Contemporary

Management
Dr. Riham Helmy
 01
Introduction to
Management
 Lecture Outline

● Definition and Evolution of Management

● Introduction to Managing
● Managers’ Definition
● Functions of Management
● Types of Managers
● Managerial Skills and Roles
● The New Workplace
 WHAT IS
MANAGEMENT?
 Definition of Management
● The verb “MANAGE” comes from the Italian “MANEGGIARE” (to
handle — especially tools).
● The verb “MANEGGIARE” in turn is derived from the Latin “MANUS”
(hand).
● The French word “MESNAGEMENT” (later MÉNAGEMENT)
influenced the development in meaning of the English word
management in the 17th and 18th centuries.
 Definition of Management
the act of getting people together, to accomplish
desired goals and objectives, using available
resources, efficiently and effectively.
 Workshop 1
With your team,
- Identify the different types of resources
- Differ between effectively and efficiently
Efficiency
Effectiveness
A measure of A measure of the
how well or appropriateness of
productively the goals an
resources are organization is
used to pursuing and the
achieve a goal. degree to which they
are achieved.
How did science of
management start?
“Those who cannot learn from history are
doomed to repeat it.”

— George Santayana
 Historical Perspective
Practice of management is as old as the human
race but its theories and conceptual
frameworks are of recent origin.
 The Evolution of Management
• Pre-scientific Management
• Sumerians
• Egyptians
• Chinese
• Greeks
• Romans
• Turkish
 Historical Perspective
The construction of Egyptian pyramid :

1. employing tens of thousands of people: more than 100,000 workers for 20 years.
a. Who told each worker what to do?
b. Who ensured that there would be enough stones at the site to keep workers busy?
2. plan what was to be done,
3. organize people and materials to do it,
4. lead and direct the workers, and
5. controls to ensure that everything was done as planned.
 Historical Perspective
i. Greeks:
🞂 Around 400 BC, Socrates defined management as :a skill separate from
technical knowledge and experience

🞂 Plato ‫أفالطون‬also recognized management as a separate art and

promoted principles of specialization. In The Republic, Plato describes
how carefully selected young men should be trained so that they would
develop the appropriate personalities and skills necessary to serve as
leaders.
 Workshop 2
- Why from your point of view did philosophers point out the art of
managing?
- What does this mean?
 Historical Perspective
i. Yet most of contemporary management thoughts are
twentieth century phenomenon.
 Industrial Revolution
1. Starting in the eighteenth century in Great
Britain.
2. The major contribution of the Industrial
Revolution was the substitution of machine
power for human power.
3. These large, efficient factories using power-
driven equipment required managerial skills
 Industrial Revolution
❖ Managers were needed to:
• forecast demand,
• ensure that enough material & machines were on hand to
make products,
• assign tasks to people, direct daily activities,
• coordinate the various tasks,
• work standards were maintained,
• find markets for the finished products, and so forth.
 Adam Smith
1. In 1776, Adam smith published a classical economics doctrine, the wealth of
nations.
2. The breakdown of jobs into narrow and repetitive tasks.
3. 10 individuals, each doing a specialized task, could produce about 48,000 pins a
day among them. However, if each person worked separately and had to perform
each task, it would be quite an accomplishment to produce even 10 pins a day.
4. Division of labor increased productivity by increasing each worker's skill , by
saving time lost in changing tasks, and by creating labor-saving inventions and
machinery.
 The Evolution of Management
• Classical Management Movement
• Behavioral Management Movement
• Quantitative Management Movement
• Modern Management Movement
 Classification of Management Theories
• Management Schools
• Classical
• Behavioral
• Quantitative
• Modern

• There are several schools of thought in management which are identified and
classified in several ways by experts.
• According to Hitt et al. (1979) “management theories are classified into four
broad groups.”
 Classical Management Movement
• “The Classical Management
Movement” arose between
1885 – 1940
• The Classical Management is
based on:
🞂 Scientific Management.
🞂 General Administrative
Management
 Behavioral Management Movement
• In the 1920s and 1930s, it was

convinced that Scientific

Management was incomplete.

• The “Behavioral Management

Movement” concerns with:

🞂 Human Psychology, Human

Relations.
🞂 Motivation
🞂 Leadership.
 Quantitative Management Movement
• Centers on adapting mathematical models and processes to management

situations.

• There are 3 major areas:

🞂 Management Science (Problem Solving and Decision Making, develop mathematical tools)

🞂 Operations Management (Application of statistical and mathematical tools on processes)

🞂 Management Information Systems (Created specifically to store & provide information to

managers)
Integrative Framework Of Management Theory
 Modern Management
The systems approach
Modern Management
Modern Management
INTRODUCTION TO
MANAGING
Who Are Managers &Where Do They Work?
▪ Organization
• A systematic arrangement of people brought together to
achieve a specific purpose; this applies to all organizations.
• This is where managers work (manage).
• Organizations provide useful goods and/or services that return
value to society and satisfy customer needs.
 Who Are Managers &Where Do They Work?

➢ 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.

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Common Characteristics of Organizations
People Differences
1. Operatives
• People who work directly on a job or task and have
no responsibility for overseeing the work of others.
2. Managers
• Individuals in an organization who direct the
activities of others.
Managerial Levels
 Workshop 3
1 .--------- Managers
⚫ Supervisors responsible for directing the day-to-
day activities of operative employees

2.--------- Managers 3 ---------Managers

⚫ Individuals who are responsible for ● Individuals at levels of
making decisions about the direction of management between the first-
the organization and establishing line manager and top
policies that affect all organizational management
members
 Identifying Managers
1. First-line managers
•Responsible for day-to-day operations. Supervise people performing activities
required to make the good or service.
2. Middle managers
•Supervisefirst-line managers. Are responsible to find the best way to use
departmental resources to achieve goals.
3. Top managers
•Responsible for the performance of all departments and have cross-
departmental responsibility.
•Establish organizational goals and monitor middle managers.
•Form top management team along with the CEO and COO.
Functions of Management
 Workshop 4
• Together use the cards of the managerial roles’ characteristics and
classify them into:
▪ Interpersonal Roles
▪ Informational Roles
▪ Decisional Roles
Mintzberg’s Managerial Roles
1- Interpersonal Roles
• Figurehead
• Leader 3- Decisional Roles
• Liaison • Entrepreneur
• Disturbance handler
• Resource allocator
2- Informational Roles • Negotiator
• Monitor
• Disseminator
• Spokesperson
 Mintzberg’s Managerial Roles
• Figurehead: Symbolic head, obliged to perform a number of routine duties of legal or social nature.

• Leader: Responsible for the motivation and activation of employees; responsible for staffing,
training, and associated duties.

• Liaison: Maintains self-developed network of outside contacts and informers who provide favors
and information.

• Monitor: Seeks and receives wide variety of special information to develop thorough understanding
of organization and environment.

• Disseminator: Transmits information received from other employees to members of the

organization.
 Mintzberg’s Managerial Roles
• Spokesperson: Transmits information to outsiders on organization’s plans, policies, actions,
results, etc.

• Entrepreneur: Searches organization and its environment for opportunities and initiates”
improvement projects” to bring about change.

• Disturbance handler: Responsible for corrective action when organization faces important
disturbances.

• Resource allocator: Responsible for the allocation of organizational resources of all kinds.

• Negotiator: Responsible for representing the organization at major negotiations.

 Managerial Skills
🞂 Education & Experience acquires managers to have 3 principle types of skills

1- Technical Skills 2- Human or Interpersonal 3- Conceptual Skills

❖Involves: Skills ❖Involves:
▪ Tools ❖Involves: the ability to think critically and
▪ Techniques the ability to work well in analytically to solve complex
▪ Knowledge cooperation with others. problems
❖First-Line Mgrs ❖Enable: ❖Enable:
▪ Need strong Technical skills, Achieve the goals of the ▪ See the organization as a whole
they work directly through organization. ▪ Make decisions serve the needs of
people who use these tools & organization
techniques ▪ Analyze a situation (Determine a
root of many problem/
opportunity)
The New Workplace
 Overview of the New Workplace
➢ The dynamics of ever-present change extend into the
workplace and raise a host of new career challenges.
➢ Smart people commit their energies and intellect to
continuous learning and personal development.
➢ Companies with a future are committed to people.
➢ Companies with a future offer inspirational leadership,
reward and respect people, and provide supportive work
environments.
➢ High performing companies gain extraordinary results
from people.

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What are the challenges of
working today?
What are the challenges of working today?
1- 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.

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What are the challenges of working today?
2- 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.
○ Many call diversity a “business imperative” and view
it as an asset

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What are the challenges of working today?
➢ How diversity bias can occur in the workplace:
○ Prejudice
○ Discrimination
○ Glass ceiling effect

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What are the challenges of working today?
3- Globalization …
○ National boundaries of world business have largely
disappeared.
○ Globalization is the worldwide interdependence of
resource flows, product markets, and business
competition that characterize the new economy.

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What are the challenges of working today?
4- Technology …
○ Continuing transformation of the modern workplace
through:
■ The Internet
■ World Wide Web
■ Computer networking
■ Information technology
■ Telecommuting/virtual teaming/mobile offices
○ Increasing demand for knowledge workers with the skills to
fully use technology.
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What are the challenges of working today?
5- Ethics
○ Code of moral principles that set standards of
conduct of what is good and right.
➢ Ethical expectations for modern businesses:
○ Integrity and ethical leadership at all levels
○ Sustainable development
○ Natural environment protection
○ Consumer protection
○ Human rights

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What are the challenges of working today?
6- Careers …
○ Core workers, contract workers, and part-time
workers.
○ People must be prepared to be any one of these types
of workers.
○ People must make sure that their skills are portable
and of current value in employment markets.

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➢ Critical skills for success in the new workplace …
○ Mastery
○ Contacts
○ Entrepreneurship
○ Love of technology
○ Marketing
○ Passion for renewal

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 Summary

● Definition and Evolution of Management

● Introduction to Managing
● Managers’ Definition
● Functions of Management
● Types of Managers
● Managerial Skills and Roles
● The New Workplace
Thank You