Cours d'anglais économique MASTER 2022 -.pptx

Cours d'anglais économique

1. What is management? Management is the administration and coordination of tasks to achieve a goal. Such administration activities include setting the organization’s strategy and coordinating the efforts of staff to accomplish these objectives through the application of available resources. Management can also refer to the seniority structure of staff members within an organization

2. Three layers of management

3. Senior management Middle management Low-level management Making decisions Executing decisions Supervising

4. Senior management Senior management, including the chief executive officer, president, vice president and board members, is at the top layer of this management hierarchy. Senior management needs to set the overall goals and direction of an organization.

5. Middle management Middle management includes those working in the roles of a department manager, regional manager and branch manager.  Middle management  is responsible for communicating the strategic goals developed by senior management down the line to front-line managers.

6. Low-level management Low-level managers include roles like front-line team leaders, foremen,  section leads and supervisors . This level of management, the lowest in the three layers, is responsible for overseeing the everyday work of individual employees or staff members and providing them with direction on their work.

7. A- MANAGEMENT FUNCTIONS According to the late French engineer Henri Fayol (1841 ­ -1925), management is essentially about the following four things/ given points: Planning Organizing Controlling Leading.

8. Planning : Planning is the systematic process of establishing a need and then working out the best way to meet the need, within a strategic framework that enables you to identify priorities and determines your operational principles. Planning means thinking about the future so that you can do something about it now. This doesn’t mean that everything will go according to plan. It probably won’t. But if you have planned properly, your ability to adjust, without compromising your overall purpose, will be that much greater.

9. Organizing : Concerns how you use all the resources at your disposal: people, materials, information and organizational systems. Putting the plan into action. In this phase resources are needed. In order to organize well, it’s very important to choose the right person for the right job to do the job right (Staffing)

10. Controlling : Is about managing performance. It begins with imparting a clear understanding of goals, roles, and responsibilities.

11. Leading : Requires that you be able to clearly articulate what you expect from those you manage. Motivating them towards delivering their best is at the heart of leading.

12. B- MANAGEMENT SKILLS The following numbers of general management skills have to be deployed if people are to be managed effectively: Exercising authority  ; Prioritizing  ; Exercising control Problem solving   ;

13. BEING AUTHORITATIVE Be able to define what you expect people to do clearly, concisely and persuasively. Be a good communicator Lead by example

14. PRIORITIZATION Regular duties such as submitting a report, calling on customers, The urgency of the tasks- deadlines, what will happen if they are not completed on time; How long each task will take to complete

15. STEPS TO ACHIEVE GOOD CONTROL 1- Plan what you aim to achieve 2 - Decide what you want to control 3- Measure regularly what has been achieved 4- Take or initiate action to exploit opportunities revealed by this information or to correct deviations from the plans

16. EFFECTIVE PROBLEM SOLVING 1 . E stablish what has gone wrong or is about to go wrong- a problem defined is a problem half solved. And this is the difficult half. The rest should follow quite naturally if an analytical approach is adopted. 2 . Try to understand the attitudes and motivation of those concerned.

17. C- Management Principles by Henri Fayol

18. 1. Division of Work Dividing the full work of the organization among individuals and creating departments  is called the division of work. Division of work leads to specialization, and specialization helps to increases efficiency and efficiency which results in improvements in the productivity and profitability of the organization.

19. 2. Balancing Authority and Responsibility Authority must be equal to Responsibility. According to Henri Fayol , there should be a  balance between Authority (Power) and Responsibility (Duties) . The right to give orders should not be considered without reference to responsibility .

20. 3. Discipline Discipline means respect for the rules and regulations of the organization. Discipline may be Self-discipline, or it may be Enforced discipline. .The works must respect the rules that run the organization. To establish discipline, good supervision and impartial judgment are needed.

21. 4. Unity of Command According to this principle, a subordinate (employee) must have and receive orders from only one superior (boss or manager). To put it another way, a subordinate must report to only one superior. It helps in preventing dual subordination .

22. 5. Unity of Direction All activities which have the same objective must be directed by one manager, and he must use one plan. For example, all marketing activities such as advertising, sales promotion, pricing policy, etc., must be directed by only one manager. He must use only one plan for all the marketing activities.

23. 6. Subordination of Individual Interests to the General Interest The interest of one individual or one group should not prevail over the general good. The individual interest should be given less importance, while the general interest should be given the most importance. If not, the organization will collapse. The interest of the organizational goal should not be sabotaged by the interest of an individual or a group.

24. 7. Remuneration Remuneration is the price for services received. Pay should be fair to both the employee and the firm. If an organization wants efficient employees and best performance, then it should have a good remuneration policy. This policy should give maximum satisfaction to both employers and employees. It should include both financial and non-financial incentives

25. 8. Centralization It is always present to a greater or lesser extent, depending on the size of the company and the quality of its managers.  In centralization, the authority is concentrated only in a few hands .

26. 9. Scalar Chain The chain of command, sometimes called the scalar chain, is the formal line of authority, communication, and responsibility within an organization. The  chain of command is usually depicted on an organizational chart , which identifies the superior and subordinate relationships in the organizational structure.

27. 10. Order There should be an Order for material/things and people in the organization. Order for things is called Material Order and order for people is called ‘Social Order’. Material Order refers to “a place for everything and everything in its place.” Social Order refers to the selection of the “right man in the right place”.

28. 11. Equity The equity principle suggests that the managers must be kind as well as equally fair to the subordinates. Equity is a combination of kindness and justice. It creates loyalty and devotion in the employees toward the organization .

29. 12. Stability of Tenure of Personnel Although it could take a lot of time, Employees need to be given fair enough time to settle into their jobs. An employee needs time to learn his job and to become efficient. The employees should have job security because instability leads to inefficiency. Successful firms usually had a stable group of employees.

30. 13. Initiative Management should encourage the employees to make their own plans and to execute these plans. This is because an initiative gives satisfaction to the employees and brings success to the organization. It allows the subordinates to think out a plan and do what it takes to make it happen.

31. 14. Esprit De Corps TEAM SPIRIT Esprit de Corps means “ Team Spirit ”. Therefore, the management should create unity, co-operation, and team-spirit among the employees. They should avoid dividing and rule policy. Harmony, cohesion among personnel. It’s a great source of strength in the organization. It is a quality in every successful business.

32. II - Manager A manager is a person whose main job is overseeing one or more employees to ensure these employees carry out assigned duties as required

33. A- Five basic operations of a manager In general, there are five basic functions of a manager: Setting objectives Organizing Motivating the team Devising systems of measurement Developing people

34. 1.   Setting objectives Setting and achieving objectives is the primary way a manager accomplishes and maintains success. They must also be able to convey them to their staff or employees in a compelling manner .

35. 2.   Organizing Managers evaluate the type of work, divide it into achievable tasks and effectively delegate it to staff. Organization consists of a series of relationships among individual staff as well as departments or entities inside the organization. It is the manager’s responsibility to ensure that these individuals and entities work together in harmony, which includes motivating staff members and departments to stay on task

36. 3.   Motivating the team In addition to the tasks of organization and delegation, motivation includes having the skills to handle different types of personalities in a team. An effective manager must know how to form and lead successful teams and know how to galvanize team members around a cause.

37. 4.   Devising systems of measurement Managers need to set targets or key performance indicators that the team aims for and then generate ways to measure whether their team is on track to meet  those goals.  Because it can be challenging to come up with measurable ways of understanding performance, managers must often be creative and thoughtful. However, like the other functions of management, measurement is critical to improving business performance

38. 5.   Developing people In addition to leading their team toward a goal and measuring their progress along the way, good managers invest in their staff’s development. Managers must have leadership skills to use these five operations successfully. They are responsible for coaching their team members by helping them recognize their strengths and weaknesses and improve their performance

39. B- Tips for being a good manager There are several ways to advance your management skills, including: Communicate . It is important to communicate with your team so you can understand their needs, evaluate their progress and help them achieve their goals.

40. Be positive.  You should be the one to set an example for your team to follow. Be positive during your interactions with your team so they feel more comfortable communicating with you

41. Train when needed   Assess the skills of your team and see if you could improve any areas with training. Training also helps your team learn new skills and fosters growth.

42. Collaborate.   As a manager, you should feel comfortable delegating tasks, but you also work with your team to accomplish common objectives. Collaborating with your team will also allow you to see if there’s anything you can do to help individual teammates or the team as a whole.

43. Practice.  Perhaps the best way to acquire new skills is to practice them in a real-life management setting. Gaining on-the-job experience in these skills will help you on the promotion ladder. Do your best for your team, serve as a leader and treat your team fairly.

44. C- THE COMPETENT MANAGER As a manager and a leader you will be judged not only on the results you have achieved but the level of competence you have attained and applied in getting those results..

45. Competence is about knowledge and skills- what people need to know and be able to do to carry out their work well.You will be judge on how you do your work- how you behave in using your knowledge and skills

46. These are often described as ‘behavioral competencies’ and can be defined as those aspects of behavior which lead to effective performance.

47. Competent management is the ability to manage employees and encourage them to use their skills and abilities in a way that promotes the company's overall goals. A qualified manager will make sound decisions from recruitment to development to retention of employees.

48. The main difference between leaders and managers is that leaders have people follow them while managers have people who work for them. A successful business owner needs to be both a strong leader and manager to get their team on board to follow them towards their vision of success.

49. TOPIC 2: LEADERSHIP

50. What do you understand by leader? A leader is by definition responsible to lead a group of people towards a common goal and result. When people work together in a team the leader must be aware of what is required to make the team productive .

51. "A team is a group in which individuals share a common aim and in which the job and skills of each member fit in with those of the others." John Adair

52. As a team leader one has to consider not only the conditions of each individual member, but also the relationships between the team members and the group dynamic

53. What makes a team effective? A team is effective when: • it has clear common goals; • clear division of roles and responsibilities; • clear plan; • it has good relationships among members; and • it has a good leader

54. Leaders are found and required in most aspects of society, from business to politics to religion to community-based organizations. An effective leader possesses the following characteristics: self-confidence, strong communication and management skills, creative and  innovative  thinking, perseverance in the face of failure, willingness to take  risks , openness to change, and levelheadedness and reactiveness in times of  crisis .

55. LEADERSHIP Leadership is the ability of an individual or a group of individuals to influence and guide followers or other members of an organization.  Leadership involves making sound -- and sometimes difficult -- decisions, creating and articulating a clear vision, establishing achievable goals and providing followers with the knowledge and tools necessary to achieve those goals .

56. Leadership styles Similarly, leadership experts believe there are different types of leadership styles and that some leaders have a dominant single style, while other leaders use different styles in different situations or with different followers. Commonly identified leadership styles include:

57. Leadership Styles Autocratic (Authoritarian) Bureaucratic Democratic (Participative) Laissez-Faire ( Delegative ) The Charismatic Leader The Servant Leade r

58. The Autocratic or Authoritarian Leader Given the power to make decisions alone, having total authority. Closely supervises and controls people when they perform certain tasks .

59. When to use Autocratic New, untrained employees High-volume production needs Limited time for decision making Manager’s power is challenged by an employee

60. The Democratic or Participative Leader Includes one or more people in the decision making process of determining what to do and how to do it. Maintains the final decision making authority. .

61. When to use Democratic To keep employees informed To encourage employees to share in decision-making and problem-solving To provide opportunities for employees to develop a high sense of personal growth and job satisfaction To encourage team building and participation

62. The Laissez-faire or Delegative Leader Allows people to make their own decisions. Leader is still responsible for the decisions that are made. This style allows greater freedom and responsibility for people. However, you need competent people around you or nothing will get done. Followers must determine goals, make decisions, and resolve problems on their own.

63. When to use Laissez-Faire Employees are highly skilled, experienced, and educated Employees take pride in their work and the drive to do it successfully on their own Outside experts, such as staff specialists or consultants are being used

64. The Charismatic Leader Leads by creating energy and eagerness in people. Leader is well liked and inspires people .

65. The Servant Leader Helps people achieve their goals. Works for the people.

66. TOPIC 3: Conflict Management

67. Conflict can arise from opposing ideas; A conflict is a struggle or an opposition. If you want to turn your empty lot into a community garden but your wife envisions a shooting range, you have a conflict. If you schedule a dentist appointment that conflicts with a meeting, you’ll have to cancel one of them.

68. We can define conflict in the following ways : A serious disagreement or argument, typically a protracted one. Incompatibility between two or more opinions, principles, or interests. A strong disagreement between people, groups, etc., that results in an often angry argument

69. Causes of Conflict There are numerous sources of conflict within formal organisations. To manage it effectively, managers should understand these sources of conflict. Those discussed below have been analyzed extensively by researchers. They can be classified into two broad categories: 1. Structural factors 2. Personal factors

70. 1. Structural Factors : Structural factors stem from the nature of an organisation and the way in which work is organised. The causes of conflict related to the organisation's structure include specialization, interdependence, common resources, goal differences, authority relationships, status inconsistencies and jurisdictional ambiguities.

71. 2. Personal Factors : Personal factors arise from differences among individuals. These differences include skills and abilities, personalities, perceptions, emotions, values and ethics and communication barriers

72. Types of Conflict Before going any further, let us first give a brief description of what conflict is. There are actually a lot of ways to define conflict due to how it is used in many areas.

73. Conflict is an inevitable part of life. Each of us possesses our own opinions, ideas, and sets of beliefs. We have our own ways of looking at things and we act according to what we think is proper

74. Hence, we often find ourselves in the conflict in different scenarios; may it involve other individuals, groups of people, or a struggle within ourselves. Consequently, conflict influences our actions and decisions in one way or another. Conflict is classified into the following types:

75. 1- Functional Conflict Functional conflict is healthy, constructive disagreement between groups or individuals. The conflict which supports the goals of a group and also improves its performance is known as a functional or a positive conflict. The functional conflict is helpful in the achievement of the goals of a group. Positive results of functional conflict include :

76. Improvement of working conditions due to accomplishing solutions together. Solving issues together to improve overall morale. .Making innovations and improvements within an organization

77. 2.Dysfunctional Conflict Dysfunctional conflict is an unhealthy disagreement that occurs between groups or individuals. The conflict which obstructs the achievement of the goals of a group is called a dysfunctional or destructive conflict. Negative results of dysfunctional conflict include :

78. Individuals use threats, verbal abuse, and deception, which destroy relationships This type of conflict can lead to retaliation and further acts of negativity

79. 3.Intra-organizational conflict It is an umbrella term for any type of conflict that takes place within one organization .

80. 4.Inter-organizational conflict It occurs between different organizations, such as between two competing firms in an industry

81. 5.Vertical conflict It occurs between hierarchical levels, say between management and employees.

82. 6.Horizontal conflict Horizontal conflict takes place between different individuals, groups or departments at the same hierarchical level say between two competing departments that have similar power and authority in different areas

83. 7.Resource scarcity conflicts It is a common type of conflict in organizations, takes place where resources are scarce, such as during financial constraints or even if office space is limited, creating conflicts between individuals, teams, and departments .

84. 8.Intra-group conflict It is a type of conflict that happens among individuals within a team. The incompatibilities and misunderstandings among these individuals lead to an intra-group conflict. It arises from interpersonal disagreements or differences in views and ideas

85. From the above discussion, we can say that the types of conflicts are different and their impacts are also different

86. Tips for Resolving Conflict Situations

87. To manage conflict effectively you must be a skilled communicator. That includes creating an open communication environment in your unit by encouraging employees to talk about work issues.

88. Listening to employee concerns will foster an open environment. Make sure you really understand what employees are saying by asking questions and focusing on their perception of the problem

89. Whether you have two employees who are fighting for the desk next to the window or one employee who wants the heat on and another who doesn’t, your immediate response to conflict situations is essential.

90. Here are some tips you can use when faced with employees who can’t resolve their own conflicts.

91. Define the problem What is the stated problem? What is the negative impact on work or relationships?

92. Are differing personality styles part of the problem? Meet with employees separately at first and question them about the situation

93. Determine underlying need The goal of conflict resolution is not to decide which person is right or wrong; the goal is to reach a solution that everyone can live with.

94. Looking first for needs, rather than solutions, is a powerful tool for generating win/win options. To discover needs, you must try to find out why people want the solutions they initially proposed. Once you understand the advantages their solutions have for them, you have discovered their needs.

95. Find common areas of agreement, no matter how small Agree on the problem. Agree on the procedure to follow. Agree on worst fears. .Agree on some small changes to give an experience of success

96. Find solutions to satisfy needs Problem-solve by generating multiple alternatives Determine which actions will be taken . Be sure you get real agreement from everyone

97. Determine what you’ll do if the conflict goes unresolved If the conflict is causing a disruption in the department and it remains unresolved, you may need to explore other campus resources.

98. In some cases, the conflict becomes a performance issue and may become, a topic for performance appraisals or disciplinary action. Mediation is an option to help resolve and manage conflicts as early as possible

99. Negotiation

100. Negotiation is the process through which the parties to a conflict define what they are willing to give and accept in an exchange. If the conflict is complex, the negotiation process may incorporate different strategies for different issues. We can identify four basic steps in the negotiation process. They are:

101. 1. Preparation : Preparation for negotiations should begin long before the formal negotiation begins. Each party gathers information about the other side—its history, likely behaviour, previous interactions and previous agreements reached by the parties. Each party polls its members to determine their wishes, expectations, and preferences regarding a new agreement

102. 2. Evaluation of Alternatives : The two sides attempt to identify the bargaining range (i.e., the range in which both parties would find an agreement acceptable). The bargainers determine the alternatives acceptable to them and also identify their best alternative if a negotiated settlement is not reached. Identifying a set of alternatives, including the best one, helps individuals determine whether to continue the negotiation or seek another course of action.

103. 3.Identifying Interests : Negotiators act to satisfy their own interests, which may include relationship, personal or organisational ones. The person or group must avaluate the other party's interests and then decide how to respond to those interests in their offers. Effective negotiations call for satisfying interests by identifying and exploring a range of possible positions on specific issues.

104. 4. Making Trade-offs and Creating Joint Gains: Bargainers use trade-offs to satisfy their own and others' interests. Either position would meet the interests of maintaining a certain standard of living. One way to assess trade-offs is (a) Begin by identifying the best and worst possible outcomes(result). (b) Next, specify what impact trade-offs will have on these outcomes. (c) Finally, consider whether the changed outcomes will better meet the parties' interest.

105. Negotiating Approaches There are two major negotiating approaches:

106. 1 . Distributive Bargaining : Distributive bargaining is an approach in which the goals of one party are in direct conflict with the goals of the other party. Each party wants to maximize its share of the limited resources. Distributive bargaining is a competitive or win-lose approach to negotiations.

107. 2 . Integrative Negotiation : Under this approach to negotiation, the parties' goals are not seen as mutually exclusive; the focus is on making it possible for both sides to achieve their objectives. Integrative negotiation focuses on the merits of the issues and is a win-win approach. Third-party Negotiations When individuals and groups reach a stalemate and are unable to resolve their differences through direct negotiations, especially when a conflict is emotionally charged, they may turn to a third party to help them find a solution. The third party may be a manager, a well-respected colleague or someone whose formal role is to resolve conflicts.

108. 2-1. Mediator: A mediator is neutral third party who facilitates a negotiated solution by using reasoning and persuasion, suggesting alternatives, etc. A mediator's role involves exerting high control over the process but not the outcome. A mediator interviews the parties separately, and then tries to help them reach a solution by bringing those together or ferrying messages back and forth during labour -management negotiations.

109. 2-2. Arbitrator: An arbitrator is a third party with the authority to dictate an agreement. An arbitrator's role involves exerting low control over the process and high control over the outcome. The arbitrator allows each party to present facts or arguments and then decides on the outcome and may even enforce it. Arbitration can be voluntary or compulsory.

110. 2- 3. Consultant: A consultant is a skilled and impartial third party who attempts to facilitate problem solving through communication and analysis, aided by his or her knowledge of conflict management. This approach has a longer term focus to build new and positive perception and attitude between the conflicting parties

111. Compromise: A concept of finding agreement through communication, through a mutual acceptance of terms. Conflict : Actual or perceived opposition of needs, values and interests. Negotiation : Negotiation is a dialogue intended to resolve disputes, to produce an agreement upon courses of action, to bargain for individual or collective advantage, or to craft outcomes to satisfy various interests.

112. Tutorial Questions 1- Quote the basic steps in the negotiation process 2- Discuss the Management concepts 3- Indentify and discuss two Management Principles 4- Discuss the basic operations of a Manager 5-State the tips for being a good manager 6- State the objectives of Organizational Behavior 7- Define Conflict and set a typical example 8- Quote at least 3 types of conflict 9- Discuss one tip for resolving conflict situations 10- Discuss the negotiation approaches 11- Discuss the causes of Conflict