here are guidelines for either approach. See
General Resources
Glossary of Business Terms A-Z
Three Management Approaches
Management - a General Theory
Managing Is Hard Work: Avoid These Four Mistakes
Effective Management: Should You Break the Rules?
Stop Micro Managing: Start Smart Managing
Three Management Approaches
Management - a General Theory
Managing Is Hard Work: Avoid These Four Mistakes
Effective Management: Should You Break the Rules?
Stop Micro Managing: Start Smart Managing
Learn More in the Library's Blogs Related to Management
In addition to the articles on this current page, also see the following blogs that have posts related to Management. Scan down the blog's page to see various posts. Also see the section 'Recent Blog Posts' in the sidebar of the blog or click on 'next' near the bottom of a post in the blog. The blog also links to numerous free related resources.
Library'sLeadership Blog
Library's Supervision Blog
Library's Supervision Blog
For the Category of Management:
To round out your knowledge of this Library topic, you maywant to review some related topics, available from the link below.Each of the related topics includes free, online resources.
Also, scan the Recommended Books listed below. They have beenselected for their relevance and highly practical nature.
Also, scan the Recommended Books listed below. They have beenselected for their relevance and highly practical nature.
There are a ton of resources out there to help any project manager level up their skills. One of the best resources is a great book, and there’s no shortage of books on the subject of project management.
So how do you pick where to start? It helps to select books that are appropriate to your level of expertise and experience in project management.
And lucky for you, we did all the research for you! We combed through Amazon, review websites, and even asked for recommendations from experienced project managers. We took the entire list into consideration, then whittled it down and sorted it. Here’s what made our short list.
Beginner project management books
Whether you just fell into the role or are hoping to break into it soon, these books will help you nail the basics and ramp up quickly.
1. A Guide to the Project Management Body of Knowledge
Also known as the PMBOK by project managers, this book is THE textbook on the subject, and many consider it a requirement if you’re planning on taking (and passing) the PMP exam. It was by far the book that came up the most as a recommendation from experienced project managers. It’s a little tough to read, as it is an academic textbook, but it’s just one of those books you should probably have around to reference.
Pros:
- Expansive, thorough, authoritative
- Will help you pass the PMP
Cons:
- Dry, tough to read
2. Project Management for Non-Project Managers
Many project managers never take the PMP. They start out in management or another role and end up filling the void to make sure the trains run on time. This is a great book targeted at those who are in traditional management roles who want to get more involved with project management.
Many project managers recommend it for those who manage project managers. If you’ve never managed projects yourself, it will help you understand a day in the life of a PM.
Pros:
- Easier to get through than the PMBOK
- Easy for non-project managers to get a quick overview
Cons:
- Some consider it outdated
3. Project Management: Absolute Beginner’s Guide
This book is a slightly stripped down and easier-to-read version of the PMBOK. It's very well organized and approachable. Many classes use it as an alternative to the PMBOK, and students say it really helps them pass the PMP. While it covers the basics and theory of project management, it’s lacking a little bit in solid examples and actionable on-the-job advice.
Pros:
- Easy to read
- Great reference
Cons:
- Lacks examples and practical on-the-job advice
4. Project Management for Humans: Helping People Get Things Done
Written by our very own Director of Education Brett Harned, this book takes the stuffiness out of project management and delivers personal stories and practical advice anyone can use to lead projects to success. You’ll learn tactical basics like estimating and planning projects, as well as how to develop soft skills like empathy and communication. It’s all designed to help you manage both people and projects more easily. If you’re looking for a personable approach to project management, this one’s for you.
Pros:
- Conversational style that’s quick and easy to read
- Offers practical examples and templates you can apply today
- TL;DR at the end of every chapter
Cons:
- Geared more toward digital project management
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Intermediate project management books
For those who have some on-the-job project management experience (and the scars to prove it), these books will help you take your skills to the next level.
1. Making Things Happen: Mastering Project Management
This book is a collection of essays based on the author's 9 years of experience as a program manager for Microsoft’s biggest projects. It covers a lot of fundamentals, such as effective communication, decision-making, planning, and problem-solving.
If you’re looking for a framework of project management, you should look elsewhere. But if you have the basics down and want to improve the softer skills and nuanced challenges they don’t prepare you for in the PMP, this book is a great choice.
Pros:
- Easy to read
- Conversational style
Cons:
- A bit verbose, not concise
2. Strategic Project Management Made Simple: Practical Tools for Leaders and Teams
This book packs a lot into a surprisingly quick read. It’s one of the most highly rated books on this list. More than just a project management book, it includes an actionable framework for achieving goals and deep thinking. If you find projects go off the rails because not enough time is spent upfront thinking through the details, this book will give you the tools to fix that.
Pros:
- Inspiring
- Actionable
Cons:
- None really
3. The Fast Forward MBA in Project Management
This book falls somewhere between beginner and intermediate. It’s more of a real-world guide than the PMBOK, so it may be easier to get into for those who have some experience but need to shore up their foundations. It’s such a complete book and is used to supplement the PMBOK in many academic settings. If you’re looking to implement a more official process in your organization, this book will help you more than the PMBOK.
Pros:
- Great real-world examples
- Actionable
Cons:
- Tough to read
- Textbook
Advanced project management and leadership books
If you’re looking to go beyond the basics and expand your leadership skills, these books will help you take your project management to legendary status.
1. Getting Things Done
This isn't just a project management book, but a productivity system. As a project manager, you constantly juggle many things and often wear many hats. Many experienced project managers swear by the GTD method of ensuring they get what they need to get done.
Getting Thing Done shows you how to organize tasks using simple lists and structures. It’s important to have a well-organized structure to put ideas immediately into and to trust the structure so you can free your mind from constant distractions.
2. The Effective Executive: The Definitive Guide to Getting the Right Things Done
Peter Drucker is a legend in management circles. Many authors today credit him as the foundation of the strategies being built today. As a project manager, this book is helpful because it provides a great framework for effectively managing yourself and others. The book is over 40 years old, and while the examples are a bit dated, the message is still very relevant.
The core message is that effectiveness is a habit, not a skill. Effectiveness is 'getting the right things done.' This is very different from efficiency, which is merely 'doing things right.' What project manager doesn't want to be more effective?
3. Brilliant Project Management: What the Best Project Managers Know, Do, and Say
Even project managers who know it all can find a nugget they can apply immediately in this easy-to-read book. The authors combine for 40 years of experience and share their hardest-won lessons.
This book gives practical, real-world advice/examples. It’s a great book to give out if you run a team of project managers. But save one for your own bookshelf, as you’ll also gain value from this book.
Industry-specific project management books
The books listed above are great for any project manager, regardless of industry. But some industries call for specialized advice. We’ve included some of the best industry-specific project management books below.
Best IT project management book
The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win
This book teaches project management principles through a fictional story. Chances are, if you're in IT, you’ve read it or heard of it, as it’s considered required reading for most IT departments today. It’s great for breaking your org out of the cycle of unplanned work, which is important for any project manager.
Best construction project management book
Construction Management JumpStart
Written by an expert with over 20 years of experience as a licensed contractor, this book gives an introduction to construction project management basics. It will teach you about industry-specific issues, like sustainability and Building Information Modeling (BIM).
Best engineering/manufacturing project management book
Introduction To Financial Management Book
Epiphanized: A Novel on Unifying Theory of Constraints, Lean, and Six Sigma
There are 2 parts to this book. Part 1 follows the business novel format introduced by Eli Goldratt, and part 2 describes the concepts of Theory of Constraints (TOC), Lean, and Six Sigma in a more traditional explanation format. The book demonstrates how to achieve on-time delivery and awesome profitability for any engineering or manufacturing project.
Best digital project management book
Interactive Project Management: Pixels, People, and Process
In digital project management, no two projects are the same. Work may happen in an agency or on an internal team and often relies on cross-functional collaboration to succeed. This book shows you how to adapt traditional processes to interactive projects while also giving you the tools you need to lead projects and teams with emotional intelligence. It’s a fun and easy read for any digital project manager.
Bonus: Free online project management resources from TeamGantt
- Project management resource hub (with free guides, tools, and templates)
Put your project management learning to work for you
So what do you do with all the new knowledge you’ll gain reading these books? Apply it to the awesome work you’re already doing, of course!
TeamGantt’s the perfect project management tool to help you put your learning into practice. Watch the video below to see how TeamGantt works, and try our online project management software for free today!
Reviews
I have reviewed numerous books related to management over the past 15 years and this text includes several components that I often need to add to the textbooks I am using. For example, there is wonderful language related to the 'balanced.. read more
Principles of Management provides a comprehensive overview of key management and leadership principles for my professional adult undergraduate students. In our program, it is vital that we offer students a progressive big picture overview of the.. read more
There should be a chapter devoted to the 4 functions of management (planning, leading, organizing & controlling) versus just one chapter covering all four primary functions of management so that is why I have ranked it a 3. read more
The material covers all the basic requirements for a principles of management course. The concepts and applications are on par with what is being taught. I feel the examples are a little dated, but that is something that could easily be augmented.. read more
The text covers the basics that other Principles of Management texts do. read more
The textbook covers subject matter found in most management texts such as the four foundations of management - planning, organizing, leading and controlling ( P-O-L-C). In fact, each chapter links back to P-O-L-C very well. The textbook covers.. read more
I was involved with modifying an existing course to utilizes Open Education Resources in our introduction to Management Supervisory course. This text book is one that we selected a few chapters from for our course. I found this book covers all the.. read more
The Principles of Management heavily relies of the POLC method of Planning, Organizing, Leading, and Controlling. The text was unique in covering the basics of each area within each context while tying it in with many factors that managers deal.. read more
Each of the concepts that are typically covered in a Principles of Management course are included in this manuscript. The table of contents, chapter index, are helpful. Glossary of key terms is embedded within each chapter and could perhaps be.. read more
Yes, the subjects match up with what our school has for Course content and outcome Guides, for this course. It covers all subjects adequately. read more
The text covers the major topics taught in a typical introduction to management course quite thoroughly. read more
In the introduction to Principles of Management, the authors state that there are three themes in the book: strategic thinking, entrepreneurial thinking, and active management. The entrepreneurial theme is not as prevalent as their introduction.. read more