The document provides an overview of contemporary management concepts. It discusses management functions including planning, organizing, leading and controlling. It also covers management skills, roles, types including vertical and horizontal management. Historical perspectives on management such as scientific, bureaucratic and administrative approaches are outlined. Recent trends like systems thinking and contingency views are also summarized.

1. DR. KHOLOUD HOSSAM
Contemporary Management

2. CONTENTS
 Introduction.
 The process of management.
 Management Functions.
 Efficiency in Management.
 Effectiveness in Management.
 Organizational Performance.
 Universal need of management.
 Organization definition and characteristics.
 Management Types.
 Vertical Management.
 Horizontal Management.

3. CONTENTS
 Managerial Skills.
 Skills Needed at Different Management Levels.
 Manager Roles.
 Informational Roles.
 Interpersonal Roles.
 Decisional Roles.
 Historical Background of Management.
 Management Theories.

4. INTRODUCTION
 Management is the attainment of
organizational goals in an effective and
efficient manner through planning,
organizing, leading, and controlling
organizational resources.

5. THE PROCESS OF MANAGEMENT

6. MANAGEMENT FUNCTIONS
All management activities fall within four
fundamental management functions:
 Planning is the management function
concerned with defining goals for future
performance and how to attain them.
 Organizing involves assigning tasks,
grouping tasks into departments, and
allocating resources.

7. MANAGEMENT FUNCTIONS (CONT.)
 Leading means using influence to motivate
employees to achieve the organization’s
goals.
 Controlling is concerned with monitoring
employees’ activities, keeping the
organization on track toward meeting its
goals and making corrections as necessary.

8. EFFICIENCY IN MANAGEMENT
 Efficiency is pertains to the amount of
resources (raw materials, money, and
people)used to produce a desired volume of
output.
 Efficiency is “Doing things right”
 Getting the most output for the least inputs
 It is concerned with “Means”

9. EFFECTIVENESS IN MANAGEMENT
 Effectiveness refers to the degree to which
the organization achieves a stated goal.
 Effectiveness is “Doing the right things”
Attaining organizational goals
It is concerned with “Goals”

10. ORGANIZATIONAL PERFORMANCE
 Organizational Performance is defined as
the organization’s ability to attain its goals by
using resources in an efficient and effective
manner.
 Good management is important because
organizations contribute so much to society.

11. UNIVERSAL NEED OF MANAGEMENT

12. ORGANIZATION DEFINITION AND CHARACTERISTICS
 Organization defined as a social entity that
is goal-directed and deliberately structured.
 All organizations share common
characteristics
 Have a distinct purpose (goal).
 Composed of people.
 Have a deliberate structure.

13. MANAGEMENT TYPES
 Vertical management
 This type is based on the three levels of
managers in the hierarchy (Top manager, Middle
managers and first –line managers).
 Horizontal management
 Management jobs occurs horizontally across the
organization (Functional managers & General
managers).

14. VERTICAL MANAGEMENT

15. VERTICAL MANAGEMENT (CONT.)
 Top manager is one who is at the top of the
organizational hierarchy and is responsible for the
entire organization.
They are responsible for setting organizational goals,
defining strategies for achieving them, monitoring and
interpreting the external environment, and making
decisions that affect the entire organization. They look
to the long-term future and concern themselves with
general environmental trends and the organization’s
overall success. Also, responsible for communicating a
shared vision for the organization, shaping corporate
culture,

16. VERTICAL MANAGEMENT (CONT.)
 Middle managers work at the middle level of
the organization and are responsible for
major divisions or departments.
They are responsible for implementing the
overall strategies and policies defined by top
managers. They are generally concerned with
the near future, rather than with long-range
planning.

17. VERTICAL MANAGEMENT (CONT.)
 First-line managers who are at the first or
second level of the hierarchy and are directly
responsible for overseeing groups of
production employees.
They are responsible for teams and non-
management employees. Their primary
concern is the application of rules and
procedures to achieve efficient production,
provide technical assistance, and motivate
subordinates.

18. HORIZONTAL MANAGEMENT
 Functional managers are responsible for
departments that perform a single functional
task and have employees with similar
training and skills.
Functional departments include advertising,
sales, finance, human resources,
manufacturing, and accounting.

19. HORIZONTAL MANAGEMENT (CONT.)
 General managers are responsible for
several departments that perform different
functions. A general manager is responsible
for a self-contained division.
Project managers also have general
management responsibility because they
coordinate people across several departments
to accomplish a specific project.

20. MANAGEMENT SKILLS
 A manager’s job requires a range of abilities and
skills:
 Technical skills is the understanding of and proficiency
in the performance of specific tasks. Also, it includes
mastery of the methods, techniques, and equipment
involved in specific functions such as engineering,
manufacturing, or finance.
Technical skills are particularly important at lower
organizational levels. However, technical skills
become less important than human and conceptual
skills as managers move up the hierarchy.

21. MANAGEMENT SKILLS (CONT.)
 Human skills refer to a manager’s ability to
work with and through other people and to
work effectively as part of a group. It Human
skills are demonstrated in the way that a
manager relates to other people, including
the ability to motivate, facilitate, coordinate,
lead, communicate, and resolve conflicts.

22. MANAGEMENT SKILLS (CONT.)
 Conceptual skills are the cognitive abilities to see
the organization as a whole and the relationship
among its parts.
Conceptual skills involve knowing where one’s team
fits into the total organization and how the
organization fits into the industry, the community, and
the broader business and social environment. It
means the ability to think strategically (long term
view) and to identify, evaluate, and solve complex
problems.

23. SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS

24. MANAGER ROLES
 A role is defined as a set of expectations for
a manager’s behavior.
 Diverse manager activities can be organized
into ten roles.
These roles are divided into three conceptual
categories: informational (managing by
information), interpersonal(managing through
people), and decisional (managing through
action).

25. INFORMATIONAL ROLES
 Monitor: Seek and receive information; scan
Web, periodicals, reports; maintain personal
contacts.
 Disseminator: Forward information to other
organization members; send memos and
reports, make phone calls.
 Spokesperson: Transmit information to
outsiders through speeches, reports.

26. INTERPERSONAL ROLES
 Figurehead: Perform ceremonial and
symbolic duties such as greeting visitors,
signing legal documents.
 Leader: Direct and motivate subordinates;
train, counsel, and communicate with
subordinates.
 Liaison: Maintain information links inside
and outside the organization; use e-mail,
phone, meetings.

27. DECISIONAL ROLES
 Entrepreneur: Initiate improvement projects;
identify new ideas, delegate idea responsibility
to others.
 Disturbance Handler: Take corrective action
during conflicts or crises; resolve disputes
among subordinates.
 Resource Allocator: Decide who gets
resources; schedule, budget, set priorities.
 Negotiator : Represent team or department’s
interests; represent department during
negotiation of budgets, union contracts,
purchases.

28. How
Management
start ?!

29. HISTORICAL BACKGROUND OF MANAGEMENT
 Ancient Management
 Egypt (pyramids) and China (Great Wall)
 Venetians (floating warship assembly lines)
 Adam Smith
 Published “The Wealth of Nations” in 1776
 Advocated the division of labor (job specialization) to
increase the productivity of workers
 Industrial Revolution
 Substituted machine power for human labor
 Created large organizations in need of management

30. MANAGEMENT THEORIES
 Classical perspective
 Scientific approach
 Bureaucratic approach
 Administrative approach
 Human perspective
 Human relation
 Behavioral science theory

31. MANAGEMENT THEORIES (CONT.)
 Recent trending theories
 System thinking
 Contingency view
 Contemporary management tools

32. SCIENTIFIC MANAGEMENT
 Fredrick Winslow Taylor is known as the “father of
scientific management” published principles of
scientific management in (1911).
 Developed standard method for performing each job.
 Selected workers with appropriate abilities for each
job.
 Trained workers in standard methods.
 Supported workers by planning their work and
eliminating interruptions.
 Provided wage incentives to workers for increased
output.

33. SCIENTIFIC MANAGEMENT (CONT.)
 Contributions of scientific approach
 Demonstrated the importance of compensation
for performance.
 Initiated the careful study of tasks and jobs.
 Demonstrated the importance of personnel
selection and training.

34. BUREAUCRATIC APPROACH
 Max Weber (1864–1920)is a German theorist
who introduced most of the concepts on
bureaucratic organizations.
 The ideal bureaucratic organization:
 Division of labor with clear definitions of authority
and responsibility.
 Positions organized in a hierarchy of authority.

35. BUREAUCRATIC APPROACH (CONT.)
 Managers subject to rules and procedures that
will ensure reliable, predictable behavior.
 Management separate from the ownership of the
organization.
 Administrative acts and decisions recorded in
writing.
 Personnel selected and promoted based on
technical qualifications.

36. ADMINISTRATIVE APPROACH
 Henri Fayol (1841–1925), a French mining
engineer wrote down his concepts on
administration based largely on his own
management experiences.
 He also identified five basic functions or
elements of management: planning, organizing,
commanding, coordinating, and controlling.
These functions underlie much of the general
approach to today’s management theory.

37. ADMINISTRATIVE APPROACH (CONT.)
 Fayol discussed 14 general principles of
management, several of which are part of
management philosophy today.
For example:
 Unity of command: Each subordinate receives
orders from one—and only one—superior.
 Division of work: Managerial work and
technical work are amenable to specialization to
produce more and better work with the same
amount of effort.

38. ADMINISTRATIVE APPROACH (CONT.)
 Unity of direction: Similar activities in an
organization should be grouped together under one
manager.
 Scalar chain: A chain of authority extends from the
top to the bottom of the organization and should
include every employee.
 The overall classical perspective as an
approach to management was very powerful
and gave companies fundamental new skills for
establishing high productivity and effective
treatment of employees.

39. HUMAN PERSPECTIVE
 The humanistic perspective emphasized
understanding human behavior, needs, and
attitudes in the workplace.
 The human resources perspective
suggests that jobs should be designed to
meet people’s higher-level needs by allowing
employees to use their full potential.

40. HUMAN PERSPECTIVE (CONT.)
 Follett emphasized worker participation and
empowerment, shared goals, and facilitating
rather than controlling employees.
 The human relations movement stresses
the satisfaction of employees’ basic needs as
the key to increased productivity.

41. BEHAVIORAL SCIENCE APPROACH
 The behavioral sciences approach uses
scientific methods and draws from sociology,
psychology, anthropology, economics, and
other disciplines to develop theories about
human behavior and interaction in an
organizational setting.
 Many current management ideas and
practices can be traced to the behavioral
sciences approach.

42. BEHAVIORAL SCIENCE APPROACH (CONT.)
 For example:
 Zappos.com conducts research to determine the
best set of tests, interviews, and employee
profiles to use when selecting new employees.
 Best Buy electronics stores train new managers
in the techniques of employee motivation, most
of the theories and findings are rooted in
behavioral science research.

43. RECENT HISTORICAL TRENDS
 System Thinking is the ability to see both the
distinct elements of a system or situation and
the complex and changing interaction among
those elements.
 System is a set of interrelated parts that function
as a whole to achieve a common purpose.
 Synergy means that the whole is greater than
the sum of its parts.

44. SYSTEM THINKING APPROACH
 When managers think systemically and
understand subsystem interdependence and
synergy, they can get a better handle on
managing in a complex environment.
 All organization are involved in an open system
therefore, it must adapt to changes in their
external environment.
 Coordination of the organization’s parts is
essential for proper functioning of the entire
organization.

45. CONTINGENCY VIEW
 The contingency view tells managers that what
works in one organizational situation might not
work in others. Sometimes it called situational
approach.
 There is no one universally applicable set of
management principles (rules) by which to
manage organizations, each situation is unique
and mangers learn about management by
experiencing a large number of case problem
situations.

46. CONTINGENCY VIEW (CONT.)
 Managers face the task of determining what
methods will work in every new situation.
 A manager’s response to a situation depends
on identifying key contingencies (MBO,
organization structure,….etc.) in an
organizational situation.
 Managers learn to identify important patterns
and characteristics of their organizations,
they can fit solutions to those characteristics.

47. CONTEMPORARY MANAGEMENT TOOLS
 Modern management is a lively mix of ideas
and techniques from varied historical
perspectives, but new concepts continue to
emerge.
 Supply chain management refers to managing
the sequence of suppliers and purchasers,
covering all stages of processing from obtaining
raw materials to distributing finished goods to
consumers.

48. CONTEMPORARY MANAGEMENT TOOLS (CONT.)
 Engagement means that people are involved in
their jobs and are satisfied with their work
conditions, contribute enthusiastically to meeting
team and organizational goals, and feel a sense
of belonging and commitment to the organization
and its mission.