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1. BY DR. SAMUEL ESSAM CONTEMPORARY MANAGEMENT The Second Lecture FOR MBA Candidates Class /1 FF/1MR

2. Ph.D in Business Administration, ECU University, Delware State ,USA. Assistant Professor of Strategic Management and Strategic Planning at Egyptian Universities. An Expert Consultant in Strategic M anagement , Crisis Management and Institutional Development from Nasser Higher Military Academy. An Academic lecturer accredited by the UK - CCL, UK. A Fellow of the American CEA, one of the major international Accreditation B odies for American and British Universities. An Expert Consultant for Development , Planning and Institutional Excellence For General Information Association. CEO of the International Company for Educational Systems and Consultations I.C.E.S

3. Types of Contemporary Management Contemporary Management  skills also include overseeing individuals achieve organizational goals and objectives, maintaining power, ensuring  discipline and ensuring that the strategy aligns with the company’s long-term goals .  

4. System Management System Management offers an elective way to deal with contemporary management and planning of the organization. The system Management recommends that organizations, similar to the human body, comprise different segments that work together to build a more extensive framework that can work ideally.

5. According to this theory, a company’s success relies upon few key components: collaboration, relationships, and interrelations among different subsists.  

6. Contingency Theory The Contingency Management Theory’s fundamental idea is that there is no one management solution for a specific organization. There are a few internal and external factors that will eventually Influence the approach chosen by the management .

7. The contingency theory recognizes three factors that will probably impact an association’s design: the size, innovation being utilized, and initiative style. The qualities of a leader in an organization can be used as a distinguishing factor to help in contemporary management .

8. As indicated by Contemporary Theory, there are many administration qualities convenient for each sort of circumstance. It implies that a leader should be adequately adaptable to adjust to the evolving climate.

9. WHAT DO WE MEAN BY “SMALL BUSINESS” AND “ MANAGERIAL SKILLS ”?   A small business is defined as an independent profit- orientated business unit that is personally managed by the owners and has a small influence or market share in the business world . ALSO, The small business is normally the natural habitat of entrepre­neurs. The small business provides the ideal environment for entre­preneurs to test their talents .

10. Managerial skills are specific abilities that result from knowledge, experience, information, practice, and aptitude . In addition, Managerial skills can be improved through training pro­grams and practical experience .

11. Improving Managerial Skills 1. Technical skills A manager must be able to use whatever business technology and tools are needed to do the job. If you rely on a platform like Slack for communication within your organization, it’s no good if your new manager doesn’t have a clue how to use it. This is especially true for more specialized software and tools, and technical skills are also needed for specific managerial roles, such as those in marketing, design, finance, IT, product, and sales .

12. Improving Managerial Skills 2 . Conceptual skills This one calls for the ability to use abstract thinking, but also means being able to see the business or organization as a whole, and know exactly where everything fits into it. Skills like these enable a manager to evaluate, plan, and strategize, and are particularly valuable in top managerial positions.

13. Improving Managerial Skills 3. Interpersonal / human relations skills This skill is so important, but sometimes overlooked. You’ll no doubt have heard the saying that people don’t leave bad jobs, they leave bad bosses. So many managers have achieved great things in their previous roles that it’s easy to overlook qualities like being able to work with and relate to colleagues and employees. Good interpersonal skills in a manager go a long way to creating a happy working environment, and can even reduce the number of employees leaving a company. This creates harmony and saves the business money.

14. To contact Dr.Samuel f 012 - 2491 8685 https:// www.facebook.com/profile.php?id=100002134500831 https://www.facebook.com/DrSamuelEssamofficial / https://www.facebook.com/ICESEdu / LinkedIn https:// www.linkedin.com/in/dr-samuel-essam-4b771931/ Subscribe YouTube channel https:// www.youtube.com/channel/UCHt2h1Ulf1wd3NmS8vkI8_A Instagram https://instagram.com/drsamuelessam?igshid=rno5vc8mkyvl [email protected] [email protected]