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7/25/2019 MGMT110 Spring2014 Lectures Ch 1
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Management: Arab World EditionRobbins, Coulter, Sidani, Jamali
Chapter 1: Introduction to Management andOrganizations
Lecturer: Dr. Ritu SehgalTutor: Veena Mulani
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SUBEC! "ESC#I$!IO%
!his sub&ect introduces students to 'e(management theories and concepts includingorganisational culture) social responsibilit() ethics)managing groups) moti*ating emplo(ees)
planning) managing human resources andemplo(ee relations) strategic management)decision+ma'ing) managing operations) leadershipand management control s(stems,
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-EA#%I%. OU!COMES
On success/ul completion o/ this sub&ect) students 0ill be able to:
1, "escribe the 0or'place en*ironment and its ma&or in/luences in thebusiness 0orld
, E2plain *arious managerial roles and challenges in contemporar(
business organisations
3, "escribe and compare a range o/ ma&or perspecti*es in managementtheor(
4,Anal(se management theor( through re/lection on simulations and casestudies
5, E2plain the role that managers and other sta'eholders ha*e to pla( inde*eloping competiti*e) producti*e) and re0arding organisations,
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Assessment:1
Case+stud( anal(sis Students 0ill /orm groups o/ 3+4 in the /irst tutorial
and 0ill choose a case stud( /or anal(sis andpresentation,
!he /ormat o/ the presentation 0ill be discussed in thesame tutorial,
Each student has to spea' /or about 5 minutes, !he(0ill be as'ed 6uestions b( the teacher and theirpeers a/ter the presentation and their responses 0illbe graded,
Use o/ *isual aids including) but not limited to) po0erpoint is encouraged,
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IM$O#!A%!777
Each student has tosubmit a one page
summar o! his part o!the presentation in notless than "## $ords%ma&imum '## $ords(to the tutor be/orehe8she presents
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Assessment:
Mid+ Session !est: Wee' 9
"uration: 1,3 hours
!opics co*ered in lectures /rom 0ee's 1 to ;
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)*+ Copyright 2011 Pearson Education
-earning Outcomesollo$ this Learning -utline as ou read and stud this chapter.
1,1 Who Are Managers= E&plain ho$ managers di!!er !rom non*managerial emploees.
Describe ho$ to classi! managers in organi/ations.
1, What Is Management=
De!ine management.
E&plain $h e!!icienc and e!!ecti0eness are important to
management.
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)*1 Copyright 2011 Pearson Education
-earning Outcomes
1,3 What "o Managers "o=
Describe the !our !unctions o! management. E&plain Mint/berg2s managerial roles.
Describe 3at/2s three essential managerial s4ills and ho$ the
importance o! these s4ills changes depending on managerial
le0el.
Discuss the changes that are impacting manager2s 5obs.
E&plain $h customer ser0ice and inno0ation are important to
the manager2s 5ob.
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)*)# Copyright 2011 Pearson Education
-earning Outcomes
1,4 What Is An Organization=
E&plain the characteristics o! an organi/ation. Describe ho$ toda2s organi/ations are structured.
1,5 Wh( Stud( Management=
Discuss $h it2s important to understand management.
E&plain the uni0ersalit o! management concept.
Describe the re$ards and challenges o! being a manager.
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)*)) Copyright 2011 Pearson Education
-earning Outcomes
1,; Is !here An Arab Model O/ Management=
Discuss an approach to$ards an 6rab Model o! Management. E&plain $hat ma ha0e in!luenced 6rab Managerial thought
and practice.
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)*)7 Copyright 2011 Pearson Education
Who Are Managers=
). E&plain ho$ managers di!!er !rom non*managerial
emploees.
7. Describe ho$ to classi! managers in organi/ations.
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)*)8 Copyright 2011 Pearson Education
E2hibit 1> Managerial -e*els
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)*)' Copyright 2011 Pearson Education
Classi/(ing Managers
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)*) Copyright 2011 Pearson Education
What Is Management=
). De!ine management.
7. E&plain $h e!!icienc and e!!ecti0eness are important to
management.
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)*); Copyright 2011 Pearson Education
What Is Management=
Management in0ol0es coordinating and o0erseeing the $or4acti0ities o! others so that their acti0ities are completed e!!icientl
and e!!ecti0el.
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)*)1 Copyright 2011 Pearson Education
E2hibit 1>3 Managerial E//ecti*eness andE//icienc( in Management
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)*7# Copyright 2011 Pearson Education
What "o Managers "o=
). Describe the !our !unctions o! management.
7. E&plain Mint/berg2s managerial roles.
". Describe 3at/2s three essential managerial s4ills and ho$ the
importance o! these s4ills changes depending on managerial
le0el.
8. Discuss the changes that are impacting manager2s 5obs.
'. E&plain $h customer ser0ice and inno0ation are importantto the manager2s 5ob.
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)*7) Copyright 2011 Pearson Education
What "o Managers "o=
!hree Approaches to "e/ining What Managers "o unctions the per!orm
Roles the pla
S4ills the need
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)*77 Copyright 2011 Pearson Education
What "o Managers "o= ?cont@d
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)*7" Copyright 2011 Pearson Education
E2hibit 1>4 Management
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)*78 Copyright 2011 Pearson Education
What "o Managers "o= ?cont@d
#oles Managers $la( Roles are speci!ic actions or beha0iors e&pected o! a manager.
Mint/berg identi!ied )# roles grouped around
interpersonal relationships,
the trans!er o! in!ormation, and decision ma4ing.
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)*7 Copyright 2011 Pearson Education
What Managers "o ?Mintzberg
Actions thought!ul thin4ing
E&le: listens patientl to customers2 problems.
practical doing
6 manager resol0es those problems.
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)*7; Copyright 2011 Pearson Education
What "o Managers "o= ?cont@d
S'ills Managers %eed!echnical s'ills
3no$ledge and pro!icienc in a speci!ic !ield.
uman s'ills
The abilit to $or4 $ell $ith other people.Conceptual s'ills
The abilit to thin4 and conceptuali/e about abstract and comple&
situations concerning the organi/ation.
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)*7+ Copyright 2011 Pearson Education
E2hibit 1>5 S'ills %eeded at "i//erentManagement -e*els
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h @ b Ch i
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)*"# Copyright 2011 Pearson Education
o0 !he Manager@s ob Is Changing
!he Increasing Importance o/ Customers
Customers: the reason that organi/ations e&ist
Managing customer relationships is the responsibilit o! all
managers and emploees.
Consistent high Aualit customer ser0ice is essential !or sur0i0al.
Man 5obs reAuire close contact $ith customers.
!h M @ b I Ch i ? t@d
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)*") Copyright 2011 Pearson Education
o0 !he Manager@s ob Is Changing ?cont@d
Inno*ation
Doing things di!!erentl, e&ploring ne$ territor, and ta4ing ris4s
Managers should encourage emploees to be a$are o! and act on
opportunities !or inno0ation.
Bo$ do 6rab countries score on inno0ation indicators