Our Social Contract. - Commitment Is The Foundation of Great Accomplishments. - Commitment Is An Act, Not A Word. Grading Formula

Introduction
Our Social Contract.

- Commitment is the foundation of great
accomplishments.
- Commitment is an act, not a word.
Grading formula.
Cases 20%
Midterm Exam 25%
Project 20%
Final Exam: 35%
© Copyright McGraw-Hill. All rights reserved. 1–1

Project and cases
Guidelines
Assessment Tool Weight

Cases * 20%
Midterm Exam 25%
Project* 20%
Final Exam: Comprehensive 35%
Total 100%

Part A- 5%
2 min video-taped Presentations. (5%)

Due date: Max 15/11/2021.
PROJECT (20%)
Includes two parts (part A & part B) Part B- 15%
How can we manage NEW LEBANON

Writen Essay
using management concepts from our

contemporary management course, you
are requested to do project including at
least 15 solution on how to apply
contemporary management to improve
our public sector.
Due date: Till end of semester.

videotaped
videotaped Presentations
Presentations Guidelines
Guidelines
Instructions:
1- Pick-up one of the listed topics in the following slide
(feel free to choose any topic from the list, If you wish to
choose other topic (s), make sure to get my approval first .
2-You are requested to do a 2 min presentation and send it

via “WhatsApp”.
General guides : To help you in your presentation start by a small introduction in which you define the
chosen concept and list how and why it is important to recent management?

Oral
Oral Presentations
Presentations Guidelines
Guidelines
3- You will be graded upon:
A- Your presentation skills/styles

B- Quality of information listed
C- Your analytical approaches.
D- Presentation Visuals and Creativity.

List
List of
of topics
topics
Topic 1: Emotional Intelligence

Topic 2: Corporate social responsibilities
Topic 3: Corporate Governance
Topic 4: Competitors as allied and not Enemy.
Topic 5- Creativity in doing business
Topic 6: digital transformation
Topic 7: organization structure and design
Topic 8:formel and informal organization
Topic 9: motivation
Topic 10: management and organizational behavior
Topic 11: line and staff relationship
Topic 12: Fast Decision making

Part
Part B-
B- how
how cancan we
we manage
manage NEW NEW LEBANON
LEBANON
using
using Management
Management concepts
concepts from
from ourour
contemporary
contemporary management
management course,
course, you
you are
are
requested
requested to
to do
do aa project
project including
including at
at least
least 15
15
detailed
detailed solutions
solutions on
on how
how to
to apply
apply contemporary
contemporary
management
management to to improve
improve our
our public
public sector.
sector.
Due
Due date:
date: till
till the
the end
end of
of semester.
semester.
Group
Group up
up to
to four
four students
students or
or more
more isis allowed.
allowed.
..
Cases
Cases to
to Solve
Solve (( 20%)
20%) ..
You
You are
are requested
requested to
to solve
solve four
four cases
cases (( will
will be
be
uploaded
uploaded on
on the
the system).
system).
Due
Due date:
date: till
till the
the end
end of
of semester
semester

At the end of this course , you will be able to
understand the following outcomes:
Changes in the decision environment
Contemporary issue in the area of strategic management
Impact of these issue on strategic decision.
Managing those issues while formulating and implementing strategies
You will open your perception to a new management practices

Welcome aboard , please
Fasten your seat belts……
Let us do some magic.....
twisting your mind mode is

on…..
Let us give another try

You will only See what Do not be scared to
you choose to see Share your idea’s
Be creative
There is no right Look into details
Or wrong idea.
It is only a matter of Challenge your

perception assumptions
Accept change Find new ways to do

business
Now close your eyes and tell us what do you hear?

Minds are like parachutes , if you do
not open them , they will not hold you
up……
open your brain to accept new idea’s

and embrace change to accelerate.

What is contemporary
management?

Everything is our world is changing , and is changing fast ,
What remains constant is only the ………… itself.
if we do not adapt to the new challenges ,we will definitely suffer big time!
(Nokia-Cannon are some of the failure modules)
1–16
What are the Major Elements Affecting
Management?

Major Elements Affecting Management:
New Technologies and Innovations leading to creative strategies.
Globalization (Open Competition/Alliances/Mergers & Acquisitions).
Changing in the needs of customers and their KNOWLEDGE (People become

more knowledgeable and more demanding).
customer needs for Business Ethics, CSR, Corporate governance, regulations and
transparency (sustainability reports) which has become a strategic contemporary tool to
survive. (Emotional intelligence systems instead of bureaucracy.)
Strategic leadership replacing regular strategic management.
New Majors are emerging.
“If we do not change our way of thinking and unless we become PROACTIVE
we will end up fishing !”
1–18
 Do not stay in your comfort zone is contemporary management.
 Accept risk and move with the change is contemporary management
 Manage with a full transparency with your client is contemporary

management
 Telling your client where your competitor is better is contemporary

management
 Creating a culture is contemporary management
 Creativity and innovation is contemporary management
 Building partnership instead of commercial relationship with your

stakeholders is contemporary management

Some quotes….
Stupid is knowing the truth, seeing the truth, but still believing the lies.
Don’t waste your time by doing same mistakes and expect a different output.
Stay away from negative people , they have a problem for each solution
Leadership is not about size, it is about the knowledge & wisdom
Your value does not decrease based on someone’s inability to see your worth
“Everything depends on your attitude and not on what you have”

Linking Roots to Present and Future
Understanding contemporary management through traditional module “Henry

Fayol”.*
After watching the below link , we must discuss if the basic fayol’s
management principals are modern applying.
ttps://www.youtube.com/watch?v=RIozYN_rhkA
Henri Fayol ( father of classic management)
Let us take the best of the past and move

forward…….

Division of work*
Division of Work means to divide or break up a single complicated job into

different smaller specialized tasks. Here, each of these smaller tasks is handled
separately probably by an expert or a team working under his command.
In case, these tasks are dependent on each other's completion, they are
achieved separately and procedurally one after another.
When all smaller tasks complete as expected, they all together help to
accomplish the single complicated job.
Recently we have created chain value departments ( linked to quality

control department) to ensure the flow of the best quality.
When the company is big in size we formulate what we call special

committees or BU’s to simplify the tasks.( the management should ensure that the
BU’s are aware of the main goals and should operate according to prefixed time
frames limits and should hold an empowerment to operates effectively and
efficiency).

Authority & Responsibility *
According to Henri Fayol, "Authority is the right to give orders and the power
to exact obedience."
Responsibility indicates the duty assigned to a position. The person holding

the position has to perform the duty assigned. It is his responsibility. The term
responsibility is often referred to as an obligation to perform a particular task assigned
to a subordinate. In an organization, responsibility is the duty as per the guidelines
issued
The recent management trend strive to create a leadership culture

environment based on recruiting and /or creating more leaders within the enterprises,
thus responsibilities and authority will be circulated among every single employee.
“FOU” sample is one good example.

What is the difference between leader and manager?
Discipline*
Management as a discipline refers to that branch of knowledge which is

connected to study of principles & practices of basic administration.
It specifies certain code of conduct to be followed by the manager & also

various methods for managing resources efficiently.
Management as a discipline specifies certain code of conduct for managers &

indicates various methods of managing an enterprise.
Recent trends strives to Create a culture of discipline instead of code of

conduct and hard rules and threatening memorandum's.
Employers must create a culture where everyone should embrace the culture of
ethics instead of blindly following the code of conduct ( Enron had the best code of
conduct and it failed).
A MUST READ –ENRON case

Unity of command*
•This principle states that there must be only one superior to a subordinate.
•That is, an employee or a worker must not have many bosses or superiors.
• If an employee or subordinate has to work under the influence of many bosses or
superiors, then it creates a confusing situation, dilemma and disorder.
This also affects overall efficiency, productivity and profit of the organization.
Unity of command is till used today in order to eliminate dilemma and disorder.
But what happens if you are taking orders from a non ethical manager? (I turn a
blind eye in order not to loose my job).
Instead of direct boss evaluation most companies are using the 360 degree in
order to avoid biases and to reduce the risk of non ethical behavior.
Any evaluation must be discussed with the evaluated employee with rights to
claim and objection.(right reinforced by the law and ethical standards)
Rotation can reduce biases as well.
The right to a whistle blow must be well defined and ensured in the code of
conduct.

Centralization and decentralization *
Centralization
It is a rule which means that the power of decision making of the
organization remains under control of the top level management. It is also said that
everything which decreases the role of subordinates can be termed as centralization
because top level management retains everything. There are three types of
centralization that are departmental centralization, centralization of performance
and centralization of management.
Decentralization
It is a rule under which the power is deputed to the lower level
management. More clearly, it can be termed as the delegation of power to all levels
of management across the organization. Everything that enhances the role of
subordinates is known as decentralization. In order to take major decision very
strictly, the power is retained by the top management.
Which is more suitable in recent

management ? management?

Centralization and decentralization *
Since recent management focus on empowering people and embracing a culture of

ethics , the decentralization is more adaptable despite it is more risky for
companies.
Technology , Communication and follow up can reduce the risk.
The technology allows to throw back to the centralization in decision and control
and eliminates the risk.
Formulating a unified code of work eliminates some of the decentralized tasks.
During crises management , centralization is a must.

Unity of Direction Principle*
One head and one plan for a group of activities with the same objective. All
activities which have the same objective must be directed by one manager, and he must
use one plan.
This is called Unity of Direction.
For example, all marketing activities such as advertising, sales promotion,

pricing policy, etc., must be directed by only one manager.
He must use only one plan for all the marketing activities. Unity of direction
means activities aimed at the same objective should be organized so that there are one
plan and one person in charge.
Boss, subordinates, members; all in the same organization might have

different responsibility and position but the motive behind only all their activities have
to be single, which is to attain organizational goals.
Keep your eyes on the main goal.

Definition of 'Scalar Chain‘*
Definition: Communication is a crucial aspect of any organization and the

principle of scalar chain revolves around the flow of communication from
management to the lowest rank in the company. Scalar chain is a chain of all
supervisors from the top management to the person working in the lowest rank.
Description: A clear line of communication is very important for any

organization to achieve its objectives. The communication has to flow in an order for it
to be effective. Scale chain identifies that path. According to the principle, any
information should follow a pre-defined path, which is from the supervisor to the one
in lowest position, to avoid any ambiguity.
-Full transparency should not exist in recent management-

Japanese wall is adopted by most of recent companies in order to avoid
flow of inside information to the outside of the companies.
Inside information leakage is a financial crime.

what makes a inside information?
It is information that if it were made public, would be likely to have a
'significant effect'
© Copyright onAll price
McGraw-Hill. rights reserved. 1–29
Stability of tenure *
Stability of tenure personnel means availability of personnel in case

employees leave the company. This means that replacements should always be
available in order to provide stability of the business.
No employee is irreplaceable?
Stock option is the recent trend that sustain motivation and loyalty.
What do you think if every employee is a shareholder?
Employees do not leave business, they leave managers.
What is happening today in the banking system?

Rotation and downsizing

Remuneration *
Employee satisfaction depends on fair remuneration for everyone. This

includes financial and non-financial compensation
Two basic kinds of remunerations exist :

-Tangible ( salaries increase, bonus, financial incentive)
-Intangible ( Tickets, moral awards and incentive)
Tangible Short term satisfaction
Intangible Long term satisfaction
Non financial compensations are the new trend backed by a Stock option
(system ensuring a good financial dividend distribution).

Equity*
Equity means combination of fairness, kindness & justice.
The employees should be treated with kindness & equity if devotion is expected of
them.
We should
It implies that managers are working
be fair on
andaimpartial
system while dealing with the
subordinates. where we can provide a
certain scale values for
employees
They should give similar and
treatment to include
people ofthese
similar position.
values in the balance sheet
according
They should not discriminate to theirtoworth
with respect age, caste, sex, religion, relation etc.
( negative or positive) within.
Equity is essential to create and maintain cordial relations between the managers
and sub-ordinate.
But equity does not mean total absence of harshness.
Fayol was of opinion that, “at times force and harshness might become necessary
for the sake of equity”.
. © Copyright McGraw-Hill. All rights reserved. 1–32
After noticing a new idea?
What shall you do ?
-Shall you consider this as added information to your knowledge?
OR
-Shall you take this idea as an opportunity and start building some idea’s around
it to make change(s)?

Order
This principle is concerned with proper & systematic arrangement of things and
people.
Arrangement of things is called material order and placement of people is called

social order.
Material order- There should be safe, appropriate and specific place for every
article and every place to be effectively used for specific activity and
commodity.
Social order- Selection and appointment of most suitable person on the suitable
job. There should be a specific place for every one and everyone should have
a specific place so that they can easily be contacted whenever need arises.
The mechanistic approach is a right and not an option.

Initiative *
Workers should be encouraged to take initiative in the work assigned to them.
It means eagerness to initiate actions without being asked to do so.
Stock-option
Fayol advised that management is the
should new opportunity
provide trend. to its employees to
Hearing the voice
suggest ideas, experiences& of employees
new method of work. and
ensuring awards for creative idea’s
can make of
It helps in developing an atmosphere a leverage.
trust and understanding.
The package
People then enjoy working productionbecause
in the organization line is ait adds to their zeal and
energy. supportive example
To suggest improvement in formulation & implementation of place.
They can be encouraged with the help of monetary & non-monetary incentives.

Sub-Ordination of Individual Interest to General Interest*
An organization is much bigger than the individual it constitutes

therefore interest of the undertaking should prevail in all circumstances.
As far as possible, reconciliation should be achieved between

individual and group interests.
But in case of conflict,

Create individual
and embrace mustan sacrifice
ethicalfor bigger interests.
culture.
In order to achieve this attitude, it is essential that :
- Employees should be honest & sincere.
- Proper & regular supervision of work.
- Reconciliation of mutual differences and clashes by mutual agreement.
For example, for change of location of plant, for change of profit sharing ratio,
etc.

Espirit De’ Corps*
It refers to team spirit i.e. harmony in the work groups and mutual understanding
among the members. Spirit De’ Corps inspires workers to work harder.
Fayol cautioned the managers against dividing the employees into competing
groups because it might damage the moral of the workers and interest of the
undertaking in the long run.
Recent trend encourage competition among groups, engraving challenge is the

best motivation fuel for good employees.
Investing in team work workshops become a supportive investment in recent

companies.

VIDEo
Open system VS Closed System*
https://www.youtube.com/watch?v=EKANxSldLZY
HW 1:
Which is better to recent
companies and why?
1–38
Watch the following link
for next session
https://www.youtube.com/watch?
v=ouwcIR3ia3o&list=PL5_4nCmk3cs9w_R5x4zs0KAQ9X4RKeuQc

the
the Libra
Libra module
module focus
focus on
on four
four culture
culture

Libra Module
Recent Management
Focus
Internal External

Stability
Control Flexibility

• Combine together
Flexibility
FAMILLY ADHOCRACY
-Personal growth -Open
-Cooperation -Innovative
-Team Work -Synergy
Internal External
HIERARCHY
Control MARKET ORIENTED
-Order
-Productivity
-Discipline
-Making money
-Documentation
-customer oriented
-Facts
-Competitive

There are four different Management Style and they can
severely contradict together
Adhocracy and Hierarchy

“The best way to kill creativity is to set procedure”
Jeff Degraff
Family and Market oriented

“either you care for people or you care for money”
Work shop :
What do you see
What matters
is what
you do not see
Conclusion :
“ Managing diversity makes all the difference* “
The Puzzle Module Known as the octagram is one real challenge that we need to
discuss!!*
Becoming a master manager
“Robert Quinn”
The Lucifer ethics

“Philip ZIMBARDO”
Art of war
“Sun TZU”
Who moved my cheese

“Spencer Jhonson”
Recent
Recent Changes
Changes in
in Management
Management Practices
Practices
Restructuring
Downsizing an organization by eliminating the jobs of large
numbers of top, middle, or first line managers and non
managerial employees
Outsourcing
Contracting with another company, usually abroad, to have it
perform an activity the organization previously performed itself
Increases efficiency because it lowers operating costs, freeing
up money and resources that can be used in more effective
ways.

Recent
Recent Changes
Changes in
in Management
Management Practices
Practices
Empowerment
• Expansion of employees' knowledge, tasks, and decision
making responsibilities.
• People must be considered as assets
“If your employer is considering you

as a number……show him that you are a profitable one”

Relative
Relative Amount
Amount of of Time
Time That
That Managers
Managers
Spend
Spend onon the
the Four
Four Managerial
Managerial Functions
Functions
Figure 1.4
To
To read
read the
the Next
Next following
following slides
slides
Maker
Maker sure
sure to
to Know:
Know:
-The
-The Level
Level of
of management.
management.
-The
-The Difference
Difference between
between efficient
efficient and
and
effective.
effective.
-the
-the four
four components
components of
of management
management

Outline
Outline
• What Is Management?
• Why Study Management?
• Managerial Functions
Planning
Organizing
Leading
Controlling
• Types of Managers?
• IT and Managerial Roles and Skills
• Challenges for Management in a Global Environment

Chapter
Chapter Outline
Outline (cont’d)
(cont’d)
• Types of Managers
Levels of Management
Areas of Managers
Recent Changes in Managerial Hierarchies
• IT and Managerial Roles and Skills
Managerial Roles Identified by Mintzberg
Being a Manager
Managerial Skills

Chapter
Chapter Outline
Outline (cont’d)
(cont’d)
Building a Competitive Advantage
Maintaining Ethical Standards
Managing a Diverse Workforce
Utilizing New Information Technology and E-
commerce

What
What Is
Is Management?
Management?

What
What Is
Is Management?
Management?
• Management
The planning, organizing, leading, and controlling
of human and other resources to achieve
organizational goals effectively and efficiently.
• Managers
The people responsible for supervising the use of
an organization’s resources to meet its goals.
• Resources are organizational assets
People Skills Knowledge Information
Raw materials Machinery Financial capital

What
What Is
Is Management?
Management?
• Efficiency :
 Doing things right
Getting the most output for the least input.
• Effectiveness
 Doing the right things
Attaining organizational goal

Efficiency,
Efficiency, Effectiveness,
Effectiveness, and
and Performance
Performance in
in an
an Organization
Organization
Figure 1.1
Why
Why Study
Study Management?
Management?
Proper management directly impacts improvements in

the well-being of a society.
 concept recently described by “CSR concept”
Studying management helps people to understand
what management is and prepares them accomplish
managerial activities in their organizations.
Studying management opens a path to a well-paying
job and a satisfying career.
Management makes work more easy when tasks and
functions are clear and create a motivation atmosphere

Four
Four Functions
Functions of
of Management
Management
Figure 1.2
Types
Types of
of Managers
Managers
• Levels of management
First-line managers
• Responsible for day-to-day operations. Supervise people
performing activities required to make the good or service.
Middle managers
• Supervise first-line managers. Are responsible to find the
best way to use departmental resources to achieve goals.
Top managers
• Responsible for the performance of all departments and
have cross-departmental responsibility. Establish
organizational goals and monitor middle managers. Form
the top management team along with the CEO and COO.

Levels
Levels of
of Management
Management
Figure 1.3
Relative
Relative Amount
Amount of of Time
Time That
That Managers
Managers
Spend
Spend onon the
the Four
Four Managerial
Managerial Functions
Functions
Figure 1.4
Recent
Recent Changes
Changes in
in Managerial
Managerial Hierarchies
Hierarchies
• Why?
Global competition
Advances in IT
Economic wars
• Some results:
Restructuring
Empowerment & Self-managed teams
• Can you list some Examples?

IT
IT and
and Managerial
Managerial Roles
Roles and
and Skills
Skills
• Managerial Role
The set of specific tasks that a person is expected
to perform because of the position he or she holds
in the organization.
• Roles are directed inside as well as outside
the organization.
• Roles are defined into three role categories
(as identified by Mintzberg):
Interpersonal  Informational  Decisional

Managerial
Managerial Roles
Roles Identified
Identified by
by Mintzberg
Mintzberg
• Decisional
 Entrepreneur
 Disturbance Handler
 Resource Allocator
 Negotiator
• Interpersonal
 Figurehead
 Leader
 Liaison
• Informational
 Monitor
 Disseminator
 Spokesperson

Managerial
Managerial Skills
Skills
• Conceptual skills
The ability to analyze and diagnose a situation and
distinguish between cause and effect.
• Human skills
The ability to understand, alter, lead, and control
the behavior of other individuals and groups.
• Technical skills
The specific knowledge and techniques required to
perform an organizational role.

Skill
Skill Types
Types Needed
Needed by
by Managerial
Managerial Level
Level
Figure 1.5
Challenges
Challenges for
for Management
Management in
in
aa Global
Global Environment
Environment
• Increasing Number of Global Organizations.
• Building a Competitive Advantage
• Maintaining Ethical Standards
• Managing a Diverse Workforce
• Utilizing Information Technology and E-
commerce
• Others…????

Building
Building Blocks
Blocks of
of Competitive
Competitive Advantage
Advantage
Figure 1.6
Managing
Managing
in
in aa Contemporary
Contemporary
World
World
PowerPoint Presentation by Charlie Cook
Copyright © 2004 Prentice Hall, Inc.
All rights reserved.
Three
Three Waves
Waves That
That Changed
Changed the
the World
World
• Agriculture
Until the late nineteenth century, all economies
were agrarian.
• Industrialization
From the late 1800s until the 1960s, most
developed countries moved from agrarian societies
to industrial societies.
• Information
Information technology is transforming society from
its manufacturing focus to one of service.
Copyright © 2004 Prentice Hall, Inc. All rights reserved. 2–73

The
The Changing
Changing Economy
Economy
Old Economy New Economy
• National borders serve to limit • National borders no longer define an

competition organization’s operating boundaries
• Technology reinforces rigid hierarchies • Technology opens up organizations
and limits access to information and makes information more accessible
• Job opportunities are for blue-collar • Job opportunities are for knowledge
industrial workers workers
• Population is relatively homogeneous
• Population is characterized by cultural
• Business is estranged from its diversity
environment
• Business accepts its social
• Economy is driven by large responsibilities
corporations
• Economy is driven by small
• Customers get what business chooses
entrepreneurial firms
to give them
• Customer needs drive business
EXHIBIT 2.1

AA Global
Global Marketplace
Marketplace
• Global village
Refers to the concept of a boundaryless world; the
production and marketing of goods and services
worldwide.
• Borderless organization
A management structure in which internal
arrangements that impose artificial geographic
barriers are broken down

Global
Global Competition
Competition
• Multinational corporations (MNCs)
 Companies that maintain significant operations in two
or more countries simultaneously but are based in one
home country
• Transnational corporation (TNC)
 A company that maintains significant operations in
more than one country simultaneously and
decentralizes decision making in each operation to the
local country
• Strategic alliances
 A domestic and a foreign firm share the cost of
developing new products or building production
facilities in a foreign country

Stages
Stages of
of Going
Going Global
Global
EXHIBIT 2.2

Globalization’s
Globalization’s Effect
Effect On
On Managers
Managers
• Parochialism
A narrow focus in which one sees things solely
through one’s own view and from one’s own
perspective
• Hofstede’s framework for assessing cultures:
Power distance
Individualism versus collectivism
Quantity of life versus quality of life
Uncertainty avoidance
Long-term versus short-term orientation

Technology
Technology
• Any equipment, tools, or operating methods
that are designed to make work more efficient
• Information Technology (IT)
Benefits of IT
• Cost savings (e.g., inventory control)
• Freedom from fixed locations for operations
Challenges
• Increased worker skill requirements
• A leveling of the the competitive playing field that increases
competition

Debate
Debate
Do
Do you
you consider
consider technology
technology as
as aa product
product or
or
aa communication
communication tools?
tools?

Internet
Internet Business
Business
• E-commerce
Any computer transaction that occurs when data
are processed and transmitted over the Internet
• E-organization
The applications of e-business concepts offered to
stakeholders.
• E-business
The full breadth of activities included in a
successful Internet-based enterprise

What
What Defines
Defines
an
an E-Business?
E-Business?
EXHIBIT 2.3

Let
Let us
us examine
examine our
our knowledge
knowledge

Questions?
Questions?
What is a group of people who work together and possess similar skills or use the
same knowledge, tools, or techniques?
A-Organization
B- Department
C- Team
D- Presentation group
Which management skill is the ability to understand, alter, lead, and control the
behavior of other individuals and groups?
A- Conceptual
B-Human
C-Technical
D-Technological

Questions?
Questions?
What is the specific set of abilities that allows one manager to perform at a higher
level than another manager?
A-Skill-sets
B-SKAs
C-Competencies
D-skill traits

Our Social Contract. - Commitment Is The Foundation of Great Accomplishments. - Commitment Is An Act, Not A Word. Grading Formula

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Our Social Contract. - Commitment Is The Foundation of Great Accomplishments. - Commitment Is An Act, Not A Word. Grading Formula

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Introduction

Our Social Contract.

- Commitment is an act, not a word.

Midterm Exam 25%

Final Exam: 35%

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Assessment Tool Weight

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2 min video-taped Presentations. (5%)

How can we manage NEW LEBANON

using management concepts from our

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2-You are requested to do a 2 min presentation and send it

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3- You will be graded upon:

A- Your presentation skills/styles

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Topic 1: Emotional Intelligence

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Changes in the decision environment

Contemporary issue in the area of strategic management

Impact of these issue on strategic decision.

Managing those issues while formulating and implementing strategies

You will open your perception to a new management practices

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Let us do some magic.....

twisting your mind mode is

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It is only a matter of Challenge your

Accept change Find new ways to do

Now close your eyes and tell us what do you hear?

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open your brain to accept new idea’s

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New Technologies and Innovations leading to creative strategies.

Globalization (Open Competition/Alliances/Mergers & Acquisitions).

Changing in the needs of customers and their KNOWLEDGE (People become

Strategic leadership replacing regular strategic management.

New Majors are emerging.

 Accept risk and move with the change is contemporary management

 Manage with a full transparency with your client is contemporary

 Telling your client where your competitor is better is contemporary

 Creating a culture is contemporary management

 Creativity and innovation is contemporary management

 Building partnership instead of commercial relationship with your

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Leadership is not about size, it is about the knowledge & wisdom

“Everything depends on your attitude and not on what you have”

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Understanding contemporary management through traditional module “Henry

Henri Fayol ( father of classic management)

Let us take the best of the past and move

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Division of Work means to divide or break up a single complicated job into

Recently we have created chain value departments ( linked to quality

When the company is big in size we formulate what we call special

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Responsibility indicates the duty assigned to a position. The person holding

The recent management trend strive to create a leadership culture

“FOU” sample is one good example.