Leadership and Management CPA Notes
KASNEB CPA Advanced Level Notes
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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.
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CONTENT
- Introduction to management
1.1 Nature of management
1.2 Importance of management
1.3 Levels of management
1.4 Multi-disciplinary nature of management
1.5 Roles of management as advocated by Henry Mintzberg
1.6 The changing roles of management and managers
1.7 Qualities of an effective manager
1.8 Management and administration - Evolution and development of management thought
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
4.1.2 Importance of planning
4.1.3 Planning process
4.1.4 Types of plans
4.1.5 Approaches to planning
4.2 Organising function
4.2.1 Meaning and importance of organising
4.2.2 Factors affecting the organising function
4.2.3 Process of organising
4.2.4 Principles of organising
4.2.5 Organisational structures
4.3 Staffing function
4.3.1 Meaning and importance of staffing
4.3.2 Staffing 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
4.4.2 Steps in the control process
4.4.3 Types 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
7.7 Challenges in decision making
7.8 Effective decision making - Enterprise management
8.1 Meaning and concept of entrepreneurship
8.2 Intrapreneurship
8.3 Entrepreneurial development
8.4 Enhancing creativity and innovation in organisations
8.5 Methods of generating ideas
8.6 Introduction to business plan
8.7 Protection of intellectual properties - Project management
9.1 Project management concepts
9.2 Characteristics of a project
9.3 Importance of projects
9.4 Features of projects and baseline surveys
9.5 Illustration of the Project life cycle
9.6 Project planning and organising
9.7 Project resources and costing
9.8 Project completion and evaluation - Marketing management
10.1 Meaning and importance of marketing
10.2 Marketing management orientation/philosophies
10.3 Marketing mix
10.4 Development of marketing information
10.5 Marketing strategies
10.6 Marketing research and intelligence
10.7 International 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