Вы находитесь на странице: 1из 31

Management: Arab World Edition

Robbins, Coulter, Sidani, Jamali


Chapter 1: Introduction to Management and
Organizations
Lecturer: Dr. Ritu Sehgal
Tutor: Veena Mulani

SUBJECT DESCRIPTION
This subject introduces students to key
management theories and concepts including
organisational culture, social responsibility, ethics,
managing groups, motivating employees,
planning, managing human resources and
employee relations, strategic management,
decision-making, managing operations, leadership
and management control systems.

LEARNING OUTCOMES
On successful completion of this subject, students will be able to:
1. Describe the workplace environment and its major influences in the
business world
2. Explain various managerial roles and challenges in contemporary
business organisations
3. Describe and compare a range of major perspectives in management
theory
4.Analyse management theory through reflection on simulations and case
studies
5. Explain the role that managers and other stakeholders have to play in
developing competitive, productive, and rewarding organisations.

Assessment:1
Case-study analysis
Students will form groups of 3-4 in the first tutorial
and will choose a case study for analysis and
presentation.
The format of the presentation will be discussed in the
same tutorial.
Each student has to speak for about 5 minutes. They
will be asked questions by the teacher and their
peers after the presentation and their responses will
be graded.
Use of visual aids including, but not limited to, power
point is encouraged.

IMPORTANT!!!

Each student has to


submit a one page
summary of his part of
the presentation in not
less than 300 words
(maximum 500 words)
to the tutor before
he/she presents

Assessment:2
Mid- Session Test: Week 7
Duration: 1.30 hours
Topics covered in lectures from weeks 1 to 6

Assessment:3
Final Exam

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.

1-8

Copyright 2011 Pearson Education

Learning Outcomes
1.3 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.

1-9

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?
Discuss why its important to understand management.
Explain the universality of management concept.
Describe the rewards and challenges of being a manager.

1-10

Copyright 2011 Pearson Education

Learning Outcomes
1.6 Is There An Arab Model Of Management?
Discuss an approach towards an Arab Model of Management.
Explain what may have influenced Arab Managerial thought
and practice.

1-11

Copyright 2011 Pearson Education

Who Are Managers?

1. Explain how managers differ from non-managerial


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

1-12

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.

1-13

Copyright 2011 Pearson Education

Exhibit 12

1-14

Copyright 2011 Pearson Education

Managerial Levels

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.

1-15

Copyright 2011 Pearson Education

What Is Management?

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

1-16

Copyright 2011 Pearson Education

What Is Management?

1-17

Management involves coordinating and overseeing the work


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

Copyright 2011 Pearson Education

What Is Management? (contd)


Managerial Concerns
Efficiency

Doing things right

Getting the most output for the least


inputs

Effectiveness

Doing the right things

1-18

Attaining organizational goals

Copyright 2011 Pearson Education

Exhibit 13

1-19

Copyright 2011 Pearson Education

Managerial Effectiveness and


Efficiency in Management

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.
1-20

Copyright 2011 Pearson Education

What Do Managers Do?


Three Approaches to Defining What Managers Do
Functions they perform
Roles they play
Skills they need

1-21

Copyright 2011 Pearson Education

What Do Managers Do? (contd)


Functions Managers 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

1-22

Monitoring, comparing, and correcting work.

Copyright 2011 Pearson Education

Exhibit 14

1-23

Copyright 2011 Pearson Education

Management Functions

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

1-25

Interpersonal roles

Figurehead
Leader
Liaison

Informational roles

Monitor
Disseminator
Spokesperson

Decisional roles

Entrepreneur
Disturbance handler
Resource allocator
Negotiator

Copyright 2011 Pearson Education

What Managers Do (Mintzberg)


Actions
thoughtful thinking

Example: listens patiently to customers problems.

practical doing

1-26

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

1-27

The ability to think and conceptualize about abstract and complex


situations concerning the organization.

Copyright 2011 Pearson Education

Exhibit 15

1-28

Copyright 2011 Pearson Education

Skills Needed at Different


Management Levels

Exhibit 16
Changes
Affecting A
Managers
Job

1-29

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.

1-30

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?

1-31

Copyright 2011 Pearson Education