Target suffered a massive data breach in late 2013 that compromised the payment card information of tens of millions of customers. This caused a major crisis for the company. In the aftermath, Target CEO Gregg Steinhafel faced difficult decisions in handling the breach fallout and repairing consumer trust. While Steinhafel was transparent in disclosing the full scope of the breach, some executives felt the large number reported damaged the brand. Target experienced a major drop in sales and traffic during the holiday season. Steinhafel worked to address customer concerns through credit monitoring offers and public statements, but the breach is estimated to cost the company billions of dollars over time through expenses like fraud protection, technology upgrades, legal costs, and lost business.

1. (Mt) – Mistakes made by Target Discussion
Management in Action Target CEO Works to Regain Consumer Trust after the Company Was
Hacked Minneapolis—Executives settled around a square table inside a Target Corp.
conference room here earlier this month and munched on store-brand snacks as they
chewed over something far less appetizing. Opinion surveys commissioned by the company
found that the massive cybertheft that waylaid Target late [in 2013] had knocked
confidence and trust in the 51-year-old retailer to an all-time low. . . . Target was having
trouble shaking the fallout from a key decision by Chief Executive Gregg Steinhafel that
made the crisis appear even worse than it already was. The initial evidence had indicated
that credit and debit card numbers of about 40 million Target customers had been stolen.
But the retailer had learned later that the hackers gained access to partial names and
physical or e-mail addresses for as many as 70 million people—a breach that some top
executives counseled against disclosing because it was unclear what kind of fraud danger it
posed. Nevertheless, Mr. Steinhafel insisted on making the bigger number public, sparking
news reports that as many as 110 million Target customers had been affected. At the
meeting, Chief Marketing Officer Jeffrey Jones groused about the huge number. The public
“keeps hearing that equals one-third of all Americans,” he said. “That’s hammering us.” Mr.
Steinhafel says he has no regrets about the aggressive disclosure and other costly decisions
in the wake of the crisis. “Target won’t be defined by the breach, but how we handle the
breach,” he says. . . . The executives acknowledge the crisis has damaged the retailer’s bull’s-
eye brand, while analysts estimate it may cost Target billions of dollars. During the holiday-
shopping season, Target’s sales and store traffic plummeted. Call-center volume
overwhelmed employees. Executives testified before congressional panels, and the
company is facing federal and state investigations into how the cybercrime occurred from
its store registers and computer network. . . . Over the two months since the crisis erupted,
Mr. Steinhafel, 59 years old, has lurched from one difficult decision to another. At one point,
he proposed in a meeting that Target would provide free credit monitoring and identity-
theft insurance for one year to all its customers. Scott Kennedy, a senior executive, asked:
“You’re saying we will give this to any customer who’s ever been in a store, but we aren’t
checking?” Mr. Steinhafel nodded. “Then we’re offering this to all Americans,” Mr. Kennedy
replied. Target went ahead with that plan. The breach could wind up costing Target, which
notched $73 billion in sales in 2012, a few billion dollars, people familiar with the matter
say. . . . New chip technology to replace magnetic strips on credit cards could cost about
$100 million, one executive told Congress. Card-monitoring services for customers could

2. cost tens of millions, according to one executive. Hundreds of millions of marketing dollars
could be diverted to repairing the brand. In addition, costs are mounting for reissuing cards,
staffing call centers, forensic and data-security units, and lawyers for public inquiries and
private lawsuits. . . . The CEO, who likes to say “retail is detail,” is known internally for
paying surprise visits to Target stores—there are about 1,800 in the U.S. that drew about 32
million customers a week before the crisis. Store managers say they warn each other to be
alert for a man snooping around the aisles, frequently snacking from a box of animal
crackers. . . . Recently, Mr. Steinhafel says, he stopped a manager who was reading e-mail on
her cellphone as she passed through Target’s downtown Minneapolis headquarters. “Please
be in the present,” he recalls telling her. . . . From November 27, the day before
Thanksgiving, through December 18, Target executives say, shoppers’ payment-card data
was captured through “malware” installed in Target’s computer network. The hackers had
entered the network through a vendor. . . . The breach got wide publicity. Shoppers clogged
Target phone lines and stores. Some sent tweets and e-mails that they would never again
shop at Target. On the last weekend before Christmas, the big crowds at Target stores had
dwindled. On December 20, Mr. Jones, the chief marketing officer, urged Mr. Steinhafel to
appear in a video on Target’s website. The CEO was reluctant. He didn’t have a script and
was exhausted. With a camera rolling, Target’s public-relations chief, Dustee Jenkins, asked
him questions. Mr. Steinhafel, clad in Target’s trademark red shirt and khakis store attire,
thanked customers for their trust, provided tips to monitor their accounts, and promised
zero liability to shoppers for any fraudulent charges. Mr. Steinhafel began holding twice-
daily “status meetings” in a 32nd floor conference room. . . . Early this month, prompted by
the Target data breach, Congress held hearings on cyberattacks. As Mr. Mulligan, the CFO,
made his appearances, Mr. Steinhafel and his executive team watched from the company’s
“situation room.” The Exceptional Manager CHAPTER 1 37 ASSIGNMENT-1 Principles of
Management (MGT101) 1st Semester (2019-2020) Assignment Workload: • This
Assignment consists of a Mini Case. • Assignment is to be submitted by each student
individually. Assignment Purposes/Learning Outcomes: After completion of Assignment-1
students will able to understand the LO 1. Identify and explain the concept of management,
functions, roles and skills of a manager (Lo1.1) LO 2. Recognize the functions of planning,
organizing and controlling and how they interrelate (Lo2.1) Assignment Regulation: • All
students are encouraged to use their own words. • Student must apply “Times New Roman
Font” with double space within their reports. • The attached cover-page has to be used, duly
filled. Submissions without the cover page will NOT be accepted • A mark of zero will be
given for any submission that includes copying from other resource without referencing it. •
Assignment -1 should be submitted on or before the end of Week-06. • If the assignment
shows more than 25% plagiarism, the students would be graded zero. Assignment
Structure: A.No Assignment-1 Total Type Case Study Marks 5 5 Assignment-1 Please go to
Chapter 1 “The Exceptional Manager” available in your textbook Management: A Practical
Approach 7th edition by Kinicki, A., & Williams, B., at the end of the Chapter read Case:
“Target CEO Works to Regain Consumer Trust after the Company was Hacked.” and answer
the following questions: • Assignment Questions: Q1. From a management perspective, do
you think Target made any major mistakes? Explain. Q2. Which of the four principal

3. managerial functions were exhibited by CEO Greg Steinhafel? Q3. Which of the seven
managerial challenges discussed in this chapter is Target facing? How are they handling
these challenges? Q4. What is your evaluation of Steinhafel’s ability to effectively execute
the three key managerial roles—interpersonal, informational, and decisional? Explain. •
Due date for the submission of Assignment-1: • Assignment-1 should be posted in the Black
Board by Week-4. • The due date for the submission of Assignment-1 is end of 6th Week.
The Exceptional Manager What You Do, How You Do It ‫ررر‬
‫و‬ ‫فؼ‬ ‫ت‬
‫ف‬ ٞ ‫ر‬، ‫رررر‬
ٍ ٍ ‫ر‬ PPT1
Chapter One The Art of Management Defined ‫سَىا‬‫ذ‬‫د‬ٍ
‫ة‬ ‫س‬ ‫دا‬ ‫اإل‬
ٞ
ِ Managersoperate within
an organization ‫ا‬‫ذ‬َ ْ ‫ذ‬ٍَ
‫و‬ ‫داخ‬
ٞ
‫هًع‬‫ى‬
ٞ ٞ ‫ر‬ٞ َ‫ذ‬‫د‬ٍ Organization a group of peoplewho work
together to achieve some specificpurpose ‫رررر‬
‫ع‬ ‫ش‬ ‫غ‬
ً‫ر‬‫ؼ‬‫قحخنا‬ ‫ه‬
ٞ‫ر‬
َٞ‫ي‬ ‫ذ‬‫ق‬ ٞ ٞ ‫ر‬ ‫اص‬ ‫خ‬‫ش‬ ‫األ‬
ٞ ‫ر‬
‫ا‬ ‫ي‬‫ذ‬‫ى‬ ‫ر‬
‫ررر‬ The Art of Management Defined ‫ر‬
‫سَى‬‫ذ‬‫د‬ٍ
‫ة‬ ‫س‬ ‫دا‬ ‫اإل‬
ٞ
ِ Management is defined as 1. The
pursuit of organizational goals efficiently and effectively by 2. Integrating the work of
people through 3. Planning, organizing, leading, and controlling the organization’s resources
‫َأ‬‫ذ‬‫ب‬
‫هى‬ ‫ع‬
‫ج‬‫س‬ ‫دا‬ ‫اإل‬
‫ح‬‫فٌش‬
‫ع‬ ‫ر‬
‫ب‬ ‫ق‬
ٞ
‫ر‬ٍ
‫ح‬ ٞ َ‫ؼفح‬ ‫ا‬
‫ج‬ ‫اء‬ ‫ف‬ ‫ن‬ ‫ت‬
‫ا‬ ‫ر‬ ‫ه‬ ‫ًر‬َ‫ن‬‫ٍخ‬
‫ف‬ ‫ذا‬ ‫ه‬ ‫األ‬
‫ق‬ ٞ ‫رررر‬ٞ
‫رررر‬.1 ‫رررر‬
ٞ
‫ر‬ٍ
‫ْحا‬‫د‬ٍ
‫هع‬‫ى‬
‫رد‬‫ى‬ .2 ‫ا‬‫ه‬َ َ ‫ًٍه‬
‫د‬ ‫س‬‫ا‬ ‫يى‬
‫ا‬ ٍ‫شح‬ ‫ر‬ ‫ا‬
‫ج‬ ‫اد‬ ٞ ٗ ‫ا‬
ٞ ٞ ًْ‫ت‬ ‫ا‬
‫ظ‬ ٞ ‫ررر‬.3 The Art of
Management Defined ‫سَىا‬‫ذ‬‫د‬ٍ
‫ة‬ ‫س‬ ‫دا‬ ‫اإل‬
ٞ
ِ To be efficient means to Use Resources People,
Money, Raw Materials, and the like -wisely and costEffectively ‫ْحا‬‫د‬ٍ- ٞ
‫ه‬ٍَ‫ٌذن‬ ٍ
‫ء‬ ‫ا‬ ‫ف‬ ‫ن‬ ‫ت‬
‫رًا‬‫ه‬‫ت‬
ٞ
‫خنىع‬
‫حها‬‫ي‬‫ذ‬‫د‬ٍ – ‫ررر‬
‫ه‬ ‫ب‬ ‫ب‬ ‫ش‬
‫ب‬ ‫وي‬ ‫ه‬ً ‫رررر‬
‫حى‬‫ي‬‫ذ‬‫د‬ٍ ‫ا‬ ، ٗ‫ح‬‫ذ‬‫د‬ٍ ‫ا‬ ، ‫ررررررر‬
‫ح‬ ‫فر‬
ٞ
‫ر‬ٍ
‫را‬‫ع‬‫تؼٌب‬
‫ا‬‫ه‬‫ى‬‫تا‬ The Art of
Management Defined ‫سَىا‬‫ذ‬‫د‬ٍ
‫ة‬ ‫س‬ ‫دا‬ ‫اإل‬
ٞ
ِ ts, to
Make The Right Decisions And To Successfully Carry them out so that they achieve the
Organization’s Goals ٞ ‫رر‬
‫ح‬‫س‬ ٞ ‫رررر‬
‫اخ‬ ‫س‬‫ا‬ ‫ش‬‫ق‬ ‫اى‬
‫ز‬ ‫خ‬‫ت‬ ‫ت‬
ٞ
َ‫ب‬ ‫ا‬ ‫ر‬ ‫ْذحىا‬‫د‬ٍ
‫ق‬ ٞ ‫رررر‬ٞ ‫رًا‬‫ه‬‫ت‬
ٞ
‫فىع‬
ٞ
‫ب‬
‫ر‬
‫ه‬ ‫ا‬ ‫فؼ‬ ‫ا‬‫ذ‬َ ْ ‫ذ‬ٍَ
ٍِ‫اذ‬‫ب‬
‫قق‬ ‫س‬ ‫ت‬
‫خى‬ ‫ح‬
َ‫َات‬‫ت‬
‫زفَأ‬َ‫ف‬ © 2016 by McGraw-Hill Education. This is
proprietary material solely for authorized instructor use. Not authorized for sale or
distribution in any manner. This document may not be copied, scanned, duplicated,
forwarded, distributed, or posted on a website, in whole or part. 1-7 Question Burger King
decided to add breakfast to its hours of operation in order to increase its customers. This
was an attempt to improve the organization’s: A. Effectiveness B. Planning C. Leading
strategy D. Efficiency © 2016 by McGraw-Hill Education. This is proprietary material solely
for authorized instructor use. Not authorized for sale or distribution in any manner. This
document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part. 1- – Efficiency versus Effectiveness Many
companies now use a recorded “telephone menu” of options to answer customer calls This
is efficient for the companies, but not effective Most consumers prefer a live agent ٞ
‫ر‬ٍ
‫ذ‬ٌَ‫ٍخ‬
‫ررررر‬
ٞ ‫ذ‬ٍ
‫و‬ ‫ذ‬ ‫خ‬‫خ‬‫س‬ ‫ح‬
‫بث‬ ‫ك‬ ‫ش‬‫ش‬ ‫ان‬ ‫ررررررر‬
‫بسحا‬ ‫ٍخنر‬
ٞ
‫ر‬ٍ
”
‫حف‬‫ب‬ ‫ه‬ ‫ن‬
‫ا‬
‫ا‬‫ه‬‫ئ‬‫ٍب‬ ‫حنا‬‫ه‬ٌ‫ٍخ‬
‫بح‬‫ه‬‫ع‬‫ثىب‬ is ‫رغ‬‫ش‬
‫و‬َ‫ى‬‫تخ‬
‫رررر‬، ‫ررررررر‬
‫ل‬ ‫ب‬ ‫ع‬ ‫ف‬
‫ا‬ ‫ز‬ ‫ه‬ ٞ‫ه‬ ‫ر‬
‫رع‬ٍ‫ت‬
ٞ
‫ؼهًع‬
ٞ‫ر‬ ‫سنًًخر‬‫ه‬‫خ‬ٍ
‫عظى‬ ‫ي‬ Rewards of Studying
Management ‫ررررررر‬
‫ح‬ ‫اع‬ ‫س‬ ‫د‬
ٍ ‫خحؼ‬ ‫ر‬ You will understand: A. how to Deal With
Organizations from the OUTSIDE B. how to Relate To Your Supervisors C. how to Interact
With Co-Workers D. how to Manage Yourself In The Workplace :ٗ ‫رح‬ٍ
‫هى‬ ‫ف‬ ‫ح‬
‫ف‬ ‫سى‬ ٍ ‫ر‬
‫رت‬‫ح‬‫ٍدذف‬
‫رررررر‬
ٞ ‫ر‬
ٍ‫ح‬‫ذ‬َ ْ ‫ذ‬ٍَ . .A ‫ر‬ٞ ‫رر‬
ٞ ٞ ‫ششح‬‫ذ‬‫د‬ٍ
ٍ ‫ر‬
‫رت‬‫ح‬‫ٍدذف‬ .B ‫ذا‬‫ف‬‫ٍد‬ٞ ‫ر‬
‫ئص‬ ‫ح‬ ‫ر‬
‫ل‬
ٍ ‫ر‬
‫و‬ ‫اػ‬ ‫ف‬ ‫ت‬ ‫اى‬ .C ‫ذا‬‫ف‬‫ٍد‬
ٞ
َ‫ح‬‫خ‬ ‫ر‬ ٞ
‫ر‬
‫ل‬
ّ‫ؼ‬ ‫ف‬
‫ج‬‫س‬ ‫إدا‬ .D Rewards of Practicing Management ‫ٍهٌا‬ ‫ذ‬ ‫ذ‬ٍَ
‫ة‬ ‫س‬ ‫إدا‬
ٍ ‫خحؼ‬ ‫ر‬ 1. you and your
employees can experience a sense of accomplishment 2. you can Stretch Your Abilities and
magnify your range 3. you can Build a catalog of Successful Products Or Services 4. you can
become A Mentor And Help Others ‫اٍت‬‫ف‬ ‫تحد‬
‫ا‬‫ي‬‫ٍدشف‬
‫ح‬‫ت‬ ‫ش‬‫د‬ ‫ت‬
‫رخ‬‫ز‬‫تثدظ‬
‫ا‬‫ذ‬‫ب‬
‫خ‬ٍَ ‫ه‬ .1 ‫ل‬ ‫ات‬ ‫س‬‫ذ‬ ‫ق‬
‫غ‬

4. ‫ابؼخ‬ ‫ذ‬
‫غ‬‫ر‬‫ب‬‫تفى‬ ٞ ‫ت‬‫ي‬‫ت‬
‫خ‬ٍَ ‫ه‬ .2 ‫سا‬ ‫ْح‬‫د‬ٍ
ٍٍ‫ر‬َ‫ٍدن‬
‫و‬ ‫أ‬
‫اتح‬ َ ‫ًه‬
‫ج‬ ‫نى‬ ‫ب‬ ‫خ‬ ‫ك‬
‫حا‬ْ‫ت‬
‫خ‬ٍَ ‫ه‬ .3 ٞ ‫رر‬ٞ ‫ر‬ ‫ث‬ ‫ظ‬ ‫ت‬
ٞ
‫ب‬
‫خ‬ٍَ ‫ه‬
‫ر‬
‫َا‬ ‫ىح‬ ‫ا‬
َ‫شش‬‫ذ‬‫د‬ٍ .4 The Management Process ‫ررررررر‬
‫ا‬‫ر‬ً‫ه‬‫ى‬ Figure 1.1 ‫ررر‬ Question Laura
runs a sales and expense report at the end of each work day? Which management function
is she performing? A. Leading B. Organizing C. Controlling D. Planning © 2016 by McGraw-
Hill Education. This is proprietary material solely for authorized instructor use. Not
authorized for sale or distribution in any manner. This document may not be copied,
scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-13
Seven Challenges to Beinga Star Manager ‫رررر‬
‫ي‬َ‫ث‬
‫و‬‫ذ‬‫د‬‫خى‬
‫تح‬َ‫فا‬
‫عت‬ ‫ب‬ ‫س‬ 1. Managing for
Competitive Advantage – staying ahead of rivals 2. Managing for Diversity– the future Won’t
resemble the past 3. Managing for Globalization– the expanding management universe ٞ
ّ‫ٍؼ‬ ْ ‫ذ‬ٍَ
‫و‬ ‫ث‬ ‫ق‬
‫ء‬ ‫ا‬ ‫ق‬ ‫ث‬ ‫اى‬ - ‫ر‬ٞ ّ‫حؼ‬ْ‫ت‬
‫ج‬‫ض‬ ٞ‫ذ‬ ‫ر‬
‫ج‬‫س‬ ‫إدا‬ .1 ٞ ‫حا‬‫ذ‬‫د‬ٍ
ٞ‫ث‬
‫شح‬ ٞ ٞ ‫ر‬
‫ا‬ ‫تذؼ‬‫ذ‬‫د‬ٍ - ‫ت‬‫ي‬ْ‫ذ‬‫ٍد‬
‫ج‬‫س‬ ‫إدا‬ .2 ٞ
َ‫ح‬
ٌّ‫ي‬‫ذ‬‫ٍد‬
‫ج‬‫س‬ ‫إدا‬ - ‫ا‬‫ذ‬‫د‬‫ي‬‫ٍدف‬
‫ج‬‫س‬ ‫إدا‬ .3 Seven Challenges to Beinga Star Manager ‫ي‬َ‫ث‬
‫و‬‫ذ‬‫د‬‫خى‬
‫تح‬َ‫فا‬
‫عت‬ ‫ب‬ ‫س‬
‫رررر‬ 4. Managing for Information Technology– Dealing with the New Normal 5. Managing
for Ethical Standards 6. Managing for Sustainability— The Business of Green 7. Managing
for your own happiness &Meaningfulness ‫ذ‬َ
‫دي‬ ‫ب‬ ‫ع‬
‫ع‬ ‫ي‬
‫م‬ ‫ي‬ ‫ب‬ ‫ع‬ ‫خ‬ ‫ان‬ - ٍ‫ح‬‫ر‬‫فيي‬‫ذ‬‫د‬ٍ
‫ا‬ ٞ ‫ت‬‫دي‬‫ي‬ْ‫ع‬‫ت‬
‫ج‬‫س‬ ‫إدا‬ -4
‫ر‬ٞ ‫ررررررر‬
‫ش‬ ٞ ‫فح‬‫ذ‬‫د‬ٍ
‫ج‬‫س‬ ‫إدا‬ -5 ‫ررررررر‬
‫بص‬‫ه‬ٌ ‫ٍب‬ - ‫ر‬
ٞ
‫ر‬ٍَ‫ٌذ‬ ٍٍ
‫و‬ ‫أخ‬
ٞ ‫ر‬
‫ج‬‫س‬ ‫إدا‬ - 6 ٞ ‫ج‬‫س‬ ‫إدا‬
ٍ‫ش‬ ‫ر‬
‫خ‬ ‫ورا‬
‫ك‬ ‫ب‬
‫بطت‬ ‫خ‬ ‫ان‬
‫ة‬ ‫د‬ ‫ب‬ ‫ع‬ ‫س‬ ‫ان‬ - 7 The Struggle for Competitive Advantage: App-Based
Ride- -
disadvantage is aggravated by government requirements that taxis had to be wheelchair
accessible and their drivers background- to the
ride-sharing firm © 2016 by McGraw-Hill Education. This is proprietary material solely for
authorized instructor use. Not authorized for sale or distribution in any manner. This
document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part. 1-16 Managing for Competitive Advantage ‫ر‬ٞ ّ‫حؼ‬ْ‫ت‬
‫ج‬‫ض‬ ٞ‫ر‬ ‫ررررر‬
CompetitiveAdvantage the ability of an organization to produce goods or services More
Effectively Than Competitors Do, there by outperforming them ‫ر‬ٞ ّ‫حؼ‬ْ‫ت‬
‫ج‬‫ض‬ ٞ‫ر‬ ‫رررر‬
ٞ‫ي‬
‫س‬ ‫ف‬ ٞ ‫تحا‬‫ف‬‫د‬
‫رر‬
ٍٍ‫ر‬َ
ٞ‫ا‬‫ب‬
‫غ‬ ‫ي‬ ‫ع‬ ٞ ‫رر‬
‫ا‬‫ذ‬َ ْ ‫ر‬
‫ج‬‫س‬‫ذ‬ ‫ق‬ ‫ح‬‫ف‬‫ؼ‬‫ي‬‫تز‬ٞ َ‫تحدذح‬ ‫ا‬ ، ٞ ّ‫ٍؼ‬ ْ ‫ذ‬ٍَ
ٞ ‫ر‬
‫ح‬ ٞ ‫رررر‬ Managing for Competitive
Advantage ‫ر‬ٞ ّ‫حؼ‬ْ‫ت‬
‫ج‬‫ض‬ ٞ‫ر‬ ‫ررررر‬ Being responsive to customers Innovation -‫رررررر‬
Quality – ‫رررر‬ Efficiency – ‫ررررر‬ Question John wants his salespeople to use
Salesforce.com to improve their sales? Which challenge is he trying to manage? A. Diversity
B. Information technology C. Competitive advantage D.Globalization © 2016 by McGraw-Hill
Education. This is proprietary material solely for authorized instructor use. Not authorized
for sale or distribution in any manner. This document may not be copied, scanned,
duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-19 Managing
for Information Technology ‫ًٌديبح‬‫ه‬‫خ‬ٍ
‫أ‬ ‫دعدنر‬َ‫ى‬‫خن‬
‫ة‬ ‫س‬ ‫دا‬ ‫اإل‬
technology has led to the growth of e-business, using the Internet to facilitate every aspect
of running a business © 2016 by McGraw-Hill Education. This is proprietary material solely
for authorized instructor use. Not authorized for sale or distribution in any manner. This
document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part. 1-20 Managing for Information Technology ‫أ‬ ‫دعدنر‬َ‫ى‬‫خن‬
‫ة‬ ‫س‬ ‫دا‬ ‫اإل‬

5. ‫ًٌديبح‬‫ه‬‫خ‬ٍ Implications of information technology: 1) Far-Ranging Electronic Management: e-
communication all the time 2) More And More Data: challenges to decision making 3) The
Rise Of Artificial Intelligence: more automation in the workforce 4) Organizational Changes:
shifts in structure, jobs, goals, and knowledge management ‫ًٌديبح‬‫ه‬‫خ‬ٍ
‫أ‬ ‫دعدنر‬َ‫ى‬‫ف‬
‫اس‬ ‫آث‬ ‫ل‬ ‫ا‬ ‫تص‬ ‫اال‬
‫ررررر‬
‫ل‬ ‫وا‬ ‫ط‬
‫ي‬ ‫رون‬ ‫ت‬ ‫ك‬ ‫ل‬ ‫اإل‬ :ٞ ‫ر‬
ٞ‫ذ‬ٍَ
‫ج‬ ‫ذ‬ ٞ ‫رر‬
‫ح‬ ٞ‫ا‬ ‫ف‬ ‫ررررررر‬
‫ج‬‫س‬ ‫دا‬ ‫اإل‬
) 1 ‫ع‬ ‫ن‬ ‫ص‬
‫ات‬ ‫دي‬ ‫ح‬ ‫ت‬
‫رررررر‬:ٍٍ‫ف‬ٍٞ ‫ررر‬
ٞ ‫ر‬
‫ذ‬ ٞ ٍ‫ذ‬‫د‬ٍ ‫ا‬
‫ذ‬ ٞ ٍ‫ذ‬‫د‬ٍ
) 2 ‫ررررررر‬
‫وى‬ ‫ق‬ ‫ال‬
‫ي‬ ‫ف‬
‫ة‬ ‫ت‬ ‫م‬ ‫ت‬ ‫األ‬
‫ن‬ ‫م‬
‫د‬ ‫زي‬ ‫م‬ ‫ال‬ :ٞ )
‫حا‬ْ‫طط‬ ٍٍ
‫ء‬ ‫ا‬ ‫زم‬ ‫اى‬
‫ا‬‫ي‬‫اف‬ 3 ‫ررررررر‬
‫ة‬ ‫وإدار‬ ، ‫رررررررر‬، ‫رررررررر‬، ‫ي‬ ‫ف‬
‫ت‬ ‫وال‬ ‫ح‬‫ت‬ ‫ال‬
‫رررررر‬:‫ر‬ٞ ‫ذ‬ ًْ‫ذ‬‫ٍد‬
‫اخ‬ ‫ش‬ ٞ ‫رررر‬
) 4 Managing for Sustainability ‫د‬‫ر‬ٍَ‫ٌذ‬ ٍٍ
‫م‬ ‫أخ‬
ٞ
‫ر‬ٍ
‫ة‬ ‫س‬ ‫دا‬ ‫اإل‬
Sustainability Economic Development that meets the Needs Of The Present Without
Compromising The Ability Of Future Generations to meet their own needs. ‫د‬‫ر‬ٍَ‫ٌذ‬ ٍٍ ‫ر‬ٞ
‫ررر‬ٞ ‫رر‬
‫ا‬ ‫تذؼ‬‫ذ‬‫د‬ٍ
‫بص‬ ‫ر‬ ‫ب‬
‫ة‬ ‫س‬ ‫ذ‬
‫ق‬
‫هى‬ ‫ع‬
‫د‬ ‫ر‬ ‫ا‬‫ح‬‫ت‬‫ذ‬‫د‬ٍ
َٞ ‫ىا‬
‫اضش‬ ‫س‬ ‫اى‬
‫اخ‬ ‫اخ‬ ٞ ‫ررر‬ٞ ‫ررر‬
ٞ‫ه‬‫ت‬‫ٍخ‬
‫ا‬‫ؼنظبا‬ ٍٍ
‫ا‬ ‫ر‬ ‫ه‬ َ‫ت‬‫ٍخ‬ ٞ ‫ف‬
‫حا‬ ٍ
‫رررررر‬ٞ ‫ررر‬ . Levels & Areas of Management Figure 1.2 ‫ررر‬ © 2016 by McGraw-Hill
Education. This is proprietary material solely for authorized instructor use. Not authorized
for sale or distribution in any manner. This document may not be copied, scanned,
duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-23 Four
Levels of Management ‫ررررررر‬
‫خ‬ ‫ا‬ ٞ‫ي‬ ‫شا‬ ‫ر‬
‫ح‬ ‫تؼ‬ ‫س‬ ‫أ‬ 1- Top managers make Long-Term
Decisions: 1) overall direction of the organization 2) establish the objectives 3) policies 4)
strategies ٞ ‫ر‬ٞ َ‫ذ‬‫د‬ٍ
‫اس‬ ‫ث‬ ‫م‬ : ٞ َ‫ذ‬‫د‬ٍ
‫ح‬ ‫ي‬ ٞ‫ي‬ ‫ر‬
‫اخ‬ ‫س‬‫ا‬ ‫ش‬ ‫ق‬
‫ر‬ ‫ا‬ ‫خ‬ ‫ات‬ ‫ا‬‫ذ‬َ ْ ‫ذ‬ ‫د‬
ٞ
‫ه‬‫ح‬‫ٍدف‬
ٞ
‫ا‬ٍ‫ذا‬ ٍٍ .1 ٍَِ‫ا‬ ‫ٍب‬
‫ذ‬ ٞ ‫ررر‬.2
‫رررر‬ٞ ‫ررر‬.3 ‫رر‬ٞ ‫ر‬ٞ ‫رررررررر‬.4 Four Levels of Management ‫خ‬ ‫ا‬
‫ررررررر‬ٞ‫ي‬ ‫شا‬ ‫ر‬
‫ح‬ ‫تؼ‬ ‫س‬ ‫أ‬ 2-Middle Managers 1. Implement The Policies and plans of the
top managers Above them 2. Supervise And Coordinate The Activities of the first-line
screens or voice-response systems ً‫ندس‬‫ه‬‫خ‬ٍ
‫ي‬َ‫ه‬‫خ‬ٍ ‫ررررر‬
ٞ ٞ ‫ر‬ٞ َ‫ذ‬‫د‬ٍ
‫اس‬ ‫ث‬ ‫م‬
ً‫ط‬ ‫ا‬
‫اخ‬ ‫اع‬ ٞ ‫ر‬
‫ز‬ ٞ ‫ح‬ْ‫ت‬.1
‫ررررر‬
‫و‬‫ا‬‫ٍب‬
‫خظ‬ ‫اى‬
‫ذهحا‬ ‫ر‬
‫شطا‬‫ف‬‫ب‬
‫ق‬ ٞ ّْ‫ت‬ ‫ا‬ ٞ ‫رر‬
‫اف‬ ‫ش‬‫ش‬ ‫اإل‬ .2 ” ‫ر‬ٞ ‫ررر‬
“
‫َحىح‬ ‫ا‬ ٞ ‫ر‬
ٞ‫ه‬‫ن‬ٍَ‫ت‬
‫ْحا‬‫د‬ٍ
ٍ ‫ر‬
‫رت‬‫ح‬‫ٍدذف‬
‫ا‬ ‫ٍخظدار‬
‫بت‬ ‫دب‬ ‫خ‬‫س‬ ‫اال‬
‫ا‬‫ه‬َ‫ذ‬‫ب‬
‫و‬ ‫أ‬
‫داغ‬‫ر‬‫ب‬‫ه‬‫ى‬‫ٍخ‬
‫بث‬ ‫ش‬‫ب‬ ‫ش‬ Four Levels of Management ‫خ‬ ‫ا‬
‫ررررررر‬ٞ‫ي‬ ‫شا‬ ‫ر‬
‫ح‬ ‫تؼ‬ ‫س‬ ‫أ‬ 3- First-Line Managers : make Short-Term Decisions: 1.
leader a manager who is Responsible For Facilitating Team Activities toward achieving key
results ‫و‬‫ا‬‫ٍب‬
‫خظ‬ ‫اى‬
‫ذهحا‬ ‫ر‬ :‫ر‬ٞ ‫رررر‬ٞ َ‫ذ‬‫د‬ٍ
‫اخ‬ ‫س‬‫ا‬ ‫ش‬ ‫ق‬ ‫ر‬ٞ ‫ررررر‬
‫اخ‬ ‫س‬‫ا‬ ‫ش‬ ‫ق‬ .1 ‫ر‬ٞ ‫رررررر‬
ٞ ٞ ‫ش‬
‫ظح‬‫ي‬‫ذ‬‫د‬ٍٞ ‫رر‬
‫ح‬ ٞ ‫ي‬ ‫ر‬ ‫رر‬
ٞ
‫ه‬ٍ ‫ف‬ ‫ذ‬ٍَ
ٞ‫ث‬ ٞ ‫ت‬‫ي‬‫ت‬.2 ‫ر‬ٞ ‫رررر‬
‫ظ‬ ٞ ‫رر‬ ‫ر‬ٞ ‫ر‬ٞ ‫رررر‬
‫ْذحىا‬‫د‬ٍ
‫ق‬ ٞ ‫رررر‬
‫ق‬ ٞ ‫شطا‬‫ف‬‫ب‬
‫و‬
‫رررر‬ٞ‫ف‬ ‫رر‬
ٞ
‫ر‬ٍ
‫ل‬ ‫ؤو‬ ‫س‬ ‫ي‬
‫ي‬َ‫ث‬ Functional Managers VS General Managers ٞ‫ر‬ ‫ر‬ ٞ‫ر‬ ‫ر‬ ‫حر‬‫تَر‬
‫ء‬ ‫ا‬ ‫س‬‫ذ‬ ‫ي‬
‫ررررر‬
‫َهحا‬‫ه‬‫خ‬ٍ
‫م‬ ‫ب‬ ‫ب‬ ‫ق‬ ‫ي‬ Functional manager responsible for just ONE organizational
Activity ٞ ‫ر‬ٞ َ ‫ا‬
‫ش‬ ٞ ‫ذ‬ ‫ر‬ ‫ذ‬ ٍ ‫ا‬
ٞ‫ه‬ ‫ه‬ ‫ًَر‬‫ف‬
َ‫شب‬ ‫ذ‬
َ‫شب‬ ‫ذ‬
ٞ
‫ر‬‫َت‬ ‫ا‬
‫شه‬ ‫ر‬ ‫ررر‬ General manager responsible for
SEVERAL organizational activities ٞ‫ه‬ ‫رر‬
‫ش‬ ٞ ‫ذ‬ ‫ر‬ ‫بح‬‫ه‬َ َ ‫ًٍه‬
ٞ ‫ر‬
‫ذ‬ ٞ ‫رررر‬
ٞ
‫ا‬
‫دا‬ ‫ا‬
‫شه‬ ‫ر‬ © 2016 by
McGraw-Hill Education. This is proprietary material solely for authorized instructor use.
Not authorized for sale or distribution in any manner. This document may not be copied,
scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-27
Question Donielle supervises the food assembly line workers. What type of manager is she?
A. Top manager B. Middle manager C. First-line manager D. General manager Managers for
Three Types of Organizations ٍ‫ح‬‫ذ‬َ ْ ‫ذ‬ٍَ
ٞ ‫ر‬
ٍٍ‫ي‬‫ف‬‫ب‬
‫ح‬‫ث‬ ‫ال‬ ‫ث‬ ‫ى‬
‫ذهحا‬ ‫ر‬ For-Profit Organizations : For
Making Money ‫رررر‬: ‫ررررر‬
ٍ‫ح‬‫ذ‬َ ْ ‫ذ‬َ ٗ‫ح‬‫ذ‬‫د‬ٍ 2‫ر‬ Nonprofit Organizations: For Offering Services
:‫ر‬ٞ ‫ررررر‬
‫ش‬ ٞ ‫ر‬
ٍ‫ح‬‫ذ‬َ ْ ‫ذ‬ٍَ ٍٍ‫ر‬َ‫ٍدن‬
ٞ ٞ ‫رررر‬ Mutual-Benefit Organizations: For Aiding Members
: ‫حىدا‬ ‫ذ‬‫ذ‬‫د‬ٍ
‫ؼفا‬ ْ ‫ذ‬ٍَ
ٍ‫ح‬‫ذ‬َ ْ ‫ر‬ The Skills Exceptional Managers Need ٞ ‫رع‬‫ئ‬‫ب‬َ ‫سن‬ ٍٍ
‫َهحا‬‫ه‬‫خ‬ٍ
‫ح‬ ‫ف‬ ‫هذح‬ ٞ ٞ ‫ررر‬
ٍ‫ٍهح‬ ‫ف‬ ‫ذ‬ٍَ

6. 1) Technical skills the job-specific knowledge needed to perform well in a specialized field
2) Conceptual skills the ability to think analytically,to visualize an organization as a whole
and understand how the parts work together ‫ر‬ْٞ ‫رر‬
ٍ‫ٍهح‬ ‫ف‬ ‫ر‬
) 1 ٍ‫تنظ‬ ‫ر‬
ٍٗ‫ى‬ ‫ر‬ ٞ ‫طًدبا‬‫ه‬‫خ‬ٍ
‫ح‬ ‫ف‬
‫ر‬
َ ‫ر‬
‫ء‬ ‫دا‬ ‫أل‬ ٞ ً‫تحدي‬
‫ح‬ ‫اط‬ ‫خ‬ ‫اى‬
‫فشزا‬‫ذ‬‫د‬ٍ ‫ر‬ٞ ‫ررررررر‬
ٍ‫ٍهح‬ ‫ف‬ ‫ذ‬ٍَ
) 2 ‫قح‬ ‫ر‬
‫ء‬ ‫ا‬ ‫خض‬ ‫األ‬
‫ا‬‫ذ‬
‫ح‬ ٞ ‫ر‬ٞ ‫ا‬‫ذ‬َ ْ ‫ر‬
‫ا‬‫ي‬‫دذظ‬
‫ر‬
ٞ ‫ف‬
ِ ‫ا‬
‫و‬ ‫ن‬ ‫م‬ ً‫ر‬ٞ ‫ررررر‬
‫ش‬ ٞ ‫ررررر‬
‫هى‬ ‫ع‬
‫ة‬ ‫س‬‫ذ‬ ‫ق‬ ‫ان‬ The Skills Exceptional Managers
Need ٞ ‫ي‬ َ ‫حا‬ْ ‫ٌذ‬ ٍٍ
‫َهحا‬‫ذ‬‫د‬ٍ
‫ح‬ ‫ف‬ ‫هذح‬ ٞ ٞ ‫ررر‬
ٍ‫ٍهح‬ ‫ف‬ ‫ذ‬ٍَ 3) Human skills the ability to work well in
Cooperation with Other People to get things done ‫ر‬ٞ ‫ررررر‬
ٍ‫ٍهح‬ ‫ف‬ ‫ر‬
) 3 ٞ ٍ ‫ر‬
َٞ ‫ا‬‫ح‬‫تحدذف‬
‫ذ‬
‫رر‬
‫آ‬
‫اص‬ ‫خ‬‫ش‬ ‫أ‬ ٞ ‫ر‬
‫و‬ ‫ن‬ ‫ش‬ ‫ت‬
‫ذا‬‫ف‬‫ٍد‬ ٞ ‫رر‬
‫ج‬‫س‬‫ذ‬ ‫ق‬ ‫اى‬ ‫ا‬‫ي‬‫ر‬ ‫ٍب‬
‫اٍت‬‫ف‬ ‫د‬ ‫ا‬‫ذ‬ ‫ْح‬‫د‬ٍ
ٍ‫ٍهح‬ ‫ف‬ ‫ذ‬ٍَ
) 4 ٞ ‫رر‬ٞ ‫ر‬
ٍ ‫ر‬
‫حاا‬‫ي‬‫ذ‬‫دي‬ ، ٞ
‫ه‬‫ح‬‫ف‬‫د‬ ‫ٍد‬ ‫ا‬
‫ض‬
‫ررررر‬ٞ ‫ررررر‬ٞ ‫رر‬
‫ج‬‫س‬‫ذ‬ ‫ق‬ ‫اى‬ 4) Soft skills the ability to Motivate, to inspire trust, to
Communicate with others The Most Valued Traitsin Managers ٞ ‫ر‬ ‫ي‬َ‫ه‬‫خ‬ٍ
ٞ‫ه‬ِ
‫ح‬
ٞ‫ذ‬ ٞ ‫ثش‬ ‫أك‬
‫ر‬
‫بث‬ ‫ف‬ ‫ظ‬ ‫ان‬ 1) The ability to Motivate and Engage Others 2) The ability to communicate 3)
Work experience outside the United States 4) High energy levels to meet the demands of
global travel and a 24/7 world ٞ ‫رر‬ٞ ‫ر‬
ٗ‫دششح‬ ‫ا‬
‫ض‬ ٞ ‫ررر‬ٞ ‫رر‬
‫ج‬‫س‬ ‫ذ‬
‫ق‬ ‫اى‬ ‫حاا‬‫ي‬‫ذ‬‫ٍد‬ٞ ‫رر‬
‫ج‬‫س‬‫ذ‬ ‫ق‬ ‫اى‬
‫ذسَا‬‫ذ‬‫د‬ٍ
‫خ‬ ‫ا‬ ٞ ‫حن‬‫ٍدي‬
‫ج‬‫س‬‫ا‬ ‫خ‬
‫ذا‬‫ف‬‫ٍد‬
‫ج‬‫ش‬‫ث‬ ‫خ‬ 7 /24 ٞ َ‫ح‬ ‫ا‬ ٞ‫ذ‬ ‫ررررر‬
‫فش‬ ‫غ‬ ‫اى‬
ٍ‫ح‬ ‫تطي‬ ‫ر‬
‫ح‬ ٞ ‫ح‬ ‫اق‬ ‫ط‬ ‫اى‬
ٞ ‫ر‬
‫ح‬
‫رررر‬ٞ ‫ررر‬
‫خ‬ ‫ا‬ ٞ‫ي‬ ‫شا‬ ‫ر‬ )1 )2 )3 )4 Roles Managers Must Play Successfully ‫ٍس‬‫اا‬ ‫ٍب‬
‫شا‬َ‫ث‬
‫ة‬ ‫يؼ‬
‫اٍذ‬ْ‫ت‬ٞ َٞ ‫ر‬
‫ة‬ ‫د‬ ٞ The Manager’s Roles: Mintzberg’s useful findings 1. A manager Relies more on
Verbal than on Written Communication 2. A manager Works Long Hours at an intense pace
3. A manager’s work is characterized by Fragmentation, Brevity, & Variety ‫رَا‬‫ز‬‫ه‬‫خ‬ٍMintzberg
‫بئا‬ ‫ذ‬ :‫ر‬ٞ َ‫ذ‬‫د‬ٍ
‫ٍس‬‫بىا‬ ‫حاا‬‫ي‬‫ذ‬‫ٍد‬ٞ ‫ر‬ٞ ‫رررر‬
ٞ ‫ر‬
‫ثش‬ ‫ام‬ ٞ ‫ررررر‬ٞ ‫ر‬
‫ي‬َ‫ه‬‫خ‬ٍَ‫ذ‬‫ذ‬‫ق‬ ٞ -1 ‫ررررر‬
‫شب‬ ‫تدار‬
‫ح‬ ‫ي‬ ٞ‫ي‬ ‫ي‬َ‫ه‬‫خ‬ٍ‫ذا‬‫ق‬
‫ر‬
‫اخ‬ ‫اػ‬ ‫غ‬ ‫ى‬ ٞ -2 ‫ت‬‫ي‬ْ‫ذ‬‫ٍد‬ ‫ا‬
‫ص‬ ‫دا‬ ٞ ‫ٍدن‬ ‫ا‬
‫ؤ‬ ‫دض‬ ‫ت‬ ‫اى‬ ‫ت‬
‫ي‬َ‫ه‬‫خ‬ٍ
‫ع‬‫ه‬ٌ‫م‬ ٞ‫ذ‬ ‫ر‬ٞ -3 Three Types of Managerial Roles
‫ر‬ٞ ‫رررررر‬
‫ٍس‬‫اا‬ ‫ٍب‬
ٞ ‫ر‬
ٍٍ‫ي‬‫ف‬‫ب‬
‫ح‬‫ث‬ ‫ال‬ ‫ث‬ 1) Interpersonal roles A. managers interact with people
inside and outside their work units B. Figurehead , Leader , Liaison ‫ر‬ٞ ‫ررررر‬
‫ٍس‬‫اا‬ ‫ٍب‬
) 1
‫هًًع‬‫ى‬
‫ث‬ ‫ذا‬ ‫وح‬
ٗ‫حه‬ ‫ا‬
‫و‬ ‫داخ‬
‫با‬َ‫خ‬ٍ
‫ع‬ ‫ي‬
ٞ
‫شا‬َ‫ه‬‫خ‬ٍ
‫و‬ ‫اػ‬ ‫ف‬ ‫ت‬ ٞ .A ‫ررررر‬، ٞ ‫رر‬، ٞ ‫ا‬‫ي‬‫ا‬ .B 2)
Informational roles A.managers Receive and Communicate information B. Monitor,
Disseminator, Spokesperson ٞ‫ر‬ ‫ث‬ ‫رررر‬
‫ٍس‬‫بىا‬
) 2 ٍ‫ح‬‫ر‬‫فيي‬‫ذ‬‫د‬ٍ
‫يت‬َ‫حايي‬‫ي‬‫ت‬ ٞ‫ا‬ ٞ ‫ر‬ ‫ي‬َ‫ه‬‫خ‬ٍٞ ‫ررر‬ٞ .A ٞ ‫ررر‬
‫ذسَا‬‫ذ‬‫د‬ٍ ،
‫ٍشغ‬ ‫ف‬ ، ‫ررر‬ .B Three Types of Managerial Roles ‫ر‬ٞ ‫رررررر‬
‫ٍس‬‫اا‬ ‫ٍب‬
ٞ ‫ر‬
ٍٍ‫ي‬‫ف‬‫ب‬
‫ح‬‫ث‬ ‫ال‬ ‫ث‬ 3)
Decisional roles A.Managers use Information to make Decisions to solve problems or take
advantage of opportunities B. Entrepreneur, Disturbance Handler, Resource Allocator,
Negotiator ‫ر‬ٞ ‫س‬‫ا‬َ‫ٍد‬
‫ٍس‬‫اا‬ ‫ٍب‬
) 3 ‫و‬ ‫أ‬
‫ت‬ ‫شعح‬‫ذ‬‫د‬ٍ
‫و‬ ‫س‬ ‫ى‬
‫اخ‬ ‫س‬‫ا‬ ‫ش‬‫ق‬ ‫اى‬
‫ر‬ ‫ا‬ ‫خ‬‫ت‬ ‫ال‬
ٍ‫ح‬‫ر‬‫فيي‬‫ذ‬‫د‬ٍ
ٞ
‫شا‬َ‫ه‬‫خ‬ٍ
‫هننَت‬
‫ررررر‬
ٞ
‫ر‬ٍ
‫ة‬ ‫د‬ ‫ب‬ ‫ف‬ ‫خ‬‫س‬ ‫اال‬ .A ‫ر‬
ٞ‫ا‬‫ح‬‫ؼ‬ ‫ر‬ ، ‫حها‬‫ي‬‫ذ‬‫ي‬‫د‬
ٍ‫ظ‬ ‫ر‬
‫ها‬ ‫ي‬ ‫ر‬ ، ‫رررررر‬
‫قحدا‬ ‫ر‬ ، ٗ‫ح‬‫ذ‬ ‫ب‬
‫و‬ ‫خ‬‫س‬ .B © 2016 by
McGraw-Hill Education. This is proprietary material solely for authorized instructor use.
Not authorized for sale or distribution in any manner. This document may not be copied,
scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-35
Question CEO, Gary Kelly sets the direction and strategy for Southwest Airlines. What type
of managerial role is he performing? A. Interpersonal B. Informational C. Decisional D.
Conclusive © 2016 by McGraw-Hill Education. This is proprietary material solely for
authorized instructor use. Not authorized for sale or distribution in any manner. This
document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a
website, in whole or part. 1-36 What Entrepreneurship Is ‫بص‬‫ه‬ٌ ‫ٍب‬
‫ج‬ ‫اد‬ ٞ ‫ر‬
ٞ
‫ه‬ٗ
‫ب‬ ‫ي‬
1.Entrepreneurship A.process of Taking Risks to try to Create A New empire B.
Entrepreneur, intrapreneu ٗ‫ح‬‫ذ‬‫ػ‬ ‫ٍب‬
‫ج‬ ‫اد‬ ٞ ‫ر‬.1 ‫شحا‬‫ف‬ ‫د‬
‫دا‬‫ا‬‫ح‬‫ه‬ ‫ر‬ ٞ ‫ر‬
‫نحاغ‬‫ذ‬‫د‬ٍ
‫ر‬ ‫ا‬ ‫خ‬ ‫ات‬
‫ح‬ ٞ ‫ذ‬ ‫ذا‬َ
‫ا‬‫دثبشحادس‬ ©
2016 by McGraw-Hill Education. This is proprietary material solely for authorized
instructor use. Not authorized for sale or distribution in any manner. This document may

7. not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole
or part. 1-37 What Entrepreneurship Is ‫بص‬‫ه‬ٌ ‫ٍب‬
‫ج‬ ‫اد‬ ٞ ‫ر‬
ٞ
‫ه‬ٗ
‫ب‬ ‫ي‬ 2. Entrepreneur someone who
Sees A NEW Opportunity for a product or service and Launches a business to Try To Realize
It ٗ‫ح‬‫ذ‬‫ػ‬ ٍٍ
‫و‬ ‫خ‬‫س‬ .2 ‫اباخا‬‫ه‬‫خ‬
‫ح‬ ‫ه‬ ‫فاتا‬
‫أ‬‫ه‬‫ط‬‫شب‬ ‫ذ‬
ًً‫ا‬‫ت‬
‫ت‬ ‫ذي‬ ‫خ‬
‫و‬ ‫أ‬
‫ا‬ َ ‫ًه‬
‫ج‬ ‫ذ‬ ٞ ‫رر‬
‫ح‬‫شط‬ ‫ف‬ ٞ ‫ر‬ٞ ‫ررر‬ ً‫ر‬‫ؼ‬‫فا‬
‫ررر‬ © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized
instructor use. Not authorized for sale or distribution in any manner. This document may
not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole
or part. 1-38 What Entrepreneurship Is ‫بص‬‫ه‬ٌ ‫ٍب‬
‫ج‬ ‫اد‬ ٞ ‫ر‬
ٞ
‫ه‬ٗ
‫ب‬ ‫ي‬ 3. Intrapreneur someone who
works Inside an existing organization who sees an opportunity for a product or service and
mobilizes the organization’s resources to try to realize it ٞ ‫ث‬ ‫رررررر‬
ٞ‫ا‬
‫حىس‬ ‫ذ‬‫د‬ٍ
َ‫ها‬ .3 ٞ‫ا‬ ‫ح‬‫شط‬ ‫ف‬
‫ر‬
‫تا‬ ْ ‫ذ‬َ ٞ ‫ر‬ٞ ‫ر‬ٞ ‫ررر‬
‫عىتا‬ ‫ر‬
‫و‬ ‫داخ‬
‫ذا‬‫ق‬ ٞ ‫ررر‬ ‫ررر‬
‫ق‬ ٞ ‫ررر‬
‫دا‬‫ا‬‫ح‬‫س‬‫ذ‬‫د‬
‫هىتا‬‫ذ‬‫د‬ٍ
‫ٍها‬ ‫ي‬ ‫ر‬
‫ىبو‬‫ت‬
‫رد‬َ How Do
Entrepreneurs & Managers Differ ‫رر‬
‫خت‬ ‫ت‬
‫ش‬َ‫تث‬
‫بص‬‫ه‬ٌ ‫ٍب‬
‫ل‬ ‫ب‬ ‫خ‬‫س‬
‫رح‬ٍ B. Being a manager is what it
takes to Grow or Maintain ) a business‫بظ‬ ‫ف‬ ‫ح‬ ‫ان‬ ‫هى‬ ‫ع‬ ‫ع‬‫ه‬ٌ‫(ٍخ‬ A. Being an entrepreneur is what
it takes to Start a business ‫ًأ‬‫ر‬ً‫ى‬
‫بظ‬ ‫ف‬ ‫ح‬ ‫ان‬
‫و‬ ‫أ‬
‫هبعخ‬‫ى‬‫ب‬
‫ا‬ ‫ر‬ ‫ه‬ َ‫ت‬‫خ‬
‫يش‬ ‫األ‬
‫طًبو‬
‫ب‬ ‫ي‬
‫ى‬ ‫ه‬
‫ح‬‫ه‬‫ش‬َ‫ث‬
‫خ‬‫ذ‬‫د‬ٍ
ٞ
‫د‬
)
‫م‬
ٞ‫ه‬‫ت‬‫ٍخ‬
‫هى‬ ‫ع‬
‫بظ‬ ‫ف‬ ‫ح‬ ‫ان‬
( .Bٞ
‫د‬ ‫خ‬‫ذ‬‫د‬ٍ ‫ذ‬ ‫ر‬ ٞ‫ه‬ ٞ ‫ا‬ ‫ش‬ ‫ى‬ ‫ه‬ ‫ب‬ ‫ي‬ ‫طًبو‬ ٞ‫ذ‬ ْ‫دا‬
‫يش‬ ‫األ‬
ٞ ‫ح‬ ‫حدص‬‫ذ‬ ‫ب‬ ٞ‫ا‬‫ب‬ ‫رررررر‬ ‫رر‬
ٞ ‫ف‬ ‫ر‬
.Aٞ
‫د‬ ‫خ‬‫ذ‬‫د‬ٍ ‫ذ‬ ‫ائ‬ ‫س‬ ٗ‫ح‬‫ذ‬ ‫ب‬ ‫ى‬ ‫ه‬ ‫رر‬ ‫رررر‬
‫شحا‬ ‫ف‬
‫ء‬ ‫ذ‬ ‫ث‬ ‫ى‬
‫يش‬ ‫األ‬
‫طًبو‬
ٞ The Entrepreneurial Spirit َ‫ها‬
‫باا‬‫ٍخش‬ A. Necessity Entrepreneurs people who Suddenly Must Earn a entrepreneurs living and
are simply Trying To Replace Lost Income and are hoping a job comes along ) ٗ‫ح‬‫ذ‬‫ػ‬ ‫ٍب‬
‫حى‬‫ها‬
ٗ‫س‬‫ا‬‫مش‬
‫رررررر‬
ٗ‫س‬‫ا‬‫مش‬
( .‫ر‬ ‫رررر‬
‫ش‬ ٞ ‫ررر‬
‫ا‬‫ذ‬‫ؼ‬‫د‬
‫ح‬‫ي‬ ‫خت‬ ٞ َٞ ‫ر‬
‫ة‬ ‫د‬ ٞ ٞ ‫ر‬ ‫ررر‬
‫ص‬
‫ب‬ ‫خ‬‫ش‬ ‫األ‬ ٞ ‫بطت‬ ‫س‬‫ب‬ ‫ب‬
ٞ
‫فباخع‬‫ت‬
‫بثًع‬‫ت‬
‫ا‬‫ي‬‫زؼ‬‫ذ‬‫د‬ٍ
‫و‬ ‫ذخ‬ ‫اى‬
‫ه‬ ‫ذا‬ ‫ث‬ ‫ت‬ ‫اع‬ ‫زا‬‫ٍخدظر‬
ٞ‫ه‬‫د‬ ‫ف‬
ٞ
‫ب‬ B. Opportunity entrepreneurs those who Start their
business Out Of A Burning Desire rather than because they lost a job ٗ‫ح‬‫ذ‬‫ػ‬ ‫ٍب‬
‫حى‬‫ها‬
‫ح‬‫شط‬‫ف‬ ‫اى‬
‫ب‬
‫رررررر‬
‫غ‬ ‫ذاف‬ ‫ت‬
‫هبعًع‬‫ى‬‫ب‬
ٞ
‫تَبت‬
ٞ‫ر‬ ‫ٍخف‬
‫ئك‬ ‫أون‬ ‫رر‬ٞ َ ‫ا‬
ٞ ‫ف‬‫ف‬ٍَ‫ؼؼ‬
ٞ ‫ر‬
ٞ‫ه‬‫ن‬ٍَ‫ت‬
‫ج‬ ‫ذ‬ ٞ ‫رررر‬ Question George
thought there was an opportunity and opened a new deli in Irmo. He is a(n) __________. A.
Manager B. Intrapreneur C. Entrepreneur D. Omni-preneur © 2016 by McGraw-Hill
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