FCES First year 2024-2025 Chapter 1 Part 3 PDF

‫‪FCES First year 2024 - 2 025‬‬ ‫مكتبة البامشحاسب‬ ‫‪Ch 1 part 3‬‬ ‫نهاية شابتر ‪1‬‬ ‫انتظروا جزء االسئلة علي الشببرت كبمل‬ ‫مكتبة الباشمحاسب ‪ -‬اول شارع المكتبات – بجوار كشري ابو حنفي ‪00042042110 -‬‬  Managerial ro...

‫‪FCES First year 2024 - 2 025‬‬ ‫مكتبة البامشحاسب‬ ‫‪Ch 1 part 3‬‬ ‫نهاية شابتر ‪1‬‬ ‫انتظروا جزء االسئلة علي الشببرت كبمل‬ ‫مكتبة الباشمحاسب ‪ -‬اول شارع المكتبات – بجوار كشري ابو حنفي ‪00042042110 -‬‬  Managerial roles  Managerial roles: ‫األدوار االدارية‬ - Henry Mintzberg has identified ten roles common to the work of all managers. The ten roles are divided into three groups: -: ٟ٘ٚ ‫ػبد‬ّٛ‫ ثالس ِد‬ٌٝ‫اس اٌؼششح ئ‬ٚ‫رٕمغُ األد‬ٚ.ٓ٠‫ش‬٠‫غ اٌّذ‬١ّ‫ ػًّ خ‬ٟ‫اس ِشزشوخ ف‬ٚ‫زذد ُْش٘ ػششح أد‬ 1. Interpersonal.‫خ‬١‫اس شخظ‬ٚ‫اد‬ 2. Informational.‫خ‬١ِ‫اس ئػال‬ٚ‫اد‬ 3. and decisional..ٗ٠‫اس لشاس‬ٚ‫اد‬ - The informational roles link all managerial work together. )‫ِخ‬ٍٛ‫ ثبٌّؼ‬ٞ‫ رشثؾ اٌؼًّ اإلداس‬ٞ‫ اصا‬ٟٕ‫ؼ‬٠( ‫خ ِؼًب‬٠‫غ األػّبي اإلداس‬١ّ‫خ خ‬١‫ِبر‬ٍٛ‫اس اٌّؼ‬ٚ‫رشثؾ األد‬ - the interpersonal roles ensure that information is provided.. ‫ِبد‬ٍٛ‫ش اٌّؼ‬١‫ف‬ٛ‫خ ر‬١‫اس اٌشخظ‬ٚ‫رؼّٓ األد‬ٚ. ) ‫اػح‬ٚ ً‫طً ثشى‬ٛ‫ِخ ر‬ٍٛ‫زأوذ أْ اٌّؼ‬٠ ‫ش‬٠‫ اٌّذ‬، ‫ط‬ٚ‫ِشؤ‬ٚ ‫ش‬٠‫ٓ ِذ‬١‫ْ ػاللخ ث‬ٛ‫(ٕ٘ب ثزى‬ - and the decisional roles make significant use of the information.. ) ‫ِخ‬ٍٛ‫ ِؼ‬ٍٟ‫ اخذ لشاس ثٕبءا ً ػ‬ٞ‫(ارا‬. ‫ش‬١‫ِبد ثشىً وج‬ٍٛ‫اس ارخبر اٌمشاس ِٓ اٌّؼ‬ٚ‫ذ أد‬١‫رغزف‬ٚ - These roles can be played at different times by the same manager and to different degrees depending on the level and function of management..‫ب‬ٙ‫فز‬١‫ظ‬ٚٚ ‫ اإلداسح‬ٜٛ‫ثذسخبد ِخزٍفخ حغت ِغز‬ٚ ‫لبد ِخزٍفخ‬ٚ‫ أ‬ٟ‫اس ف‬ٚ‫ش ٘زٖ األد‬٠‫ٍؼت ٔفظ اٌّذ‬٠ ْ‫ّىٓ أ‬٠  The three interpersonal roles are primarily concerned with the followings: ‫خ ) تشًم‬ٛ‫ انًدًٕػخ األٔنٗ (األدٔاس انشخظ‬ُٙ‫ؼ‬ٚ :ٙ‫ه‬ٚ ‫ انًمبو األٔل ثًب‬ٙ‫ٍ األشخبص ف‬ٛ‫تتؼهك األدٔاس انثالثخ ث‬ -: ‫تالد ادٔاس يٍ انؼشش ْٔى‬ 1) In the figurehead role: outline future organizational goals to employees at company meetings; open a new corporate headquarters building; state the organization's ethical guidelines that the employees are to follow in their dealings with customers and suppliers. ٚ ‫ذ ٌّمش اٌششوخ؛‬٠‫ خذ‬ٕٝ‫ اخزّبػبد اٌششوخ؛ فزح ِج‬ٟ‫ٓ ف‬١‫ظف‬ٌٍّٛ ‫خ‬١ٍ‫خ اٌّغزمج‬١ّ١‫حذد األ٘ذاف اٌزٕظ‬٠ -: ٘‫انذٔس انظٕس‬.ٓ٠‫سد‬ٌّٛ‫ا‬ٚ ‫ُ ِغ اٌؼّالء‬ٙ‫ رؼبِالر‬ٟ‫ب ف‬ٙ‫ٓ ارجبػ‬١‫ظف‬ٌّٛ‫ ا‬ٍٝ‫دت ػ‬٠ ٟ‫اٌز‬ٚ ‫خ ٌٍّٕظّخ‬١‫خ األخالل‬١ٙ١‫خ‬ٛ‫حذد اٌّجبدب اٌز‬٠. ) ‫ٗ فمؾ‬ٙ‫اخ‬ٚ ْٛ‫ى‬١‫ وذا اٌّبٌه ث‬ٍٟ‫ِثبي ػ‬ٚ ٍٝ‫ األػ‬ٞٛ‫ اٌّغز‬ٟ‫ْ ف‬ٛ‫ى‬١‫ ث‬ٞ‫س‬ٛ‫س اٌظ‬ٚ‫ؽجؼب اٌذ‬ٚ( 2) In the liaison role: the manger interacts with peers and people outside the organization. The top level manager uses the liaison role to gain favors and information, while the supervisor uses it to maintain the routine flow of work..‫األشخبص خبسج إٌّظّخ‬ٚ ٗٔ‫ش ِغ ألشا‬٠‫زفبػً اٌّذ‬٠ :ٙ‫انذٔس االتظبن‬ ،‫ِبد‬ٍٛ‫اٌّؼ‬ٚ ‫ اٌخذِبد‬ٍٝ‫ي ػ‬ٛ‫س االرظبي ٌٍحظ‬ٚ‫ش انًستٕٖ األػهٗ د‬٠‫غزخذَ ِذ‬٠.ًّ‫ ٌٍؼ‬ٟٕ١‫ر‬ٚ‫ اٌزذفك اٌش‬ٍٝ‫ انًستٕ٘ األدَٗ) ٌٍحفبظ ػ‬ٙ‫غزخذِٗ انًششف( ف‬٠ ‫ّٕب‬١‫ث‬ 3) The leader role: defines the relationships between the manger and employees, give direct commands and orders to subordinates, and make decisions concerning the use of human and technical resources. ‫زخز‬٠ٚ ،ٓ١‫ع‬ٚ‫اِش اٌّجبششح ٌٍّشؤ‬ٚ‫األ‬ٚ ‫اِش‬ٚ‫ األ‬ٟ‫ؼط‬٠ٚ ،ٓ١‫ظف‬ٌّٛ‫ا‬ٚ ‫ش‬٠‫ٓ اٌّذ‬١‫حذد اٌؼاللبد ث‬٠ : -:٘‫بد‬ٛ‫انذٔس انم‬.‫خ‬١ٕ‫اٌف‬ٚ ‫خ‬٠‫اسد اٌجشش‬ٌّٛ‫اٌمشاساد اٌّزؼٍمخ ثبعزخذاَ ا‬ 1 00042042110 - ‫مكتبة الباشمحاسب – شارع المكتبات – بجوار كشري ابو حنفي‬  The three informational roles are primarily concerned with the information aspects of managerial work as follows: ‫ ( انًدًٕػخ‬:ٙ‫خ نهؼًم اإلداس٘ ػهٗ انُسٕ انتبن‬ٛ‫ انًمبو األٔل ثبندٕاَت انًؼهٕيبت‬ٙ‫خ انثالثخ ف‬ٛ‫تٓتى األدٔاس انًؼهٕيبت‬ -: ْٙٔ ) ‫خ تشًم ثالث ادٔاس‬ٛ‫خ يدًٕػخ األدٔاس اإلػالي‬َٛ‫انثب‬ 1. In the monitor role: the manager receives and collects information by watching changes occurring in the external and internal environments that may affect the organization in the future. ‫خ‬١‫ئبد اٌخبسخ‬١‫ اٌج‬ٟ‫ رحذس ف‬ٟ‫شاد اٌز‬١١‫ب ِٓ خالي ِشالجخ اٌزغ‬ٙ‫دّؼ‬٠ٚ ‫ِبد‬ٍٛ‫ش اٌّؼ‬٠‫ اٌّذ‬ٝ‫زٍم‬٠ : -: ‫دٔس انًشالت‬. ً‫ اٌّغزمج‬ٟ‫ إٌّظّخ ف‬ٍٝ‫ لذ رإثش ػ‬ٟ‫خ اٌز‬١ٍ‫اٌذاخ‬ٚ ‫ اٌخ‬...‫ٓ اٌؼّالء‬١‫ إٌّبفغ‬ٚ ٓ٠‫سد‬ٌّٛ‫ِبد ػٓ ا‬ٍٛ‫خ ِثً ِؼ‬ٛ‫ئخ انخبسخ‬ٛ‫انًؼهٕيبد ػٍ انج‬. ‫ اٌخ‬...‫ب‬١‫خ‬ٌٕٛٛ‫اٌزى‬ٚ ‫ِبد ػٓ سأط اٌّبي‬ٍٛ‫خ ِثً ِؼ‬ٛ‫ئخ انذاخه‬ٛ‫يؼهٕيبد ػٍ انج‬ 2. In the role of disseminator: the manager transmits special information into the organization. The top level manager receives and transmits more information from people outside the organization than the supervisor. ِٓ ‫ِبد‬ٍٛ‫ٕمً ِؼ‬٠ٚ ٍٝ‫ األػ‬ٜٛ‫ اٌّغز‬ٚ‫ش ر‬٠‫ اٌّذ‬ٝ‫زٍم‬٠.‫ إٌّظّخ‬ٌٝ‫ِبد اٌخبطخ ئ‬ٍٛ‫ش ثٕمً اٌّؼ‬٠‫َ اٌّذ‬ٛ‫م‬٠ : ‫دٔس انًٕصع‬. ‫ داخً إٌّظّخ‬ٌٟ‫ِبد ِٓ خبسج إٌّظّخ ا‬ٍٛ‫ٕمً اٌّؼ‬٠ ‫ ٕ٘ب‬ٛ٘ ٟٕ‫ؼ‬٠.‫أشخبص خبسج إٌّظّخ أوثش ِٓ اٌّششف‬.ٍٝ‫ األػ‬ٞٛ‫ اٌّغز‬ٟ‫د اوزش ف‬ٛ‫خ‬ِٛ ‫صع‬ٌّٛ‫س ا‬ٚ‫ د‬-: ‫الزع‬ 3. In the role of spokesperson: the manager disseminates the organization's information into its environment, such as: Launch a national advertising campaign to promote new goods and services; give a speech to inform the local community about the organization's future intentions. ‫خ‬١ٔ‫ ئؽالق حٍّخ ئػال‬:ً‫ ِث‬،‫ب‬ٙ‫ئز‬١‫ ث‬ٟ‫ِبد إٌّظّخ ف‬ٍٛ‫ش ثٕشش ِؼ‬٠‫َ اٌّذ‬ٛ‫م‬٠ : ٙ‫ أٔ انذٔس اإلػالي‬ًٙ‫دٔس انًتسذث انشس‬.‫خ‬١ٍ‫ب إٌّظّخ اٌّغزمج‬٠‫ا‬ٛٔ ٍٝ‫ ػ‬ٍٟ‫ذح؛ ئٌمبء خطبة إلؽالع اٌّدزّغ اٌّح‬٠‫اٌخذِبد اٌدذ‬ٚ ‫ح ٌٍغٍغ‬٠ٚ‫خ ٌٍزش‬١ٕ‫ؽ‬ٚ. ‫ خبسج انًُظًخ‬ٙ‫ُمم انًؼهٕيبد يٍ داخم انًُظًخ ان‬ٚ ‫ُْب‬  There are four decisional roles are: -: ‫ يدًٕػخ ادٔاس اتخبر انمشاس ٔتشًم اسثغ ادٔاس ْٔى‬ْٙٔ ِ‫ش‬ٛ‫انًدًٕػخ انثبنثخ ٔ االخ‬ i. In the entrepreneur role: the manager initiates change. Commitorganizational resources to develop innovative goods andservices; decide to expand internationally to obtain newcustomers for the organization's products. ‫ب‬١ٌٚ‫عغ د‬ٛ‫مشس اٌز‬٠ ‫اٌخذِبد اٌّجزىشح؛‬ٚ ‫ش اٌغٍغ‬٠ٛ‫خ ٌزط‬١ّ١‫اسد اٌزٕظ‬ٌّٛ‫ االٌزضاَ ثب‬.‫ش‬١١‫جذأ اٌزغ‬٠ ‫ش‬٠‫ اٌّذ‬:‫دٔس سٔاد األػًبل‬.‫ ػّالء خذد ٌّٕزدبد إٌّظّخ‬ٍٝ‫ي ػ‬ٛ‫ٌٍحظ‬ ii. In the disturbance handler role: the manger deals with threatsto the organization. Move quickly to take corrective action todeal with unexpected problems facing the organization fromthe external environment or from the internal environment. ‫ اٌزحشن ثغشػخ الرخبر‬.‫ذاد ٌٍّٕظّخ‬٠‫ذ‬ٙ‫د ر‬ٚ‫ي اٌّض‬ٚ‫زٕب‬٠ ‫اٌظشاػبد‬ٚ ً‫س حً اٌّشبو‬ٚ‫ د‬:‫ دٔس انًؼبنح االضطشاة‬ٙ‫ف‬.‫خ‬١ٍ‫ئخ اٌذاخ‬١‫ ِٓ اٌج‬ٚ‫خ أ‬١‫ئخ اٌخبسخ‬١‫اخٗ إٌّظّخ ِٓ اٌج‬ٛ‫ ر‬ٟ‫لؼخ اٌز‬ٛ‫ش اٌّز‬١‫خ ٌٍزؼبًِ ِغ اٌّشبوً غ‬١‫ح‬١‫ئخشاءاد رظح‬ ٌٛٚ ٍٝ‫ األػ‬ٞٛ‫ رجغ اٌّغز‬ٟ‫جم‬٠ ‫خ‬١‫ئخ اٌخبسخ‬١‫ ِشبوً رخض اٌج‬ٌٛ ٟٔ‫ االد‬ٜٛ‫اٌّغز‬ٚ ٍٝ‫ األػ‬ٞٛ‫ اٌّغز‬ٟ‫ْ ف‬ٛ‫ى‬١‫س دا ث‬ٚ‫اٌذ‬.ٝٔ‫ األد‬ٞٛ‫ رجغ اٌّغز‬ٟ‫جم‬٠ ‫خ‬١ٍ‫ئخ اٌذاخ‬١‫ِشبوً رخض اٌج‬ 2 00042042110 - ‫مكتبة الباشمحاسب – شارع المكتبات – بجوار كشري ابو حنفي‬ iii. In the resource allocator role: the manager chooses where the organization will expend its efforts. Allocate organizational resources among different tasks and departments of the organization; set budgets and salaries of middle and first-level managers. ٓ١‫خ ث‬١ّ١‫اسد اٌزٕظ‬ٌّٛ‫ض ا‬١‫ رخظ‬.‫د٘ب‬ٛٙ‫ٗ إٌّظّخ خ‬١‫ عزجزي ف‬ٞ‫ش اٌّىبْ اٌز‬٠‫خزبس اٌّذ‬٠ : -: ‫ض انًٕاسد‬ٛ‫دٔس تخظ‬.‫ي‬ٚ‫األ‬ٚ ‫عؾ‬ٛ‫ اٌّز‬ٜٛ‫ اٌّغز‬ٞ‫ش‬٠‫ارت ِذ‬ٚ‫س‬ٚ ‫بد‬١ٔ‫ضا‬١ٌّ‫ػغ ا‬ٚ ‫ إٌّظّخ؛‬ٟ‫اإلداساد اٌّخزٍفخ ف‬ٚ َ‫ب‬ٌّٙ‫ا‬.‫خ‬١‫د‬١‫حؾ اٌخطخ االعزشار‬١‫ ث‬ٌٍٟ‫ ا‬ٛ٘ ٍٟ‫بَ ػ‬ٌّٙ‫ حغت ا‬ٍٟ‫ ػ‬ٍٝ‫ األػ‬ٞٛ‫ اٌّغز‬ٟ‫اسد ف‬ٌّٛ‫ض ا‬١‫زُ رخظ‬٠ iv. In the negotiator role: the manager negotiates on behalf of theorganization. Work with suppliers, distributors, and laborunions to reach agreements about the quality and price ofinput, technical, and human resources. ٌٝ‫طً ئ‬ٛ‫خ ٌٍز‬١ٌ‫إٌمبثبد اٌؼّب‬ٚ ٓ١‫صػ‬ٌّٛ‫ا‬ٚ ٓ٠‫سد‬ٌّٛ‫ اٌؼًّ ِغ ا‬.‫بثخ ػٓ إٌّظّخ‬١ٔ ‫ع‬ٚ‫زفب‬٠ ‫ش‬٠‫ اٌّذ‬:‫دٔس انًفبٔع‬.‫خ‬٠‫اٌجشش‬ٚ ‫خ‬١ٕ‫اسد اٌف‬ٌّٛ‫ا‬ٚ ‫عؼش اٌّذخالد‬ٚ ‫دح‬ٛ‫ي خ‬ٛ‫بد ح‬١‫ارفبل‬  Are the roles practiced equally at all levels of management ? ‫بد اإلداسح ؟‬ٕٚ‫غ يست‬ًٛ‫ْم تًبسط األدٔاس ثبنتسبٔ٘ ػهٗ خ‬  No , roles different from level to other.. ‫خش‬ٜ ٕ٘‫األدٔاس تختهف يٍ يست‬ The supervisor performs these managerial roles but with different emphasis than higher managers, thus, thefigurehead role becomes less significant, and the disturbancehandler and negotiator roles increase in importance for the supervisor. ٞ‫س‬ٛ‫ظ اٌظ‬١‫س اٌشئ‬ٚ‫ظجح د‬٠ ٌٟ‫ثبٌزب‬ٚ ،ٍٝ‫ٓ األػ‬٠‫ش‬٠‫ض ِخزٍف ػٓ اٌّذ‬١‫ٌىٓ ثزشو‬ٚ ‫خ‬٠‫اس اإلداس‬ٚ‫ اٌّششف ٘زٖ األد‬ٞ‫إد‬٠.‫ع ثبٌٕغجخ ٌٍّششف‬ٚ‫اٌّفب‬ٚ ‫س ِؼبٌح اإلصػبج‬ٚ‫خ د‬١ّ٘‫رضداد أ‬ٚ ،‫خ‬١ّ٘‫ألً أ‬ Since leadership permeates all activities, the leader role isamong the most important of all roles at all levels ofmanagement..‫بد اإلداسح‬٠ٛ‫غ ِغز‬١ّ‫ خ‬ٍٝ‫اس ػ‬ٚ‫ٓ أُ٘ األد‬١‫ ِٓ ث‬ٛ٘ ‫س اٌمبئذ‬ٚ‫ فاْ د‬،‫غ األٔشطخ‬١ّ‫بدح رزخًٍ خ‬١‫ٔظشا ألْ اٌم‬  The Qualities of a Successful Manager Here are top ten qualities of a successful manager: :‫ش انُبخر‬ٚ‫ أفضم ػشش طفبد يٍ انًذ‬ٙ‫ه‬ٚ ‫ًب‬ٛ‫ف‬  Demonstrates integrity : A manager should walk the talk. Theold saying, "Lead by example" is the first quality that makes amanager a stand out. ً‫ ردؼ‬ٟ‫ اٌز‬ٌٝٚ‫ اٌظفخ األ‬ٛ٘ "‫ح‬ٚ‫بدح ثبٌمذ‬١‫س "اٌم‬ٛ‫ي اٌّأث‬ٛ‫ اٌم‬.ٌٗٛ‫م‬٠ ‫ٍزضَ ثّب‬٠ ْ‫ش أ‬٠‫ اٌّذ‬ٍٝ‫دت ػ‬٠ :‫ظٓش انُضاْخ‬ٚ ً ‫ضا‬١ّ‫ِز‬ ‫ش‬٠‫اٌّذ‬  Deals honestly and diplomatically : A manager, who dealsopenly, and honestly with others, earns the respect of thosethey are trying to lead. ٓ٠‫ٌئه اٌز‬ٚ‫ىغت احزشاَ أ‬٠ ،ٓ٠‫خش‬٢‫ثظشاحخ ِغ ا‬ٚ ،‫ح‬٠‫زؼبًِ ثشىً طش‬٠ ،‫ش‬٠‫ ِذ‬: ‫خ‬ٛ‫تؼبيم ثظشازخ ٔدثهٕيبس‬ٚ.ُٙ‫بدر‬١‫ْ ل‬ٌٛٚ‫حب‬٠  Demonstrates flexibility: A manager who is responsive to theneeds of the business and the needs of employees, is able tokeep his team on target and yet achieve the goals of thebusiness. 3 00042042110 - ‫مكتبة الباشمحاسب – شارع المكتبات – بجوار كشري ابو حنفي‬  ٍٝ‫مٗ ػ‬٠‫ فش‬ٍٝ‫ اٌحفبظ ػ‬ٍٝ‫ لبدس ػ‬،ٓ١‫ظف‬ٌّٛ‫بخبد ا‬١‫احز‬ٚ ًّ‫بخبد اٌؼ‬١‫ت الحز‬١‫غزد‬٠ ٞ‫ش اٌز‬٠‫ اٌّذ‬:‫ظٓش انًشَٔخ‬ٚ.ًّ‫حمك ِٓ أ٘ذاف اٌؼ‬٠ٚ ‫ذف‬ٌٙ‫ا‬  Shows commitment and reliability: A manager who deliverstheir promises shows their team that they are reliable and they trust him... ٗ‫ْ ث‬ٛ‫ثم‬٠ ُٙٔ‫أ‬ٚ ‫ٓ ثبٌثمخ‬٠‫ش‬٠‫ُ خذ‬ٙٔ‫مٗ أ‬٠‫ش ٌفش‬ٙ‫ظ‬٠ ٖ‫د‬ٛ‫ػ‬ٛ‫ ث‬ٟ‫ف‬٠ ٞ‫شاٌز‬٠‫ اٌّذ‬:‫خ‬ٛ‫ظٓش االنتضاو ٔانًٕثٕل‬ٚ  Listens effectively: A manager who 'seeks first to understand,then to be understood.. ُٙ‫ُف‬٠ ْ‫ أ‬ٌٝ‫ ثُ ئ‬،ُٙ‫ اٌف‬ٌٝ‫الً ئ‬ٚ‫ أ‬ٝ‫غؼ‬٠" ٞ‫ش اٌز‬٠‫ اٌّذ‬:‫خ‬ٛ‫ستًغ ثفؼبن‬ٚ  A good negotiator: A manager who comes to the tableprepared to make the outcome is positive for everyone..‫غ‬١ّ‫خ ٌٍد‬١‫دبث‬٠‫دخ ئ‬١‫ اعزؼذاد ٌدؼً إٌز‬ٍٝ‫ٌخ ( ٌٍزٕبلش ) ػ‬ٚ‫ اٌطب‬ٌٝ‫ ئ‬ٟ‫أر‬٠ ٞ‫ش اٌز‬٠‫ اٌّذ‬:‫ذ‬ٛ‫يفبٔع خ‬  A thorough planner: If you fail to plan, you plan to fail.' Thissaying is especially true for managing. A manager is a coach totheir team. ‫ ِذسة‬ٛ٘ ‫ش‬٠‫ ِذ‬.‫ح ثشىً خبص ٌإلداسح‬١‫ي طح‬ٛ‫ ٘زا اٌم‬." ً‫ فأه رخطؾ ٌٍفش‬،‫ؾ‬١‫ اٌزخط‬ٟ‫ ئرا فشٍذ ف‬:‫يخطط شبيم‬.ُٙ‫م‬٠‫ٌفش‬  Is fair: A manager who doesn't take sides and show favoritismathose they are supervising, will earn their trust.. ُٙ‫ىغت ثمز‬٠ ‫ف‬ٛ‫ ع‬،ُٙ١ٍ‫ششف ػ‬٠ ٌّٓ ‫ش اٌّحبثبح‬ٙ‫ظ‬٠ٚ ‫ ؽشف‬ٞ‫ أ‬ٌٝ‫ٕحبص ئ‬٠ ‫ ال‬ٞ‫ش اٌز‬٠‫ اٌّذ‬:‫ػبدل‬  Knows how to have fun and has a good sense of humor: Amanager who is able to promote a safe and happy workenvironment will ensure the retention of staff. ‫ؼّٓ االحزفبظ‬١‫ذح ع‬١‫عؼ‬ٚ ‫ئخ ػًّ إِٓخ‬١‫ض ث‬٠‫ رؼض‬ٍٝ‫ش لبدس ػ‬٠‫ ِذ‬:‫ذ ٔسٔذ انفكبْخ‬ٛ‫ّ خ‬ٚ‫خ االستًتبع ٔنذ‬ٛ‫ف‬ٛ‫ؼشف ك‬ٚ.ٓ١‫ظف‬ٌّٛ‫ثب‬  The differences between Management &Administration ٞٛ‫ ثمظذ اٌّغز‬ٟٔ‫ اػشف ا‬administration ٍٟ‫ب ػ‬٠‫ ارىٍُ ٔظش‬ٟ‫ُ الصَ ٔؼشف اْ ٌّب اخ‬ٕٙ١‫ اٌفشق ث‬ٍٟ‫لجً ٌّب ٔزىٍُ ػ‬.ٝٔ‫ األد‬ٞٛ‫اٌّغز‬ٚ ‫عؾ‬ٛ‫ اٌّز‬ٞٛ‫ب اٌّغز‬ٙ١‫ ثمظذ ث‬management ٍٟ‫ٌّب ارىٍُ ػ‬ٚ ٍٝ‫األػ‬ -:‫ تعالىا نشىف الفرق بينهم نظريا‬  Administration means overall determination of policies, settingof major objectives (goals), and laying down of broad programsand projects. It refers to the activities of higher level. ‫ أٔشطخ‬ٌٝ‫ش ئ‬١‫ش‬٠.‫ؼخ‬٠‫غ ػش‬٠‫ِشبس‬ٚ ‫ػغ ثشاِح‬ٚٚ ، ‫خ‬١‫غ‬١‫ػغ األ٘ذاف اٌشئ‬ٚ ،‫بعبد‬١‫ ٌٍغ‬ٍٟ‫ُ اٌى‬١ّ‫ اٌزظ‬ٟٕ‫اإلداسح رؼ‬.ٍٝ‫ األػ‬ٜٛ‫اٌّغز‬  According to Newman, Administration means guidance,leadership & control of the efforts of the groups towards somecommon goals..‫ ثؼغ األ٘ذاف اٌّشزشوخ‬ٛ‫د اٌدّبػبد ٔح‬ٛٙ‫ِشالجخ خ‬ٚ ‫بدح‬١‫ل‬ٚ ‫بد‬ٙ١‫خ‬ٛ‫ اإلداسح ر‬ٟٕ‫ رؼ‬،ْ‫ِب‬ٛ١ٔ ٓ١‫فمب ألػ‬ٚ  Whereas, management is an art of getting things done through& with the people in formally organized groups. ‫خ‬١ّ‫ػبد ِٕظّخ سع‬ّٛ‫ ِد‬ٟ‫ُ ف‬ٙ‫ِؼ‬ٚ ‫ رُ رٌه ِغ األشخبص‬ٟ‫بء اٌز‬١‫ األش‬ٍٝ‫ي ػ‬ٛ‫ فٓ اٌحظ‬ٟ٘ ‫ٓ أْ اإلداسح‬١‫ ح‬ٟ‫ف‬ 4 00042042110 - ‫مكتبة الباشمحاسب – شارع المكتبات – بجوار كشري ابو حنفي‬  Basis Management Administration Meaning Management is an art of getting things done It is concerned with formulation ُٙ‫ انًؼ‬through others by directing their efforts of broad objectives, plans & towards achievement of predetermined policies. goals ‫اعؼخ ٌأل٘ذاف‬ٚ ‫بغخ‬١‫زؼٍك األِش ثظ‬٠ ‫زؼٍك األِش‬٠ ٚ ‫بء‬١‫ األش‬ٍٝ‫ي ػ‬ٛ‫ فٓ اٌحظ‬ٟ٘ ‫اإلداسح‬.‫بعبد‬١‫اٌغ‬ٚ ‫اٌخطؾ‬ٚ ‫ ِٓ خالي‬.‫بعبد‬١‫اٌغ‬ٚ ‫اٌخطؾ‬ٚ ‫اعؼخ ٌأل٘ذاف‬ٚ ‫بغخ‬١‫ثظ‬ ‫ك األ٘ذاف‬١‫ رحم‬ٛ‫دُ٘ ٔح‬ٛٙ‫ٗ خ‬١‫خ‬ٛ‫ٓ ِٓ خالي ر‬٠‫خش‬٢‫ا‬ ‫اٌّحذدح ِغجمب‬ Nature Management is an executing function. Administration is a decision- ‫ؼخ‬ٛ‫انطج‬ ‫خ‬٠‫ز‬١‫فخ رٕف‬١‫ظ‬ٚ ٟ٘ ‫اإلداسح‬ making ‫ طٕغ اٌمشاس‬ٟ٘ ‫اإلداسح‬ Function Management is a doing function becaused Administration is a thinking ‫فخ‬ٛ‫ انٕظ‬managers get work done under their function because plans & policies supervision. are determined. under it. ‫ٓ اٌؼًّ رحذ‬٠‫ش‬٠‫زُ ئخشاء اٌّذ‬٠ ‫فخ انؼًم‬١‫ظ‬ٚ ٟ٘ ‫اإلداسح‬ ‫ش ألْ اٌخطؾ‬١‫فخ رفى‬١‫ظ‬ٚ ٟ٘ ‫اإلداسح‬.ُٙ‫ئششاف‬ ‫ب‬ٙ‫بعبد ِظّّخ رحز‬١‫اٌغ‬ٚ Skills Technical and Human skills. Conceptual and Human skills. ‫انًٓبساد‬ ‫خ‬١ٔ‫اإلٔغب‬ٚ ‫خ‬١ٕ‫بساد اٌف‬ٌّٙ‫ا‬.‫خ‬١ٔ‫اإلٔغب‬ٚ ‫خ‬١ّ١٘‫بساد اٌّفب‬ٌّٙ‫ا‬ Level Middle & lower level function. Top level function. ٕ٘‫انًست‬ ٟٔ‫االد‬ٚ ‫عؾ‬ٛ‫ اٌّز‬ٜٛ‫فخ اٌّغز‬١‫ظ‬ٚ ٍٝ‫ األػ‬ٜٛ‫فخ اٌّغز‬١‫ظ‬ٚ  Practically, there is no difference between management & administration. Every manager is concerned with both administrative management function and operative management function as shown in the figure. ٟ‫ػح ف‬ِٛ ٛ٘ ‫خ وّب‬١ٍ١‫فخ اإلداسح اٌزشغ‬١‫ظ‬ٚٚ ‫خ‬٠‫فخ اإلداسح اإلداس‬١‫ظ‬ٚ ِٓ ً‫ش ثى‬٠‫زُ وً ِذ‬ٙ٠. ُٕٙ١‫خذ فشق ث‬ٛ٠ ‫ب ال‬١ٍّ‫ػ‬.ً‫اٌشى‬  However, the managers who are higher up in the hierarchy denote more time on administrative function & the lower level denote more time on directing and controlling worker's performance i.e. management. ٜٛ‫ش اٌّغز‬١‫ش‬٠ ‫ّٕب‬١‫خ ث‬٠‫فخ اإلداس‬١‫ظ‬ٌٛ‫ ا‬ٟ‫لذ ف‬ٌٛ‫ذ ِٓ ا‬٠‫ ِض‬ٌٝ‫ْ ئ‬ٚ‫ش‬١‫ش‬٠ َ‫ش‬ٌٙ‫ ا‬ٍٝ‫ أػ‬ٟ‫ٓ ُ٘ ف‬٠‫ٓ اٌز‬٠‫ش‬٠‫ فاْ اٌّذ‬،‫ِغ رٌه‬ٚ.management ٞ‫ أ‬،‫ِشالجخ أداء اٌؼّبي‬ٚ ٗ١‫خ‬ٛ‫ ر‬ٟ‫لذ ف‬ٌٛ‫ذ ِٓ ا‬٠‫ ِض‬ٌٝ‫ ئ‬ٝٔ‫األد‬  For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the other & each affects the performance of others. ‫ب ال‬ٙٔ‫ أ‬ٞ‫ أ‬،‫ب‬ٙ‫ؼز‬١‫ ؽج‬ٟ‫ظبئف ِزذاخٍخ ف‬ٌٛ‫ب ٘زٖ ا‬١ٍّ‫ٌىٓ ػ‬ٚ ‫فخ اإلداسح‬١‫ظ‬ٚ ً‫ْ ِٓ إٌّبعت فظ‬ٛ‫ى‬٠ ‫ لذ‬،‫خ‬٠‫ٌألغشاع إٌظش‬.ٓ٠‫خش‬٢‫ أداء ا‬ٍٝ‫ب ػ‬ِٕٙ ً‫رإثش و‬ٚ ٜ‫فخ ِغ األخش‬١‫ظ‬ٚ ً‫ رّزضج و‬.‫ش‬١‫ حذ وج‬ٌٝ‫ب ئ‬ٍٙ‫ّىٓ فظ‬٠ 5 00042042110 - ‫مكتبة الباشمحاسب – شارع المكتبات – بجوار كشري ابو حنفي‬  ٔ َٗ‫ انًستٕ٘ األد‬ٙ‫ انًستٕ٘ األػهٗ ٔألم ف‬ٙ‫ اكتش ف‬adm in is t rat io n ٌ‫ انشكم أ‬ٙ‫َالزع ف‬.‫ انًستٕ٘ انًتٕسط‬ٙ‫ٍ ف‬ٛ‫ٍ يتمبسث‬ُٛ‫ًْٔب االث‬.ٗ‫ انًستٕ٘ األػه‬ٙ‫ انًستٕ٘ األدَٗ ٔألم ف‬ٙ‫ اكتش ف‬m an age m e n t  Case study ‫دساسخ زبنخ‬  Jayant is working as Head Relationship Manager in the wealth management division of a private sector bank. He has created an internal environment which is conductive to an effective and efficient performance of his team of ten relationship management executives. ٌٝ‫ ئ‬ٞ‫خ رإد‬١ٍ‫ئخ داخ‬١‫ ٌمذ خٍك ث‬.‫ن اٌمطبع اٌخبص‬ٕٛ‫ أحذ ث‬ٟ‫اد ف‬ٚ‫ لغُ ئداسح اٌثش‬ٟ‫ ف‬ٟ‫غ‬١‫شػاللبد سئ‬٠‫بٔذ وّذ‬٠‫ؼًّ خب‬٠.‫ٓ إلداسح اٌؼاللبد‬١٠‫ز‬١‫ٓ رٕف‬٠‫ش‬٠‫ْ ِٓ ػششح ِذ‬ٛ‫مٗ اٌّى‬٠‫اٌىفء ٌفش‬ٚ ‫األداء اٌفؼبي‬  A typical day at work in Jayant's life consists of a series of interrelated and continuous functions..‫اٌّغزّشح‬ٚ ‫ظبئف اٌّزشاثطخ‬ٌٛ‫بٔذ ِٓ عٍغٍخ ِٓ ا‬٠‫بح خب‬١‫ ح‬ٟ‫ ف‬ٟ‫رخ‬ٌّٕٛ‫َ اٌؼًّ ا‬ٛ٠ ْٛ‫زى‬٠  He decides the targets for his department which are in line with the goals of the organization as a whole. The future course of action for his team members is laid out well in advance.. ‫مٗ ِغجمًب‬٠‫ ألػؼبء فش‬ٍٟ‫ذ ِغبس اٌؼًّ اٌّغزمج‬٠‫ رُ رحذ‬.ً‫ ِغ أ٘ذاف إٌّظّخ وى‬ٝ‫ رزّبش‬ٟ‫اٌز‬ٚ ّٗ‫مشس أ٘ذاف لغ‬٠ٚ  The various resources required by the relationship managers like an iPad with GPS system, account opening forms, brochures, details of account holders etc. are made readily available to them. ‫بص‬ٙ‫ اٌؼاللبد ِثً خ‬ٚ‫ش‬٠‫ب ِذ‬ٙ‫حزبخ‬٠ ٟ‫اسد اٌّخزٍفخ اٌز‬ٌّٛ‫ا‬ٚ iPad َ‫د ثٕظب‬ٚ‫ اٌّض‬GPS ‫جبد‬١‫اٌىز‬ٚ ‫ّٔبرج فزح اٌحغبة‬ٚ.‫ٌخ‬ٛٙ‫ُ ثغ‬ٌٙ ‫ رٌه ِزبحخ‬ٌٝ‫ِب ئ‬ٚ ‫ً أطحبة اٌحغبثبد‬١‫رفبط‬ٚ  Jayant works in close coordination with the Human Resource Manager in order to ensure that he is able to create and maintain a satisfactory and satisfied workforce in his department. ‫خ‬١‫ح ػبٍِخ ِشػ‬ٛ‫ ل‬ٍٝ‫اٌحفبظ ػ‬ٚ ‫ ئٔشبء‬ٍٝ‫خ ٌٍزأوذ ِٓ أٔٗ لبدس ػ‬٠‫اسد اٌجشش‬ٌّٛ‫ش ا‬٠‫ك ِغ ِذ‬١‫ث‬ٌٛ‫ك ا‬١‫بٔذ ثبٌزٕغ‬٠‫ؼًّ خب‬٠. ّٗ‫ لغ‬ٟ‫خ ف‬١‫ساػ‬ٚ 6 00042042110 - ‫مكتبة الباشمحاسب – شارع المكتبات – بجوار كشري ابو حنفي‬  Through constant guidance and motivation, Jayant inspires them to realize their full potential. He offers them various types of incentives from time to time keeping in view their diverse individual needs. ِٓ ‫افض‬ٛ‫ػب ِخزٍفخ ِٓ اٌح‬ ً ‫ا‬ٛٔ‫ُ أ‬ٌٙ َ‫مذ‬٠ٚ.‫ُ اٌىبٍِخ‬ٙ‫ك ئِىبٔبر‬١‫بٔذ ٌزحم‬٠‫ُ خب‬ٍّٙٙ٠ ،‫ض اٌّغزّش‬١‫اٌزحف‬ٚ ٗ١‫خ‬ٛ‫ِٓ خالي اٌز‬ٚ. ‫ػخ‬ٕٛ‫خ اٌّز‬٠‫خش ِغ ِشاػبح اٌفشد‬٢ ‫لذ‬ٚ  Moreover, he keeps a close watch on their individual performance in order to ensure that they are in accordance with the standard set and takes corrective actions whenever needed. ‫زخز اإلخشاءاد‬٠ٚ ‫ش‬١٠‫ػخ اٌّؼب‬ّٛ‫ْ ِغ ِد‬ٛ‫افم‬ٛ‫ز‬٠ ُٙٔ‫ ٌٍزأوذ ِٓ أ‬ٞ‫ُ اٌفشد‬ٙ‫شالت ػٓ وثت أدائ‬٠ ٛٙ‫ ف‬،‫ رٌه‬ٍٝ‫ح ػ‬ٚ‫ػال‬.‫خ ػٕذ اٌحبخخ‬١‫ح‬١‫اٌزظح‬  In context of the above case::ِ‫بق انسبنخ انًزكٕسح أػال‬ٛ‫ س‬ٙ‫ف‬  Identify the significance of management..‫خ اإلداسح‬١ّ٘‫ أ‬ٍٝ‫اٌزؼشف ػ‬  Identify and describe the various functions of the concept as identified in part (a) of the question by quoting lines from the paragraph..‫س ِٓ اٌفمشح‬ٛ‫ك الزجبط عط‬٠‫ اٌدضء (أ) ِٓ اٌغإاي ػٓ ؽش‬ٟ‫ ِحذد ف‬ٛ٘ ‫َ وّب‬ٛٙ‫ظبئف اٌّخزٍفخ ٌٍّف‬ٌٛ‫طف ا‬ٚٚ ‫حذد‬  Outline the types of managerial skills as shown in the above case study..ٖ‫ دساعخ اٌحبٌخ أػال‬ٟ‫ػح ف‬ِٛ ٛ٘ ‫خ وّب‬٠‫بساد اإلداس‬ٌّٙ‫اع ا‬ٛٔ‫حذد أ‬ ‫انتهي الفصل االول‬ ‫انتظروا جزء االسئلة وباقي الفصول من مكتبة البامشحاسب‬ 7 00042042110 - ‫مكتبة الباشمحاسب – شارع المكتبات – بجوار كشري ابو حنفي‬