Business Principles for VR - Lecture Notes PDF

Faculty of Artificial Intelligence Department of BUSINESS PRINCIPLES Autonomous FOR VR Systems Chapter One: Administrate / Management instructor: Hani hiassat Lecture (1)...

Faculty of Artificial Intelligence Department of BUSINESS PRINCIPLES Autonomous FOR VR Systems Chapter One: Administrate / Management instructor: Hani hiassat Lecture (1)  Administrate or Management * Management is a Greek word. ‫كلمة التينية األصل‬ *It means to serve. Providing a service to others or accessing them to provide the service *Question: The reason why there are several definitions of the concept management: )‫(تعدد وجهات النظر في تعريف اإلدارة‬ 1. Multiple related fields.‫تعدد المجال الذي يعمل بها اإلداري‬ 2. Different viewpoints of scholars.‫اختالف وجهات نظر العلماء‬ instructor: Hani hiassat Accordingly, there are several definitions of management: ‫عدة تعريفات لإلدارة حسب وجهات نظر العلماء‬ 1. Job: Taylor: Knowing exactly what you want to do ‫الوظيفة‬ and then making sure you do it in the best and least expensive way. 2. Nature Aaplly: carrying out work through the efforts ‫طبيعتها‬ of other people, including (planning and control). ‫المفهوم العام لإلدارة‬ Management: Reaching and achieving the goal by exploiting available resources according to a specific approach. instructor: Hani hiassat  Management Goals: Resources: 6M + 2 The final result we Men would like to get it. Money Time Machine Information Material Market Management instructor: Dr Hani instructor: Hanihiassat hiassat  The first person who is use management:  Adam.  That is, management has existed since creation. The first person who is write about management: Taylor is the father of scientific management instructor: Hani hiassat Question: Is Management Science, Art, or Ethics? Science: based on scientific principles Art: based on personal skill and how to act in applying knowledge and knowledge Ethics: based on personal morals, values, and behaviors instructor: Hani hiassat  ‫أهمية اإلدارة‬ Importance of Management: 1- Reaching goals. 2- Achieving a balance between conflicting trends. 3- Responsible for the organization's success or failure 4- To achieve efficiency and effectiveness )‫ (مقولة‬Peter Drucker Management is the organ that gives life to the enterprise body ‫اإلدارة هي العضو الذي يمنح الحياة للمشروع‬ instructor: Hani hiassat Lecture (2) Management schools )‫تطور الفكر اإلداري (المدارس اإلدارية‬ 1- The Classical School of Management 1910-1935 ‫مدرسة اإلدارة الكالسيكية‬ Taylor. (Scientific Management School). Principles: ‫المبادىء‬ 1- Focused on work and productivity. 2- Employees are Machines. Disadvantages: ‫سلبياتها‬ 1- Dictatorship in transaction. 2- Not involving employees in decision-making. 3- Salary is the only motivation for work. instructor: Hani hiassat  2- The Human Relation Management School 1915-1960 ‫مدرسة العالقات اإلنسانية‬ Mary parker. The Human Relation Movement. It is a reaction to classical management. Principles: ‫المبادىء‬ 1- Focused on employees. 2- Human beings are the focus of administrative work. 3- Incentives and relationships play an important role in determining employee behavior. Disadvantages: ‫سلبياتها‬ 1- Exaggeration on human relations. 2- Lack of focus on the organization’s needs by some departments. instructor: Hani hiassat 3- The Behavioral Management School 1960- Now ‫مدرسة اإلدارة السلوكية‬ Frederick Herzberg. The Naturalistic School. Principles: ‫المبادىء‬ 1- Focus on humans and their administrative behavior. 2- Its reliance on the human sciences (psychology); To understand and interpret his behavior to predict expected behavior. 3- Focus on employees' functional maturity and their abilities to work. instructor: Hani hiassat 4- Participatory Management School 1965-1980 ‫مدرسة اإلدارة التشاركية الجماعية‬ Rinsis Likert. Concerned with administrative behavior. A school similar to the school of behavioral management, but different from it: 1- The degree of employee participation in decision-making (large). 2- Concerned with the professional growth of employees. instructor: Hani hiassat  Likert explained that there are (4) systems of administrative behavior in any organization: System (1) Exploitative Authoritative ‫النمط االستبدادي التسلطي‬ System (2) Benevolent Authoritative ‫النمط االستبدادي الكريم‬ System (3) Consultative Democratic ‫النمط االستشاري الديموقراطي‬ System (4) Participative Democratic ‫النمط التشاركي الديموقراطي‬ instructor: Hani hiassat  ‫النمط االستبدادي‬ System (1) Exploitative Authoritative ‫التسلطي‬ 1. The manager is autocratic and tyrannical. 2. Absolute lack of trust in employees. 3. All decisions are made by the manager. 4. Communications with employees (top to down). 5. No feedback. 6. Motivation to work is non existent. 7. Incentives and Bonuses - Rare. instructor: Hani hiassat  ‫النمط االستبدادي‬ System (2) Benevolent Authoritative ‫الكريم‬ 1. The manager trusts the employees little. 2. Decisions are made at the top and few are made down. 3. Fear and threats are used, but less frequently. 4. Communications with employees are mostly top- down. instructor: Hani hiassat  ‫النمط االستشاري‬ System (3) Consultative Democratic ‫الديموقراطي‬ 1. The manager trusts the employees a lot, but not completely. 2. Decisions related to the general goals of the organization are made at the top, and decisions related to detailed goals are made down. 3. Communications with employees are mostly progressive. 4. Positive incentives are used more often than negative incentives. instructor: Hani hiassat  ‫النمط التشاركي‬ System (4) Participative Democratic ‫الديموقراطي‬ 1. The manager trusts the employees - complete trust. 2. Decisions are made by different departments jointly. 3. Supporting employees' ideas and opinions. Communication with employees is two-way. 4. Positive incentives are widely used to achieve goals. instructor: Hani hiassat Lecture (3)  ‫مدرسة اإلدارة‬ 5- Situational Management School ‫الموقفية‬ 1982- Now Hersey & Blanchard. Maturity of Followers )‫ (النضج الوظيفي للعاملين‬. Principles: ‫المبادىء‬ 1- No Single Approach is best all the time. 2- It depends on the administrator to monitor the situation and use the appropriate administrative approach for that. 3- Successful management is one that combines business requirements (Concern with Production) and employee needs (Human Relations) to achieve goals. instructor: Hani hiassat  :‫تنطبق عليها مقولة‬ If you want to be an effective manager, you need to know how? when? Change and modify your administrative behavior. Hersey & Blanchard ‫إذا كنت ترغب في أن تكون مديرا فعاال فعليك أن تعرف كيف؟ متى؟‬.‫تغيّر وتدّل سلوكك اإلداري حسب الموقف الذي يقتضي ذلك‬ instructor: Hani hiassat Accordingly, there are four administrative styles: ‫أربعة أنماط إدارية‬ (1) Telling ‫النمط المخبر‬ (Employees): ‫العاملين‬ (Leader / Manager): ‫اإلدارة‬ 1- The stage of career maturity 1- Focus on work. is preliminary. 2- Little focus on employees. 2- The cognitive and 3- Providing work instructions, administrative level is low. systems and policies for 3- Low functional ability. employees. 4- Social relationships are 4- Human relations are not simple. important. 5- The psychological incentives are great. 6- Defining roles for employees. instructor: Hani hiassat  (2) Selling ‫النمط البائع‬ (Employees): ‫العاملين‬ (Leader / Manager):‫اإلدارة‬ 1- The second stage of maturity. 1- Great focus on work 2- The employee gained good and employees. experiences. 3- His social relationships 2- Moderate confidence in developed. employees. 4- His ability to perform work has become better. 3- Human relations to a 5- He has some willingness to moderate degree. take responsibility. instructor: Hani hiassat  (3) Participating ‫المشارك الداعم‬ (Employees): ‫العاملين‬ (Leader / Manager): ‫اإلدارة‬ 1- The third stage of maturity. 1- Lack of guidance at work. 2- The employee is able to do 2- Focus on employees. the work well. 3- Support and encourage 3- Developing his functional employees to solve their skills. problems on their own. 4- Social relations have become 4- Encouraging them to take better. responsibility. instructor: Hani hiassat  (4) Delegating ‫المفوض‬ ِّ ّ (Employees): ‫العاملين‬ (Leader/Manager): ‫اإلدارة‬ 1- The fourth and final stage of maturity. 1- Lack of focus on work. 2- The employee is able to perform the work fully. 2- Lack of directions and 3- Significant development in instructions. the employee’s skills and abilities. 3- Lack of psychological 4- The employee’s loyalty to the support for employees. organization in which he works increases. 5- Social relations in the best way. 6- The employee's ability to take instructor: Hani hiassat responsibility at work. Lecture (4) 6- Total Quality Management School 1985- Now ‫مدرسة إدارة الجودة الشاملة‬ golden rule: ‫قاعدتها الذهبية‬ (Do The Right Things Right, First Time) ‫إفعل الشيء الصحيح بطريقة صحيحة ومن أول مرة‬ Question: Why has Total Quality Management emerged? ‫سبب ظهور إدارة الجودة الشاملة‬ 1- Increased global competition. ‫المنافسة العالمية‬ 2- The sweep of Japanese industry at that time. ‫اكتساح الصناعة اليابانية لألسواق‬ instructor: Hani hiassat  Total Quality Management means:  A modern administrative philosophy that includes a comprehensive administrative system.  Seeks to bring about continuous and positive changes in the organization.  It focuses on changes (thought, behavior, values, organizational beliefs, administrative concepts, work procedures and performance...). instructor: Hani hiassat  Principles Total Quality Management:  Focus on customers.  Focus on processes and results.  Focus on the principle of internal and self-control for employees.  Developing employees' skills.  Make decisions based on facts.  Focus on feedback.  Focus on quality to make profit.  Participatory work between employees and leaders.  Perfecting the work from the first time without any flaws. instructor: Hani hiassat  Total Quality Management: Result: high quality at Goal: Focus on minimum cost and customers. maximum time. Strategy: Achieving Feedback: Monitoring and distinction and evaluating the level of superiority over others. customer satisfaction. Operations: correct work and continuous improvement. instructor: Hani hiassat