Management

Stephen P. Robbins Mary Coulter

Introduction to
Management
and
Organizations
 • Manager ‫هـام‬
 Someone who
 coordinates and
 oversees the work of other people
 so that organizational goals can be accomplished.

• Management involves
 coordinating and
 overseeing the work of other people
 so that organizational goals can be accomplished.
 and their activities are completed efficiently and effectively

• Three Approaches to Define What Managers Do.

 Functions they perform. (Planning-Organizing-Leading-Controlling)

 Roles they play. Mintzberg (Interpersonal , Informational , Decisional )
 Skills they need. ( Technical – Human – Conceptual )
1–2
 ‫هـام‬
What Is An Organization?
 A deliberate arrangement of people
 Organized in a deliberate structure
 To accomplish some specific purpose
(that individuals independently could not accomplish alone).
 ‫هـام‬
Classifying Managers
• First-line Managers
 Individuals who manage the work of non-managerial employees.
• Middle Managers
 Individuals who manage the work of first-line managers.
• Top Managers
 Individuals who are responsible for
 making organization-wide decisions
 and establishing plans and goals that affect the entire organization.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–4
 ‫هـام‬

Efficiency Effectiveness
“Doing things right” “Doing the right things”
(Resource Usage) = (Goal) = High Goal Attainment
Law Resource Waste
 ‫هـام‬

Achieving the organization’s stated purposes

 Planning
• Defining Goals
• Establishing Strategies
• Developing Plans to coordinate activities
 Organizing
• What needs to be done
• How it will be done
• Who is to do it
 Leading
• Motivating
• Leading
• Any other actions involved in dealing with others
 Controlling
• Monitoring activities
• To ensure that they are accomplished as planned 1–6
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Mintzberg’s Managerial Roles

• Interpersonal Roles (FLL)

• Figurehead
• Leader
• Liaison
• Informational Roles (MDS) Interpersonal
• Monitor
• Disseminator
• Spokesperson
• Decisional Roles (ERDN)
• Entrepreneur
• Resource allocator
• Disturbance handler Informational Decisional
• Negotiator
 ‫هـام‬
Skills Needed at Different Management Levels

The ability to
work with
other people Knowledge
and
proficiency
The ability to in a specific
think and field
conceptualize
about abstract
and complex
situations
concerning the
organization
How The Manager’s Job Is Changing
• The Increasing Importance of Customers
 Customers: the reason that organizations exist
 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for survival.
• Innovation
 Doing things differently, exploring new territory, and taking risks
 Managers should encourage employees to be aware of and act on
opportunities for innovation.
Exhibit 1–8: Changes Affecting a Manager’s Job
 Why Study Management?
 The 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 monetary rewards
for their efforts.

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–11
 Exhibit 1–10 Universal Need for Management

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–12
 Exhibit 1–11 Rewards and Challenges of
Being A Manager

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

1–13
Henri Fayol’s 14 principles of management: ‫هـام‬
1- Division of work:
Specialization increase output by making employees more efficient.

2- Authority:
Mangers must be able to give orders, and authority gives them this right.

3- Discipline:
Employees must obey and respect the rules that govern the organization.

4- Unity of command:
Every employee should receive orders from only one superior.

5- Unity of direction:
The organization should have a single plan of action to guide managers and
workers.

6- Subordination of individual interests to the general interest:

The interest of any one employee or group of employees should not take
precedence over the interests of the organization as whole.

7- Remuneration:
Worker must be paid a fair wage for their services.
Henri Fayol’s 14 principles of management: ‫هـام‬
8- Centralization:
This term refers to the degree to which subordinates are involved in decision making.

9- Scalar chain:
The line of authority from top management to the lowest ranks in the scale chain.

10- Order:
People and materials should be in the right place at the right time.

11- Equity:
Mangers should be kind and fair to their subordinates.

12- Stability of tenure of personnel:

Management should provide orderly personnel planning and ensure that
replacement are available to fill vacancies.

13- Initiative:
Employees allowed to originate and carry out plans will high levels of effort.

14- Esprit de corps:

Promoting team spirit will build harmony and unity within the organization.
 ‫هـام‬
Max Weber
Bureaucracy:
A form of organization characterized by :
 division of labor
 a clearly defined hierarchy
 detailed rules and regulations
 and impersonal relationships
‫هـام‬
Hawthorne Studies
• A series of studies during the 1920s and 1930s that provided new insights
into individual and group behavior
• The studies concluded that:
 People’s behavior and attitudes are closely related, group factors significantly
affect individual behavior, group standards establish individual worker output.
 And that money is less a factor in determining output than group standards,
group attitudes and society.
 These conclusions led to a new emphasis on the human behavior factor in the
management of organizations.

Quantitative Approach ‫هـام‬

The use of quantitative techniques to improve decision-making.

Total Quality Management (TQM)

A philosophy of management that is driven by continuous
improvement and responsiveness to customer needs and
expectations
 ‫هـام‬
What is Quality Management?
 ‫هـام‬
Contemporary Approaches:
 System:
• a set of interrelated and interdependent parts arranged in a manner that
produces a unified whole
• A number of elements related and integrated to achieve a goal
 Closed systems
• Systems that are not influenced by and do not interact with their environment
 Open systems
• Systems that interact with their environment

Manpower
Material
Organization Money
As an Machines

Open System

C.A.

Corrective
Actions
‫هـام‬
Decision-Making Process/Algorithm: ‫هـام‬
& Define the problem

Selecting the optimum

Alternative
 ‫هـام‬
Problem
An obstacle that makes it difficult to achieve a desired goal or purpose.
Every decision starts with problem, a discrepancy between an existing and a
desired condition.

Decision
Choosing between two or more alternatives

Be a Better Decision-Maker
A key to success in management and in your career is knowing how to be an
effective decision-maker.

Example:
We have to make an example of choosing a product, passing by the seven steps
of decision making.

Evidence- based Management

The systematic use of the best available evidence to improve management
practice.
Intuitive Decision Making ‫هـام‬
Making decisions on the basis of
• Experience
• Feelings
• Accumulated judgement
 ‫هـام‬
Roadmap for taking decisions

Series of Procedural Steps

Dos and Do Nots

Heuristics
• Heuristics or “ rules of thumb “ can help make sense of complex, uncertain, or
ambiguous information
• However, they can also lead to errors and biases in processing and evaluating
information
 ‫هـام‬

Risk Taker – Risk Indifferent – Risk Avoider/Averter

Chapter: 5
Social Obligation / Socioeconomic View
• When a firm engages in social actions because of its obligation to meet certain
economic and legal responsibilities.

Classical View / Social Responsiveness

• The view that management ‘s only social responsibility is to maximize profits.

Social Responsibility
• When a firm engages in social actions because of its obligation to meet certain
economic and legal responsibilities.

Social Screening
• Applying social criteria (screens) to investment decisions

Green Management
• Managers consider the impact of their organization on the natural environment.

Green Approaches
• Legal approach (Light Green) - Law
• Market Approach
• Stakeholder Approach
• Activist Approach (Dark Green) - High
 ‫هـام‬
Ethics:
• Principles, values, and beliefs that define right and wrong behavior
• Doing the right or wrong

Organizational
Culture

Stages of Moral Development:

‫صاحب مبادئ‬
‫تقليدي‬

‫غير تقليدي‬
Individual Characteristics
• Values
• Ego Strength
• Focus of Control (Internal & External)
 ‫هـام‬ ‫هـام‬
Code of Ethics ( 1 / 3 )
 ‫هـام‬ ‫هـام‬
Code of Ethics ( 2 / 3 )
 ‫هـام‬ ‫هـام‬
Code of Ethics ( 3 / 3 )
Chapter 6: Managing Change ‫هـام‬
Organizational Change:
Any alteration of people, structure, or technology in an organization

Change Agent:
Someone who acts as a catalyst and assumes the responsibility for managing the
change process

External Factors:
• Changing consumer needs and wants.
• New governmental laws.
• Changing technology.
• Economic changes.

Internal Factors:
• New organizational strategy.
• Change in composition of workforce.
• New equipment.
• Changing employee attitude.
Organizational Change:
Techniques for reducing resistance to change: ‫هـام‬
 Changing Culture: ‫هـام‬

Employee Stress:
the adverse reaction people have to excessive pressure placed on them from
extraordinary demands, constraints, or opportunities

Sressors:
Factors that cause stress.