Management: Second Arab World Edition

Robbins, Coulter, Sidani, Jamali

Chapter 1: Introduction to Management and Organizations

• Lecturer: Dr. Ihssan Samara

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 Learning Outcomes
Follow this Learning Outline as you read and study this chapter.

1.1 Classify Managers and Non-managerial Employees

• Explain how managers differ from non-managerial employees.
• Describe how to classify managers in organizations.

1.2 Define Management?

• Explain why efficiency and effectiveness are important to
management.

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 Learning Outcomes
1.3 Describe the Functions, Roles, and Skills of
Managers
• Describe the four functions of management.
• Explain Mintzberg’s managerial roles.
• Describe Katz’s three essential managerial skills and how
the importance of these skills changes depending on
managerial level.

1.4Describe the Characteristics of an Organization

• Describe the characteristics of an organization.
• Describe how today’s organizations are structured.

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 Learning Outcomes
1.5 Explain the Value of Studying Management
• Discuss why it’s important to understand management.
• Explain the universality of management concept.
• Describe the rewards and challenges of being a manager.

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 Classify Managers and
Nonmanagerial Employees

1. Explain how managers differ from non-managerial

employees.

2. Describe how to classify managers in organizations.

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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.
• They can be young or old.
• They may be male or female.
• not personal goals
• put the right person at the right place
• Coordinates through cross departments
Or the same departments

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 Exhibit 1–2 Levels of Management

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 Who Are Managers? (cont’d)
Classifying Managers

First-line Managers
• Individuals who manage the work of non-managerial employees.
• Often called “Supervisors”
• May also be called (Shift Managers, District Managers, Department
managers, office manager)

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 Who Are Managers? (cont’d)

Middle Managers
• Individuals between the lowest and top levels of the organization
who manage the work of first-line managers.
• ( Regional Manager, Project leader, Store manager, division
manager)

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 Who Are Managers? (cont’d)

Top Managers
• Individuals who are responsible for making organization-wide
decisions and establishing plans and goals that affect the entire
organization.

• ( Executive Vice president, President, Managing Director, Chief

Operating officer, Chief executive officer)

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 Who Are Managers? (cont’d)

- What are the different between Managers

and Leaders?

- What are the differences between the four

Managers regarding (planning, types of
decisions, and operations) of the company?

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 Quick Learning Review

First-line managers are often called:

a. Administrators
b. Supervisors
c. Controllers
d. Directors

Managers found between top managers and first-line

managers are usually called:
a. Managing directors
b. Communicators
c. Office managers
d. Middle managers

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 Define Management

1.Define Management

2.Explain why efficiency and effectiveness are important to

management.

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 What Is Management?

• Management involves coordinating and

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

- Its what managers do.

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 What Is Management? (cont’d)

Managerial Concerns

• Efficiency
 “Doing things right”
– Getting the most output for the least
inputs

• Effectiveness
 “Doing the right things”
– Attaining organizational goals

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 Exhibit 1–3 Managerial Effectiveness and
Efficiency in Management

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 Quick Learning Review

Effectiveness is related to:

a. Goal attainment
b. Saving resources
c. Coordination & direction
d. None of the above

Efficiency is related to:

a. Goal attainment
b. Means of getting things done
c. Extent of achievement
d. All of the above

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 Describe the Functions, Roles,

and Skills of Managers

1. Describe the four functions of management.

2. Explain Mintzberg’s managerial roles.

3. Describe Katz’s three essential managerial skills and how the

importance of these skills changes depending on managerial
level.

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 What Do Managers Do?

Three Approaches to Defining What Managers Do

• Functions they perform
• Roles they play
• Skills they need

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 Management Functions

Planning
 Defining goals, establishing strategies to achieve goals, 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 Management Functions

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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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 Interpersonal roles • Figurehead
• Leader
• Liaison

Informational roles • Monitor

• Disseminator
• Spokesperson

Decisional roles • Entrepreneur

• Disturbance handler
• Resource allocator
• Negotiator

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 Management Role

Interpersonal Management Roles

The managerial roles in this category involve providing information and
ideas.
Figurehead – As a manager, you have social, ceremonial and legal
responsibilities. You're expected to be a source of inspiration. People
look up to you as a person with authority, and as a figurehead.
Leader – This is where you provide leadership for your team, your
department or perhaps your entire organization; and it's where you
manage the performance and responsibilities of everyone in the
group.
Liaison – Managers must communicate with internal and external
contacts. You need to be able to network effectively on behalf of your
organization.

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 Management Role

Informational Management Roles

The managerial roles in this category involve processing information.
Monitor – In this role, you regularly seek out information related to
your organization and industry, looking for relevant changes in the
environment. You also monitor your team, in terms of both their
productivity, and their well-being.
Disseminator – This is where you communicate potentially useful
information to your colleagues and your team.
Spokesperson – Managers represent and speak for their organization.
In this role, you're responsible for transmitting information about
your organization and its goals to the people outside it.

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 Management Role

Decisional Management Roles

The managerial roles in this category involve using information.
Entrepreneur – As a manager, you create and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
Disturbance Handler – When an organization or team hits an unexpected
roadblock, it's the manager who must take charge. You also need to help
mediate disputes within it.
Resource Allocator – You'll also need to determine where organizational
resources are best applied. This involves allocating funding, as well as
assigning staff and other organizational resources.
Negotiator – You may be needed to take part in, and direct, important
negotiations within your team, department, or organization.

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 Management Skills

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 1–5 Skills Needed at Different
Management Levels

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 Quick Learning Review

Mintzberg’s 10 roles include:

a. Interpersonal, informational, and decision-making
b. Conflict-resolution, controlling, and leading
c. Planning, leading, and controlling
d. Planning, organizing, and leading

Conceptual skills are most important to:

a. Supervisors
b. Middle managers
c. Top managers
d. None of the above

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 Describe How the
Manager’s Job is Changing

1. Explain the importance of customers to the manager’s job

2. Explain the importance of Social Media to the manager’s job

3. Explain the importance of innovation to the manager’s job

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 Exhibit 1–6
Changes
Affecting A
Manager’s
Job

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 Importance of Customers to the Manager’s
Job

• Customers: the reason that organizations exist

 Managing customer relationships is the responsibility of all
managers and employees.
 Consistent high quality customer service is essential for survival.
• Many jobs require close contact with customers.

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 Exhibit 1–7
Role of the
Service
Sector in
Arab
Economies*

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 Importance of Social Media to the Manager’s
Job

•Managers need to understand and manage the power and risk of

social media.
•Managers need to remember that social media is a tool that needs to
be managed to be beneficial.

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 Importance of Innovation to the Manager’s
Job

• Doing things differently, exploring new territory, and taking risks

 Managers should encourage employees to be aware of and act on
opportunities for innovation.
• How do Arab countries score on innovation indicators?

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 Exhibit 1–8 Some Innovation Indicators

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 Quick Learning Review

Changes impacting a manager’s job include:

a. Increased emphasis on ethics
b. Changing technology
c. Increased competitiveness
D. All of the above

Managers need to increasingly use social media:

a. To relieve workday pressures
b. To stay informed about the daily news
C. To stay connected with customers and employees
d. None of the above

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 Describe the Characteristics
of an Organization

1. Describe the characteristics of an organization.

2. Describe how today’s organizations are structured.

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 What Is An Organization?

An Organization Defined
• A deliberate arrangement of people to accomplish some specific
purpose (that individuals independently could not accomplish alone).

Common Characteristics of Organizations

• Have a distinct purpose (goal)
• Composed of people
• Have a deliberate structure

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 Exhibit 1–9 Characteristics of Organizations

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 Quick Learning Review

Organizations are characterized by:

a. Purpose, structure, technology
b. Culture, structure, technology
c. Purpose, structure, people
d. Culture, purpose, technology

Which of the statements below is true?

a. An organization is a deliberate arrangement of people with no
purpose
b. An organization has to be profit-seeking
c. An organization should always have explicit job arrangements
d. An organization needs some deliberate structure

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 Explain the Value of
Studying Management

1. Discuss why it’s important to understand management.

2. Explain the universality of management concept.

3. Describe the rewards and challenges of being a manager.

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 Why Study Management?

The Universality of Management

 Good management is needed in all organizations.

The reality of work

 Employees either manage or are managed.
 An individual does not have to aspire to be a manager in order to
benefit from taking a course in management.

Rewards and Challenges of Being a Manager

 Management offers challenging, exciting and creative opportunities
for meaningful and fulfilling work.
 Successful managers receive significant monetary rewards for their
efforts.

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 Exhibit 1–10 Universal Need for Management

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 Exhibit 1–11 Rewards and Challenges of
Being A Manager

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 Quick Learning Review

Some of the challenges of being a manager include:

a. Having to work with a variety of personalities
b. Knowing that success is almost always guaranteed
c. Almost always having to work alone
d. Playing a role in company performance

Management is needed in:

a. Large organizations but not small ones
b. Profit-seeking organizations but not in non-profits
c. Lower organizational levels but no higher organizational levels
d. All types and sizes of organizations and all organizational levels

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 Terms to Know
manager controlling
first-line managers management roles
middle managers interpersonal roles
top managers informational roles
management decisional roles
efficiency technical skills
effectiveness human skills
planning conceptual skills
organizing organization
leading
universality of management

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 Case 1
controlling
management roles
interpersonal roles
informational roles
decisional roles
technical skills
human skills
conceptual skills
organization
universality of management

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 Terms to Know
manager controlling
first-line managers management roles
middle managers interpersonal roles
top managers informational roles
management decisional roles
efficiency technical skills
effectiveness human skills
planning conceptual skills
organizing organization
leading
universality of management

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 Answer case
1. Developing employee skills is challenge in almost any
environment. What types of skills need to be mostly
developed for EMAL trainees?
Technical skills are job-specific knowledge and techniques needed
to proficiently perform specific tasks. The trainees at EMAL occupy
non-supervisory levels where employees are not required to have
university degrees. The expected training is at a technical level so
those are the skills expected to be developed in the training
programs. It should be noted that most jobs also require a certain
amount of interpersonal skills.

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 2. Once those employees progress in their careers and get
promoted, what types of skills would be needed?
As employees progress in the organization, they will have more
opportunity to supervise others. Accordingly, more interpersonal
skills would be needed. What specifically would be needed at this
stage? Communication skills are essential, including the ability to
write reports to higher management and properly appraise the
performance of employees. In the environment of EMAL, coaching
skills would also be needed to help new employees get used to
their work environment and learn things fast.

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 3. Go to the Emirates Aluminum website at www.emal.ae. What
can you tell about the company’s emphasis on people and
their careers? How does the company emphasize the hiring of
local, in addition to international, talents?
Visiting EMAL’s website, students can clearly see that EMAL is focused
on five things: quality, the environment, safety, community, and the
implementation of industry’s best practices. In the careers section of
the website, they emphasize that they are committed to the future of
UAE and to the future of their employees. There is an ‘Emaritization’
section on the website which highlights the importance that the
company gives to this issue. “EMAL has developed a specialized five-
year Emiratization program that will drive recruitment, recruiting at all
levels through from operations and support to middle, and ultimately,
senior management. The program aims to recruit a minimum of 115
Emiratis each year for the next five years.” The company is also
involved in scholarship programs that are designed to promote careers
in the engineering and aluminum fields.
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 Terms to Know
manager controlling
first-line managers management roles
middle managers interpersonal roles
top managers informational roles
management decisional roles
efficiency technical skills
effectiveness human skills
planning conceptual skills
organizing organization
leading
universality of management

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 1. Is your course instructor a manager? Discuss in terms of managerial
functions, managerial roles, and skills.
Course instructors (in contrast to individuals who hold positions such as department
head) are not usually classified as managers. In most situations, a course instructor
does not fall within the definition of a manager when utilizing managerial functions,
mainly because students are clients rather than employees. In some cases, an
instructor has little input about course content or how it is to be taught. In these
instances, the instructor makes few managerial decisions.
In terms of managerial roles, course instructors may be involved in some ways in the
interpersonal, informational, and decisional roles. For example, a course instructor
could be seen as a liaison (interpersonal role), a monitor and disseminator (both
informational roles), and a disturbance handler and a negotiator (both decisional
roles).
When discussing managerial skills, course instructors certainly need technical skills—
knowledge about the latest research and conceptual developments in a particular
discipline. They also need significant human skills as they interact with their
students. To a limited extent, the instructor utilizes conceptual skills as courses are
planned or as departmental curriculums are debated.

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 2. “The manager’s most basic responsibility is to focus people
toward performance of work activities to achieve desired
outcomes.” What’s your interpretation of this statement? Do
you agree with this statement? Why or why not?
This statement means that a manager’s job or responsibility is to
coordinate and/or focus subordinates’ energies toward performance
outcomes that will result in the achievement of organizational goals.
By definition, management is coordinating and overseeing the work
activities of others so that their activities are completed efficiently and
effectively. Therefore, most managers and management scholars
would agree with this statement. Coordinating others’ work activities
is what distinguishes a manager’s job from a nonmanagerial one.

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 4. Is there one best “style” of management? Why or why not?
No, there’s probably not one single “best” style of management.
Organizational situations vary and what works best in one organization
may not necessarily work best in another. Point out to students that
they will find a variety of managerial “styles” illustrated throughout
the textbook in different boxes, examples, and cases. Each individual
tends to develop his or her own preferred “style” of managing.

5. Does the way that that contemporary organizations are

structured appeal to you? Why or why not?
There are important differences between the traditional organization and
the contemporary organization. These differences include flexible work
arrangements, employee work teams, open communication systems,
and supplier alliances. Organizations are becoming more open,
flexible, and responsive to changes. Students should reflect on these
new elements and defend their selections.

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 6. In today’s environment, which is more important to
organizations—efficiency or effectiveness? Explain
your choice.
Both are integral to effective management. Management refers
to the process of coordinating and integrating work activities
so that they are completed efficiently and effectively with
and through other people. Efficiency is getting the most
output from the least amount of inputs, the goal of which is
to minimize resource costs (see Exhibit 1-3). Effectiveness
is completing activities so that organizational goals are
attained; often described as “doing the right things” (see
Exhibit 1-3).

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 8. “Management was, is, and always will be the same
thing: the art of getting things done.” Do you agree?
Why or why not?
As students will learn in Chapter 2, modern management has
evolved from its formal beginning in the early 1900s which
had a strictly scientific perspective concerned with finding
the “one best way” to perform a job. Although the goal of
management still centers on the art of getting things done,
“things” for today’s manager include ideas and intangible
products to an increasing degree. Our imagination is the
only limit to our prediction of the services and innovations
that will be managed by future managers as they coordinate
and oversee work activities in the art of getting things done.

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 Terms to Know
manager controlling
first-line managers management roles
middle managers interpersonal roles
top managers informational roles
management decisional roles
efficiency technical skills
effectiveness human skills
planning conceptual skills
organizing organization
leading
universality of management

1-61 Copyright © 2015 Pearson Education

 Terms to Know
manager controlling
first-line managers management roles
middle managers interpersonal roles
top managers informational roles
management decisional roles
efficiency technical skills
effectiveness human skills
planning conceptual skills
organizing organization
leading
universality of management

1-62 Copyright © 2015 Pearson Education

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