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MANAGEMENT & E-BUSINESS
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Transcript of MANAGEMENT & E-BUSINESS
MANAGEMENT & E-BUSINESS
LECTURE1
Dr. Mohamed Hesham Mansour
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“While
you teach,
you learn.”
Win – Win Transaction
My objectives My expectations from you
Your expectations from me
Your Objectives
-To pass knowledge-To pass experience-To facilitate applications-To learn-To gain new friends
-To be attentive-To probe-To seek guidance-To participate-To keep in touch
-To pass knowledge
-To pass experience
-To guide
-To be nice
-To give good
marks.
-To gain knowledge
-To gain experience
-To be able to apply
-To have fun
-To get your degree.
Standards of Evaluation
Attendance 10%
Participation 10%
Assignments 20%
Project 20%
Exam 40%
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RULES OF ENGAGEMENT
Participation is badly required and it isn’t GG
Side discussions are seriously prohibited
Questions are more than welcomed
Assignments to be delivered on time
Punctuality is mandatory
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Tools
PP Presentation Q&A Practical Exercises Case Studies Reading Materials Projects Researches TV Commercials
Topics to be discussed
NEW ERA OF MANAGEMENT “DAFT 2nd EDITION”
• Fundamentals of management
• Historical foundations of management
• The environment and corporate culture
• Managerial ethics and social responsibility
• Managerial planning and goal setting
• Strategy formulation and implementation
• Designing adaptive organizations
• Managerial and quality control
• Leadership in organizations
• Motivation in organizations
• Teamwork in organizations
Topics to be discussed
ELECTONIC COMMERCE 2008 “PEARSON INTERNATIONAL EDITION”
• Introduction to e-commerce and e-marketplaces
• Internet consumer retailing
• B2B e-commerce
• EC support services
• EC strategy and implementation
Contemporary ManagementNEW ERA OF MANAGEMENT
DAFT
LECTURE1
Dr. Mohamed Hesham Mansour
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Managing in Turbulent Times
Cha
pter
1
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Organizational Change
Pace continues to accelerate Change is major source of business risk
Driving Forces– Telecommunications– Diversity of Workers– Public consciousness– Global marketplace– Community of stakeholders
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Driving Force: Technology
Ever-advancing Technology has shrunk the world
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Driving Force: Diversity
Increasing diversity of workers has brought in a wide array of differing values, perspectives, and expectations among workers
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Driving Force: Public Consciousness
Public consciousness has become much more sensitive and demanding that organizations be more socially responsible
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Driving Force: Global Marketplace
Strive to remain competitive in the face of increasingly tough global competition
Much of the 3rd-world countries have joined the global marketplace, creating a wider arena for sales and services
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Driving Force: Stakeholders
Community of Stakeholders
Organizations are responsible to stockholders, and
Focus on building relationships with employees, customers, partners, and suppliers
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Nature of Management
Cope with diverse, far-reaching challenges
Driving Forces– Telecommunications– Diversity of Workers– Public consciousness– Global marketplace– Community of stakeholders
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Shift in Mindsets to Navigate Turbulence
Managers are asked to... Do more with less Engage whole employees See change rather than stability as natural Create vision and cultural values that
encourage collaborative workplace
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Making a Difference Today
Requires integrating...– Tried and true management skills
+– New approaches that emphasize
Human touch Enhance flexibility Involve employees’ hearts, minds, and bodies
Successful organizations don’t just happen...
they are managed to be that way!
ExerciseDefine Management
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Definition of Management
The attainment of organizational goals in an effective and efficient manner through
Four functions– planning, – organizing, – leading, and – controlling organizational resources.
Managers use a multitude of skills to perform functions
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Effectiveness& Efficiency
Efficiency (Means) Effectiveness (Ends)
Low Waste High Attainment
Goal Attainment
Management strives for:Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)
Resource Usage
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Functions of Management
Planning
Leading
Controlling Organizing
Use influence to motivate employees
Select goals and ways to attain
them
Assign responsibility for task
accomplishment
Monitor activities and make corrections
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The Process of Management
Planning
Leading
Resources
Controlling Organizing
Performance
•Human
•Financial
•Raw Materials
•Technological
•Information
•Attain goals
•Products
•Services
•Efficiency
•Effectiveness
Use influence to motivate employees
Select goals and ways to attain
them
Assign responsibility for task
accomplishment
Monitor activities and make
corrections
Exhibit 1.1 – page 9
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Planning Function
Definition– Defines goals for future organizational
performance– Decides tasks and use of resources needed
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Effective Goals Have Five Parts
1. Intentions
2. Outcomes
3. Methods/Resources
4. Deadlines
5. Action Plan
How to Set Goals
Intentions Outcomes Methods/Resources Deadlines
To:
- Develop
- Evaluate
- Increase
- Choose
- Decrease
- Purchase
- Install
- Test
- Inform
- Produce
- Complete
- Prevent
Having:
- A product
- An increased profit- An approach
- A reduced cost
- A more efficient way- Fewer mistakes
- Higher performance- A system
Through:
- Equipment
- Personal action
- Technology
- Delegation
- Staffing
- Training
- Task forces
- Analysis
- Research
How to Insure Success with Goals?
(AIR)
AAlignment
Have you aligned this goal with your organization’s mission?
Have you aligned this goal with your departmental mission?
Have you aligned this goal with your boss’s mission and vision?
IImpact
What difference will it make to the organization?
RRewards
What’s in it for everybody?
“Remember that people repeat the behavior for which they are rewarded”.
Performance Management and Alignment
Company Vision
Company core values
Company mission
Company goals
Critical Success Factors
Division objectives
Critical success factors
Individuals objectives
Priority Management
Priority DefinitionA priority is any task or item that is important and has relative urgency.
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Urgent Not Urgent
Imp
ort
an
t
Less
Imp
ort
an
tPriority Setting Matrix
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Organizing Function
Definition– Follows planning– Reflects how organization tries to accomplish plan– Involves assignment of
tasks into departments authority and allocation of resources across organization
Corporate Examples - Structural reorganizations– Hewlett-Packard, Sears, Xerox: accommodate changing plans– Voyant Technologies: increased sales; faster product
development
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Controlling Function
Definition
● Monitoring employees’ activities
● Determining whether the organization is on target toward its goals
● Making corrections as necessary
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Controlling Function
New Trends Empowerment and trust of employees = training
employees to monitor and correct themselves New information technology provides control without
strict top-down constraints
Lack of Control Information can lead to Organizational Failure
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Organizational Performance
Attainment of organizational goals in an efficient and effective manner
2nd half of definition of management
The Process of Management
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Organizational Performance
Organization - social entity that is goal directed and deliberately structured
Effectiveness - degree to which organization achieves a stated goal
Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output
Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner
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Management Skills
• Complex
• Multidimensional
• Range of skills
Manager’s Job
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Management Skills
Conceptual Skills – Cognitive ability to see the organization as a whole and the relationships among its parts
Human Skills – ability to work with and through other people and to work effectively as a group member
Technical Skills – understanding of and proficiency in the performance of specific tasks
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Management Skills & Management Functions Matrix
Function
Skill Planning Organizing Leading ControllingAcquiring power
Active listening
Budgeting
Choosing an effective leadership style
Coaching
Creating effective terms
Delegating
Designing motivating jobs
Developing trust
Disciplining
Interviewing
Managing Conflict
Managing Resistance to change
Mentoring
Negotiating
Providing Feedback
Reading and organization's culture
Running productive meetings
Scanning the environment
Setting goals
Solving problems Creatively
Valuing diversity
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Management Types - VerticalManagerial Levels in the Organizational Hierarchy
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Management Types - Horizontal
Functional Managers - – Responsible for a department that performs a
single functional task and – Has employees with similar training and skills
General Managers– Responsible for several departments that perform
different functions
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Managerial Types - Horizontal
Functional Managers– Advertising– Sales– Finance– Human Resources– Manufacturing– Accounting
General Managers– Self-contained division
such as a Dillard’s department store
– Project managers have general management responsibility as they coordinate people across several departments
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What is it like to be a Manager?
Manager Activities– Multitasking Fragmentation Variety
brevity
– Life on Speed Dial
Manager’s Role– Set of expectations for one’s behavior – Diverse activities 10 roles
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Ten Manager Roles
Category RoleInformational Monitor
Disseminator
Spokesperson
Interpersonal Figurehead
Leader
Liaison
Decisional Entrepreneur
Disturbance handler
Resource allocator
negotiator
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Mintzberg’s Managerial Roles
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Mintzberg’s Managerial Roles
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Mintzberg’s Managerial Roles
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Effective Versus Successful Managerial Activities (Luthans)
Effective Versus Successful Managerial Activities (Luthans)
1. Traditional managementDecision making, planning, and controlling
2. CommunicationExchanging routine information and processing
paperwork3. Human resource management
Motivating, disciplining, managing conflict, staffing, and training
4. NetworkingSocializing, politicking, and interacting with
others
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Allocation of Activities by TimeAllocation of Activities by Time
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Hierarchical Levels
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Managing During Turbulent Times
Stay Calm Be Visible Put People Before Business Tell the Truth Know When to Get Back to Business
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Assignment # 1 (Individuals) (03/03/2010)
Search for other definitions for Management Analyze and Criticize Define Management in your own words and
Justify
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THANK YOU