Paper 13: Leadership and Management

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The Professional courses are administered at Foundation, Intermediate and Advanced Levels. Each level requires an average of one year, though candidates are advised to provide for an additional one year to meet requirements for internship/ practical experience.

A student must book for a minimum of three papers in a level in any order unless is exempted or has credits.

Prior to certification, candidates will be required to:

  • Attend workshops on ethics, soft skills and emerging issues organised by kasneb and ICPAK and earn IPD hours.
  • Obtain 1-Year practical experience, or alternatively attend workshops on work based simulation organised by kasneb and ICPAK.

This course is aimed at persons who wish to qualify and work or practice as professional accountants, auditors, finance managers, tax managers and consultants in related areas in both public and private sectors.

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Course Content

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PAPER NO.13 LEADERSHIP AND MANAGEMENT UNIT DESCRIPTION This paper is intended to equip the candidate with knowledge, skills and attitudes that will enable him/her to apply and demonstrate leadership and management skills to grow an enterprise under various circumstances and environments including under uncertainties. LEARNING OUTCOMES A candidate who passes this paper should be able to: • Demonstrate an understanding of leadership techniques and management principles • Apply knowledge of leadership and management theories in organizations • Effectively undertake management functions • Make rational management decisions in an organisational context • Embrace and manage strategic change. CONTENT 1. Introduction to management 1.1 Nature of management 1.2 Importance of management 1.3 Levels of management 1.4 Multi-disciplinary nature of management 1.5 Roles of management as advocated by Henry Mintzberg 1.6 The changing roles of management and managers 1.7 Qualities of an effective manager 1.8 Management and administration 2. Evolution and development of management thought 2.1 Classical approaches to management 2.1.1 Taylor’s view point 2.1.2 Fayol’s administrative theory 2.1.3 Max Weber’s bureaucratic theory 2.2 Behavioural management approach 2.2.1 Elton Mayo-Human relation theory 2.2.2 Abraham Maslow’s theory 2.2.3 McGregor’s X and Y theories 2.2.4 Mary Parker Follett’s Management theory 2.3 Modern management theories 2.3.1 Quantitative thinking 2.3.2 Systems thinking 2.3.3 Contingency thinking 3. Leading as a function of management 3.1 Differences between management and leadership 3.2 Attributes and skills of a good leader 3.3 Delegation, responsibility and accountability 3.4 Power, authority and accountability 4. Other Functions of management 4.1 Planning function: 4.1.1 Introduction to planning 4.1.2 Importance of planning 4.1.3 Planning process 4.1.4 Types of plans 4.1.5 Approaches to planning 4.2 Organising function 4.2.1 Meaning and importance of organising 4.2.2 Factors affecting the organising function 4.2.3 Process of organising 4.2.4 Principles of organising 4.2.5 Organisational structures 4.3 Staffing function 4.3.1 Meaning and importance of staffing 4.3.2 Staffing process 4.3.3 Factors that affect the staffing function 4.3.4 Components of the staffing function 4.4 Controlling function 4.4.1 Meaning and importance of control 4.4.2 Steps in the control process 4.4.3 Types of control 4.4.4 Controlling for organisational and employee performance 4.4.5 Tools for measuring performance 4.4.6 Essentials of an effective control system 5. Environmental Analysis 5.1 Micro-environment 5.2 Macro-environment 5.3 Internal environment 5.4 External environment 5.5 Tools of environmental analysis 6. Leadership approaches and strategy 6.1 Leadership traits 6.2 Leadership styles 6.3 Leadership skills 6.4 Formulation of an organisation’s strategic direction 6.5 Differences between transactional leadership and transformational leadership 6.6 Conflict resolution mechanisms 6.7 Ethics in leadership 7. Decision making 7.1 Importance of decision making 7.2 Decision making models/approaches 7.3 Types of decisions 7.4 Decision making process 7.5 Problem solving skills 7.6 Decision making under different conditions 7.7 Challenges in decision making 7.8 Effective decision making 8. Enterprise management 8.1 Meaning and concept of entrepreneurship 8.2 Intrapreneurship 8.3 Entrepreneurial development 8.4 Enhancing creativity and innovation in organisations 8.5 Methods of generating ideas 8.6 Introduction to business plan 8.7 Protection of intellectual properties 9. Project management 9.1 Project management concepts 9.2 Characteristics of a project 9.3 Importance of projects 9.4 Features of projects and baseline surveys 9.5 Illustration of the Project life cycle 9.6 Project planning and organising 9.7 Project resources and costing 9.8 Project completion and evaluation 10. Marketing management 10.1 Meaning and importance of marketing 10.2 Marketing management orientation/philosophies 10.3 Marketing mix 10.4 Development of marketing information 10.5 Marketing strategies 10.6 Marketing research and intelligence 10.7 International marketing and e-commerce 11. Leadership and Strategic Change 11.1 Meaning of change 11.2 Theories of change 11.3 Types of organisational change 11.4 Managing resistance to change 11.5 Diagnosing the change context 11.6 Levers for strategic change 11.7 Methods of introducing strategic change 11.8 Problems of formal change programmes 11.9 Leading Change 12. Case Studies in Leadership and Management Sample reading and reference material 1. Cole, G. A., & Kelly, P. (2020). Management Theory & Practice (9th edition). Cengage Learning. 2. Robbins, S. P., & Coulter, M. A. (2021). Management (15th edition). New Delhi: Pearson India. 3. Robbins, S. P., Coulter, M., & Decenzo, D. A. (2017). Fundamentals of Management: Essential Concepts and Applications (10th edition). Boston: Pearson. 4. Kasneb e-learning resources (link on the Kasneb website). 5. Kasneb approved study packs.

1. Introduction to management
1.1 Nature of management 1.2 Importance of management 1.3 Levels of management 1.4 Multi-disciplinary nature of management 1.5 Roles of management as advocated by Henry Mintzberg 1.6 The changing roles of management and managers 1.7 Qualities of an effective manager 1.8 Management and administration

2. Evolution and development of management thought
2.1 Classical approaches to management 2.2 Behavioural management approach 2.3 Modern management theories

3. Leading as a function of management
3.1 Differences between management and leadership 3.2 Attributes and skills of a good leader 3.3 Delegation, responsibility and accountability 3.4 Power, authority and accountability

4. Other Functions of management
4.1 Planning function: 4.2 Organising function 4.3 Staffing function 4.4 Controlling function

5. Environmental Analysis
5.1 Micro-environment 5.2 Macro-environment 5.3 Internal environment 5.4 External environment 5.5 Tools of environmental analysis

6. Leadership approaches and strategy
6.1 Leadership traits 6.2 Leadership styles 6.3 Leadership skills 6.4 Formulation of an organisation’s strategic direction 6.5 Differences between transactional leadership and transformational leadership 6.6 Conflict resolution mechanisms 6.7 Ethics in leadership

7. Decision making
7.1 Importance of decision making 7.2 Decision making models/approaches 7.3 Types of decisions 7.4 Decision making process 7.5 Problem solving skills 7.6 Decision making under different conditions 7.7 Challenges in decision making 7.8 Effective decision making

8. Enterprise management
8.1 Meaning and concept of entrepreneurship 8.2 Intrapreneurship 8.3 Entrepreneurial development 8.4 Enhancing creativity and innovation in organisations 8.5 Methods of generating ideas 8.6 Introduction to business plan 8.7 Protection of intellectual properties

9. Project management
9.1 Project management concepts 9.2 Characteristics of a project 9.3 Importance of projects 9.4 Features of projects and baseline surveys 9.5 Illustration of the Project life cycle 9.6 Project planning and organising 9.7 Project resources and costing 9.8 Project completion and evaluation

10. Marketing management
10.1 Meaning and importance of marketing 10.2 Marketing management orientation/philosophies 10.3 Marketing mix 10.4 Development of marketing information 10.5 Marketing strategies 10.6 Marketing research and intelligence 10.7 International marketing and e-commerce

11. Leadership and Strategic Change
11.1 Meaning of change 11.2 Theories of change 11.3 Types of organisational change 11.4 Managing resistance to change 11.5 Diagnosing the change context 11.6 Levers for strategic change 11.7 Methods of introducing strategic change 11.8 Problems of formal change programmes 11.9 Leading Change

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