Management Essentials 101 with MS Word & PowerPoint 365
Track Service Management
Duration 120 hours
Skill Level Foundation
Language English

About this Course

Learn management principles alongside documentation and presentation creation tools.
Learning Mode: Learn at ALC or at Home

Detailed Course Curriculum

Hands-on module breakdown aligned with MKCL production standards and industry requirements.

  • Introduction & User Interface
  • File Tab
  • Home Tab
  • Insert Tab
  • Draw Tab
  • Design Tab
  • Layout Tab
  • Reference Tab
  • Mailing Tab
  • Review Tab
  • View Tab
  • Help Tab
  • Business Card
  • Letterhead
  • Envelopes
  • Feedback Forms
  • Portfolio
  • Resume with a Cover Letter
  • Employee Shift Schedule
  • Contracts
  • Business Proposals
  • Labels
  • Performance Development Plan
  • Project Report
  • Certificate Employee of the Month
  • Invitations
  • Hoardings/Gantries/Billboards
  • Banners
  • Flyer
  • Brochure
  • Social media marketing plan
  • Product Catalog
  • Introduction & User Interface
  • Home Tab
  • Insert Tab
  • Design Tab
  • Transitions Tab
  • Animation Tab
  • Slide Show Tab
  • Review Tab
  • View Tab
  • Startup Plan (without physical setup)
  • Business Cards
  • Visual Resume
  • Danglers and Hang Tags
  • Marketing Plan
  • Social Media Images or Posts
  • Storyboard
  • Lesson Planner
  • Poster
  • Architectural Portfolio
  • Studio Production Plan
  • Product Roadmap
  • Infographics
  • Rapid eContent creation
  • 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
  • DefinitionCorporate Social Responsibility
  • Social Responsibility And Social Responsiveness
  • DefinitionSocial Responsiveness
  • Advantages And Disadvantages Of Social Responsibility
  • Reaction Or Proaction
  • Role Of Government
  • Introduction To Ethics
  • DefinitionEthics
  • The Case For ‘Ethics’
  • Institutionalizing Ethics
  • Factors For Raising Ethical Standards
  • DefinitionWhistle 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
  • DefinitionCountry Alliances
  • Country Alliances
  • Economic Blocs
  • DefinitionEconomic 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?
  • DefinitionManagement
  • 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
  • DefinitionMarketing 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
  • DefinitionVision & Mission
  • Vision & Mission
  • Missions Or Purposes
  • Objectives Or Goals
  • Strategies
  • DefinitionStrategy
  • Policies
  • Procedures
  • Rules
  • Programs And Budget
  • DefinitionPlanning Process
  • Case Study Gail
  • Steps Of Planning
  • Being Aware Of Opportunities
  • Establishing Objectives
  • DefinitionObjectives
  • Developing Premises
  • Determining Alternative Courses
  • Evaluating Alternative Courses
  • Selecting A Course
  • Formulating Derivative Plans & Budgeting
  • DefinitionDecision 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 NonProgrammed 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
  • Frustation
  • Worry/Insecurity
  • Disklike
  • Feeling Down
  • Emotions in a Workplace
  • Emotional Intelligence
  • Personality Types
  • 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
  • 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
  • Authenticity
  • Knowledge
  • Empathy
  • Trait Approaches to Leadership
  • Leadership Styles
  • Leadership by Women
  • Introduction
  • The Managerial Grid
  • The 1,9 or the Country club style leadership
  • The 9,1 or Produce or perish leadership
  • The 1,1 or Impoverished leadership
  • The 5,5 or middle-of -the-road leadership
  • 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
  • Intragroup Conflict
  • Intergroup Conflict
  • Internal Conflict
  • Introduction to 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
  • 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 Yahoo
  • yahoo info video
  • Definition of Learning and development
  • Induction Programs
  • Soft Skills Training
  • Definition of Soft Skills
  • Soft Skills Training Continued
  • Teamwork
  • Time Management
  • Communication
  • Positivity
  • 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.
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!

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