Dr.  Rania  
 EL  Reedy            

Contemporary  Management  
 Essentials
of contemporary Management

Sixth edition

BY      
Gareth  R.  jones  &  Jennifer  M.  George        
COURCE  OUTCOMES:  
 
q D IFFERENT SKILLS NEEDED FOR TODAY’S
MANAGERS.︎
q LEADERSHIP AND ITS IMPORTANCE ON PEOPLE’S
CREATIVITY, VALUES, SHARING INFORMATION AND
POWER.︎
q DEMANDS THAT’S GOES BEYOND TRADITIONAL
IDEAS AND TECHNIQUES IN MANAGEMENT.︎
q TEAMWORK, COLLABORATION , PARTICIPATION
AND LEARNING HELPING MANAGERS TO TERRAIN
TODAY’S COMPLEX BUSINESS MANAGEMENT.︎

 
COURCE  OULINE  
q  Historical foundation of Management.︎
q  Environmental and Corporate Culture.︎
q  Managerial Ethics and Social Responsibilities.︎
q  Strategy Formulation and Implementation.︎
q  Managerial Decision Making.︎
q  Structural Design to achieve strategic goals.︎
q  Change and Development.︎
q  Leadership in Organization.︎
q  Motivation in Organization︎
q  Teamwork in Organization.︎
q  Importance of Control.︎
 Chapter one ︎
︎
HISTORICAL FOUNDATION OF MANAGEMENT&
MANAGERIAL ETHICS AND SOCIAL
RESPONSIBLITIES ︎
︎
Course  Assessment  

ADendance  :                      10%  
ParJcipaJon:                    20%  
Midterm  exam  :          30%  
Final  exam  :                        40%  
 
 HISTORICAL FOUNDATION OF MANAGEMENT︎
q The  systemaJc  study  of  management  began  in  the  closing  
decades  of  the  19th  century,  aUer  the  Industrial  RevoluJon  
had  swept  through  Europe  and  America.    
q In   the   new   economic   climate,   managers   of   all   types   of  
organizaJons—poliJcal,  educaJonal,  and  economic—were  
increasingly   turning   their   focus   toward   finding   beDer   ways  
to  Sa5sfy  Customers’  needs.    
q T he   development   of   sophisJcated   machinery   and  
equipment,   the   Industrial   RevoluJon   changed   the   way  
goods   were   produced,   parJcularly   in   the   weaving   and  
clothing  industries.    
 
q Small   workshops   run   by   skilled   workers   who  
produced   hand-­‐manufactured   products   (a   system  
called   craUs   producJon)   were   being   replaced   by  
large  factories  .  

q Owners   and   managers   of   the   new   factories  

found   themselves   unprepared   for   the  
challenges   accompanying   the   change   from  
small-­‐scale   craUs   producJon   to   large-­‐scale  
mechanized  manufacturing.  
q They   were   unprepared   for   the   social   problems  
that   occur   when   people   work   together   in   large  
groups  (as  in  a  factory  or  shop  system).  
   
q Managers  began  to  search  for  new  techniques  to  
manage  their  organizaJons’  resources,  and  soon  
they   began   to   focus   on   ways   to   increase   the  
efficiency  of  the  worker–task  mix.  

SCIENTIFIC  MANAGEMENT  
 SCIENTIFIC  MANAGEMENT  

q  ScienJfic   management   :   is   The   systemaJc   study   of  

relaJonships   between   people   and   tasks   to  
Increase  efficiency.  
 What  is  Management?  

q  Management   is   the   planning,   organizing,  

leading,   and   controlling   of   human   and   other  
resources   to   achieve   organizaJonal   goals  
efficiently  and  effecJvely.    
q  An   organiza5on’s   resources   include   assets  
such   as   people   and   their   skills,   know-­‐how,  
and   experience;   machinery;   raw   materials;  
computers   and   informaJon   technology;   and  
patents,  financial  capital,  and  loyal  customers  
and  employees.  
 Organiza5on  &  Mangers  

q Organiza5ons:   Are   collecJons   of   people  

who   work   together   and   coordinate   their  
acJons  to  achieve  a  wide  variety  of  goals  or  
desired  future  outcomes.    

q Managers:   are   the   people   responsible   for  

supervising   and   making   the   most   of   an  
organizaJon’s   human   and   other   resources  
to  achieve  its  goals.  
Organiza5onal  Performance  &  Efficiency  
q  Organiza5onal  performance  is  a  measure  of  how  
efficiently  and  effecJvely  managers  use  available  
resources   to   saJsfy   customers   and   achieve  
organizaJonal  goals.  

q  What  are  efficiency  and  effec5veness?  

 
Efficiency   is   a   measure   of   how   producJvely        
resources  are  used  to  achieve  a  goal.    
OrganizaJons  are  efficient  when  managers  minimize  
the  amount  of  input  resources  
 MANAGERS  &  EFFECTIVENESS  
q    A   manager’s   responsibility   is   to   ensure   that   an  
organizaJon   and   its   members   perform   as  
efficiently   as   possible   all   the   work   acJviJes   needed  
to  provide  goods  and  services  to  customers.  
 
q Effec5veness  is  a  measure  of  the  appropriateness  
of  the  goals  that  managers  have  selected  for  the  
organizaJon   to   pursue   and   the   degree   to   which  
the   organizaJon   achieves   those   goals.  
Organiza5ons   are   effec5ve   when   managers  
choose    appropriate  goals  and  then  achieve  them.  
 Essen5al  Management  Tasks  

q The  job  of  management  is  to  help  an  organizaJon  

make  the  best  use  of  its  resources  to  achieve  its  
goals.  
 
q   How  do  managers  accomplish  this  objecJve?  
 They  do  so  by  performing  four  essenJal  managerial  
tasks:  planning,  organizing,  leading,  and  controlling.  
 Planning  
Choose  appropriate  
organizaJonal  
goals  and  courses  
of  acJon  to  best  
achieve  those  
goals.   Organizing  
Controlling   Establish  task  
Establish  accurate   and  authority  
measuring  and   relaJonships  that  
monitoring  systems   allow  people  to  
to  evaluate  how   work  together  to  
well  the   achieve  
organizaJon  has   organizaJonal  
achieved  its  goals   Leading   goals.  
MoJvate,  
coordinate,  and  
energize  individuals  
and  groups  to  work  
together  to  achieve  
organizaJonal  goals.  

Four  tasks  of  management    

 Planning  
 
q  To   perform   the   planning   task,   managers   idenJfy  
and   select   appropriate   organizaJonal   goals   and  
courses  of  acJon;  they  develop  strategies  for  how  
to  achieve  high  performance.  
q   The  three  steps  involved  in  planning  :  
   (1)  Deciding  which  goals  the  organizaJon  will    
               pursue,    
   (2)  Deciding  what  strategies  to  adopt  to  aDain  
               those  goals,    
   (3)  Deciding  how  to  allocate  organizaJonal    
             resources  to  pursue  the  strategies  that  aDain  
             those  goals.    
 the  outcome  of  planning    

q  Is   a   strategy   ,   a   cluster   of   decisions   concerning  

what  organizaJonal  goals  to  pursue,  what  acJons  
to   take,   and   how   to   use   resources   to   achieve  
these  goals.  
 Organizing  
 

q  Organizing   is   to   structure   the   working  

relaJonships   so   organizaJonal   members   interact  
and  cooperate  to  achieve  organizaJonal  goals.  
q  Organizing   people   into   departments   according   to  
the   kinds   of   job-­‐specific   tasks   they   perform   lays  
out   the   lines   of   authority   and   responsibility  
between  different  individuals  and  groups.    
q  The   outcome   of   organizing   is   the   creaJon   of   an  
organizaJonal   structure   ,   a   formal   system   of   task  
and   reporJng   relaJonships   that   coordinates   and  
moJvates.  
   Leading    
 
q Leadership   involves   managers   using   their   power,  
p e r s o n a l i t y ,   i n fl u e n c e ,   p e r s u a s i o n ,   a n d  
communicaJon   skills   to   coordinate   people   and  
groups   so   their   acJviJes   and   efforts   are   in  
harmony.    
q Leadership   revolves   around   encouraging   all  
employees   to   perform   at   a   high   level   to   help   the  
organizaJon  achieve  its  vision  and  goals.  
q Leadership   is   a   highly   moJvated   and   commiDed  
workforce.    
Controlling  
 
q  In   controlling   ,   the   task   of   managers   is   to   evaluate  
how   well   an   organizaJon   has   achieved   its   goals  
and   to   take   any   correc5ve   ac5ons   needed   to  
maintain  or  improve  performance.  
 
q  The   outcome   of   the   control   process   is   the   ability  
to  measure    performance  accurately  and  regulate  
organizaJonal  efficiency  and  effecJveness.    
 Levels  and  Skills  of  Managers  
 
q  The  three  levels  of  managers:  
 
           first-­‐line  managers,  middle  managers,  and  top  
           managers—arranged  in  a  hierarchy.  
 
q  Typically  first-­‐line  managers  report  to  middle  
           managers,  and  middle  managers  report  to  top  
           managers  
  
CEO  
 
 
TOP  MANAGERS  
 
 
 
MIDDLE  MANAGERS  
 
 
FIRST  LINE  MANAGERS    
 
 
 
 
 
LEVELS  OF  M  ANAGEMENT  
 
 
 FIRST  LINE  MANAGER  

q  At   the   base   of   the   managerial   hierarchy   are  

first-­‐line  managers  ,  oUen  called  supervisors.    

q  They   are   responsible   for   daily   supervision   of  

the   non   managerial   employees   who   perform  
the   specific   acJviJes   necessary   to   produce  
goods  and  services.  
   
q  First-­‐line  managers  work  in  all  departments  or  
funcJons  of  an  organizaJon.  
 MIDDLE  MANAGER  
q Supervising   the   first-­‐line   managers   are   middle  
managers   ,   responsible   for   finding   the   best   way   to  
organize   human   and   other   resources   to   achieve  
organizaJonal  goals.    

q To  increase  efficiency,  middle  managers  find  ways  to  

help   first-­‐line   managers   and   non   managerial  
employees   beDer   use   resources   to   reduce  
manufacturing  costs  or  improve  customer  service.    
 
q T o   increase   effec5veness,   middle   managers  
evaluate   whether   the   organizaJon’s   goals   are  
appropriate  and  suggest  to  top  managers  how  goals  
should  be  changed.  
 TOP  MANAGEMENT  
q  Top   managers   are   responsible   for   the  
performance  of  all  departments.  
 
q   Top  managers  establish  organizaJonal  goals,  
 
q  They   decide   how   the   different   departments  
should  interact;    
 
q  They  monitor  how  well  middle  managers  in  each  
department  use  resources  to  achieve  goals.  
 
q  Top  managers  are  ulJmately  responsible  for  the  
success   or   failure   of   an   organizaJon,   and   their  
performance.  
CEO  
CHIEF  EXECUTIVE  OFFICER  
 
q  The  chief  execuJve  officer  (CEO)  is  a  company’s  
most  senior  and  important  manager,  the  one  all  
other  top  managers  report  to.  
 
q  A  central  concern  of  the  CEO  is  the  creaJon  of  a  
smoothly  funcJoning  top  management  team.  
 MANAGERIAL  SKILLS  

q  EffecJve   managers   need   all   three   kinds   of   skills:  

conceptual,   human,   and   technical—to   help   their  
organizaJons   perform   more   efficiently   and  
effecJvely.  
 
q  The  absence  of  even  one  type  of  managerial  skill  
can  lead  to  failure.  
 MANAGERIAL  SKILLS  
conceptual  skills  
q  The   ability   to   analyze   and   diagnose   a   situaJon  
and  to  disJnguish  between  cause  and  effect.  
 q  Formal   educaJon   and   training   are   important   in  
  helping   managers   develop   conceptual   skills.  
Business   training   at   the   undergraduate   and  
graduate   (MBA)   levels   provides   many   of   the  
conceptual   tools   (theories   and   techniques   in  
markeJng.  
 q 
  The   ability   to   focus   on   the   big   picture   lets  
managers   see   beyond   the   situaJon   and   consider  
choices   keeping   in   mind   the   organizaJon’s   long-­‐
term  goals.  
HUMAN  &  TECHNICAL  SKILLLS  
q    the   ability   to   understand,   alter,   lead,   and   control  
the  behavior  of  other  individuals  and  groups.  
 
q  The  ability  to  communicate,  to  coordinate,  and  to  
moJvate   people,   and   to   mold   individuals   into   a  
cohesive   team   disJnguishes   effecJve   from  
ineffecJve  managers.    

q  Technical  skills  are  the  job-­‐specific  skills  required  

to  perform  a  parJcular  type  of  work  or  occupaJon  
at  a  high  level.  
CORE  COMPETENCY  &COMPETITIVE  
ADVANTAGE  
q  core  competency  is  oUen  used  to  refer  to  the  
specific  set  of  departmental  skills,  knowledge,  
and  experience  that  allows  one  organizaJon  to  
           outperform  its  compeJtors.  
 
q   In  other  words,  departmental  skills  that  create  a  
core  competency  give  an  organizaJon  a  
compeJJve  advantage.  
 CHANGES  IN  MANAGERIAL  PRACTICES    
 
q   Two  major  factors  that  have  led  to  these  
           changes  are  :  
 
             -­‐  Global  compeJJon    
             -­‐  Advances  in  informaJon  technology.  
 
q  Modern  IT  gives  managers  at  all  levels  and  access  
to   more   and   beDer   informaJon   and   improves  
their  ability  to  plan,  organize,  lead,  and  control.    
 
q  IT   also   gives   employees   more   job-­‐related  
informaJon   and   allows   them   to   become   more  
skilled,  specialized,  and  producJve.    
Recent  Change  in  Management  Prac5ces  
Restructuring  and  Outsourcing    
To  uJlize  IT  to  increase  efficiency  and  effecJveness,  
CEOs   and   top   management   teams   have   been  
restructuring  organizaJons  and  outsourcing  specific  
The  Management  Process  organizaJonal  acJviJes    
-­‐  To   reduce   the   number   of   employees   on   the  
payroll   and   make   more   producJve   use   of   the  
remaining  workforce.  
 
Restructuring   involves   simplifying,   shrinking,   or  
downsizing   an   organizaJon’s   operaJons   to   lower  
operaJng   costs,   eliminaJng   product   teams,  
shrinking   departments,   and   reducing   levels   in   the  
hierarchy,   all   of   which   result   in   the   loss   of   large  
numbers   of   jobs   of   top,   middle,   or   first-­‐line  
managers.  

q  But   It   can   reduce   the   morale   of   remaining  

employees,   who   worry   about   their   own   job  
security.  
 Outsourcing  

q  Outsourcing   involves   contracJng   with   another  

company,   usually   in   a   low-­‐cost   country   abroad,   to  
have   it   perform   a   work   acJvity   the   organizaJon  
p r e v i o u s l y   p e r f o r m e d   i t s e l f ,   s u c h   a s  
manufacturing,  markeJng,  or  customer  service.  
 
q  Outsourcing   increases   efficiency   because   it   lowers  
operaJng   costs,   freeing   up   money   and   resources  
that  can  be  used  in  more  effecJve  ways—  
Maintaining  Ethical  and  Socially  Responsible  Standards  
 
q Managers   at   all   levels,   especially   aUer   the   recent  
economic  crisis,  are  under  considerable  pressure  to  make  
the  best  use  of  resources  .  
q F or   example,   top   managers   feel   pressure   from  
shareholders   to   increase   the   performance   of   the   enJre  
organizaJon   to   boost   its   stock   price,   improve   profits,   or  
raise  dividends.  
q   In  turn,  top  managers  may  pressure  middle  managers  to  
find   new   ways   to   use   organizaJonal   resources   to   increase  
efficiency   or   quality   and   thus   aDract   new   customers   and  
earn  more  revenues.  
 Maintaining  Ethical  and  Socially  Responsible  
Standards  
   Pressure  to  increase  performance  can  be  healthy  
q 
         for  an  organizaJon  because  it  leads  managers  to  
         quesJon  how  the  organizaJon  is  working,  and  it    
       encourages  them  to  find  new  and  beDer  ways  to  
       plan,  organize,  lead,  and  control.  
 
q However,   too   much   pressure   to   perform   can   be        
harmful.   It   may   induce   managers   to   behave  
unethically,   and   even   illegally,   when   dealing   with  
people   and   groups   inside   and   outside   the  
organizaJon.  
 Social  responsibili5es  

q The   issue   of   social   responsibility,   centers   on  

deciding  what  obligaJons  a  company  has  toward  
the   people   and   groups   affected   by   its   acJviJes—
such   as   employees,   customers,   or   the   ciJes   in  
which  it  operates.  
q    Some   companies   have   strong   views   about   social  
responsibility;   their   managers   believe   they  
should  protect  the  interests  of  others.  
q    But   some   managers   may   decide   to   act   in   an  
unethical   way   and   put   their   own   interests   first,  
hurJng  others  in  the  process.  
 ETHICS  
q Ethics  are  the  inner  guiding  moral  principles,  values,  and  
beliefs  that  people  use  to  analyze  or  interpret  a  situaJon  
and   then   decide   what   is   the   right   or   appropriate   way   to  
behave.  
q Ethics   also   indicate   what   is   inappropriate   behavior   and  
how   a   person   should   behave   to   avoid   harming   another  
person.    
q Stakeholders  supply  a  company  with  its  producJve  
         resources;  as  a  result,  they  have  a  claim  on  and  a  
         stake  in  the  company.    
q    Because   stakeholders   can   directly   benefit   or   be   harmed  
by   its   acJons,   the   ethics   of   a   company   and   its   managers  
are  important  to  them.  
THANK  YOU