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Ch 1 introduction to management and organizations mgt arab world edition
1.
2.
Management: Arab World
Edition Robbins, Coulter, Sidani, Jamali Chapter 1: Introduction to Management and Organizations Lecturer: [Insert your name here]
3.
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. 1-3 Copyright © 2011 Pearson Education
4.
Learning Outcomes
1.3 What Do Managers Do? • 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. 1-4 Copyright © 2011 Pearson Education
5.
Learning Outcomes
1.4 What Is An Organization? • Explain the characteristics of an organization. • Describe how today’s organizations are structured. 1.5 Why Study Management? • Discuss why it’s important to understand management. • Explain the universality of management concept. • Describe the rewards and challenges of being a manager. 1-5 Copyright © 2011 Pearson Education
6.
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. 1-6 Copyright © 2011 Pearson Education
7.
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
8.
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
9.
Exhibit 1–1
Women In Managerial Positions Around The World 1-9 Copyright © 2011 Pearson Education
10.
Exhibit 1–2
Managerial Levels 1-10 Copyright © 2011 Pearson Education
11.
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. 1-11 Copyright © 2011 Pearson Education
12.
What Is Management?
1. Define management. 2. Explain why efficiency and effectiveness are important to management. 1-12 Copyright © 2011 Pearson Education
13.
What Is Management?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. 1-13 Copyright © 2011 Pearson Education
14.
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 1-14 Copyright © 2011 Pearson Education
15.
Exhibit 1–3
Managerial Effectiveness and Efficiency in Management 1-15 Copyright © 2011 Pearson Education
16.
What Do Managers
Do? 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. 1-16 Copyright © 2011 Pearson Education
17.
What Do Managers
Do? Three Approaches to Defining What Managers Do • Functions they perform • Roles they play • Skills they need 1-17 Copyright © 2011 Pearson Education
18.
What Do Managers
Do? (cont’d) Functions Manager’s 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 Monitoring, comparing, and correcting work. 1-18 Copyright © 2011 Pearson Education
19.
Exhibit 1–4
Management Functions 1-19 Copyright © 2011 Pearson Education
20.
What Do Managers
Do? (cont’d) Roles Managers Play • 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. 1-20 Copyright © 2011 Pearson Education
21.
Interpersonal roles
• Figurehead • Leader • Liaison Informational roles • Monitor • Disseminator • Spokesperson Decisional roles • Entrepreneur • Disturbance handler • Resource allocator • Negotiator 1-21 Copyright © 2011 Pearson Education
22.
What Managers Do
(Mintzberg) Actions • thoughtful thinking Example: listens patiently to customers’ problems. • practical doing A manager resolves those problems. 1-22 Copyright © 2011 Pearson Education
23.
What Do Managers
Do? (cont’d) Skills Managers Need 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. 1-23 Copyright © 2011 Pearson Education
24.
Exhibit 1–5
Skills Needed at Different Management Levels 1-24 Copyright © 2011 Pearson Education
25.
Exhibit 1–6
Changes Affecting A Manager’s Job 1-25 Copyright © 2011 Pearson Education
26.
How The Manager’s
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. 1-26 Copyright © 2011 Pearson Education
27.
Exhibit 1–7
Role of the Service Sector in Arab Economies 1-27 Copyright © 2011 Pearson Education
28.
How The Manager’s
Job Is Changing (cont’d) 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? 1-28 Copyright © 2011 Pearson Education
29.
Exhibit 1–8 Innovation
in Selected Arab Countries 1-29 Copyright © 2011 Pearson Education
30.
What Is An
Organization? 1. Explain the characteristics of an organization. 2. Describe how today’s organizations are structured. 1-30 Copyright © 2011 Pearson Education
31.
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 1-31 Copyright © 2011 Pearson Education
32.
Exhibit 1–9 Characteristics
of Organizations 1-32 Copyright © 2011 Pearson Education
33.
Why Study 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. 1-33 Copyright © 2011 Pearson Education
34.
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 Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts. 1-34 Copyright © 2011 Pearson Education
35.
Exhibit 1–10
Universal Need for Management 1-35 Copyright © 2011 Pearson Education
36.
Exhibit 1–11
Rewards and Challenges of Being A Manager 1-36 Copyright © 2011 Pearson Education
37.
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. 1-37 Copyright © 2011 Pearson Education
38.
An Arab Model
of Management? 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. 1-38 Copyright © 2011 Pearson Education
39.
An Arab Model
of Management? (cont’d) Arab model of management 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. 1-39 Copyright © 2011 Pearson Education
40.
Exhibit 1–12
Historical Influences on Arab Management Thought 1-40 Copyright © 2011 Pearson Education
41.
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? 1-41 Copyright © 2011 Pearson Education
42.
1-42
Copyright © 2011 Pearson Education
43.
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 1-43 Copyright © 2011 Pearson Education
44.
1-44
Copyright © 2011 Pearson Education
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