02/08/2015. Course Title: Organization & Management. Eliane BACHA. Course description

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1 Course Title: Organization & Management Eliane BACHA 1 Course description This course focuses on some principles and practices used in management and organization. The aim of the course is to equip students with the necessary knowledge to understand management theories, analyze organizations and help their future organizations in becoming more efficient. 2 The course is built around three main topics which are. Management and Managers. Management and Organizations. Integrative Managerial Issues. 3 1

2 Course objectives After completing this course, students will be able to: Demonstrate an understanding of the theories and concepts of management and organization. Demonstrate leadership skills by communicating a shared vision, motivating, empowering others and creating ethical standards. Know how to manage virtual teams. Explain the different types of organizational structure and design. Know how to manage employees in an organization. 4 Evaluation criteria and grading Attendance and participation: 10% Comprehensive final exams: 60% (three open questions related to the concepts seen in the course. It will take place at the end of the semester). Assignments: Articles analysis and presentation 30% 5 Assignments: Article analysis and presentation (30% of the overall grade) For each class session, all students must read the two articles related to the topic and submit a one page summary of the main ideas of the article. This will account in the 10% attendance and participation. Also, in every class session, two groups appointed by the professor will present two articles related to the topic. The articles for each class session are mentioned in the syllabus. 6 2

3 Each group (4-5 persons) does one presentation utilizing one article related to one of the topics presented in the course. Groups will be assigned in the first Class Session. A minute presentation is made to the class. 7 This presentation includes: 1) Presentation of the author. 2) One page summary of the main ideas of the article. 3) Presenting and explaining the theory described in the article. 4) Presenting your point of view regarding the theory exposed and telling how it can be applied in practice. 5) Formulating two questions related to the topic in order to generate relevant, in-depth discussion among students in the class. 8 Plenary session 1: Chapter 1: Introduction to Management and Managers 9 3

4 Outline I-What is organization? II-What is Management? III-Why study Management? IV-Who are Managers? V-What do Managers do? VI-What skills do Managers need? VII-How is the Manager s job changing? VIII-Importance of Customers to the Manager s job 10 Learning outcomes At the end if the session, you must be able to: Explain why Managers are important to organizations. Tell who Managers are and where they work. Describe the functions, roles and skills of Managers

5 What is Organization?? 13 I-What is Organization? Organization: A deliberate arrangement of people brought together to accomplish a specific purpose. Common Characteristics of Organizations: Goals People Structure 14 Source: Robbins & Coulter (2015), Management, Chapter 1, Pearson: 12 th Edition. 15 5

6 What is Management? 16 II-What is Management? Management is the process of getting things done effectively and efficiently, with and through people. Effectiveness: Doing the right things or doing those work activities that will result in achieving goals. Efficiency: Doing things right or getting the most output from the least amount of inputs. 17 Why study Management? 18 6

7 III-Why study Management? We all have a vested interest in improving how organizations are managed. Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational areas. Most people will either manage or be managed. 19 III-Why study Management? Hence, we need Managers.. 20 Who are Managers? 21 7

8 IV-Who are Managers? A Manager is someone who coordinates and oversees the work of other people in order to accomplish organizational goals. A manager s job is not about personal achievement, it is about helping others do their work. 22 IV-Who are Managers? What Titles Do Managers Have? Top Managers: are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. They are at or near the upper level of the organization. Middle Managers: manage the work of first-line managers and can be found between the lowest and top levels of the organization. They may have titles such as regional manager, project manager, etc. They are between the lowest level and the top level of the organization. First-line Managers: manage the work of non-managerial employees who typically are involved with producing the organization s products. They are at the lowest level of the 23 organization. IV-Who are Managers? Source: Robbins & Coulter (2015), Management, Chapter 1, Pearson: 12 th Edition. 24 8

9 What do Managers do? 25 V-What do Managers do? Henri Fayol, a French businessman, first proposed in the early part of the twentieth century five functions for managers: planning, organizing, commanding, coordinating and controlling. Today, these functions have been condensed to four: planning, organizing, leading and controlling. 26 V-What do Managers do? Planning: management function that involves setting goals, establishing strategies and achieving those goals and developing plans to integrate and coordinate activities. Organizing: management function that involves arranging and structuring work to accomplish the organization s goals. Leading: management function that involves working with and through people to accomplish organizational goals. Controlling: management function that involves monitoring, comparing and correcting work performance. 27 9

10 Four Functions Approach Planning Organizing Leading Controlling Source: Robbins & Coulter (2015), Management, Chapter 1, Pearson: 12 th Edition. 28 Is the Manager s Job Universal? 1. Level in the Organization Source: Robbins & Coulter (2015), Management, Chapter 1, Pearson: 12 th Edition. 29 V-What do Managers do? Mintzberg s Managerial Roles Henry Mintzberg, a well-known management researcher, studied actual managers at work

11 V-What do Managers do? Mintzberg s Managerial Roles The roles of a manager are: Interpersonal roles: involve people (subordinates and people outside the organization) and other ceremonial and symbolic duties. The three interpersonal roles include figurehead, leader and liaison. Informational roles: involve collecting, receiving and disseminating information. The three informational roles include monitor, disseminator and spokesperson. Decisional roles: entail making decisions or choices and include entrepreneur, disturbance handler, resource allocator and negotiator. 31 Management Roles Approach Source: Robbins & Coulter (2015), Management, Chapter 1, Pearson: 12 th Edition. 32 Is the Manager s Job Universal? 2. Size of the Organization Source: Robbins & Coulter (2015), Management, Chapter 1, Pearson: 12 th Edition

12 VI-What Skills Do Managers Need? Conceptual Skills Interpersonal Skills Technical Skills Political Skills Source: Robbins & Coulter (2015), Management, Chapter 1, Pearson: 12 th Edition. 34 VI-What skills do Managers need? Conceptual skills: Analyzing and diagnosing complex situations to see how things fit together and to facilitate making good decisions. Interpersonal skills: Working well with other people both individually and in groups by communicating, motivating, mentoring, and delegating 35 VI-What skills do Managers need? Technical skills: Job-specific knowledge, expertise, and techniques needed to perform work tasks. (For top-level managers - knowledge of the industry and a general understanding of the organization s processes and products; For middle- and lower-level managers - specialized knowledge required in the areas where they work finance, human resources, marketing, computer systems, manufacturing, information technology). Political skills: Building a power base and establishing the right connections so they can get needed resources for their groups

13 Team Exercise (10-15mn) Tracy, one of your best employees, was just promoted to a managerial position. You invited her to lunch to celebrate and to see what was on her mind about her new position. Waiting for your food to arrive, you asked her if she had any concerns or questions about being a manager. Looking straight at you, Tracy said, How is being a manager going to be different? What will I do as a manager? How would you respond? 37 What can you do to be a Good Manager in the future? 38 Article 1: What Great Managers do?? What Great Managers do? (Marcus Buckingham, Harvard Business Review, March, 2005) 1-First, they identify and capitalize on each person s uniqueness. 2-Second, capitalizing on uniqueness makes each person more accountable

14 Article 1: What Great Managers do?? What Great Managers do? (Marcus Buckingham, Harvard Business Review, March, 2005) 3-Third, capitalizing on what is unique about each person builds a stronger sense of team, because it creates interdependency. It helps people appreciate one another's particular skills and learn that their coworkers can fill in where they are lacking. In short, it makes people need one another. 4-Finally, when you capitalize on what is unique about each person, you introduce a healthy degree of disruption into your world. 40 Article 2: Why Good Managers are so rare?? Why good Managers are so rare? (Randall Beck & James Harter, Harvard Business Review, March, 2014) Great managers have the following talents: They motivate every single employee to take action and engage them with a compelling mission and vision. They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance. 41 Article 2: Why Good Managers are so rare?? Why good Managers are so rare? (Randall Beck & James Harter, Harvard Business Review, March, 2014) They create a culture of clear accountability. They build relationships that create trust, open dialogue, and full transparency. They make decisions that are based on productivity, not politics

15 Article 3: What great Managers do to engage employees? What great Managers do to engage employees? (James Harter & Amy Adkins, Harvard Business Review, April, 2015) Communicate Richly: Engagement is highest among employees who have some form (face-to-face, phone, or digital) of daily communication with their managers. Managers who use a combination of faceto-face, phone, and electronic communication are the most successful in engaging employees. 43 Article 3: What great Managers do to engage employees? What great Managers do to engage employees? (James Harter & Amy Adkins, Harvard Business Review, April, 2015) Base Performance Management on Clear Goals: Performance management is often a source of great frustration for employees who do not clearly understand their goals or what is expected of them at work. Engaged employees are more likely to say their managers help them set work priorities and performance goals. They are also more likely to say their managers hold them accountable for their performance. 44 Article 3: What great Managers do to engage employees? What great Managers do to engage employees? (James Harter & Amy Adkins, Harvard Business Review, April, 2015) Focus on Strengths over Weaknesses: When managers help employees grow and develop through their strengths, they are more than twice as likely to engage their team members. The most powerful thing a manager can do for employees is to place them in jobs that allow them to use the best of their natural talents, adding skills and knowledge to develop and apply their strengths

16 In Conclusion, you know now what you have to do to be a Good Manager!!! 46 Find the uniqueness of each person. Motivate your employees. Communicate frequently with your employees. Explain what you are expecting from them. Focus on their strengths and not their weaknesses. 47 How is the Manager s job changing? 48 16

17 VII-How is the Manager s job changing? Changing facing Managers: Changing technology (digitization): Virtual workplaces, more mobile workforce, empowered employees, work life-personal life balance, etc. Increased competitiveness: Innovation, globalization, customer service, etc. Changing security threats: risk management, restructured workplace, discrimination concerns, etc. 49 VII-How is the Manager s job changing? Changing facing Managers: Increased emphasis on organizational and managerial ethics: redefined values, rebuilding trust, sustainability, etc. Ethics help managers establish the goals that their organizations should pursue and the way in which people inside organizations should behave to achieve them. 50 VII-How is the Manager s job changing? Changing facing Managers: Dealing with a diverse workforce: The increasing diversity of the workforce presents three challenges for organizations and their managers: A fairness and justice challenge. A decision-making and performance challenge. A flexibility challenge

18 VII-How is the Manager s job changing? Changing facing Managers: 1-A fairness and justice challenge: Managers are challenged to allocate jobs, promotions and rewards in a fair and equitable manner. 52 VII-How is the Manager s job changing? Changing facing Managers: 2-A decision-making and performance challenge: Another important challenge posed by a diverse workforce is how to take advantage of differences in the attitudes and perspectives of people of different ages, genders or races in order to improve decision making and raise organizational performance. Accenture, the global management consulting company, provides an example of one company that has enjoyed huge success because of the way it has developed an approach to diversity that reflects the need of its employees, customers and its environment. 53 VII-How is the Manager s job changing? Changing facing Managers: 3-A flexibility challenge: A third diversity challenge is to be sensitive to the needs of different kinds of employees and to try to develop flexible employment approaches that increase employee well-being. Examples: Establishing mentoring relationships to support minority employees, flexible employment conditions that give employees input into the length and scheduling of their workweek

19 Importance of Customers to the Manager s job 55 VIII-Importance of Customers to the Manager s job Managers are recognizing that delivering consistent, highquality customer service is essential for survival and success in today s competitive environment and that employees are an important part of that equation. 56 Questions?? 57 19

20 End of Session Thank you for your attention 58 Bibliography Robbins, S.P. and Coulter, M. (2014), Management, Pearson, 12th Edition, Chapter 1. George, J.M. and Jones, G.R. (2012), Understanding & Managing Organizational Behavior, Pearson, 6 th Edition, Chapter