Management PDF - Fifteenth Edition, Global Edition

Management Fifteenth Edition, Global Edition Chapter 1 Managers and You in the Workplace Copyright © 2021 Pearson Education Ltd. Learning Object...

Management Fifteenth Edition, Global Edition Chapter 1 Managers and You in the Workplace Copyright © 2021 Pearson Education Ltd. Learning Objectives 1.1 Tell who managers are and where they work. 1.2 Explain why managers are important to organizations. 1.3 Describe the functions, roles, and skills of managers. 1.4 Describe the factors that are reshaping and redefining the manager’s job. 1.5 Explain the value of studying management. Copyright © 2021 Pearson Education Ltd. Who Is a Manager? Manager: someone who coordinates and oversees the work of other people so that organizational goals can be accomplished ‫هداف‬%‫خرين حتى يمكن تحقيق ا‬4‫ شخص ينسق ويشرف على عمل ا‬:‫ا?دير‬ Copyright © 2021 Pearson Education Ltd. Exhibit 1.1 Levels of Management Exhibit 1.1 shows that in traditionally structured organizations, managers can be classified as first-line, middle, or top. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved Classifying Managers First-Line Managers: manage the work of non-managerial employees Middle Managers: manage the work of first-line managers Top Managers: responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization Copyright © 2021 Pearson Education Ltd. Where Do Managers Work? Organization: a deliberate arrangement of people to accomplish some specific purpose ‫حددة‬%‫نجاز بعض ا*غراض ا‬2 ‫شخاص‬6‫ ترتيب متعمد ل‬:‫نظمة‬%‫ا‬ Copyright © 2021 Pearson Education Ltd. Exhibit 1.2 Characteristics of Organizations Exhibit 1.2 shows the three common characteristics of organizations: distinct purpose, deliberate structure, and people. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved Why Are Managers Important? Organizations need their managerial skills and abilities now more than ever ‫ن أكثر من أي وقت مضى‬.‫دارية وقدراتهم ا‬8‫تحتاج ا@نظمات إلى مهاراتهم ا‬ Managers are critical to getting things done ‫مور‬E‫نجاز ا‬8 ‫همية‬E‫ا@ديرون أمرون بالغ ا‬ Managers do matter to organizations Copyright © 2021 Pearson Education Ltd. What Do Managers Do? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively..‫نتهاء من أنشطتهم بكفاءة وفعالية‬6‫خرين وا@شراف عليها حتى يتم ا‬B‫ تنطوي ا@دارة على تنسيق أنشطة عمل ا‬ Copyright © 2021 Pearson Education Ltd. Efficiency and Effectiveness Efficiency: doing things right – getting the most output from the least amount of input Effectiveness: doing the right things – attaining organizational goals ‫هداف التنظيمية‬,‫تحقيق ا‬ Copyright © 2021 Pearson Education Ltd. Exhibit 1.4 Efficiency and Effectiveness in Management Exhibit 1.4 shows that whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved  Management Functions Planning: Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities ‫ ووضع خطط *دماج وتنسيق‬،‫هداف‬%‫ وإنشاء استراتيجيات لتحقيق ا‬،‫هداف‬%‫ تحديد ا‬:‫التخطيط‬ Organizing: Arranging and structuring work to accomplish organizational goals ‫هداف‬%‫ ترتيب وتعمل الهيكلة *نجاز ا‬:‫تنظيم‬ Leading: Working with and through people to accomplish goals ‫هداف‬%‫ العمل مع الناس وعبرهم *نجاز ا‬:‫القيادة‬ Controlling: Monitoring, comparing, and correcting work ‫قارنة وتصحيح العمل‬G‫راقبة وا‬G‫ ا‬:‫السيطرة‬ Copyright © 2021 Pearson Education Ltd. Exhibit 1.5 Four Functions of Management Exhibit 1.5 shows the four functions used to describe a manager’s work: planning, organizing, leading, and controlling. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved Mintzberg’s Managerial Roles and a Contemporary Model of Managing Roles: specific actions or behaviors expected of and exhibited by a manager ‫ إجراءات محددة أو سلوكيات متوقعة ومظهرها من قبل مدير‬:‫أدوار‬ Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making ‫ واخذ القرار‬،‫علومات‬E‫ ونقل ا‬،‫قات الشخصية‬J‫ أدوار مجمعة حول الع‬Mintzberg 10 ‫حددت‬ Copyright © 2021 Pearson Education Ltd. Types of Roles Interpersonal – Figurehead, leader, liaison Informational – Monitor, disseminator, spokesperson Decisional – Entrepreneur, disturbance handler, resource allocator, negotiator Copyright © 2021 Pearson Education Ltd. Exhibit 1.6 Mintzberg’s Managerial Roles Exhibit 1.6 shows the managerial roles identified by Mintzberg. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved 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 ‫نظمة‬%‫تعلقة با‬%‫عقدة ا‬%‫جردة وا‬%‫واقف ا‬%‫فاهيم حول ا‬%‫القدرة على التفكير وا‬ Copyright © 2021 Pearson Education Ltd. Exhibit 1.7 Skills Needed at Different Managerial Levels Exhibit 1.7 shows the relationships of conceptual, human, and technical skills to managerial levels. Copyright © 2021, 2018, 2016 Pearson Education, Inc. All Rights Reserved Challenges Facing Managers Today and into the Future Focus on technology Focus on disruptive innovation Focus on social media Focus on ethics Focus on political uncertainty Focus on the customer Copyright © 2021 Pearson Education Ltd. Focus on Technology Managers must get employees on board with new technology Managers must oversee the social interactions and challenges involved in using collaborative technologies ‫شاركة في استخدام التقنيات التعاونية‬6‫جتماعية ا‬:‫ على التفاع=ت والتحديات ا‬Vanagers ‫يجب أن يشرف‬ Copyright © 2021 Pearson Education Ltd. Focus on Disruptive Innovation One of the most critical challenges facing managers today is dealing with disruptive innovation Disruptive innovation involves new products, processes, or services that radically change the rules of the game One example is how the automobile destroyed the horse- drawn buggy industry ‫بتكار التخريبي منتجات أو عمليات أو خدمات جديدة تغيرت جذري قواعد اللعبة‬C‫يتضمن ا‬ ‫ واحدا هو كيف دمرت السيارات صناعة عربات التي تجرها الدواب الحصان‬C‫مثا‬ Copyright © 2021 Pearson Education Ltd. Focus on Social Media Social media: forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content ‫ستخدمون الذين‬-‫لكترونية التي يقوم بها ا‬:‫ أشكال ا