‫ص ادة‬
‫‪BUS 220‬‬
‫م‬
‫ت صا‬
‫ا‬
‫صد ة‬
‫ا ات د ة‬
‫راض ت ار ة‪.‬‬
‫ا ت دا‬
‫ا ا د ات‬
BUS220 CH 1 (Managers and Management in Today s Workplace)
Organization: a deliberate arrangement of people brought together to accomplish a
purpose.
Characteristics of Organizations:
1- Goal: distinct purpose of an organization.
2- People: who make decisions and work activities to reach the goal.
3- Structure: defines and limit members behavior.
Non managerial employee
Work directly on tasks.
Not responsible to oversee others.
Ex: associates, team members,
contributor.
‫مم‬
‫ت ظ با ترت ب وا م‬
Top managers
Managers
Direct and oversee other activities.
May work directly on tasks.
Managers job not about personal
achievement its helping others to do
their work.
Managers levels
Middle managers
Makes decisions about the direction of the They manage other managers
organization and establish policies and
and translate the goal to a
philosophies that affects organization members.
detailed task.
Ex: President, vice president, managing
director, chief executive officer (CEO).
Ex: unit chief, division
manager, project leader.
First-line managers
Team leaders
Responsible for directing the
day to day activities
New category of lower level
managers who report to the
first line managers.
Ex: supervisor, shift manager,
coach, unit coordinator.
Management: The process of getting things done effectively and efficiently with &
through people.
Efficiency:
Doing things right
Getting the most output from the
least inputs (minimizing the cost).
Concerned with means.
Effectiveness:
Doing the right thing.
Reaching the goal.
Concerned with ends.
Poor management: both ineffective & inefficient or effective but not efficient.
Q: Why do we study management ?
A/ • Offers insight into many organizations.
• Most people will be managers or will be managed.
• Even if you aren t a manager you still have managing responsibilities.
All managers plan, organize, lead, control but vary according to:
1- Level in the org: in *amount of time *content *emphasis *degree.
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2- Profit or non-profit org. *in performance measures.
Profit org: Measure performance by amount of a profit they achieve.
Non-profit org: no specific measure but the financial side still important.
3- Size of org.
Small business:
1) Fewer than 500 employees. 2) Newness & innovation isn t necessary.
3)Spoke person is the most important. 4) Little impact in the industry.
5)Performs externally.
Large business:
1. Directed internally. 2) Resources allocator is the most important.
4- Management concept & national boarders: it's not good to make management
universal because each country differ in social & culture.
Three management approaches:
Four function
approach
Plan: Define goals established strategy define the plan.
Organize: task done by whom how to group who report to whom.
Lead: motivate employee communication, solve conflicts.
Control: monitoring, comparing & correcting.
Role approach
Interpersonal relations: figurehead, leader, liaison.
Informational transfer: monitor, disseminator, spokesperson.
Decision-making: entrepreneur, disturbance handler, resources
allocator, negotiator.
Skills & Competencies
Conceptual: analyze, diagnose situation, make good decisions.
Interpersonal: good communication with others and motivating.
Technical: based on specialized knowledge required for work.
Political: building power base.
4 Factors reshapes management:
1) Customers: Customer-responsive org? Employees are friendly, polite,
knowledgeable, and do what's necessary to please the customer.
2) Innovation: doing things differently and taking risk managers need to know what
when why and where to be innovative.
3) Social-media: managers need to manage the power of social-media because it s
used for personal and work purposes, also they can manage the HR.
4) Sustainability: ability to achieve goal and increase shareholder value not only
effectiveness and efficiency but also environment and social challenges.
Employability skills: Gained from studying management regardless your major.
Q: What employability skills are ?
A/ 1-Critical thinking 2-Communication 3-Collaboration 4-Knowledge and analysis.
5-Social responsibility.
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BUS220 CH 1 (Appendix: History module)
- Early management
Ex: Egyptian pyramids. Someone has plan what to do, organize people &
make sure things done.
Frederick Taylor: 1- father of scientific management 2- determined the one
best way to do a job 3- focused on individual production 4- Reached that
there are different techniques and no work standards.
- Classic approach
Henri Fayol: 1- identified the 5 management function (plan, organize, lead,
control) 2- identified 14 management principle ( look slides: 6,7,8).
Max Weber: Sayed that bureaucracy is the rational form of organizations.
- Behavioral approach
Robert Owen: Was concerned about bad working conditions so he came with
idealistic workplace.
Hugo Munsterberg: have suggested using psychological test for employee
selection.
Mary Parker: organizations could be viewed from individual and group
behavior.
Hawthorns Studios: insights into group and individual behaviours concluded
that group pressure can significantly impact individual work.
Abraham Maslow: needs a triangle if needs satisfied the employee has been
motivated if it's not satisfied employee is motivating.
- Quantitative approach
used quantitative methods to improve decision making. Found by Edward
Deming & Joseph Duran.
Total quality management (TQM): management philosophy that respond to
customer needs & expectations.
- Contemporary approach
System approach:
1. Looks at external environment.
2. Set of interrelated and interdependent parts arranged to produce a
unified whole.
3. Influenced by environment.
Situational (Contingency) approach: Fried Feilder: organizations, employees,
situations are different & requires different ways of managing. If……then….
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BUS220 CH 4 (Making Decisions)
Decision making process can be used for both individual and group decisions and it
can be for personal or business-related decisions. It consists of 8 steps:
1. Identifying the problem: problem is a discrepancy between current and desired
affairs. how managers can be aware of a discrepancy? comparing current affairs
with a standard such as past performance or previously set goals.
2. Identify decision criteria: decision criteria are factors relevant in a decision.
criteria reflect what is related to decision and what influences it. if managers
didn't identify a factor that means it's irrelevant to decision making.
3. Allocation of weight to criteria: allocate weights to items listed in Step2.
4. Develop alternatives: list alternatives that could solve the problem.
5. Analyze alternatives: alternative evaluated by apprising it against criteria.
Evaluation= assessment criteria × criteria weight
6. Select best alternative: we choose the alternative with the highest score and
Step5.
7. Implementing decision: putting decision into action includes conveying it to the
person who will be affected by it. Decision may fail if not implemented
properly. It will achieve better outcome if the person who will implement it
participated on the making of it.
8. Evaluation the decision: did the decision accomplished the result?
Heuristics: experience-based techniques for solving problems. it's not always reliable,
it leads to errors, can be named rules of thumb.
Common decision-making errors:
Overconfidence: when the makers thinks thy know more than they really do. they
have positive views about themselves.
Immediate gratification: who want immediate rewards but avoid immediate costs.
Framing bias: select aspects and exclude others. distort what they see and create
wrong reference point.
Representation bias: assist the likelihood of an event based on how close it is to
other events.
Self-serving bias: take a credit of success and blame others for failure.
Hindsight bias.
Availability bias.
Revision bias.
Anchoring effect.
Selective perception.
Sunk cost error.
Randomness bias.
Confirmation bias.
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3 approaches to make decisions:
Bounded rationally
Rational model
- Not realistic.
- Maximizing the value of
decision by looking for all
possible alternatives.
- The problem should be
clear cut.
- Decision made in the best
interest for organization.
Intuitive decision-making
More realistic approach to
describe decision making.
Being fully objective and logical.
- Make decision's
rationally but limited.
Making decisions on:
- Satisfy more than
1. Experience.
maximize.
2. Feelings
- Accept solutions that are
3. Ethics and culture.
good enough.
4. Skills and knowledge.
- Influenced by escalation
5. Data.
of commitment.
Types of Problems:
Types of Decisions:
Programmed: repetitive decision's that has three
guidelines.
1- Procedure: series of sequential steps.
2- Role (
‫وا‬
): what can, can't be done.
3- Policy ( ‫ام‬
): guideline for making decisions.
Structured:
Straight, familiar, easy defined, complete.
Unstructured:
New, incomplete, ambiguous, unusual.
Non-programmed: Unique & custom-made.
* Unstructured problems sometimes can be solved with the programed decisions.
* Lower level managers usually face structure problems and as moving up problems
become less structured.
3 decision making conditions:
Certainty
Accurate decision because all outcomes are known.
Able to estimate the likelihood of outcomes from secondary
Risk
information or past experience.
Not certain about outcomes and can't make an estimation. limited
Uncertainty
information.
Q: Why many important decisions made by groups?
A/Because it presents the most affected people and they are usually the most qualified.
Group decision making:
Advantages
-
-
Disadvantages
Diversity of experiences.
More information and ideas.
Increase acceptance because they will be
affected by the decision.
Increase legitimacy because of democracy.
More alternative's generated.
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-
-
Time consuming.
Minority domination.
Responsibility ambiguous. we don't know
who is responsible for the final decision.
Pressure to conform undermines critical
thinking.
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The difference between individual and group decisions:
Individual decisions
Group decisions
Faster decision making.
More time efficient.
More accurate & creative.
Heterogenous presentation.
Greater acceptance.
To make group decision more creative
Brainstorming: more ideas without criticism.
Nominal technique: restrict discussion, physically presented but work
independently .
Electronic meeting: blend of nominal and computer.
Advantages of E-meetings.
1) Anonymity, honesty speed. 2) Discussion
not divided. 3) Can talk without interrupting
others. 4) Suitable for global meetings.
Disadvantages of E-meetings.
1) Slow typers might have a problem. 2) No credit
for who come with this idea. 3) Lack of
information richness. 4) Video conferences is an
alternative.
Contemporary issues in decision making
1. National culture.
2. Design thinking.
3. Big data.
4. Creativity which has 3 components: expertise, thinking skills, task motivation.
-------------------------------------------------------------------------------------------------------BUS220 CH 5 (Planning and Goal Setting)
Planning: is the primary management function that includes defining goal, establishing
strategy, developing comprehensive hierarchy.
Informal planning: little is verbalized or written down, general, lack continuity, for
small businesses.
Formal planning: specific goals to be met in specific time, written and available for
members, clear plans.
Reasons for planning: 1) Establish coordinated effort, 2) Gives direction to
employee, 3) Reduce the impact of change and uncertainty, 4) Reduce overlapping
and wasteful activities, 5) Establish goals that facilitate control.
Criticisms of formal planning:
1. It may create rigidity (inflexibility) managers should be flexible.
2. Formal plans can't replace intuition and creativity it should support it.
3. Formal planning focus managers attention to today competition not tomorrow
survival.
4. Formal planning reinforced success which may lead to failure.
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Q: Formal planning lead to? A/ Higher profits and rewards on assets. improve the
quality of the planning implementation.
Strategic management: what managers do to develop organizational strategy.
Strategies: plans for what organization will do.
Importance of strategic management: it makes a difference in how well an
organization perform. it prepares managers to deal with changing situations.
organization are complex and each part need to work together.
Steps of strategic management
1) Identify mission & goals: Mission is a statement of an organization purpose. It
includes customer, market, and goal.
2) External analysis: first know the competition. Then Examine environment. Last
Pinpoint opportunities and threats.
3) Internal analysis: strengths: Any activity organization does well or unique
resources they have. Weakness: any activity organization doesn't well or resources
they need. core competencies: the major creator of capability. Capability:
organizational skills and abilities (what they can do). Resources: are assets the
organization have.
Competitive advantage = resources + core competencies .
SWOT analysis: strengths, weaknesses, opportunities, threats.
4) Formulate strategies: 3 main types: corporate, business, functional.
5) Implement the strategy: performance will suffer if not implemented properly.
6) Evaluate strategy: how effective? what adjustments are needed?
Types of strategies are on the next page.
Planning = goal + plan
Types of goals
Financial
Strategic
cares about the financial
performance of the org.
cares about the other
areas of org performance.
Real
Stated
Goals org actually
purses. Shown by what
members doing.
statement of what
org says it goals are.
Types of goal setting:
Traditional: Set by top-manager and flows down the hierarchy. performance
evaluated to determine is goal achieved? hierarchy is clear has means ends chain.
higher levels ends are lower level means.
MBO (management by objective): used to make sure employees are doing what
they are supposed to do and motivate them. Goals set by employee & manager
then the goals used to evaluate employee performance. it has4 elements:
performance feedback, Goal specify, participative decision, specific time. and it
increase employee performance. ‫ م ت داد‬4 -4 ‫د‬
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Corporate
A corporate
strategy in
which
organization
continue to do
what it is doing
by offering
same products.
Stability
Strategy that specifies what business a company
is in based on mission goals and roles.
Growth
A corporate strategy in
which organization expand
markets served or products.
There're 4 types:
A-
B-
C-
D-
concentrate: Grows by
increasing the products
offered or market served.
vertical integration:
1-backward: company
becomes it supplier and
controls inputs.
2-Forward: company
becomes its distributor and
control output.
horizontal integration:
company grows by
combining with competitors
on the same field.
Diversification:
1-Related: combines with
other companies in different
but related industries.
2-Unrelated: combines with
companies in different and
unrelated industries.
Competitive
Focus strategy:
Focus on narrow segment or
niche.
Differentiation:
Offering unique products that
are widely valued by
customers.
Cost leadership:
Having the lowest costs,
highly efficient, cutting costs,
comparable in quality offered
by rivals.
A strategy for how an organization will
compete in its business. 1business has
1competitive strategy.
Types of strategies
Renewal
Used when org is in
trouble.
A-Retrenchment:
Short run strategy for
small problems,
stabilize operations
and renew resources.
B-Turnaround:
Problem is more
serious managers cut
costs and restructure
more than
retrenchment.
If an org doesn’t have cost
leadership strategy or
differentiation >> it will be
stuck in the middle.
Functional
R&D Department
HR management
Finance Department
Marketing Department
Strategies used by
organization to
support the
competitive strategy.
1)
2)
3)
4)
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Types of plans
Strategic long-term directional single use
Strategic: plans that apply to entire org & covers org overall goals.
Long-term: more than one year up to 3.
Directional: flexible & set general guideline, more clarity.
Single use: one time plan designed for unique situation.
Tactical short-term specific standing.
Tactical: plans that specify details of how overall goals achieved.
Short term: one year or less.
Specific: clearly defined, lack clarity.
Standing: ongoing & provides guidance for activities performed repeatedly.
Developing plans: it influenced by 3 contingency factors in planning.
- Org level: top level manager does the strategic, lower level do tactical.
- Environmental uncertainty: when uncertainty high? Specific plans but flexible.
- Commitment concept: managers should be committed for consequence of this plan.
Approaches to planning:
- Traditional (top-down): planning done by top manager by formal planning and
flow down levels.
- Development by org member: involve inputs of org member.
Two planning issue
o Planning effectively in dynamic environment: Managers should develop plans
specific but flexible, in dynamic environment making a flatter hierarchy means
lower levels can set plans.
o How managers can use environmental scanning & competitive intelligence:
environmental scanning: analysis of external environmental involving
information s. competitive intelligence: type of environmental scanning that
gives information about competitors it allows manager to predict actions of
competitors.
-------------------------------------------------------------------------------------------------------BUS220 CH 8 (Organizational Structure and Design)
Organizing: is the management function that creates the organization s structure.
Chain of command: The line of authority extending from upper organizational
levels to lower levels, which clarifies who reports to whom.
Unity of Command: each employee reports to only one manager.
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Differences between Authority and Power
Authority:
a right whose legitimacy is based on an authority figure s
position in the organization; it goes with the job.
-Related to managers.
-Related to the level in the org.
Power:
an individual s ability to influence decisions.
-Power is not correlated only with managers.
-Power is not correlated with one s level in the
organization.
Types of power
Coercive power
Reward power
Power based on Power based on the
fear.
ability to distribute
something that others
value.
Expert power
Referent power
Power based on one s
Power based on
expertise, special skill,
identification with a
or knowledge.
person who has desirable
resources or personal
traits.
Legitimate power
Power based on
one s position in the
formal hierarchy.
Span of control
Effective and efficient span depends on contingency variables which are:
1. Employee experience and training.
2. Similarity of employee tasks.
3. Complexity of those tasks.
4. The physical proximity of employees.
5. The degree to which standardized procedures are in place.
6. The sophistication of the organization s management information system.
7. The manager s preferred managing style.
•
•
•
•
•
•
Models of Organizational Design
Mechanistic organization (or bureaucracy)
Organic organization ( Flexible)
Rigid hierarchical relationships
• Collaboration (both vertical and horizontal)
Fixed duties
• Adaptable duties
Many rules
• Few rules
Formalized communication channels
• Informal communication
Centralized decision authority
• Decentralized decision authority.
Taller structures; due to narrow spans of control. • Flatter structures; due to wider spans of control.
How an organization is structured depends on contingency variables such as:
1) Strategy: simple Strategy simple structure / Elaborate strategy complex
structure
2) Size: organic is <2000 employees, Mechanistic is > 2000 employees.
3) Technology.
4) Environment: Stable environment mechanistic / Dynamic environment
organic.
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Traditional Organizational Designs:
Strengths
Structures
- Fast,
Simple structure
-
-
Flexible,
Inexpensive to maintain,
Clear accountability.
Cost-saving advantages from
specialization (economies of
scale, minimal duplication of
people and equipment).
Employees are grouped with
others who have similar tasks.
Weaknesses
-
Not appropriate as org grows.
Reliance on one person is
risky.
Functional structure
-
An organizational design
that groups similar or
related occupational
specialties together.
-
Divisional structure
-
Pursuit of functional goals can
cause managers to lose sight of
what's best for the overall org.
Functional specialists become
insulated and have little
understanding of what other
units are doing.
Duplication of activities and
resources increase costs and
reduce efficiency.
Is most widely used in
smaller businesses.
Focuses on results division
managers are responsible for what
happens to their products and
services.
An organizational structure
made up of separate
business units or divisions.
Contemporary Organizational Design: (Lean. Flexible. Innovative.)
In team structure there is no line of managerial authority from top to bottom.
A unique aspect of the matrix structure is that it creates a dual chain of
command.
In the Boundaryless Organizations There are two types of boundaries:
Internal boundaries
Horizontal ones imposed by work specialization and departmentalization
Vertical ones that separate employees into organizational levels and hierarchies.
External boundaries: are those that separate the organization from its
customers, suppliers, and other stakeholders.
To minimize or eliminate these boundaries, managers might use virtual or
network structural designs.
Advantages
-
Employees are more
involved and empowered.
Reduced barriers among
functional area.
Structures
Disadvantages
-
Team structure
A structure in which the entire org is made up of
work groups or teams.
-
Matrix-project structure
-
Fluid and flexible design
that can respond to
environmental changes.
Faster decision making.
Highly flexible and
responsive.
Utilizes talent wherever
it's found.
Matrix is a structure that assigns specialists from
different functional areas to work on projects then
return to their areas when the project is completed. Project is a structure in which employees
continuously work on projects. As one project is
completed employees move on to the next project.
Boundaryless structure
A Structure not defined by or limited to artificial
horizontal, vertical, or external boundaries;
includes virtual and network types of org.
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No clear chain of
command.
Pressure on teams
to perform.
Complexity of
assigning people
to projects.
Task and
personality
conflicts.
Lack of control.
Communication
difficulties.
‫ام‬
‫صا‬
‫ت‬
Current Organizational Design Challenges
Keeping employees connected.
Managing global structural issues: managers need to think about the cultural
implications of certain design elements.
Building a learning organization: an organizational approach or philosophy that has
significant design implications.
Designing flexible work arrangements.
Organizational Design
• Boundaryless
• Teams
• Empowerment
Organizational
Culture
Information Sharing
• Strong Mutual
Relationships
Characteristics
The Learning
Orgnaization
• Sense of Community
• Open
• Timely
• Accurate
• Caring
• Trust
Leadership
• Shared Vision
• Collaboration
Flexible Work Arrangements
- Remote work: is doing work via virtual devices from any remote location.
- Telecommuting: is a work arrangement in which employees work at home and are
linked to the workplace by computer.
- Compressed workweek: employees work more hours per day but fewer days per
week.
- Flextime: is a scheduling system in which employees are required to work a
specific number of hours a week but are free to vary those hours within certain
limits .
- Job Sharing: is the practice of having two or more people split a full-time job.
- Contingent workers: Temporary, freelance, or contract workers whose employment
is contingent upon demand for their services.
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BUS220 CH 9 (Managing Human Resources and Diversity)
Human Resource Management: The management function concerned with getting,
HRM = Right People, Right Place, Right Time
training, motivating, and keeping competent employees.
Q: What Is the Human Resource Management Process? A/ Every manager is involved
with human resource decision, even if an organization provides HRM support
activities.
After the establishing of the organization s strategy
designed it is the time to add the people.
the organization structure is
Q: What Is the Legal Environment of HRM? A/ The primary environmental force that
affects an organization is the legal environment. HRM practices are governed by laws.
As a manager, it will be important for you to know what you legally can and cannot
do.
The 8 keys component of an organization’s HRM process are:
First phase: Identification and selection of competent employees
1. Employment planning:
The process by which managers ensure they have the right numbers and kinds of
people in the right places at the right time.
*Employment planning translates the org s mission and goals into HR plan that
allow org to achieve those goals through:
1- Assessing both current and future human resource needs.
2- Developing a plan to meet those needs.
Human resource inventory: A report listing important information about employees. It
allows managers to assess what talents and skills are currently available in the org.
Q: How does an organization do a current HR assessment?
A/ 1- Job analysis: a process in which workflows are analyzed and the skills and
behaviors necessary to perform jobs are identified. It's important because job analysis
result in job description describes the Job specification describes the person.
2- Job Description: A written statement that describes a job. It typically includes job
content, environment, and condition of employment.
3- Job specification: A written statement of the minimum qualifications that a person
must possess to perform a given job successfully. It identifies the knowledge, skills,
and attitudes needed to do the job effectively.
2. Recruitment and downsizing:
Recruitment: The process of locating, identifying, and attracting capable
applicants.
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Downsizing: The planned elimination of jobs in an organization.
Recruiting Sources
Advantages
Sources
Internet/social media
Employee referrals
(The best)
Company Web site
College recruiting/job
fairs
Professional recruiting
organizations
Transfers
Reduced
workweeks
Early
retirements
Job sharing
Generates many unqualified
candidates
May not increase the diversity
and mix of employees
Large centralized body of candidates
Generates many unqualified
candidates
Limited to entry-level positions
Good knowledge of industry challenges and
requirements
Little commitment to specific
organization
Downsizing Options
Description
Option
Firing
Layoffs
Attrition
Disadvantages
Reaches large numbers of people; can get immediate
feedback 92 percent of recruiters use social media
when looking for potential candidates.
Knowledge about the organization provided by
current employee; can generate strong candidates
because a good referral reflects on the recommender
Wide distribution; can be targeted to specific groups
Permanent involuntary termination.
Temporary involuntary termination; may last only a few days or extend to years.
Not filling openings created by voluntary resignations or normal retirements.
Moving employees either laterally or downward; usually does not reduce costs but can
reduce intraorganizational supply demand imbalances.
Having employees work fewer hours per week, share jobs, or through furloughs
perform their jobs on a part-time basis.
Providing incentives to older and more-senior employees for retiring before their
normal retirement date.
Having employees, typically two part-timers, share one full-time position.
3. Selection:
Seeks to predict which applicants will be successful if hired.
Any selection decision can result in the four possible outcomes:
Successful:
A. The applicant who was hired proved to be successful on the job.
B. When the applicant who was not hired would not have been able to do the job.
Unsuccessful:
C. When we reject applicants, who would have performed successfully (called reject
errors).
D. If we hired applicants who performed poorly (called accept errors).
Reliability: The degree to which a selection device measures the same thing
consistently.
Validity: The proven relationship between a selection device and some relevant
criterion.
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*Any selection device should be directly related to successful job performance.
Q: How effective are tests and interviews as selection devices?
A/ - Written tests: Include tests of intelligence, aptitude, ability, and interest.
Many orgs cannot validate that their written tests were job related. The criticism of
written tests is that they may measure characteristics which are not related to job
performance.
- Performance-simulation tests: Which are made up of actual job behaviors. Its
content is essentially identical to job content, minimize potential employment
discrimination allegations, and they are valid selection device. The best-known
performance-simulation tests are:
1- Work sampling (a miniature replica of the job) routine jobs.
2-Assessment centers (which simulate real problems one may face on the job).
managerial personnel.
- Interview: is the most universal selection device, along with the application
form. Interviews can be reliable and valid selection tools when structured, well
organized, and limited to relevant questioning.
* Behavioral or situation interview: applicants are observed not only for what they
say but also for how they behave.
To increase job satisfaction among employees and reduce turnover, managers
should consider:
Realistic job preview (RJP): Which includes both positive and negative
information about the job and the company.
Second phase: adapted and competent employees with skills, knowledge, and
abilities.
4. Orientation:
Process introduces new hires to the organization.
Job orientation: expands on the information the employee obtained during the
recruitment and selection stages and corrects any unrealistic expectations new
employees might hold about the job.
Work unit orientation: familiarizes an employee with the goals of the work unit,
makes clear how his or her job contributes to the unit s goals, and provides an
introduction to his or her coworkers.
Organization orientation: informs the new employee about the organization s
goals, history, philosophy, procedures, and rules.
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5. Training and development:
Employee training: is a learning experience that seeks a relatively permanent
change in employees by improving their ability to perform on the job.
How manager can ensure that training is working?
1 .The training programs are evaluated by asking the opinion. If the comments are
generally positive, the program may get favorable evaluation and will be
continued .
2. Training must also be evaluated in terms of how much the participants learned;
how well they are using their new skills on the job; and whether the training
program achieved its desired results.
Employees Training Methods
Traditional Training Methods:
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On-the-job: employees learn how to do tasks simply by performing them.
Job rotation: employees work at different jobs in a particular area, getting exposure to a
variety of tasks.
Mentoring and coaching: employees work with an experienced worker.
Experiential exercises: employees participate in role-playing, simulations, or other face-toface training.
Workbooks/ manuals: employees refer to training workbooks and manuals for information.
Classroom lectures: Employees attend lectures designed to convey specific information.
Technology-based Training Methods:
-
-
CD-ROM/ DVD/ Videotapes/ Audiotapes/ Podcasts: Employees listen to or watch selected
media that convey information or demonstrate certain techniques.
Videoconferencing/ Teleconferencing/ Satellite TV: Employees listen to or participate as
information is conveyed or techniques demonstrated.
E-learning: Employees participate in Internet-based learning, including simulations or other
interactive modules.
Mobile learning: employees participate in learning activities delivered via mobile devices.
Third phase: competent and high performing employees who are capable of
sustaining high performance over the long term.
6. Performance management:
Performance management system: A system that establishes performance standards
and evaluating performance in order to arrive at objective HR decision.
Method
Advantage
Written essay
descriptions of employee s
strengths and weaknesses
Simple to use
Critical incidents
Rich examples;
behaviourally based
examples of critical
behaviors that were especially effective or
ineffective
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Disadvantage
More a measure of evaluator s
writing ability than of
employee s actual performance
Time-consuming; lack
quantification
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MBO
evaluation of accomplishment of
specific goals
360-degree appraisal feedback from full
circle of those who interact with employee
Multiperson evaluation comparison of
work group
Focuses on end goals;
results oriented
More thorough
Time-consuming
Compares employees
with one another
Unwieldy with large number of
employees
Time-consuming
The three most popular forms of multi-person evaluations are
Group-order ranking: evaluator places employees into a particular classification.
The number of employees in each classification must be as equal as possible.
Individual ranking: evaluator lists employees in order from highest to lowest
performance levels.
Paired comparison: each employee is compared with every other employee in the
comparison group and rated as either superior or weaker. This is an arduous task
when assessing large numbers of employees.
There are several reasons why an employee s performance might not be up to par, and
each has its own action:
i.
ii.
iii.
The employee is mismatch (hiring error), the individual can be reassigned to a
better-matched job.
If the employee has received inadequate training, training should be provided.
An employee may also display a discipline problem and lack the desire to do the
job.
Counseling: A process designed to help employees overcome performance-related
problems.
Discipline: Actions taken by a manager to enforce an organization s standards and
regulations such as verbal or written warning, suspension and even termination.
7. Compensation and benefits:
Q: Why Compensations are important?
A/ It can help in attract and retain competent individual who help the org to
accomplish its goals.
Compensation administration: The process of determining a cost-effective pay
structure that will attract and retain employees, provide an incentive for them to
work hard, and ensure that pay levels will be perceived as fair.
The higher the knowledge, skills, and abilities (KSAs)
authority and responsibility the higher the pay.
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and the greater the
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Compensating Employees:
- Skill-based pay systems reward employees for the job skills and competencies
they demonstrate.
- Variable pay systems in which an individual s compensation is contingent on
performance.
Employee benefits: are nonfinancial rewards designed to enrich employees lives.
8. Safety and health.
----------------------------------------------Contemporary HRM issues: There are several HR issues facing today s managers,
including: downsizing, workforce diversity, sexual harassment, workplace spirituality,
and HR costs.
* Achieving workforce diversity and inclusion encompasses such basic HRM
activities as recruitment, selection, orientation, training, performance management,
and compensation/benefits.
-------------------------------------------------------------------------------------------------------BUS220 CH 14 (Managing Organizational and Interpersonal Communication)
-Everything a manager does involves communicating. Not some things but everything.
Good communication skills alone don't make a successful manager, they need
effective communication skills because Ineffective skills can lead to problem.
Communication: A transfer of understanding and meaning from one person to another.
The Communication Process:
Sender
Purpose
Message
Encoding
Message
Channel
Decoding
Message
Receiver
Message transferred successfully?
Feedback
Sender: The communication source.
Encoding: Converting a message into symbolic form.
Message: A purpose for communicating that s to be conveyed.
Channel: The medium by which a message travels.
Decoding: Translating a received message
Receiver: The person to whom the message is directed. Or is the recipient of the
communication.
Feedback: Checking to see how successfully a message has been transferred.
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There are four conditions affect both encoded and decoded message: skills, attitudes,
knowledge, and the social cultural system.
Methods of Communicating:
1) Written Communication: Any form of digital communication, organizational
periodicals, bulletin boards, or any other device that transmits written words or
symbols.
Benefits of choosing written communication are:
1- It is tangible and verifiable, 2- permanent record for both sender and receiver, 3- the
message can be stored, 4- it s more likely to be well thought out, logical, and clear.
Written Communication Drawbacks: 1) It s time consuming, 2) Lack of feedback.
2) The Grapevine )‫(ا ا ات‬: is the unofficial way that communications take place in an
organization and it s neither authorized nor supported by the organization.
In the grapevine, information is spread by word of mouth. Good information travels
quickly, but bad information travels even more quickly.
The biggest issue is the accuracy of the information
3) Nonverbal Cues: The best-known areas of nonverbal communication are:
Body language: refers to gestures, facial configurations, and other movements
of the body. Hand motions, facial expressions, and other gestures can
communicate emotions.
Verbal intonation: refers to the emphasis someone gives to words or phrases and
can make a statement sound defensive or friendly.
In oral communication, the nonverbal component carries the greatest impact.
Communication Barriers:
Barrier
Description
Filtering
Selective
perception
Information
overload
Emotions
Language
Deliberate manipulation of information to make it appear more favourable to the receiver.
Receiving communications on the basis of what one selectively sees and hears depending on
his or her needs, motivation, experience, background, and other personal characteristics.
When the amount of information one has to work with exceeds one s processing capacity.
Gender
National
culture
How the receiver feels when a message is received.
Words have different meanings to different people. Receivers will use their definition of
words being communicated.
How males and females react to communication may be different, and they each have a
different communication style. It requires acceptance, understanding, and commitment to
communicate adaptively with each other.
Communication differences arising from the different languages that individuals use to
communicate and the national culture of which they are a part.
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Overcoming Communication Barriers:
Use feedback
Simplify language
Listen actively
Constrain emotions
Watch nonverbal cues
Check the accuracy of what has been communicated or what you think you heard.
Use words that the intended audience understands.
Listen for the full meaning of the message without making premature judgment or
interpretation or thinking about what you are going to say in response.
Recognize when your emotions are running high. When they are, don t communicate
until you have calmed down.
Be aware that your actions speak louder than your words. Keep the two consistent.
Q: How is Technology Affecting Managerial Communication?
A/ It improves the manager ability to monitor performance. It gives employees
complete info to make faster decisions. It provided employees opportunities to
collaborate and share information. It made it possible for people to be fully accessible
any time anywhere.
Two developments in information technology have had particularly significant effects
on current managerial communication:
1) Networked computer systems.
2) Wireless capabilities.
Networked Communication Applications:
1. E-mail: is the instantaneous transmission of messages on linked computers. It s
fast, cheap, efficient, and convenient.
2. Instant messaging (IM): interactive, real-time communication takes place
among computer users who are logged on to the computer network at the same
time.
3. Voice mail: digitizes a spoken message, transmits it over the network, and
stores the message on a disk for the receiver. Receivers can save, delete, or
route the message to other parties.
4. Fax machines: transmit documents containing both text and graphics over
ordinary telephone lines.
5. Electronic Data interchange (EDI): a way for organizations to exchange
business transaction documents such as invoices or purchase orders, using
direct, computer-to-computer networks.
6. Teleconference and videoconference meetings: allow people to confer
simultaneously by telephone, e-mail, or video screens.
7. Organizational intranet: A network that uses Internet technology but is
accessible only to organizational employees.
8. Organizational extranet: A network that uses Internet technology and allows
authorized users inside the organization to communicate with certain outsiders
such as customers or vendors.
9. Internet-based voice/video communication: Popular Web sites such as Skype,
Viber, FaceTime, and Yahoo!. among others, let users chat with each other.
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Contemporary Issues:
Communication management in an Internet world.
Managing the organization s knowledge resources.
Communicating with customers.
Getting employee input.
Communicating ethically.
-------------------------------------------------------------------------------------------------------BUS220 CH 15 (Controlling Work and Organizational Processes)
Control: management function that involves monitoring activities to ensure that
they re being accomplished as planned and correcting any significant deviations.
Q: Why control is important? A/ because it s the way that managers know whether
organizational goals are being met and, if they are not being met, the reasons why.
The value of the control function can be seen in three specific areas:
1- Planning
Controlling provide the critical link back to planning. If manager didn't control,
he has no way of knowing whether his goals and plans were being achieved.
2- Empowering employees
Provide information and feedback on employee performance make managers
feel comfortable empowering employees and minimize the chance of potential
problems.
3- Protecting the workplace:
Org face threads from external environment. Managers must protect their org.
Comprehensive controls and backup plans will assure minimal work
disruptions.
Control Process:
1. Measuring actual performance
Four common sources of information used to measure actual performance are:
Source
Strengths
Weaknesses
-
Personal observation -
Statistical
Reports
-
Permits intensive coverage.
Manager can read between lines.
MBWA can pick up facial
expressions, and tons of voice.
A low-grade info source when quantitative
information suggest objectivity.
It is subject to perceptual biases.
It is time consuming
Employees may consider it as a lack of
confidence or a sign of mistrust
-
It is not limited to computer outputs.
Easy to visualize and effective for
showing relationships
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Provide limited info.
may ignore important, subjective factors.
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Oral
Reports
Written
Reports
-
Fast info, allows for feedback.
Difficult to document the info for later
Permit expression and tone of voice. reference. However, technologies capabilities
It is also can be recorded.
can taped it to become permanent.
Gives greater comprehensive and
conciseness.
No weaknesses
easy to catalog and reference.
Most jobs and activities can be expressed in tangible and measurable terms. When
performance indicator cannot be stated in quantifiable terms, managers should look for
and use subjective measures.
2. Comparing actual performance against a standard.
Comparing them by an acceptable Range of Variation. Deviations outside this
range need attention.
3. Taking managerial action to correct deviations or to address inadequate
standards.
Managers can choose among three possible courses of action:
Do nothing (self-explanatory)
Correct actual performance
Immediate Corrective Action: Corrective action that addresses problems at
once to get performance back on track.
Basic Corrective Action: Corrective action that looks at how and why
performance deviated before correcting the source of deviation
Revise the standards
Standards can be revised by either raising or lowering them. It is possible
that the variance was a result of an unrealistic standard.
There are three types of controls that organizations and managers use:
o Feedforward control: implement controls before an activity begins.
o Concurrent control: implement controls while the activity is going on.
o Feedback control: implement controls after the activity has been completed.
Some key areas that require control are finances, company information, and
organizational performance. A balanced scorecard approach may be used.
The balanced scorecard approach looks at more than the financial perspective by
typically looking at four areas that contribute to a company s performance:
Financial, Customer, Internal processes, People/innovation/growth assets
Management Information System (MIS): A system used to provide management
with needed information on a regular basis. It can be manual, or computer based.
An MIS focuses specially on providing managers with information (processed and
analyzed data) not (raw, unanalyzed facts).
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Contemporary Issues: Two control issues that managers face today are:
1. Cross-cultural differences.
Organizations in technologically advanced nations use indirect control devices,
while in less technologically advanced countries they use direct supervision.
2. Workplace concerns.
It include:
a) technology usage:
Managers need to monitor what employees are doing for several reasons:
Employees are hired to work.
Managers monitor employee e-mail and computer usage is that they don t
want to risk being charged for creating a unreceptive workplace
environment.
Finally, managers want security. They need to ensure that company secrets
aren t being leaked.
b) Employee theft:
Any unauthorized taking of company property by employees for their
personal use.
c) Workplace violence:
such as verbal abuse, purposeful damage of machines or furniture, or
assaults by coworkers.
-------------------------------------------------------------------------------------------------------Done
‫تن ونا ووا د نا من د وات م‬
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