Business administration in English

The Universality Management

noreply@blogger.com (Yousef Qubati ) — Fri, 05 Apr 2024 21:15:00 +0000

General management
What is meant by the generality of management is two things:
1_ The first concept of the generality of management
that management is practiced in all organizations, regardless of their types (commercial, industrial, agricultural, or service), or sizes (small, medium, or large).Or its ownership (public, private, mixed, cooperative...etc.), where it is viewed as an organization that exists in order to achieve results (goods or services), using the necessary resources for that (materials, machines, individuals, information...etc.),By practicing the administrative process responsible for achieving results, meaning that management accompanies and accompanies every collective effort,Whether in public or private organizations, this is because management is management, and the practical principles of management are the same, whether it is private business management, or public (governmental) business management, and the difference is not in the essence of management. But only in the field of application, .. If the field of application of management is business organizations of an economic nature for the purpose of profit, it is called business administration, and if the field of application is public and governmental business, it is called public administration.
2_ The second concept of general management:
It is that all managers practice the administrative process - especially management functions - of planning, organising, directing and controlling, and at all administrative levels - upper, middle and supervisory -, With some variation, as the degree of exercising each of the administrative functions is affected by the manager’s position in the organization. The manager in senior management exercises the planning function to a greater degree than exercising other functions, and vice versa As for managers at the middle and supervisory management levels, they exercise control and direction functions to a greater degree than they exercise the planning function, while the organizing function is almost constant in degree at all levels The same applies to the decision-making process. The manager, regardless of his administrative level, must take decisions related to aspects of planning, organizing, directing, controlling, and solving related problems.
The following figure shows the time spent exercising administrative functions (planning, organizing, directing, controlling, and making decisions) and executive functions, according to the different administrative levels.

management skills

noreply@blogger.com (Yousef Qubati ) — Sat, 16 Mar 2024 20:59:00 +0000

There are certain skills that managers must have in order to be able to manage their organizations successfully.

Dealing with people - subordinates, superiors and colleagues - while taking into account individual differences, requires the manager to possess a number of skills:

Artistic skills.
Human skills.
Intellectual skills.
Basic administrative skills.
special skills.

Below is an explanation of these skills:

1_ Technical skills:

It includes using specialized knowledge and experience to carry out work related to the job that the individual occupies, Examples of this type of skills include: engineering, computer programming, and accounting. Skills relate to the nature of the work and the nature of the organization, and therefore they differ from one organization to another, and from one department to another.

2_ Human skills:

Human skills mean the ability to deal with people and create and create a spirit of cooperation in the team you work to lead, That is, it is related to working with trends, with the subject of communication, with individuals and groups and their interests. In short, it can be said that it is related to working with people, the ability to motivate, the ability to manage conflicts, The ability to influence others and adapt to them.

3_ Intellectual skills:

Intellectual skills include the ability to see the organization as an indivisible whole, and among the elements of this skill is the ability to link the parts of a topic tightly and logically, the ability to return matters to their true causes, That is, the ability to analyze, the ability to distinguish between causes, manifestations and symptoms, The ability to innovate, decide and make decisions.

4_ Basic administrative skills:

These are skills related to planning, organising, directing and controlling work in an organized and efficient manner.

5_ Special skills:

Language skills, negotiation, and skills of understanding civilizations.

This is natural because when a person moves from the direct management level to the senior management level, his intellectual skills become more important, while the technical skills become less important. This is a logical explanation Therefore, when managers advance in their managerial levels in the area, they become less interested in the actual production activities or the technical field and become more interested in the signature field in the organization as a whole.

The human skills of managers are very important at all administrative levels - upper, middle and direct, as the common denominator at all administrative levels are people.

As managers move from the direct supervisory management level to the senior management level, intellectual skills become more important than technical skills, but human skills remain at the same level of importance, As can be seen from Figure (1-5).

management skills

Administrative skills are acquired through continuous education throughout the individual’s life and the experiences gained resulting from practicing multiple jobs.

The importance of management, its responsibilities and goals

noreply@blogger.com (Yousef Qubati ) — Tue, 20 Feb 2024 08:43:00 +0000

Management and its importance

The importance of management

The importance of administration in general is that it is the tool that leads to the economic, social and cultural progress of any nation, and that the reason for the backwardness of nations is not due to a lack of natural or human resources, but rather it is due to the degree Despite the management's failure in it, effective management will be able to obtain and discover resources or make the best use of what is available.

Therefore, the greatest obstacle to the economic and social progress of nations is mismanagement or its weakness, since mismanagement or its weakness leads to further backwardness.

What applies to nations and societies applies to various organizations, including agricultural, industrial, educational, and service organizations. Therefore, the success and progress of these organizations is due to good and effective management, Its failure is due to its backward and weak management.

Many observations indicate that the most advanced countries in which the economic, social and cultural level is not high have an advanced administration with a high degree of efficiency and effectiveness, while underdeveloped countries appear in them Administration is less efficient and effective, or weak, if not bad. This reflects the importance of administration for society, as it is an important and necessary factor for society’s progress, growth, and prosperity. The point is not in the resources society possesses There are many developing countries that possess enormous wealth and resources, including natural and human, but they are characterized by backwardness and poverty because they are unable to provide conscious management capable of appreciating these resources and exploiting them properly The optimal form and directing it to what achieves the goals of society and leads to its growth and prosperity. Through careful use of available resources, effective management can match the needs and desires of the members of society, both material and moral, and achieve He achieves well-being and prosperity for his children.

Likewise, any organization cannot achieve the goals for which it was created except through effective and efficient management capable of preparing resources and competencies, mobilizing them, and making good use of them.

With effective management, you can better mix the available human and natural resources in a way that achieves the required efficiency and effectiveness. Management can develop sound plans that ensure achieving goals in the shortest and easiest way The least cost is if we focus on establishing a good organization, developing appropriate administrative competencies, directing and advising employees, and gaining their trust, which leads to achieving the goals of the organization and thus the goals of society as a whole.

There is no clearer example than the Japanese experience. Japan is a poor country with internal capabilities, both in terms of natural resources and agricultural area. It imports about 90% of its production inputs, and yet it is considered in terms of efficiency Productivity and the level of economic and social progress are among the highest, if not the most advanced, countries, while we find other countries that are rich in financial resources, natural resources, and expansive area. However, they are considered underdeveloped countries because this is the reason The main factor in the shepherd of many is due to a large degree to the prevailing management style, and if this applies to countries, it also applies to small and large projects at the national and regional levels.

It can be said that the importance of management is highlighted by the following facts:

Management is responsible for achieving integration between the organization and its surrounding environment by providing the organization’s needs for various resources from the environment and mixing these resources with each other, which leads to meeting its needs Environment and society of goods and services.
Management is an essential and necessary element to achieve the process of balancing between conflicting trends and goals within the organization, as management finds a balance between the trends and goals of individuals within the organization and its shareholders and owners As well as finding a balance between the organization’s goals, directions, objectives, and the directions of external parties such as various government agencies and bodies, customers, suppliers, creditors, unions, and other external and internal parties.
Management is the basic tool in conducting work at the level of the organization and the state, as it sets goals and directs the efforts of individuals to achieve them effectively, as well as provides the elements of production and allocates and distributes resources Distribution of proverbs for alternative uses.
The administration bears the responsibility of achieving the economic and social goals of organizations and society as a whole efficiently and effectively.
Management is responsible for the survival and continuation of organizations, which requires the ability to confront many social, economic,
political, competitive, etc. challenges.

Management responsibility

The administration has a great responsibility before God first and before society secondly, a responsibility before God Almighty because it is entrusted with the natural and human resources available to it, It must bear this trust before society as it is responsible for achieving the results it exists to achieve, That is, management is a social responsibility by its nature, a responsibility and an implicit mandate from society to use resources in the best possible way to achieve results, goods or services, that satisfy the needs of the members of society, and at the same time satisfy God Almighty.

The administration is responsible to society through its commitment to a number of basic obligations in achieving results, the most important of which are:

Commitment to choosing the appropriate elements, personnel, machinery, equipment, materials, etc., to achieve the best results, whether goods or services.
Commitment to using these items that you decide to use in the best possible way.
Commitment to continuity and achieving a balance between long- and short-term requirements.

Management objectives

Increase productivity and improve profitability.
Achieving growth, expansion and continuity.
Increasing the organization's market share.
Achieving innovation and innovation.
Improving employee and customer satisfaction.
Bearing social responsibility towards society.

Kinds of Management

noreply@blogger.com (Yousef Qubati ) — Mon, 19 Feb 2024 21:55:00 +0000

Types of managers

Managers can be distinguished in two basic aspects

The first: the administrative level held by the manager in the organization in which he works.

The second: the administrative sector in which the manager practices his activity, such as marketing, finance, etc.

Figure (1-4) shows the types of managers in light of the administrative levels they occupy and the administrative sectors in which they carry out their activities

Kinds of Management

Types of managers according to administrative level

In most organizations, especially large ones, there are three administrative levels: senior management, middle management, and direct management.

Higher Management

Managers at this level constitute a relatively small number, and they control the organization, and the senior management is called the president/vice president, the CEO, and the managers of the senior management - in particular - They are the ones who set goals, strategies, and policies and represent the organization before external forces, whether private or governmental. Their work is characterized by diversity and challenge, and they make strategic decisions related to owning other companies They invest in research and development, enter and exit a specific market, build new factories and facilities, work long hours, and spend most of their working hours in meetings or telephone calls.

Middle management

Managers at this level constitute a relatively larger number in most organizations, and middle management usually consists of the factory manager, operations manager, and financial director. The primary responsibility of middle management is to implement policies The plans that are drawn up by senior management supervise and coordinate the work of direct management, and middle management acts as the link between senior management and direct management.

Direct management

Direct management exercises supervision and coordination over the work and activities of employees and operational workers. The common names of direct management managers include the supervisor, the administrative officer, and unlike managers in the middle and upper management,Line managers spend a large portion of their time supervising the work of their assistants.

Types of managers according to job sector

Regardless of the administrative levels held by managers, they can work in several functions and sectors in the organization. In every organization, there are managers of marketing, finance, operations, and human resources, and they are located in The three administrative levels are upper, middle and direct.

Marketing managers

Marketing managers perform work related to the marketing function, which works to make clients and customers purchase the organization's goods and services.

Financial managers

They deal with investment decisions and financing decisions related to the organization.

Operations managers

They are concerned with creating and managing the system that creates the organization’s goods and services, and they monitor product and inventory, control quality, etc.

Human resources managers

Human resources managers are responsible for recruiting and developing the workforce, career planning, attracting, selecting, training and developing workers, developing and evaluating the compensation and incentives system...etc.

Management, its concept and importance

noreply@blogger.com (Yousef Qubati ) — Wed, 07 Feb 2024 21:41:00 +0000

To clarify management and its functions, as well as the importance of management and the extent of the need for it, in addition to the responsibility of management and its tasks, with an explanation of administrative skills, the generality of management, and clarification of whether management is a science or an art, in addition to the relationship of management to other sciences. Finally, areas of contemporary management.

First: the concept of management

Scholars have not agreed on a specific definition of management, as many different definitions have been provided. However, despite the different viewpoints of writers and researchers regarding the definition of management, there is agreement among them that the management practiced by all managers in all types of organizations and at different administrative levels is:

A group of activities (functions) represented in planning, organizing, directing, controlling, and decision-making, directed towards the organization’s resources, which include human resources, financial resources, material resources, informational resources, and time, with the aim of achieving the organization’s goals effectively and efficiently under the conditions of the environment,

Figure (1_1) summarizes the concept of management in the organization.

The relationship between inputs and outputs

From this definition of management, we conclude the following:

1_ Resources (administrative process inputs)

The administrative process inputs include a group of resources representing the basic environmental inputs, which are human resources, financial resources, material resources, information, and time. The work of managers is to collect and use these resources through the administrative processes of (planning, organizing, directing, controlling, and manufacturing decision) to achieve

the organization's goals, and Table (1_1) gives an illustrative example of the resources used in some organizations.

Resources used by organizations

Below is a brief explanation of each of these resources:

• Human Resources (HR):

Human resources include everyone who works in an organization, that is, the individuals who work in the facility, One of the first duties of managers is to understand the nature of human forces and resources, in terms of their abilities, capabilities, talents, knowledge, trends, values, characteristics (such as age, gender...) and their level of education, because this helps them in managing them and thus achieving the organization’s goals.

• finance resource:

It is the amount of money used to conduct current business and long-term investments.

• Material resources:

It includes all the buildings, equipment, equipment, machinery and furniture available in the organization.

• Information and ideas:

It includes numbers, facts, methods of collecting, preparing, analyzing and studying them, in addition to the laws, regulations, instructions, procedures and information that managers deal with.

Information and ideas have several characteristics, the most important of which are:

Its scalability is without any limits.

It is compressible and can be concentrated and summarized to make it easier to work with.

Ability to spread quickly.

• the time:

It represents the time available to complete various administrative activities, and is considered one of the most valuable resources in the organization, and has characteristics that distinguish it from other resources, the most important of which are:

It is a non-renewable (expendable) resource.
It cannot be stored or rented.
Time that passes without taking advantage of it is considered time wasted forever.

2_ Administrative functions (administrative operations)

It includes a group of administrative activities that must be practiced in order to achieve the organization’s goals. These activities are a group of mental functions represented by planning, organizing, directing, controlling, and decision-making. These functions are exercised by managers at different administrative levels, in order to benefit from the inputs represented by resources to achieve the organization’s goals.

Efficiently and effectively, and Figure (1_2) briefly illustrates the administrative functions and processes.

Operations and administrative functions

The following is a brief overview of each of these administrative functions:

• Planning:

It is determining how the organization will achieve its goals. In other words, it is one of the functions of management or the manager, and an intellectual work that precedes implementation, and through it the goals to be achieved are determined after carrying out the forecasting process.

• Organization:

It is one of the basic components of the administrative process, and it means every action by which the organization’s functions, departments, departments, councils, and committees are determined, and the relationship of all these elements to each other, and defining the organizational relationships represented by authority, responsibility, delegation, centralization and decentralization, and the scope of supervision.

This function of organization helps in eliminating chaos in the organization, organizing the efforts of its employees, making every member of the organization know what activities or tasks are entrusted to him, helping to define work relationships within the organization, and making every member know his place, his tasks, and his relationship with his superiors and his subordinates.

• Guidance:

The guidance function is considered one of the most important administrative functions, since it is related to guiding the human being through which the organization achieves the results and goals for which it was created, and for which all activities and actions are carried out with the aim of achieving results to satisfy his needs, as management is practiced through others (individuals, bosses And subordinates) as the work is not performed unless the officials direct their subordinates to complete the work, meaning that they issue instructions to them and guide them during the implementation of the work, and motivate them and raise their morale in order to gain their cooperation, satisfaction, and communicate with them.

Guidance is to guide subordinates while they carry out work, and encourage them to do so to ensure that they do not deviate from achieving goals. Guidance is not the implementation of work, but rather directing others while they carry out work. This requires motivating them and leading them at a time through an effective communications device, which means that the function of guidance is carried out through :

Stimulus.
Leadership.
Connection.

• Oversight:

The control function represents one of the main functions in the organization, and is related to the work of the organization as a whole, that is, it relates to all areas that are related to the elements of production (inputs), the administrative process, and the results achieved by the organization (outputs), as the control function represents the process of permanent supervision by An authority with the intention of knowing how to carry out work, and ensuring that the material and human production elements available within the organization are used effectively in accordance with the established plan, and control according to this concept is a comprehensive expression of supervision and follow-up, measuring performance, setting standards, and comparing them with the results achieved.

Oversight is the process of ensuring that what is achieved or actually achieved is consistent with what was decided in the established plan, whether with regard to goals, policies, procedures, estimated budgets, or work programs. That is, oversight cannot and cannot be done only after the completion of the implementation of the work, and it is necessary to It takes place at a specific point (a supervisory center) of implementation that is determined in advance, and there must be supervisory standards or metrics according to which performance is measured, so that deviations (problems) appear, and thus it becomes necessary to diagnose and treat them in order to correct the course, and the cycle of the control process depends on three Basic stages are:

The stage of determining regulatory standards.
The stage of measuring performance (follow-up) and comparing it with the established standards.
The stage of analyzing or interpreting the results, or diagnosing problems and correcting deviations.

• decision making:

Decision means the conscious choice of one or more alternatives from among a group of alternatives to solve a particular problem. Decision-making is considered the essence of the administrative process. In practical terms, management is nothing but decision-making. If we look at the administrative functions: planning, organization, direction, and control that take place in... In any organization, which constitutes the elements of the administrative process, we find that decision-making takes place during the practical practices of these functions. Managers constantly make many decisions that deal with the goals that must be achieved, the policies that must be adhered to, and the time programs that are used, and many decisions are also taken. Related to designing the organizational structure and division of work, defining relationships and responsibilities, selecting, appointing and training employees, determining standards and regulatory measures...etc.

Hence, it is clear that decision-making is an activity that deals with all work within the organization, and takes place at all administrative levels, so that management becomes a series of simultaneous and successive decisions.

Decision-making, as a behavior or action on the part of managers, is nothing but a choice between several alternatives presented, which means that making a decision depends on the presence of more than one alternative, and if there is one alternative presented to you, we cannot say that a decision has been made.

The decision-making process involves a set of steps, the outputs of each step forming the inputs of the next step leading to the final output, i.e. the rational decision. The steps of decision-making in the organization can be summarized as follows:

Define the problem.
Develop possible alternatives to solve the problem.
Choose the best possible alternative after evaluating the alternatives.
Implement the chosen alternative.
Follow up and evaluate the results.

3_ Outputs of the administrative process

The outcomes of the administrative process are represented by the results (goals) that the organization exists to achieve. The outcomes of the administrative process differ from one organization to another according to the nature and size of the organization. The organization may be productive and produce goods, and the goods are infinite, and they may differ from one society to another and from one time to another. The organization may be a service organization that provides many services needed by community members, which may vary and be numerous depending on place and time.

The outcomes are also represented by achieving the satisfaction of individuals working in the organization, and achieving the goals of the various parties associated with the organization, such as the owners and shareholders who own the organization, consumers dealing with the organization, suppliers, and society as a whole, in addition to the organization’s contribution to the process of economic and social development of the country.

In general, the outcomes of the administrative process are as follows:

Multiple and different goods depending on time and place.
Multiple and different services depending on time.
Satisfaction of employees in the organization.
Achieving the goals of the various parties related to the organization.
Contributing to the social and economic development of the country in which the organization is located.

The goals must be achieved efficiently and effectively.

Efficiency means doing things in a correct way, that is, using resources wisely, economically and without extravagance, for example:

Car production company produces the car at the relatively lowest possible costs.

Effectively means doing the right things, that is, the car production company produces cars with desirable and reliable models for customers, and for more clarification we can say:

The TV production company can produce black or white TV in an economical way, that is, with high efficiency, but it will not succeed in marketing it (because it has not achieved effectiveness) because this type of TV is not currently desirable.

In general, successful organizations must achieve effectiveness and efficiency in their work.

Effectiveness + efficiency = success

4_ The external environment

It is the environment that affects directly or indirectly all its functions.

The external environment of the organization consists of the political environment, the economic environment, the social environment, the cultural environment, the legal environment, the technological environment, competitors, etc.

5_ feedback (reverse)

And represented by the consumer's reactions to the goods and services produced or provided by the organization, It is in the form of information that affects the inputs of the administrative process and the transformational process, as well as the degree to which the employees of the organization are satisfied and their position on them.

Figure (1_3) shows the relationship between resources and administrative functions, and their relationship to achieving goals.

Resources and administrative functions and their relationship to achieving goals