Chapter 1 e 7

MANAGEMENT & E-BUSINESS
LECTURE1
Dr. Mohamed Hesham Mansour
While
you teach,
you learn.
Copyright 2008. All rights reserved.
Win Win Transaction

My objectives
-To pass knowledge

-To pass experience
-To facilitate
applications
-To learn
-To gain new
friends
My expectations
from you
-To be attentive
-To probe
-To seek guidance
-To participate
-To keep in touch
Your expectations
from me
Your Objectives
-To pass knowledge
-To gain knowledge
-To pass experience
-To gain experience
-To guide
-To be able to apply
-To be nice
-To have fun
-To give good
-To get your degree.
marks.
Standards of Evaluation
Attendance
10%
Participation
10%
Assignments
20%
Project
20%
Exam
40%
RULES OF ENGAGEMENT
Participation is badly
required and it isnt GG
Side discussions are
seriously prohibited
Questions are more than
welcomed
Assignments to be delivered
on time
Punctuality is mandatory
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 Management
NEW ERA OF MANAGEMENT
DAFT
LECTURE1
Dr. Mohamed Hesham Mansour
10
Chapter 1
Managing in Turbulent Times
Organizational Change
Pace
continues to accelerate
Change is major source of business risk
Driving
12
Forces
Telecommunications
Diversity of Workers
Public consciousness
Global marketplace
Community of stakeholders
Driving Force: Technology
Ever-advancing
Technology has
shrunk the world
13
Driving Force: Diversity

Increasing diversity of
workers has brought
in a wide array of
differing values,
perspectives, and
expectations among
workers
14
Driving Force: Public Consciousness
Public consciousness has

become much more
sensitive and
demanding that
organizations be more
socially responsible
15
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
16
Driving Force: Stakeholders

Community of Stakeholders
Organizations are
responsible to
stockholders, and
Focus on building
relationships with
employees, customers,
partners, and suppliers
17
Nature of Management
Cope
with diverse, far-reaching challenges
Driving
18
Forces
Telecommunications
Diversity of Workers
Public consciousness
Global marketplace
Community of stakeholders
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
19
20
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 dont just happen...

they are managed to be that way!
21
Exercise
Define Management
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

23
Effectiveness& Efficiency
Efficiency (Means)
Resource Usage
Low Waste
Effectiveness (Ends)
Goal Attainment
High Attainment
Management strives for:

Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)
24
Functions of Management
Planning
Select goals and
ways to attain
them
Organizing
Controlling
Monitor activities and
make corrections
Assign responsibility
for task
accomplishment
Leading
Use influence to
motivate employees
25
The Process of Management

Planning
Select goals and
ways to attain
them
Resources
Human
Financial
Raw Materials
Technological
Performance
Attain goals
Organizing
Controlling
Monitor activities
and make
corrections
Assign responsibility
for task
accomplishment
Information
Products
Services
Efficiency
Effectiveness
Leading
Use influence to
motivate employees
Exhibit 1.1 page 9
26
Planning Function
Definition
27
Defines goals for future organizational

performance
Decides tasks and use of resources needed
28
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
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
Deadlines
How to Insure Success with

Goals?
(AIR)
Alignment
Have you aligned this goal with your organizations mission?
Have you aligned this goal with your departmental mission?
Have you aligned this goal with your bosss mission and vision?
I
R
Impact
What difference will it make to the organization?
Rewards
Whats 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 Definition
A priority is any task or item that

is important and has relative urgency.
Priority Setting Matrix
Less
Important
Important
Urgent
34
Not Urgent
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
35
Examples - Structural reorganizations
Hewlett-Packard, Sears, Xerox: accommodate changing plans

Voyant Technologies: increased sales; faster product
development
Controlling Function
Definition
36
Monitoring employees activities
Determining whether the organization

is on target toward its goals
Making corrections as necessary
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
37
Organizational Performance
Attainment of organizational goals
in an efficient and effective manner
The Process of Management
38
2nd half of
definition of
management
Organizational Performance
39
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 organizations ability to attain its goals by using

resources in an efficient and effective manner
Management Skills
Managers Job
Complex
Multidimensional
Range of skills
40
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
41
Management Skills & Management Functions

Matrix
Function
Skill
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 Copyright 2008. All rights reserved.
42
Planning
Organizing
Leading
Controlling
Management Types - Vertical

Managerial Levels in the Organizational Hierarchy
43
Management Types - Horizontal

Functional
Responsible for a department that performs a

single functional task and
Has employees with similar training and skills
General
44
Managers -
Managers
Responsible for several departments that perform

different functions
Managerial Types - Horizontal
Functional Managers
45
Advertising
Sales
Finance
Human Resources
Manufacturing
Accounting
General Managers
Self-contained division
such as a Dillards
department store
Project managers have

general management
responsibility as they
coordinate people across
several departments
What is it like to be a Manager?

Manager
Activities
Multitasking
Life on Speed Dial
Managers
46
Fragmentation
Variety
brevity
Role
Set of expectations for ones behavior

Diverse activities
10 roles
47
Ten Manager Roles

Category
Role
Informational
Monitor
Disseminator
Spokesperson
Interpersonal
Figurehead
Leader
Liaison
Decisional
Entrepreneur
Disturbance handler
Resource allocator
negotiator
48
Mintzbergs Managerial Roles
49
50
51
Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(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
52
Allocation
Allocation of
of Activities
Activities by
by Time
Time
53
Hierarchical Levels
54
Managing During Turbulent Times

Stay
Calm
Be Visible
Put People Before Business
Tell the Truth
Know When to Get Back to Business
55
Assignment # 1 (Individuals)
(03/03/2010)
Search
for other definitions for Management

Analyze and Criticize
Define Management in your own words and
Justify
56
THANK YOU
57

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MANAGEMENT & E-BUSINESS

Dr. Mohamed Hesham Mansour

Copyright 2008. All rights reserved.

Win Win Transaction

-To pass knowledge

-To pass knowledge

-To gain knowledge

-To pass experience

-To gain experience

-To be able to apply

-To have fun

-To give good

-To get your degree.

Copyright 2008. All rights reserved.

Copyright 2008. All rights reserved.

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

ELECTONIC COMMERCE 2008 PEARSON INTERNATIONAL EDITION

Introduction to e-commerce and e-marketplaces

Internet consumer retailing

EC strategy and implementation

Dr. Mohamed Hesham Mansour

Copyright 2008. All rights reserved.

Managing in Turbulent Times

Copyright 2008. All rights reserved.

Driving Force: Technology

Copyright 2008. All rights reserved.

Driving Force: Diversity

Copyright 2008. All rights reserved.

Driving Force: Public Consciousness

Public consciousness has

Copyright 2008. All rights reserved.

Driving Force: Global Marketplace

Copyright 2008. All rights reserved.

Driving Force: Stakeholders

Copyright 2008. All rights reserved.

with diverse, far-reaching challenges

Copyright 2008. All rights reserved.

Shift in Mindsets to Navigate Turbulence

Copyright 2008. All rights reserved.

Copyright 2008. All rights reserved.

Making a Difference Today

Tried and true management skills

Successful organizations dont just happen...

Copyright 2008. All rights reserved.

The attainment of organizational goals in an effective

Managers use a multitude of skills to perform functions

Copyright 2008. All rights reserved.

Management strives for:

Copyright 2008. All rights reserved.

Copyright 2008. All rights reserved.

The Process of Management

Copyright 2008. All rights reserved.

Defines goals for future organizational

Copyright 2008. All rights reserved.

Copyright 2008. All rights reserved.

Effective Goals Have Five Parts

How to Set Goals