principles of management bus 220 first semester 2014

Principles of ManagementBUS 220

First semester 2014

Instructor Info.Dr. Mohammed A. Nasseef

• Email:

[email protected] • Website:

www.nasseef.infoContact Number:

0540627773 ( SMS and whatsApp)

note: mobile number is for urgent calls, please if you call consider a appropriate time.

Grading Policy

• Quiz 1-2 10• Midterms 20• Team Project Written Report 15• case study 15• Class Participation 10

• Final Exam 30• TOTAL 100

Reference Book

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall. 1-4

1Chapter

Copyright ©2011 Pearson Education

ManagersandManagement

Learning Outcomes

• Tell who managers are and where they work• Define management• Describe what managers do• Explain why it’s important to study

management• Describe the factors that are reshaping and

redefining management

Copyright ©2011 Pearson Education 1-6

Who Are Managers?Where Do They Work?• Organization

– A deliberate arrangement of people brought together to accomplish some are deliberate arrangements of people to accomplish a specific purpose.

• Common Characteristics of Organizations– Distinct purpose

• Every organization has a purpose and is made up of people who are grouped in some fashion.

– See Exhibit 1-1. – This distinct purpose is typically expressed in terms of a goal or set of goals.

– People working together- Second, purposes or goals can only be achieved through people.

- A deliberate systematic structure• Third, all organizations develop a systematic structure that defines and limits

the behavior of its members. – Developing structure may include creating rules and regulations, giving some members

supervisory control, forming teams, etc.

1-7Copyright ©2011 Pearson Education

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall. 1-9

So the term organization refers to an entity that has a distinct purpose, has

people or members, and has a systematic structure

Organization?

How Are Managers Different from Nonmanagerial Employees?

• Nonmanagerial Employees – People who work directly on a job or task and

have no responsibility for overseeing the work of others.

– Examples, associates, team members

• Managers – Individuals in organizations who direct the

activities of others.


What Titles Do Managers Have?

• Top Managers – Responsible for making decisions about the direction

of the organization.– Examples; President, Chief Executive Officer, Vice-

President• Middle Managers

– Manage the activities of other managers. – Examples; District Manager, Division Manager

• First-line Managers – Responsible for directing nonmanagerial employees– Examples; Supervisor, Team Leader


What Is Management?

• Management – The process of getting things done effectively and

efficiently, with and through people

• Effectiveness – “Doing the right things”, doing those tasks that

help an organization reach its goals

• Efficiency – Concerned with the means, efficient use of

resources like people, money, and equipment


What Do Managers Do?

In the functions approach proposed by French industrialist Henri Fayol, all managers perform certain activities or functions


Four Management Functions

• Planning – Defining the organizational purpose and ways to

achieve it• Organizing

– Arranging and structuring work to accomplish organizational goals

• Leading – Directing the work activities of others

• Controlling – Monitoring, comparing, and correcting work

performance


What Roles Do Managers Play?

Henry Mintzberg observed that a manager’s job can be described by ten roles performed by managers in three general categories

• Interpersonal Roles – Figurehead, Leader, and Liaison

• Informational Roles – Monitor, Disseminator and Spokesperson

• Decisional roles – Entrepreneur, Disturbance Handler, Resource

Allocator and Negotiator


What Skills Do Managers Need?

Robert Katz and others describe four critical skills in managing

• Conceptual Skills – Used to analyze complex situations

• Interpersonal Skills – Used to communicate, motivate, mentor and delegate

• Technical Skills – Based on specialized knowledge required for work

• Political Skills – Used to build a power base and establish connections


Is The Manager’s Job Universal?

The previous discussion describe management as a generic activity. In reality, a manager’s job varies with along several dimensions

• Level in the Organization– Top level managers do more planning than

supervisors

• Profit vs. Nonprofit– Management performance is measured on

different objectives


Is the Manager’s Job Universal? (cont’d)

• Size of the Organization– Small businesses require

an emphasis in the management role of spokesperson

• National Borders– These concepts work

best in English-speaking countries and may need to be modified in other global environments


Why Study Management?

• All of us have a vested interest in improving the way organizations are managed

• Organizations that are well managed find ways to prosper even in challenging economic times

• After graduation most students become managers or are managed


What Can Students of Management Learn From Other Courses?

• Anthropology– The study of social

societies which helps us learn about humans and their activities

• Economics– Provides us with an

understanding of the changing economy and competition in a global context


What Can Students of Management Learn From Other Courses? (cont’d)

• Philosophy– Inquires into the nature

of things, particularly values and ethics

• Political Science– The study of behavior

and groups within a political environment

• Psychology– The science that seeks to

measure, explain and sometimes change the behavior of humans

• Sociology– The study of people in

relationship to their fellow human beings


What Factors Are Reshaping and Redefining Management?Welcome to the new world of management!

Today managers must deal with– Changing workplaces– Ethical and trust issues– Global economic uncertainties– Changing technologies


Why Are Customers Important to the Manager’s Job?• Without customers most organizations would

cease to exist• Today we’re discovering that employee

attitudes and behaviors play a big part in customer satisfaction

• Managers must create a customer responsive where employees are friendly, knowledgeable, responsive g to customer needs


Why Is Innovation Important to the Manager’s Job?

• “Nothing is more risky than not innovating”

• Innovation isn’t just important for high technology companies but essential in all types of organizations



A Brief History ofManagement’s Roots

History Module

Early Management

• Management has been practiced a long time.

• Organized endeavors directed by people responsible for planning, organizing, leading and controlling have existed for thousands of years


Classical Approaches

• Scientific Management– Frederick W. Taylor

described scientific management as a method of scientifically finding the “one best way to do a job”


Other Classic Approaches

• General Administrative Theory– focused on what constituted good

management– Max Weber (pictured) described the

bureaucracy as an ideal rational form of organization

– Henri Fayol identified five management functions and 14 management principles


Behavioral Approaches

• Early management writers included– Robert Owen, was concerned about deplorable

working conditions– Hugo Munsterberg, a pioneer the field of

industrial psychology– Mary Parker Follett recognized hat organizations

could be viewed from both individual and group behavior.


The Hawthorne Studies

• Conducted at the Western Electric Company Works these studies: – Provided new insights into

individual and group behaviorin the behavior of people at work.

– Concluded that group pressures can significantly impact individual productivity


Copyright ©2011 Pearson Education 1–37

Quantitative Approaches

• Quantitative Approach– Used quantitative techniques to improve decision

making– Evolved from mathematical and statistical

solutions developed for military problems during World War II

– W. Edwards Deming and Joseph M. Duran ‘s ideas became the basis for total quality management (TQM)

Contemporary Approaches

• Focused on managers’ concerns inside the organization– Chester Barnard wrote in his 1938 book The

Functions of the Executive that an organization functioned as a cooperative system

– Fred Feildler first popularized the contingency approach (or situational approach) which says that organizations, employees, and situations are different and require different ways of managing


principles of management bus 220 first semester 2014

Documents

pearson education copyright

pearson education managers

prentice hall

managers different

managers doexplain

managers responsible

nonmanagerial employees

vicepresidentmiddle