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MIsa Aljeeran
isajeeran@yahoo.com
 Business Management

Session 1 : Chapters 1, 2, 7, 9, 10
Session 2 : Chapters 11, 12, 13,14
Session 3 : Chapters 15, 16, 17,18,19
Session 4 : Chapters 21, 22

Isa Aljeeran
 Business Management

Part
1

Chapter 1
Introduction to Modern
Management

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 The Management Task

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Organization me
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Ma
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Im Society
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Th

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 The Role of Management

organization

Purpose - objective

Manager
GoalGoal

Activities

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 Defining Management

 Works with and through people and

other organizational resources
 Process of continuing and related
activities
 Involves and concentrates on
reaching organizational goals

Resources Activities Goal

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The Management Process (Functions)

Mgmt & Org Resources

Planning 1 Human

Organizing 2 Monetary

Influencing 3 Raw Material

Controlling 4 Capital

Goal
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 Management

Org Production Finished

Resources Process Products

Input Output

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Effectiveness vs. Efficient

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 Management Skill

The Key To Management Success

it is the ability to carry out the

process of reaching the
organization goals by working
with and through people and
other resources

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 Management Skill
Classical View

Conceptual Skill
Human Skill
Technical Skill
Specialized
Knowledge
Team leading

See the organization as a whole

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Management Skill
Classical View

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 Management Skill
Contemporary View

Major Activities
Task- People- Change-
related related related
activities activities activities
Skill Needed

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Business Management

Part
1

Chapter 2
Managing

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 Management Approaches

classical Approach

Behavioral Approach

Management Science Approach

Contingency Approach

System Approach

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 Management Approaches
The Classical Approach

One best way

Motion Study
Scheduling & Rewarding innovation All Mgmt practices

Isa Aljeeran
 Management Approaches
The Classical Approach
Comprehensive Analysis of Management
Henri Fayol
1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interests to the general
interests
7. Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Esprit de corps

Isa Aljeeran
 Management Approaches
The Behavioral Approach

• Increase production through an understanding

of people.

• Recognizing the Human Variable

• Human Relation Movement. Ability to work with

people in a way that enhance organizational
success.

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 Management Approaches
The Behavioral Approach

• The Human Relations Movement

Understand:
Physiological
Safety
Social Maslow
Esteem
Self-actualization
People can be:
Self-directed
Accept responsibility
Consider work to be as natural as play

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 Management Approaches
The Management Science Approach

Observe
Construct
Deduce
Test

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 Management Approaches
The Management Science Approach

Characteristics of Management
Science Applications

1) Problems studied are complicated

2) Economic implications as guidelines

3) Mathematical models to investigate

the decision situation

4) Use of computers

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 Management Approaches
The Contingency Approach

1. Perceiving organizational
situations as they actually exist

2. Choosing the management tactics

best suited to those situations

3. Competently implementing those

tactics

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 Management Approaches
The System Approach

• Systems and “Wholeness”

1. The whole should be the main focus of analysis

2. Integration is the key variable in wholeness analysis

3. Modifications weighed in relation to effects on every

other part

4. Each part has some role to perform

5. Part and its function determined by its position in

the whole

6. All analysis starts with the existence of the whole

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 Management Approaches
The System Approach

Open Close
System System

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 Management Approaches
Information for Management System Analysis

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Management Approaches
Learning Organization

System Thinking

Shared Vision

Challenging of Mental Model

Team Learning

Personal Mastery

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 Business Management

Part 3
Planning

Chapter 6
Principal of Planning

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General Characteristics of Planning

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General Characteristics of Planning

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Planning Process

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The Planning Subsystem

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 Planning’s Foundation
Organizational Objectives

Defining Organization Objectives

Pinpointing areas in which
organizational objectives should be
established
llustrate how managers work with
organizational objectives
Discussing Management by Objectives

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 Planning’s Foundation
Organizational Objectives

• Profit is the motivating force

for managers
• Service to customers justifies
the existence of the business
• Managers have social
responsibilities
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 Planning’s Foundation
Organizational Objectives

Together we will build the world most

extraordinary food company

Our Mission is to provide the most

useful and ethical financial services in
the world

To bring inspiration and innovation to

every athletes in the world

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 Planning’s Foundation
Areas for Organizational Objectives

Key areas to set management system

objectives:
1. Market standing
2. Innovation
3. Productivity
4. Physical and financial resources
5. Profitability
6. Managerial performance and development
7. Worker performance and attitude
8. Public Responsibility

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 Planning’s Foundation
Working with Organizational Objectives

An organization should set three

types of objectives:
1. Short-term ( one year or
less )
2. Intermediate-term ( 1 – 5 )
3. Long-term ( 5 – 7 )

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 Planning’s Foundation
Working with Organizational Objectives
Developing a Hierarchy of Objectives

at i on
t i mi z
ub op
S

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 Planning’s Foundation
Working with Organizational Objectives

• Guidelines for Establishing Quality Objectives

1. Let those responsible for attaining objectives have voice in setting
them
2. State objectives as specifically as possible
3. Relate objectives to specific actions whenever necessary
4. Pinpoint expected results
5. Set goals high enough that employees have to strive to meet them
6. Specify when goals are expected to be achieved
7. Set objectives only in relation to other organizational objectives
8. State objectives clearly and simply

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 Planning’s Foundation
Management by Objectives (MBO)

1. All individuals are assigned a

specialized set of objectives
2. Performance reviews are conducted
periodically
3. Rewards are given to individuals

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 Planning’s Foundation
Management by Objectives (MBO)

Isa Aljeeran
Business Management

Part 3
Planning

Chapter 9
Strategic Planning

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 Strategic Planning

Objective
Strategic Planning

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 Strategic Planning

ong-range planning that focuses on the organization as a

whole.

hat organization should do to be successful three to five

years from now.

the most successful managers tend to be those who are

capable of encouragingIsa
innovation
Aljeeran strategic thinking within
 Strategic Planning

trategy is defined as a broad and general

plan developed to reach long-term
objectives

trategy is the end result of the strategic plan

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Strategic Planning

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Strategic Planning

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Strategic Planning

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 Strategic Planning
Strategic Management

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 Strategic Planning
Strategic Management
Environmental Analysis

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 Strategic Planning
Strategic Management
Environmental Analysis

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 Strategic Planning
Strategic Management
Establishing Organizational Direction

• Determining Organizational Mission

• Developing a Mission Statement
• The Importance of Organizational
Mission
• The Relationship Between Mission
and Objectives

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 Strategic Planning
Strategic Management
Strategic Formulation
Critical Question Analysis
• What are the purposes and objectives of
the organization?
• Where is the organization presently going?
• In what kind of environment does the
organization now exist?
• What can be done to better achieve
organizational objectives in the future?

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 Strategic Planning
Strategic Management
Strategic Formulation

SWOT Analysis
– Strength
– Weakness
– Opportunity
– Threats

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 Strategic Planning
Strategic Management
Strategic Formulation
• Differentiation
• Cost Leadership
• Focus
• Sample Organizational Strategies
• Growth
• Stability
• Retrenchment
• Divestiture
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 Strategic Planning
Strategic Management
Strategic Implantation

• Interacting skill
• Allocating skill
• Monitoring skill
• Organizing skill

Isa Aljeeran
 Strategic Planning
Strategic Management
Strategic Control

Monitor and evaluate the whole

strategy management process

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 Strategic Planning
Tactical Planning

Basic differences between strategic and tactical planning

1. Strategic plans are usually developed by upper-level

management and tactical plans by lower-level management

2. Facts to base strategic plans are more difficult to gather

3. Strategic plans are generally less detailed than tactical plans

4. Strategic plans cover a relatively long period of time

whereas tactical plans cover a relatively short period of time

Isa Aljeeran
 Business Management

Part 3
Planning

Chapter 10
Plans and Planning tools

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 Plans & Planning Tools

• Plan is a specific action proposed to

help the organization achieve its
objectives

• Develop logical plans

• Take the necessary steps to put plan

into action.

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Strategic Planning
Plans: A Definition

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 Strategic Planning
Input Planning
Plant Facilities Planning
Weighting process to compare foreign site
differences:
1. Deciding on a set of variables critical to
obtaining an appropriate site

2. Assigning each variable a weight reflecting

its relative importance

3. Ranking alternative sites according to how

they reflect these variables

Isa Aljeeran
 Strategic Planning
Input Planning
Human Resource Planning
K
inds of questions personnel planners should try
to answer:
1. What types of people does the organization need to reach its
objectives?

2. How many of each type are needed?

3. What steps should the organization take to recruit and select

such people?

4. Can present employees be further trained to fill future needed

positions?

5. At what rate are employees being lost to other organizations?

Isa Aljeeran
 Strategic Planning
Input Planning
Human Resource Planning

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 Strategic Planning
Planning Tools

Forecasting
Schedualing
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 Strategic Planning
Planning Tools
Delphi Method
Step 1—Experts are asked to answer, independently and in
writing, a series of questions
Step 2—A summary of all the answers is then prepared
Step 3—Copies of the summary are given to the individual
experts
Step 4—Another summary is made of these modifications
Step 5—Third summary made of opinions and justifications,
and copies are again distributed
Step 6—Forecast generated from all of the opinions and
justifications that arise from step 5

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Strategic Planning
Planning Tools

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Strategic Planning
Planning Tools

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Strategic Planning
Planning Tools

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