HASSAN II. AIN CHOCK.

UNIVERSITY
CASABLANCA.

FACULTY OF LAW ECONOMICS AND SOCIAL

SCIENCES

FIRST TERM

MODULE :PRINCIPLES OF MANAGEMENT

ENGLISH SECTION

Pr. Salima DEBBARH

ACADEMIC YEAR :2022 – 2023

 MODULE OBJECTIVES
Understanding basic concepts in management sciences

Mastering the organization chart and its components

Learning about the nature of each function in the

organization

Understanding the business environment.

Learning about strategic management

 MODULE CHAPTERS

CHAPTER I BASIC DEFINITIONS AND CONCEPTS

CHAPTER II • BUSINESS ENVIRONMENT

• ORGANIZATIONAL DESIGN AND

CHAPTER III
STRUCTURE

CHAPTER IV • FUNCTIONS IN ORGANIZATION

CHAPTER V • STRATEGIC MANAGEMENT

Module Organization

The module includes

The module will take parts on which some
Quiz at the start or at the
place in two-hour themes will be prepared
end of each session.
sessions once a week. and presented by groups
of students.

Each group will consist of The presentation will be Each student will speak
2 to 3 students. oral. for 5-10 minutes.

MME SALIMA DEBBARH 4

Your Requirements

You are allowed to ask for a complete overview of management according to the syllabus
presented.

Receive course material with the course plan and the main definitions and explanations
deemed necessary for your training (to be collected from the copy center).

Ask questions

Mme Salima DEBBARH 5

MY Requirements

Respect the places, your classmates and yourself

Come on time Turn off your phones during class

Take notes

Ask questions

Mme Salima DEBBARH 6

 CHAPTER I.
MANAGEMENT
CONCEPTS
DEFINITIONS
WHAT IS MANAGEMENT ?
MANAGEMENT ETYMOLOGY

From Old French manège

"horsemanship,"

From Italian maneggio,

from maneggiare "to handle,
touch," especially "to control a
horse," which ultimately

From Latin
noun manus "hand"
 MANAGEMENT
DEFINITIONS
• John F. Mee defines management Maximum
• Products , services
as: results

• « The art of securing maximum Minimum of • Optimization

results with a minimum of effort effort resources
so as to secure maximum
prosperity and happiness for both Maximum
prosperity
• Benefits , satisfaction,
commitment
employer and employee and give and hapiness

the public the best possible

service. »
MANAGEMENT
DEFINITIONS

• Harold Konntz defines management as:

• “Management is the art of getting things done through
and with people in formally organised groups.
• It is the art of creating an environment in which people
can perform as individuals and yet co-operate towards
the attainment of group goals.
• It is the art of removing blocks to such performance, a
way of optimising efficiency in reaching goals.”
 MANAGEMENT SCIENCE
OR ART ??
It is considered as a science:
It has an organized body of knowledge which
contains certain universal truth.
it has universally accepted principles, it has cause
and effect relationship.

It is called an art:
Managing requires certain skills which are personal
possessions of managers.
It requires perfection through practice, practical
knowledge, creativity, personal skills, etc.
Management is both art and science.
APPLICATIONS OF
MANAGEMENT

Organization Enterprise Difference

Aims to achieve Aims to Organization
the shared generate is goal-
objectives of revenues by oriented
the group or addressing the Enterprise is
community unmet needs of profit-oriented
customers.
 IN SUMMARY
MANAGEMENT
Formulation of plans, policies and objectives,
Securing men, material, machinery, money
Putting all of them into operation
Directing and motivating the men at work
Supervising and controlling their performance
Providing maximum satisfaction and service
 DEFINITION OF A MANAGEMENT FROM AN
ECONOMIC PERSPECTIVE
Production Composition Links with
The enterprise is a production unit: factors production
Work Workforce Employees
The goal of the enterprise is to achieve maximum participate in the
efficiency in order to minimize costs and achieve Production cycle
profits.
Fixed technical Lands Goods
capital: buildings participate to the
Machinery… Production cycle
Investment

Circulating consumable Goods disappear

technical capital: goods or are
incorporated into
Intermediate the finished
consumption product.
Production factors Composition Links with
production
Work Workforce Employees
participate in the
Production cycle
Fixed technical Lands Goods participate
capital: buildings to the Production
Machinery… cycle
Investment
Circulating consumable goods Goods disappear or
technical capital: are incorporated
into the finished
DEFINITION OF A MANAGEMENT FROM AN
ECONOMIC PERSPECTIVE
The enterprise is a distribution unit:
The wealth created is used to remunerate all the economic agents who
have participated in the activity of the company.
PAID AGENT NATURE OF COMPENSATION

STAFF WAGES
GOVERNEMENT AND TAXES AND SOCIAL
Wealth SOCIAL ORGANIZATIONS CONTRIBUTIONS
created by
the LENDERS INTERESTS
Enterprise
CAPITAL PROVIDERS DIVIDENDS

THE ENTERPRISE INDISTRIBUTED INCOME

DEFINITION OF A MANAGEMENT FROM AN
SOCIAL PERSPECTIVE
The enterprise is a social entity :
• Lawrence A. Appley – Management is the development of people
and not the direction of things.
• ‘HUMAN’ is the main factor in understanding management.
• It was even observed that it is the men whom we build and the men
build products.
• Management builds men who, in their turn, produce things. It is
no exaggeration to say that in Management, the human aspect is
more important; it is the motivational factor on which depends the
success of an enterprise.
• There have been attempts to define Management from the angle of
process approach. Management is a social process. It entails
responsibility for effective and economical planning and regulation
of the operation of an enterprise of a given purpose on task.
DEFINITION OF A MANAGEMENT FROM AN
LAW PERSPECTIVE

• The company is a set of structures that

act economically according to a status
or a legal personality chosen by the
founders of the company
ORGNIZATION IS AN
ECONOMIC STRUCTURE
Create,
Corporate organization manage
and
combine

Optimize
resources

Increase
opportunities
AND Reduce
constraints
ORAGNIZATION IS A HUMAN
STRUCTURE

Hierarchical order and structure

Set of functions and roles prescribed for the

company

Structure of authority and distribution of

professional tasks

Transmission and communication mechanisms

THE ENTERPRISE AS AN
ORAGNIZATION
The enterprise, whether it is a producer of goods or a provider of services, is above all an
organization”.

The organization is :
A set of conscious and coordinated activities,
A set of activities aimed at achieving a goal. An economy because it uses rares resources.
functioning according to a certain structure.

THE ENTERPRISE HAS A PURPOSE.

Conclusion : Organizations is
Production unit
production function Innovation function

Income distribution unit

Sharing the added Distribution of Increase The
value productivity gains turnover

Social cell
Creation of a social group Establishment of a network
motivated by a project of relationships
Conclusion :
Organizations is
Decision-making center
• Operational decisions
• Management decisions
• Strategic decisions

Open and finalized system

• Composed of elements that form its structure
• Interaction between internal and external
elements
• Orientation of its operation by objectives
Management Functions
• According to Henry Fayol, “To manage is to forecast and plan, to
organize, to command, & to control”. The most widely accepted
are functions of management given by KOONTZ and O’DONNEL.

Management is
Planning, Organizing, Staffing, Directing Controlling
 • The basic function of management.
Planning is determination of courses of
Planning action to achieve desired goals. Planning
is necessary to ensure proper utilization
of human & non-human resources.

• It is the process of bringing together

physical, financial and human resources
Organising and developing productive relationship
amongst them for achievement of
organizational goals.
 Staffing • The main purpose of staffing is to put right man on
right job.

• Direction is that inertpersonnel aspect of

Directing management which deals directly with influencing,

guiding, supervising, motivating subordinate for the
achievement of organizational goals.

• The purpose of controlling is to ensure that

Controlling everything occurs in conformities with the standards.

An efficient system of control helps to predict
deviations before they actually occur.
Levels of Management
Top Level of • It consists of board of directors, chief executive or managing
director. The top management is the ultimate source of
authority and it manages goals and policies for an enterprise. It
Management devotes more time on planning and coordinating functions.

Middle Level of • The branch managers and departmental managers constitute

middle level. They are responsible to the top management for
the functioning of their department. They devote more time to
Management organizational and directional functions.

Lower Level of • Lower level is also known as supervisory / operative level of

management. It consists of supervisors, foreman, section
Management officers, superintendent etc.
Managers roles : Henry MINTZBERG

Interpersonal Roles
Figurehead Leader Liaison
Maintains the communication
The symbolic head of the Responsible for staffing, between all contacts and
organization. training, and associated duties. informers that compose the
organizational network.

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Managers roles : Henry MINTZBERG

Informational Roles
Monitor Disseminator Spokesperson

On the contrary to the above

Personally seek and receive Transmits all import information
role, here the manager transmits
information, to be able to received from outsiders to the
the organization’s plans, policies
understand the organization. members of the organization.
and actions to outsiders.

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Managers roles : Henry MINTZBERG

Decisional Roles
Resource Disturbance
Entrepreneur Negotiator
Allocator Handler

Seeks opportunities. Makes or approves all Responsible for

Represents the
Basically they search for significant decisions corrective action when
organization at major
change, respond to it, related to the allocation the organization faces
negotiations.
and exploit it. of resources. disturbances.

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MANAGERIAL SKILLS

Technical skills: • Technical skills that reflect both an understanding of and a proficiency in a
specialized field.

Human Skills: • Human skills are skills associated with manager’s ability to work well with others,
both as a member of a group and as a leader who gets things done through other.

• Conceptual skills related to the ability to visualize the organization as a whole

Concept Skills: • Conceptual skills, coupled with technical skills, human skills and knowledge base,
are important ingredients in organizational performance.

Design Skills: • It is the ability to solve the problems in ways that will benefit the enterprise.