a process of coordinating of all resources through the process of planning, organizing, directing and controlling in order to achieve the organizational goals effectively and efficiently.

Management is a process of coordinating of all resources through the process of _________, _________, _________ and ________ in order to achieve the organizational goals effectively and efficiently. (PODC)

It is a human activity aiming to achieve a group of economic and social goals for the organization and staff through the effective and efficient use of the available resources of the organization that works in a continually changed environment.

A management achieved through groups of individuals working in order to gain benefits for the organization and staff.

A management depends up on efficient and effective use of the available resources.depends up on efficient and effective use of the available resources.

Management in certain time.

Management consists of three main parts: inputs, procedures and outputs

Management depends on planning, organizing, directing and controlling.

An organization system consists of three main parts:

Management as it works in a continually changed environment.

Management acts for achieving certain goals through using the least cost.

WHAT THREE CHARACTERISTICS DO ALL ORGANIZATIONS SHARE?

People who work directly on a job or task and have no responsibility for overseeing the work of othersPeople who work directly on a job or task and have no responsibility for overseeing the work of others

Referred to by names such as associates, team members, contributors or even employee partners.

Individuals in an organization who direct and oversee the activities of other people in the organization

4 functions of management

deciding in advance what to do, how to do it, when to do it and who is going to do it. It is the most basic of all the management functions and is the starting point for any organization.

includes defining goals, establishing strategy, and developing plans to coordinate activities.

VALUES OF PLANNING

STEPS OF PLANNING

the management function that establishes the relationships between activity and authority. It is determining what needs to be done, how it will be done, and who is to do it.

The managerial functions of planning and organizing are completely related.

Planning begins with and is governed by plans, and plans state where the organization is going and how it will get there.

IMPORTANCE OF THE ORGANIZING PROCESS

STEPS OF THE ORGANIZING PROCESS

ORGANING PROCESS

main aim of this function is to make union of the individual’s effort towards achieving the objectives of the organization

3 main requirements in directing

The aim is to enable the chairman’s to inform the individuals about their duties, responsibilities and at the same time inform their chairman’s about their reaction.

means ability to affect the individuals in the way which help them to achieve the objectives of the organization

which enable the leader in enhancing the individuals to achieve the objectives of their organization, this requires that leader must know the nature of individuals under his authority to choose the suitable reward for each subject.

Leading requirements (PEPPR)

the task of ensuring that activities are providing the desired results. Control involves setting objectives, measuring performance and taking corrective action.

It is monitoring activities to ensure that they are accomplished as planned.

Prerequisites of control system

Types of control

Control that takes place before work.

Control that takes place as work is being performed

Control that concentrates on past organizational performance

Requirements for adequate controls

The outputs of the controlling are a group of reports helps decision makers to take a group of correction procedures to avoid differences between the actual and planned performance

ADMINISTRATION LEVELS

Lowest level of management

They spent most of their time in directing and need technical skills to do their task.

those at the operating level, they include the majority of the management staff

They are responsible for the management of their specific work groups and the accomplishment of the actual work of the organization.

They concentrate on the technical details, work quality, work quantity and the employee’s performance

They include supervisors, foreman, and head of department or unit director

includes all managers below the rank of vice president but above the supervisory level, and includes less number of management staff.

They are responsible for implementing strategies, policies, objective and procedures

They include general director, head of departments or unit’s director

They spent most of their time in organizing and need interpersonal skills to do their task

includes all managers who are responsible for the overall operations of any organizations and include very few number of management staff.

They are responsible for establishment of organization objectives, policies, stratigies and they also represent the organization in the outside community.

They include president of the organization, vice president of the organization and board of directors.

They concentrate on planning and need conceptual skills to do their task

They spent most of time with other managers in the organization in order to achieve the stated goals effectively and efficiently.

MANAGEMENT SKILLS

skills necessary to accomplish specialized activities

especially important for first –line managers who spend much of their time training subordinates and answering questions about work-related problems.

sometimes called human skillssometimes called human skills

ability to communicate, motivate and lead individuals and groups.

depend on the manager’s ability to think in the abstractdepend on the manager’s ability to think in the abstract

ability to plan, coordinate and integrate all organizations interest and activities.ability to plan, coordinate and integrate all organizations interest and activities.

most important at the upper level of the organization where long range forecasting and planning are the principal activities.

ability to analyze the symptoms and determine the cause of any problem.

similar to decision making skills. similar to decision making skills.

means managers ability to identify the variable in the situation, how they are interrelated and decide which ones should receive the most attention

Competencies managers need in their positions as important contributors to organizational success

encompassing tasks such as decision making, short-term planning, goal setting, monitoring, team building etc.

includes elements such as urgency, decisiveness, initiative etc.

compassion, assertiveness, politeness, costumer focus

personal responsibility, trustworthiness, loyalty, professionalism

encompassing elements such as tolerance, adaptability, creative thinking

included both resilience and stress management

listening, oral communication, public presentation

performance assessment, self-development, providing developmental

technical proficiency, being concerned with quality and quantity, financial concern

Manager’s performance can be measured by two criteria

Means obtain the goal with the least cost

Is defined as doing the right things

MANAGERIAL ROLES

It includes all the roles that are related to receiving, communicating and distribution of information inside and outside the organization.

The interpersonal roles are those that are related to establishing and maintaining a strong relationship with others whether they are inside or outside the organization.

Perhaps this is the most important role as managers play a key part in the decision making system of an organization.Perhaps this is the most important role as managers play a key part in the decision making system of an organization.

This approach considers the organization or the project as a one unit has a specific goal, in order to attain this goal different component constituting the organization must interact with each other.

The manager has to look to his organization as an integrated unit from a big organization that named external environment; this means manger cannot achieve the goals of his department except through the goals of other departments, which participate in achieving the organization goals.

is the process of receiving and presenting the information.