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MANAGEMENT & E-BUSINESS LECTURE1 Dr. Mohamed Hesham Mansour.

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Presentation on theme: "MANAGEMENT & E-BUSINESS LECTURE1 Dr. Mohamed Hesham Mansour."— Presentation transcript:

1 MANAGEMENT & E-BUSINESS LECTURE1 Dr. Mohamed Hesham Mansour

2 Copyright © All rights reserved. 2 “While you teach, you learn.”

3 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.

4 Standards of Evaluation 10%Attendance 10%Participation 20%Assignments 20%Project 40%Exam

5 Copyright © All rights reserved. 5 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

6 Copyright © All rights reserved. 6 Tools PP Presentation Q&A Practical Exercises Case Studies Reading Materials Projects Researches TV Commercials

7 Topics to be discussed NEW ERA OF MANAGEMENT “DAFT 2 nd 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

8 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

9 Contemporary Management NEW ERA OF MANAGEMENT DAFT LECTURE1 Dr. Mohamed Hesham Mansour

10 Copyright © All rights reserved. 10

11 Managing in Turbulent Times Chapter 1

12 Copyright © All rights reserved. 12 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

13 Copyright © All rights reserved. 13 Driving Force: Technology Ever-advancing Technology has shrunk the world

14 Copyright © All rights reserved. 14 Driving Force: Diversity Increasing diversity of workers has brought in a wide array of differing values, perspectives, and expectations among workers

15 Copyright © All rights reserved. 15 Driving Force: Public Consciousness Public consciousness has become much more sensitive and demanding that organizations be more socially responsible

16 Copyright © All rights reserved. 16 Driving Force: Global Marketplace Strive to remain competitive in the face of increasingly tough global competition Much of the 3 rd -world countries have joined the global marketplace, creating a wider arena for sales and services

17 Copyright © All rights reserved. 17 Driving Force: Stakeholders Community of Stakeholders Organizations are responsible to stockholders, and Focus on building relationships with employees, customers, partners, and suppliers

18 Copyright © All rights reserved. 18 Nature of Management Cope with diverse, far-reaching challenges Driving Forces – Telecommunications – Diversity of Workers – Public consciousness – Global marketplace – Community of stakeholders

19 Copyright © All rights reserved. 19 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

20 Copyright © All rights reserved. 20

21 Copyright © All rights reserved. 21 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!

22 Exercise Define Management

23 Copyright © All rights reserved. 23 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

24 Copyright © All rights reserved. 24 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

25 Copyright © All rights reserved. 25 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

26 Copyright © All rights reserved. 26 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

27 Copyright © All rights reserved. 27 Planning Function Definition – Defines goals for future organizational performance – Decides tasks and use of resources needed

28 Copyright © All rights reserved. 28

29 Effective Goals Have Five Parts 1. Intentions 2. Outcomes 3. Methods/Resources 4. Deadlines 5. Action Plan

30 How to Set Goals Deadlines Methods/Resources OutcomesIntentions Through: - Equipment - Personal action - Technology - Delegation - Staffing - Training - Task forces - Analysis - Research Having: - A product - An increased profit - An approach - A reduced cost - A more efficient way - Fewer mistakes - Higher performance - A system To: - Develop - Evaluate - Increase - Choose - Decrease - Purchase - Install - Test - Inform - Produce - Complete - Prevent

31 How to Insure Success with Goals? (AIR) Alignment 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? A Impact What difference will it make to the organization? I Rewards What’s in it for everybody? “Remember that people repeat the behavior for which they are rewarded”. R

32 Performance Management and Alignment Company Vision Company core values Company mission Company goals Critical Success Factors Division objectives Critical success factors Individuals objectives

33 Priority Management Priority Definition A priority is any task or item that is important and has relative urgency.

34 Copyright © All rights reserved. 34 UrgentNot Urgent Important Less Important Priority Setting Matrix

35 Copyright © All rights reserved. 35 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

36 Copyright © All rights reserved. 36 Controlling Function Definition ● Monitoring employees’ activities ● Determining whether the organization is on target toward its goals ● Making corrections as necessary

37 Copyright © All rights reserved. 37 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

38 Copyright © All rights reserved. 38 Organizational Performance Attainment of organizational goals in an efficient and effective manner 2 nd half of definition of management The Process of Management

39 Copyright © All rights reserved. 39 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

40 Copyright © All rights reserved. 40 Management Skills Complex Multidimensional Range of skills Manager’s Job

41 Copyright © All rights reserved. 41 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

42 Copyright © All rights reserved. 42 Management Skills & Management Functions Matrix Function Skill PlanningOrganizingLeading Controlling Acquiring 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

43 Copyright © All rights reserved. 43 Management Types - Vertical Managerial Levels in the Organizational Hierarchy

44 Copyright © All rights reserved. 44 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

45 Copyright © All rights reserved. 45 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

46 Copyright © All rights reserved. 46 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

47 Copyright © All rights reserved. 47

48 Copyright © All rights reserved. 48 Ten Manager Roles CategoryRole InformationalMonitor Disseminator Spokesperson InterpersonalFigurehead Leader Liaison DecisionalEntrepreneur Disturbance handler Resource allocator negotiator

49 Copyright © All rights reserved. 49 Mintzberg’s Managerial Roles

50 Copyright © All rights reserved. 50 Mintzberg’s Managerial Roles

51 Copyright © All rights reserved. 51 Mintzberg’s Managerial Roles

52 Copyright © All rights reserved. 52 Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management Decision making, planning, and controlling 2. Communication Exchanging routine information and processing paperwork 3. Human resource management Motivating, disciplining, managing conflict, staffing, and training 4. Networking Socializing, politicking, and interacting with others

53 Copyright © All rights reserved. 53 Allocation of Activities by Time

54 Copyright © All rights reserved. 54 Hierarchical Levels

55 Copyright © All rights reserved. 55 Managing During Turbulent Times Stay Calm Be Visible Put People Before Business Tell the Truth Know When to Get Back to Business

56 Copyright © All rights reserved. 56 Assignment # 1 (Individuals) (03/03/2010) Search for other definitions for Management Analyze and Criticize Define Management in your own words and Justify

57 Copyright © All rights reserved. 57 THANK YOU

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