Understand management fundamentals and human behavior in organizational contexts.

Basics of Management and Behavioral Science
Course Features:
  • Language: English
  • list-box-outline Track: Service Management
  • Duration: 60 hours
  • layers-outline Level: Foundation
  • Learning Mode: Learn at ALC or Learn at Home
  • Jurisdiction: Maharashtra
  • Certificate of Completion

Eligibility
  • Learner should preferably a std. 10th Pass student (Not Compulsory)
  • It is desirable that Learner should have done MS-CIT Course (Not Compulsory)

Introduction

  • Explain the concept of management and qualities of management
  • Identify the essential managerial skills and the methods to inculcate it.
  • Discuss the technological inventions and innovative environments in companies
  • Explain the Social responsibility of managers and Ethics in management
  • Examine the concept of international management along with Country alliances, economic blocs
  • Describe the concept of types of departmentation and functions of each department.
  • Describe the various types of Organizational structures for the global environment.
  • Identify the scopes and evolutions in management through different theories.
  • Classify the concepts of authority, power and delegations and the difference between them.
  • Diagnose the concept of organisation planning and reorganisation to work effectively.
  • Explain the strategic planning process with various matrix used by the organisations for business success.
  • Discuss the types of business objectives and Organisational Hierarchy
  • Compare the concept of strategies, policies, rules, and procedures.
  • Explain the steps in planning process and the procedures involved in it.
  • Diagnose the Factors Affecting Making Effective Decisions in Modern Management.
  • Understand the fundamental theories and concepts related to behavior, personality, and values in organizational settings.
  • Analyse the impact of workplace emotions, attitudes, and stress on individual and organizational performance.
  • Explore the foundational theories and principles of employee motivation and its application in organizational contexts.
  • Develop effective communication skills for working in teams and navigating organizational structures.
  • Examine leadership theories and practices relevant to various organizational settings.

What you'll learn ?

  • Interpret the idea of management and the attributes of effective management.
  • Paraphrase the key managerial competencies and strategies for fostering them
  • Compare the corporate settings pertaining to technology, invention, and innovation.
  • Discover the ethical obligations of managers and their role in promoting social responsibility.
  • Interpret the idea of international management, in conjunction with country alliances and economic blocs, is being considered.
  • The notion of various forms of departmentalization and the roles played by each department in an organisation.
  • Paraphrase the different forms of organizational structures designed for the international or global context.
  • Review the various theories of management that have shaped and expanded the domains and developments within the field of management.
  • Review the notions of authority, power, and delegation, as well as the distinctions among them.
  • Interpret the idea of arranging, strategizing, and restructuring to enhance operational efficiency within an organization.
  • Paraphrase the process of strategic planning, incorporating diverse matrices employed by organizations to achieve success in their business endeavours.
  • Report Different categories of corporate goals and the hierarchical structure within organizations
  • Compare the notion of strategies, policies, rules, and procedures.
  • Paraphrase the stages of the planning process and the steps it entails
  • Interpret the Factors influencing the ability to make effective decisions in contemporary management.
  • Analyse and evaluate the influence of behavior, personality, and values on individual and group dynamics within organizations.
  • Demonstrate an understanding of how workplace emotions, attitudes, and stress affect employee performance and organizational outcomes.
  • Apply motivational theories to design strategies for enhancing employee engagement and productivity.
  • Develop effective communication techniques for collaborating in teams and across organizational hierarchies.
  • Interpret leadership styles and techniques for effectively leading and managing teams in diverse organizational contexts.

Certification

  • KLiC courses are recognised by Yashwantrao Chavan Maharashtra Open University (YCMOU).
  • MKCL provides certificate to the KLiC learner after his/her successful course completion.
  • Yashwantrao Chavan Maharashtra Open University (YCMOU) provides mark sheet to successfully passed KLiC learners (Jurisdiction: Maharashtra).

Academic Approach

The academic approach of the courses focuses on the “work-centric” education i.e. begin with work (and not from a book!), derive knowledge from work and apply that knowledge to make the work more wholesome, useful and delightful. The ultimate objective is to empower the Learner to engage in socially useful and productive work. It aims at leading the learner to his/her rewarding career as an employee or entrepreneur as well as development of the community to which s/he belongs. Learning methodology:

  • 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!

Syllabus

  • 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
    • 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

Evaluation Pattern

Evaluation Pattern of KLiC Courses consists of 4 Sections as per below table:

Section No. Section Name Total Marks Minimum Passing Marks
1 Learning Progression 25 10
2 Internal Assessment 25 10
3 Final Online Examination 50 20
Total 100 40
4 SUPWs (Socially Useful and Productive Work in form of Assignments) 5 Assignments 2 Assignments to be Completed & Uploaded
YCMOU Mark Sheet

Printed Mark Sheet will be issued by YCMOU on successful completion of Section 1, Section 2 and Section 3 and will be delivered to the learner by MKCL.
YCMOU Mark Sheet will be available only for Maharashtra jurisdiction learners

MKCL's KLiC Certificate

The certificate will be provided to the learner who will satisfy the below criteria:

  1. Learners who have successfully completed above mentioned 3 Sections i.e. Section 1, Section 2 and Section 3
  2. Additionally, learner should have completed Section 4 (i.e. Section 4 will comprise of SUPWs i.e. Socially Useful and Productive Work in form of Assignments)
    • Learner has to complete and upload minimum 2 out of 5 Assignments

Courses Fee Structure from 01 July, 2025 Onwards

KLiC 60 hour course fee applicable from 01 July, 2025 all over Maharashtra

KLiC Course Duration MFO
(Inclusive of GST)
ALC Share
(Service Charges to be collected by ALC)
60 hours Rs. 500/- Rs. 2,500/-
Important Points:
* Above mentioned fee is applicable for all Modes of KLiC Courses offered at Authorised Learning Center (ALC) and at Satellite Center
* Total fee is including of Course fees, Examination fees and Certification fees
* MKCL reserves the right to modify the Fee anytime without any prior notice

KLiC Courses Fee Structure upto 30 June, 2025

Region Total Fee (Rupees)
MMRDA, PMRDA and Rest of Maharashtra 3000/-
Important Points:
* Above mentioned fee is applicable for all Modes of KLiC Courses offered at Authorised Learning Center (ALC) and at Satellite Center
* Total fee is including of Course fees, Examination fees and Certification fees
* MKCL reserves the right to modify the Fee anytime without any prior notice