Chapter 01 PPT

Management: Second Arab World Edition
Robbins, Coulter, Sidani, Jamali
Chapter 1: Introduction to Management and Organizations
• Instructor: [Maxwell Heineck, MBA]
1-2 Copyright © 2015 Pearson Education

Learning Outcomes
Follow this Learning Outline as you read and study this chapter.
1.1 Classify Managers and Non-managerial Employees

• Explain how managers differ from nonmanagerial employees.
• Describe how to classify managers in organizations.
1.2 Define Management?

• Explain why efficiency and effectiveness are important to
management.

Learning Outcomes
1.3 Describe the Functions, Roles, and Skills of Managers
• 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.

Learning Outcomes
1.4 Describe How the Manager’s Job is Changing
•Explain the importance of customers to the manager’s job
•Explain the importance of Social Media to the manager’s job
•Explain the importance of innovation to the manager’s job
1.5 Describe the Characteristics of an Organization

• Describe the characteristics of an organization.
• Describe how today’s organizations are structured.

Learning Outcomes
1.6 Explain the Value of Studying Management
• Discuss why it’s important to understand management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a manager.
1.7 Explore the “Arab Model Of Management”?

• Discuss an approach towards an Arab Model of Management.
• Explain what may have influenced Arab Managerial thought and
practice.

Classify Managers and
Nonmanagerial Employees
1. Explain how managers differ from non-managerial

employees.
2. Describe how to classify managers in organizations.

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.

Exhibit 1–1 Women In Managerial Positions
Around The World

Exhibit 1–2 Levels of Management

Who Are Managers? (cont’d)
Classifying Managers
First-line Managers
• Individuals who manage the work of non-managerial employees.
Middle Managers
• Individuals between the lowest and top levels of the organization 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.

Quick Learning Review
First-line managers are often called:

a. Administrators
b. Supervisors
c. Controllers
d. Directors
Managers found between top managers and first-line

managers are usually called:
a. Managing directors
b. Communicators
c. Office managers
d. Middle managers

Deﬁne Management
1.Define Management
2.Explain why efficiency and effectiveness are important to

management.

What Is Management?
• Management involves coordinating and overseeing the work

activities of others so that their activities are completed efficiently
and effectively.

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

Exhibit 1–3 Managerial Effectiveness and
Efficiency in Management

Effectiveness is related to:

a. Goal attainment
b. Saving resources
c. Coordination & direction
d. None of the above
Efficiency is related to:

a. Goal attainment
b. Means of getting things done
c. Extent of achievement
d. All of the above

Describe the Functions, Roles,
and Skills of Managers

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.

What Do Managers Do?
Three Approaches to Defining What Managers Do

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

Management Functions
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.

Exhibit 1–4 Management Functions

Management Roles
• 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.

Interpersonal roles • Figurehead
• Leader
• Liaison
Informational roles • Monitor

• Disseminator
• Spokesperson
Decisional roles • Entrepreneur

• Disturbance handler
• Resource allocator
• Negotiator

Management Skills
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.

Exhibit 1–5 Skills Needed at Different
Management Levels

Mintzberg’s 10 roles include:

a. Interpersonal, informational, and decision-making
b. Conflict-resolution, controlling, and leading
c. Planning, leading, and controlling
d. Planning, organizing, and leading
Conceptual skills are most important to:

a. Supervisors
b. Middle managers
c. Top managers
d. None of the abovelanning, organizing, and leading

Describe How the
Manager’s Job is Changing
1. Explain the importance of customers to the manager’s job
2. Explain the importance of Social Media to the manager’s job
3. Explain the importance of innovation to the manager’s job

Exhibit 1–6
Changes
Affecting A
Manager’s
Job

Importance of Customers to the Manager’s
Job
• 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.

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

Importance of Social Media to the Manager’s
Job
•Managers need to understand and manage the power and risk of

social media.
•Managers need to remember that social media is a tool that needs to
be managed to be beneficial.

Importance of Innovation to the Manager’s
Job
• 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?

Exhibit 1–8 Some Innovation Indicators

Changes impacting a manager’s job include:

a. Increased emphasis on ethics
b. Changing technology
c. Increased competitiveness
d. All of the above
Managers need to increasingly use social media:

a. To relieve workday pressures
b. To stay informed about the daily news
c. To stay connected with customers and employees
d. None of the above

Describe the Characteristics
of an Organization
1. Describe the characteristics of an organization.
2. Describe how today’s organizations are structured.

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

Exhibit 1–9 Characteristics of Organizations

Organizations are characterized by:

a. Purpose, structure, technology
b. Culture, structure, technology
c. Purpose, structure, people
d. Culture, purpose, technology
Which of the statements below is true?

a. An organization is a deliberate arrangement of people with no
purpose
b. An organization has to be profit-seeking
c. An organization should always have explicit job arrangements
d. An organization needs some deliberate structure

Explain the Value of
Studying Management
1. Discuss why it’s important to understand management.
2. Explain the universality of management concept.
3. Describe the rewards and challenges of being a manager.

Why Study 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.

Exhibit 1–10 Universal Need for Management

Exhibit 1–11 Rewards and Challenges of
Being A Manager

Some of the challenges of being a manager include:

a. Having to work with a variety of personalities
b. Knowing that success is almost always guaranteed
c. Almost always having to work alone
d. Playing a role in company performance
Management is needed in:

a. Large organizations but not small ones
b. Profit-seeking organizations but not in non-profits
c. Lower organizational levels but no higher organizational levels
d. All types and sizes of organizations and all organizational levels

Explore the “Arab
Model of Management”
1. Discuss an approach towards an Arab Model of Management.
2. Explain what may have influenced Arab Managerial thought

and practice.

Is There an Arab Model of Management?
 The Arab manager, like any other manager, plans, organizes, leads,
and controls.
 Arab managers, like all other managers, tend to reflect their
cultures and the contexts within which they live.

Is There an Arab Model of Management?
(cont’d)
 Different behavior and management styles from one country to

another in Arab Countries.
 An “Arab method” of management has not emerged, due to:
– Political and economic upheavals.
– Social tension in Arab societies between the old and the new, and
between the traditional and the modern.

Exhibit 1–12
Historical
Influences on
Arab
Management
Thought

Arab management thinking is impacted by:

a. History
b. Religion
c. Western and colonial influences
d. All of the above
It has not been possible to develop an “Arab method” of

management due to:
a. Political and economical upheaval in the region
b. Social tensions in Arab societies
c. The difference in behavior and management styles
across Arab countries
d. All of the above

Activity 1.1
1. Give examples in each of the five areas depicted in the activity

sheet.
2. Can you think of any other influences on Arab management
thinking and practice?

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

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Management: Second Arab World Edition

Robbins, Coulter, Sidani, Jamali

Chapter 1: Introduction to Management and Organizations

• Instructor: [Maxwell Heineck, MBA]

1-2 Copyright © 2015 Pearson Education

1.1 Classify Managers and Non-managerial Employees

1.2 Define Management?

1-3 Copyright © 2015 Pearson Education

1-4 Copyright © 2015 Pearson Education

1.5 Describe the Characteristics of an Organization

1-5 Copyright © 2015 Pearson Education

1.7 Explore the “Arab Model Of Management”?

1-6 Copyright © 2015 Pearson Education

1. Explain how managers differ from non-managerial

2. Describe how to classify managers in organizations.

1-7 Copyright © 2015 Pearson Education

1-8 Copyright © 2015 Pearson Education

1-9 Copyright © 2015 Pearson Education

1-10 Copyright © 2015 Pearson Education

1-11 Copyright © 2015 Pearson Education

First-line managers are often called:

Managers found between top managers and first-line

1-12 Copyright © 2015 Pearson Education

2.Explain why efficiency and effectiveness are important to

1-13 Copyright © 2015 Pearson Education

• Management involves coordinating and overseeing the work

1-14 Copyright © 2015 Pearson Education

1-15 Copyright © 2015 Pearson Education

1-16 Copyright © 2015 Pearson Education

Effectiveness is related to:

Efficiency is related to:

1-17 Copyright © 2015 Pearson Education

and Skills of Managers

2. Explain Mintzberg’s managerial roles.

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

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

5. Explain why customer service and innovation are important

1-18 Copyright © 2015 Pearson Education

Three Approaches to Defining What Managers Do

1-19 Copyright © 2015 Pearson Education

1-20 Copyright © 2015 Pearson Education

1-21 Copyright © 2015 Pearson Education

• Roles are specific actions or behaviors expected of a manager.

• Mintzberg identified 10 roles grouped around

1-22 Copyright © 2015 Pearson Education

Informational roles • Monitor

Decisional roles • Entrepreneur

1-23 Copyright © 2015 Pearson Education

1-24 Copyright © 2015 Pearson Education

1-25 Copyright © 2015 Pearson Education

Mintzberg’s 10 roles include:

Conceptual skills are most important to:

1-26 Copyright © 2015 Pearson Education

1. Explain the importance of customers to the manager’s job

2. Explain the importance of Social Media to the manager’s job

3. Explain the importance of innovation to the manager’s job

1-27 Copyright © 2015 Pearson Education

1-28 Copyright © 2015 Pearson Education

• Customers: the reason that organizations exist