Tag: Management

Categories
First Semester

MPA 502: Development Management-I

The objective of this course is to provide a broad knowledge of theories and dimensions of development management and make students able to analyze the issues related to development management.

Course Contents

Unit 1: Introduction to Development Management (LH 12)
  • Development: concept, nature, philosophy and dimensions of development
  • Growth with redistributive justice
  • Emergence and overview of development administration
  • Concept of development management
Unit 2: Comparative Public Administration (LH 14)
  • Genesis of comparative public administration (CPA)
  • Models and approaches of CPA: bureaucratic model, ecological model, structural-functional model, agraria-industria and fused-prismatic-diffracted model; prismatic sala model
  • Concept of endogenous and exogenous development
Unit 3: Institution Building (LH 6)
  • Concept of organization and institution
  • Institution building and its model
Unit 4: Capabilities of a State and Bottom up Approaches to Development (LH 8)
  • Concept of nation building and state building
  • Decentralization
  • People’s participation
  • Public private partnership (PPP)
Unit 5: Social Change and Planning for Development (LH 8)
  • Social change: concept, factors and process
  • Resource bases and resource mobilization
  • Concept of development planning (Macro, meso & micro-planning)
  • Monitoring and evaluation of development plan in Nepal

References

  • Bhargav, S. (Ed.) (2007). Developmental Aspects of Entrepreneurship. New Delhi: Response Books.
  • Bhatta, B. D. (2005). Vikas Prashshan. Kathmandu: Indira Bhatta.
  • Bhatta, B. D. (1988). Development Management. Kathmandu: Abhasdev Bhatta.
  • Bongartz, H. & Dahal, D. R. (1996). Development Studies: Self-help Organization, NGOs and Civil Society. Kathmandu: Nepal Foundation for Advanced Studies.
  • Carcknell, B. E. (2002). Evaluating Development Aid: Issues Problems and Solutions. New Delhi: Sage Publications.
  • Center for Empowerment Innovation and Development (2072). Development Management. Kathmandu: Pairabi Prakashan.
  • Charles, K. J. (1983). Total Development: Essay Towards an integration of Marxian and Gandhian Perspectives. New Delhi: Vika Publishing House Pvt Ltd.
  • Chatterjee, S. K. (1990). Development Administration. Delhi: Surjeet Publications.
  • Dale, R. (2004). Evaluating Development Programs and Projects, New Delhi: Sage Publication.
  • Dreze, J. A. & Sen, A. (Eds.) (2005). Indian Development. New Delhi: Oxford University Press.
  • Gallagher, K. P. (Ed.) (2005). Putting Development First. London: ZED Books.
  • Gasper, D. (2004). The Ethics of Development. New Delhi: Vistaar Publications.
  • Jomo, K. S. & Ben, F. (Eds.) (2006). The New Development Economics. New Delhi: Tulika Books.
  • Joseph, T. M. (2009). Decentralised Governance and Development. New Delhi: Deep and Deep Publications.
  • Kafle, N. P. (2063). Development Administration. Kathmandu: Phulchooki Publication and Distributions.
  • Kothari, U. (Ed.) (2005). A Radical History of Development Studies: Individuals, Institutions and Ideologies. South Africa: New Africa Books.
  • Mose, D. (2005). Cultivating Development: An Ethnography of Aid Policy and Practice. New Delhi: Vistaar Publications.
  • Palekar, S. A. (2012). Development Administration. New Delhi:PHI Learning Private Limited.
  • Pandey, D. R. (2009). Nepal’s Failed Development. Kathmandu: Nepal South Asia Center.
  • Pandey, Y. R. (2072). Development Management. Kathmandu: Vidyrthi Pustak Bhandar.
  • Paudel, N. R. (2014). Development Management. Kathmandu: Srijana Pahari.
  • Peet, R. (2005). Theories of Development. Jaipur: Rawat Publications.
  • Pieterse, J. N. (2001). Development Theory: Deconstructions/ Reconstructions. New Delhi: Vistaar Publications.
  • Pieterse, J. N. (2010). Development Theory. New Delhi: Sage Publications.
  • Sapru, R. K. (2003). Development Administration. New Delhi: Sterling Publishers Pvt. Ltd.
  • Seligson, M. A. & Smith J. T. (Ed.) (2010). Development and Under Development: The Political Economy of Global Inequality. New Delhi: Viva Books.
  • Sen, A. (2016). Development as Freedom. New Delhi: Oxford University Press.
  • Singh, A. (1981). Development Administration. Delhi: Shree Publishing House.
Categories
Second Semester

MPA 510: Organizational Behavior

The objective of this course is to provide students with a comprehensive knowledge on organizational behavior so as to make them competent and capable in understanding concepts, theories, tools and techniques of organizational behavior. This course intends to develop analytical and creative skills among the students so that they can practice it in actual working environment.

Course Contents

Unit 1: Fundamentals of Organization Behavior (LH 6)
  • Concept and evolution of organization behavior
  • Organization behavior and public administration
Unit 2: Basic Human Processes (LH 10)
  • Perception: factor influencing perception perceptual set in organization, perceptual errors
  • Personality, determinants of personality, theories of personality, major personality attributes and characteristics
  • Theories of learning: social learning and reinforcement
Unit 3: Individual in Organizations (LH 12)
  • Organizational commitment, job involvement and job satisfaction
  • Motivation: concept, content theories (need theory, two factors theory, ERG theory), process theories (expectation theory, equity theory, goal setting theory)
  • Power and organizational politics
  • Conflict management
Unit 4: Group in Organizations (LH 12)
  • Concept of group and group dynamic
  • Group formation, formal and informal group
  • Team work and effective team performance
  • Communication: concept, formal and informal communication in organization, communication barriers, effectiveness communication
  • Leadership: concept, leadership style and theories of leadership (trait theory, behavior theory and situational theory: Fielder’s contingency theory and path goal theory)
Unit 5: Organizational Change and Development (LH 8)
  • Concept of change, resistance to change
  • Managing organizational change
  • Concept and techniques of organization development
  • Problems in changing the organization

References

  • Adhikari, D. R. (2014). Organizational Behaviour. Kathmandu: Buddha Academic Publishers and Distributors.
  • Agrawal, G. R. (2015). Organizational Behavior in Nepal. Kathmandu: M.K. Publishers and Distributors.
  • Brown, W. B. & Moberg, D. J. (1980). Organizational theory and Management: A Margo Approach. New York: John Wiley and Sons.
  • Kelly, J. (1987). Organizational Behaviour: Its Data, First Principles and Application. New Delhi: Surjeet Publications.
  • Luthans, F. (1998). Organizational Behaviour Boston: Irwin McGraw-Hill.
  • Mathema, S. B. & Bhattarai, M. (2071). Santhnatmak Bybahar. Kathmandu: Dhaulagiri Books and Stationary.
  • Moorhed, G. & Griffin, R. (1999). Organizational Behavior. New Delhi: AITBS Publishers and Distributors.
  • Newstrom, J. W. & Davis, K. (2003). Organizational Behaviour: Human Behaviour at Work. New Delhi: Tata McGraw-Hill Publishing Company Limited.
  • Pradip, K. (1996). Organizational Theory and Behaviour. New Delhi: Kedarnth Ram Nath and Company.
  • Pugh, D.S. (1971). Organization Theory. England: Penguin Books.
  • Raw, V.S. & Narayan, P. S. (1995). Organization Theory and Behaviour. New Delhi: Konark Publishers Pvt. Ltd.
  • Robbins, S. P. & Sanghi, S. (2007). Organizational Beaviour. Delhi: Dorling Kindersley.
  • Singh, H. B. (2072). Sangthnatmak Bybhar tatha Manab Sansadhan Bybasthapan. Kathmandu: Asmita Books Publishers and Distributers.
Categories
Third Semester

MPA 513: Public Enterprises Management

The basic objective of this course is to provide students with the skills and techniques in managing public enterprises.

Course Contents

Unit 1: Introduction to Public Enterprises (PEs)           (LH 8)
  • Concept of public enterprises
  • Evolution of public enterprises
  • Objectives of public enterprises
Unit 2: Organizational Pattern of PEs    (LH 10)
  • Classification of PEs
  • Forms of organization: departmental, public corporation, state company, operating contract
Unit 3: Autonomy, Accountability, Social Responsibility and Efficiency     (LH 12)
  • Concept of autonomy, accountability and efficiency
  • Autonomy vs. accountability
  • Accountability of PEs and corporate social responsibility
  • Criteria and approaches to efficiency measurement
  • Overall performance of PEs and, organization and management aspects of PEs in Nepal
Unit 4: Pricing, Profit Policy and Governing Board     (LH 10)
  • Concept of pricing and profit; factors affecting pricing and profit
  • Types of pricing system: break even, marginal cost, import parity, discriminating and cost plus pricing
  • Governing board: need, composition, types and size of boards
Unit 5: Privatization           (LH 8)
  • Concept of privatization
  • Forms/modalities of privatization
  • Overview of privatization process in Nepal
  • Issues and challenges of privatization in Nepal

References

  • Gouri, G. (Ed.) (1991). Privatization and Public Enterprises: The Asia-Pacific Experience. New Delhi: DHI Publishing Company.
  • Gupta, K. R. (2006). Issues in Public Enterprises. New Delhi: S Chand & Company.
  • Naraian, L. (2007). Principles and Practices of Public Enterprises Management. New Delhi: S Chand & Company.
Categories
Third Semester

MPA 514: Contemporary Management

The role of public sector is changing in the modern world. Understanding the current agenda, issues, approaches and theories help students in the concerned field. The main objective of this course is to acquaint the students with new agenda, issues, approaches and theories in public sector.

Course Contents

Unit 1: Public Affairs Management        (LH 12)          
  • Concept of public affair management (PAM)
  • Paradigm shift in PAM: new public management (NPM), new public service (NPS), new public governance (NPG)
Unit 2: Management Approaches          (LH 14)
  • Strategic management: concept and significance of strategic management in public sector; process in formulation of strategic management; implementation of strategic management in public sector; problems on implementing strategic management
  • Performance management: concept and significance of performance management; process of performance management and performance related pay
Unit 3: Discretion, Integrity and Ethics in Public Sector         (LH 8)
  • Concept of discretion, integrity and ethics
  • Discretion management in public sector
  • Ethics management in public sector
Unit 4: Marketing of Public Services       (LH 6)
  • Role and functions of government
  • Public services delivery system
  • Marketing strategies for public services
Unit 5: Emerging Management Techniques in Public Sector            (LH 8)
  • Innovative management
  • Total quality management
  • Knowledge management in public sector
  • Diversity management

References

  • Bangural, Y. & George A. L. (2007). Public Sector Reform in Developing Countries. UK: Palgrave Macmilan.
  • Brendan, C. N. (2001). Public Sector Reform: An International Perspective. UK: Palgrave Macmillan.
  • Shahi, H. B. (2018). Contemporary Public Management. Kathmandu: Radhika Shahi.
Categories
Development Management Fourth Semester

DM 632: Development Planning and Project Management

The objective of this course is to provide knowledge to the students on basic problems and techniques in development planning including socio-cultural and economic conditions required for development, different stages of plan formulation and quantitative planning techniques. It also provides knowledge to the students on basic concepts, theories and analytical techniques of Project Management.

Course Contents

Unit 1: Introduction to Planning and Project Management            (LH 10)
  • Concept of poverty, inequality, and development
  • Introduction to economic growth and development
  • Concept of plan, program and project
  • Relations between plan and project
  • Concept of project management
Unit 2: Project Planning    (LH 8)
  • Project identification: problem tree and objective tree
  • Stages of project and its cycle
  • Feasibility study and preparation of project report
Unit 3: Project Appraisal   (LH 12)
  • Concept of project appraisal, cash flow analysis; discounting and non-discounting techniques
  • Economic and social cost benefit analysis, risk, uncertainty and sensitivity analysis; environmental analysis
Unit 4: Project Implementation   (LH 10)
  • Project organization; network analysis: PERT and CPM
  • Project control: budgeting, financial management, inventory management
  • Project management information system (PMIS)
Unit 5: Monitoring and Evaluation         (LH 8)
  • Need for monitoring & evaluation of project
  • Logical framework approach; project monitoring and evaluation system adopted by National Planning Commission
  • Evaluation approaches adopted by international organizations (UNIDO & the World Bank), Case study            

References

  • Agrawal, G. R. (2014). Project Management. Kathmandu: M.K. Publishers and Distributer.
  • Chandra, P. (1999). Projects: Planning Analysis Selection Implementation and Review. New Delhi: Tata McGraw-Hill Publishing Company Limited.
  • Chaudhary, S. (2001). Project Management. New Delhi: Tata Mc Graw –Hill Publishing Company Limited.
  • Joy, P. K. (1999). Total Project Management: The Indian Context. Delhi: Machmilin India Limited.
  • Kerzner, H. (2004). Project management: A Systems Approach to Planning Scheduling and Controlling.
  • Little, I. M. D. & Mirrless, J. A. (1974). Project Appraisal and Planning for Developing Countries. New Delhi: Oxford and IBH Publishers Company.
  • Meredith, J. & Mantel, S. J. (1989). Project Management. New York: John Wiley & Sons Inc.
  • Rijal, P. R. (2059). Essential of Project appraisal and Management. Kathmandu: Kastamandap Academic Enterprise.
  • Sharma, B. P. (2006). Project management: Planning, Analysis and Control. Kathmandu: Ekta Books.
  • Todaro, M. P. & Stephen, C. S. (2013). Economic Development (11th ed.). New York: Addison-Wesley.