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Robbins, Stephen and Coulter, Mary Management 7th Ed, Prentice Hall Inc. 2002
Bartol, Kathryn and Martin, David Management: 3rd Ed., McGraw-Hill Inc.2003
Lesson 1
Learning Objectives:
After listening and reading this lecture we will be able to:
Discuss what are management and its importance in daily life.
Discuss historical background of Management.
Discuss who is manager and what his responsibilities are.
Overview
Management
o People
o Purpose
o Process
Organizations
o What is an organization
o Types of organizations
Historical Back ground of Management
o The Egyptian Pyramid
o Great China wall
o Sydney opera house
Managers
Lesson 2
Learning Objectives
After listening and reading this lecture we will be able to:
Discuss why we study management
Discuss how can you bring quality in an organization
Discuss managerial roles in an organization
Overview
Who are managers?
What do Managers do?
o Planning o Organizing
o Leading o Controlling
What is Management?
o People o Purpose
o Process
Why study Management
Lesson 3
Learning Objectives
At the end of this lecture we will be able to understand:
The definition of Role
What is Role of Management in Organization
Types of Roles performed by the Management
Overview
Definition Of Role
Learning Objectives:
After listening and reading this lecture we will be able to:
Understand relation of management with other fields of study
Learn about the historical background of Management
Analyze different evolution of management theories
Overview
Management’s Connection to other Fields of Study
o Anthropology o Economics
o Philosophy o Political science
o Psychology o Sociology
Historical Background of Management
Pre-Classical Ideas
o Egyptian Pyramid o Division of Labor
o Industrial revolution
Early Management Ideas
o Robert Owen o Charles Babbage
o Henry E. Towne
Classical Ideas
o Scientific Management o Bureaucratic management
o Administrative management
Behavioral Theories
o Hawthorne Experiments o Human Relation Views
o Behavioral Science
Quantitative Approaches
o Operations Research o Operations Management
o MIS
Lesson 6
Learning Objectives
At the end of this lecture we will be able to understand:
What are Scientific Management Theories
Important Contributions in the Scientific Management
Hoe do Today’s Managers Use Scientific Management
Bureaucratic Management Theories
Max Weber’s Ideal Bureaucracy
Contribution of the Classical Viewpoint
Overview
Learning Objectives
After listening and reading this lecture we will be able to:
Discuss Fayol’s 14 Management Principles
Discuss behavioral theories of management
Overview
Administrative Management
o Henri Fayol (1841-1925)
Behavioral Theories
o Hawthorne Experiments o Human relation views
o Behavioral Science
Lesson 8
Learning Objectives
Overview
Early Advocates
o Robert Owen o Hugo Munsterberg
o Mary Parker Follett o Chester Barnard
Behavioral Viewpoint
o Hawthorne Experiments(1920-1930)
Lesson 9
Learning Objectives:
After listening and reading this lecture we will be able to:
Learn about the Quantitative approach to Management.
Learn about the different branches of quantitative management.
Learn about the importance of contemporary viewpoints.
Learn about the Emerging views of management.
Overview
Quantitative Approaches to Management
How quantitative approaches help managers
Branches of Quantitative management
o Operations Research
o Operations Management
o Management Information System
Contemporary Viewpoints
o The System Theory
o Contingency Theory
Emerging Views
Lesson 10
Learning Objectives:
After listening and reading this lecture we will be able to:
Understand the importance of a system.
Understand the system theory.
Learn about the characteristics of open and close system.
Overview
Managing Systems
o System
Open System
Close system
The System Theory
o Inputs o Transformation process
o Outputs o Feedback
Open versus close system
Characteristics of Open System
o Negative entropy o Synergy
Lesson 11
Learning Objectives:
At the end of this lecture we will understand:
What is environment The main types of environment
Types of External Environment Major elements of Mega Environment
What is Task Environment Elements of Task Environment
Organizational Relationship with stakeholders The Organizational Culture
Overview
Definition of Environment
Types of Environment
Task Environment
o Elements of Task Environment
Customers and clients Competitors
Suppliers Labor Supply
Government Agencies
Organizational Relationship with stakeholders
Internal Environment
o The Organizational Culture
Lesson 12
Learning Objectives:
At the end of this lecture we will be able to understand:
The Organizational Social Responsibility
o Social responsibility, Social Obligation, Social Responsiveness
Relationship between Social Responsibility and Economic Performance
Managerial Ethics
Moving towards improving Ethical Behavior
Different concepts of 21st Century
Overview
Organizational Social Responsibility
o Social Responsibility o Social obligation
o Social Responsiveness
Social Responsibility and Economic Performance
Managerial Ethics
o Utilitarian view of Ethics o Rights View of Ethics
o Theory of Justice view of Ethics o Integrative Social Contract theory
Towards improving Ethical Behavior
Different Concepts of 21st century
o Entrepreneurship o Managing in an E-Business World
o Globalization
Lesson 13
Learning Objectives:
After listening and reading this lecture we will be able to:
Learning Objectives:
Learning Objectives:
At the end of this lecture we will understand:
The Nature of Managerial Decision Making Types of Problems and Decisions
What are the general Organizational Situations Different Decision Making Styles
Overview
Nature of Managerial Decision Making
o Programmed decisions o Non-Programmed decisions
Types of Problems and Decisions
o Well Structured Problems and use of Programmed decision
Procedure Rule
Policy
o Poorly structured Problems and the use of Non-Programmed decisions
General Organizational Situations
o Higher level management and Poorly structured problems
o Lower level management and well structured Problems
o Some Decisions are based on the basis rationality, bounded rationality, or intuition
Decision making styles
o Individual’s way of thinking-------rational or intuitive and the other is individual’s tolerance for
ambiguity ------low or high
Learning Objectives:
At the end of this lecture we will understand:
Non Rationality Model Satisficing Models
Incremental Model Garbage-can decision making model
What is Group Decision Making
Overview
Non Rationality Model
Satisficing Model
o Bounded Rationality
o Constraints of decision making process
Inadequate information Time and cost factor
Decision maker’s prejudices Limited human memory
Incremental Model
o Decisions are not based upon information
o More useful in short run rather than in long run
Garbage-can Model
o Personal interest are involved o Useful in the absence of strategic management
Group Decision Making
o Advantages o Disadvantages
Pitfalls of Group Decision Making
o Involve only relevant information o Groups should be heterogeneous
Tactics to avoid Group think
o Devil’s Advocates o Dialectical Inequity
Lesson 18
Learning Objectives:
At the end of this lecture we will understand:
Group decision Making Creativity Factor in decision making
Tactics to enhance Group Creativity Lateral Thinking vs. Vertical Thinking
Other decision Making Models Deming’s Tool for improvements and innovations
Overview
Group decision Making
Learning Objectives:
At the end of this lecture we will understand:
Techniques for assessing Environment Forecasting
Suggestions for improving forecasting Methods of Forecasting
Delphi Method and Scenario Analysis Benchmarking
Overview
Techniques for assessing Environment
o Environmental Scanning o SWOT analysis
o Competitor Analysis
Forecasting
Suggestions for improving forecasting
o Use simple techniques o Compare every forecast
o Don’t rely on single result o Shorten the length of forecast
o Don’t assume that actual results are found
Methods of Forecasting
o Quantitative Forecasting o Qualitative Forecasting
o Judgmental Forecasting
Quantitative Forecasting
Learning Objectives:
At the end of this lecture we will understand:
Techniques for Allocating Resources Contemporary Planning Techniques
Other Planning Techniques
Overview
Techniques for Allocating Resources
o Budgeting
Revenue budget Cash budget
Profit budget
Scheduling
o GANTT Chart o PERT analysis
o Breakeven analysis o Linear Programming
Contemporary Planning Techniques
o Project Management o Scenario Planning
Other Planning Techniques
o Queuing or waiting-line models o Simulation models
o Decision trees
Lesson 21
Learning Objectives:
At the end of this lecture we will understand:
What is Planning Why managers have to plan
How the managers plan The role of goals and plans in planning
The nature of Organizational Goals What are the three levels of Goals
Link of Goals and Plans
Overview
Definition of Planning
Why do managers plan
How do managers Plan
The role of goals and Plans
o Stated Goals o Real Goals
Nature of Organizational Goals