Course Title:
Organization & Management
Eliane BACHA
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Course description
This course focuses on some principles and
practices used in management and organization.
The aim of the course is to equip students with
the necessary knowledge to understand
management theories, analyze organizations and
help their future organizations in becoming more
efficient.
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The course is built around three main topics
which are.
 Management and Managers.
 Management and Organizations.
 Integrative Managerial Issues.
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Course objectives
After completing this course, students will be able to:
 Demonstrate an understanding of the theories and
concepts of management and organization.
 Demonstrate leadership skills by communicating a
shared vision, motivating, empowering others and
creating ethical standards.
 Know how to manage virtual teams.
 Explain the different types of organizational structure
and design.
 Know how to manage employees in an organization.
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Evaluation criteria and grading
 Attendance and participation: 10%
 Comprehensive final exams: 60% (three open
questions related to the concepts seen in the course.
It will take place at the end of the semester). It will
take place between December 10 and 15.
 Assignments: Articles analysis and presentation
30%
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 Assignments: Article analysis and presentation
(30% of the overall grade)
For each class session, all students must read the two
articles related to the topic and submit a one page
summary of the main ideas of the article. This will
account in the 10% attendance and participation.
Also, in every class session, two groups appointed by
the professor will present two articles related to the
topic. The articles for each class session are mentioned
in the syllabus.
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Each group (4-5 persons) does one presentation
utilizing one article related to one of the topics presented
in the course.
Groups will be assigned in the first Class Session.
A 10-15 minute presentation is made to the class.
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This presentation includes:
1) Presentation of the author.
2) One page summary of the main ideas of the article.
3) Presenting and explaining the theory described in the
article.
4) Presenting your point of view regarding the theory
exposed and telling how it can be applied in practice.
5) Formulating two questions related to the topic in order
to generate relevant, in-depth discussion among students
in the class.
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Blog to have access to non-academic articles:
https://coursemanagementandorganizationskema.wordpress.com/
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Plenary session 1:
Chapter 1:
Introduction to Management and Managers
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Outline
I-What is organization?
II-What is Management?
III-Why study Management?
IV-Who are Managers?
V-What do Managers do?
VI-What skills do Managers need?
VII-How is the Manager’s job changing?
VIII-Importance of Customers to the Manager’s job
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Learning outcomes
At the end if the session, you must be able to:
 Explain why Managers are important to organizations.
 Tell who Managers are and where they work.
 Describe the functions, roles and skills of Managers.
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What is Organization??
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I-What is Organization?
Organization: A deliberate arrangement of people
brought together to accomplish a specific purpose.
Common Characteristics of Organizations:
• Goals
• People
• Structure
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Source: Robbins & Coulter (2015),
Management, Chapter 1, Pearson: 12th
Edition.
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What is Management?
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II-What is Management?
Management is the process of getting things done
effectively and efficiently, with and through people.
Effectiveness: Doing the right things or doing those work
activities that will result in achieving goals.
Efficiency: Doing things right or getting the most output
from the least amount of inputs.
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Why study Management?
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III-Why study Management?
We all have a vested interest in improving how
organizations are managed.
Management is needed in all types and sizes of
organizations, at all organizational levels and in all
organizational areas.
Most people will either manage or be managed.
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III-Why study Management?
Hence, we need Managers……..
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Who are Managers?
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IV-Who are Managers?
A Manager is someone who coordinates and oversees the
work of other people in order to accomplish
organizational goals.
A manager’s job is not about personal achievement, it is
about helping others do their work.
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IV-Who are Managers?
What Titles Do Managers Have?
Top Managers: are responsible for making organization-wide
decisions and establishing the plans and goals that affect the
entire organization. They are at or near the upper level of the
organization.
Middle Managers: manage the work of first-line managers
and can be found between the lowest and top levels of the
organization. They may have titles such as regional manager,
project manager, etc. They are between the lowest level and
the top level of the organization.
First-line Managers: manage the work of non-managerial
employees who typically are involved with producing the
organization’s products. They are at the lowest level of the
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organization.
IV-Who are Managers?
Source: Robbins & Coulter (2015),
Management, Chapter 1, Pearson: 12th
Edition.
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What do Managers do?
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V-What do Managers do?
Henri Fayol, a French businessman, first proposed in the
early part of the twentieth century five functions for
managers: planning, organizing, commanding,
coordinating and controlling.
Today, these functions have been condensed to four:
planning, organizing, leading and controlling.
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V-What do Managers do?
 Planning: management function that involves setting
goals, establishing strategies and achieving those goals
and developing plans to integrate and coordinate
activities.
 Organizing: management function that involves
arranging and structuring work to accomplish the
organization’s goals.
 Leading: management function that involves working
with and through people to accomplish organizational
goals.
 Controlling: management function that involves
monitoring, comparing and correcting work
performance.
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Four Functions Approach
•Planning
•Organizing
•Leading
•Controlling
Source: Robbins & Coulter (2015),
Management, Chapter 1, Pearson: 12th
Edition.
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Is the Manager’s Job Universal?
1. Level in the Organization
Source: Robbins & Coulter (2015),
Management, Chapter 1, Pearson: 12th
Edition.
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V-What do Managers do?
Mintzberg’s Managerial Roles
Henry Mintzberg, a well-known management researcher,
studied actual managers at work.
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V-What do Managers do?
Mintzberg’s Managerial Roles
The roles of a manager are:
 Interpersonal roles: involve people (subordinates and
people outside the organization) and other ceremonial and
symbolic duties. The three interpersonal roles include
figurehead, leader and liaison.
 Informational roles: involve collecting, receiving and
disseminating information. The three informational roles
include monitor, disseminator and spokesperson.
 Decisional roles: entail making decisions or choices and
include entrepreneur, disturbance handler, resource
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allocator and negotiator.
Management Roles Approach
Source: Robbins & Coulter (2015),
Management, Chapter 1, Pearson: 12th
Edition.
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Is the Manager’s Job Universal?
2. Size of the Organization
Source: Robbins & Coulter (2015),
Management, Chapter 1, Pearson: 12th
Edition.
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VI-What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
Technical Skills
Political Skills
Source: Robbins & Coulter (2015),
Management, Chapter 1, Pearson: 12th
Edition.
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VI-What skills do Managers need?
 Conceptual skills: Analyzing and diagnosing complex
situations to see how things fit together and to facilitate
making good decisions.
 Interpersonal skills: Working well with other people
both individually and in groups by communicating,
motivating, mentoring, and delegating
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VI-What skills do Managers need?
 Technical skills: Job-specific knowledge, expertise,
and techniques needed to perform work tasks. (For
top-level managers - knowledge of the industry and a
general understanding of the organization’s processes
and products; For middle- and lower-level managers specialized knowledge required in the areas where
they work—finance, human resources, marketing,
computer systems, manufacturing, information
technology).
 Political skills: Building a power base and
establishing the right connections so they can get
needed resources for their groups.
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Team Exercise (10-15mn)
Tracy, one of your best employees, was just promoted to a
managerial position. You invited her to lunch to celebrate
and to see what was on her mind about her new position.
Waiting for your food to arrive, you asked her if she had
any concerns or questions about being a manager. Looking
straight at you, Tracy said, “How is being a manager going
to be different? What will I do as a manager?”
How would you respond?
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What can you do to be a Good Manager in the
future?
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Article 1: What Great Managers do??
What Great Managers do?
(Marcus Buckingham, Harvard
Review, March, 2005)
Business
1-First, they identify and capitalize on each
person’s uniqueness.
2-Second, capitalizing on uniqueness makes
each person more accountable.
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Article 1: What Great Managers do??
What Great Managers do?
(Marcus Buckingham, Harvard
Review, March, 2005)
Business
3-Third, capitalizing on what is unique about each
person builds a stronger sense of team, because it
creates interdependency. It helps people appreciate
one another's’ particular skills and learn that their
coworkers can fill in where they are lacking. In
short, it makes people need one another.
4-Finally, when you capitalize on what is unique
about each person, you introduce a healthy degree
of disruption into your world.
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Article 2: Why Good Managers are so rare??
Why good Managers are so rare? (Randall Beck & James
Harter, Harvard Business Review, March, 2014)
Great managers have the following talents:
 They motivate every single employee to take action
and engage them with a compelling mission and
vision.
 They have the assertiveness to drive outcomes and
the ability to overcome adversity and resistance.
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Article 2: Why Good Managers are so rare??
Why good Managers are so rare? (Randall Beck & James
Harter, Harvard Business Review, March, 2014)
 They create a culture of clear accountability.
 They build relationships that create trust, open
dialogue, and full transparency.
 They make decisions that are based on productivity,
not politics.
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Article 3: What great Managers do to engage
employees?
What great Managers do to engage employees? (James
Harter & Amy Adkins, Harvard Business Review, April, 2015)
 Communicate Richly: Engagement is highest among
employees who have some form (face-to-face, phone,
or digital) of daily communication with their
managers. Managers who use a combination of faceto-face, phone, and electronic communication are the
most successful in engaging employees.
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Article 3: What great Managers do to engage
employees?
What great Managers do to engage employees? (James
Harter & Amy Adkins, Harvard Business Review, April, 2015)
 Base Performance Management on Clear Goals:
Performance management is often a source of great
frustration for employees who do not clearly
understand their goals or what is expected of them at
work.
Engaged employees are more likely to say their managers
help them set work priorities and performance goals.
They are also more likely to say their managers hold
them accountable for their performance.
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Article 3: What great Managers do to engage
employees?
What great Managers do to engage employees? (James
Harter & Amy Adkins, Harvard Business Review, April, 2015)
 Focus on Strengths over Weaknesses: When
managers help employees grow and develop through
their strengths, they are more than twice as likely to
engage their team members. The most powerful thing
a manager can do for employees is to place them in
jobs that allow them to use the best of their natural
talents, adding skills and knowledge to develop and
apply their strengths.
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In Conclusion, you know now what you have to do to
be a Good Manager!!!
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




Find the uniqueness of each person.
Motivate your employees.
Communicate frequently with your employees.
Explain what you are expecting from them.
Focus on their strengths and not their weaknesses.
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How is the Manager’s job changing?
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VII-How is the Manager’s job changing?
Changing facing Managers:
 Changing technology (digitization): Virtual
workplaces, more mobile workforce, empowered
employees, work life-personal life balance, etc.
 Increased competitiveness: Innovation, globalization,
customer service, etc.
 Changing security threats: risk management,
restructured workplace, discrimination concerns, etc.
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VII-How is the Manager’s job changing?
Changing facing Managers:
 Increased emphasis on organizational and
managerial ethics: redefined values, rebuilding trust,
sustainability, etc.
Ethics help managers establish the goals that their
organizations should pursue and the way in which people
inside organizations should behave to achieve them.
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VII-How is the Manager’s job changing?
Changing facing Managers:
 Dealing with a diverse workforce: The increasing
diversity of the workforce presents three challenges
for organizations and their managers:
 A fairness and justice challenge.
 A decision-making and performance
challenge.
 A flexibility challenge.
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VII-How is the Manager’s job changing?
Changing facing Managers:
1-A fairness and justice challenge: Managers are
challenged to allocate jobs, promotions and rewards in a
fair and equitable manner.
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VII-How is the Manager’s job changing?
Changing facing Managers:
2-A decision-making and performance challenge: Another
important challenge posed by a diverse workforce is how to
take advantage of differences in the attitudes and perspectives
of people of different ages, genders or races in order to
improve decision making and raise organizational
performance.
Accenture, the global management consulting company,
provides an example of one company that has enjoyed huge
success because of the way it has developed an approach to
diversity that reflects the need of its employees, customers
and its environment.
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VII-How is the Manager’s job changing?
Changing facing Managers:
3-A flexibility challenge: A third diversity challenge is to
be sensitive to the needs of different kinds of employees
and to try to develop flexible employment approaches
that increase employee well-being.
Examples: Establishing mentoring relationships to
support minority employees, flexible employment
conditions that give employees input into the length and
scheduling of their workweek.
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Importance of Customers to the Manager’s job
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VIII-Importance of Customers to the Manager’s job
Managers are recognizing that delivering consistent, highquality customer service is essential for survival and
success in today’s competitive environment and that
employees are an important part of that equation.
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Questions??
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End of Session
Thank you for your attention
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Bibliography
Robbins, S.P. and Coulter, M. (2014), Management,
Pearson, 12th Edition, Chapter 1.
George, J.M. and Jones, G.R. (2012), Understanding &
Managing Organizational Behavior, Pearson, 6th Edition,
Chapter 1.
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