Learning Management Systems – Lecture 31 – Introduction of the Learning Management System

CSC350: Learning Management SystemsCOMSATS Institute of Information Technology (Virtual Campus)Lecture # 31Review Introduction of the Learning Management System2Reviewof Learning Management3Objectives of the CourseTo understand the basic concepts of Management SkillsSoftware application in the Management Skills. Learning to Organize contents and enable knowledge reuse4Broad Course-OutlineManagement, resource management, Concepts and Skills, Modern Management ChallengesManagers, Society, and SustainabilityPlanningOrganizingInfluencingControllingComputer-based learning Collaborative learning Instructor-led learning MoodleSlateSlate cum MS-Word5Introduction: Importance of ManagementManagers influence all phases of modern organizationsOur society could not exist as it does today without the work of managers to guide its organizationsPeter Drucker:“Effective management is probably the main resource of developed countries and the most needed resource of developing ones”6Importance and Significance of Management7Significance of ManagersThe Role of ManagementGuide organizations toward goal accomplishmentCombine and use organizational resources to ensure organizations achieve their purposeEncourage individual activities are focused on reaching organizational goalsFocus on activities or other factors that may get in the way of goal achievementEssentially, managers never take their minds off goal accomplishment8Management Process & FunctionsPlanningSetting organizational goalsIdentifying actions to achieve the goalsOrganizingDetermining tasks and groupings of workAssigning tasks to individuals in the organization9Management Process & Functions..InfluencingWorking with people within organizationsGuiding the activities of organization members in appropriate directionsControllingMonitoring and measuring organizational performanceDetermining if organization should be modified to meet pre-established standards10Mistakes Made by Mangers11Management Process and Organizational Resources..12Process & ResourcesOrganizational ResourcesHumanMonetaryRaw MaterialsCapitalManagerial EffectivenessWhen resources are used to achieve goals, managers are effectiveManagerial EfficiencyWhen resources contribute to productivity, managers are efficient13What are Management Skills?Defining Management SkillAbility to carry out process of reaching organizational goals by working with and through people and other organizational resourcesCompanies focus on developing managerial skills to enhance the manager’s and organization's abilities to achieve goals 14Classical View of Mgt. SkillTechnicalAbility to apply specialized knowledge and expertise to work-related proceduresHumanBuilding cooperation with team being ledConceptualAbility to see the organization as a whole15Classical View of Mgt. Skill16Task-RelatedEfforts aimed at carrying out critical management-related dutiesPeople-RelatedEfforts aimed at managing people in the organizationChange-RelatedEfforts aimed at modifying organizational componentsA Contemporary View of Management Skill17WomenGrowth in proportion of men to women in management ranks seems to have changed very little in 10 yearsDual-Career CouplesEqual work and shared responsibilities of spousesWhose career takes precedence?Special Career Issues18BooksIntroducing Modern Management: Concepts and Skills by Samuel C. Certo & S. Trevis Certo.Learning Microsoft Office 2013, Advanced Student Edition by Suzanne Weixel, Faithe Wempen & Catherine SkintikMoodle-User GuideSlate-User Guide and Manuals1920Lecture # 2Managers, Society, and SustainabilityMilton Friedman, EconomistBusinesses being socially responsible conflict with profit interests of business ownersSocially responsible public activities conflict with private organizational objectivesUnethical to use owner profits for society’s interestsArguments AGAINST Social Responsibility Activities21RequirementFirm only does what is required by lawRecognitionFirm has obligations to pursue both profit and social goalsBelievingFirm has both profit and social goalsApproaches to Social Responsibility22The Triple Bottom-Line:Management should work toward making their organizations sustainable in three areas:EconomyEnvironmentSocietySustainable Organization Challenge23Increased profitsIncreased productivityIncreased innovationWhy Sustainability?24Capacity to reflect on values in the corporate decision-making process, to determine how these values and decisions affect various stakeholder groups, and to establish how managers can use these observations in day-to-day company managementMANAGERS AND ETHICS25Code of EthicsChief Ethics OfficerTrainingEthical StandardsUtilitarianRightsVirtuesSarbanes-Oxley ReformCreating an Ethical Workplace26Lecture # 4Managing System in the Global Arena27Performing management activities across national bordersReaching organizational activities by extending management activities to include an emphasis on organizations in foreign countriesFundamentals of International Management28International Management Trends29ExpatriatesOrganization member living in a country where they do not have citizenshipHost-Country NationalsOrganization member who is a citizen of the country where the foreign-based organization is locatedThird-Country NationalsOrganization member who is a citizen of one country and works for an organization headquartered in another countryThe Workforce of MNCs30Workforce AdjustmentsExpatriates & Third-Country Nationals need to adjust to a new cultureAdjusting to a New CultureFood, weather, language, attitudinal, perceptual differencesRepatriationBringing expatriates back homeMNC Workforce Challenges31Global organizationsNational boundaries are consequentialPrimary goal is doing business wherever it makes sensePursue business activities globally and claim no loyalty to any one countryTransnational Organizations32Maintaining EthicsWhat seems ethical in a manager’s home country might be unethical in a different countryRespecting core human rightsRespecting local traditionsDetermining right from wrong situationallyInternational ManagementSpecial Issues33Preparing Expatriates for Foreign AssignmentsCulture profilesCultural adaptationLogistical informationApplicationInternational Management Special Issues34Lecture # 5Planning and Planning Tools35Defining PlanningProcess of determining how an organization can get where it wants to go and what it will do to accomplish its objectivesThrough planning, the firm identifies:Where it is goingHow it will get thereGENERAL CHARACTERISTICS OF PLANNING36Purposes of PlanningMinimize risk by reducing uncertaintiesIncrease degree of organizational successEstablish a coordinated effort within the organizationFacilitate the accomplishment of the organization and its objectivesGENERAL CHARACTERISTICS OF PLANNING37Advantages of PlanningHelps managers become future-orientedEnhances decision coordinationEmphasizes organizational objectivesHelps ensure sustainability of the firmHelps managers identify and deal with problems that arise as the firm conducts its businessGENERAL CHARACTERISTICS OF PLANNING38Three Types of ObjectivesShort-Term Targets to be reached in one year or lessIntermediate-Term Targets to be achieved in one to five yearsLong-TermTargets to be achieved in five to seven yearsORGANIZATIONAL OBJECTIVES39FORECASTINGProcess of predicting future environmental happenings that will influence the operations of the organizationAbility to help managers understand future makeup of the organizational/managerial environment helps managers formulate more effective plansPLANNING TOOLS40Sales ForecastsQualitativeJury of Executive Opinion MethodDelphi MethodSales Force Estimation MethodQuantitativeMoving AverageRegressionProduct StagesPlanning Tools - Forecasting41SCHEDULING Process:Formulating detailed listings of activities that must be accomplished to attain an objectiveAllocating resources necessary to attain the objectiveSetting up and following time tables for completing the objectivePLANNING TOOLS42Gantt ChartsPlanning Tools - Scheduling43PERT – Program Evaluation & Review TechniquePlanning Tools - Scheduling44Lecture # 6Making Decisions45Definition of a DecisionChoice between two or more available alternativesDefinition of Decision MakingProcess of choosing the best alternative for reaching objectivesFUNDAMENTALS OF DECISIONS46Programmed DecisionRoutine and repetitiveStructured, plannedMade according to established guidelinesNonprogrammed DecisionOne-time, nonroutine, uniqueLess structured than programmed decisionsTypes of Decisions47RATIONAL DECISION-MAKING PROCESS48Herbert Simon Theory:Managers are bounded in terms of time, computational power, and knowledge when making decisionsManagers often “satisfice,” meaning they make a decision that is just “good enough”Bounded Rationality49Advantages:More and better alternativesDraw on collective experiences and knowledgeIndividuals tend to buy in to decisions when they have had input to the decisionGroup members tend to identify decisions as their own and have a feeling of ownershipGROUP DECISION MAKING50Group Decision-Making ProcessesBrainstorming:51Delphi Technique:Problem is identifiedGroup members offer solutions through anonymous questionnaire responsesResponses are compiled and sent out to all group membersIndividual group members select solutionProcess repeats until consensus solution is reachedGroup Decision-Making Processes52Advantages:BrainstormingMany useful ideas are possibleNominal Group TechniqueInput can be offered without fear of retributionDelphi TechniqueIdeas gathered from individuals geographically separated from one anotherEvaluation of Group Decision-Making Processes53Disadvantages:BrainstormingTime wasted on impractical ideasNominal Group TechniqueCannot discern why individuals voted the way they didDelphi TechniqueUnable to ask questions of one anotherEvaluation of Group Decision-Making Processes54Lecture # 7Strategic Planning: Strategies, Tactics, & Competitive Dynamics 55Definitions of strategic planningMain aspects of the strategic management processKey components of environmental analysisRole of organizational direction in strategic managementPrimary aspects of strategy formulationImportance of strategic controlCoordination of tactical planning & strategic planningCompetitive dynamics & organization’s financial performanceTopics of Discussion56Economic ComponentSocial ComponentPolitical ComponentLegal ComponentTechnology ComponentInternational ComponentGeneral Environment57Matches internal organizational strengths & weaknesses with external opportunities & threatsInternal EnvironmentStrengthsWeaknessesExternal EnvironmentOpportunitiesThreatsSWOT Analysis58Successful implementation requires four basic skills:Interacting SkillAllocating SkillMonitoring SkillOrganizing SkillSTRATEGY IMPLEMENTATION59AttackerFirst firm to make strategic or tactical actionDefenderSecond firm which must choose whether or not to respond to the attackerCOMPETITIVE DYNAMICS60Lecture # 8Fundamentals of Organizing61An understanding of the organizing functionBenefits and costs of bureaucracyAdvantages and disadvantages of division of laborComplexities of determining appropriate organizational structureAdvantages and disadvantages of departmentalizationTopics of Discussion62Weber’s Bureaucratic Model: Detailed procedures and rulesClearly outlined organizational hierarchyImpersonal relationships among organization membersCLASSICAL ORGANIZING THEORY63Division of Labor:Assigning various portions of a task among a number of organization membersAdvantages:Specialized skills – Only one job to do – Efficiency Disadvantages:Overlooks human variable – Boring – Decreased productionCLASSICAL ORGANIZING THEORY64Functional Departmentalization65Product/Service Departmentalization66Geography Departmentalization67Customer Departmentalization68Matrix Departmentalization69Lecture # 9Responsibility, Authority, and Delegation70Responsibility and its relationship with job descriptionDividing job activities of individualsBenefits of clarifying the job activitiesImportance of authority within an organizationHow to delegate Advantages and disadvantages of centralization and decentralizationTopics of Discussion71Functional Similarity MethodMost basic method of dividing job activitiesFour steps:Examine management system objectivesDesignate appropriate activities that must be performedDesign specific jobs by grouping similar activitiesMake specific individuals responsible for performing the jobsDIVIDING JOB ACTIVITIES72Functional Similarity Method73Lecture # 10Human Resource Management74Finding appropriate human resourcesRelationship among recruitment efforts, an open position, sources of human resources, and the lawUse of tests and assessment centers in employee selectionHow the training process operatesPerformance appraisals and how best they can be conductedTopics of Discussion75Human Resource Process76Attracting and screening the supply of prospective human resources available to fill a positionManagers must:Be aware of job they are trying to fillStay abreast of recruiting trendsIdentify where appropriate human resources are locatedRECRUITMENT77Selection Process78Lecture # 11Changing OrganizationsStress, Conflict, and Virtuality 79Fundamental principles of changing an organization Insights about factors to consider when changing an organizationAn appreciation for the relationship between change and stressHow to handle conflict as a factor related to organizational changeKnowledge about virtuality as a vehicle for organizational changeTopics of Discussion80Process involves modifying an existing organization to increase organizational effectivenessManagers realize the reality and necessity of change for organizational success in today’s environmentFUNDAMENTALS OF CHANGING AN ORGANIZATION81Lecture # 12Influencing and Communication82A fundamental understanding of influencingInsights about emotional intelligenceAn understanding of how communication worksHints for communicating in organizationsUseful ideas for encouraging organizational communicationTopics of Discussion83Process of guiding activities of organization members in appropriate directionsFocusing on organization members as peopleAbility to influence others is a primary determinant of a successful managerFUNDAMENTALS OF INFLUENCING84Constituent Parts of Influencing Subsystem85Daniel GolemanCapacity of people to recognize their own feelings and the feelings of others, to motivate themselves, and to manage their own emotions as well as their emotions in relationships with othersEMOTIONAL INTELLIGENCE86Skills of Emotionally Intelligent Managers87Lecture # 13Leadership88A working definition of leadershipAn understanding of early approaches to leadershipAn appreciation for more recent approaches to leadershipInsights into how leaders should make decisionsHints on how leaders change organizationsHow leaders should coachAn appreciation for emerging leadership conceptsTopics of Discussion89The process of directing the behavior of others toward the accomplishment of an objectiveDirecting – causing individuals to act in a certain way or to follow a particular course of actionCentral theme is getting things accomplished through peopleDEFINING LEADERSHIP90Leader vs. ManagerLEADERSHIPSubset of managementEmphasizes behavioral issuesCares about and focuses on people doing the jobFocuses on concern for workers as peopleMANAGEMENTFocuses on both nonbehavioral as well as behavioral issuesMakes sure job gets doneFocuses on organizational processes91Lecture # 14Motivation92A useful definition of motivationInsights about the process theories of motivationPractical ideas related to the content theories of motivationAn understanding of the importance of motivating organizational membersInsights about specific strategies for motivating organization membersTopics of Discussion93Inner state causing an individual to learn in a way that ensures the accomplishment of some goalWhy people act as they doInitiative – Persistence – Direction of employee efforts toward job performanceDEFINING MOTIVATION94Process Theories:Emphasize how individuals are motivatedFocus on steps occurring when individual is motivatedContent Theories:Emphasize individual’s internal characteristicsFocus on understanding what needs individuals have and how to satisfy those needsMotivation Theories95Needs-Goal TheoryVroom Expectancy TheoryEquity TheoryPorter-Lawler TheoryProcess Theories of Motivation96Physiological NeedFood, water, shelter, rest, sex, airSecurity/Social NeedFree from harm, including bodily and economic disasterSocial NeedDesire for love, companionship, friendshipEsteem NeedDesire for respectSelf-Actualization NeedDesire to maximize whatever potential individual possessesMaslow’s Hierarchy of Needs97Thank You98