MANAGERS IN THE

WORKPLACE

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TODAY’S AGENDA

Introduction
Review Syllabus
Other Administrative Details
Overview of the Course

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INSTRUCTOR INFORMATION

DR. KHALED BEKHET

DBA, M.PHIL., MBA
-ADJUNCT PROFESSOR AT THE AMERICAN UNIVERSITY IN CAIRO.
-ADJUNCT ASSISTANT PROFESSOR AT PARIS ESLSCA BUSINESS SCHOOL.
-FORMER ASSISTANT PROFESSOR, COLLEGE OF BUSINESS, ANTALYA
INTERNATIONAL UNIVERSITY (AIU), TURKEY

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 COURSE DESCRIPTION

 “Thiscourse is an introduction to the management

functions. It will focus on the theory and fundamental
concepts of management including planning, organizing,
leadership, and control. This course will review the
evolution of management thought, function and
practice and will stress current approaches and
emerging concepts....”

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CLASSES AND COMMUNICATION

 Course ID: BUS MBA-GOV 8

 Course Name: Contemporary Management
 Class Room:
 E-mail: kbekhet@gmail.com
 Phone: +201001502249

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CLASS STRUCTURE
Lectures: 1 session/week

Determination of Grades Value

Attendance & Participation 5P

Midterm Exam (Chapters 1,2,3,4,5) 25 P

Individual Project 20 P

50 P
Total
Textbook:
• Management, Global Edition, 13/E, Stephen P. Robbins, Mary Coulter, ISBN- 13:
9781292090207, Pearson, 2016. Please refer to your Syllabus for more details.

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CLASS POLICY & ETIQUETTE
 Come to class on time and don’t walk out early.
 Turn off your cell phone, PC, I pad …..etc.
 Don’t talk amongst yourselves, read the newspaper, or
eat during lecture.
 Do ask questions and ask me to slow down if I am
going too fast or the material is not clear.
 Do help out the class by initiating and participating in
class discussion.
 Read textbook before class, review after.

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LEARNING OBJECTIVES

Explain why managers are important to

organizations
Tell who managers are and where they work
Describe the functions, roles, and skills of
managers
Describe the factors that are reshaping and
redefining the manager’s job
Explain the value of studying management

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WHY ARE MANAGERS IMPORTANT?

Organizations need their managerial skills and

abilities more than ever in these uncertain,
complex, and chaotic times.
Managerial skills and abilities are critical in getting
things done.
The quality of the employee/supervisor relationship
is the most important variable in productivity and
loyalty.

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WHO ARE MANAGERS?
Manager
Someone who
coordinates and
oversees the work of
other people so that
organizational goals
can be accomplished.

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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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EXHIBIT 1-1: LEVELS OF MANAGEMENT

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WHERE DO MANAGERS WORK?

Organization - A deliberate arrangement of

people assembled to accomplish some specific
purpose (that individuals independently could not
accomplish alone).
Common Characteristics of Organizations
Have a distinct purpose (goal)
Are composed of people
Have a deliberate structure

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 EXHIBIT 1-2
CHARACTERISTICS OF ORGANIZATIONS

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WHAT DO MANAGERS DO?

Management involves coordinating and overseeing

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

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 EFFECTIVENESS AND EFFICIENCY

Effectiveness Efficiency
Doing the right Doing things right
things

• Attaining • Getting the

organizational goals most output for
the least inputs

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 EXHIBIT 1-3
EFFICIENCY AND EFFECTIVENESS IN
MANAGEMENT

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MANAGEMENT FUNCTIONS
 Planning - Defining goals, establishing strategies to
achieve goals, and 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
FOUR FUNCTIONS OF MANAGEMENT

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 MANAGEMENT ROLES

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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MANAGEMENT ROLES

Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource
allocator, negotiator

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EXHIBIT 1-5: MINTZBERG’S MANAGERIAL ROLES

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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 1-6: SKILLS NEEDED AT DIFFERENT
MANAGERIAL LEVELS

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 CHANGES FACING MANAGERS

Technological changes
Increased emphasis on managerial ethics
Increased competitiveness
Changing Security Threats

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CHANGES FACING MANAGERS

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WHY STUDY MANAGEMENT?

Universality of Management
The reality that management is needed
in all types and sizes of organizations
at allorganizational levels
in all organizational areas
in all organizations, regardless of location

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EXHIBIT 1-9: UNIVERSAL NEED FOR
MANAGEMENT

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 EXHIBIT 1-10: REWARDS AND
CHALLENGES OF BEING A MANAGER

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REVIEW QUESTIONS

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 EXERCISES –CHOOSE THE BEST
ANSWER

1) Managers with good ________ know how to communicate, motivate and lead to
get the best out of their people. 1) _______

A) technical skills
B) B) conceptual skills
C) interpersonal skills
D) empirical skills

2) Wasting resources is considered to be an example of ________. 2)

_______
A) inefficacy B) ineffableness C) ineffectiveness D) inefficiency

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 EXERCISES –CHOOSE THE BEST
ANSWER
3) Kelly, a production supervisor, is responsible for ten employees who assemble
components into a finished product. Kelly is a ________. 3) _______

A) Non-managerial employee
B) first-line manager
C) middle manager
D) top manager

4) ________ have titles such as executive vice president, chief operating officer,
and chief executive officer. 4) _______

A) Middle managers
B) B) Top managers
C) Supervisors
D) First-line managers

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 EXERCISES –CHOOSE THE BEST
ANSWER

5) ________ skills tend to be more important for first-line managers since they
manage employees who produce the organization's product. 5) _______

A) Empirical B) Conceptual C) Technical D) Human

6) Effectiveness is associated with ________. 6) _______

A) doing the right things
B) doing things right
C) reducing inventory
D) decreasing production time

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 EXERCISES –CHOOSE THE BEST
ANSWER
7) Supervisor is another name for ________. 7) _______

A) team leader
B) first-line manager
C) middle manager
D) top manager

8) Andrew is reviewing next week's orders, scheduling orders to machines, and

assigning employees to run those machines. Andrew is engaged in ________.
8) _______

A) leading B) controlling C) organizing D) planning

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 EXERCISES –CHOOSE THE BEST
ANSWER
9) If Fiona accomplishes her projects with high-quality results, but takes more
time than other managers in the process, as a manager she is ________. 9) ______

A) efficient, but ineffective

B) B) project oriented, but not effective
C) effective, but inefficient
D) a leader, but not a top manager

10) Motivating subordinates is primarily associated with the management

function of ________. 10) ______

A) directing B) organizing C) leading D) planning

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 EXERCISES –CHOOSE THE BEST
ANSWER
11) The universality of management means that ________. 11) ______

A) any manager can work in any organization and perform any management
function
B) all managers in all organizations perform the four management functions
C) all managers in all organizations perform managerial functions in similar ways
D) all managers in all organizations perform the same quantity of managerial
functions

12) Today, the basic management functions include ________. 12) ______

A) planning, organizing, leading, and controlling

B) planning, organizing, directing, and controlling
C) planning, organizing, coordinating, and controlling
D) planning, organizing, commanding, and coordinating

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 EXERCISES –CHOOSE THE BEST
ANSWER

13) Which of the following represents one of the challenges of management? 13)
______
A) influencing organizational outcomes
B) having to deal with a variety of personalities
C) creating an environment in which organizational members can do their best work
D) helping others find meaning and fulfillment in their work

14) When Joe checks the amount of output that the employees have completed and
the number of units that have been rejected, he is performing which of the following
management functions? 14) ______

A) evaluating B) monitoring C) controlling D) leading

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 EXERCISES –CHOOSE THE BEST
ANSWER
15) Conceptual skills involve ________. 15) ______

A) managing employees who use tools to produce the organization's products

B) thinking about abstract and complex situations
C) inspiring enthusiasm and trust among employees
D) communicating with customers

16) When Sam Walton visited his Walmart stores, he would often lead the
employees in cheers and give inspiring speeches. Sam knew the importance of
________ skills. 16) ______

A) technical B) conceptual C) decisional D) interpersonal

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 EXERCISES –CHOOSE THE BEST
ANSWER
17) When Sara is sharing with her team members the information she received at
this morning's production meeting, she is performing the Mintzberg role of
________. 17) ______

A) disseminator B) entrepreneur C) monitor D) liaison

18) The fact that Aisha achieves her departmental goals is an indication of her
________ as a manager. 18) ______

A) leadership
B) efficiency
C) effectiveness
D) attention to detail

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