This document provides an overview of the textbook "Contemporary Management" by Waleed Ghalwash. It summarizes the book's contents, which are divided into five parts that cover the main functions of management: planning, organizing, leading, controlling. It also briefly outlines some of the key chapters, including those on management history, organizational culture, social responsibility, and strategic management. The document examines concepts like organizational performance, productivity, management skills and roles. It defines management and different management levels, and explains why studying management is important for understanding organizations in various contexts.

1. Contemporary Management
Waleed Ghalwash

2. References
Known for its real world examples
that bring management theories to
life, Management an Arab World
Adaptation builds on the
international success of authors,
providing engaging examples for
students in the Arab World with a
focus on perspectives, insights
and cases from the region.

3. Table of Contents
Part 1: Welcome to the world of management
● Chapter 1 Introduction to management and organisations
● Chapter 2 Management history
● Chapter 3 Organisational culture and environment
● Chapter 4 Managing in a global environment
● Chapter 5 Social responsibility and managerial ethics
Part 2: Planning
● Chapter 6 Managers as decision-makers
● Chapter 7 Foundations of planning
● Chapter 8 Strategic management
Part 3 :Organising
● Chapter 9 Organisational structure and design
● Chapter 10 Managing human resources
● Chapter 11 Managing teams
● Chapter 12 Managing change and innovation
Part 4: Leading
● Chapter 13 Understanding individual behaviour
● Chapter 14 Managers and communication
● Chapter 15 Motivating employees
● Chapter 16 Managers as leaders
Part 5: Controlling
● Chapter 17 Introduction to controlling
● Chapter 18 Managing operations

4. Introduction to management
and organisations
Waleed Ghalwash

5. Organizations

6. What is an organization?
● It is a deliberate arrangement
of people to accomplish some
specific purpose.
● Organizations provide useful
goods or services that return
value to society and satisfy
customer needs.
Distinct
Purpose
People
Deliberate
Structure

7. Organizations is open system
INPUTS
Supply
Raw Materials
Human Resources
Capital
Technology
Information
OUTPUTS
Consume
Products
Services
Human Results
Information
Information
Customer and Client feedback
Transformation
Transform
Work and management
activities turn INPUTS to
OUTPUTS.
ENVIRONMENT
ENVIRONMENT ENVIRONMENT
SYSTEM

8. Organization is a complex network of subsystems

9. What is
Management for
organizations?
Management involves
coordinating and
overseeing the work
activities of others so
that their activities
completed efficiently and
effectively.

10. Organizational performance
Performance Efficiency
An input that measures the costs
associated with goal accomplishment
➔ Do things right
➔ The MEANS
➔ Resources utilization
➔ Low waste
Performance Effectiveness
An output that measures goal
accomplishment
➔ Do the right things
➔ The END
➔ Goal attainment
➔ High attainment

11. Productivity and Organizational Performance
Doing the right things.
➔ Effective but not Efficient
➔ Goal Achieved
➔ Resources wasted
Doing the right things right.
➔ Effective and Efficient
➔ Goal Achieved
➔ No waste in resources
➔ High productivity
Doing things right .
➔ Efficient but not Effective
➔ Goal Not Achieved
➔ No waste in resources
Doing things .
➔ Not Effective and not Efficient
➔ Goal Not Achieved
➔ Resources Wasted
GOODPOOR
EFFICIENCY
Resources Utilization
HighLow
EFFECTIVENESS
GoalAchievement

12. Do you want to be a good manager?
Start by knowing yourself...

13. Self Awareness
The Johari window
communication model
● Do you criticize
yourself?
● Do you assess your
strengths & weaknesses?
● Do you know how others
see you?
used to help people better
understand their
relationship with
themselves as well as
others.

14. The Johari window
The Johari Window is a communication
model that is used to improve
understanding between individuals.
There are two key ideas behind the
tool:
➔ That you can build trust with
others by disclosing information
about yourself.
➔ That, with the help of feedback
from others, you can learn about
yourself and come to terms with
personal issues.

15. Who are
Managers? and
what do they do?
People are
ASSETS
not COSTS

16. Management levels
Top Managers: responsible for
performance of an organization as a
whole or for one of its larger parts.
Middle Managers: in charge of
relatively large departments or
divisions.
Team Leaders or Supervisors: in
charge of a small work group of
non-managerial workers.

17. Team leaders responsibilities
➔ Plan meetings and work schedules.
➔ Clarify goals and tasks, and gather ideas for
improvement.
➔ Appraise performance and counsel team members.
➔ Recommend pay raises and new assignments.
➔ Recruit, train, and develop team members.
➔ Encourage high performance and teamwork.
➔ Inform team members about organizational goals
and expectations.
➔ Inform higher levels of work unit needs and
accomplishments.
➔ Coordinate with others teams and support the
rest of the organization

18. Quality of Work Life
➔ Safe working conditions.
➔ Opportunities to learn and use new
skills.
➔ Room to grow and progress in a career
➔ Protection of individual rights.
➔ Pride in work itself and in the
organization.
➔ Fair pay.
An indicator of the overall quality of human experiences in the
workplace.

19. High performing managers
➔ Well informed of their team’s needs.
➔ Work alongside those they supervise.
➔ Provide advice and develop support for their team.
➔ Help their people perform to the best of their abilities.

20. Organization as an upside-down pyramid
➔ Each individual is a
value-added worker.
➔ A manager’s job is to support
workers’ efforts.
➔ The best managers are known for
helping and supporting.

21. Management
Functions Organizing
Planning
Leading
Controlling

22. Management Functions

23. Level difference among Managers

24. Manager roles
Mintzberg’s

25. Category Role Activity
Interpersonal
Roles
Figurehead performs ceremonial duties. Examples: receive visitors, attending an
employee’s wedding, taking an important customer to lunch.
Leader responsibility for the work of subordinates, motivating and encouraging
employees, exercising their formal authority.
Liaison making contacts outside the vertical chain of command including peers in other
companies or departments and government.
Informational
Roles
Monitor scans the environment for new information to collect.
Disseminator Passing on privileged information directly to subordinates.
Spokesperson Sharing information with people outside their organization. Examples: a speech
to a lobby or suggesting product modifications to suppliers.
Decisional
Roles
Entrepreneur Seeks to improve the unit by initiating projects.
Disturbance Handler Responds involuntarily to pressures too severe to be ignored. Examples: a
major customer gone bankrupt, or a supplier reneging on a contract.
Resource Allocator Decides who gets resources, schedule, budget and set priorities.
Negotiator Committing organizational resources in “real-time” with the broad information
available from their informational roles.

26. Management Skills
Kartz

27. Essential managerial skills
Technical Skills:
Job specific knowledge needed to proficiently perform work tasks.
Human Skills:
Ability to work well with other people, individually and in groups.
Conceptual Skills:
See the organization as a whole, understand the relationships among
various subunits, and visualize how the organization fits into the
border environment.

28. Relationship of Conceptual, Human and Technical Skills to Management
Top Managers
Middle Managers
First-Line
Managers
Non-managers
Conceptual skills
Human skills
Technical skills

29. Key Competencies
of Successful
Managers
Management is a diverse
role with a range of
responsibilities and
challenges that need to be
addressed. Competency as a
manager is an important
part of achieving.
http://EzineArticles.com/1399699

30. 8 Key Competencies of Successful Managers
1. Results Focus: It is not what you do but what you deliver that matters.
This results focus keeps you on track and reduces the scope for
distractions.
2. Making Change: While leaders will set out the overall direction, managers
are the people who need to make the change happen on the ground.
3. Planning: Managers do not have the luxury of just having one thing to do.
They have to manage money, people, processes, projects, customer
relationships and themselves. This requires them to be able to plan
effectively so that they get the best results possible.
4. Team Development: Managers cannot do everything on their own.

31. 8 Key Competencies of Successful Managers
5. Risk Management: Managers need to become competent at identifying and
responding to risk. These risks can range from losing key staff to health
and safety issues.
6. Decision Making: Managers who procrastinate are a source of frustration to
staff. The staff might not always like or agree with the decision that you
have made but they will prefer you to take a decision rather than
procrastinate.
7. Communication: managers are effective communicators in 3 areas. They are
effective speakers and can put their points forward clearly. They are also
effective at getting their message across in writing whether it is an e-mail
or report. Finally, they are effective listeners.
8. Customer Service Focus: Successful IT Managers see the users of the systems
as customers.

32. Why study
management?
All organization levels
Bottom ← → Top
All sizes of organizations
Small ← → Large
All types of organization
Profit ← → Non-Profit
All organization areas
Technology - Accounting
Marketing - HR - etc.
Management
is needed in...

33. Why study Management?
1. The Universality of management: Good management is needed
in all kind of organizations. and at all organization
levels and areas.
2. The reality of work: employees either manage or are
managed.
3. Reward and challenges of being a manager: Creating a work
environment that help people to work to the best of their
abilities, receive significant rewards for their efforts,
and challenges dealing with diverse of personalities.

34. Thank You