Ch01 the Management Process

©2013 John Wiley & Sons, Inc. All rights reserved. 1-1©2013 John Wiley & Sons, Inc. All rights reserved.

JOHN R. SCHERMERHORN, JR.JOHN R. SCHERMERHORN, JR.

MANAGEMENTMANAGEMENT1212thth Edition Edition

Chapter 1

The Management Process

©2013 John Wiley & Sons, Inc. All rights reserved.©2013 John Wiley & Sons, Inc. All rights reserved.

Instructor: Dr. Abdel Moneim Hafez

Ph.D., in Productivity Measurement, California, U.S.A. Board Member, Alexandria Business Association, Chairman of SME’s Committee. Chairman and Managing Director of MAP Company (Management Process

Improvement) Worked as instructor with AUC for about 10 years in cooperation with their

management institution, where I developed and conducted over 200 training courses for public and private sector.

30 years of experience in management consulting and training in Egypt, U.S.A., Saudi Arabia, Kuwait, Syria, and Lebanon with multinational companies, well managed private sector companies, public sector, and governmental organizations.

Conducted, designed, and developed tailor-made training courses for more than 500 courses in different areas of management.

Academic supervisor at American University at Cairo “AUC”. Visited professor at ESLSCA University. Consultant and advisor for different world organizations, such as: The World Bank,

IFC, Islamic Development Bank.

1-2


Course Syllabus

Course Description•The contemporary management course is designed to supply MBA students with an overview of management theories, concepts and practices to provide a foundation for building the skills and knowledge necessary to be an effective and ethical manager in a global, dynamic and changing environment. The course will provide students with a framework to analyze and apply the four management functions: planning, organizing, leading and controlling. The tasks that future managers must perform effectively have become more complex and challenging than ever before, therefore students must not only explore external & internal factors and its impact on organization performance; diversity management, the continuing need to innovate and improve the quality of goods and services to allow an organization to compete effectively, sustainability, knowledge management and learning organizations concepts.

1-3


Course Description•But also, integrate contemporary management theories and approaches into the analysis of organizations and management issues The course is divided into 10 lectures that put management in context; starting from defining the critical role that managers and management have in an organizational system; the evolution of management thoughts over years; the most important challenges organizations face nowadays and raise the students’ awareness of ethics and social responsibility. Then, examine the four management functions in details to give the students an in-depth understanding both in terms of theory and in terms of practice.

1-4


Course Objectives

The aim of this course is to:•Describe what management is, why management is important, and what managers do.•Identify the four functions of management and organization performance•Examine organizational environment and explain why it is crucial for managerial success.•Describe the six steps that managers should rake to make the best decision.•Explore the planning function and differentiate between the main types of corporate-level strategies.

1-5


• types of corporate-level strategies.• Illustrate the factors that influence managers’ choice of organization

design and organizational structure and discuss their advantages and disadvantages.

• Explain why strategic human resource management can help an organization gain a competitive advantage.

• Explain what motivation is and why managers need to be concerned about it.

• Examine leadership theories and explain different leadership styles.• Understand control activities needed to monitor organization

performance.

1-6


Upon completion of this course, students are expected to be able to:•Understand the foundations and concepts of management;•Explain contemporary trends in management.

1-7


Learning and Teaching Methods•This course will deploy a range of learning and teaching methods. Within that context. Power Point lectures will be given to cover core concepts. ESLESCA Portal will be used for virtual learning and interaction with instructors.

Required Text Books:•Robbins, Stephen P. and Coulter, Mary (2008), Management. 11th ed., Prentice Hall

1-8


Additional Learning Materials•Due to the wide range and nature of contemporary issues, the textbook will be complemented by additional reading from:•Schermerhorn, John R. (2009). introduction to management. 10°ed., Wile;•Dali. Richard L. (2002), management. 6th ed., South-Western College Pub;•Book chapters and articles as selected by the instructor;•Other relevant source,. e-journal, e-book collections available online via ESLESCA online library

1-9


Evaluation System•Assignment and class participation 20%•Attendance 10%•Mid-term exam 30%•Final exam 40%

1-10


Class Schedule•This is a preliminary schedule that is subject to further revision based on the class progress throughout the course:

1-11


Lecture Topic Readings Assignment

1Chapter 1 : The Management ProcessChapter 2 : History of Management Thought

Ch. 1 & 2

2

Chapter 3 : Ethical Behavior and Social ResponsibilityChapter 4 : External Environment and Organizational Culture

Ch. 3 & 4 1st Assignment

3Chapter 5 : International Management Chapter 6 : Entrepreneurship and Small Business Management

Ch. 5 & 6

4Chapter 7 : The Decision-Making Process Chapter 8 : Fundamentals of Planning

Ch. 7 & 8

5Chapter 9 : Fundamentals of ControlChapter 10 : The Strategic Management Process

Ch. 9 & 10 2nd Assignment

6 Mid Term Exam

1-12


Lecture Topic Readings Assignment

7Chapter 11 : Fundamentals of Organizing

Ch. 11

8

Chapter 12 : Organizational Change and DevelopmentChapter 13 : Human Resource Management

Ch. 12 & 13 3rd Assignment

9Chapter 14 : Essentials of Leadership Chapter 15 : Foundations of Individual Behavior

Ch.14 & 15

10Chapter 16 : Motivation Theory and PracticeChapter 17 : Teams and Teamwork

Ch. 16 & 17 4th Assignment

11Chapter 18 : Communication, Conflict, and Negotiation

Ch. 18

12 Final Exam

1-13


Attendance Policy•University policy and related rules will be employed. Attendance will be taken at the beginning of the class. Please notify the lecturer in advance of any anticipated absence. More than one absence—anticipated or unanticipated—will be reflected in the class participation component of the grade.

1-14


Insight Learning About Yourself

OpenAreaOpenArea

BlindSpot BlindSpot

Hidden Self

TheUnknown

TheUnknown

Known to others

Unknown to others

Unknown to you Known to you

1-15


Planning Ahead — Chapter 1 Study Questions

1. What are the challenges of working in the new economy?

2. What are organizations like in the new workplace?

3. Who are the managers and what do they do?

4. What is the management process?

5. How do you learn managerial skills and competencies?

1-16


Chapter 1 Learning Dashboard

1. Working today1. Talent

2. Technology

3. Globalization

4. Ethics

5. Diversity

6. Careers

2. Organizations1. What is an organization?

2. Organizations as systems

3. Organizational performance

4. Changing nature of organizations

1-17


3. Managers1. What is a manager?

2. Levels of managers

3. Types of managers

4. Managerial performance

5. Changing nature of managerial work

4. The Management Process 1. Functions of Management

2. Managerial roles and activities

3. Managerial agendas and networking

5. Learning How to Manage1. Essential managerial skills

2. Developing managerial potential

Chapter 1 Learning Dashboard

1-18

Place Slide Title Text Here

©2013 John Wiley & Sons, Inc. All rights reserved. 1-19

Takeaway 1: Working Today

• Talent– People and their talents are the ultimate

foundations of organizational performance – Intellectual capital is the collective brainpower or

shared knowledge of a workforce that can be used to create value

– A knowledge worker’s mind is a critical asset to employers and adds to the intellectual capital of an organization




Intellectual capital equation:




• Technology– Tech IQ is a person’s ability to use technology to

stay informed:• Checking inventory, making a sales transaction,

ordering supplies• Telecommuting• Virtual teams• Effective use of online resources

– Databases– Job searches – Recruiting– Social Media




Globalization – The worldwide interdependence of resource

flows, product markets, and business competition that characterize our economy

– Job migration occurs when firms shift jobs from one country to another




Ethics– Code of moral principles that set standards of

conduct of what is “good” and “right”in one’s behavior




Ethical expectations for modern businesses:– Integrity and ethical leadership at all levels– Social responsibility– Sustainability




Diversity – Workforce diversity reflects differences with

respect to gender, age, race, ethnicity, religion, sexual orientation, and able-bodiedness

– A diverse and multicultural workforce both challenges and offers opportunities to employers




How diversity bias can occur in the workplace:– Prejudice– Discrimination– Glass ceiling effect




Careers – Organizations consist of three types of workers,

sometimes referred to as a shamrock organization:




• Free-agent economy– People change jobs more often, and many work

on independent contracts

• Self-management– Ability to understands oneself, exercise

initiative, accept responsibility, and learn from experience



Takeaway 2: Organizations

Organization– A collection of people working together to

achieve a common purpose – Organizations provide useful goods and/or

services that return value to society and satisfy customer needs



Figure 1.1 Organizations as open systems interact with their environment




Organizational performance– “Value creation” is a very important notion for

organizations – Value is created when an organization’s

operations adds value to the original cost of resource inputs

– When value creation occurs:• Businesses earn a profit • Nonprofit organizations add wealth to society




Organizational performance



Figure 1.2 Productivity and the dimensions of organizational

performance




Workplace changes that provide a context for studying management …



Takeaway 3: Managers

Importance of human resources and managers– People are not ‘costs to be controlled ’– High performing organizations treat people as

valuable strategic assets – Managers must ensure that people are treated as

strategic assets




• Manager – Directly supports, activates and is responsible for

the work of others– The people who managers help are the ones

whose tasks represent the real work of the organization




Levels of management– Board of directors make sure the organization is

run right– Top managers are responsible for performance of

an organization as a whole or for one of its major parts

– Middle managers oversee large departments or divisions

– Team leaders supervise non-managerial workers



Figure 1.3 Management levels in a typical business and non-profit organizations







Managerial performance and accountability– Accountability is the requirement to show

performance results to a supervisor– Effective managers help others achieve high

performance and satisfaction at work




Corporate Governance– Board of directors hold top management

responsible for organizational performance




Quality of work life (QWL)– An indicator of the overall quality of human

experiences in the workplace







The organization as an upside-down pyramid– Each individual is a value-added worker – A manager’s job is to support workers’ efforts – The best managers are known for helping and

supporting – Customers at the top served by workers who are

supported by managers



Figure 1.4 The organization viewed as an upside-down pyramid



Takeaway 4: The Management Process

• Managers achieve high performance for their organizations by best utilizing its human and material resources

• Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals

• All managers are responsible for the four functions • The functions are carried on continually



Figure 1.5 Four functions of management




Functions of management – Planning

• The process of setting objectives and determining what actions should be taken to accomplish them

– Organizing• The process of assigning tasks, allocating resources,

and coordinating work activities




Functions of management …– Leading

• The process of arousing people’s enthusiasm to work hard and direct their efforts to achieve goals

– Controlling• The process of measuring work performance and

taking action to ensure desired results



Mintzberg’s 10 Managerial Roles




Characteristics of managerial work – long hours – intense pace – fragmented and varied tasks – many communication media – filled with interpersonal relationships




Managerial agendas and networks – Agenda setting

• Develops action priorities for accomplishing goals and plans

– Networking• Process of creating positive relationships with people who can

help advance agendas

– Social capital• Capacity to get things done with help



Takeaway 5: Learning How to Manage

• Learning– The change in a behavior that results from

experience

• Lifelong learning– The process of continuously learning from

daily experiences and opportunities



Figure 1.6 Katz’s Essential Managerial Skills



Figure 1.7 Learning model for developing managerial skills and competencies

Date post:	23-Oct-2015
Category:	Documents
Upload:	remon4hr
View:	99 times
Download:	1 times

Ch01 the Management Process

Documents