Introductory Management MGT200x PDF

Introductory Management MGT200x TextBook: Contemporary Management 9E, Gareth R. and George M. So, you are the new lecturer?! u Heba M.K. ElShandidy. You can call me Dr. ElShandidy ´ B.Sc. in Information Systems, Facult...

Introductory Management MGT200x TextBook: Contemporary Management 9E, Gareth R. and George M. So, you are the new lecturer?! u Heba M.K. ElShandidy. You can call me Dr. ElShandidy ´ B.Sc. in Information Systems, Faculty of Computers and AI, Helwan University ´ M.Sc. in Mobile Ad hoc Networks Security, Faculty of Computers and AI, Helwan University ´ Ph.D. in Software Engineering, Faculty of Computers and AI, Cairo University ´ Academic Career: CIC, AASTMT, AOU, **BUE**, and MUST ´ Research Interests: software engineering, databases, data analysis, information security. ´ Sports Career: Former professional athlete in 5 sports (swimming short/long course, open water, modern pentathlon, and fencing). ´ Interests: Swimming, Yoga, Tennis, Handcrafts, mind-games, watching films, and reading. The Lecture Rules u Mutual respect is Mandatory. ´ Be punctual. //The lecture starts on time. 10 minutes past the lecture time, you will be allowed to attend but NO attendance. ´ Mobile phones are switched off and out of your sight. ´ The main language of instruction and communication is English. ´ Have a pen/pencil and a paper with you at every lecture. ´ If you have any reason not to attend/study the lectures, make sure to communicate with me as soon as possible. ´ Retrospective at the end of each lecture is crucial and you have to participate. ´ You HAVE to study from the book. The presentations only are NOT enough. ´ Download the book and have it with you at every lecture. MGT200x Description u MGT200x provides students with a solid grounding of the core concepts, schools, and approaches of management. u It also offers a board perspective on modern management (i.e., a typical business be it private, public or voluntary sectors) and examines key issues likely to face management in the near future. MGT200x Content 1. Basic managerial functions: planning, organizing, leading and controlling. 2. Different approaches to management: past and present. 3. Managing in a global environment. 4. The business environment. 5. Organisation strategies through the use of SWOT analysis. 6. The manager as a decision maker. 7. Being an effective leader. MGT200x Assessments Week Assessment Mark TBD 2 Assignments 10 (Each weighs 5) 4 Quiz 1 10 7&8 Midterm 20 10 Quiz 2 10 13 Project 10 14, 15, 16 Final Exam 40 Total 100 o Grades of Midterm and Final exams should be out of 100 Marks. Intended Learning Outcomes After reading and studying Chapter 1, you should be able to answer the following questions u What is management? u Why study management? u Who are the managers? u What do managers do? u What is Mintzberg’s Typology? u Describe the different levels of management. u Explain the three types of managerial skills. What is management? (1/3) u Management is the planning, organising, leading, and controlling of human and other resources to achieve organisational goals efficiently and effectively. u An organisation is collections of people who work together and cooridnate their action to achieve a wide variety of goals or desired furture outcomes. What is management? (2/3) u Managerial Concerns Effi UPS dev ciency Example reduce d elops new work : u Efficiency eli routines drivers very time, such to to leave as instru t u Doing the things right. when go heir truck door cting ing shor s t distanc open es. u Getting the most output for the least input. u Effectiveness u Doing the right thing. e ss E x a m ple: Attaining organisational goals. Effective n u i d e d o n th e goal dec McDonald e a k f a st service g b r of providin e customers. or to attract m What is management? (3/3) M hig anag h e em f e hig re ficie nt s h e sou nc triv hig ff rc y ( es h g ect e w i.e f oa ive ast., l or l a ne e) ow tta ss inm (i.e e n., t) Why study management? 1. The universality of management. u Good management is needed in all organisation regardless of its type (i.e., profit or non-profit), size (i.e., small, medium, or large), organisational level (i.e., top-down or down-top), and domain (i.e., education, marketing, entertainment, etc.). 2. The reality of work. u Employees either manage (i.e., Dean), are managed (i.e., Academic staff), or both (i.e., head of department manages the academic staff and report to the Dean). 3. Rewards and challenges of being a manager. u Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. u Successful managers receive significant monetary rewards for their efforts. Who are the managers? (1/2) Managers Non-managerial employees u The organisational members u Organisational members who who tell others what to do work directly on a job or and how to do it. task and had no one u Someone who coordinates reporting to them. and oversees the work of other people so that organisational goals can be accomplished. Who are the managers? (2/2) ü A good manager is a leader. ü Pave the road for his/her team. ü Remove barriers if any. ü Guide and mentor the team. ü Help the team improves. X A poor manager is a just a boss. X Blame! Blame! Blame! X Pointing fingers. X Does not help the team evolve. What do managers do? (1/5) Principle Tasks of Management What do managers do? (2/5) 1. Deciding which goals the organization will pursue. 2. Deciding what strategies to adopt to attain those goals. 3. Deciding how to allocate organisational resources to pursue the strategies that attain those goals. How well managers plan and develop strategies determines the organisation performance level (i.e., how effective and efficient). What do managers do? (3/5) 1. Structuring working relationships so organisational members interact and cooperate to achieve organisational goals. 2. Organising people into departments according to the kinds of job-specific tasks they perform lays out the lines of authority and responsibility between different individuals and groups. 3. Managers must decide how best to organise resources, particularly human resources. Managers determine what needs to be done, how it will be done, and who will do it. What do managers do? (4/5) 1. Managers articulate a clear organisational vision for the organization’s members to accomplish 2. Managers energise and enable employees so everyone understands the part he/she plays in achieving organisational goals. 3. Leadership involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups so their activities and efforts are in harmony. Leadership revolves around encouraging all employees to perform at a high level to help the organisation achieve its vision and goal The right leadership leads to a highly motivated and committed workforce What do managers do? (5/5) 1. Managers monitor activities to ensure that they are accomplished as planned. 2. Managers evaluate how well an organisation has achieved its goals. 3. They take any corrective actions needed to maintain or improve performance. The better the control process, the better the ability to measure performance accurately and regulate organisational efficiency and effectiveness So far, our discussion of management has presented it as an orderly process in which individuals carefully weigh information before making the best possible decision. Does this reflect the real world of management? The truth is Management is often chaotic, marked by quick decisions in a tense and sometimes emotional environment. What is Mintzberg’s Typology (1/4) u Henry Mintzberg was one of the first to show that management is often quick, immediate reactions to situations, rather than deliberate thought and reflection u Prof. Mintzberg, a professor at McGill University, has spent most of his life researching management in an attempt to help organisations better achieve their goals in an ethical manner. u Mintzberg identified 10 kinds of specific roles that capture the dynamic nature of managerial work. u He grouped these roles according to whether the responsibility was primarily decisional, interpersonal, or informational. Mintzberg’s Topolgy is the 10 management roles approach that refers to 3 specific categories of managerial behaviour, namely, decisional, interpersonal, and informational  What is Mintzberg’s Typology (2/4) Managerial Roles Identified by Mintzberg (1/3) Type of Specific Role Examples of Role Activities Role Commit organisational resources to develop innovative goods and services. Entrepreneur Decide to expand internationally to obtain new customers for the organisation’s products. Move quickly to take corrective action to deal with unexpected problems facing the organisation from the Disturbance external environment, such as a crisis like an oil spill, or Decisional Handler from the internal environment, such as producing faulty (Making goods or services. decisions Allocate organizational resources among different tasks and or choices) Resource departments of the organisation. Allocator Set budgets and salaries of middle and first-level managers. Work with suppliers, distributors, and labour unions to reach agreements about the quality and price of input, technical, Negotiator and human resources. Work with other organisations to establish agreements to pool resources to work on joint projects.  What is Mintzberg’s Typology (3/4) Managerial Roles Identified by Mintzberg (2/3) Specific Type of Role Examples of Role Activities Role Outline future organisational goals to employees at company meetings. Open a new corporate headquarters building. Figurehead State the organisation’s ethical guidelines and the principles of behaviour employees are to follow in their dealings with Interpersonal customers and suppliers. (Internal and Provide an example for employees to follow. external Give direct commands and orders to subordinates. people) Leader Make decisions concerning the use of human and technical resources. Mobilise employee support for specific organisational goals. Coordinate the work of managers in different departments. Liaison Establish alliances between different organisations to share resources to produce new goods and services.  What is Mintzberg’s Typology (4/4) Managerial Roles Identified by Mintzberg (3/3) Type of Role Specific Role Examples of Role Activities Evaluate the performance of managers in different tasks and take corrective action to improve their performance. Monitor Watch for changes occurring in the external and internal environments that may affect the organisation in the Informational future. (Collecting, Inform employees about changes taking place in the receiving, external and internal environments that will affect them Disseminator Disseminator and and the organisation. disseminating Communicate to employees the organisation’s vision and information) purpose. Launch a national advertising campaign to promote new Spokesperson Spokesperson goods and services. Give a speech to inform the local community about the organisation’s future intentions. Levels of Management (1/6) Ma n bu ager t s org rela at e an ted ach i eff zatio resp leve ici na en l re onsib l hav cy i e an sour lities diff d e ces for ere ffe t cti o in usin nt ve cre g ne ss. ase Management Hierarchy Levels of Management (2/6) u The lowest level of management and they report to middle managers. u Often called supervisors. Alternative naming include shift managers, district managers, department managers, or foreperson. u They are responsible for daily supervision of the non-managerial employees who perform the specific activities necessary to produce goods and services. u First-line managers work in all departments or functions of an organisation. u Examples u The supervisor of a work team in the manufacturing department of a car plant. u The head nurse in the obstetrics department of a hospital. u The chief mechanic overseeing a crew of mechanics in the service function of a new car dealership. Levels of Management (3/6) u Supervises first-line managers. u Responsible for finding the best way to organise human and other resources to achieve organisational goals. u Often called regional managers, project managers, leaders, or division managers. u To increase efficiency, they find ways to help first-line managers and non- managerial employees better use resources to reduce manufacturing costs or improve customer service. u To increase effectiveness, they evaluate whether the organisation’s goals are appropriate and suggest to top managers how goals should be changed. u Examples u The school principle. u The training manager in a sales business. Levels of Management (4/6) u Responsible for the performance of all departments. u Responsible for making organisation-wide decisions and establishing plans and goals that affect the entire organisation. u They have cross-departmental responsibility. u They establish organisational goals, such as which goods and services the company should produce. u They decide how the different departments should interact. u They monitor how well middle managers in each department use resources to achieve goals. u Top managers are ultimately responsible for the success or failure of an organization and their performance is continually scrutinised by people inside (i.e., other employees) and outside the organisation (i.e., and investors). u Often have titles of Executive vice-president, managing director, chief operating officer (COO). Levels of Management (5/6) u The Chief Executive Officer (CEO) is a company’s most senior and important manager; the one all other top managers report to. u Together the CEO and COO are responsible for developing good working relationships among the top managers of various departments. u A central concern of the CEO is the creation of a smoothly functioning top management team (i.e., a group composed of the CEO, the COO, and the vice presidents) most responsible for achieving organisational goals. Levels of Management (6/6) “In-lecture Task” Deduce the duties of first-line, middle, and top managers Types of Managerial Skills (1/4) u Both education and experience enable managers to recognise and develop the personal skills they need to put organisational resources to their best use. u There are 3 types of managerial skills: Conceptual, Human, and Technical. Types of Managerial Skills (2/4) u Types of managerial skills u Conceptual skills u The general ability to analyse and diagnose a situation and to distinguish between cause and effect. u Using information to solve business problems. u Identifying opportunities for innovation. u Recognising problem areas and implementing solutions. u Selecting critical information from data masses. u Understanding the business uses of technology. u Understanding the organisation’s business model. u Top managers require the best conceptual skills because their primary responsibilities are planning and organising. Types of Managerial Skills (3/4) u Types of managerial skills (Cont.) u Human skills u The general ability to understand, alter, lead, and control the behaviour of other individuals and groups. u The ability to communicate, to coordinate, and to motivate people, and to mold individuals into a cohesive team distinguishes effective from ineffective managers. u The ability to coach and mentor others. u Networking within and outside the organisation. u Working in teams; cooperation and commitment. u Middle managers requires the best human skills because their primary responsibilities are resources allocation. Types of Managerial Skills (4/4) u Types of managerial skills (Cont.) u Technical skills u The job-specific skills required to perform a particular type of work or occupation at a high level. u First-line managers requires the best technical skills because their primary responsibilities are daily supervision for non-managerial employees. Important Terms u Management u Leading u Organisation u Controlling u Manager u Management roles u First-line manager u Interpersonal roles u Middle manager u Informational roles u Top manager u Decisional roles u Efficienty u Technical skills u Effectiveness u Human skills u Planning u Conceptual skills u Organising u Universality of management