PENGURUSAN ORGANISASI DAN PERNIAGAAN (Organizational and Business Management)

1. Kumpulan 12 Selasa: 4-5pm Khamis: 2-4pm DKEP 10 PENGURUSAN ORGANISASI DAN PERNIAGAAN (Organizational and Business Management) MGM 2111

2. MGM 2111 Tee, Keng Kok Room: A306 Tel: 03-8946 3679 Email: tee@econ.upm.edu.my

3. Attendance • Hourly basis • Not less than 80%: • Borang Peringatan Pelajar • Barred from taking the final examination

4. Week Chapter Title 1 1 Managing in Turbulent Times 2 2 3 The Evolution of Management Thinking The Environment and Corporate Culture 3 4 Managing in a Global Environment 4 5 7 Ethics and Social Responsibility Managerial Planning and Goal Setting 5 8 Strategy Formulation and Implementation Ujian 1 Lecture Plan (i) Managerial Planning and Goal Setting

5. Week Chapter Title 6 Mid Semester Break 7 9 10 Managerial Decision Making Designing Adaptive Organizations 8 10/11 Managing Change and Innovation 9 12 14 Human Resource Management Dynamics of Behavior in Organizations 10 15 Leadership Ujian 2 Lecture Plan (ii)

6. Week Chapter Title 11 16 Motivation 12 17 Communication 13 18 Teamwork 14 19 Managerial and Quality Control 15 20 Information Technology and E-Business 16 Final Examination Weeks 17 18 Lecture Plan (iii)

7. Evaluation • Test 1 = 20% • Test 2 = 20% • Assignment = 15% • Virtual class = 5% • Final Examination = 40% • Total = 100%

8. Managing in Turbulent Times Chapter 1

9. Organizational Change • Pace continues to accelerate • Change is major source of business risk • Driving Forces • Telecommunications • Diversity of Workers • Public consciousness • Global marketplace • Community of stakeholders

10. Driving Force: Technology Ever-advancing Technology has shrunk the world

11. Driving Force: Diversity Increasing diversity of workers has brought in a wide array of differing values, perspectives, and expectations among workers

12. Driving Force: Public Consciousness Public consciousness has become much more sensitive and demanding that organizations be more socially responsible

13. Driving Force: Global Marketplace Strive to remain competitive in the face of increasingly tough global competition Much of the 3rd-world countries have joined the global marketplace, creating a wider arena for sales and services

14. Driving Force: Stakeholders Community of Stakeholders Organizations are responsible to stockholders, and Focus on building relationships with employees, customers, partners, and suppliers

15. Nature of Management • Cope with diverse, far-reaching challenges • Driving Forces • Telecommunications • Diversity of Workers • Public consciousness • Global marketplace • Community of stakeholders

16. Shift in Mindsets to Navigate Turbulence Managers are asked to... • Do more with less • Engage whole employees • See change rather than stability as natural • Create vision and cultural values that encourage collaborative workplace

17. Making a Difference Today Requires integrating... • Tried and true management skills + • New approaches that emphasize • Human touch • Enhance flexibility • Involve employees’ hearts, minds, and bodies Successful organizations don’t just happen... they are managed to be that way!

18. Definition of Management • The attainment oforganizational goals in an effective and efficientmanner through • Four functions • planning, • organizing, • leading, and • controlling organizational resources.

19. Planning Select goals and ways to attain them Organizing Controlling Monitor activities and make corrections Assign responsibility for task accomplishment Leading Use influence to motivate employees Functions of Management

20. Planning Select goals and ways to attain them Performance Resources • Attain goals • Products • Services • Efficiency • Effectiveness • Human • Financial • Raw Materials • Technological • Information Organizing Controlling Monitor activities and make corrections Assign responsibility for task accomplishment Leading Use influence to motivate employees The Process of Management Exhibit 1.1 – page 9

21. Management Function • Planning • Defines goals for future organizational performance • Decides tasks and use of resources needed • Organizing • Follows planning • Reflects how organization tries to accomplish plan • Involves assignment of • tasks into departments • authority and allocation of resources across organization

22. Management Function • Leading • Influence and motivate employees to achieve organizational goals • Controlling • Monitoring employees’ activities • Determining whether the organization is on target toward its goals • Making corrections as necessary • Empowerment and trust of employees = training employees to monitor and correct themselves • New information technology provides control without strict top-down constraints • Lack of control information can lead to organizational failure

23. Organizational Performance Attainment of organizational goals in an efficient and effective manner 2nd half of definition of management The Process of Management

24. Organizational Performance • Organization - social entity that is goal directed and deliberately structured • Effectiveness - degree to which organization achieves a stated goal • Efficiency - use of minimal resources (raw materials, money, and people) to produce the desired volume of output • Performance – organization’s ability to attain its goals by using resources in an efficient and effective manner • Managers use a multitude of skills to perform functions

25. Management Skills • Conceptual Skills – Cognitive ability to see the organization as a whole and the relationships among its parts • Human Skills – ability to work with and through other people and to work effectively as a group member • Technical Skills – understanding of and proficiency in the performance of specific tasks Experiential Exercise: Management Aptitude Questionnaire

26. Management Skills Manager’s Job Exhibit 1.2, page 12 • Complex • Multidimensional • Range of skills

27. Management Types - Vertical Managerial Levels in the Organizational Hierarchy Management Levels in the Organizational Hierarchy Managerial Levels in the Organizational Hierarchy Exhibit 1.3, p. 13

28. Functional Managers Responsible for a department that performs a single functional task and Has employees with similar training and skills Advertising Sales Finance Human Resources Manufacturing Accounting General Managers Responsible for several departments that perform different functions Self-contained division Project managers have general management responsibility as they coordinate people across several departments Managerial Types - Horizontal

29. Ten Manager Roles (Mintzberg)- Set of expectations for one’s behavior - Diverse activities

30. Ten Managerial Roles • INFORMATIONAL CATEGORY– seeking current information from many sources • Monitor (pengawas)– seeking current information from many sources. • Disseminator (pengagih)- opposite of the monitor role. The manager transmits information to others, both inside and outside the organization. • Spokesperson(jurucakap)- making official statements to people outside the organization about company policies, actions, or plans.

31. Ten Managerial Roles b. INTERPERSONAL CATEGORY - relationships with others and is related to human skills 4. figurehead (tunggak)- handling of ceremonial and symbolic functions for the organization. 5. leader (pemimpin)- relationship with subordinates including motivation, communication, and influence. 6. liaison (penghubung)- development of information sources both inside and outside the organizations.

32. Ten Managerial Roles c. Decisional Category- when the manager must make a choice 7. Entrepreneurial(keusahawanan)- involves the initiation of change. Managers seek ways to solve problems or improve operations. 8. Disturbance handler(pengaman kekacauan) - involves resolving conflict among subordinates, between managers, or between departments. 9. Resource allocator(peruntuk sumber) - pertains to allocating resources in order to attain desired outcomes. 10. Negotiator (perunduing) - negotiations and bargaining to attain outcomes for the manager’s unit of responsibility.

33. Hierarchical Levels

34. Managing in Small Businesses and Nonprofit Organizations • Role Differences • Source of Financial Resources • Unconventional Bottomline

35. Management and the New Workplace • Forces on organizations • New Management Competencies • Dispersed leadership • Empowering others • Collaborative relationships • Team-building skills • Learning organization Ethical dilemma: Can Management Afford to Look the Other Way?

36. Managing During Turbulent Times • Stay Calm • Be Visible • Put People Before Business • Tell the Truth • Know When to Get Back to Business