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Running head PROJECT MANAGEMENT .docx

The document discusses a construction company's project to build modern residential apartments. It outlines the company's needs, including facing stiff competition and losing customers. The proposed solution is to construct apartments that will save on land costs and house many tenants. The project scope, deliverables, resources, scheduling, pricing, risks, and expected benefits are then summarized. The project aims to attract more customers and make profits for the company.

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Running head: PROJECT MANAGEMENT 1 PROJECT MANAGEMENT 7 Project Management William Fiedler Columbia Southern University Project Management Statement of the Customer’s Needs The project is in line with the company’s efforts to construct more homes for the public. Currently, the firm is facing stiff competition from other businesses in the construction industry. For instance, some construction firms have adopted strategies such as advertising to attract customers. Equally, other firms have been in the market for a more extended time which gives them an advantage (Hesterly & Barney, 2008). As a result, the company has few customers for its products. Also, the
construction industry is facing a challenge of limited land. The increase in population has put a lot of pressure on the available land which has reduced the land available for construction. As a result, the available land is too expensive to purchase. Assumptions One of the assumptions of the project is that the competition in the construction industry will continue to increase. The other assumption is that the value of land in the market will keep on appreciating. Another assumption is that the construction company will keep losing its customers if it does come up with an effective strategy as soon as possible. Also, it is assumed that there is a high demand for houses in the market and that minimum costs are incurred in the construction industry. The Project Scope The proposed solution is to construct modern residential apartments since they occupy less space on land. The solution will benefit the firm in various ways. For instance, the apartments will save on land since they will occupy more vertical space as compared to horizontal space. Equally, less land will be purchased which will help the company to save money. Another benefit that a construction industry can reap from implementing this solution is that the apartment will make the firm a lot of profit. The apartment will home many people who will generate a lot of profit for the company once it sells or leases these apartments. Based on this solution, research will be conducted on the best modern designs that will be used in the construction of these apartments. Information will be collected through observing the other apartments in the area to get a glimpse of what the company needs to do and what to avoid. Equally, construction experts such as architects will be consulted on the same to help come up with the best modern designs. Additionally, the land available for construction will be investigated and the information generated analyzed to determine if it is suitable for construction. Consequently, this measure will prevent issues such as the collapse of the flats after completion. The
construction materials will be researched to aid in selecting the best resources to use to ensure that quality apartments are constructed. Modern flats are attractive in the market since they meet the needs of the contemporary public. In the process, these apartments will generate profits for construction industries. Therefore, this project will be geared towards attracting more clients for the company and making profits for the firm, a solution that best addresses the issues being faced by the construction company. Deliverables The deliverables in this construction project include an architect who will be responsible for designing the apartments and providing the design drawings. As a result, the client will be able to see how the buildings will appear. Another deliverable that will be provided is an engineering report and a site investigation report. The other deliverables include personnel that will be responsible for decorating the apartments. The final deliverable will the apartments. Resources The construction project will require resources to ensure its success. They will be categorized into two parts, resources provided by the construction company and the resources that we will provide for the client. The latter includes resources such as materials for construction, land, and capital while the former will provide labor, the construction experts such as engineers and architects, designs of the apartments, and the manual workers. Scheduling The project will take two years to complete. The first step will be a site investigation which will take two weeks. The architects will the take a month to design the apartments and present the design drawings for approval. From there, the required materials and the equipment will be purchased and availed at the site which will take a month. The following ten months will be used to construct the apartments from the ground up to the last floor. The final year will be used for finishing the
apartments which will include activities such as painting, installing sanitation equipment, and decorating the apartments Pricing The costs that will be incurred include; Contractor $ 205, 000 Subcontractors $ 100, 463 Materials $ 500, 000 Labor $ 50, 000 Equipment $ 300,000 Expected Benefits $ 20,000 Total = $ 1, 175, 463 Risks One of the risks that may be encountered in the construction project is an unfavorable climate such as rainy seasons. As a result, the construction will be delayed. Nonetheless, measures will be taken to ensure that the construction proceeds during the rainy season Smith, Merna & Jobling, 2009). Another risk that may be encountered is expensive materials and equipment. However, this risk will be addressed by using the alternatives for these items. Expected Benefits One of the benefits of this project is that the apartments will have a parking lot which will attract clients for the construction company. Most people are drawn to homes that have a place where they can park their vehicles. The other benefit is a building advertisement which will be placed on one side of the apartment to help market the apartments. References Hesterly, B., & Barney, J. (2008). Strategic management and
competitive advantage. England: Pearson Prentice Hall. Smith, N. J., Merna, T., & Jobling, P. (2009). Managing risk: in construction projects. John Wiley & Sons. Student Version How Organizations and Environments Interact
Environments Organization Environment Interface Organizations Change and Complexity Competitive Forces Turbulence Information Management Strategic Response Mergers, Takeovers, Acquisitions, Alliances Organization Design and Flexibility Direct Influence © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–2 2 Five-Forces Analysis (Porter) Performance of organizations in an industry Power of
Buyers Level of Rivalry Power of Suppliers Threat of New Entrants Threat of Substitute Products © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–3 3 Determinants of Individual Ethics Family Influences Situational Factors Values and Morals Experiences Peer Influences Individual Ethics
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–4 4 Managerial Ethics Employees Organization
• Conflicts of interest • Secrecy and confidentiality • Honesty • Hiring and firing • Wages and working conditions • Privacy and respect Subject to ethical ambiguities • Advertising and promotions • Ordering and purchasing • Bargaining and negotiation • Financial disclosure • Shipping and solicitation • Other business relationships
Economic Agents • Customers • Competitors • Stockholders • Suppliers • Dealers • Unions Areas of concern for managerial ethics: How the firm treats the employee. How the employee treats the firm. How the firm treats other economic agents. How the firm handles its financial reporting © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–5 5
Fostering Ethical Organization Behavior Train Employees Written Code of Ethics Individual Issues: Behavior, Conscience, Privacy Top Management Involvement Managing Ethical Behavior © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–6 6 Emerging Ethical Issues Ethical Leadership (Integrity) Ethics and Information Technology (Privacy) Corporate Governance (Sarbanes-Oxley) Ethical Issues in Organizations © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
2–7 7 Social Responsibility The Stakeholders The General Social Welfare The Environment Social Responsibility of Organizations © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–8 8 Approaches to Social Responsibility Proactive Stance Accommodative Stance Defensive Stance Obstructionist Stance
Highest Degree of Social Responsibility Lowest Degree of Social Responsibility © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–9 9 How Business and Government Influence Each Other © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–10 10 Managing Social Responsibility Legal compliance Ethical compliance Philanthropic giving Formal Organizational Dimensions Organization leadership and culture
Whistle Blowing Informal Organizational Dimensions © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–11 11 Trends in International Business Economic recovery from WWII Decreasing isolation from competition Increasing globalization of markets International Business Trends © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–12 12 International Business Activity Types of International Business Activity Importing
Exporting Licensing Direct Investment Alliances and Joint Ventures © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–13 13 The Context of International Management International Management Functions Political/Legal Environment Government stability Incentives for international trade Controls on international trade Economic communities Economic Environment Economic system Natural resources Infrastructure Cultural Environment Values, symbols, beliefs, and language Individual differences across cultures © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–14 14 Quotas Export restraint agreements Tariffs Controls on International Trade International Trade Controls © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–15 15 The Structure of the Global Economy European Union (EU) North American Free Trade Agreement (NAFTA) Latin American Integration Association Caribbean Common Market Economic Communities © 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–16 16 Determinants of Organization Culture Organization founder Symbolic stories and ceremonies Corporate success Shared experiences Organization Culture © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–17 17 Student Version
What Is Management? Engaging in a set of activities Using organization resources Achieving organizational goals Management Is… © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–2 2 5 Basic Responsibility of Management Efficiently Effectively Managing Organizations © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–3 3 6
Kinds of Managers by Level Middle Managers First-Line Managers Top Managers Kinds of Managers by Organization Level © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–4 4 Kinds of Managers by Area Human Resources Managers Administrative Managers Specialist Managers Kinds of Managers by Area Marketing Managers Financial Managers Operations Managers © 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–5 5 The Management Process Planning Organizing Leading Controlling © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–6 6 9 What Skills Do Managers Need? Interpersonal Fundamental Management Skills
Technical Conceptual Communication Time Management Decision Making Diagnostic © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–7 7 Management: Science or Art? The Science of Management The Art of Management © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–8 8
18 The Importance of Theory and History Management Theory Management History Understanding Management © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–9 9 The Historical Context of Management
3000 B.C. 2500 B.C. A Sumerians F Chinese B Egyptians C Babylonians D Greeks G Venetians E Romans 2000 B.C. 1500 B.C. 1000
B.C. 500 B.C. A.D. 1500 A.D. 500 A.D. 1000 A Used written rules and regulations for governance B Used management practices to construct pyramids C Used extensive set of laws and policies for governance D Used different governing systems for cities and state E Used organized structure for communication and control F Used extensive organization structure for government agencies and the arts G Used organization design and planning concepts to control the seas
© 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–10 10 Classical Management Perspective Scientific Management Administrative Management Classical Management Perspective Fredrick Taylor Frank and Lillian Gilbreth Henri Fayol Lyndall Urwick Max Weber © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–11
11 5 Behavioral Management Perspective Hugo Munsterberg Mary Parker Follett Behavioral Management Perspective © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–12 12 21 Lights, Roll Camera, Manage !!! Interpersonal Roles Informational Roles Key Managerial Roles Decisional
Roles © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–13 13 Key Managerial Roles (Munsterberg) Key Management Roles Interpersonal Roles Decisional Roles Informational Roles Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance handler Negotiator © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for
use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–14 14 Supervisor Individual Needs and Motives Social Context Individual Responses Task Human Relations View of Management © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–15 15 Behavioral Management Theorists McGregor’s Theory X and Theory Y Maslow’s Hierarchy of Needs Behavioral Management Contributors © 2016 Cengage Learning. All rights reserved. May not be
copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–16 16 23 Quantitative Management Perspective Operations Management Management Science Quantitative Management Fields © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–17 17 31
The Systems Perspective Open Systems Closed Systems Subsystems Organizational Systems Concepts © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–18 18 37 The Contingency Perspective Universal Perspectives Contingency Perspective Management of Organizations © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–19 19
The Contingency Perspective Process Problem or Situation Solution or Action B

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Running head PROJECT MANAGEMENT .docx

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    Running head: PROJECTMANAGEMENT 1 PROJECT MANAGEMENT 7 Project Management William Fiedler Columbia Southern University Project Management Statement of the Customer’s Needs The project is in line with the company’s efforts to construct more homes for the public. Currently, the firm is facing stiff competition from other businesses in the construction industry. For instance, some construction firms have adopted strategies such as advertising to attract customers. Equally, other firms have been in the market for a more extended time which gives them an advantage (Hesterly & Barney, 2008). As a result, the company has few customers for its products. Also, the
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    construction industry isfacing a challenge of limited land. The increase in population has put a lot of pressure on the available land which has reduced the land available for construction. As a result, the available land is too expensive to purchase. Assumptions One of the assumptions of the project is that the competition in the construction industry will continue to increase. The other assumption is that the value of land in the market will keep on appreciating. Another assumption is that the construction company will keep losing its customers if it does come up with an effective strategy as soon as possible. Also, it is assumed that there is a high demand for houses in the market and that minimum costs are incurred in the construction industry. The Project Scope The proposed solution is to construct modern residential apartments since they occupy less space on land. The solution will benefit the firm in various ways. For instance, the apartments will save on land since they will occupy more vertical space as compared to horizontal space. Equally, less land will be purchased which will help the company to save money. Another benefit that a construction industry can reap from implementing this solution is that the apartment will make the firm a lot of profit. The apartment will home many people who will generate a lot of profit for the company once it sells or leases these apartments. Based on this solution, research will be conducted on the best modern designs that will be used in the construction of these apartments. Information will be collected through observing the other apartments in the area to get a glimpse of what the company needs to do and what to avoid. Equally, construction experts such as architects will be consulted on the same to help come up with the best modern designs. Additionally, the land available for construction will be investigated and the information generated analyzed to determine if it is suitable for construction. Consequently, this measure will prevent issues such as the collapse of the flats after completion. The
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    construction materials willbe researched to aid in selecting the best resources to use to ensure that quality apartments are constructed. Modern flats are attractive in the market since they meet the needs of the contemporary public. In the process, these apartments will generate profits for construction industries. Therefore, this project will be geared towards attracting more clients for the company and making profits for the firm, a solution that best addresses the issues being faced by the construction company. Deliverables The deliverables in this construction project include an architect who will be responsible for designing the apartments and providing the design drawings. As a result, the client will be able to see how the buildings will appear. Another deliverable that will be provided is an engineering report and a site investigation report. The other deliverables include personnel that will be responsible for decorating the apartments. The final deliverable will the apartments. Resources The construction project will require resources to ensure its success. They will be categorized into two parts, resources provided by the construction company and the resources that we will provide for the client. The latter includes resources such as materials for construction, land, and capital while the former will provide labor, the construction experts such as engineers and architects, designs of the apartments, and the manual workers. Scheduling The project will take two years to complete. The first step will be a site investigation which will take two weeks. The architects will the take a month to design the apartments and present the design drawings for approval. From there, the required materials and the equipment will be purchased and availed at the site which will take a month. The following ten months will be used to construct the apartments from the ground up to the last floor. The final year will be used for finishing the
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    apartments which willinclude activities such as painting, installing sanitation equipment, and decorating the apartments Pricing The costs that will be incurred include; Contractor $ 205, 000 Subcontractors $ 100, 463 Materials $ 500, 000 Labor $ 50, 000 Equipment $ 300,000 Expected Benefits $ 20,000 Total = $ 1, 175, 463 Risks One of the risks that may be encountered in the construction project is an unfavorable climate such as rainy seasons. As a result, the construction will be delayed. Nonetheless, measures will be taken to ensure that the construction proceeds during the rainy season Smith, Merna & Jobling, 2009). Another risk that may be encountered is expensive materials and equipment. However, this risk will be addressed by using the alternatives for these items. Expected Benefits One of the benefits of this project is that the apartments will have a parking lot which will attract clients for the construction company. Most people are drawn to homes that have a place where they can park their vehicles. The other benefit is a building advertisement which will be placed on one side of the apartment to help market the apartments. References Hesterly, B., & Barney, J. (2008). Strategic management and
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    competitive advantage. England:Pearson Prentice Hall. Smith, N. J., Merna, T., & Jobling, P. (2009). Managing risk: in construction projects. John Wiley & Sons. Student Version How Organizations and Environments Interact
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    Environments Organization Environment Interface Organizations Changeand Complexity Competitive Forces Turbulence Information Management Strategic Response Mergers, Takeovers, Acquisitions, Alliances Organization Design and Flexibility Direct Influence © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–2 2 Five-Forces Analysis (Porter) Performance of organizations in an industry Power of
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    Buyers Level of Rivalry Power of Suppliers Threatof New Entrants Threat of Substitute Products © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–3 3 Determinants of Individual Ethics Family Influences Situational Factors Values and Morals Experiences Peer Influences Individual Ethics
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    © 2016 CengageLearning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–4 4 Managerial Ethics Employees Organization
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    • Conflicts of interest • Secrecyand confidentiality • Honesty • Hiring and firing • Wages and working conditions • Privacy and respect Subject to ethical ambiguities • Advertising and promotions • Ordering and purchasing • Bargaining and negotiation • Financial disclosure • Shipping and solicitation • Other business relationships
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    Economic Agents • Customers • Competitors • Stockholders • Suppliers • Dealers • Unions Areas ofconcern for managerial ethics: How the firm treats the employee. How the employee treats the firm. How the firm treats other economic agents. How the firm handles its financial reporting © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–5 5
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    Fostering Ethical OrganizationBehavior Train Employees Written Code of Ethics Individual Issues: Behavior, Conscience, Privacy Top Management Involvement Managing Ethical Behavior © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–6 6 Emerging Ethical Issues Ethical Leadership (Integrity) Ethics and Information Technology (Privacy) Corporate Governance (Sarbanes-Oxley) Ethical Issues in Organizations © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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    2–7 7 Social Responsibility The Stakeholders TheGeneral Social Welfare The Environment Social Responsibility of Organizations © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–8 8 Approaches to Social Responsibility Proactive Stance Accommodative Stance Defensive Stance Obstructionist Stance
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    Highest Degree ofSocial Responsibility Lowest Degree of Social Responsibility © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–9 9 How Business and Government Influence Each Other © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–10 10 Managing Social Responsibility Legal compliance Ethical compliance Philanthropic giving Formal Organizational Dimensions Organization leadership and culture
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    Whistle Blowing Informal Organizational Dimensions ©2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–11 11 Trends in International Business Economic recovery from WWII Decreasing isolation from competition Increasing globalization of markets International Business Trends © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–12 12 International Business Activity Types of International Business Activity Importing
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    Exporting Licensing Direct Investment Alliances andJoint Ventures © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–13 13 The Context of International Management International Management Functions Political/Legal Environment Government stability Incentives for international trade Controls on international trade Economic communities Economic Environment Economic system Natural resources Infrastructure Cultural Environment Values, symbols, beliefs, and language Individual differences across cultures © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for
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    use as permittedin a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–14 14 Quotas Export restraint agreements Tariffs Controls on International Trade International Trade Controls © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–15 15 The Structure of the Global Economy European Union (EU) North American Free Trade Agreement (NAFTA) Latin American Integration Association Caribbean Common Market Economic Communities © 2016 Cengage Learning. All rights reserved. May not be
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    copied, scanned, orduplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–16 16 Determinants of Organization Culture Organization founder Symbolic stories and ceremonies Corporate success Shared experiences Organization Culture © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 2–17 17 Student Version
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    What Is Management? Engagingin a set of activities Using organization resources Achieving organizational goals Management Is… © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–2 2 5 Basic Responsibility of Management Efficiently Effectively Managing Organizations © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–3 3 6
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    Kinds of Managersby Level Middle Managers First-Line Managers Top Managers Kinds of Managers by Organization Level © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–4 4 Kinds of Managers by Area Human Resources Managers Administrative Managers Specialist Managers Kinds of Managers by Area Marketing Managers Financial Managers Operations Managers © 2016 Cengage Learning. All rights reserved. May not be
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    copied, scanned, orduplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–5 5 The Management Process Planning Organizing Leading Controlling © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–6 6 9 What Skills Do Managers Need? Interpersonal Fundamental Management Skills
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    Technical Conceptual Communication Time Management Decision Making Diagnostic © 2016 CengageLearning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–7 7 Management: Science or Art? The Science of Management The Art of Management © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–8 8
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    18 The Importance ofTheory and History Management Theory Management History Understanding Management © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–9 9 The Historical Context of Management
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    B.C. 500 B.C. A.D. 1500 A.D. 500 A.D. 1000 A Used written rulesand regulations for governance B Used management practices to construct pyramids C Used extensive set of laws and policies for governance D Used different governing systems for cities and state E Used organized structure for communication and control F Used extensive organization structure for government agencies and the arts G Used organization design and planning concepts to control the seas
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    © 2016 CengageLearning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–10 10 Classical Management Perspective Scientific Management Administrative Management Classical Management Perspective Fredrick Taylor Frank and Lillian Gilbreth Henri Fayol Lyndall Urwick Max Weber © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–11
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    11 5 Behavioral Management Perspective HugoMunsterberg Mary Parker Follett Behavioral Management Perspective © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–12 12 21 Lights, Roll Camera, Manage !!! Interpersonal Roles Informational Roles Key Managerial Roles Decisional
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    Roles © 2016 CengageLearning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–13 13 Key Managerial Roles (Munsterberg) Key Management Roles Interpersonal Roles Decisional Roles Informational Roles Figurehead Leader Liaison Monitor Disseminator Spokesperson Entrepreneur Disturbance handler Negotiator © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for
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    use as permittedin a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–14 14 Supervisor Individual Needs and Motives Social Context Individual Responses Task Human Relations View of Management © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–15 15 Behavioral Management Theorists McGregor’s Theory X and Theory Y Maslow’s Hierarchy of Needs Behavioral Management Contributors © 2016 Cengage Learning. All rights reserved. May not be
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    copied, scanned, orduplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–16 16 23 Quantitative Management Perspective Operations Management Management Science Quantitative Management Fields © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–17 17 31
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    The Systems Perspective OpenSystems Closed Systems Subsystems Organizational Systems Concepts © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–18 18 37 The Contingency Perspective Universal Perspectives Contingency Perspective Management of Organizations © 2016 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 1–19 19
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    The Contingency PerspectiveProcess Problem or Situation Solution or Action B