Management: Second Arab World Edition Lecture Notes PDF

Management: Second Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 1: Introduction to Management and Organizations Lecturer: [Dr. Hebat Allah Mamdouh] 1-1 Copyright © 2015 Pearson Education  INTRODUCTION ...

Management: Second Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 1: Introduction to Management and Organizations Lecturer: [Dr. Hebat Allah Mamdouh] 1-1 Copyright © 2015 Pearson Education  INTRODUCTION  This course is about the managerial work that millions of managers do.  The reality facing today’s managers is that the world has changed and consequently, they must deal with new ways of organizing work. 1-2 Copyright © 2015 Pearson Education  The Gallup organization has found that the most important variable in employee productivity and loyalty is not pay or benefits or workplace environment , it’s the quality of the relationship between employees and their direct supervisors. Global consulting firm “ Watson Wyatt Worldwide” found that the way the company manages its people can significantly affect its financial performance. 1-3 Copyright © 2015 Pearson Education  Learning Outcome 1.1 Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. They can be young or old. They run large corporations and entrepreneurial firms. They are found in government departments, non-profit agencies, and political campaigns. Pro They may be male or female. 1-4 Copyright © 2015 Pearson Education  Who Are Managers? Today, managers are likely to be women as they are men, although the no. of women who are managers remains low. Arab women, like women in other parts of the world, are significantly scarce in the upper levels of management. 1-5 Copyright © 2015 Pearson Education  Exhibit 1–1 Women In Managerial Positions Around The World 1-6 Copyright © 2015 Pearson Education  Who Are Managers? A manager’s job is about helping others do their work. It could involve coordinating the work activities of a team of people from different departments or even people outside the organization, such as temporary employees or employees who work for the organization’s suppliers. Traditionally structured organizations are shaped like a pyramid because more employees are at lower organizational levels than at upper organizational levels). Managers are often classified as first-line, middle, or top. 1-7 Copyright © 2015 Pearson Education  Exhibit 1–2 Levels of Management Its important to note that not all organizations get work done using this traditional pyramidal form. Some organizations are more loosely structured, with work being done by changing teams of employees who move from one project to another as work demand arise. 1-8 Copyright © 2015 Pearson Education  Pro Classifying Managers First-line Managers(The lowest level of management)(e.g. supervisors) Individuals who manage the work of non-managerial employees. They’re typically involved with producing the organization’s products or servicing the organization’s customers. Middle Managers (e.g. division manager) Individuals between the lowest and top levels of the organization who manage the work of first-line managers. They are responsible for carrying out the goals set by top management. They do so by setting goals for their departments or divisions. Top Managers (e.g. president / vice president) Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 1-9 Copyright © 2015 Pearson Education  Define Management 1. Define Management 2. Explain why efficiency and effectiveness are important to management. 1-10 Copyright © 2015 Pearson Education  What Is Management? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. 1-11 Copyright © 2015 Pearson Education  What Is Management? (cont’d) Pro Managerial Concerns; Efficiency and Effectiveness Efficiency  “Doing things right” – Getting the most output for the least inputs Effectiveness  “Doing the right things” – Attaining organizational goals 1-12 Copyright © 2015 Pearson Education  Exhibit 1–3 Managerial Effectiveness and Efficiency in Management 1-13 Copyright © 2015 Pearson Education