ADMAS UNIVERSITY

MASTER PROGRAM IN BUSINESS ADMINISTRATION

BOOK REVIEW

OF

MODERN MANAGEMENT CONCEPTS AND SKILLS

BY- KIDANEWORK ZEWUDE

ID: 4117/21
SECTION 10

FEBRUARY 10, 2022

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Contents
Chapter 1 - Introducing Modern Management................................................................................1
Chapter 2 - Managing......................................................................................................................1
Chapter 4 - Management and Diversity...........................................................................................3
Chapter 5 - Managing in the Global Arena.....................................................................................4
Chapter 6 - Management and Entrepreneurship..............................................................................4
Chapter 7 - Principles of Planning...................................................................................................5
Chapter 8 - Making Decisions.........................................................................................................6
Chapter 9 - Strategic Planning: Strategies, Tactics, and Competitive Dynamic.............................6
Chapter 10 - Plans and Planning Tools............................................................................................7
Chapter 11 - Fundamentals of Organizing.......................................................................................8
Chapter 12 - Responsibility, Authority, and Delegation.................................................................8
Chapter 13 - Human Resource Management...................................................................................9
Chapter 14 - Organizational Change.............................................................................................10
Chapter 15 - Influencing and Communication..............................................................................10
Chapter 16 - Leadership.................................................................................................................11
Chapter 17 - Motivation.................................................................................................................12
Chapter 18 - Groups and Teams....................................................................................................12
Chapter 19 -Managing Organization Culture................................................................................13
Chapter 20 - Encouraging Creativity and Innovation....................................................................13
Chapter 21 - Controlling, Information, and Technology...............................................................14
Chapter 22 - Production and Control.............................................................................................15

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Chapter 1 - Introducing Modern Management

This book ultimately focused on enabling mangers to acquire management skill. Management
skill is the ability to undertake organizational tasks with resources in hand.

Managing involves; planning, organizing, influencing, and controlling functions and mangers
need to make sure that these functions are interrelated. One of the major duties of mangers is
making sure that their tasks are well in line with reaching organizational objectives. Manager’s
success is highly dependent on their effort to encourage their employees as it yield motivating
employees for efficient accomplishment of tasks ahead.

Universality is a wise concept which allows managers to acquire multi-disciplinary skills in

efficient and effective in achieving organizational objectives by efficient utilization of resources.

Managers undergoes through different stages of their career. These stages are exploration,
establishment, maintenance, and decline stages. Managers could promote their career through
planning a career path and working with mangers reluctant to help them developing their career.

Managers are expected to posses’ different skills like clarifying organizational roles, motivating
innovative thinking and thinkers, recognition of deserved performance of employees.

Generally, it is advisable for mangers to work/focus on acquiring and developing management

skills throughout their entire career so as to achieve high level of success in management. These
skills worth acquiring include, the skill to clarify organizational roles, motivating innovative
thinking and thinkers, recognition of deserved performance of employees. These skills grant
mangers to handle activities related to tasks, peoples, changes.

Chapter 2 - Managing
The classical approach advocates that it is possible to maximize productivity and handle
competitors through cost reduction. This can be done through minimizing wasted motion by
employees and additionally during stress task scheduling can be attained by assigning proper
quality and quantity of workers by resting the remaining few workers for slow working hours.

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Company productivity can be attained through allowances of incentives and bonuses offered to
employees.

According to the comprehensive view of organization productivity could be maximized through

overall inspection and evaluation of manager’s capacity relative to organizational performance,
manpower handling, and response to managerial responsibilities. Comprehensive view calls for
single line orders and equal treatment of employees.

Behavioral approach focus on the relationship between managers and employees as such
relationships affects the satisfaction, feeling, and enjoyment of employees. Generally speaking,
managers should work in pinpointing the human variable and this would be possible in making
use of behavioral management approach.

Management science approach focus on solving problems related to organization operations

through observation, outlining company’s operations, evaluation of the effects of changes to be
made.

Manager’s action is dependent on the situations associated with inability and mistakes of the
employees in the organization according to management science approach.

The system approach encourages managers to view the company as a system and various factors
associated with it. In this regard the system is inner part and the environment as outside.

Generally, organization approach recommends managers to go all required stages to capture

knowledge which will be helpful in maintaining the capacity to run and operate.

Chapter 3 - Corporate Social Responsibility, Ethics, and Sustainability

Social responsibility is organizational act in view of benefiting the society in addition to their
business and profit making roles. Keith Davis’s social responsibility model describes the
investments made on helping the society are a measure of being socially responsible and good
business organization.

Social responsibility investments may cause short-run losses but such acts are advantageous on
the long term basis as it grants good public image followed by increased revenue.

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Social responsibility activities may be organized in a way that allows efficient utilization of
resources in well formed organizational structure. These activities require influencing and
controlling for its effective accomplishment.

The mangers have to make sure that the decisions and overall management processes in the
organization are ethical, truthful, and beneficial t everyone associated.

Triple bottom-line approach is helpful in measuring sustainability as it allows managers to assess

terms economically, environmentally, and socially.

Chapter 4 - Management and Diversity

Diversified group decision making grants a better alternative to address diverse customer base.
This allows companies to share best practices in all the members of the organization diversity
being the case.

Diversity programs allows diversified culture of organization to work better as it helps create an
environment where diverse workforce feel valued and easing task performance.

Diversity programs involve diversity training and such training allows companies to spend less
on employee recruiting and training.

The commitment level of management has a major impact in success of diversity programs.
These diversity training programs should be undertaken in way that addresses the specific
cultural areas.

Building world-class organization with intention of attracting effective employees companies

need to recruit, hire, and train a diverse work-force. Diversity training programs are helpful in
creating mangers, who know how to interact with people of different cultures, sensitive mangers
towards others cultures, and capable of executing tasks to help meet organizational diversity
goals.

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Chapter 5 - Managing in the Global Arena

Complexity is obvious to companies expanding in the global level as they are characterized by
wide range of territories and conditions.

For companies operating on the global level the performance of their managers is essential.
Mangers are expected to perform tasks related to assessing host country’s political situations,
political relationship of countries associated, making final decisions after the assessment made.

After entering the foreign land consideration needs to be made on best combinations of human
resources, suiting the human resources to the culture of the foreign land the business to be run
on, partnering domestic companies, factors that will hinder performance, organizational structure
design in accordance to the situation on the ground.

International organizations must organize on geographic basis internationally, CEO leading the
head office. Specifically, by bringing managers with geocentric attitudes, as opposed to
polycentric or ethnocentric attitudes and such an act bring the needed level of impact in building
operational units on the foreign land, utilize best manpower available and comprise commitment
that objectives require.

Language would be the key factor in managing foreign operations in understanding the attitudes,
individual needs, and motivate employees.

Managers should utilize controlling in the foreign lands by onsidering that their actions are well
in line with core human rights of foreign citizens, accommodate foreign local traditions, and
reflect what is “right” in the particular foreign context.

Chapter 6 - Management and Entrepreneurship

Entrepreneurship can be defined as finding, understanding and exploiting of
opportunities/problems. Schumpeter’s classic formulation of opportunities includes;
opportunities arise from new creation, arises from foundation new geographical markets, new
raw materials or after discovering further uses for existing raw materials and new production
mechanisms.

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Entrepreneurship involves three processes namely; identification, evaluation and exploitation.

The primary stage of entrepreneurship is identifying the opportunity, understand the cause could
be improved, and believe that they have the resources to improve the cause. This stage mostly is
all about the concept of entrepreneurial alertness.

The next stage is evaluation of the opportunity and it is all about a process of understanding
practicality of the idea, data gathering on the industry’s current competitors, understanding the
entrepreneurial risk associated with the new finding.

The final stage of entrepreneurship is exploitation and most of the time it involves financing and
raising funds for the birth of the finding.

Entrepreneurship starts from small and growth to become in corporate level thoroughly.
Corporate entrepreneurship is significant in pursuing diverse opportunities. Companies should
know that they need to incorporate that social entrepreneurship programs. This may include
addressing climate changes, global public health, economic development and poverty.

Chapter 7 - Principles of Planning

There are six stages in development of plans. These are; statement of organizational objectives,
outlining ways of reaching objectives, Development of premises on which to base each options,
pointing out the best alternative, sorting out plans to pursue chosen alternative, transforming
plans into action.

Subsystem is component of overall management system which offers managers to implement

planning process. Planning begins with a statement of organizational objectives, the goals that
the company is aiming for. Organizational objectives are three types: short-term objectives that
are to be achieved in a year or less; intermediate objectives to be achieved in one to five years;
and long-term objectives to be achieved in five to seven years.

MBO is an approach which is beneficial in tracking workers response in achieving set objectives
and in taking respective consequent rewards or punishment according to their accomplishments.

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CEO makes the overall organizational plans and the planner is expected to oversee the planning
process, evaluate developed plans, and solve planning problems.

Chapter 8 - Making Decisions

Management must keep in mind that the relevance of their decisions with the company’s
objectives in making decisions. Decision making process primarily involves problem
identification. The next step would be listing out all possible solutions. Cutting out infeasible
solutions, evaluations of remaining solutions, select one, and implement it.

Decisions made on competitors are uncertain as they are derived from prior experience of the
company. Probability theory of expected value of different options and implementation of
options with highest expected value are the two methods applied in decision making.

For decisions of series of steps related to each other making use of decision tree is the best
choice.

Management should be well aware of using business judgment as an effective way of decision
making. In making decisions on who to be involved in decision making mangers should
consider that group decision would be wiser option as group discussions deliver broader view of
things and at the same time it is costly and time consuming.

Brainstorming allows discussion on specific cause, while the nominal group technique mainly
focuses on the outcome by making urgent votes. The Delphi technique is used to capture well
analyzed data from trusted sources like experts.

Chapter 9 - Strategic Planning: Strategies, Tactics, and Competitive

Dynamic
Strategy is fully detailed layout of what to be done to achieve long range objectives and purpose
of an organization. Environmental analysis could be made using SWOT analysis, which requires
management to entail information about internal strengths and weaknesses of the company as
well as the opportunities and threats that exist within the environment the company operates in.

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The next step would be determination the path the organization needs to follow regarding its
competitive position.

An approach to business portfolio analysis recommends that managements should classify each
major product line namely as; star, cash cow, question mark, or dog, with respective growth rate
and market share of the company.

Tactical plans describes what to be done in a year to reach the organization’s short term
objectives and to handle competitions from competitors. Lower-level managers are mostly
responsible for developing tactical plans; whereas upper-level managers are mainly involved in
undertaking long-range planning and drafting strategic plans well in line with company goals.

Chapter 10 - Plans and Planning Tools

Development of plans includes a major concept of the frequency of using those plans and for
how long they serve. Standing plans and single use plans could be used by companies. Standing
plans are for frequent occurrence of events and include policies, procedures, and rules. Single-
use plans are less frequent and include budget and programs.

Plant facilities planning illustrate the worksite needed to achieve objectives. Human resource is
all about acquiring the manpower that an organization requires to reach its objective.

Forecasting involves prediction of possible future occurrences that will harm operation of the
company. Economical, technological, and social trends forecasting are its types. Forecasting
methods: asking retailers (sales force) for opinions on predicted sales, the regression analysis
method by analyzing the relationship between sales and time.

Scheduling is one the tools in planning which shows a series of activities to be executed on view
of reaching objectives.

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Chapter 11 - Fundamentals of Organizing

Classical organizing theory is helpful in making effective organization. Development of efficient
organizational structure worth considering the following points; such as functions, products,
geographic locations, customers, and processes associated in delivering product to customers.

Division of labor – as the name suggests it is all about delegation of tasks to different individuals
in the organization for effective and quick and accomplishment of tasks. In the case of division
of labor it will be wise to consider coordination issue.

Span of management concentrates on the amount of subordinates that the mangers at different
responsibilities can successfully supervise.

Chapter 12 - Responsibility, Authority, and Delegation

Functional similarity method steps of organization; includes the analysis of company objectives,
the outlining of specific activities that must be performed to reach these objectives, the designing
of jobs by the grouping of similar activities, and the assigning of these jobs to company.
Companies must be careful in doing so to get rid of overlapping of responsibilities.

Activities have to be well organized, well defined, should have strong coordination among
departments. The leadership must recognize and monitor overall activities and as if the orders
are well in place and individuals should understand the internal orders and see if these orders are
compatible with department and company’s objectives.

The managers should be well aware of for whom the authorities are being delegated, the
potential for conflict and how to minimize it. Organization of employee activities involves
functional authority and accountability.

Delegation of activities involves considering assignments and creating awareness about specific
tasks and obligations of individuals to those tasks, obstacles associated with delegation.
Freedom, trust and assistance are also expected from the mangers and the leadership for
successful delegation.

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Centralization is all about delegation of few authorities to subordinates whereas decentralization

offers delegation of many of the activities. Delegation would be necessary when departments get
larger, geographically diversified manufacturing facilities, and decision making and creativity
increases.

According to Massey-Ferguson added decentralization requires mangers to use definite

guidelines in deciding the warrant situation is in place. These warrant situations are competence
of subordinates’ increase, reliability of mangers on subordinates, availability of appropriate
information in decision making for subordinates increases.

Chapter 13 - Human Resource Management

Appropriate human resources are individuals who are capable of contributing meaningful role in
achieving objectives of an organization. The managements has to go through four major steps in
finding appropriate human resources. These are recruitment, selection, training, and performance
appraisal.

Recruitment can be thought as screening of personnel available to fill vacant positions in a

company. This involves job analysis, maintenance of human resource inventory, considering law
enforcements.

Selection is evaluation of screened individuals and companies need to make use of two tools
which are testing and assessment centers. Different types of tests could be used to evaluate the
screened individual’s quality relative to the job but by making sure that tests are valid and
reliable. Assessment centers are also helpful to monitor the performance of workers.

After selection of appropriate personnel, training employees would be the major task ahead.
Successful trainings involve determining the need for training, design of respective training
programs, administration and evaluation of training programs.

The final step in providing effective human resource is performance appraisal. Performance
appraisal is helpful in providing tactics and constructive critics that would help increase their
productivity.

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Chapter 14 - Organizational Change

Organizational change is a modification or alteration made on the existing organization so as to
achieve organizational objectives. Product line changes may lead to changes in technological
factors and structural factors. Change agents may find it useful to use organization development
(OD) develop employees who will be able to help him make modifications.

Change resistant employees could be dealt with either by enabling employees to understand
changes made at full scale or by suggesting tentativeness of changes. Too much stress associated
with the planned change may cause negative impacts beside improvement at the company. Too
much stress could be reduced through training programs, slowing the rate of planned changes,
and prevention of unwanted stresses.

Conflicts are one of the characteristics of organizational changes. Conflicts can be handled by
pretending no conflict exists, demanding the changes made, or solving the conflict by pointing
out the causes and problems.

Virtualization should be considered by mangers as it allows virtual workers with no cost of rent
and maximized productivity. Virtual workers and managers can be coordinated through regular
communication times, regular social events and interaction through traditional work activities.

Chapter 15 - Influencing and Communication

Employee’s activities are lead to bring the needed degree of effectiveness in achieving
organizational objectives and this would be possible through influencing.

Communication is found to be important of all influencing activities. The need for good
communicator is at stake and this can be achieved through elements like source, signal, and
destination.

Being successful communicator also involves minimizing barriers like employees access to
complex information related to their jobs, interference of messages, congruency of source’s and
destination’s view to the in between messages, perception of individuals in communication, and
ambiguous words.

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Communication could also be made via facial expressions, gestures, and even the tone of his
voice say things to people. Non-verbal components of message can be taken as impactful as
delivering information on time to all employees is important regardless of their locations.

Chapter 16 - Leadership
Managing involve planning, organizing, influencing, and controlling whereas leading influencing
these activities in managing.

Trait approach of leadership emphasizes that merely in characteristics of mangers won’t

guarantee success and in the case situational approach depicts success id determined relative to
factors like mangers act as a leader, employees as followers and situation that the company
undergoes.

Decision making of leaders takes different dimensional approaches like authoritative,

subordinate centered, democratic and forces.

OSU provides two types of behaviors; structural behaviors to tell their employees what to do and
consideration behavior to have discussion on matters.

According to life cycle theory of leadership, leadership style should be in line with the maturity
level that members of the organization possess. Fiedler suggests that mangers could follow either
high task or relationship oriented leadership style.

The path-goal theory states that behaviors that mangers possess and these behaviors are directive,
supportive, participative, and achievement behavior and these are an indications of
transformational leaders whose ultimate focus is achieving organizational objectives.

The three leadership styles that allow mangers to lead effectively are coaching leaders, super
leaders, and entrepreneurial leaders.

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Chapter 17 - Motivation
Motivation is an internal motion that pushes individuals to reply to their duties so as to achieve
the preplanned goals of the organization.

Five specific principles are in place in motivating employees. These are; the felt needs goal,
individuals need role, perceived value of a reward, individuals understanding and ability,
motivation and perception.

Hierarchy of importance of needs has been well discussed by Maslow depicting those
individuals’ posses that psychological needs, esteem needs, and self actualization needs. Argyris
view needs as continuous development of both personal and natural behaviors. Whereas
McClelland’s ideology states that the need to achieve better is a sound and strong human need.

Low morale is caused by inability of managers to give an opportunity to satisfy human needs.

Different employee motivating strategies could be used and these are management-employee
communication, McGregor’s Theory X–Theory Y, job design strategies like job enrichment and
flex time, behavior modification, Likert system.

Chapter 18 - Groups and Teams

Group in an organization can be defined as individuals who interact and know each other and
consider themselves as a group.

The formation of a group allows different subordinates to take part in decision making associated
to improvement of quality of products.

Managers need to develop that level of patience and cooperation for newly organized groups as it
takes some time for such companies to achieve the expected level of success.

Organizations create informal groups because different issues to maximize opportunities for their
development from different sources.

Effectiveness of group works could be affected by four factors. These factors are size of the
work, cohesiveness of the group, norms or behaviors in a group, status within the group.

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Effective group works would be attained if both formal and informal dimensions are applied
together with the four major factors that determine their effectiveness.

Chapter 19 -Managing Organization Culture

Development of organizational culture involves establishment of clan culture, adhocracy culture,
a hierarchy culture, or a market culture. In doing so, the challenges associated and best
combination of cultures to beat these challenges should be considered.

For the challenges associated with safety, mangers should establish safety focused organizational
culture in view of enhancing high performance culture.

Safety dimension is planned in keeping cultures lively and well established. In doing so, mangers
must choose best suited values to establish and maintain organizational culture.

Addition of new organizational members is challenging. New entrants should be forged to align
with the existing culture and mangers should follow steps like carefully planning, facilitating
useful experiences once hired, introducing new entrants to organization’s role models, and
changing individual members failing to fit to the organization’s cultures.

Chapter 20 - Encouraging Creativity and Innovation

Creativity is all about finding new ideas which will be useful in solving current problematic
situations. In this regard the focus should not only be on finding new ideas but also on finding
ideas that will benefit the organization.

Employees should be allowed to perform their tasks under moderate challenges, with their
stretched abilities but not overwhelmed, with freedom to make experiments and helping them to
mange time pressure to encourage creativity.

Mangers are expected to make ideas practical beside their duty of finding new ideas. This
involves determinations of how to manufacture, sale force, product identity. Product diffusion
and market test comes next.

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Management should consider involvement of expertise in the field of quality management as

they could be source of new ideas.

Application of every steps of TQM is important so as to maintain issues associated with a single
product.

Organizations should strive for quality products as it is important in building positive images,
gaining market share, reducing liability costs.

Reengineering and incremental approaches are the two method which can be used in quality
improvement. Reengineering is all about making holistic improvement and incremental allows
changes to be made slowly by taking time.

Incremental improvement involves steps like targeting area for improvement, formation of
improvement team, setting standards for quality, comparison of current practice relative to
benchmarks, undertaking pilot study to see the activities effectiveness. If these all work
effectively then they would be applied practically.

Chapter 21 - Controlling, Information, and Technology

Controlling is making sure that things are being done in the way are planned to be done and this
responsibility is manager’s to handle. These activities include elimination of factors that will
cause deviations in execution of company plans.

This controlling task takes place in subsystem of an organization and this task involves:
measuring performance of sales units, performance evaluation relative to prestated plans, and
taking corrective measures for deviations happened.

The highest power in an organization resides in the hands of top mangers and this power can be
extended by creating; sense of obligation in members toward top managers, a belief among
organization members as top mangers has better expertise, sense of identification of members
towards their top managers, and perception of dependency of employees on the top management.

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Information can be taken as the summary of analyzed data originated from overall company
operations. This shows that how significant is information in making sound decisions in an
organization if handled effectively by making use of information system.

It is expected from the managers to make reasonable investment on information systems as it a

major input in making sound and appropriate decisions. Information system is a network which
allows effective flow of information which allows mangers to make operational decisions.

IS experts are the main actors of information system and are helpful in satisfying information
needs of the company, collection of appropriate data, summarize, analyze, and transmit data to
mangers and even in interpretation of IS information.

Top managers need well analyzed and summarized data on consumer feelings, competitor acts,
and also summary of reports about productivity and cost analysis of subordinate units. Middle
managers require specific information on various operations. Sales goal information will be
useful to low-level managers.

The decision of establishing new IS companies involve making careful planning, designing and
implementation.

IS users should outline the weaknesses in the system and its improvements. The following points
are recommended to improve these weaknesses; establishing cooperation between IS
stakeholders, creating awareness on the purpose of IS to mangers, evaluation of IS activities on
the basis of cost-benefit analysis, making sure IS operations in line with people conscious.

Chapter 22 - Production and Control

Productivity is utilization of different kinds of resources like people, equipment, and materials
altogether and to transform these resources in to services and products.

Quality assurance and quality circle are helpful in maintaining and improving quality customer
service.

Services which consume time can be reduced by making use periodic updating to the operational
activities by considering effective utilization of company resources.

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Managerial operational decisions should viewed in terms of factors which include capacity
strategy, location strategy, process strategy, layout strategy, and human resources strategy.

Operational activities in assuring application of well planned customer service are just-in-time
inventory control, maintenance control, cost control, budgetary control. In addition to this,
operation control involves analyzing the relationships on different components of income
statement and balance sheet to find out the financial position of the company.

Break-even analysis one of the tools used in controlling which grants managers the opportunity
to have information about the amount of loss or profit associated with revenues.

Managers are presented with different operation tools which allow them to execute control
functions like; decision tree analysis, process control, value analysis, computer aided design, and
computer aided manufacturing.

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