Management: Second Arab World Edition Chapter 1 Introduction PDF

Management: Second Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 1: Introduction to Management and Organizations Lecturer: Israa Zidan. 1-1 Copyright © 2015 Pearson Education  Learning Outcomes 1.1 Classify Managers and Nonmanagerial Empl...

Management: Second Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 1: Introduction to Management and Organizations Lecturer: Israa Zidan. 1-1 Copyright © 2015 Pearson Education  Learning Outcomes 1.1 Classify Managers and Nonmanagerial Employees. 1.2 Define Management? 1.3 Describe the Functions, Roles, and Skills of Managers. 1.4 Describe How the Manager’s Job is Changing. 1.5 Describe the Characteristics of an Organization. 1.6 Explain the Value of Studying Management. 1.7 Explore the “Arab Model Of Management”? 1-2 Copyright © 2015 Pearson Education  Classify Managers and Nonmanagerial Employees 1. Explain how managers differ from non-managerial employees. 2. Describe how to classify managers in organizations. 1-3 Copyright © 2015 Pearson Education  Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. They can be young or old. They may be male or female. 1-4 Copyright © 2015 Pearson Education  Exhibit 1–1 Women In Managerial Positions Around The World 1-5 Copyright © 2015 Pearson Education  Exhibit 1–2 Levels of Management 1-6 Copyright © 2015 Pearson Education  Who Are Managers? (cont’d) Classifying Managers First-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals between the lowest and top levels of the organization 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. 1-7 Copyright © 2015 Pearson Education  Quick Learning Review First-line managers are often called: a. Administrators b. Supervisors c. Controllers d. Directors Managers found between top managers and first-line managers are usually called: a. Managing directors b. Communicators c. Office managers d. Middle managers 1-8 Copyright © 2015 Pearson Education  Define Management 1.Define Management 2.Explain why efficiency and effectiveness are important to management. 1-9 Copyright © 2015 Pearson Education  What Is Management? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. 1-10 Copyright © 2015 Pearson Education  What Is Management? (cont’d) Managerial Concerns Efficiency  “Doing things right” – Getting the most output for the least inputs Effectiveness  “Doing the right things” – Attaining organizational goals 1-11 Copyright © 2015 Pearson Education  Exhibit 1–3 Managerial Effectiveness and Efficiency in Management 1-12 Copyright © 2015 Pearson Education  Quick Learning Review Effectiveness is related to: a. Goal attainment b. Saving resources c. Coordination & direction d. None of the above Efficiency is related to: a. Goal attainment b. Means of getting things done c. Extent of achievement d. All of the above 1-13 Copyright © 2015 Pearson Education  Describe the Functions, Roles, and Skills of Managers 1. Describe the four functions of management. 2. Explain Mintzberg’s managerial roles. 3. Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level. 4. Discuss the changes that are impacting manager’s jobs. 5. Explain why customer service and innovation are important to the manager’s job. 1-14 Copyright © 2015 Pearson Education  What Do Managers Do? Three Approaches to Defining What Managers Do Functions they perform Roles they play Skills they need 1-15 Copyright © 2015 Pearson Education  Management Functions Planning  Defining goals, establishing strategies to achieve goals, 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. 1-16 Copyright © 2015 Pearson Education  Exhibit 1–4 Management Functions 1-17 Copyright © 2015 Pearson Education  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. 1-18 Copyright © 2015 Pearson Education  Interpersonal roles Figurehead Leader Liaison Informational roles Monitor Disseminator Spokesperson Decisional roles Entrepreneur Disturbance handler Resource allocator Negotiator 1-19 Copyright © 2015 Pearson Education  Management Skills Technical skills  Knowledge and proficiency in a specific field. Human skills  The ability to work well with other people. Conceptual skills  The ability to think and conceptualize about abstract and complex situations concerning the organization. 1-20 Copyright © 2015 Pearson Education  Exhibit 1–5 Skills Needed at Different Management Levels 1-21 Copyright © 2015 Pearson Education  Quick Learning Review Mintzberg’s 10 roles include: a. Interpersonal, informational, and decision-making b. Conflict-resolution, controlling, and leading c. Planning, leading, and controlling d. Planning, organizing, and leading Conceptual skills are most important to: a. Supervisors b. Middle managers c. Top managers d. None of the abovelanning, organizing, and leading 1-22 Copyright © 2015 Pearson Education  Describe How the Manager’s Job is Changing 1. Explain the importance of customers to the manager’s job 2. Explain the importance of Social Media to the manager’s job 3. Explain the importance of innovation to the manager’s job 1-23 Copyright © 2015 Pearson Education  Exhibit 1–6 Changes Affecting A Manager’s Job 1-24 Copyright © 2015 Pearson Education  Importance of Customers to the Manager’s Job 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. Many jobs require close contact with customers. 1-25 Copyright © 2015 Pearson Education  Importance of Social Media to the Manager’s Job Managers need to understand and manage the power and risk of social media. Managers need to remember that social media is a tool that needs to be managed to be beneficial. 1-26 Copyright © 2015 Pearson Education  Importance of Innovation to the Manager’s Job Doing things differently, exploring new territory, and taking risks  Managers should encourage employees to be aware of and act on opportunities for innovation. 1-27 Copyright © 2015 Pearson Education  Quick Learning Review Changes impacting a manager’s job include: a. Increased emphasis on ethics b. Changing technology c. Increased competitiveness d. All of the above Managers need to increasingly use social media: a. To relieve workday pressures b. To stay informed about the daily news c. To stay connected with customers and employees d. None of the above 1-28 Copyright © 2015 Pearson Education  Describe the Characteristics of an Organization 1. Describe the characteristics of an organization. 2. Describe how today’s organizations are structured. 1-29 Copyright © 2015 Pearson Education  What Is An Organization? An Organization Defined A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure 1-30 Copyright © 2015 Pearson Education  Exhibit 1–9 Characteristics of Organizations 1-31 Copyright © 2015 Pearson Education  Quick Learning Review Organizations are characterized by: a. Purpose, structure, technology b. Culture, structure, technology c. Purpose, structure, people d. Culture, purpose, technology Which of the statements below is true? a. An organization is a deliberate arrangement of people with no purpose b. An organization has to be profit-seeking c. An organization should always have explicit job arrangements d. An organization needs some deliberate structure 1-32 Copyright © 2015 Pearson Education  Why Study Management? The Universality of Management  Good management is needed in all organizations. The reality of work  Employees either manage or are managed. Rewards and Challenges of Being a Manager  Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work.  Successful managers receive significant monetary rewards for their efforts. 1-33 Copyright © 2015 Pearson Education  Exhibit 1–10 Universal Need for Management 1-34 Copyright © 2015 Pearson Education  Exhibit 1–11 Rewards and Challenges of Being A Manager 1-35 Copyright © 2015 Pearson Education  Quick Learning Review Some of the challenges of being a manager include: a. Having to work with a variety of personalities b. Knowing that success is almost always guaranteed c. Almost always having to work alone d. Playing a role in company performance Management is needed in: a. Large organizations but not small ones b. Profit-seeking organizations but not in non-profits c. Lower organizational levels but no higher organizational levels d. All types and sizes of organizations and all organizational levels 1-36 Copyright © 2015 Pearson Education  Explore the “Arab Model of Management” 1. Discuss an approach towards an Arab Model of Management. 2. Explain what may have influenced Arab Managerial thought and practice. 1-37 Copyright © 2015 Pearson Education  Is There an Arab Model of Management?  The Arab manager, like any other manager, plans, organizes, leads, and controls.  Arab managers, like all other managers, tend to reflect their cultures and the contexts within which they live. 1-38 Copyright © 2015 Pearson Education  Is There an Arab Model of Management? (cont’d)  Different behavior and management styles from one country to another in Arab Countries.  An “Arab method” of management has not emerged, due to: – Political and economic upheavals. – Social tension in Arab societies between the old and the new, and between the traditional and the modern. 1-39 Copyright © 2015 Pearson Education  Exhibit 1–12 Historical Influences on Arab Management Thought 1-40 Copyright © 2015 Pearson Education  Quick Learning Review Arab management thinking is impacted by: a. History b. Religion c. Western and colonial influences d. All of the above It has not been possible to develop an “Arab method” of management due to: a. Political and economical upheaval in the region b. Social tensions in Arab societies c. The difference in behavior and management styles across Arab countries d. All of the above 1-41 Copyright © 2015 Pearson Education