Track
Service Management
Duration
60 hours
Skill Level
Foundation
Language
English
About this Course
Understand management fundamentals and human behavior in organizational contexts.
Learning Mode: Learn at ALC or at Home
Detailed Course Curriculum
Hands-on module breakdown aligned with MKCL production standards and industry requirements.
- Definition Of Management
- The 6 Ms Of Management
- The Qualities Of Management
- The Functions Of Management
- The Essential Nature Of Management And Management Hierarchies
- Essential Managerial Skills
- Characteristics Of Highly Successful Companies
- Technology
- Globalisation
- Productivity, Effectiveness, And Efficiency
- Management - Science Or Art?
- Definition Of Pluralism (Definition Template)
- What Is Pluralism?
- Types Of Pluralism
- Pluralistic Approach To Industrial Relations
- Technological & Innovative Environments
- Invention & Innovation
- Types Of Innovation
- Balancing Incremental And Disruptive Innovation
- The Ecological Environment
- Business & Environment – The Interaction
- Definition- Corporate Social Responsibility
- Social Responsibility And Social Responsiveness
- Definition- Social Responsiveness
- Advantages And Disadvantages Of Social Responsibility
- Reaction Or Proaction
- Role Of Government
- Introduction To Ethics
- Definition- Ethics
- The Case For ‘Ethics’
- Institutionalizing Ethics
- Factors For Raising Ethical Standards
- Definition- Whistle Blower
- Trust And Change Management
- What Are Multinational Corporations?
- History Of MNCs
- Types Of MNCs
- Characteristics Of A Multinational Corporation
- Advantages And Disadvantages Of Multinational Corporations
- Challenges For MNCs
- The Future Of MNCs
- Definition- Country Alliances
- Country Alliances
- Economic Blocs
- Definition- Economic Blocs
- European Union
- North American Free Trade Agreement (NAFTA)
- The Free Trade Area Of The Americas (FTTA)
- Association Of South East Asian Nations (ASEAN)
- Competitive Advantage
- India’S Role In The World Economy
- Span Of Control
- Departmentation
- Departmentation By Enterprise Function
- Departmentation By Territory Or Geography
- Departmentation By Customer Group
- Departmentation By Product
- Matrix Model Of Management Organisation
- Pros And Cons Of Matrix Management Structures
- Steps To Implement Successful Matrix Management Structures
- Strategic Business Units
- Implementation & Planning
- Levels Of Management
- Upper Level Of Management
- Middle Level Of Management
- Lower Level Of Management
- The Role Of A Manager
- What Is Management?
- Definition- Management
- Management Theories Or Thoughts
- Evolution Of Management Thought
- Fredrick Winslow Taylor And Scientific Management
- Henri Fayol
- Hawthorne Studies
- Peter Drucker
- Understanding Management
- Functional Areas Of Management
- Production Management
- Marketing Management
- Financial Management
- Personnel Management
- Effective Management
- Effectiveness And Efficiency
- Determinants Of An Effective Manager
- Organization
- Organizing
- Organization Structure
- Formal And Informal Organization
- Organizing As A Process
- Departmentalization
- Narrow & Wide Span Of Management
- Entrepreneurship
- Intrapreneurship
- Innovation And Entrepreneurship
- Re-Engineering Organization
- Organizational Structure, Authority And Power
- Types Of Authority
- What Is Power?
- Authority Vs Power
- Empowerment
- Systems For Employee Empowerment
- Centralization & Decentralization
- Advantages & Disadvantages
- Delegation
- Delegation Of Authority
- Types Of Delegations
- Classification Of Delegation
- Avoiding Failure Of Delegation
- Overcoming Weak Delegation
- Delegation: Advantages & Limitations
- Organisation Planning
- Organisational Inflexibility &Amp; Reorganisation
- The Need For Readjustment And Change
- Making Staff Work Effective
- Avoiding Conflict By Clarification
- Organisation Charts
- Importance Of Informal Organisation & The Grapevine
- Organisation Culture
- The Influence Of Leaders On Organization Culture
- Reasons For Having Strategies
- Differences Between Strategy And Policy
- The 5 P’S Of Strategic Planning
- Crafting Strategic Planning Approaches
- Strategic Planning Process
- Swot Matrix
- The Blue Ocean Strategy
- Business Portfolio Matrix
- Products And Services
- Marketing Strategies
- Definition- Marketing Strategies
- Developing Marketing Strategies
- Hierarchy Of Company Strategies
- Industry Analysis
- Generic Strategies
- Premising & Forecasting
- Forecasting
- Delphi Technique
- Definition: Objective
- Objectives
- Hierarchy Of Objectives
- Economic Objectives
- Social Objectives
- Definition: Mission
- Business Objectives
- Objectives And Organisational Hierarchy
- Multiplicity Of Objectives
- How To Set Objectives
- Quantitative And Qualitative Objectives
- Management By Objectives
- Benefits & Failures Of Management By Objectives
- Introduction
- Definition- Vision & Mission
- Vision & Mission
- Missions Or Purposes
- Objectives Or Goals
- Strategies
- Definition- Strategy
- Policies
- Procedures
- Rules
- Programs And Budget
- Definition- Planning Process
- Case Study Gail
- Steps Of Planning
- Being Aware Of Opportunities
- Establishing Objectives
- Definition- Objectives
- Developing Premises
- Determining Alternative Courses
- Evaluating Alternative Courses
- Selecting A Course
- Formulating Derivative Plans & Budgeting
- Definition- Decision Making
- Steps In Decision Making
- Types Of Decisions
- Factors Affecting Making Effective Decisions
- Decision Making In Modern Management
- Rational Decision Making & Its Process
- Benefits And Limitations
- Limited, Or “Bounded,” Rationality
- Selecting Alternatives
- Experience & Experimentation
- Programmed And Non- Programmed Decision
- Differences
- Decision Making Under Certainty, Uncertainty And Risk
- Decision Trees
- The Creative Process
- Insight And Logical Formulation
- Group Decision Making
- Advantages & Disadvantages Of Group Decision Making
- The Creative Manager
- Invention And Innovation
- Introduction to Organizational Behaviour
- Definiton of Organizational Behaviour
- Nature, Features and Importance of Organizational Behavior
- Objectives of Organizational Behavior
- Fundamental Concepts of Organizational Behavior
- How to Foster Creativity and Innovation in Your Organization
- Encourage Collaboration
- Improve Communication
- Give Enough Time
- Be Supportive
- Give Credit Where Credit Is Due
- Go Overboard on Competition
- Do not say- “BE CREATIVE”
- Try Not to Force It
- Challenges and Opportunities of Organizational Behavior
- Organizational Values
- Understanding Organizational Behavior
- Importance of Organizational Behavior
- Types of Organizational Behavior Models
- Custodial Model
- Supportive Model
- System Model
- Personality
- Big five personality traits
- Other personality dimensions
- Values
- Different types of values
- Workplace Emotions
- Negative/ Hard to Handle Emotions
- Anger
- Anger
- Frustation
- Frustation
- -Worry/Insecurity
- Disklike
- Disklike
- -Feeling Down
- Emotions in a Workplace
- Emotional Intelligence
- Personality Types
- Big Five Personality Traits
- Big Five Personality Traits
- Common Attitudes at Workplace
- Recognising Attitude Problems
- Causes of Bad Attitude
- Stress
- Motivation / - Definition of Motivation
- Self Motivation / Goal setting
- Short-term Goal /challenge Yourself
- Improvement objective / Area of Expertise
- Feedback & rewards
- Special Motivation Techniques
- Money
- Money
- Participation
- Participation continue
- Other Rewards Considerations
- Quality of Working Life (QWL) - The QWL Case Study
- Employee Motivation Case Studies
- McGregor’s Theory X and Theory Y: An Early Behavioural Model
- Maslow’s Hierarchy of Needs
- Case Study - Happy Feet Footwear
- Alderfer’s ERG Theory
- Herzberg’s Motivation - Two-factor Theory
- Case Study - Kellog’s
- Maslow vs. Herzberg
- The Expectancy Theory of Motivation
- Equity Theory
- Goal Setting Theory Motivation
- Skinner’s Reinforcement Theory
- McClelland’s Needs Theory of Motivation
- What are teams
- Cricket for teamwork
- Types of teams
- Formal Teams
- Informal Teams
- Different Aspects of Informal Teams
- Rock band Example
- Other Kinds of Teams
- Cross Functional Teams
- Definition - Cross Functional Teams
- Advantages of cross functional teams
- Virtual Teams
- Self-managed Teams
- Importance of Team Building
- Case Study – Swiss Air
- Making of a Manager
- Team building Continued
- Benefits of Team Building
- How does communication happen?
- Methods of communication
- Use Communication Well
- Leadership
- Ingredients of a Leader
- Communication
- Communication
- Authenticity
- Authenticity
- Knowledge
- Knowledge
- Empathy
- Empathy
- Trait Approaches to Leadership
- Leadership Styles
- Leadership by Women
- Introduction
- The Managerial Grid
- The 1,9 or the Country club style leadership
- The 1,9 or the Country club style leadership
- The 9,1 or Produce or perish leadership
- The 9,1 or Produce or perish leadership
- The 1,1 or Impoverished leadership
- The 1,1 or Impoverished leadership
- The 5,5 or middle-of -the-road leadership
- The 5,5 or middle-of -the-road leadership
- The 9,9 or Team leadership style
- The 9,9 or Team leadership style
- Leadership as a Continuum
- Fiedler’s Contingency Approach to Leadership
- Path Goal Theory
- Transactional and Transformational Leadership
- Introduction
- Negotiation is Everywhere
- Need of Negotiation
- Types of Negotiation
- Employee-to-Employer Negotiations
- Employee-to-Employee Negotiations
- Employee-to-Third-Party Negotiations
- Introduction
- Conflict
- Organisational Conflict
- Definition of Organisational Conflict
- Types of Conflict
- Personal Conflict
- Personal Conflict
- Intragroup Conflict
- Intragroup Conflict
- Intergroup Conflict
- Intergroup Conflict
- Internal Conflict
- Internal Conflict
- Introduction to Organizational Structure
- Understanding Organizational Structure
- Understanding Organizational Structure
- Key Elements of Organizational Structure
- Types of Organizational Structure - Functional Organizational Structure
- Product Based Divisional Structure
- Market Based Divisional Structure
- Geographical Divisional Structure
- Process-based Structure
- Matrix Structure
- Circular Structure
- Flat Structure
- Network Structure
- Importance of Organizational Structure
- Factors for Designing Organizational Structure
- HR’s Role in Designing and Implementing Effective Organizational Structures
- CASE STUDIES - Toyota’s Organizational Structure
- CASE STUDIES - General Motors: Its Changing Organizational Design
- CASE STUDIES - Organizational Structure at Krispy Kreme
- CASE STUDIES - Organizational Structure at Hewlett Packard (HP)
- Introduction and Brief Overview of Organizational Structure
- Definition
- The Changing Nature of a Company’s Organizational Structure
- Steps Essential for Designing an Organizational Structure
- Types of Organizational Structure
- Functional Organizational Structure
- Product Based Division Structure
- Market Based Division Structure
- Geographical Divisional Structure
- Process Based Structure
- Matrix Structure
- Circular Structure
- Flat Structure
- Network Structure
- Significance of Organizational Structure
- CASE STUDY : MicroAge Undergoes Massive Structural Change
- CASE STUDY : Ford’s Global Strategy: Centers of Excellence
- Introduction to Organizational Culture
- Definition
- Definition
- Understanding Organizational Culture
- Characteristics of Organizational Culture
- Characteristics of Organizational Culture Continued
- Types of Organizational Culture
- Types of Organizational Culture Continued
- Managing Organizational Culture
- Importance of Great Organizational Culture to the Company
- Qualities of Great Organizational Culture
- Development / Building a High Performing Organizational Culture
- Introduction to Organizational Culture
- Understanding Organizational Culture
- Understanding Organizational Culture continue
- Types of Organizational Culture
- Three Levels of Organizational Culture
- Building a Robust Organizational Culture
- Dimensions of Culture
- Principles for Mobilizing Organizational Culture
- Importance and Role of Organizational Culture
- Creating Sustainable Organizational Culture Change
- How to improve Organizational Change
- Steps to improve Organizational Culture
- Changes that Affect Manager and Organization Development
- Techniques for Initiating Change
- The Process of Chance According to Lewin’s Change Theory
- Companies that Successfully Implemented Organizational Change
- Micro Case Studies - Microsoft
- Micro Case Studies - Shell
- Micro Case Studies - IBM
- Micro Case Studies - Wipro
- Micro Case Studies - National Geographic
- Resistance to Change
- Reducing Resistance to Change
- Planning
- Communication
- People
- Technology
- Companies that Didn’t Change
- Case Study - Nokia
- Case Study - Nokia
- Case Study - Yahoo
- Case Study - Yahoo
- yahoo info video
- yahoo info video
- Definition of Learning and development
- Induction Programs
- Soft Skills Training
- Definition of Soft Skills
- Soft Skills Training Continued
- Teamwork
- Teamwork
- Time Management
- Time Management
- Communication
- Communication
- Positivity
- Positivity
- Negotiating
- Negotiating
- Inbound Training
- Mentoring
- Outbound Training
- Quality Management Skills
- Safety Management Skills
- Leadership Skills
- Certification
- Definition of E Learning
- E Learning
- E-Learning Is Flexible
- Retention Of Learning Skills and Techniques
- Getting Feedback
- Introduction
- Human Resources
- Functions of Human Resources
- Recruitment As a Function
- Creating A Job Description
- Best practices for Job Posting
- The art of interviewing
- Best practices for Recruitment
- Managing employee performance
- Best Practices for performance management
- Different kinds of compensation packages
- Offer benefits to employees
- Best Practices For Benefits Management
- Benefits That Can Elevate The Working Culture
- Alyque Padamsee - benefits for Lintas Employees
- Safety Management
- Maintaining Employee Relations
- FAB INDIA – Best practices in Human Resources
Eligibility Criteria
• Basic knowledge of computers and keen desire to build skills in this field.
• Open to students, job seekers, and working professionals.
• Open to students, job seekers, and working professionals.
Official Certification
• Official MKCL KLiC Certificate upon successful completion of the course and evaluations.
Work-Centric Learning Approach
• Step 1: Learners are given an overview of the course and its connection to life and work
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!
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