CSC350: Learning Management Systems

CSC350: Learning Management Systems

COMSATS Institute of Information Technology (Virtual Campus)

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Lecture # 31

Review

Introduction of the Learning Management

System

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Reviewof

Learning Management

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Objectives of the Course

To understand the basic concepts of Management Skills

Software application in the Management Skills.

Learning to Organize contents and enable knowledge reuse

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Broad Course-Outline Management, resource management,

- Concepts and Skills, Modern Management Challenges- Managers, Society, and Sustainability- Planning- Organizing- Influencing- Controlling

Computer-based learning Collaborative learning Instructor-led learning Moodle Slate Slate cum MS-Word

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Introduction: Importance of Management

Managers influence all phases of modern organizations

Our society could not exist as it does today without the work of managers to guide its organizations

Peter Drucker:– “Effective management is probably the main

resource of developed countries and the most needed resource of developing ones”

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Importance and Significance of Management

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Significance of ManagersThe Role of Management– Guide organizations toward goal accomplishment– Combine and use organizational resources to ensure

organizations achieve their purpose– Encourage individual activities are focused on reaching

organizational goals– Focus on activities or other factors that may get in the way

of goal achievementEssentially, managers never take their minds off goal accomplishment

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Management Process & Functions

Planning– Setting organizational goals– Identifying actions to achieve the goals

Organizing– Determining tasks and groupings of work– Assigning tasks to individuals in the organization

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Management Process & Functions..

Influencing–Working with people within organizations– Guiding the activities of organization members in

appropriate directionsControlling–Monitoring and measuring organizational

performance– Determining if organization should be modified to

meet pre-established standards

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Mistakes Made by Mangers

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Management Process and Organizational Resources..

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Process & Resources…

Organizational Resources– Human– Monetary– Raw Materials– Capital

Managerial Effectiveness– When resources are used to achieve goals, managers are effective

Managerial Efficiency– When resources contribute to productivity, managers are efficient

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What are Management Skills?

Defining Management Skill– Ability to carry out process of reaching

organizational goals by working with and through people and other organizational resources

– Companies focus on developing managerial skills to enhance the manager’s and organization's abilities to achieve goals

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Classical View of Mgt. Skill

Technical– Ability to apply specialized knowledge and

expertise to work-related proceduresHuman– Building cooperation with team being led

Conceptual– Ability to see the organization as a whole

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Classical View of Mgt. Skill…

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Task-Related– Efforts aimed at carrying out critical management-

related dutiesPeople-Related– Efforts aimed at managing people in the

organizationChange-Related– Efforts aimed at modifying organizational

components

A Contemporary View of Management Skill

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Women– Growth in proportion of men to women in

management ranks seems to have changed very little in 10 years

Dual-Career Couples– Equal work and shared responsibilities of spouses–Whose career takes precedence?

Special Career Issues

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Books

1. Introducing Modern Management: Concepts and Skills by Samuel C. Certo & S. Trevis Certo.

2. Learning Microsoft Office 2013, Advanced Student Edition by Suzanne Weixel, Faithe Wempen & Catherine Skintik

3. Moodle-User Guide4. Slate-User Guide and Manuals

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Lecture # 2Managers, Society, and Sustainability

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Milton Friedman, Economist– Businesses being socially responsible conflict with

profit interests of business owners– Socially responsible public activities conflict with

private organizational objectives– Unethical to use owner profits for society’s

interests

Arguments AGAINST Social Responsibility Activities

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Requirement– Firm only does what is required by law

Recognition– Firm has obligations to pursue both profit and

social goalsBelieving– Firm has both profit and social goals

Approaches to Social Responsibility

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The Triple Bottom-Line:–Management should work toward making their

organizations sustainable in three areas:• Economy

• Environment

• Society

Sustainable Organization Challenge

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Increased profits

Increased productivity

Increased innovation

Why Sustainability?

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Capacity 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 management

MANAGERS AND ETHICS

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Code of EthicsChief Ethics OfficerTrainingEthical Standards– Utilitarian– Rights– Virtues

Sarbanes-Oxley Reform

Creating an Ethical Workplace

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Lecture # 4

Managing System in the Global Arena

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• Performing management activities across national borders

• Reaching organizational activities by extending management activities to include an emphasis on organizations in foreign countries

Fundamentals of International Management

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International Management Trends

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• Expatriates– Organization member living in a country where they do not

have citizenship• Host-Country Nationals– Organization member who is a citizen of the country where

the foreign-based organization is located• Third-Country Nationals– Organization member who is a citizen of one country and

works for an organization headquartered in another country

The Workforce of MNCs

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• Workforce Adjustments– Expatriates & Third-Country Nationals need to

adjust to a new culture• Adjusting to a New Culture– Food, weather, language, attitudinal, perceptual

differences• Repatriation– Bringing expatriates back home

MNC Workforce Challenges

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• Global organizations• National boundaries are consequential• Primary goal is doing business wherever it

makes sense• Pursue business activities globally and claim

no loyalty to any one country

Transnational Organizations

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• Maintaining Ethics– What seems ethical in a manager’s home country

might be unethical in a different country

– Respecting core human rights

– Respecting local traditions

– Determining right from wrong situationally

International ManagementSpecial Issues

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• Preparing Expatriates for Foreign Assignments– Culture profiles

– Cultural adaptation

– Logistical information

– Application

International Management Special Issues…

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Lecture # 5

Planning and Planning Tools

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• Defining Planning– Process of determining how an organization can

get where it wants to go and what it will do to accomplish its objectives

– Through planning, the firm identifies:• Where it is going• How it will get there

GENERAL CHARACTERISTICS OF PLANNING

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• Purposes of Planning–Minimize risk by reducing uncertainties– Increase degree of organizational success– Establish a coordinated effort within the

organization– Facilitate the accomplishment of the organization

and its objectives


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• Advantages of Planning– Helps managers become future-oriented– Enhances decision coordination– Emphasizes organizational objectives– Helps ensure sustainability of the firm– Helps managers identify and deal with problems

that arise as the firm conducts its business


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• Three Types of Objectives– Short-Term • Targets to be reached in one year or less

– Intermediate-Term • Targets to be achieved in one to five years

– Long-Term• Targets to be achieved in five to seven years

ORGANIZATIONAL OBJECTIVES

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• FORECASTING– Process of predicting future environmental

happenings that will influence the operations of the organization

– Ability to help managers understand future makeup of the organizational/managerial environment helps managers formulate more effective plans

PLANNING TOOLS

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• Sales Forecasts– Qualitative• Jury of Executive Opinion Method• Delphi Method• Sales Force Estimation Method

– Quantitative• Moving Average• Regression• Product Stages

Planning Tools - Forecasting

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• SCHEDULING Process:– Formulating detailed listings of activities that

must be accomplished to attain an objective– Allocating resources necessary to attain the

objective– Setting up and following time tables for

completing the objective

PLANNING TOOLS

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• Gantt Charts

Planning Tools - Scheduling

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• PERT – Program Evaluation & Review Technique

Planning Tools - Scheduling

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Lecture # 6

Making Decisions

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• Definition of a Decision– Choice between two or more available alternatives

• Definition of Decision Making– Process of choosing the best alternative for

reaching objectives

FUNDAMENTALS OF DECISIONS

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• Programmed Decision– Routine and repetitive– Structured, planned–Made according to established guidelines

• Nonprogrammed Decision– One-time, nonroutine, unique– Less structured than programmed decisions

Types of Decisions

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RATIONAL DECISION-MAKING PROCESS

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• Herbert Simon Theory:

–Managers are bounded in terms of time, computational power, and knowledge when making decisions

–Managers often “satisfice,” meaning they make a decision that is just “good enough”

Bounded Rationality

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• Advantages:–More and better alternatives– Draw on collective experiences and knowledge– Individuals tend to buy in to decisions when they

have had input to the decision– Group members tend to identify decisions as their

own and have a feeling of ownership

GROUP DECISION MAKING

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Group Decision-Making Processes

Brainstorming:

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• Delphi Technique:– Problem is identified– Group members offer solutions through

anonymous questionnaire responses– Responses are compiled and sent out to all group

members– Individual group members select solution– Process repeats until consensus solution is reached

Group Decision-Making Processes

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• Advantages:– Brainstorming• Many useful ideas are possible

– Nominal Group Technique• Input can be offered without fear of retribution

– Delphi Technique• Ideas gathered from individuals geographically

separated from one another

Evaluation of Group Decision-Making Processes

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• Disadvantages:– Brainstorming• Time wasted on impractical ideas

– Nominal Group Technique• Cannot discern why individuals voted the way they did

– Delphi Technique• Unable to ask questions of one another

Evaluation of Group Decision-Making Processes

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Lecture # 7

Strategic Planning: Strategies, Tactics, &

Competitive Dynamics

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1. Definitions of strategic planning2. Main aspects of the strategic management process3. Key components of environmental analysis4. Role of organizational direction in strategic management5. Primary aspects of strategy formulation6. Importance of strategic control7. Coordination of tactical planning & strategic planning8. Competitive dynamics & organization’s financial

performance

Topics of Discussion

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• Economic Component• Social Component• Political Component• Legal Component• Technology Component• International Component

General Environment

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Matches internal organizational strengths & weaknesses with external opportunities & threats• Internal Environment– Strengths– Weaknesses

• External Environment– Opportunities– Threats

SWOT Analysis

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• Successful implementation requires four basic skills:– Interacting Skill

– Allocating Skill

–Monitoring Skill

– Organizing Skill

STRATEGY IMPLEMENTATION

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• Attacker– First firm to make strategic or tactical action

• Defender– Second firm which must choose whether or not to

respond to the attacker

COMPETITIVE DYNAMICS

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Lecture # 8

Fundamentals of Organizing

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1. An understanding of the organizing function2. Benefits and costs of bureaucracy3. Advantages and disadvantages of division of

labor4. Complexities of determining appropriate

organizational structure5. Advantages and disadvantages of

departmentalization


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• Weber’s Bureaucratic Model:

– Detailed procedures and rules

– Clearly outlined organizational hierarchy

– Impersonal relationships among organization members

CLASSICAL ORGANIZING THEORY

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• Division of Labor:– Assigning various portions of a task among a

number of organization members

– Advantages:• Specialized skills – Only one job to do – Efficiency

– Disadvantages:• Overlooks human variable – Boring – Decreased

production

CLASSICAL ORGANIZING THEORY

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Functional Departmentalization

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Product/Service Departmentalization

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Geography Departmentalization

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Customer Departmentalization

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Matrix Departmentalization

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Lecture # 9

Responsibility, Authority, and

Delegation

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1. Responsibility and its relationship with job description

2. Dividing job activities of individuals3. Benefits of clarifying the job activities4. Importance of authority within an organization5. How to delegate 6. Advantages and disadvantages of

centralization and decentralization


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• Functional Similarity Method–Most basic method of dividing job activities– Four steps:• Examine management system objectives• Designate appropriate activities that must be performed• Design specific jobs by grouping similar activities• Make specific individuals responsible for performing

the jobs

DIVIDING JOB ACTIVITIES

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Functional Similarity Method

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Lecture # 10

Human Resource Management

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1. Finding appropriate human resources2. Relationship among recruitment efforts, an open

position, sources of human resources, and the law

3. Use of tests and assessment centers in employee selection

4. How the training process operates5. Performance appraisals and how best they can be

conducted


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Human Resource Process

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• Attracting and screening the supply of prospective human resources available to fill a position

• Managers must:– Be aware of job they are trying to fill– Stay abreast of recruiting trends– Identify where appropriate human resources are

located

RECRUITMENT

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Selection Process

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Lecture # 11

Changing OrganizationsStress, Conflict, and

Virtuality

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1. Fundamental principles of changing an organization 2. Insights about factors to consider when changing an

organization3. An appreciation for the relationship between change

and stress4. How to handle conflict as a factor related to

organizational change5. Knowledge about virtuality as a vehicle for

organizational change


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• Process involves modifying an existing organization to increase organizational effectiveness

• Managers realize the reality and necessity of change for organizational success in today’s environment

FUNDAMENTALS OF CHANGING AN ORGANIZATION

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Lecture # 12

Influencing and Communication

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1. A fundamental understanding of influencing2. Insights about emotional intelligence3. An understanding of how communication

works4. Hints for communicating in organizations5. Useful ideas for encouraging organizational

communication


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• Process of guiding activities of organization members in appropriate directions

• Focusing on organization members as people

• Ability to influence others is a primary determinant of a successful manager

FUNDAMENTALS OF INFLUENCING

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Constituent Parts of Influencing Subsystem

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• Daniel Goleman

• Capacity 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 others

EMOTIONAL INTELLIGENCE

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Skills of Emotionally Intelligent Managers

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Lecture # 13

Leadership

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1. A working definition of leadership2. An understanding of early approaches to leadership3. An appreciation for more recent approaches to

leadership4. Insights into how leaders should make decisions5. Hints on how leaders change organizations6. How leaders should coach7. An appreciation for emerging leadership concepts


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• The process of directing the behavior of others toward the accomplishment of an objective

• Directing – causing individuals to act in a certain way or to follow a particular course of action

• Central theme is getting things accomplished through people

DEFINING LEADERSHIP

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Leader vs. Manager

LEADERSHIP• Subset of management• Emphasizes behavioral

issues• Cares about and focuses on

people doing the job• Focuses on concern for

workers as people

MANAGEMENT• Focuses on both

nonbehavioral as well as behavioral issues

• Makes sure job gets done• Focuses on organizational

processes

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Lecture # 14

Motivation

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1. A useful definition of motivation2. Insights about the process theories of motivation3. Practical ideas related to the content theories of

motivation4. An understanding of the importance of

motivating organizational members5. Insights about specific strategies for motivating

organization members


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• Inner state causing an individual to learn in a way that ensures the accomplishment of some goal

• Why people act as they do• Initiative – Persistence – Direction of

employee efforts toward job performance

DEFINING MOTIVATION

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• Process Theories:– Emphasize how individuals are motivated– Focus on steps occurring when individual is

motivated• Content Theories:– Emphasize individual’s internal characteristics– Focus on understanding what needs individuals

have and how to satisfy those needs

Motivation Theories

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• Needs-Goal Theory

• Vroom Expectancy Theory

• Equity Theory

• Porter-Lawler Theory

Process Theories of Motivation

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• Physiological Need– Food, water, shelter, rest, sex, air

• Security/Social Need– Free from harm, including bodily and economic disaster

• Social Need– Desire for love, companionship, friendship

• Esteem Need– Desire for respect

• Self-Actualization Need– Desire to maximize whatever potential individual possesses

Maslow’s Hierarchy of Needs

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Thank You

CSC350: Learning Management Systems

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