Graduate/Postgraduate Diploma in Marketing Graduate/Postgraduate Diploma in Marketing Recommended Study

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  • Graduate/Postgraduate

    Diploma in Marketing

    Recommended Study Text

    M a

    rk et

    in g

    M a n

    a g

    em en

    t

    Shalini Fernando Dip in Econ. (University of London)

    Nishan C. Perera MBA(Sri.J), Chartered Marketer(UK),

    Certified Professional Marketer(Asia Pacific)

    M & N Solutions (Private) Limited

    1 st Edition, December 2005

    ISBN 955-1244-10-9

    © Copy Rights Reserved. No part of this text should be reproduced without prior written permission of M&N Solutions

    (Private) Limited.

  • iii

    Module One

    Management Thoughts

    Chapter 01 – Management for Marketing 03

    Chapter 02 – Structural Designs to Achieve Marketing Goals 11

    Module Two

    Project Management for Marketing

    Chapter 03 – Basic Concepts Relating to Project Management 39

    Chapter 04 – Marketing Project Planning and Integration 65

    Chapter 05 – Project Management Tools and Techniques 83

    Chapter 06 – Project Documentation and Meetings 103

    Module Three

    Human Resources Management for Marketing

    Chapter 07 – Understanding Human Resource Management 115

    Chapter 08 – Human Resource Planning 125

    Chapter 09 – Job Analysis, Job Descriptions, Person Specifications 139

    Chapter 10 – Recruitment and Selection 153

    Chapter 11 – Induction and Training 171

    Chapter 12 - Performance Appraisals 193

    Chapter 13 - Motivating and Maintenance of Marketers 205

    CONTENTS

  • v

    Module One

    Management Thoughts

    Chapter 01 – Management for Marketing

    1. Definitions of Management 03

    2. The Management Functions 04

    3. Management Skills 06

    4. Management Roles 08

    5. Why Marketing is a Management Function 10

    Chapter 02 – Structural Designs to Achieve Marketing Goals

    1. The Horizontal Organization 11

    2. Traditional Organizations versus the New Workplace 15

    3. Factors Shaping Structure 18

    4. Organizational Structures to Support New Marketing Challenges 26

    Module Two

    Project Management for Marketing

    Chapter 03 – Basic Concepts Related to Project Management

    1. The Meaning of Project Management 39

    2. A Framework for Project Management 42

    3. How Project Management relates to Other Functions 45

    4. History of Project Management in Brief 46

    5. Responsibilities and Skills required of the Project Manager 47

    6. Building and Managing a Project Team 53

    7. An Understanding of Project Stakeholders 59

    DETAILED CONTENTS

  • vi

    Chapter 04 – Marketing Project Planning and Integration

    1. Project Life Cycle 65

    2. Stages of Project Planning 72

    3. Project Integration Management 72

    4. Project Risk Management 79

    5. Marketing Situations which Call for Projects 81

    Chapter 05 – Project Management Tools and Techniques

    1. Work Breakdown Structures 83

    2. Gantt Charts 84

    3. Network Analysis and Critical Path 89

    4. Project Evaluation and Review techniques 93

    5. Resource Histogram 95

    Chapter 06 – Project Documentation and Meetings

    1. The Project Initiation Document 103

    2. Project Management Plan 104

    3. Project Quality Plan 104

    4. Progress Reports 105

    5. Project Completion Report 107

    6. Project Meetings 108

    Module Three

    Human Resources Management for Marketing

    Chapter 07 – Understanding Human Resource Management

    1. Definition of Human Resource Management 115

    2. HRM Vs. Personnel Management 115

    3. Soft Approach and Hard Approach to HRM 116

    4. Key Activities of HRM 118

    5. Importance of HRM to Marketing 124

    DETAILED CONTENTS

  • vii

    Chapter 08 – Human Resource Planning

    1. What is HR Planning? 125

    2. Purpose of HR Planning 126

    3. Basic Elements of a HR Plan 127

    4. Developing a HR plan for a Marketing Department 137

    Chapter 09 – Job Analysis, Job Descriptions, Person Specifications

    1. Job Analysis 139

    2. Job Description 144

    3. Person Specification 149

    Chapter 10 – Recruitment and Selection

    1. Recruitment 153

    2. Selection Processes 160

    Chapter 11 – Induction and Training

    1. Definition and Purpose of Induction 171

    2. Induction Crisis 172

    3. An induction Program for a Marketing Position 172

    4. Training and Development for Marketers 177

    5. The Process of Planned Training 179

    Chapter 12 - Performance Appraisals

    1. Definition of Performance Appraisal 193

    2. Importance and Purpose of Performance Appraisals 193

    3. Types of Appraisals 195

    4. Requirements of an Effective Appraisal System 199

    5. Developing an Appraisal System for Marketing Jobs 203

    Chapter 13 - Motivating and Maintenance of Marketers

    1. Definition of Motivation 205

    2. Theories of Motivation 205

    3. Developing a Motivational Programme for Marketers 212

    4. Maintenance Issues 214

    DETAILED CONTENTS

  • Graduate/Postgraduate

    Diploma in Marketing

    Marketing Management

    Recommended Study Text

    M a

    n a

    g e m

    e n

    t T

    h o

    u g

    h ts

    Module One

  • Chapter 01 – Management for Marketing 3

    Chapter 1

    Management for Marketing

    This chapter will cover

    1. Definitions of Management 2. The Management Functions 3. Management Skills 4. Management Roles 5. Why Marketing is a Management Function

    1. Definitions on Management

    Management is a generic term and subject to many interpretations. A number of different

    ideas are attributed to the meaning of management and to the work of a manager in

    certain respects everyone could be regarded as a manager to some extent. We all manage

    our own time and everyone has some choice whether or not to do something and some

    control, however slight, over the planning and organization of their work. However, we

    are concerned with management as involving people looking beyond themselves and

    exercising formal authority over the activities of performance of other people.

    Management can be regarded as:

    • Taking place within a structured organizational setting and with prescribes roles

    • Directed towards the attainment of aims and objectives

    • Achieved through the efforts pf other people; and

    • Using systems and procedures

    Definitions of management

    • Management is the attainment of organizational goals in an effective and efficient

    manner through planning, organizing, leading and controlling organizational

    resources (Daft, 2003: 5).

    • Management is the process of achieving organizational objectives, within a changing

    environment, by balancing efficiency, effectiveness and equity, obtaining the most

    from limited resources, and working with and through other people (Naylor).

    The nature of management is variable. Management relates to al activities of the

    organization and is undertaken at all levels of the organization. Management is not a

    separate, discrete function. It cannot be departmentalized or centralized. An organization

    cannot have a department for management in the same way it can have a department for

    other functions, such as production, marketing, accounting or personnel. Management is

  • Chapter 01 – Management for Marketing 4

    seen best, therefore, as a process common to all other functions carried out within the

    organization. Management is essentially an integrating activity.

    2. The Management Functions

    2.1 Planning Function

    Planning defines where the organization wants to be in the future and how to get there.

    Plans give the organization its objectives and set up the best procedures for reaching

    them. Plans also are guides by which,

    • The organization obtains and commits the resources required to reach its objectives;

    • Members of the organization carry on activities consistent with the chosen objectives

    and procedures; and

    • Progress toward the objective is monitored and measured so that corrective action can

    be taken if progress is unsatisfactory.

    Planning requires broad-scale information gathering, an exploration of alternatives, and

    an emphasis on the future implications of present decisions.

    Top level managers engage chiefly in strategic planning or long range planning. They

    answer such questions as "What is the purpose of this organization?" "What does this

    organization have to do in the future to remain competitive?" Top level managers clarify

    the mission of the organization and set its goals. Strategic planning sets the stage for the

    rest of the organization's planning.

    Top level managers set very general, long-term goals that require more than one yea