planning, organizing, leading, and controlling of resources

Topics/ CHAPTERS Date
1-Management today Saturday 16st
of Sep. ( principle of management )
2-Characteristics of managers Saturday 23rd of Sep. ( trait ,MBTI, values, )
3-Ethics and social responsibility Saturday 30th
Sep.. (ethical dilemma stakeholder, CSR)
4-MANAGING THE GLOBAL ENVIRONMENT Saturday 7th
Oct. (general and task environment forces
affect global environment )
5-MANAGING FOR SUSTIANABILITY Saturday 14th
Oct. (three bottom line ,manager role )
6-PROMOTING EFFECTIVE COMMUNICATION Saturday 21st
Oct. ( effective communication,
nonverbal , channel )
7-DECISION MAKING Saturday 28th
Oct. ( steps of decision making , barriers )
8-USING INFORMATION TECHNOLOGY Saturday 4th
Nov.. (data, information , AI )
9-THE LEAGAL ENVIRONMENT AND MANAGING RISK Saturday 11th
Nov. business law , protect customer , risks
Roadmap Part 1

Road Map part 2
Session no. Topics
1 Manager as a planner &strategist
2 Value Chain Management
3 Managing Organization Structures and Culture
4 Managing a Diverse Work
5 Building High Performance Teams
6 Human Resources Management HRM
7 Coaching and performance feedback
8 Networking &Mentoring
9 Project Management
10 Running effective meetings

Topics/ CHAPTERS Date
1-Leadership
2-Motivation
3-Managing Change
4-Organizationall Conflict and Politics
5-Managing Misbehavior
6-Time and Stress Management
7-Organizational and Operational Control
8- Accounting and financial information
9- Financial Management
sparingly
Road map part 3

Learning Objectives
 Describe what management is, why management
is important, what managers do, and how
managers use organizational resources efficiently
and effectively to achieve organizational goals.
 Define the four principal management functions
and explain how each function impacts
organizational performance.
 Differentiate among three levels of management
and understand the tasks and responsibilities of
managers at different levels in the organizational
hierarchy.
 .

Learning Objectives
Distinguish among three kinds of managerial skill
and explain why managers are divided into different
departments to perform their tasks more efficiently
and effectively.
Discuss some major changes in management
practices today that have occurred as a result of
globalization and the use of advanced information
technology (IT).
Discuss the principal challenges managers face in
today’s increasingly competitive global environment.

Management – The planning, organizing, leading, and
controlling of human and other resources to achieve
organizational goals efficiently and effectively.

What is
Organizational Performance?

Organizational Performance –
A measure of how efficiently and effectively a manager uses resources to
satisfy customers and achieve organizational goals.
It increases in direct proportion to increases in efficiency and effectiveness
The accumulated end results of all the organization’s work processes and
activities

Efficiency is a measure of how productively resources are used to
achieve a goal.
 Organizations are efficient when managers minimize the amount of
input ( such as labor, raw materials, and component) or the amount of
time needed to produce a given output of goods or services.
 A manager’s responsibility is to ensure that an organization and its
members perform as efficiently as possible all the work activities
needed to provide goods and services to customers.
Do things right

Effectiveness
is a measure of the appropriateness of the goals that managers select
for an organization to pursue and the degree to which the organization
achieves those goals.
 Organizations are effective when managers choose appropriate
goals and achieve them.
 Effective managers are those who choose the right organizational
goals and use resources efficiently.
Do the right thing

• The PRP Company manufactures plastic components. The
company has a low level of efficiency and a low level of
effectiveness, which means it is most likely to produce which
of the following types of products?
• A) Product that customers want, but that is too expensive for
them to buy.
• B) Product that customers want at a quality and price they can
afford.
• C) Low-quality product that customers do not want.
• D) High-quality product that customers do not want.
• E) High-quality product that the company makes a profit on.

• Suzan makes and sells outdoor furniture . Its products are of
excellent, quality but fail to meet consumer needs. Which of
the following is most likely to be true about Suzan?
1.She chooses the wrong goals to pursue and uses the resources
inadequately.
2.She chooses the right goals to pursue and uses the resources
inadequately.
3. She chooses the wrong goals to pursue and uses resources
wisely
4. chooses the right goals to pursue and uses the resources
wisely.

Four Essential
Managerial Tasks

There are four essential managerial tasks that managers
use daily:
 Planning
 Organizing
 Leading
 Controlling

Planning involves identifying and selecting appropriate goals
and courses of action.
There are three steps involved in planning:
 Deciding which goals an organization will pursue.
 Deciding what strategies to adopt to attain those goals.
 Deciding how to allocate organizational resources to
pursue the strategies that attain those goals.

How well managers plan and develop strategies determines how
effective and efficient the organization is.
Planning
 is complex and difficult, because planning is done under
uncertainty when results are unknown, which means either
success or failure is a possible outcome of the planning process.

Organizing
is structuring working relationships in a way that allows
organizational members to work together to achieve
organizational goals.
Managers must decide how best to organize resources,
particularly human resources

The outcome of organizing is the creation of an organizational
structure
Organizational structure is a formal system of task
and reporting relationships that coordinates and
motivates organizational members so that they work
together to achieve organizational goals.
Organizational structure determines how an
organization’s resources can be best used to create
goods and services.

Leading,
Also referred to as directing, is the action by which work is
executed.
It involves instructing, guiding, energizing, and
supervising the performance of employees to accomplish
organizational goals.
Leading turns planning and organizing into
performance.

Leading is often confused with leadership, but they are
not the same thing.
Leadership provides the vision, inspiration and
influence to innovate and make changes.
Leading is a management function that provides
guidance to execute and fulfill the vision.

Controlling
is the process of evaluating how well an organization is
achieving its goals and then taking action to maintain or
improve performance.
WHAT CAN NOT BE MEASURED CAN NOT BE MANAGED

Controlling
Managers monitor the performance of individuals,
departments, and the organization as a whole.
The outcome is to measure performance accurately and
regulate organizational efficiency and effectiveness.
It helps a manager evaluate themselves,
How well they are performing the other three tasks of
management.

Distinct differences between a manager
and a leader.
 Leaders can gather employees around a vision and are
willing to take risks to transform or effect change.
 Managers understand how a vision aligns with organizational
goals and directs employees to execute the vision in a
systematic and risk-adverse way.
 Leaders lead people, while managers manage work.

DO YOU CONSIDER YOUR BOSS MANAGER OR
LEADER WHY ???
CAN YOU BUILD A PICTURE OF HIM ?

Managers vs. Leaders
Managers…
• Administer
• Maintain
• Control
• Short-term view
• Imitate
• Accept the status quo
Leaders…
• Innovate
• Develop
• Inspire
• Long-term view
• Originate
• Challenge status quo
.

Organizations normally have four levels of management:
 First-line Managers
 Middle Managers
 Top Managers
 Executives

First-line Managers
A first-line manager is responsible for the daily
supervision of nonmanagerial employees.
The key to managerial success at the first-line level is
building trust between managers and staff.
 Example : office manager, supervisors, Foreman ,Team Leader

Middle Managers
Managers who supervise first-line managers , responsible for :
1.Finding best way to use resources ,achieve organizational goals.
2.Make decisions regarding production products or services.
3.Their job is developing and fine-tuning skills and know-how.
Example :store or division manager, branch manager, general manager

Top Managers
Top mangers are managers who:
1.Establish organizational goals,
2.Decides how departments should interact,
3.Monitors the performance of middle managers.
Top managers are ultimately responsible for the success or
failure of an organization.

Executives
Executives make up the top of the management hierarchy.
Executives are the most senior corporate officer or
administrator in charge of managing a for-profit or non-
profit organization.
Executives are responsible for the smooth functioning of
the top management team, which are the senior managers
of an organization.
 board of directors

• Kelly, a production supervisor, is responsible for 10 employees
who assemble components into a finished product that is sold
to distributors. Kelly reports to Ben, a production manager,
who in turn reports to Dan, a general manager, who reports to
McKenna, a vice president of operations.
• Kelly is what level of management?
A. top manager
B. superintendent of assembly
C. middle manager
D. first-line manager

• Ben and Dan are what level of management?
A. top managers
B. middle managers
C. superintendents of assembly
D. first-line managers
• McKenna is what level of management?
A. top manager
B. superintendent of assembly
C. middle manager
D. first-line manager

• Which of the following is true of middle managers?
• A) They are often called supervisors.
• B) They are responsible for the daily supervision of the
nonmanagerial employees.
• C) They make specific decisions about the production of goods
and services.
• D) They are responsible for the performance of all
departments.
• E) They establish long-term organizational goals.

• Explain how management levels work within their
organization.
• What titles do first-line,
• middle,
• and top managers have within their organizations, and how do
they differ?

Education and experience enable managers to
recognize and develop the personal skills they need to
put organizational resources to their best use.
Education and experience help managers develop three
types of skills:
 Conceptual
 Human
 Technical

Conceptual Skills
Conceptual skills are the ability to analyze and
diagnose a situation and to distinguish between
cause and effect.
Top managers require the best conceptual skills
because their primary responsibilities are planning
and organizing.
Formal education and training are important in
helping managers develop conceptual skills.

Human Skills
look at your self at the beginning of your career
Human skills are the ability to understand, alter, and
control the behavior of other individuals and
groups.
Human skills can be learned through education and
training, but also developed through experience.
Thorough and direct feedback allows managers to
develop their human skills.

Technical Skills
Technical skills are the job specific knowledge and
techniques required to perform an organizational role.
Managers need a range of technical skills to be effective,
and the type of skills needed depends on their position in
the organization.
Managers and employees who have the same kinds of
technical skills typically become members of a specific
department, such as marketing, manufacturing, human
resources, etc.

Skills needed at different management levels

Effective managers need all three kinds of skills:
•conceptual,
•human, and technical
•to help their organizations perform efficiently and effectively.
The absence of one type of managerial skill can often lead to
failure.

Example : small business main problem could be lack of conceptual and personal skills

• Adam is an engineer who can examine and detect a problem,
determine cause and effect, and provide a solution. Adams ‘
skill is called which of the following?
• A) Human
• B) Negotiation
• C) Technical
• D) Conceptual
• E) Structural

Core Competency refers to the specific set of departmental
skills, knowledge, and the experience that allows one
organization to outperform another.
Departmental skills that create a core competency give an
organization a competitive advantage.
Organization focus on their area of expertise .

WHAT IS YOUR COMPANY CORE COMPETENCY ?

Recent Changes in
Management Practices

BREAK OUT ROOM
IN WHAT WAYS DO YOU THINK MANAGERS’
JOBS HAVE CHANGED THE MOST OVER THE LAST
10 YEARS?
WHY HAVE THESE CHANGES OCCURRED?

• workforce, the environment, organizational cultures.
• workforce becomes diverse, managers must establish HRM
procedures that are legal, fair, and do not discriminate among
any organizational members.
• Managers must enhance benefits of a diverse workforce .
• Change toward service economy
• People will move from hand job to knowledge job.
• Uncertainty , nature of work,( you do not know what is the out
put of certain project )
• Globalization

Challenges
• Uncertainty . VUCA volatility , uncertainty, complexity , ambiguity
• Diverse workforce, managers must establish HRM procedures that
are legal, fair, and do not discriminate members.
• Wellbeing of employees ( pandemic, crisis ) .
• Technology & Digitalization
• Shaping company culture (culture of active interaction)
• Recruiting & Onboarding the Right Talent.
• Change toward service economy.
• People will move from hand job to knowledge job. Skill gap
• Globalization

Restructuring and Outsourcing
Restructuring
Restructuring is the downsizing of an organization by
eliminating jobs of large numbers, top, middle, and first-line
managers, as well as nonmanagerial employees.
Restructuring often produces negative outcomes,
 It reduces employee morale
 Other employees fear for their jobs.

Restructuring and Outsourcing
Outsourcing
Outsourcing is contracting with another company, usually
abroad, to have it perform an activity the organization
previously performed itself.
Outsourcing increases efficiency
It lowers operating costs,
freeing up money and resources that can be used in more
effective ways.

Empowerment and Self-Managed Teams
Empowerment is the expansion of employees’ knowledge, tasks, and
decision-making responsibilities.
It leads to considerable performance gains for an organization.
Example Deere’s vehicles company use assemble workers as sales
employees beside their work
Their pay increases is on learning new skills and completing courses .
Deere’s company compete with its competitors with the environment
products

Empowerment and Self-Managed Teams - Continued
Self-managed Teams
are a group of employees who assume responsibility for
organizing, controlling, and supervising their own activities
and monitoring the quality of the goods and services they
provide.

Empowerment and Self-Managed Teams - Continued
Self-managed teams assume many tasks and responsibilities previously
performed by first-line managers, so a company can better utilize its workforce.
First-line managers act as coaches or mentors to self-managed teams, by
providing advice and guidance.
Using IT, middle level managers can monitor what is happening in these teams

• __________ is a management technique that involves giving
employees more authority and responsibility over how they
perform their work activities.
• A) Restructuring
• B) Outsourcing
• C) Empowerment
• D) Departmentalization
• E) Insourcing

Challenged for
Managing Globally

Global organizations are organizations that operate to
compete in more than one country.
Four challenges managers of global organizations face:
1.Building a competitive advantage : 4 blocks
2.Maintaining ethical standards
3.Managing a diverse workforce
4.Utilizing new information systems and technologies

Competitive Advantage
Competitive Advantage is the ability of one organization to
outperform other organizations because it produces desired
goods or services more efficiently and effectively than they do.
Four building blocks of a competitive advantage are:
 Efficiency
 Quality
 Innovation
 Responsiveness to customers

Competitive Advantage – Efficiency
Organizations increase their efficiency when they reduce the
quantity or resources they use to produce goods or services.
 Manager’s responsibility must constantly be looking for ways
to improve efficiency to ensure that their organization can
compete with companies in other countries where employees
are paid lower wages.

Competitive Advantage – Quality
The challenge from global organizations has places a premium on consumers’
expectations of quality in terms of products and service.
 Enhancing TQM , involvement of employees , organizing quality control
teams
 Companies often struggle with providing a high-quality product at an
affordable price.
 It’s a manager's responsibility to determine methods to utilize
resources effectively to ensure that the organization produces a
product of quality.
 Speed ( how fast they bring products to the market ) and flexibility
( how easily they change their ways )

Competitive Advantage – Innovation
Innovation is the process of creating new or improved goods
and services or developing better ways to produce or provide
them.
It is a managers’ responsibility to :
create culture where people are encouraged to innovate.
Create culture of taking risks.
Example :
Google has lab for innovation i.e google car , self driving car

Competitive Advantage – Responsiveness to Customers
Training employees to be responsible to customers’ needs is vital for all
organizations competing for a competitive advantage.
 Many organizations empower their customer service employees and
give them authority to take the lead in providing high-quality customer
service.
 Managing behavior is important in services company
 Turnaround management is the creation of a new vision for
struggling company using new approach ( new CEO)
 Nokia , Kodak

• A manufacturing company recently developed a new vision
and radical new strategies to reduce the number of products
sold in order to reduce costs. The company utilized
__________ by developing the new vision and strategies.
• A) Crisis management
• B) Total quality management
• C) Stratification
• D) Restructuring
• E) Turnaround management

2-Maintaining Ethical & Socially Responsible
Standards
Pressure on managers to increase performance, can also lead to managers
behaving unethically or illegally.
Example :
• Nike manager ignore working conditions “sweatshop” ,
• Apple 55 factories out of 122 factories ignore working hours , they work
more than 60 hours .
•Managers might offer bribes .
Example Avon ,Siemens, Haliburton both have settled bribery claims for
amount of 400 million

Maintaining Ethical & Socially Responsible Standards
 Social responsibility centers on deciding what obligations a
company has toward the people and groups affective by its
activities.
 Some companies have strong views about CSR and their
managers believe they should protect the interests of others.

Managing a Diverse Workforce
take care in the recruitment process
Age, gender, race, ethnicity, religion, sexual preference, and
socioeconomic composition of the workforce present new challenges
for managers.
 Managers must establish human resource management (HRM)
procedures and practices that are legal and fair and do not
discriminate against any organizational members.
Example :Fair recruitment process / advertising / interviews

Managing a Diverse Workforce
take care in the recruitment process
 Managers recognize the performance-enhancing possibilities of a
diverse workforce, and the skills and experience that they can
bring to an organization.
 People are the most important resource.
 Developing & protecting human resources is a crucial challenge
for mangers in a global environment.
 Diversity can produce the best practices ??? ( How)

Utilizing IT and E-Commerce
IT is an important challenge for managers as it poses opportunities for
employees and managers to be more efficient and effective at their daily
tasks.
IT advancements enable individual employees by :
 giving them important information
allowing virtual interactions around the globe using the Internet.
 “ Big data “
Example UPS united Parcel Services saved millions of minutes by helping
drivers to optimize their routes

Utilizing IT and E-Commerce
Increased global coordination helps improve quality and increases the
pace of innovation.
New competency after COVID : digital dexterity (technological
competency )

Exercise
• How technology or e-commerce is currently shaping their
present organization, and the profession of management
within that organization.
• Is technology assisting or hindering managers within their
organization?

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