(Mt) – Mistakes made by Target Discussion

Management in Action Target CEO Works to Regain Consumer Trust after the Company Was Hacked Minneapolis—Executives settled around a square table inside a Target Corp. conference room here earlier this month and munched on store-brand snacks as they chewed over something far less appetizing. Opinion surveys commissioned by the company found that the massive cybertheft that waylaid Target late [in 2013] had knocked confidence and trust in the 51-year-old retailer to an all-time low. . . . Target was having trouble shaking the fallout from a key decision by Chief Executive Gregg Steinhafel that made the crisis appear even worse than it already was. The initial evidence had indicated that credit and debit card numbers of about 40 million Target customers had been stolen. But the retailer had learned later that the hackers gained access to partial names and physical or e-mail addresses for as many as 70 million people—a breach that some top executives counseled against disclosing because it was unclear what kind of fraud danger it posed. Nevertheless, Mr. Steinhafel insisted on making the bigger number public, sparking news reports that as many as 110 million Target customers had been affected. At the meeting, Chief Marketing Officer Jeffrey Jones groused about the huge number. The public “keeps hearing that equals one-third of all Americans,” he said. “That’s hammering us.” Mr. Steinhafel says he has no regrets about the aggressive disclosure and other costly decisions in the wake of the crisis. “Target won’t be defined by the breach, but how we handle the breach,” he says. . . . The executives acknowledge the crisis has damaged the retailer’s bull’s-eye brand, while analysts estimate it may cost Target billions of dollars. During the holiday-shopping season, Target’s sales and store traffic plummeted. Call-center volume overwhelmed employees. Executives testified before congressional panels, and the company is facing federal and state investigations into how the cybercrime occurred from its store registers and computer network. . . . Over the two months since the crisis erupted, Mr. Steinhafel, 59 years old, has lurched from one difficult decision to another. At one point, he proposed in a meeting that Target would provide free credit monitoring and identity-theft insurance for one year to all its customers. Scott Kennedy, a senior executive, asked: “You’re saying we will give this to any customer who’s ever been in a store, but we aren’t checking?” Mr. Steinhafel nodded. “Then we’re offering this to all Americans,” Mr. Kennedy replied. Target went ahead with that plan. The breach could wind up costing Target, which notched $73 billion in sales in 2012, a few billion dollars, people familiar with the matter say. . . . New chip technology to replace magnetic strips on credit cards could cost about $100 million, one executive told Congress. Card-monitoring services for customers could cost tens of millions, according to one executive. Hundreds of millions of marketing dollars could be diverted to repairing the brand. In addition, costs are mounting for reissuing cards, staffing call centers, forensic and data-security units, and lawyers for public inquiries and private lawsuits. . . . The CEO, who likes to say “retail is detail,” is known internally for paying surprise visits to Target stores—there are about 1,800 in the U.S. that drew about 32 million customers a week before the crisis. Store managers say they warn each other to be alert for a man snooping around the aisles, frequently snacking from a box of animal crackers. . . . Recently, Mr. Steinhafel says, he stopped a manager who was reading e-mail on her cellphone as she passed through Target’s downtown Minneapolis headquarters. “Please be in the present,” he recalls telling her. . . . From November 27, the day before Thanksgiving, through December 18, Target executives say, shoppers’ payment-card data was captured through “malware” installed in Target’s computer network. The hackers had entered the network through a vendor. . . . The breach got wide publicity. Shoppers clogged Target phone lines and stores. Some sent tweets and e-mails that they would never again shop at Target. On the last weekend before Christmas, the big crowds at Target stores had dwindled. On December 20, Mr. Jones, the chief marketing officer, urged Mr. Steinhafel to appear in a video on Target’s website. The CEO was reluctant. He didn’t have a script and was exhausted. With a camera rolling, Target’s public-relations chief, Dustee Jenkins, asked him questions. Mr. Steinhafel, clad in Target’s trademark red shirt and khakis store attire, thanked customers for their trust, provided tips to monitor their accounts, and promised zero liability to shoppers for any fraudulent charges. Mr. Steinhafel began holding twice-daily “status meetings” in a 32nd floor conference room. . . . Early this month, prompted by the Target data breach, Congress held hearings on cyberattacks. As Mr. Mulligan, the CFO, made his appearances, Mr. Steinhafel and his executive team watched from the company’s “situation room.” The Exceptional Manager CHAPTER 1 37 ASSIGNMENT-1 Principles of Management (MGT101) 1st Semester (2019-2020) Assignment Workload: • This Assignment consists of a Mini Case. • Assignment is to be submitted by each student individually. Assignment Purposes/Learning Outcomes: After completion of Assignment-1 students will able to understand the LO 1. Identify and explain the concept of management, functions, roles and skills of a manager (Lo1.1) LO 2. Recognize the functions of planning, organizing and controlling and how they interrelate (Lo2.1) Assignment Regulation: • All students are encouraged to use their own words. • Student must apply “Times New Roman Font” with double space within their reports. • The attached cover-page has to be used, duly filled. Submissions without the cover page will NOT be accepted • A mark of zero will be given for any submission that includes copying from other resource without referencing it. • Assignment -1 should be submitted on or before the end of Week-06. • If the assignment shows more than 25% plagiarism, the students would be graded zero. Assignment Structure: A.No Assignment-1 Total Type Case Study Marks 5 5 Assignment-1 Please go to Chapter 1 “The Exceptional Manager” available in your textbook Management: A Practical Approach 7th edition by Kinicki, A., & Williams, B., at the end of the Chapter read Case: “Target CEO Works to Regain Consumer Trust after the Company was Hacked.” and answer the following questions: • Assignment Questions: Q1. From a management perspective, do you think Target made any major mistakes? Explain. Q2. Which of the four principal managerial functions were exhibited by CEO Greg Steinhafel? Q3. Which of the seven managerial challenges discussed in this chapter is Target facing? How are they handling these challenges? Q4. What is your evaluation of Steinhafel’s ability to effectively execute the three key managerial roles—interpersonal, informational, and decisional? Explain. • Due date for the submission of Assignment-1: • Assignment-1 should be posted in the Black Board by Week-4. • The due date for the submission of Assignment-1 is end of 6th Week. The Exceptional Manager What You Do, How You Do It ‫ف تفؼو رىل‬ٞ‫ م‬، ‫ٍارا تفؼو‬ PPT1 Chapter One The Art of Management Defined ‫فِ اإلداسة اىَسذدج‬ Managersoperate within an organization‫ِ ٌعًهىٌ داخو اىَْظَح‬ٝ‫ش‬ٝ‫اىَذ‬  Organization a group of peoplewho work together to achieve some specificpurpose ‫ؼَيُ٘ ٍ ًؼانخحقٍق غشع يحذد‬ٝ ٌٍ‫ٍدَ٘ػح ٍِ األشخاص انز‬ The Art of Management Defined ‫فِ اإلداسة اىَسذدج‬ Management is defined as 1. The pursuit of organizational goals efficiently and effectively by 2. Integrating the work of people through 3. Planning, organizing, leading, and controlling the organization’s resources ‫ٌخى حعشٌف اإلداسج عهى أَهب‬ ‫ح يٍ قبم‬ٞ‫ق األهذاف انخُظًٍٍت تنفاءج ٗفؼاى‬ٞ‫ ىتسق‬ٜ‫ اىغؼ‬.1 ‫ دٍح عًم اىْاط يٍ خاله‬.2 ‫ادج ٍٗشاقثح يىاسد انًُظًت‬ٞ‫ٌ ٗق‬ٞ‫ظ ٗتْظ‬ٞ‫ تخط‬.3 The Art of Management Defined ‫فِ اإلداسة اىَسذدج‬ To be efficient means to Use Resources People, Money, Raw Materials, and the like -wisely and costEffectively ‫ اىْاط‬-‫نخكىٌ وسٍهت تنفاء العتخذاً اىَ٘اسد‬ – ‫ ويب شببه رنك‬،ً‫ ٗاىَ٘اد اىخا‬، ‫ ٗاىَاه‬، ‫بحكًت وفعبنٍت يٍ حٍث اىتنيفح‬ The Art of Management Defined ‫فِ اإلداسة اىَسذدج‬  To be effective means to Achieve Results, to Make The Right Decisions And To Successfully Carry them out so that they achieve the Organization’s Goals ٌ‫سح وأ‬ٞ‫ ٗأُ تتخز اىقشاساخ اىظس‬،‫ق اىْتائح‬ٞ‫ ىتسق‬ٛ ‫أٌ حكىٌ وسٍهت فؼاه ج‬ ‫حُفزهب بُدبذ حخى تسقق إٔذاف اىَْظَح‬ © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-7 Question Burger King decided to add breakfast to its hours of operation in order to increase its customers. This was an attempt to improve the organization’s: A. Effectiveness B. Planning C. Leading strategy D. Efficiency © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-8   Example – Efficiency versus Effectiveness Many companies now use a recorded “telephone menu” of options to answer customer calls This is efficient for the companies, but not effective  Most consumers prefer a live agent ‫انعذٌذ يٍ انششكبث حسخخذو اٌَ يسدهت‬ ‫قبئًت انهبحف” يٍ انخٍبساث نإلخببت‬ ‫يكبنًبث انعًالء‬ is‫ ونكُه غٍش فعبل‬، ‫هزا فعبل نهششكبث‬  ً‫يعظى انًسخههكٍٍ ٌفضهىٌ وكٍم ح‬ Rewards of Studying Management ‫ٍنافآخ دساعح اإلداسة‬ You will understand: A. how to Deal With Organizations from the OUTSIDE B. how to Relate To Your Supervisors C. how to Interact With Co-Workers D. how to Manage Yourself In The Workplace :‫ٌه‬ ‫سىف حفهى كٍف‬ ‫اىتؼاٍو ٍغ اىَْظَاخ ٍِ اىخاسج‬. .A ‫ل‬ٝ‫ِ ىذ‬ٞ‫اىتؼاٍو ٍغ اىَششف‬ .B ‫ اىؼَو‬ٜ‫اىتفاػو ٍغ صٍالئل ف‬ .C ‫ ٍناُ اىؼَو‬ٜ‫ إداسج ّفغل ف‬.D Rewards of Practicing Management ‫ٍنافآخ إداسة اىََاسعح‬ 1. you and your employees can experience a sense of accomplishment 2. you can Stretch Your Abilities and magnify your range 3. you can Build a catalog of Successful Products Or Services 4. you can become A Mentor And Help Others ‫ ًٌكُك أَج ويىظفٍك تدشتح اىشؼ٘س تاإلّداص‬.1 ‫غ قذساتل وحكبٍش َطبقك‬ٞ‫ ًٌكُك ت٘ع‬.2 ‫ ًٌكُك تْاء كخبنىج نًُخدبث أو اىخذٍاخ اىْاخسح‬.3 ِٝ‫خش‬ٟ‫ ًٌكُك أٌ تظثر اىَششذ ٗعاػذج ا‬.4 The Management Process ‫عًهٍت اإلداسة‬ Figure 1.1 ‫يهى‬ Question Laura runs a sales and expense report at the end of each work day? Which management function is she performing? A. Leading B. Organizing C. Controlling D. Planning © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-13 Seven Challenges to Beinga Star Manager ‫سبعت ححذٌبث نكىَه يذٌش سخبس‬ 1. Managing for Competitive Advantage – staying ahead of rivals 2. Managing for Diversity– the future Won’t resemble the past 3. Managing for Globalization– the expanding management universe ِٞ‫ اىثقاء قثو اىَْافغ‬- ‫ح‬ٞ‫ضج تْافغ‬َٞ‫ إداسج ى‬.1 ٜ‫شثٔ اىَاض‬ٝ ِ‫ اىَغتقثو ى‬- ‫ إداسج اىتْ٘ع‬.2 ‫ ػاىٌ إداسج اىت٘عغ‬- ‫ إداسج اىؼ٘ىَح‬.3 Seven Challenges to Beinga Star Manager ‫سبعت ححذٌبث نكىَه يذٌش سخبس‬ 4. Managing for Information Technology– Dealing with the New Normal 5. Managing for Ethical Standards 6. Managing for Sustainability— The Business of Green 7. Managing for your own happiness &Meaningfulness ‫ انخعبيم يع عبدي خذٌذ‬- ‫ا اىَؼيٍ٘اخ‬ٞ‫إداسج تنْ٘ى٘خ‬-4 ‫ح‬ٞ‫ش األخالق‬ٞٝ‫ إداسج اىَؼا‬-5 ‫ األعًبل انخضشاء‬- ‫إداسج ٍِ أخو االعتذاٍح‬- 6 ٙ‫ إداسج انسعبدة انخبطت بك وراخ ٍغض‬- 7 The Struggle for Competitive Advantage: App-Based Ride-Share Services Leave the Taxi Industry Reeling  Technology has enabled on-demand “transportation network companies” (TNCs) such as Uber, Lyft, and Sidecar to challenge the traditional taxi cab industry.   The cab companies’ competitive disadvantage is aggravated by government requirements that taxis had to be wheelchair accessible and their drivers background-checked, requirements  so far not applying to the ride-sharing firm © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-16 Managing for Competitive Advantage ‫ح‬ٞ‫ضج تْافغ‬ٍٞ ‫إداسة‬ CompetitiveAdvantage the ability of an organization to produce goods or services More Effectively Than Competitors Do, there by outperforming them ‫ح‬ٞ‫ضج تْافغ‬ٍٞ ‫ ّس٘ أمثش‬ٚ‫ إّتاج عيغ أٗ خذٍاخ ػي‬ٚ‫قذسج ٍْظَح ػي‬ ‫ تف٘قٖا‬ٜ‫ ٗتاىتاى‬، ِٞ‫ح ٍِ اىَْافغ‬ٞ‫فؼاى‬ Managing for Competitive Advantage ‫ح‬ٞ‫ضج تْافغ‬ٍٞ ‫إداسة‬ Being responsive to customers Innovation -‫ابخكبس‬ Quality – ‫جوده‬ Efficiency – ‫كفاءه‬ Question John wants his salespeople to use Salesforce.com to improve their sales? Which challenge is he trying to manage? A. Diversity B. Information technology C. Competitive advantage D.Globalization © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-19 Managing for Information Technology ‫اإلداسة نخكُىنىخٍب انًعهىيبث‬  By 2017, consumers worldwide are projected to spend $2.3 trillion online, a rise of 14.8% over the year before  Information technology has led to the growth of e-business, using the Internet to facilitate every aspect of running a business © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-20 Managing for Information Technology ‫اإلداسة نخكُىنىخٍب انًعهىيبث‬ Implications of information technology: 1) Far-Ranging Electronic Management: e-communication all the time 2) More And More Data: challenges to decision making 3) The Rise Of Artificial Intelligence: more automation in the workforce 4) Organizational Changes: shifts in structure, jobs, goals, and knowledge management ‫آثاس حكُىنىخٍب انًعهىيبث‬ ‫ االتصال اإللكتروني طوال الوقت‬:ٙ‫ذج اىَذ‬ٞ‫ح تؼ‬ّٞٗ‫) اإلداسج اإلىنتش‬1 ‫ تحديات صنع القرار‬:‫اّاخ‬ٞ‫ذ ٍِ اىث‬ٝ‫ذ ٗاىَض‬ٝ‫) اىَض‬2 ‫المزيد من األتمتة في القوى العاملة‬:ٜ‫) طؼ٘د اىزماء االططْاػ‬3 ‫ وإدارة المعرفة‬، ‫ واألهداف‬، ‫ والوظائف‬، ‫التحوالت في الويكل‬:‫ح‬َٞٞ‫شاخ اىتْظ‬ٞٞ‫) اىتغ‬4 Managing for Sustainability ‫اإلداسة يٍ أخم االعتذاٍح‬ Sustainability Economic Development that meets the Needs Of The Present Without Compromising The Ability Of Future Generations to meet their own needs. ‫االعتذاٍح‬ ‫ح‬ٞ‫ تيث‬ٚ‫اخاخ اىساضش دُٗ اىَغاٍٗح عهى قذسة أخٍبل اىَغتقثو ػي‬ٞ‫ ازت‬ٜ‫انخًٍُت االقخظبدٌت انخً تيث‬ ‫اخاتٌٖ انخبطت‬ٞ‫ازت‬ . Levels & Areas of Management Figure 1.2 ‫يهى‬ © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-23 Four Levels of Management ‫اخ نإلداسة‬ٝ٘‫أستؼح ٍغت‬ 1- Top managers make Long-Term Decisions: 1) overall direction of the organization 2) establish the objectives 3) policies 4) strategies ِٝ‫ش‬ٝ‫مثاس اىَذ‬ : ٙ‫يح اىَذ‬ٝ٘‫اتخار قشاساخ ط‬ ‫االتدآ اىؼاً ىيَْظَح‬.1 ‫ذ األٕذاف‬ٝ‫تسذ‬.2 ‫اعاخ‬ٞ‫اىغ‬.3 ‫اخ‬ٞ‫د‬ٞ‫االعتشات‬.4 Four Levels of Management ‫اخ نإلداسة‬ٝ٘‫أستؼح ٍغت‬ 2-Middle Managers 1. Implement The Policies and plans of the top managers Above them 2. Supervise And Coordinate The Activities of the first-line managers Below them  “High touch” jobs Dealing With People rather than computer screens or voice-response systems ‫انًذٌش انًخىسظ‬ ‫ِ فىقهى‬ٝ‫ش‬ٝ‫اعاخ ٗخطظ مثاس اىَذ‬ٞ‫ز ع‬ٞ‫ تْف‬.1 ‫ق أّشطح ٍذساء اىخظ األٗه ححخهى‬ٞ‫ ٗتْغ‬ٚ‫ اإلششاف ػي‬.2 ” ‫ح‬ٞ‫ٗظائف “ػاى‬ ‫اىتؼاٍو ٍغ اىْاط تذالً ٍِ شبشبث انكًبٍىحش أو أَظًت االسخدببت انظىحٍت‬ Four Levels of Management ‫اخ نإلداسة‬ٝ٘‫أستؼح ٍغت‬ 3- First-Line Managers : make Short-Term Decisions: 1. Operating Decisions 2. Directing The Daily tasks of NON Managerial Personnel  Team leader a manager who is Responsible For Facilitating Team Activities toward achieving key results ‫ٍذساء اىخظ األٗه‬ :‫ش‬ٞ‫ اىقظ‬ٙ‫قشاساخ اىَذ‬ ‫و‬ٞ‫ قشاساخ اىتشغ‬.1 ‫ح‬ٝ‫ِ اإلداس‬ٞ‫ش اىَ٘ظف‬ٞ‫ح ىغ‬ٍٞ٘ٞ‫ٔ اىَٖاً اى‬ٞ‫ ت٘خ‬.2 ‫ق‬ٝ‫ظ اىفش‬ٞ‫ سئ‬ ‫ح‬ٞ‫غ‬ٞ‫ق اىْتائح اىشئ‬ٞ‫ق ىتسق‬ٝ‫و أّشطح اىفش‬ٖٞ‫يذٌش يسؤول عٍ تغ‬ Functional Managers VS General Managers ٍٍ‫يذساء وظٍفٍٍٍ يقببم انًذساء انعبي‬ Functional manager responsible for just ONE organizational Activity ٜ‫ف‬ٞ‫ش ٗظ‬ٝ‫ ٍذ‬ ‫ٍغؤٗهعٍ َشبط َشبط حُظًًٍ ٗازذ‬ ‫فقظ‬ General manager responsible for SEVERAL organizational activities ً‫ش ػا‬ٝ‫ ٍذ‬ ‫ذ ٍِ انًُظًبث‬ٝ‫ٍغؤٗىح ػِ اىؼذ‬ © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-27 Question Donielle supervises the food assembly line workers. What type of manager is she? A. Top manager B. Middle manager C. First-line manager D. General manager Managers for Three Types of Organizations ‫ٍذساء ىثالثح أّ٘اع ٍِ اىَْظَاخ‬ For-Profit Organizations : For Making Money ‫ ىنغة‬:‫ىَْظَاخ اىشتر‬ ‫اىَاه‬ 2‫ذ‬ Nonprofit Organizations: For Offering Services :‫ح‬ٞ‫ش اىشتس‬ٞ‫اىَْظَاخ غ‬ ‫ٌ اىخذٍاخ‬ٝ‫ىتقذ‬ Mutual-Benefit Organizations: For Aiding Members :‫ٍْظَاخ اىَْفؼح اىَتثادىح‬ The Skills Exceptional Managers Need ٌ‫ستاخٖا انًذساء االسخثُبئٍى‬ٝ ٜ‫اىَٖاساخ اىت‬ 1) Technical skills the job-specific knowledge needed to perform well in a specialized field 2) Conceptual skills the ability to think analytically,to visualize an organization as a whole and understand how the parts work together ‫ح‬ْٞ‫) ٍٖاساخ تق‬1 ‫ ٍداه ٍتخظض‬ٜ‫فح انًطهىبت ألداء خٍذ ف‬ٞ‫اىَؼشفح اىخاطح تاى٘ظ‬ ‫ح‬ٞ‫) اىَٖاساخ اإلدسام‬2 ‫ح ػَو األخضاء ٍؼا‬ٞ‫ف‬ٞ‫ ىتظ٘س ٍْظَح منو ٗفٌٖ م‬،ٜ‫ي‬ٞ‫ش اىتسي‬ٞ‫انقذسة عهى اىتفن‬ The Skills Exceptional Managers Need ُ٘ٞ‫ستاخٖا اىَذساء االعتثْائ‬ٝ ٜ‫اىَٖاساخ اىت‬ 3) Human skills the ability to work well in Cooperation with Other People to get things done ‫ح‬ٝ‫) ٍٖاساخ اىثشش‬3 ِٝ‫ذ تاىتؼاُٗ ٍغ أشخاص آخش‬ٞ‫ اىؼَو تشنو خ‬ٚ‫اىقذسج ػي‬ ‫إلّداص األٍ٘س‬ ‫) اىَٖاساخ اىْاػَح‬4 ٛ‫خش‬ٟ‫ ىيت٘اطو ٍغ ا‬، ‫ض ٗاإلىٖاً اىثقح‬ٞ‫ اىتسف‬ٚ‫اىقذسج ػي‬ 4) Soft skills the ability to Motivate, to inspire trust, to Communicate with others The Most Valued Traitsin Managers ٌٍ‫َح فً انًذٌش‬ٞ‫أكثش انظفبث ق‬ 1) The ability to Motivate and Engage Others 2) The ability to communicate 3) Work experience outside the United States 4) High energy levels to meet the demands of global travel and a 24/7 world ِٝ‫خش‬ٟ‫ض ٗإششاك ا‬ٞ‫ تسف‬ٚ‫اىقذسج ػي‬ ‫ اىت٘اطو‬ٚ‫اىقذسج ػي‬ ‫اخ اىَتسذج‬ٝ‫خثشج اىؼَو خاسج اى٘ال‬ 7 /24 ٌ‫ ٗػاى‬َٜ‫ح ٍتطيثاخ اىغفش اىؼاى‬ٞ‫ح ٍِ اىطاقح ىتيث‬ٞ‫اخ ػاى‬ٝ٘‫ٍغت‬ )1 )2 )3 )4 Roles Managers Must Play Successfully ‫يؼة يذٌشو األدٗاس تْداذ‬ٝ ُ‫دة أ‬ٝ The Manager’s Roles: Mintzberg’s useful findings 1. A manager Relies more on Verbal than on Written Communication 2. A manager Works Long Hours at an intense pace 3. A manager’s work is characterized by Fragmentation, Brevity, & Variety ‫ انًفٍذة‬Mintzberg ‫َخبئح‬:‫ش‬ٝ‫أدٗاس اىَذ‬ ‫ اىت٘اطو‬ٜ‫ ف‬ٜ‫ امثش ٍِ متات‬ٜ‫ اىيفظ‬ٜ‫ؼتَذانًذٌش ف‬ٝ -1 ‫يح بىحٍشة يكثفت‬ٝ٘‫ؼَوانًذٌش ىغاػاخ ط‬ٝ -2 ‫داص ٗاىتْ٘ع‬ٝ‫ضعًم انًذٌش تاىتدضؤ ٗاإل‬َٞ‫ت‬ٝ -3 Three Types of Managerial Roles ‫ح‬ٝ‫ثالثح أّ٘اع ٍِ األدٗاس اإلداس‬ 1) Interpersonal roles A. managers interact with people inside and outside their work units B. Figurehead , Leader , Liaison ‫ح‬ٞ‫) األدٗاس اىشخظ‬1 ‫تفاػو انًذٌشوٌ يع انُبس داخو ٗخاسج وحذاث عًههى‬ٝ .A ‫ اتظاه‬، ٌٞ‫ صػ‬، ٛ‫ط٘س‬ .B 2) Informational roles A.managers Receive and Communicate information B. Monitor, Disseminator, Spokesperson ٍٔٞ‫) أدٗاس إػال‬2 ‫ت٘اطيُ٘يع اىَؼيٍ٘اخ‬ٝٗ ٌٍ‫انًذٌش‬ٚ‫تيق‬ٝ .A ٌ‫ اىَتسذث تاع‬، ‫ ّاشش‬، ‫سطذ‬ .B Three Types of Managerial Roles ‫ح‬ٝ‫ثالثح أّ٘اع ٍِ األدٗاس اإلداس‬ 3) Decisional roles A.Managers use Information to make Decisions to solve problems or take advantage of opportunities B. Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator ‫ح‬ٝ‫) األدٗاس اىذٗس‬3 ‫ ٌسخخذو انًذٌشوٌ اىَؼيٍ٘اخ التخار اىقشاساخ ىسو اىَشنالخ أو االسخفبدة يٍ اىفشص‬.A ‫ ٍفاٗع‬، ‫ ٍ٘سد ٍخظض ىيَ٘اسد‬، ‫ ٍؼاىح اضطشاب‬، ‫ سخو أػَاه‬.B © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-35 Question CEO, Gary Kelly sets the direction and strategy for Southwest Airlines. What type of managerial role is he performing? A. Interpersonal B. Informational C. Decisional D. Conclusive © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-36 What Entrepreneurship Is ‫ادج األعًبل‬ٝ‫يب هً س‬ 1.Entrepreneurship A.process of Taking Risks to try to Create A New empire B. Entrepreneur, intrapreneu ‫ادج األػَاه‬ٝ‫ س‬.1 ‫ ٍساٗىح إلّشاء‬ٜ‫ح اتخار اىَخاطش ف‬ٞ‫ػَي‬ ‫إيبشاطىسٌت خذٌذة‬ © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-37 What Entrepreneurship Is ‫ادج األعًبل‬ٝ‫يب هً س‬ 2. Entrepreneur someone who Sees A NEW Opportunity for a product or service and Launches a business to Try To Realize It ‫ سخو االػَاه‬.2 ‫ذج نًُخح أو خذيت وٌطهق َشبطًب حدبسًٌب نًحبونت‬ٝ‫ فشطح خذ‬ٙ‫ش‬ٝ ‫ شخض‬ ‫ححقٍق رنك‬ © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-38 What Entrepreneurship Is ‫ادج األعًبل‬ٝ‫يب هً س‬ 3. Intrapreneur someone who works Inside an existing organization who sees an opportunity for a product or service and mobilizes the organization’s resources to try to realize it ٔٞ‫ سٗذ اىَثادسٓ اىذاخي‬.3 ٗ‫ فشطح ىَْتح أ‬ٙ‫ش‬ٝ ‫ح‬ٞ‫ؼَو داخو ٍؤعغح زاى‬ٝ ‫شخض‬ ‫ق رىل‬ٞ‫خذٍح وٌعبئ ٍ٘اسد اىَؤعغح ىَساٗىح تسق‬ ‫‪How Do Entrepreneurs & Managers Differ‬‬ ‫كٍف سخبل األعًبل ويذٌشي تختيف‬ ‫‪B. Being a manager is what it‬‬ ‫‪takes to Grow or Maintain‬‬ ‫‪) a business‬انحفبظ عهى انعًم(‬ ‫‪A. Being an entrepreneur‬‬ ‫‪is what it takes to Start a‬‬ ‫‪business‬‬ ‫إٌ كىَك يذٌشًا هى يب ٌخطهبه األيش نخًٍُت أعًبنك أو انحفبظ عهٍهب (انحفبظ عهى انعًم)‬ ‫‪ .B‬إٌ كىَك ٍذ‪ً ٝ‬شا هى يب ٌخطهبه‬ ‫األيش ىتَْ‪ٞ‬ح أػَاىل أٗ اىسفاظ‬ ‫ػي‪ٖٞ‬ا‬ ‫‪ .A‬إٌ كىَك سائذ أػَاه هى يب‬ ‫ٌخطهبه األيش ىثذء ّشاط تداس‪ٛ‬‬ The Entrepreneurial Spirit ‫سٗذ انشٌبدة‬ A. Necessity Entrepreneurs people who Suddenly Must Earn a entrepreneurs living and are simply Trying To Replace Lost Income and are hoping a job comes along )‫ ضشٗسج سٗاد األػَاه (ضشٗسج اىساخح‬.‫أ‬ ‫ش فدأة‬ٞ‫نغث٘ا ىقَح اىؼ‬ٝ ُ‫دة أ‬ٝ ٌٍ‫األشخبص انز‬ ٌ‫وٌحبونىٌ ببسبطت اعتثذاه اىذخو اىَفق٘د وٌأيهى‬ ‫أٌ حأحً انىظٍفت‬ B. Opportunity entrepreneurs those who Start their business Out Of A Burning Desire rather than because they lost a job ‫ب اىفشطح سٗاد األػَاه‬ ‫أونئك انزٌٍ ٌبذأوٌ أعًبنهى تذافغ اىشغثح‬ ‫فح‬ٞ‫ذج تذالً ٍِ فقذاٌّٖ ٗظ‬ٝ‫اىشذ‬ Question George thought there was an opportunity and opened a new deli in Irmo. He is a(n) __________. A. Manager B. Intrapreneur C. Entrepreneur D. Omni-preneur © 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 1-42

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