Part 1: Introduction
Chapter 4
Managing
in a
Contemporary
World
PowerPoint Presentation by Charlie Cook
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LEARNING OUTCOMES
After reading this chapter, I will be able to:
1. Describe the three waves in modern social
history and their implications تداعياتfor
organizations.
2. Explain the importance of viewing management
from a global perspective إنطباع.
3. Identify the ways in which technology is
changing the manager’s job.
4. Describe the difference between an e-business,
e-commerce, and an e-organization.
5. Define social responsibility and ethics.
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L E A R N I N G O U T C O M E S (cont’d)
After reading this chapter, I will be able to:
6. Explain what is meant by the term entrepreneurship
and identify the components of the entrepreneurial
venture.
7. Describe the management implications of a
diversified متنوعةworkforce قوة عاملة.
8. Identify which work/life concepts are affecting
employees.
9. Explain why many corporations الشركات have
downsized تقليص.
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L E A R N I N G O U T C O M E S (cont’d)
After reading this chapter, I will be able to:
10. Explain why companies focus on quality and
continuous improvement.
11. Describe the key variables for creating a
customer-responsive culture ثقافة االستجابة للعمالء.
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Three Waves That Changed the World
• Agricultural revolution:
➢ Until the late nineteenth century, all economies were
agrarian زراعي.
• Industrial revolution:
➢ From the late 1800s until the 1960s, most developed
countries moved from agrarian societies to industrial
societies.
• Informational revolution:
➢ Information technology is transforming society from its
manufacturing focus to one of service تعمل تكنولوجيا
المعلومات على تحويل المجتمع من تركيزها التصنيعي إلى التركيز على
.الخدمة
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The Changing Economy (Reading Activity)
Old Economy New Economy
• National borders serve to limit • National borders no longer define
competition an organization’s operating
boundaries
• Technology reinforces يعززrigid الجامد
hierarchies التسلسل الهرمىand limits • Technology opens up
access to information organizations and makes
information more accessible
• Job opportunities are for special
industrial workers • Job opportunities are for
knowledge workers
• Population السكانis relatively
homogeneous • Population is characterized by
cultural diversity
• Business is estranged بعيدfrom its
environment • Business accepts its social
responsibilities
• Economy is driven by large
corporations • Economy is driven by small
entrepreneurial firms
• Customers get what business
chooses to give them • Customer needs drive business
قيادة األعمال
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A Global Marketplace السوق العالمية
• Global village
➢ Refers to the concept of a boundaryless world; عالم بال
حدودthe production and marketing of goods and services
worldwide.إنتاج وتسويق السلع والخدمات في جميع أنحاء العالم
• Borderless organization
➢ A management structure in which internal arrangements
that impose فرضartificial geographic barriers حواجز
جغرافية اصطناعيةare broken down ملغية
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Global Competition
• Multinational corporations (MNCs)
➢ Companies that maintain significant operations in two or more
countries simultaneously but are based in one home country
• Transnational corporation (TNC)
➢ A company that maintains significant operations in more than
one country simultaneously and decentralizes decision making
in each operation to the local country
• Strategic alliances
➢ A domestic and a foreign firm share the cost of developing new
products or building production facilities in a foreign country
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Stages of Going Global العالمية
صريح
تابعة لشركة اجنبية
مشروع
توظيف مشترك
حق االمتياز
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Globalization’s Effect On Managers
• Parochialism ضيق األفق
1- Limited worldview: A focus on local issues while ignoring global.
2- Resistance to change: Unwillingness to adopt new ideas.
3- Bias: التحيزFavoring one's own culture, community, or group.
➢ Hofstede’s عالم نقسى هولندىCultural Dimensions Framework:
ثقافة المجتمع تؤثر على سلوك الفرد
1- Power distance النفس الطويل، قوة التحمل
2- Individualism versus collectivism الفردية مقابل الجماعية
3- Quantity of life versus quality of life الحياة الكمية مقابل الحياة النوعية
4- Uncertainty avoidance تجنب عدم اليقين
5- Long-term versus short-term orientation التوجه طويل األمد مقابل التو ّجه
قصير األمد
10
Technology
• Any equipment, tools, or operating methods that are
designed to make work more efficient
• Information Technology (IT)
➢ Benefits of IT
❖ Costsavings (e.g., inventory المخزونcontrol)
❖ Freedom from fixed locations for operations
➢ Challenges
❖ Increased worker skill requirements
❖ A leveling of the competitive playing field that increases
competition
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Internet Business:
Business operate online. (selling products, offering
services, or providing content and resources).
• E-commerce (Electronic Commerce)
Any transaction ( معامالتonline buying and selling) that occurs
when data are processed and transmitted over the Internet.
• E-business (Electronic Business)
The full breadth اتساعof activities (internal processes, supply
chain management, customer relationship management and
collaboration among business partners) included in a successful
Internet-based enterprise.
• E-organization (Electronic Organization)
An organization that used digital technologies and the internet to
perform its core functions, operations, and communication (E-
business) . 12
In What Ways Does Technology Alter تغيرA Manager’s Job?
• Effectiveness and efficiency
➢ Managers have access to more complete and
accurate information than before, enabling them to
function as better managers.
• Place
➢ Telecommuting العمل إلكترونيا: the linking of a worker’s
computer and modem with those of co-workers and
management at an office
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Society and Business
• Social responsibility
➢ A firm’s obligation التزام, beyond that required by the law
and economics, to pursue لتحقيقlong-term goals that are
beneficial مفيدةto society
• Social obligation
➢ The obligation of a business to meet its economic and
legal شرعىresponsibilities and no more
• Social responsiveness إستجابة
➢ The ability of a firm to adapt نتكيفto changing societal
conditions
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Arguments حججfor and against Social Responsibility
(Reading Activity)
Arguments for: Arguments against:
• Public expectations • Violation انتهاكof profit
• Long-run profits maximization
• Ethical obligation • Dilution تهميشof purpose
• Public image • Costs
• Better environment • Too much power
• Discouragement of further • Lack of skills
government regulation لوائح • Lack of accountability مسئولية
• Balance of responsibility and power • Lack of broad واسعpublic
• Stockholder interests support
• Possession امتالكof resources
• Superiority of prevention over
cures الوقاية خير من العالج
Source: Adapted from R. J. Monsen Jr., “The Social Attitudes of Management,”
in J. M. McGuire, ed. Contemporary Management: Issues and Views (Upper
Saddle River, NJ: Prentice Hall, 1974), p.616; and K. Davis and W. Frederick,
Business and Society: Management, Public Policy, Ethics, 5th ed. (New York:
McGraw-Hill, 1984), pp.28–41.
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Ethics and Business
• Ethics
A set of rules or principles that defines right and wrong
conduct اجراء.
• Code of ethics
A formal document that states an organization’s primary
values and the ethical rules it expects managers and
operatives to follow.
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Three Views of Ethics
• Utilitarian النفعيview of ethics
Making decisions solely on the basis of their outcomes
المخرجاتor consequences االثار المترنبة.
• Rights الحقوقيةview of ethics
Respecting and protecting individual liberties الحرياتand
privileges االلتزامات
• Theory of justice العدلview of ethics
Fairly عادلand impartially نذاهةimposing تطبيقand
enforcing تنفيذrules.
Source: Adapted from G. F. Cavanaugh, D. J. Moberg, and M. Valasquez, “The Ethics
of Organizational
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Presentation of Management
by Charlie Journal (June
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What Is Entrepreneurship?
• Entrepreneurship ريادة األعمال
The process of initiating a business venture, مشروع تجارى
organizing the necessary resources, and assuming the
risks and rewards.
• Steps in the entrepreneurial process
➢ Exploring استعراضthe entrepreneurial context.موقف وحالة
➢ Identifying opportunities and possible competitive تنافس
advantages مزايا
➢ Starting the venture.
➢ Managing the venture
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Diversity التنوعand the Workforce القوى العاملة
• Increasing workforce diversity
More variation in the background of organizational
members in terms of gender, race ساللة, age, sexual
orientation, and ethnicity عرق
• Characteristics of the future workforce
➢ More heterogeneous غير متجانسة/diverse
➢ Increasingly older
➢ More multicultural
• Diversity will require more managerial sensitivity
to individual differences.
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Labor Supply عرضand Demand طلبAdjustments
• Downsizing تقليص
An activity in an organization designed to create a more
efficient operation through extensive layoffs تسريح العمال
• Rightsizing تسكين
Linking ربطstaffing الوظيفةlevels to organizational goals
• Outsourcing االستعانة بمصادر خارجية
An organization’s use of outside firms for providing
necessary products and services
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Workforces
• Core األساسيينemployees
The small group of full-time employees of an organization
who provide some essential job tasks for the organization
• Contingent المشروطةworkforce
Part-time, temporary, and contract workers who are
available for hire يؤجرon an as-needed basis
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Contingent Workers
• Part-time employees
➢ Work fewer than 40 hours a week
➢ Are a good source of staffing for peak hours.
➢ May be involved in job sharing
• Temporary employees
➢ Are generally employed during peak periods
➢ Can fill in for employees for an extended period of time
➢ Create a fixed labor cost during a specified period اجر ثابت لعمل
محدد
• Contract workers
➢ Are hired by organizations to work on specific projects.
➢ Are paid when the firm receives particular deliverables.اإلنجازات
➢ Are a labor cost that is fixed by contractاجر ثابت حسب العقد
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Making a Company’s Culture More Customer-
responsive جعل ثقافة الشركة أكثر استجابة للعمالء
• Actions that create employees with the competence كفاءه,
ability, and willingness الرغبةto solve customer problems as
they arise تظهر:
➢ Selection: hiring the right personalities and
attitudes االتجاهات
➢ Training: developing the customer-focus employees تطوير
الموظفين الذين يركزون على العمالء
➢ Organizing: creating customer-friendly controls ضوابط إنشاء
صديقة للعمالء
➢ Empowerment التمكين: allowing employees independence
in relating to customers
➢ Leadership: demonstrating اظهارcommitment تعهدto the
customer-focus vision
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Shaping a Customer-Responsive Culture
تشكيل ثقافة مستجيبة للعميل
توظيف
المناسب
السلوك فرد
ينتمى الى حرية
مؤسسة التصرف
مهارات تمكين
استماع الموظفين
جيدة
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Increased Concerns for Quality زيادة االهتمام بالجودة
• Continuous improvement
➢ Organizational commitment التزامto constantly improving the quality
of a product or service
❖ Joseph Juran W. Edwards Deming
• Kaizen The definition of kaizen comes from two Japanese words: 'kai'
meaning 'change' and 'zen' meaning 'good'
➢ Kaizen is a term for an organization committed to continuous
improvement
• Work process engineering
Radical جذرىor quantum كمىchange in an organization
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Components of Continuous Improvement
1. Intense المكثفfocus on the customer
2. Concern for continuous improvement
3. Improvement in the quality of everything the
organization does
4. Accurate measurement
5. Empowerment of employees
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