Contambrary Manegment

Contemporary
Management
Course
1
Part 1
How Do we
Define Management
2
, ,The
TheProcess
Processofofgetting
gettingthings Done““
thingsDone
Effectively andEfficiently
Effectivelyand EfficientlyThrough
Throughand
and
With
WithOther
OtherPeople
People” ”. .
This Definition is Not

? Comprehensive ….Why
3
Neglect the main dimensions of
management (management
(profession
4
?What is the comprehensive definition
5
 It is integrated group of
managerial activities
( Managerial process(.
 Which Contributes in
6
 The decision of establishment the
Corporate Project Through visibility
studies .
 Designing building the corporate’s

entities ( operation processes entities.
 Managing the corporate’s entities

during the operational processes.
7
All this for using the resources with the
effiency to achieve the target
( .Aims ( Target Effectiveness
This work performed by
professional managers in all managerial

levels according to external and internal quality
standards, internal, external, environmental
“variables
8
What are the main features of
management according to this
?definition
The integration , Internationalship of- 1

the systematic managerial work of the
.manager
9
what are the elements of this systematic
?managerial process
( ? The Management Processes(
OR
OR
?What are Function of Manager
10
:Management functions are
(Management process(
 Planning .
 Organizing .
 Directing (leading( .
 Controlling .
11
:Planning Means
What does The Corporate Want To

achieve ? And how it Can achieve to what
, It wants ( Defining goals
(Developing Plans( ,
12
Organizing: :
Organizing
DeterminingRoles,
Determining Roles,tasks
taskstotobe
bedone
done: :
Through
13
 Developing, descripting Organizational,
Functional structures .
 Job description system .
:Directing
:Motivating, directing the employees through
14
 Leadership
 Communication .
 Motivation .
 written or oral directions and

instructions of work .
15
Controlling : The Process of Monitoring
Performance and Comparing it wit Target
goals and correcting and Significant
deviations
through the control system.
16
Whatare
What arethe
themain
mainelements
elementsofofthe
the
controlsystem?
control system?
 Quality standards .
 Performance measurement .
 Determination gap quality.
 Correcting gaps decisions .

17
The managerial
Process .
18
O
Determin rganizing
ingW
gnidae
L Needsto hat
Howitwi bedone
a gi
ntceriD lb
Andwho edone
dn itoM istodoit
av
llagnit vnI
rap devlo
seit
lo sr
e dnA Achieving the
Cgniv
i
clfno
st organization’s
Stated purpose
iti ord op ing

tiv co vel ish
in ing
Ac s to de tabl
e
bp gy al ing
ing vities
at
ll
Su rate g go ann
o cti
lan an s es
o
t r
n ga t hey
C rin hat ed
St inin Pl
d
ito ure t plish
es
n
Mo o ens com ned
T e a c la n
Ar As p f
De
19
2- The sequence of the managerial
function …. How?
20
Planning
Controlling Directing
Organizing
Planning
21
.The
.Themanager’s
manager’sjob
jobuniversal
universal- -33
That it means what manager does

Should be essentially the same
Regardless of whether he ( or she ( is :
22
 A top-level executive or a first-line
supervisor .
 Or in a business firm or a government
agency .
 Or in a lager corporation or small
business .
 Or located in Egypt U.S.A .
23
: Level in the Organization
We must acknowledge that the

management profession is the
profession of manager in all
. Organizational Levels
24
But
The managerial function and roles

Varies depending on the manager’s
Level in the Organization
25
In other words all managers perform
Planning – Organizing directing and
Controlling activities .
But
But
The amount of time they give
To each activity is not necessarily
. Constant
26
Also
Alsothe
thecontent
contentofofthe
themanagerial
managerial
Activities
Activitieschanges
changeswith
withmanagers
managers
Level
Level
:The
:Thefollowing
followingfigure
figureillustrate
illustratethis
thisfact
fact
27
Organizing
planning
planning 24 % planning Organizing
28 % Organizing
15 % 18 % 33 %
Controlling Controlling Controlling 36 %
directing directing
10 % 13 % 14 % directing
51 % 36 %
22 %
First – Level Middle Managers Top Managers

Manager
28
.Profit versus not – for – Profit
Althoughthere
Although thereare
aredistinctions
distinctions
Betweenthe
Between themanagement
managementofof
Profitand
Profit andnot
not––for
for––Profit
Profit
Organization's
Organization's
29
But
Thetwo
The twoare
arefar
farmore
morealike
alikethan
than
theyare
they aredifferent
different: :
managers in both are similarly

: Concerned with
30
Planning – Organizing
. Directing – Controlling
31
 Size of Organization :
IsIsthe
thejob
jobmanaging
managingininsmall
smallbusiness
business
Differentfrom
Different fromthat
thatofofmanaging
managingaa
Largeon
Large on??
32
Some differences appear to exist
: For example
33
Thesmall
The smallbusiness
businessmanager’s
manager’smost
most
importantrole
important roleisisthat
thatofofspokesperson
spokesperson
Largeamount
Large amountofoftime
timeperforming
performing
Outwardlydirected
Outwardly directedactions
actionssuch
suchasas: :
34
 meeting with customer .
 arranging financing with bankers.
 searching for new Opportunities .
 Stimulating change … and so on
35
In Contrast
The managers in a large Organization are

Directed internally – deciding which
organizational units get what available
Resources and how much of them
36
Accordingly :
The entrepreneurial Role appears

To be least important to manager in
Large firms especially among first
Level and middle managers
37
This is means looking for business
Opportunities and planning activities
For performance improvement
Lastly
38
Manager in both small and large
organizations perform essentially
The same activities .
Only
39
Howthey
How theygo
goabout
aboutthem
themand
and
proportionofoftime
proportion timethey
theyspend
spend
Oneach
On eachare
aredifferent
different. .
How?
40
Importance of Roles
Roles played Managers Roles played Managers
In smal Firms High In Large Firms
Spokesperson Resource allocator
Moderate Liaison
Figurehead
Monitor
Entrepreneur
Disturbance handler
Leader
Negotiator
Disseminator Low Entrepreneur

41
The Continuity of Management- 4
before the establishment stage(
During the Building the coporate’s
entities – During the Operation
42
Management is not aim- 5
. But a tool to achieve aims
(Largest efficiency and effectiveness(
43
Through
Managerial
Managerial ::
 Roles
 Functions
 Appropriate decisions 44
What is the meaning 0f both
?Efficiency and effectiveness
Efficiency :
Related to the level of using ( exploiting (

Resources : High efficiency means doing the
Task correctly.
How we Can measure the Efficiency ?
45
the used resources
=%
Total resources
46
Effectiveness :
. Related to achieving the aims
High effectiveness means doing

The right task, goal attainment
How we can measure the effectiveness?

47
aims attainment
=%
Target aims
what is the relationship between

? Efficiency and effectiveness
48
High High
Low Meddle
High
Nature
Relationship
Non- E Low
Non- E Light
Zero
Effiency 49
Howwewecan
How canmeasure
measurethetherelationship
relationship
Betweenefficincy
Between efficincyand
andeffectiveness
effectiveness
Throgh measuring the relationship between

outputs and inputs
why we measure this relationships?

50
To maximize the output and minimize
?Costs ….. How
=Productivity
Outputs
=%
inputs 51
How we can raise Productivity ?
Increasing Outputs and Fixing the Inputs .
 Increasing the outputs more than Inputs.
 Decreasing the Inputs and fix the Outputs.
 Decreasing the Inputs more than Outputs

52
ThenHow
Then Howwewecan
canmaximize
maximizeoutput
output
( ( and
andminimize
minimizeInputs
Inputs( Costs
( Costs
53
G
R O
A
E L
S
O A
U T
Goals High T
R Low A
C
E waste attainment I
N
U M
S E
A N
G T
E
54
Management is concerned
With both attaining goals and
Doing so as efficiently as possible
: This is
55
Through the management of
Corporate’s entities
6- Management Oriented with

future Visions .
56
7- Management performed by professional
manager – he ( or she ( depends on :
 Scientific viewpoint
 Professional viewpoint
57
IN other words
The management profession is the

.profession of the manager
what are the ingredients of

?the management profession
58
:These ingredients are
Professional Scientific
viewpoint viewpoint
Means the Means the
professional scientific bases
ingredients of managerial
Help the manager functions
to apply the and decisions
scientific Viewpoint
59
what are these ingredients ?
60
(5 ( (3(
Leadership power
Enable the manager
‫القدرات والمهارات‬
t0 direct the behavior
The technical ‫الفنية‬
of employees
Skills and ‫أن يتوافر لدي المدير مصدر‬
Competencies ‫القوة التي تمكنه‬
‫المنظور الخماسي للمنظور‬ ‫من التأثير علي سلوك‬
‫المهني للدارة‬ ‫العاملين‬
(1 ( The fiffold of the ‫الصول‬
‫الصول‬ Professional
‫العلمية‬
Viewpoint of
‫العلمية‬ Motivation toward Management (2 (
leadershish the ;( (F.P.V.M
manager Managerial
‫أن يتوافر لدي المدير الدافع‬ Competencies
((44(( .(S.M.S.C(
The Ability to perform ‫للقيادة‬
the Managerial functions ‫التي تمكن المدير من القيام‬
decisions and roles ( A . P . ‫الخبرات والممارسات‬ ‫بوظائفة وأدواره الدارية‬
(M.R ‫الدارية الناجحة‬
The successful
Experience in
Practices ‫المنظور العلمي للدارة‬
The Scientfic
‫الوظائف الدارية‬ Viewpoint of Management
‫تخطيط – تنظيم – توجيه‬ ( S.V.M (
. ‫ رقابة‬-
‫بيئة العمل الدارى‬
61
Then
Then What
What are
are Manager
Manager
Manager
Operatives Individuals in a
People who are
corporate who
work directly on a
job or task and direct or manage
have no the work and
Responsibility people through
for overseeing management
the work of others functions.
62
What Title do managers have in
corporate?
First – line Manager
63
Supervisors responsible for direct
manage( the day to day activities (
of operative employees
Middle managers
64
Individuals at levels of management between
the first line manager and top management
65
Top Managers
Individualswho
Individuals whoareareresponsible
responsiblefor formaking
making
decisionsabout
decisions aboutthe
thedirection
directionofofthe
theCorporate
Corporate
andestablishing
and establishingpolicies
policies, strategies
, strategiesthat
thataffect
affect
allthe
all thecorporate.
corporate.
66
See the following figure
67
Top
Manager
Middle
Managers
First – Line
Managers
Operatives
68
Is there a difference between the
managers functions and the
?manager's roles and decision taking
:Function
The functions are the Job of manager to

enable Them to achieve the target aims
through decisions taking .
69
:Decision
decision taking ( making( is the core
.of manager function and it means
70
choosing the best alternative to
solve the problem
(Roles(
71
 The managerial roles are specific categories
of managerial behavior which enable the
manager to perform his managerial tasks and
Decisions taking ( or making ) .
( planning – organization , directing , controlling )
often these role grouped under three primary
headings :
Interpersonal relationships ( Directing ) .
Transfer of information ( planning , organizing
, controlling) .
 Enforce ( strengthen ) decision making
72
What are these roles ?
73
Role Description Identifiable
Activates
Interpersonal symbolic head , Greeting

Figurehead obliged to perform a visitors,
number of routine signing legal
duties of a legal or documents
social nature
Leader Responsible for the Performing
motivation and virtually all
activation of activities
employees , that involve
responsible for staffing employees
, training , And
associated duties
74
Activates
Liaison Maintains self-developed Acknowledging mail:
network of outside Contacts doing external
and informers who provide board work ,
favors And information performing other
activities that
involve outsiders
Informational Seeks and receives wide Reading

Monitor variety of special periodicals and
information (much of it
current) to develop through
reports
understanding of maintaining
organization and personal
environment , emerges as contacts
never center of internal and
external information about
75
the organization
Activates
Disseminator Transmits Holding
information informational
received from other meetings ,
Employees to making
members of the phone calls
organization – some to relay
information is information
factual , some
involves
interpretation and
integration of
diverse value
76
position of
Activates
Spokesperson Transmits information Holding board
to outsiders on meetings,
organization's plans, giving
policies , results , etc , information to
serves as expert on the media
organization's industry.
Decisional Searches organization Organizing

Entrepreneur and its environment for strategy and
Opportunities and review
initiates "improvement sessions to
projects" to bring about develop new
change, supervises programs
design of certain 77
projects as well
Activates
Disturbance Responsible for Organizing
handler corrective action strategy and
when organization review sessions
faces important that involve
disturbances disturbances and
crises
Resource Responsible for the Scheduling
allocator allocation of requesting
organizational authorization,
Resources of all kinds performing any
– in effect , the activity that
making or approval of involves budgeting
all significant and the
organizational programming of 78
decisions employees' work
Activates
Negotiator Responsible for participating in
representing the union contract
organization At major negotiations or
negotiations in those with
suppliers
79
Effectiveness and Effiency depends – 8
On performing the management
profession In all the corporate’s entities
.according to The Quality management
9 – management Profession affect by

the internal and external
environmental variables
80
Target effiency and effectiveness – 10
Affected by how the coporate’s entities
. Managed
81
Then
Whatis isthe
What thedefinition
definitionofofCorporate
Corporate
? ? From
Frommanagerial
managerialviewpoint
viewpoint
82
?General definition
An corporate is a systematic arrangement

of people brought together to accomplish
some specific purpose
83
According to this definition , What are the
common characteristics of corporate?
 Goals.
 No Goals can be achieve without people
 Systematic structure that defines and limits

the behavior of the member through rules ,
regulation , responsibilities , authorities ,
relationships.
84
See the following figure
85
Goats Structure People
86
This definition is not
?comprehensive …………. Why
87
Neglect the main entities of
.The corporate
88
The Comprehensive Concept
…..Of Corporate
? What it is
the Managerial Concept

…… Of Corporate
89
Corporate from Managerial
Viewpoint means :
A Group of integrated entities

(operation processes entities(
,Managed By the managerial entity
: that it Is the base of Managing
90
 Thinking Process of establishment the
corporate project through visibility
studies ( the decision of establishment the
project or not is the outcome of this stage)
91
Designing and building the operation
processes entities .
 operating the corporate’s entities during

operation stage .( at the total level of
corporate and each entity’s level ) .
92
The Following Figure shows the
carport's entities :
93
‫المتغيرات البيئية العالمية‬
‫المؤسسة‬ ‫الكيان‬
‫الكيان‬ ‫الكيان‬ ‫الكيان‬ ‫الكيان‬ ‫الفنى وجودة‬ ‫الكيان‬
‫المعلوماتي‬ ‫السلوكى‬ ‫القتصادى‬ ‫الجتماع‬ ‫الداء‬ ‫المكانى‬
‫التسويق‬
‫منظومة الكيان الدارى‬
‫‪94‬‬
This figure necessitates the need to
: answer The following questions
95
who are responsible toward( 1 (
managing the corporate from
? Managerial responsible
(2( How the managerial entity manages

the corporate from managerial
viewpoint ?
96
(3(what
(3( whatare
arethe
themain
maindimensions
dimensions
Ofthe
Of themanager’s
manager’smanagerial
managerialjob
job??
(4( What are the differences between

These managerial dimensions .
97
what are the main ingredients( 5 (
which enable the professional
,manager to perform his functions
roles and decisions taking
( ? or making(
98
Firstly
:we should answer the question No. 1

?Why
99
Because the answer of this question
Is significance to answer the other
Questions :
The corporate managed through

: Three levels
100
Top managers : ( manage the
Corporate as a whole strategically (
Middle managers at the level of the

:following entities
101
 Functional entity .
 Technical entity .
 Information entity .
 The other three entity ( physical, social,

behavior entities ) managed through the
management of the above entities
( functional, technical and information entities ) .
102
 First-level managers :
At the first-line supervisors of the three previous

entities . ( functional – technical – Information –
Entities )
103
An now the following table gives
Brief answer to the other previous
:Questions
104
Managing the corporate’s
Entities from managerial
:Viewpoint
105
Operation ( processes( Phisical( plac Functional Technical Information Social Behavioral
Entities management e Entity Entity Entity Entity Entity Entity
management management management management management management
Dimensions and ingredients of

Management profession
Entity
1- Pivotal
dimensions of
manager's
managerial
job :
1/1
Management
process
(manger's
• Planning
function-
. √ √ √ √ √ √
job ) :
• Organizing . √ √ √ √ √ √
• Directing . √ √ √ √ √ √
• Controlling . √ √ √ √ √ √
106
processes Phisical( plac Functional Technical Information Social Behavioral
Dimensions and ingredients

Of Management profession
Entity
1/2 Decisions :
√ √ √ √ √ √
How the manager
deal with the
managerial
problems during
practicing his
managerial job
planning –
organizing
Directing -
Controlling ) In
other words . How
he can choose the
best alternative to
solve the problem
107

Entity
1/3 Managerial √ √ √ √ √ √
roles :
These rules are
specific
categories of
managerial
behavior which
enable the
manager to
perform his
managerial job
and decisions
taking ( or
marking :
108

Entity
these roles are √ √ √ √ √ √

ten roles which
grouped under
three primary
headings :
( Interpersonal
relations ships
directing ( :
• Figure head .
• Leader .
• Liaison .
109

Entity
Transfer of
information :
( planning ,
organizing ,
controlling (
• Monitor .
• Disseminator
• Spokesperson
110

Entity
Enforce √ √ √ √ √ √
(Strengthen (
decisions :
Entrepreneur .
•Disturbance
hander .
•Resource
allocator .
•Negotiator
111

Entity
2- Ingredients √ √ √ √ √ √
of manager's
managerial
job :
2/1 Scientific
ingredients :
Means the
scientific bases of
managerial :
functions
decisions and
roles .
112

Entity
2/2
Professional
ingredients
which help the
manager to apply
the scientific
ingredients these
ingredients are
grouped in five
ingredients :
113
processes Physical( pla Functional Technical Information Social Behavioral
Entities management ce Entity Entity Entity Entity Entity Entity

Entity
2/2/1
Motivation
toward
leadership
which provide the
manager the
ability to perform
the :
Functions, roles
and decisions
taking .
114

Entity
2/2/2 Managerial
skills and
competencies :
( The tenth
Competencies ( .
• Self –
understanding ,
Initiative ,
Innovative
competency
• Imagination
competency and
consistency
between value .
115

Entity
•communication
competency and
skills .
• Planning
competency
• Teamwork
competency
• Delegation
competency
•Strategic action
competency
116

Entity
• Global
awareness
competency
•Self –
management
competency
•which Deal
effectively with
all the
corporate’s
parties
competency
117

Entity
2/2/3 Technical
skills and
competencies
2/2/4
Leadership's
power .
2/2/5 Successful
experience in
practice .
118

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Contambrary Manegment

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Contemporary

This Definition is Not

 Designing building the corporate’s

 Managing the corporate’s entities

professional managers in all managerial

The integration , Internationalship of- 1

?What are Function of Manager

What does The Corporate Want To

 Job description system .

 written or oral directions and

through the control system.

 Determination gap quality.

 Correcting gaps decisions .

iti ord op ing

That it means what manager does

We must acknowledge that the

The managerial function and roles

First – Level Middle Managers Top Managers

managers in both are similarly

The managers in a large Organization are

The entrepreneurial Role appears

Spokesperson Resource allocator

Disseminator Low Entrepreneur

Related to the level of using ( exploiting (

. Related to achieving the aims

High effectiveness means doing

How we can measure the effectiveness?

what is the relationship between

Throgh measuring the relationship between

why we measure this relationships?

Increasing Outputs and Fixing the Inputs .

 Increasing the outputs more than Inputs.

 Decreasing the Inputs and fix the Outputs.

 Decreasing the Inputs more than Outputs

6- Management Oriented with

The management profession is the

what are the ingredients of

First – line Manager

The functions are the Job of manager to

Interpersonal symbolic head , Greeting

Informational Seeks and receives wide Reading

Decisional Searches organization Organizing

9 – management Profession affect by

An corporate is a systematic arrangement

 No Goals can be achieve without people

 Systematic structure that defines and limits

the Managerial Concept

A Group of integrated entities

 operating the corporate’s entities during

‫منظومة الكيان الدارى‬

(2( How the managerial entity manages

(4( What are the differences between

:we should answer the question No. 1

The corporate managed through

Middle managers at the level of the

 The other three entity ( physical, social,

At the first-line supervisors of the three previous

Dimensions and ingredients of

Dimensions and ingredients

Dimensions and ingredients

Dimensions and ingredients

these roles are √ √ √ √ √ √