Introductions

Who am I ? Who are you ? Why are we here ?

Course INTRODUCTION
Who Are We? Instructor: Ahmad Abdel Bassit,PhD. (mgmt) abassit@aucegypt.edu 202-3534 50 50 Off.

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Other contacts: Mrs. Nessreen El Abiad 2012-616 11 44 mob. 202-3534 5038 off. nelabiad@mcit.gov.eg

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Some Ground Rules

Please be punctual

Please respect your colleagues and their opinions

Please honor rules for asking questions and sharing information Stay engaged and energized!

Learning Icebreaker: How Well Do You Know Your Watch?

Things you Know (and know that you know them)

Things You Dont Know (but know you dont know them)

Things You Dont Know (but think you do!)

Common Sense

- Freedom is the ability to behave acceptably & voluntarily before the others do. - Let your conscious be your judge - Self respect is a function of our behavior & conduct. - Sense of responsibility is irrelevant of our age. - Learning is not only to pass the exam. - If I dont care , dont ask the others to do. - Excellence is guaranteed for those who pay the price. - Lets agree to disagree agreeably. - To rationalize is to tell yourself Rational lies
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8th edition Steven P. Robbins Mary Coulter

PowerPoint Presentation by Charlie Cook

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LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.

Who Are Managers?

Explain how manager differ from non-managerial employees. Discuss how to classify managers in organizations.

What Is Management?
Define management. Contrast efficiency and effectiveness. Explain why efficiency and effectiveness are important to management.

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L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.

What Do Managers Do?

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.

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L E A R N I N G O U T L I N E (contd)
Follow this Learning Outline as you read and study this chapter.

What Is An Organization?
Describe the characteristics of an organization. Explain how the concept of an organization is changing.

Why Study Management?

Explain the universality of management concept. Discuss why an understanding of management is important even if you dont plan to be a manager. Describe the rewards and challenges of being a manager.

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Who Are Managers?

Manager
Someone who works with , through andespiteother people by coordinating and integrating their work activities in order to accomplish organizational goals.

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Classifying Managers
First-line Managers
Are at the lowest level of management and manage the work of non-managerial employees.

Middle Managers
Manage the work of first-line managers.

Top Managers
Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

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Managerial Levels

Exhibit 1.1
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What Is Management?
Getting things done For,Thru, In spite of Managerial Concerns
Efficiency Doing things right
Getting the most output for the least inputs

Effectiveness Doing the right things

Attaining organizational goals
Effectiveness is:doing what is appropriate (decision making/judgement ) in the circumstances (evidence), and having the capacity (knowledge and skills) to carry it out.
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Effectiveness and Efficiency in Management

Exhibit 1.2
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What Do Managers Do?

Functional Approach
1. Planning
Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

2. Organizing
Arranging work to accomplish organizational goals.

3. Leading
Working with and through people to accomplish goals.

4. Controlling Monitoring, comparing, and correcting the work.

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Management Functions

Exhibit 1.3
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What Do Managers Do? (contd)

Management Roles Approach
1- Interpersonal roles
1-1 Figurehead, 1-2 leader, 1-3 liaison

2- Informational roles
2-1 Monitor, 2-2 disseminator, 2-3 spokesperson

3- Decisional roles
3-1 Disturbance handler, 3-2 resource allocator, 3-3 negotiator
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What Do Managers Do? (contd)

Skills Approach
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

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Skills Needed at Different Management Levels

Exhibit 1.5
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Conceptual Skills
1. Using information to solve business problems

2. Identifying of opportunities for innovation

3. Recognizing problem areas and implementing solutions 4. Selecting critical information from masses of data 5. Understanding of business uses of technology 6. Understanding of organizations business model
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Exhibit 1.6a
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Communication Skills
1. Ability to transform ideas into words and actions 2. Credibility among colleagues, peers, and subordinates

3. Listening and asking questions

4. Presentation skills; spoken format 5. Presentation skills; written and/or graphic formats

Effectiveness Skills
1. Contributing to corporate mission/departmental objectives 2. Customer focus 3. Multitasking: working at multiple tasks in parallel 4. Negotiating skills 5. Project management 6. Reviewing operations and implementing improvements 7. Setting and maintaining performance standards internally and externally 8. Setting priorities for attention and activity 9. Time management
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.

Exhibit 1.6c
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Interpersonal Skills
1. Coaching and mentoring skills 2. Diversity skills: working with diverse people and cultures 3. Networking within the organization

4. Networking outside the organization

5. Working in teams; cooperation and commitment
Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site ( www.ama.org), October 30, 2002.

Exhibit 1.6d
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Management Skills and Management Function Matrix

Exhibit 1.7
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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.

Innovation
Doing things differently, exploring new territory, and taking risks
Managers

should encourage employees to be aware of and act on opportunities for innovation.

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Changes Impacting the Managers Job

Exhibit 1.8
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What Is An Organization?
An Organization is Defined as:
A deliberate arrangement of people to accomplish some specific purpose

Common Characteristics of Organizations 1. Have a distinct purpose (goal) 2. Composed of people 3. Have a deliberate structure

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Characteristics of Organizations

Exhibit 1.9
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The Changing Organization

Exhibit 1.10
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Why Study Management?

The Value of Studying Management
The universality of management
Good

management is needed in all organizations. either manage or are managed.

The reality of work

Employees

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.

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Universal Need for Management

Exhibit 1.11
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Comments? Suggestions? Questions? 1. -Study what has been discussed 2. -Review what will be presented -Good luck. -See you next time (Inshaallaah) AB

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Rewards and Challenges of Being A Manager

Exhibit 1.12
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