contambrary manegment

8/14/2019 contambrary manegment

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ContemporaryManagement

Course


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Part 1

How Do we Define Management


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The Process of getting things Done,Effectively andEfficientlyThrough and

With Other People .

The Process of getting things Done,Effectively andEfficientlyThrough and

With Other People .

This Definition is NotComprehensive .Why?


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Neglect the main dimensions of

management (management profession


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What is the comprehensive definition?


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It is integrated group of managerial activities

( Managerial process .

Which Contributes in


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The decision of establishment theCorporate Project Through visibilitystudies .

Designing building the corporatesentities ( operation processes entities.

Managing the corporates entitiesduring the operational processes.


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All this for using the resources with the effiency to achieve the target

Aims ( Target Effectiveness .This work performed by

professional managers in all managerial

levels according to external and internal quality standards, internal, external, environmental variables


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What are the main features of management according to this

definition?

1-The integration , Internationalship of

the systematic managerial work of the manager.


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OR OR

What are Function of Manager?

what are the elements of this systematic managerial process?

(The Management Processes ?


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1111

Management functions are:(Management process

Planning . Organizing .

Directing (leading .

Controlling .


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Planning MeansPlanning Means::

What does The Corporate Want Toachieve ? And how it Can achieve to whatIt wants ( Defining goals,

( ,Developing Plans


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Organizing :Organizing :

Determining Roles, tasks to be done :Determining Roles, tasks to be done :

Through


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Developing, descripting Organizational,Functional structures .

Job description system .

Directing: Motivating, directing the employees through:


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Leadership

Communication .

Motivation .

written or oral directions and

instructions of work .


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Controlling : The Process of Monitoring Performance and Comparing it wit Target

goals and correcting and Significant deviations

through the control system.


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What are the main elements of the

control system?

What are the main elements of the

control system?

Quality standards .

Performance measurement .

Determination gap quality.Correcting gaps decisions .


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The managerial

Process .


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O r g a n i z i n g D e t e r m i n i n g W h a t N e e d s t o b e d o n e H o w i t w i l l b e d o n e An d w h o i s t o d o i t

L e a d i n g D i r e c t i n g a n d M o t i v a t i n g a l l I n v o l v e d p a r t i e s A n d r e s o l v i n g C o n f l i c t s

P l a n

n i n g

D e f i n

i n g g o a

l s e s t a b l

i s h i n

g

S t r a

t e g y

a n d d e v

e l o p i

n g

S u b p

l a n s t

o c o o r d i

n a t e

A c t i v

i t i e s C o

n t r o l l i n g

M o n i t o r i n g

a c t i v i t i e

s

T o e n s u r

e t h a t t h e y

A r e a c c

o m p l i s h e d

A s p l a n n

e d

Achieving the

organizationsStated purpose


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2- The sequence of the managerialfunction . How?


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Controlling Directing

Organizing

Planning

Planning


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33--TheThe managers job universalmanagers job universal. 33--TheThe managers job universalmanagers job universal.

That it means what manager doesShould be essentially the same

Regardless of whether he ( or she is :


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A top-level executive or a first-linesupervisor .

Or in a business firm or a governmentagency .

Or in a lager corporation or small business .

Or located in Egypt U.S.A .


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Level in the Organization:

We must acknowledge that the management profession is theprofession of manager in all

Organizational Levels.


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But

The managerial function and rolesThe managerial function and rolesVaries depending on the managersVaries depending on the managers

Level in the OrganizationLevel in the Organization


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In other words all managers performPlanning Organizing directing and

Controlling activities .

ButBut

The amount of time they giveTo each activity is not necessarily

Constant.


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Also the content of the managerialActivities changes with managers

Level The following figure illustrate this fact:

Also the content of the managerialActivities changes with managers

Level The following figure illustrate this fact:


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Organizing

36 %

Organizing

33 %

Organizing

24 %

directing

22 %

directing36 %

directing51 %

planning

28 %planning

18 %planning

15 %Controlling

14 %

Controlling

13 %

Controlling

10 %

Top ManagersMiddle ManagersFirst LevelManager


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Profit versus not for Profit.

Although there are distinctionsBetween the management of Profit and not for Profit

Organization's

Although there are distinctionsBetween the management of Profit and not for Profit

Organization's


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But

The two are far more alike thanthey are different :

The two are far more alike thanthey are different :

managers in both are similarlyConcerned with:


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Planning OrganizingDirecting Controlling.


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Size of Organization :

Is the job managing in small businessDifferent from that of managing a

Large on ?

Is the job managing in small businessDifferent from that of managing a

Large on ?


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Some differences appear to exist

For example:


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The small business managers most

important role is that of spokesperson

The small business managers mostimportant role is that of spokesperson

Large amount of time performingOutwardly directed actions such as :Large amount of time performingOutwardly directed actions such as :


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meeting with customer .

arranging financing with bankers.

searching for new Opportunities .

Stimulating change and so on


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In Contrast

The managers in a large Organization areDirected internally deciding which

organizational units get what availableResources and how much of them


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Accordingly :

The entrepreneurial Role appears

To be least important to manager inLarge firms especially among firstLevel and middle managers


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Lastly

This is means looking for businessThis is means looking for businessOpportunities and planning activitiesOpportunities and planning activities

For performance improvementFor performance improvement


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Manager in both small and largeorganizations perform essentiallyThe same activities .

Only


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How they go about them andproportion of time they spendOn each are different .How they go about them andproportion of time they spendOn each are different .

How?


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Low

High

Moderate

Importance of RolesRoles played Managers

In Large Firms

Roles played Managers

In smal Firms

Resource allocator

Liaison

Monitor

Disturbance handler

Negotiator

Entrepreneur

Spokesperson

Figurehead

Entrepreneur

Leader

Disseminator


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4-The Continuity of Management(before the establishment stageDuring the Building the coporates

entities During the Operation


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5-Management is not aimBut a tool to achieve aims.(Largest efficiency and effectiveness


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Through

Managerial : Managerial :

Roles

Functions

Appropriate decisions


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What is the meaning 0f both

Efficiency and effectiveness?

Efficiency :

Related to the level of using ( exploiting Resources : High efficiency means doing theTask correctly.How we Can measure the Efficiency ?


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the used resourcesTotal resources

= %


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Effectiveness :

Related to achieving the aims.

High effectiveness means doingThe right task, goal attainment

How we can measure the effectiveness?


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aims attainmentTarget aims

what is the relationship betweenEfficiency and effectiveness?

= %


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HighHigh

Light

Low

Non- E

Non- E

MeddleLow

Effiency

Nature

Relationship

High

Zero


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How we can measure the relationshipBetween efficincy and effectiveness

Howwe can measure the relationship

Between efficincy and effectiveness

Throgh measuring the relationship between outputs and inputs

why we measure this relationships?


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To maximize the output and minimizeCosts .. How?

Productivity=

Outputsinputs = %


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Increasing Outputs and Fixing the Inputs .

Increasing the outputs more than Inputs.

Decreasing the Inputs and fix the Outputs.Decreasing the Inputs more than Outputs

How we can raise Productivity ?


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Then How we can maximize outputand minimize Inputs ( Costs(

Then How we can maximize outputand minimize Inputs ( Costs(


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R

ESOUR CE

USA

GE

GOA

L

ATT

AINMEN

T

GoalsLow

waste

High

attainment


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Management is concernedWith both attaining goals and

Doing so as efficiently as possible

This is:


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Through the management of Corporates entities

6- Management Oriented withfuture Visions .


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7- Management performed by professionalmanager he ( or she depends on :

Scientific viewpoint

Professional viewpoint


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The management profession is the profession of the manager.

what are the ingredients of the management profession?

IN other words


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ScientificviewpointMeans the

scientific bases

of managerialfunctionsand decisions

ProfessionalviewpointMeans theprofessional

ingredientsHelp the managerto apply the

scientific Viewpoint

These ingredients are:


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what are these ingredients ?


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The successfulExperience in

Practices

Motivation toward

leadershish themanager

The Ability to performthe Managerial functions

decisions and roles ( A . P .M . R(

The fiffold of theProfessionalViewpoint of Management

(F.P.V.M;

. -

1(

4(

ManagerialCompetencie s

(S.M.S.C.

2(

Leadership power Enable the manager

t0 direct the behavior

of employees

The technical

Skills andCompetencies

The Scientfic

Viewpoint of Management(S.V.M

3(

4(

5(


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Then What are ManagerThen What are Manager

Manager Individuals in acorporate who

direct or managethe work and

people throughmanagement

functions.

Operatives People who arework directly on a

job or task andhave no

Responsibilityfor overseeing

the work of others


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What Title do managers have incorporate?

First line Manager


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Middle managers

Supervisors responsible for directSupervisors responsible for direct((manage the day to day activitiesmanage the day to day activities

of operative employeesof operative employees


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Individuals at levels of management betweenthe first line manager and top management


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Individuals who are responsible for makingdecisions about the direction of the Corporateand establishing policies , strategies that affectall the corporate.

Individuals who are responsible for makingdecisions about the direction of the Corporate

and establishing policies , strategies that affectall the corporate.

Top Managers


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See the following figure


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TopManager

Middle

Managers

First Line

Managers

Operatives


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Is there a difference between themanagers functions and the manager's roles and decision taking?

Function:

The functions are the Job of manager toenable Them to achieve the target aimsthrough decisions taking .


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Decision: decision taking ( making is the core

of manager function and it means.


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choosing the best alternative tosolve the problem

(Roles


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The managerial roles are specific categoriesof managerial behavior which enable themanager to perform his managerial tasks and

Decisions taking ( or making ) .( planning organization , directing , controlling ) often these role grouped under three primaryheadings :

Interpersonal relationships ( Directing ) .

Transfer of information ( planning , organizing, controlling) .

Enforce ( strengthen ) decision making


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What are these roles ?

R l D i ti Id tifi bl


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Role Description IdentifiableActivates

InterpersonalFigurehead

symbolic head ,obliged to perform anumber of routineduties of a legal or

social nature

Greetingvisitors,signing legaldocuments

Leader Responsible for themotivation andactivation of

employees ,responsible for staffing, training , Andassociated duties

Performingvirtually allactivities

that involveemployees

Role Description Identifiable


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Liaison Maintains self-developednetwork of outside Contactsand informers who providefavors And information

Acknowledging mail:

doing externalboard work ,performing otheractivities thatinvolve outsiders

InformationalMonitor

Seeks and receives widevariety of specialinformation (much of itcurrent) to develop through

understanding of organization andenvironment , emerges asnever center of internal andexternal information aboutthe organization

Readingperiodicals andreports

maintainingpersonalcontacts



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Disseminator Transmitsinformationreceived from otherEmployees tomembers of theorganization someinformation isfactual , some

involvesinterpretation andintegration of diverse value

position of

Holdinginformationalmeetings ,makingphone callsto relayinformation


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Disturbancehandler

Responsible forcorrective actionwhen organizationfaces importantdisturbances

Organizingstrategy andreview sessionsthat involvedisturbances and

crisesResourceallocator

Responsible for theallocation of organizational

Resources of all kinds in effect , themaking or approval of all significantorganizationaldecisions

Schedulingrequestingauthorization,

performing anyactivity thatinvolves budgetingand theprogramming of employees' work


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Negotiator Responsible forrepresenting theorganization At majornegotiations

participating inunion contractnegotiations orin those withsuppliers


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8 Effectiveness and Effiency dependsOn performing the management

profession In all the corporates entities according to The Quality management.

9 management Profession affect bythe internal and externalenvironmental variables


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10 Target effiency and effectivenessAffected by how the coporates entities

Managed.


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Then

What is the definition of CorporateFrom managerial viewpoint?

What is the definition of CorporateFrom managerial viewpoint?


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An corporate is a systematic arrangementof people brought together to accomplishsome specific purpose

General definition?


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According to this definition , What are the

common characteristics of corporate?

Goals.

No Goals can be achieve without people

Systematic structure that defines and limitsthe behavior of the member through rules ,regulation , responsibilities , authorities ,relationships.


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See the following figure


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Goats

A

B

Structure People


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This definition is notcomprehensive . Why?


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Neglect the main entities of The corporate.


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The Comprehensive Concept

Of Corporate.. What it is?

the Managerial Concept

Of Corporate


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Corporate from Managerial

Viewpoint means :

A Group of integrated entities(operation processes entities

Managed By the managerial entity, that it Is the base of Managing:


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Thinking Process of establishment thecorporate project through visibilitystudies ( the decision of establishment the

project or not is the outcome of this stage)


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Designing and building the operation processes entities .

operating the corporates entities during

operation stage .( at the total level of corporate and each entitys level ) .


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The Following Figure shows thecarport's entities :


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This figure necessitates the need toThis figure necessitates the need to answer The following questionsanswer The following questions::


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(2 How the managerial entity manages

the corporate from managerialviewpoint ?

(1who are responsible toward

managing the corporate fromManagerial responsible?


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(3 what are the main dimensionsOf the managers managerial job ?

(3 what are the main dimensionsOf the managers managerial job ?

(4 What are the differences between

These managerial dimensions .


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(5what are the main ingredients

which enable the professional manager to perform his functions,roles and decisions taking

(or making ?


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Firstly

we should answer the question No. 1:Why?


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The corporate managed throughThree levels:

Because the answer of this question

Is significance to answer the otherQuestions :


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Top managers : ( manage theCorporate as a whole strategically

Middle managers at the level of the

following entities:

Functional entity .


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y .

Technical entity .

Information entity .

The other three entity ( physical, social, behavior entities ) managed through themanagement of the above entities( functional, technical and information entities ) .

Fi t l l g


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First-level managers :

At the first-line supervisors of the three previousentities . ( functional technical Information Entities )


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An now the following table givesBrief answer to the other previous

Questions:


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Managing the corporatesEntities from managerial

Viewpoint:

Operation processes(Entities management

Phisical place Entity

management

FunctionalEntity

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Dimensions and ingredients of Management profession

Entity

management management management management management management

1- Pivotaldimensions of manager'smanagerial

job :1/1

Managementprocess(manger's function-

job ) :

Planning . Organizing . Directing . Controlling .

processesEntities management


management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Dimensions and ingredientsOf Management profession

Entity

1/2 Decisions :How the managerdeal with themanagerialproblems duringpracticing hismanagerial jobplanning organizingDirecting -Controlling ) In

other words . Howhe can choose thebest alternative tosolve the problem



management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Entity

g management g g g g

1/3 Managerialroles :These rules arespecific

categories of managerialbehavior whichenable themanager toperform hismanagerial joband decisionstaking ormarking :



management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Entity

g

these roles areten roles whichgrouped underthree primary

headings : Interpersonalrelations shipsdirecting ( :

Figure head . Leader . Liaison .



management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Entity

g

Transfer of information :

planning ,organizing ,

controlling (

Monitor . Disseminator Spokesperson


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management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Entity

g

2- Ingredientsof manager'smanagerial

job :

2/1 Scientificingredients :Means thescientific bases of managerial :

functionsdecisions androles .


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Physical place Entity

management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Entity

2/2/1Motivationtowardleadership

which provide themanager theability to performthe :Functions, rolesand decisionstaking .



management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Entity

2/2/2 Managerialskills andcompetencies :

The tenthCompetencies ( .

Self understanding ,Initiative ,Innovativecompetency Imaginationcompetency andconsistencybetween value .



management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Entity

communicationcompetency andskills . Planningcompetency Teamwork competency Delegationcompetency

Strategic actioncompetency



management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Entity

Globalawarenesscompetency Self managementcompetency which Dealeffectively withall thecorporatespartiescompetency



management

FunctionalEntity

management

TechnicalEntity

management

InformationEntity

management

SocialEntity

management

Behavioral

Entitymanagement


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Entity

2/2/3 Technicalskills andcompetencies2/2/4Leadership'spower .2/2/5 Successfulexperience inpractice .

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