Management: Arab World Edition Robbins, Coulter, Sidani, Jamali
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2 Management: Arab World Edition Robbins, Coulter, Sidani, Jamali Chapter 1: Introduction to Management and Organizations Lecturer: Ayat Rahahleh
3 Learning Outcomes Follow this Learning Outline as you read and study this chapter. 1.1 Who Are Managers? Explain how managers differ from non-managerial employees. Describe how to classify managers in organizations. 1.2 What Is Management? Define management. Explain why efficiency and effectiveness are important to management. 1-3 Copyright 2011 Pearson Education
4 Learning Outcomes 1.3 What Do Managers Do? Describe the four functions of management. Explain Mintzberg s managerial roles. Describe Katz s three essential managerial skills and how the importance of these skills changes depending on managerial level. Discuss the changes that are impacting manager s jobs. Explain why customer service and innovation are important to the manager s job. 1-4 Copyright 2011 Pearson Education
5 Learning Outcomes 1.4 What Is An Organization? Explain the characteristics of an organization. Describe how today s organizations are structured. 1.5 Why Study Management? Discuss why it s important to understand management. Explain the universality of management concept. Describe the rewards and challenges of being a manager. 1-5 Copyright 2011 Pearson Education
6 Learning Outcomes 1.6 Is There An Arab Model Of Management? Discuss an approach towards an Arab Model of Management. Explain what may have influenced Arab Managerial thought and practice. 1-6 Copyright 2011 Pearson Education
7 Who Are Managers? 1. Explain how managers differ from non-managerial employees. 2. Describe how to classify managers in organizations. 1-7 Copyright 2011 Pearson Education
8 Who Are Managers? Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. They can be young or old. They may be male or female. 1-8 Copyright 2011 Pearson Education
9 Exhibit 1 1 Women In Managerial Positions Around The World 1-9 Copyright 2011 Pearson Education
10 Exhibit 1 2 Managerial Levels 1-10 Copyright 2011 Pearson Education
11 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 Copyright 2011 Pearson Education
12 What Is Management? 1. Define management. 2. Explain why efficiency and effectiveness are important to management Copyright 2011 Pearson Education
13 What Is Management? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively Copyright 2011 Pearson Education
14 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 1-14 Copyright 2011 Pearson Education
15 Exhibit 1 3 Managerial Effectiveness and Efficiency in Management 1-15 Copyright 2011 Pearson Education
16 What Do Managers Do? 1. Describe the four functions of management. 2. Explain Mintzberg s managerial roles. 3. Describe Katz s three essential managerial skills and how the importance of these skills changes depending on managerial level. 4. Discuss the changes that are impacting manager s jobs. 5. Explain why customer service and innovation are important to the manager s job Copyright 2011 Pearson Education
17 What Do Managers Do? Three Approaches to Defining What Managers Do Functions they perform Roles they play Skills they need 1-17 Copyright 2011 Pearson Education
18 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 Copyright 2011 Pearson Education
19 Exhibit 1 4 Management Functions 1-19 Copyright 2011 Pearson Education
20 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 Copyright 2011 Pearson Education
21 Interpersonal roles Figurehead Leader Liaison Informational roles Monitor Disseminator Spokesperson Decisional roles Entrepreneur Disturbance handler Resource allocator Negotiator 1-21 Copyright 2011 Pearson Education
22 What Managers Do (Mintzberg) Actions thoughtful thinking Example: listens patiently to customers problems. practical doing A manager resolves those problems Copyright 2011 Pearson Education
23 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 Copyright 2011 Pearson Education
24 Exhibit 1 5 Skills Needed at Different Management Levels 1-24 Copyright 2011 Pearson Education
25 Exhibit 1 6 Changes Affecting A Manager s Job 1-25 Copyright 2011 Pearson Education
26 How The Manager s Job Is Changing The Increasing Importance of Customers Customers: the reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival. Many jobs require close contact with customers Copyright 2011 Pearson Education
27 Exhibit 1 7 Role of the Service Sector in Arab Economies 1-27 Copyright 2011 Pearson Education
28 How The Manager s Job Is Changing (cont d) Innovation Doing things differently, exploring new territory, and taking risks Managers should encourage employees to be aware of and act on opportunities for innovation. How do Arab countries score on innovation indicators? 1-28 Copyright 2011 Pearson Education
29 Exhibit 1 8 Innovation in Selected Arab Countries 1-29 Copyright 2011 Pearson Education
30 What Is An Organization? 1. Explain the characteristics of an organization. 2. Describe how today s organizations are structured Copyright 2011 Pearson Education
31 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 1-31 Copyright 2011 Pearson Education
32 Exhibit 1 9 Characteristics of Organizations 1-32 Copyright 2011 Pearson Education
33 Why Study Management? 1. Discuss why it s important to understand management. 2. Explain the universality of management concept. 3. Describe the rewards and challenges of being a manager Copyright 2011 Pearson Education
34 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 Copyright 2011 Pearson Education
35 Exhibit 1 10 Universal Need for Management 1-35 Copyright 2011 Pearson Education
36 Exhibit 1 11 Rewards and Challenges of Being A Manager 1-36 Copyright 2011 Pearson Education
37 Is There An Arab Model of Management? 1. Discuss an approach towards an Arab Model of Management. 2. Explain what may have influenced Arab Managerial thought and practice Copyright 2011 Pearson Education
38 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 Copyright 2011 Pearson Education
39 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 Copyright 2011 Pearson Education
40 Exhibit 1 12 Historical Influences on Arab Management Thought 1-40 Copyright 2011 Pearson Education
41 Activity 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? 1-41 Copyright 2011 Pearson Education
42 1-42 Copyright 2011 Pearson Education
43 Terms to Know manager first-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization universality of management 1-43 Copyright 2011 Pearson Education
44 This work is protected by local and international copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from this site should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials Copyright 2011 Pearson Education
8 th edition Steven P. Robbins Mary Coulter
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