Management: Arab World Edition Robbins, Coulter, Sidani, Jamali
Management: Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 1: Introduction to Management and Organizations Lecturer: [Qais Marji] 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? 1-3 Define management. Explain why efficiency and effectiveness are important to management. Copyright 2011 Pearson Education
Learning Outcomes 1.3 What Do Managers Do? 1-4 Describe the four functions of management. Explain Mintzbergs managerial roles. Describe Katzs three essential managerial skills and how the
importance of these skills changes depending on managerial level. Discuss the changes that are impacting managers jobs. Explain why customer service and innovation are important to the managers job. Copyright 2011 Pearson Education Learning Outcomes 1.4 What Is An Organization?
Explain the characteristics of an organization. Describe how todays organizations are structured. 1.5 Why Study Management? 1-5 Discuss why its important to understand management.
Explain the universality of management concept. Describe the rewards and challenges of being a manager. Copyright 2011 Pearson Education Learning Outcomes 1.6 Is There An Arab Model Of Management? 1-6
Discuss an approach towards an Arab Model of Management. Explain what may have influenced Arab Managerial thought and practice. Copyright 2011 Pearson Education Who Are Managers? 1. Explain how managers differ from non-managerial employees.
2. Describe how to classify managers in organizations. 1-7 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.
1-8 Copyright 2011 Pearson Education Exhibit 11 Women In Managerial Positions Around The World 1-9 Copyright 2011 Pearson Education 1-10
The changing nature of organizations and work often requires employees in formerly nonmanagerial jobs to perform managerial activities. Todays employees need to be cross-trained and multiskilled. Copyright 2011 Pearson Education Exhibit 12 Managerial Levels Nonmanagerial Employees : who typically are involved with producing the organizations products or servicing the organizations customers
1-11 Copyright 2011 Pearson Education Classifying Managers First-line Managers: Individuals who manage the work of non-managerial employees. often called supervisors, but may also be called shift managers, district managers, department managers, or office, managers Middle Managers Individuals who manage the work of first-line managers. Titles: regional manager, project leader, store manager, or division
manager. 1-12 Copyright 2011 Pearson Education Classifying Managers Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. titles: executive vice president, president, managing director, chief operating officer, or chief executive officer. 1-13
Copyright 2011 Pearson Education Classifying Managers Not all organizations get work done using this traditional pyramidal form. Some organizations, for example, are more loosely configured, with work being done by ever-changing teams of employees who move from one project to another as work demands arise.
someone who coordinates and oversees the work of others, even if that someone changes as work tasks or projects change. 1-14 Copyright 2011 Pearson Education What Is Management? 1. Define management. 2. Explain why efficiency and effectiveness are important to management. 1-15
Copyright 2011 Pearson Education What Is Management? 1-16 Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. management involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them or at least that is what managers aspire to do. Copyright 2011 Pearson Education
What Is Management? (contd) Managerial Concerns Efficiency Doing things right Getting the most output for the least inputs Because managers deal with scarce inputs,they are concerned with the efficient use of those resources; not wasting resources.
Effectiveness Doing the right things 1-17 Attaining organizational goals Copyright 2011 Pearson Education Exhibit 13 Managerial Effectiveness and Efficiency in Management
1-18 Copyright 2011 Pearson Education What Do Managers Do? 1. Describe the four functions of management. 2. Explain Mintzbergs managerial roles. 3. Describe Katzs three essential managerial skills and how the importance of these skills changes depending on managerial level. 4. Discuss the changes that are impacting managers jobs. 5. Explain why customer service and innovation are important to the managers job. 1-19
Copyright 2011 Pearson Education What Do Managers Do? Three Approaches to Defining What Managers Do Functions they perform Roles they play Skills they need 1-20 Copyright 2011 Pearson Education What Do Managers Do? (contd) Functions Managers Perform Henri Fayol 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
1-21 Monitoring, comparing, and correcting work. Copyright 2011 Pearson Education Exhibit 14 1-22 Copyright 2011 Pearson Education Management Functions Do managers always plan, organize, lead, and then control?
In reality, what a manager does may not always happen in this sequence. Regardless of the order in which these functions are performed, the fact is that managers do plan, organize, lead, and control as they manage. 1-23 Copyright 2011 Pearson Education What Do Managers Do? (contd) Roles Managers Play Roles are specific actions or behaviors expected of a manager. Mintzberg identified 10 roles grouped around 1-24
interpersonal relationships, the transfer of information, and decision making. Copyright 2011 Pearson Education What Do Managers Do? (contd)
Roles Managers Play interpersonal relationships, are ones that involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature. The 1-25 three interpersonal roles are figurehead, leader, and liaison.
Copyright 2011 Pearson Education What Do Managers Do? (contd) the transfer of information. collecting, receiving, and disseminating information. The three informational. roles are monitor, disseminator, and spokesperson decision making. entail making decisions or choices. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator.
As managers perform these roles, Mintzberg proposed that their activities included both reflection (thinking) and action (doing). 1-26 Copyright 2011 Pearson Education 1-27 Interpersonal roles Figurehead Leader Liaison
Disturbance handler Resource allocator Negotiator What Managers Do (Mintzberg) Actions thoughtful thinking Example: listens patiently to customers problems. practical doing 1-28
A manager resolves those problems. Copyright 2011 Pearson Education What Do Managers Do? (contd) Skills Managers Need Technical skills Knowledge and proficiency in a specific field. Human skills The ability to work well with other people.
Conceptual skills 1-29 The ability to think and conceptualize about abstract and complex situations concerning the organization. Copyright 2011 Pearson Education Exhibit 15 Skills Needed at Different Management Levels 1-30 Copyright 2011 Pearson Education
Exhibit 16 Changes Affecting A Managers Job 1-31 Copyright 2011 Pearson Education How The Managers 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. 1-32 Copyright 2011 Pearson Education Exhibit 17 Role of the Service
Sector in Arab Economies 1-33 Copyright 2011 Pearson Education How The Managers Job Is Changing (contd) 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? 1-34 Copyright 2011 Pearson Education Exhibit 18 Innovation in Selected Arab Countries 1-35 Copyright 2011 Pearson Education What Is An Organization? 1. Explain the characteristics of an organization.
2. Describe how todays organizations are structured. 1-36 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 1-37
Copyright 2011 Pearson Education Exhibit 19 Characteristics of Organizations 1-38 Copyright 2011 Pearson Education Why Study Management? 1. Discuss why its important to understand management. 2. Explain the universality of management concept. 3. Describe the rewards and challenges of being a manager.
1-39 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 1-40 Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts. Copyright 2011 Pearson Education
Exhibit 110 Universal Need for Management 1-41 Copyright 2011 Pearson Education Exhibit 111 Rewards and Challenges of Being A Manager 1-42 Copyright 2011 Pearson Education Is There An 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. 1-43 Copyright 2011 Pearson Education An Arab Model of Management? Arab model of management 1-44 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. Copyright 2011 Pearson Education An Arab Model of Management? (contd) Arab model of management 1-45
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. Copyright 2011 Pearson Education
Exhibit 112 Historical Influences on Arab Management Thought 1-46 Copyright 2011 Pearson Education 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? 1-47 Copyright 2011 Pearson Education Examples Activity 1.1 Religion Tribal & Family Traditions Colonial/Ottoman Influences
Western Influence Role of Government & Politics 1-48 Copyright 2011 Pearson Education Arab management Thinking & Practice Terms to Know manager controlling
efficiency technical skills effectiveness human skills planning organizing leading 1-49 Copyright 2011 Pearson Education
conceptual skills organization universality of management This work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from this site should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. 1-50
GRASP*: Designing Objects with Responsibilities * General Responsibility Assignment Software Patterns. Ch. 17. Responsibilities and Methods. The focus of object design is to identify classes and objects, decide what methods belong where and how these objects should interact.
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