MANAGEMENT & E-BUSINESS LECTURE1 Dr. Mohamed Hesham Mansour

MANAGEMENT & E-BUSINESS

LECTURE1

Dr. Mohamed Hesham Mansour

Copyright © 2008. All rights reserved.

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“While

you teach,

you learn.”

Win – Win Transaction

My objectives My expectations from you

Your expectations from me

Your Objectives

-To pass knowledge-To pass experience-To facilitate applications-To learn-To gain new friends

-To be attentive-To probe-To seek guidance-To participate-To keep in touch

-To pass knowledge

-To pass experience

-To guide

-To be nice

-To give good

marks.

-To gain knowledge

-To gain experience

-To be able to apply

-To have fun

-To get your degree.

Standards of Evaluation

Attendance 10%

Participation 10%

Assignments 20%

Project 20%

Exam 40%


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RULES OF ENGAGEMENT

Participation is badly required and it isn’t GG

Side discussions are seriously prohibited

Questions are more than welcomed

Assignments to be delivered on time

Punctuality is mandatory


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Tools

PP Presentation Q&A Practical Exercises Case Studies Reading Materials Projects Researches TV Commercials

Topics to be discussed

NEW ERA OF MANAGEMENT “DAFT 2nd EDITION”

• Fundamentals of management

• Historical foundations of management

• The environment and corporate culture

• Managerial ethics and social responsibility

• Managerial planning and goal setting

• Strategy formulation and implementation

• Designing adaptive organizations

• Managerial and quality control

• Leadership in organizations

• Motivation in organizations

• Teamwork in organizations

Topics to be discussed

ELECTONIC COMMERCE 2008 “PEARSON INTERNATIONAL EDITION”

• Introduction to e-commerce and e-marketplaces

• Internet consumer retailing

• B2B e-commerce

• EC support services

• EC strategy and implementation

Contemporary ManagementNEW ERA OF MANAGEMENT

DAFT

LECTURE1

Dr. Mohamed Hesham Mansour


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Managing in Turbulent Times

Cha

pter

1


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Organizational Change

Pace continues to accelerate Change is major source of business risk

Driving Forces– Telecommunications– Diversity of Workers– Public consciousness– Global marketplace– Community of stakeholders


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Driving Force: Technology

Ever-advancing Technology has shrunk the world


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Driving Force: Diversity

Increasing diversity of workers has brought in a wide array of differing values, perspectives, and expectations among workers


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Driving Force: Public Consciousness

Public consciousness has become much more sensitive and demanding that organizations be more socially responsible


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Driving Force: Global Marketplace

Strive to remain competitive in the face of increasingly tough global competition

Much of the 3rd-world countries have joined the global marketplace, creating a wider arena for sales and services


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Driving Force: Stakeholders

Community of Stakeholders

Organizations are responsible to stockholders, and

Focus on building relationships with employees, customers, partners, and suppliers


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Nature of Management

Cope with diverse, far-reaching challenges

Driving Forces– Telecommunications– Diversity of Workers– Public consciousness– Global marketplace– Community of stakeholders


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Shift in Mindsets to Navigate Turbulence

Managers are asked to... Do more with less Engage whole employees See change rather than stability as natural Create vision and cultural values that

encourage collaborative workplace


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Making a Difference Today

Requires integrating...– Tried and true management skills

+– New approaches that emphasize

Human touch Enhance flexibility Involve employees’ hearts, minds, and bodies

Successful organizations don’t just happen...

they are managed to be that way!

ExerciseDefine Management


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Definition of Management

The attainment of organizational goals in an effective and efficient manner through

Four functions– planning, – organizing, – leading, and – controlling organizational resources.

Managers use a multitude of skills to perform functions


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Effectiveness& Efficiency

Efficiency (Means) Effectiveness (Ends)

Low Waste High Attainment

Goal Attainment

Management strives for:Low Resource Waste (high efficiency)

High Goal Attainment (high effectiveness)

Resource Usage


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Functions of Management

Planning

Leading

Controlling Organizing

Use influence to motivate employees

Select goals and ways to attain

them

Assign responsibility for task

accomplishment

Monitor activities and make corrections


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The Process of Management

Planning

Leading

Resources

Controlling Organizing

Performance

•Human

•Financial

•Raw Materials

•Technological

•Information

•Attain goals

•Products

•Services

•Efficiency

•Effectiveness

Use influence to motivate employees

Select goals and ways to attain

them

Assign responsibility for task

accomplishment

Monitor activities and make

corrections

Exhibit 1.1 – page 9


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Planning Function

Definition– Defines goals for future organizational

performance– Decides tasks and use of resources needed


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Effective Goals Have Five Parts

1. Intentions

2. Outcomes

3. Methods/Resources

4. Deadlines

5. Action Plan

How to Set Goals

Intentions Outcomes Methods/Resources Deadlines

To:

- Develop

- Evaluate

- Increase

- Choose

- Decrease

- Purchase

- Install

- Test

- Inform

- Produce

- Complete

- Prevent

Having:

- A product

- An increased profit- An approach

- A reduced cost

- A more efficient way- Fewer mistakes

- Higher performance- A system

Through:

- Equipment

- Personal action

- Technology

- Delegation

- Staffing

- Training

- Task forces

- Analysis

- Research

How to Insure Success with Goals?

(AIR)

AAlignment

Have you aligned this goal with your organization’s mission?

Have you aligned this goal with your departmental mission?

Have you aligned this goal with your boss’s mission and vision?

IImpact

What difference will it make to the organization?

RRewards

What’s in it for everybody?

“Remember that people repeat the behavior for which they are rewarded”.

Performance Management and Alignment

Company Vision

Company core values

Company mission

Company goals

Critical Success Factors

Division objectives

Critical success factors

Individuals objectives

Priority Management

Priority DefinitionA priority is any task or item that is important and has relative urgency.


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Urgent Not Urgent

Imp

ort

an

t

Less

Imp

ort

an

tPriority Setting Matrix


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Organizing Function

Definition– Follows planning– Reflects how organization tries to accomplish plan– Involves assignment of

tasks into departments authority and allocation of resources across organization

Corporate Examples - Structural reorganizations– Hewlett-Packard, Sears, Xerox: accommodate changing plans– Voyant Technologies: increased sales; faster product

development


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Controlling Function

Definition

● Monitoring employees’ activities

● Determining whether the organization is on target toward its goals

● Making corrections as necessary


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Controlling Function

New Trends Empowerment and trust of employees = training

employees to monitor and correct themselves New information technology provides control without

strict top-down constraints

Lack of Control Information can lead to Organizational Failure


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Organizational Performance

Attainment of organizational goals in an efficient and effective manner

2nd half of definition of management

The Process of Management


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Organizational Performance

Organization - social entity that is goal directed and deliberately structured

Effectiveness - degree to which organization achieves a stated goal

Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output

Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner


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Management Skills

• Complex

• Multidimensional

• Range of skills

Manager’s Job


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Management Skills

Conceptual Skills – Cognitive ability to see the organization as a whole and the relationships among its parts

Human Skills – ability to work with and through other people and to work effectively as a group member

Technical Skills – understanding of and proficiency in the performance of specific tasks


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Management Skills & Management Functions Matrix

Function

Skill Planning Organizing Leading ControllingAcquiring power

Active listening

Budgeting

Choosing an effective leadership style

Coaching

Creating effective terms

Delegating

Designing motivating jobs

Developing trust

Disciplining

Interviewing

Managing Conflict

Managing Resistance to change

Mentoring

Negotiating

Providing Feedback

Reading and organization's culture

Running productive meetings

Scanning the environment

Setting goals

Solving problems Creatively

Valuing diversity


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Management Types - VerticalManagerial Levels in the Organizational Hierarchy


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Management Types - Horizontal

Functional Managers - – Responsible for a department that performs a

single functional task and – Has employees with similar training and skills

General Managers– Responsible for several departments that perform

different functions


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Managerial Types - Horizontal

Functional Managers– Advertising– Sales– Finance– Human Resources– Manufacturing– Accounting

General Managers– Self-contained division

such as a Dillard’s department store

– Project managers have general management responsibility as they coordinate people across several departments


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What is it like to be a Manager?

Manager Activities– Multitasking Fragmentation Variety

brevity

– Life on Speed Dial

Manager’s Role– Set of expectations for one’s behavior – Diverse activities 10 roles


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Ten Manager Roles

Category RoleInformational Monitor

Disseminator

Spokesperson

Interpersonal Figurehead

Leader

Liaison

Decisional Entrepreneur

Disturbance handler

Resource allocator

negotiator


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Mintzberg’s Managerial Roles


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Effective Versus Successful Managerial Activities (Luthans)

Effective Versus Successful Managerial Activities (Luthans)

1. Traditional managementDecision making, planning, and controlling

2. CommunicationExchanging routine information and processing

paperwork3. Human resource management

Motivating, disciplining, managing conflict, staffing, and training

4. NetworkingSocializing, politicking, and interacting with

others


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Allocation of Activities by TimeAllocation of Activities by Time


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Hierarchical Levels


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Managing During Turbulent Times

Stay Calm Be Visible Put People Before Business Tell the Truth Know When to Get Back to Business


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Assignment # 1 (Individuals) (03/03/2010)

Search for other definitions for Management Analyze and Criticize Define Management in your own words and

Justify


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THANK YOU

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MANAGEMENT & E-BUSINESS LECTURE1 Dr. Mohamed Hesham Mansour