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Chapter 01

Uploaded by

abdullah.saadp
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© © All Rights Reserved
Available Formats
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You are on page 1/ 29

Management: Arab World Edition

Robbins, Coulter, Sidani, Jamali

Chapter 1: Introduction to Management and


Organizations

Week 2

Lecturer: [Fahd Al-enazi]


Terms to Know Chapter 1

manager management roles


management interpersonal roles
efficiency
informational roles
effectiveness
planning decisional roles
organizing organization
leading universality of
controlling management
What Is Management?

Management involves coordinating


and overseeing the work activities of
others so that their activities are
completed efficiently and effectively.

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What Is Management? (cont’d)

Managerial Concerns
• Efficiency
 “Doing things right”
– Getting the most output for the least
inputs
• Effectiveness
 “Doing the right things”
– Attaining organizational goals

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Exhibit 1–3 Managerial Effectiveness and
Efficiency in Management

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What Do Managers Do?

Three Approaches to Defining What Managers Do


• Functions they perform
• Roles they play
• Skills they need

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What Do Managers Do? (cont’d)

Functions Manager’s Perform


Planning
 Defining goals, establishing strategies to achieve goals, developing
plans to integrate and coordinate activities.
Organizing
 Arranging and structuring work to accomplish organizational goals.
Leading
 Working with and through people to accomplish goals.
Controlling
 Monitoring, comparing, and correcting work.

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Exhibit 1–4 Management Functions

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Exhibit 1–2 Managerial Levels

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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.

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What Do Managers Do?

Three Approaches to Defining What Managers Do


• Functions they perform
• Roles they play
• Skills they need

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What Do Managers Do? (cont’d)

Roles Managers Play


• Roles are specific actions or behaviors expected of a manager.
• Mintzberg identified 10 roles grouped around
 interpersonal relationships,
 the transfer of information, and
 decision making.

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Interpersonal roles • Figurehead
• Leader
• Liaison

Informational roles • Monitor


• Disseminator
• Spokesperson

Decisional roles • Entrepreneur


• Disturbance handler
• Resource allocator
• Negotiator

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What Managers Do (Mintzberg)

Actions
• thoughtful thinking
 Example: listens patiently to customers’ problems.
• practical doing
 A manager resolves those problems.

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What Do Managers Do? (cont’d)

Skills Managers Need


Technical skills
 Knowledge and proficiency in a specific field.
Human skills
 The ability to work well with other people.
Conceptual skills
 The ability to think and conceptualize about abstract and complex
situations concerning the organization.

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Exhibit 1–5 Skills Needed at Different
Management Levels

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Exhibit 1–6
Changes
Affecting A
Manager’s
Job

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What Is An Organization?

An Organization Defined
• A deliberate arrangement of people to accomplish some specific
purpose (that individuals independently could not accomplish
alone).
Common Characteristics of Organizations
• Have a distinct purpose (goal)
• Composed of people
• Have a deliberate structure

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Exhibit 1–9 Characteristics of Organizations

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Why Study Management?

The Value of Studying 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.

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Exhibit 1–10 Universal Need for Management

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Exhibit 1–11 Rewards and Challenges of
Being A Manager

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An Arab Model of Management?

Arab model of management


 The Arab manager, like any other manager, plans, organizes, leads,
and controls.
 Arab managers, like all other managers, tend to reflect their
cultures and the contexts within which they live.

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An Arab Model of Management? (cont’d)

Arab model of management


 Different behavior and management styles from one country to
another in Arab Countries.
 An “Arab method” of management has not emerged, due to:
– Political and economic upheavals.
– Social tension in Arab societies between the old and the new, and
between the traditional and the modern.

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Exhibit 1–12
Historical
Influences on
Arab
Management
Thought

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Activity 1.1

1. Give examples in each of the five areas depicted in the activity


sheet.
2. Can you think of any other influences on Arab management
thinking and practice?

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Examples
Activity 1.1

Religion

Tribal & Family


Traditions

Colonial/Ottoman Arab management


Influences Thinking & Practice

Western Influence

Role of Government
& Politics

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Terms to Know
manager management roles
management interpersonal roles

efficiency informational roles

effectiveness decisional roles

planning organization

organizing universality of management

leading
controlling

1-29 Copyright © 2011 Pearson Education

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