| 1 | Management and Manager; Professional Manager and Entrepreneur. Definition of Management. Characteristics of Management. Historical Development of Entrepreneurship. Necessary Characteristics of an Entrepreneur. | [1] s:2-18 [2] s:2-22, 244-249 [3] s:10-16 |
| 2 | Business and basic concepts related to business. Business management and its objectives. Roles of the manager, powers of the manager. | [1] s:18-30 [2] s:30-39 |
| 3 | Classical and Neo-Classical Management Theories; Classical management theory: Scientific management, management process and bureaucracy approaches. | [1] s:36-52 [2] s:54-58 |
| 4 | Classical and Neo-Classical Management Theories; Neo-Classical management theory. Models developed in line with Neo-Classical management theory. | [1] s:53-73 [2] s:54-58 |
| 5 | Modern Management Theories; System approach. Types of systems. Characteristics of systems approach. Contingency approach. Relationship between organization and environment. Relationship between organization and technology. | [1] s:80-103 [2] s:54-58 |
| 6 | Planning; Mission in business organizations. Objectives in business organizations. Reasons for setting objectives. Types of objectives. Responsible parties for setting objectives. | [1] s:114-119 [3] s:5-6 |
| 7 | Planning; Planning in business organizations. The planning process. Types of plans. Persons responsible for planning. Problems encountered during planning. Methods for preventing problems encountered during planning. | [1] s:119-136 [2] s:265-266 |
| 8 | Organizing; Organization and organizing concepts. Organizing principles. Division of labor and specialization. Chain of command. Organizational design. Mechanistic and organic organization. Traditional organizational designs. Contemporary organizational designs. Problems encountered in organizational design today. | [1] s:140-160 [3] s:6-8 |
| 9 | Leading (Executing); The leading function. Concepts of authority, responsibility, and power. Leadership. Behavioral, situational, and modern leadership theories. | [1] s:168-179 [2] s:59-60 [3] s:8-9 |
| 10 | Direction (Execution); Motivation. Motivation (Scope-Process) theories. Communication. | [1] s:179-186 [3] s:8-9, 39-40 |
| 11 | Coordination and Control; Coordination function. Coordination principles. Coordination techniques. Establishing a good and simple organization. Coordination and communication. Organizational communication. | [1] s:190-197 [2] s:248 [3] s: 51-60 |
| 12 | Coordination and Control; Coordination and organizational culture. The concept and process of control. Types of control. Balanced performance indicator (Performance scorecard) | [1] s:199-211 [3] s:60-70 |
| 13 | Contemporary Management Issues; Information management. Conflict management. Diversity management. Crisis management. | [1] s:212-224 [3] s:193-202 |
| 14 | Contemporary Management Issues; Reputation management. Risk management. Brand management. Stress management. Change management. | [1] s:225-244 [3] s:193-202 |