csc350: learning management systems
DESCRIPTION
Lecture # 31 Review Introduction of the Learning Management SystemTRANSCRIPT
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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
GENERAL CHARACTERISTICS OF PLANNING
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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
GENERAL CHARACTERISTICS OF PLANNING
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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
Topics of Discussion
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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
Topics of Discussion
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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
Topics of Discussion
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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
Topics of Discussion
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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
Topics of Discussion
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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
Topics of Discussion
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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
Topics of Discussion
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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