Introduction to Management and Organization Principles of Management II (MGT121E) PDF

Principles of management II (MGT121E) Dr. Eng. Waleed Abdelfadeel Faculty of Energy Engineering – Aswan University 1  ‫توجيهات‬ ‫‪ -1‬االلتزام بميعاد المحاضرة ودخول القاعة قبل دخول المحاضر‪.‬‬...

Principles of management II (MGT121E) Dr. Eng. Waleed Abdelfadeel Faculty of Energy Engineering – Aswan University 1  ‫توجيهات‬ ‫‪ -1‬االلتزام بميعاد المحاضرة ودخول القاعة قبل دخول المحاضر‪.‬‬ ‫‪ -2‬في حالة تأخر الطالب‪:‬‬ ‫‪ -‬ال يسمح للطالب بفتح باب القاعة او الطرق على الباب او عمل اى‬ ‫تصرف يتسبب في إيقاف المحاضرة وتشتييت الطالب والمحاضر‪.‬‬ ‫‪ -‬ينتظر الطالب خارج القاعة حتى يسمح له المحاضر بالدخول‪.‬‬ ‫‪ -3‬غلق التليفون المحمول او وضعه على الصامت‪.‬‬ ‫‪ -4‬االلتزام باالداب والقواعد العامة اثناء المحاضرة‪.‬‬ ‫‪2‬‬ 3 4  Ch. 1 Introduction to Management and Organization 5  Who managers are? Someone who coordinates ‫ينسق‬ and oversees ‫يشرف‬the work of other people in order to accomplish ‫ينجز‬organizational goals. 6  Functional Areas of Business ‫مجاالت العمل الوظيفية‬ 1- R&D = Research & Development 2- Marketing › Planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives 3- Finance › Revenue, expenses, budget, financial records and financial statements 4- Production › Extraction and cultivation (products are obtained from nature or grown using natural resources) › Processing (changing and improving the form of another product) › Manufacturing (combines raw materials and processes goods into finished products) 5- HR = Human Resources › People who work for a business/organization › Involves in planning & staffing, performance management, compensation & benefits, and employee relations 7  How to classify managers in organizations? How many level of managers can we classify? Traditional Pyramid Form of Management Level Top Managers Middle Managers First-Line Managers Non-Managerial Employees Functional R&D Marketing Finance Production HR Areas 8  I. Lowest Level of Management  First-line managers: manage the work of nonmanagerial employees who typically are involve with producing the organization’s products or servicing the organization’s customer  They are often called: supervisor, shift manager, district manager, department manager, office manager 9  II. Middle Level of Management  Middle managers: manage work of first- line managers  They are often called: regional manager, project leader, store manager, division manager 10  III. Upper Level of Management  Top managers: are responsible for making organization wide decisions and establishing the plans and goals that affect the entire organization.  They are often called: executive vice president, president, managing director, chief operating officer, chief executive officer 11  What is Management?  Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.  Or Management is the art of getting work done through others ‫اإلدارة هي فن إنجاز العمل من خالل اآلخرين‬ 12   Efficiency = getting the most output from the Efficiency and Effectiveness least amount of inputs  “doing things right” Efficiency  concern with means(ways) of getting things done  Effectiveness = do those work activities that will help the organization reach its goals  “doing the right things” Effectiveness  concern with ends(result) of organizational goal achievement Goals:: time, finishing, quality, quantity, etc.. a car is a very effective to transport people across 13  Managers for 3 Types of Organizations 1. For-Profit Organizations: For making money, or profits, by offering products or services 2. Nonprofit Organizations: For offering services in either public sector or private sector such as hospitals, colleges, social- welfare agencies 3. Mutual ‫مشترك‬-Benefit Organizations: For aiding members such as farm cooperatives, labor unions, trade associations, and clubs 15 Management Functions PLANNING ORGANIZING MANAGER LEADING CONTROLLING 16  1. PLANNING  Define goals  Establish strategies for achieving those goals  Develop plans to integrate and coordinate activities Setting goals and plans (how to achieve them) 17  2. ORGANIZING  Determine › What tasks are to be done ? › Who is to do them ? › How tasks are to be grouped ? › Who reports to whom ? › Where decisions are to be made ? Arrange tasks and other resources to accomplish organization’s goals 18  3. LEADING  Motivate ‫ تحفيز‬subordinates ‫(المرؤوسين‬lower positions)  Help resolve group conflicts  Influence individuals or teams as they work  Select the most effective communication channel  Deal with employee behavior issues  ‫ تحفيز‬، ‫ تدريب‬، ‫توظيف‬ Hire, train, motivate(lead) people 19  4. CONTROLLING  Monitor ‫يراقب‬activities’ performance  Compare actual performance with the set goals  Evaluate activities’ performance whether things are going as planed  Correct any disturbance to get work back on track and achieve the set goals Ensure all activities are accomplished as planned 20  Management Roles  Specific actions or behaviors expected of a manager  3 types of managerial roles: › Interpersonal › Informational › decisional 21 1. Interpersonal Roles, behaviors 1.1 Figurehead: perform ceremonial duties like greeting company visitors, speaking at the opening of a new facility, or representing the company at a community luncheon to support local charities 1.2 Leader: motivate and encourage workers to accomplish organizational objectives 1.3 Liaison: ‫االتصال‬deal with people outside their units to develop alliances that will help in org. goal achievement 22  2. Informational Roles, behaviors 2.1 Monitor: scan environment for information, actively contact others for information, continually update news/ stories related to their business (inside and outside org.) 2.2 Disseminator: share the information they have collected with their subordinates and others in the company 2.3 Spokeperson: share information with people outside their departments and companies 23  3. Decisional Roles, behaviors 3.1 Entrepreneur: ‫مبادر‬adapt themselves, their subordinates, ‫المرؤوسين‬and their units to change/ innovation 3.2 Disturbance Handler: ‫معالج اضطراب‬respond to pressures and problems demand immediate attention and action 3.3 Resource Allocator‫توظيف‬: set priorities and decide about use of resources 3.4 Negotiator: ‫المفاوض‬continual negotiate schedules, projects, goals, outcomes, resources, and employee raises in order to accomplish the goals 24  Management Skills  Technical Skills: job-specific knowledge and techniques needed to proficiently perform work tasks  Human Skills: ability to work well with other people both individually and in group  Conceptual Skills: ability to see the organization as a whole, understand the relationships among various subunits, visualize how the organization fits into its external environment 25  Skills Needed at Different Managerial Levels Top Managers Conceptual Skills Middle Managers Human Skills Technical Low-Level Managers Skills *Dark color = necessary to have 26