01 Intro Mgmt&Org_PPT

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Introductions

Who am I ?

Who are you ? Why are we here ?


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Course INTRODUCTIONWho Are We?

Instructor:

Ahmad Abdel Bassit,PhD. (mgmt)

[email protected]

202- 50503534 Off.
mailto:[email protected]:[email protected]


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Other contacts:Mrs. Nessreen El Abiad

2012-616 11 44 mob.

202-3534 5038 [email protected]


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Some Ground Rules

Please be punctual

Please respect your colleagues andtheir opinions

Please honor rules for asking questionsand sharing information

Stay engaged and energized!


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5

Learning Icebreaker:How Well Do You Know Your Watch?

Things you Know(and know that you

know them)

Things You Dont Know(but think you do!)

Things You Dont Know(but know you dont know

them)


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Copyright 2005 Prentice Hall, Inc. All rights reserved. 16

Common Sense

- Freedom is the ability to behave acceptably &voluntarily before the others do.

- Let yourconscious be yourjudge - Self respect is a function of our behavior &

conduct.

- Sense of responsibility is irrelevant of ourage.

- Learning is not only to pass the exam.

- IfI dont care , dont ask the others to do.

- Excellence is guaranteed for those who pay the

price. - Lets agree to disagree agreeably.

- To rationalizeis to tell yourself Rationallies


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8th edition

Steven P. Robb ins

Mary Coulter

PowerPoint Presentation by Charlie Cook

Copyright 2005 Prentice Hall, Inc.All rights reserved.


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L E A R N I N G O U T L I N EFollow this Learning Outl ine as you read and study this chapter .

Who Are Managers?

Explain how manager differ from non-managerial

employees.

Discuss how to classify managers in organizations.

What Is Management?

Define management.

Contrast efficiency and effectiveness.

Explain why efficiency and effectiveness are important to

management.


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L E A R N I N G O U T L I N E (contd)Follow this Learning Outl ine as you read and study this chapter .

What Do Managers Do?

Describe the four functions of management.

Explain Mintzbergs managerial roles.

Describe Katzs three essential managerial skills and howthe importance of these skills changes depending on

managerial level.

Discuss the changes that are impacting managers jobs.

Explain why customer service and innovation are

important to the managers job.


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L E A R N I N G O U T L I N E (contd)Follow this Learning Outl ine as you read and study this chapter .

What Is An Organization?

Describe the characteristics of an organization.

Explain how the concept of an organization is changing.

Why Study Management? Explain the universality of management concept.

Discuss why an understanding of management is

important even if you dont plan to be a manager.

Describe the rewards and challenges of being a manager.


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Who Are Managers?

ManagerSomeone who works with , throughandespiteother

people by coordinating and integrating their work

activities in order to accomplish organizational goals.


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Classifying Managers

First-line ManagersAre at the lowest level of management and manage

the work of non-managerial employees.

Middle Managers

Manage the work of first-line managers.

Top Managers

Are responsible for making organization-wide

decisions and establishing plans and goals that affectthe entire organization.


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Exhibit 1.1

Managerial Levels


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What Is Management?

Getting things done For,Thru, In spite of

Managerial Concerns

Efficiency

Doing things right

Getting the most output for the least inputs

Effectiveness

Doing the right things

Attaining organizational goals

Effectiveness is:doing what is appropriate (decisionmaking/judgement)

in the circumstances (evidence),

and having the capacity (knowledge and skills) to

carry it out.


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Exhibit 1.2

Effectiveness and Efficiency in Management


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What Do Managers Do?

Functional Approach1. Planning

Defining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.

2. OrganizingArranging work to accomplish organizational goals.

3. Leading

Working with and through people to accomplish goals.

4. Controlling

Monitoring, comparing, and correcting the work.


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Exhibit 1.3

Management Functions


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What Do Managers Do? (contd)

Management Roles Approach

1- Interpersonal roles1-1 Figurehead,

1-2 leader,

1-3 liaison

2- Informational roles2-1 Monitor,

2-2 disseminator,

2-3 spokesperson

3- Decisional roles3-1 Disturbance handler,

3-2 resource allocator,

3-3 negotiator


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What Do Managers Do? (contd)

Skills ApproachTechnical 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


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Exhibit 1.5

Skills Needed at Different Management Levels


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Exhibit 1.6a

Conceptual Skills

1. Using information to solve business problems

2. Identifying of opportunities for innovation

3. Recognizing problem areas and implementing

solutions

4. Selecting critical information from masses of data

5. Understanding of business uses of technology

6. Understanding of organizations business model

Source: Based on American Management Association Survey of Managerial Skills and

Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.


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Communication Skills

1. Ability to transform ideas into words andactions

2. Credibility among colleagues, peers, and

subordinates3. Listening and asking questions

4. Presentation skills; spoken format

5. Presentation skills; written and/or graphic

formats


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Exhibit 1.6c

Effectiveness Skills

1. Contributing to corporate mission/departmental objectives

2. Customer focus3. Multitasking: working at multiple tasks in parallel

4. Negotiating skills

5. Project management

6. Reviewing operations and implementing improvements

7. Setting and maintaining performance standards internally and

externally

8. Setting priorities for attention and activity

9. Time management




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Exhibit 1.6d

Interpersonal Skills

1. Coaching and mentoring skills

2. Diversity skills: working with diverse people

and cultures

3. Networking within the organization

4. Networking outside the organization

5. Working in teams; cooperation and

commitment




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Exhibit 1.7

Management Skills and Management Function Matrix


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Exhibit 1.8

Changes

Impacting

the Managers

Job


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What Is An Organization?

An Organization is Defined as: A deliberate arrangement of people to accomplish

some specific purpose

Common Characteristics of Organizations

1. Have a distinct purpose (goal)

2. Composed ofpeople

3. Have a deliberate structure


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Exhibit 1.9

Characteristics of Organizations


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Exhibit 1.10

The Changing Organization


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Why Study Management?

The Value of Studying ManagementThe 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 monetaryrewards for their efforts.


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Exhibit 1.11

Universal Need for Management


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Comments?

Suggestions?

Questions?

1. -Study what has been discussed

2. -Review what will be presented

-Good luck.

-See you next time (Inshaallaah)

AB


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Exhibit 1.12

Rewards and Challenges of Being A Manager

01 Intro Mgmt&Org_PPT

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