AAST Principles of Management Lecture Notes PDF

PRINICIPALES OF MANAGEMENT https://youtu.be/Qm2p7_iFfII?si=OSI sXb5bdkg1E2uD PROF. DR. NEVINE N. NAKHLA  MANAGERS IN THE WORKPLACE...

PRINICIPALES OF MANAGEMENT https://youtu.be/Qm2p7_iFfII?si=OSI sXb5bdkg1E2uD PROF. DR. NEVINE N. NAKHLA  MANAGERS IN THE WORKPLACE 1 Copyright © 2016 Pearson Education, Ltd. 1-4  LEARNING OBJECTIVES 1. Explain why managers are important to organizations. 2. Tell who managers are and where they work.  Know how to manage your time. 3. Describe the functions, roles, and skills of managers. 4. Describe the factors that are reshaping and redefining the manager’s job.  Develop your skills at being politically aware. 5. Explain the value of studying management. Copyright © 2016 Pearson Education, Ltd. 1-5 Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. Managerial skills and abilities are critical in getting things done. The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty. WHY ARE MANAGERS IMPORTANT? Copyright © 2016 Pearson Education, Ltd. 1-6 Manager – Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. WHO ARE MANAGERS? Copyright © 2016 Pearson Education, Ltd. 1-7  EXHIBIT 1-1 LEVELS OF MANAGEMENT Copyright © 2016 Pearson Education, Ltd. 1-8  CLASSIFYING MANAGERS First-line Managers - Individuals who manage the work of non-managerial employees. Middle Managers - Individuals who manage the work of first-line managers. Top Managers - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Copyright © 2016 Pearson Education, Ltd. 1-9 WHERE DO MANAGERS WORK?  Organization – A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone).  Common Characteristics of Organizations  Have a distinct purpose (goal)  Are composed of people  Have a deliberate structure Copyright © 2016 Pearson Education, Ltd. 1-10  EXHIBIT 1-2 CHARACTERISTICS OF ORGANIZATIONS Copyright © 2016 Pearson Education, Ltd. 1-11 WHAT DO MANAGERS DO?  Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Copyright © 2016 Pearson Education, Ltd. 1-12  EFFECTIVENESS AND EFFICIENCY Efficienc Effectiveness y Doing the Doing right things things right Attaining organizational Getting the goals most output for the Copyright © 2016 Pearson Education, Ltd. 1-13  EXHIBIT 1-3 EFFICIENCY AND EFFECTIVENESS IN MANAGEMENT Copyright © 2016 Pearson Education, Ltd. 1-14 THE FOUR MANAGEMENT FUNCTIONS  Planning – Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities  Organizing – Arranging and structuring work to accomplish organizational goals.  Leading – Working with and through people to accomplish goals.  Controlling – Monitoring, comparing, and correcting work. Copyright © 2016 Pearson Education, Ltd. 1-15  EXHIBIT 1-4 FOUR FUNCTIONS OF MANAGEMENT Copyright © 2016 Pearson Education, Ltd. 1-16  FOUR FUNCTIONS OF MANAGEMENT Copyright © 2016 Pearson Education, Ltd. 1-17  MANAGEMENT ROLES Roles are specific actions or behaviors expected of a manager. Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision- making. Copyright © 2016 Pearson Education, Ltd. 1-18  THREE TYPES OF ROLES Interpersonal roles – Figurehead, leader, liaison Informational roles – Monitor, disseminator, spokesperson Decisional roles – Entrepreneur, disturbance handler, resource allocator, negotiator Copyright © 2016 Pearson Education, Ltd. 1-19  EXHIBIT 1-5 MINTZBERG’S MANAGERIAL ROLES Copyright © 2016 Pearson Education, Ltd. 1-20  SKILLS MANAGERS NEED Technical skills – Knowledge and proficiency in a specific field Human skills – The ability to work well with other people Conceptual skills ‫ﺔﯾﻣﯾھﺎﻔﻣاﻟتارﺎﮭﻣاﻟ‬ – The ability to think and conceptualize about abstract and complex situations concerning the organization Copyright © 2016 Pearson Education, Ltd. 1-21  EXHIBIT 1-6 SKILLS NEEDED AT DIFFERENT MANAGERIAL LEVELS Copyright © 2016 Pearson Education, Ltd. 1-22  EXHIBIT 1-7 IMPORTANT MANAGERIAL LEVELS Copyright © 2016 Pearson Education, Ltd. 1-23  EXHIBIT 1-8 CHANGES FACING MANAGERS Copyright © 2016 Pearson Education, Ltd. 1-24  THE IMPORTANCE OF CUSTOMERS Customers: the reason that organizations exist – Managing customer relationships is the responsibility of all managers and employees. – Consistent high quality customer service is essential for survival. Copyright © 2016 Pearson Education, Ltd. 1-25  THE IMPORTANCE OF SOCIAL MEDIA Social media – Forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content. Copyright © 2016 Pearson Education, Ltd. 1-26  THE IMPORTANCE OF INNOVATION Innovation – Doing things differently, exploring new territory, and taking risks. – Managers should encourage employees to be aware of and act on opportunities for innovation. Copyright © 2016 Pearson Education, Ltd. 1-27  THE IMPORTANCE OF SUSTAINABILITY Sustainability – a company’s ability to achieve its business goals and increase long- term shareholder value by integrating economic, environmental, and social opportunities into its business strategies. Copyright © 2016 Pearson Education, Ltd. 1-28  WHY STUDY MANAGEMENT? Universality of Management – The reality that management is needed in all types and sizes of organizations at all organizational levels in all organizational areas in all organizations, regardless of location Copyright © 2016 Pearson Education, Ltd. 1-29  EXHIBIT 1-9 UNIVERSAL NEED FOR MANAGEMENT Copyright © 2016 Pearson Education, Ltd. 1-30  CHALLENGES OF BEING A MANAGER Challenges – Can be a thankless job – May entail clerical type duties – Managers also spend significant amounts of time in meetings and dealing with interruptions – Managers often have to deal with a variety of personalities and have to make do with limited resources Copyright © 2016 Pearson Education, Ltd. 1-31 REWARDS OF BEING A MANAGER Rewards – Responsible for creating a productive work environment. – Recognition and status in your organization and in the community. – Attractive compensation in the form of salaries, bonuses, and stock options. Copyright © 2016 Pearson Education, Ltd. 1-32  EXHIBIT 1-10 REWARDS AND CHALLENGES OF BEING A MANAGER Copyright © 2016 Pearson Education, Ltd. 1-33 REVIEW LEARNING OBJECTIVE 1.1 Explain why managers are important to organizations. – Organizations need their managerial skills and abilities in uncertain, complex, and chaotic times. – Managers are critical to getting things done in organizations. – Managers contribute to employee productivity and loyalty. Copyright © 2016 Pearson Education, Ltd. 1-34  REVIEW LEARNING OBJECTIVE 1.2 Tell who managers are and where they work. – Managers coordinate and oversee the work of other people so that organizational goals can be accomplished. – Managers work in an organization, which is a deliberate arrangement of people to accomplish some specific purpose. Copyright © 2016 Pearson Education, Ltd. 1-35 REVIEW LEARNING OBJECTIVE 1.3 Describe the functions, roles, and skills of managers. – Management involves coordinating and overseeing the efficient and effective completion of others’ work activities. – The four functions of management include planning, organizing, leading, and controlling. Copyright © 2016 Pearson Education, Ltd. 1-36  REVIEW LEARNING OBJECTIVE 1.3 Mintzberg’s managerial roles include: (CONT.) – Interpersonal, involve people and other ceremonial/symbolic duties (figurehead, leader, and liaison). – Informational, collecting, receiving, and disseminating information (monitor, disseminator, and spokesperson). – Decisional, making choices (entrepreneur, disturbance handler, resource allocator, and negotiator). Copyright © 2016 Pearson Education, Ltd. 1-37  REVIEW LEARNING OBJECTIVE 1.3 Katz’s managerial skills(CONT.) include – Technical (job-specific knowledge and techniques) – Human (ability to work well with people) – Conceptual (ability to think and express ideas). Copyright © 2016 Pearson Education, Ltd. 1-38 REVIEW LEARNING OBJECTIVE 1.4 Describe the factors that are reshaping and redefining the manager’s job. – Managers must be concerned with: Customer service because employee attitudes and behaviors play a big role in customer satisfaction Social media because these forms of communication are becoming important and valuable tools in managing Innovation because it is important for organizations to be competitive. Sustainability as business goals are developed Copyright © 2016 Pearson Education, Ltd. 1-39  REVIEW LEARNING OBJECTIVE 1.5 Explain the value of studying management. – The universality of management – managers are needed in all types and sizes of organizations – The reality of work – you will manage or be managed – Significant rewards and challenges Copyright © 2016 Pearson Education, Ltd. 1-40 Prof. Dr. Nevine Nabil Nakhla THANK YOU!