Scribd Logo
Upload

Welcome to Scribd!

  • 21 views

    Chapter 01

    Uploaded by

    Mohamed Zizo

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    Chapter 01

    Uploaded by

    Mohamed Zizo
    21 views33 pages

    Original Title

    Chapter_01

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    21 views33 pages

    Chapter 01

    Uploaded by

    Mohamed Zizo

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 33

    Management

    Lecture 1: 22/9/2019

    Chapter 1: Introduction to Management and


    Organizations

    Lecturer: Dr. Reda Abdelkareem


    Learning Outcomes
    Follow this Learning Outline as you read and study this chapter.

    1.1 Who Are Managers?


    • Explain how managers differ from non-managerial employees.
    • Describe how to classify managers in organizations.

    1.2 What Is Management?


    • Define management.
    • Explain why efficiency and effectiveness are important to
    management.

    1-2 Copyright © 2011 Pearson Education


    Learning Outcomes
    1.3 What Do Managers Do?
    • Describe the four functions of management.
    • Explain Mintzberg’s managerial roles.
    • Describe Katz’s three essential managerial skills and how the
    importance of these skills changes depending on managerial
    level.
    • Discuss the changes that are impacting manager’s jobs.
    • Explain why customer service and innovation are important to
    the manager’s job.

    1-3 Copyright © 2011 Pearson Education


    Learning Outcomes
    1.4 What Is An Organization?
    • Explain the characteristics of an organization.
    • Describe how today’s organizations are structured.

    1.5 Why Study Management?


    • Discuss why it’s important to understand management.

    1-4 Copyright © 2011 Pearson Education


    Who Are Managers?

    1. Explain how managers differ from non-managerial


    employees.

    2. Describe how to classify managers in organizations.

    1-5 Copyright © 2011 Pearson Education


    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 may be male or female.

    1-6 Copyright © 2011 Pearson Education


    Exhibit 1–1 Women In Managerial Positions
    Around The World

    1-7 Copyright © 2011 Pearson Education


    Exhibit 1–2 Managerial Levels

    1-8 Copyright © 2011 Pearson Education


    Classifying Managers

    First-line Managers
    • Individuals who manage the work of non-managerial employees.
    Middle Managers
    • Individuals who manage the work of first-line managers.
    Top Managers
    • Individuals who are responsible for making organization-wide
    decisions and establishing plans and goals that affect the entire
    organization.

    1-9 Copyright © 2011 Pearson Education


    What Is Management?

    1. Define management.

    2. Explain why efficiency and effectiveness are important to


    management.

    1-10 Copyright © 2011 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 © 2011 Pearson Education


    What Is Management? (cont’d)

    Managerial Concerns
    • Efficiency
     “Doing things right”
    – Getting the most output for the least
    inputs
    • Effectiveness
     “Doing the right things”
    – Attaining organizational goals

    1-12 Copyright © 2011 Pearson Education


    Exhibit 1–3 Managerial Effectiveness and
    Efficiency in Management

    1-13 Copyright © 2011 Pearson Education


    What Do Managers Do?

    1. Describe the four functions of management.

    2. Explain Mintzberg’s managerial roles.

    3. Describe Katz’s three essential managerial skills and how the


    importance of these skills changes depending on managerial
    level.

    4. Discuss the changes that are impacting manager’s jobs.

    5. Explain why customer service and innovation are important


    to the manager’s job.

    1-14 Copyright © 2011 Pearson Education


    What Do Managers Do?

    Three Approaches to Defining What Managers Do


    • Functions they perform
    • Roles they play
    • Skills they need

    1-15 Copyright © 2011 Pearson Education


    What Do Managers Do? (cont’d)

    Functions Manager’s Perform


    Planning
     Defining goals, establishing strategies to achieve goals, developing
    plans to integrate and coordinate activities.
    Organizing
     Arranging and structuring work to accomplish organizational goals.
    Leading
     Working with and through people to accomplish goals.
    Controlling
     Monitoring, comparing, and correcting work.

    1-16 Copyright © 2011 Pearson Education


    Exhibit 1–4 Management Functions

    1-17 Copyright © 2011 Pearson Education


    What Do Managers Do? (cont’d)

    Roles Managers Play


    • Roles are specific actions or behaviors expected of a manager.
    • Mintzberg identified 10 roles grouped around
     interpersonal relationships,
     the transfer of information, and
     decision making.

    1-18 Copyright © 2011 Pearson Education


    Interpersonal roles • Figurehead
    • Leader
    • Liaison

    Informational roles • Monitor


    • Disseminator
    • Spokesperson

    Decisional roles • Entrepreneur


    • Disturbance handler
    • Resource allocator
    • Negotiator

    1-19 Copyright © 2011 Pearson Education


    What Managers Do (Mintzberg)

    Reflection and Actions


    • thoughtful thinking
     Example: listens patiently to customers’ problems.
    • practical doing
     A manager resolves those problems.

    1-20 Copyright © 2011 Pearson Education


    What Do Managers Do? (cont’d)

    Skills Managers Need


    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.

    1-21 Copyright © 2011 Pearson Education


    Exhibit 1–5 Skills Needed at Different
    Management Levels

    1-22 Copyright © 2011 Pearson Education


    How The Manager’s Job Is Changing

    The Increasing Importance of Customers


    • Customers: the reason that organizations exist
     Managing customer relationships is the responsibility of all
    managers and employees.
     Consistent high quality customer service is essential for survival.
    • Many jobs require close contact with customers.

    1-23 Copyright © 2011 Pearson Education


    Exhibit 1–7
    Role of the
    Service
    Sector in
    Arab
    Economies

    1-24 Copyright © 2011 Pearson Education


    How The Manager’s Job Is Changing (cont’d)

    Innovation
    • Doing things differently, exploring new territory, and taking risks
     Managers should encourage employees to be aware of and act on
    opportunities for innovation.
    • How do Arab countries score on innovation indicators?

    1-25 Copyright © 2011 Pearson Education


    Exhibit 1–8 Innovation in Selected Arab Countries

    1-26 Copyright © 2011 Pearson Education


    What Is An Organization?

    1. Explain the characteristics of an organization.

    2. Describe how today’s organizations are structured.

    1-27 Copyright © 2011 Pearson Education


    What Is An Organization?

    An Organization Defined
    • A deliberate arrangement of people to accomplish some specific
    purpose (that individuals independently could not accomplish alone).
    Common Characteristics of Organizations
    • Have a distinct purpose (goal)
    • Composed of people
    • Have a deliberate structure

    1-28 Copyright © 2011 Pearson Education


    Exhibit 1–9 Characteristics of Organizations

    1-29 Copyright © 2011 Pearson Education


    Why Study Management?

    1. Discuss why it’s important to understand management.

    1-30 Copyright © 2011 Pearson Education


    Why Study Management?

    The Value of Studying Management


    • The universality of management
     Good management is needed in all organizations.
    • The reality of work
     Employees either manage or are managed.
    • Rewards and challenges of being a manager
     Management offers challenging, exciting and creative opportunities
    for meaningful and fulfilling work.
     Successful managers receive significant monetary rewards for their
    efforts.

    1-31 Copyright © 2011 Pearson Education


    Terms to Know
    manager controlling
    first-line managers management roles
    middle managers interpersonal roles
    top managers informational roles
    management decisional roles
    efficiency technical skills
    effectiveness human skills
    planning conceptual skills
    organizing organization
    leading universality of management

    1-32 Copyright © 2011 Pearson Education


    Thanks for your attention

    please feel free to ask any question!

    1-33 Copyright © 2011 Pearson Education

    You might also like