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Learning Outcomes: 1. Outline an understanding of the global competitive environment and the changing marketing practices.(CLO-2) 2. Demonstrate the ability to formulate marketing strategies that incorporate psychological and sociological factors which influence consumer’s decision. (CLO-3) 3. Develop critical and analytical thinking necessary to overcome challenges and issues of marketing in the changing global environment. (CLO-4) Part-A:Case Study Max Marks-5 Read the Chapter Case Study “P&G Segments its Market along Multiple Dimensions” from Chapter No- 9“Segmentation, Targeting, and Positioning” Page: - 308 and 309given in your textbook/E-book – “Marketing” (8th ed.) by Dhruv. Grewal and Michael Levy (2022) and answer the following Questions: 1. In addition to the list of options presented in this case, how else might a multinational, multibrand conglomerate like P&G segment its millions of customers? Use other ideas from the chapter to suggest other segmentation methods that could be used.(2.5 Marks) 2. What are the other emerging segments of consumers that would be attractive for P&G, such that it might start developing new product lines to appeal to them?(2.5 Marks) Part-B:Critical ThinkingMax Marks-10 Reading required: - Read Chapter 10, 11, 15 and 17carefully and then answerthe following questions based onyour understanding. 1. Grocery chains such as Abdullah Al-Othaim Markets track consumers’ purchasing habits through store loyalty cards like Iktisab. These cards collect purchasing data and build consumer profiles. How can grocers like Abdullah Al-Othaim Markets use these data to create value for the firm and consumers?Chapter-10. (2.5 Marks) (Minimum 150 words) 2. Identify a specific brand of your choice from the local marketthat has developed a high level of brand equity. What specific aspects of that brand establish its brand equity?Critically examine based on the concepts discussed in Chapter-11. Chapter-11 (2.5 Marks) (Minimum 150 words) 3. Coupons and rebates benefit different distribution channel members. Which would you prefer if you were a manufacturer, a retailer, and a consumer and why? Explain based on the concepts discussed in Chapter-15. Chapter-15 (2.5 Marks) (Minimum 150 words) 4. Some argue that retailers can be eliminated from the distribution channel because they only add costs to the final product without creating any value-added services in the process. Do you agree with this viewpoint? Are consumers likely to make most purchases directly from manufacturers in the near future? Provide justification for your answers based on the concepts discussed in Chapter-17.Chapter-17 (2.5 Marks) (Minimum 150 words) Important Notes: - • For each question, you need to answer not in less than 150 Words. • Support your answers with course material concepts, principles, and theories from the textbook and scholarly, peer-reviewed journal articles etc. • Use APA style for writing references. Requirements: 1200-1600 Department of Business Administration College of Administrative and Financial Sciences Assignment- 2 Marketing Management (MGT 201) Due Date: 18th February 2023 @ 23:59 For Instructor’s Use only General Instructions – PLEASE READ THEM CAREFULLY The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. Assignments submitted through email will not be accepted. Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. Students must mention question number clearly in their answer. Late submission will NOT be accepted. Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). Submissions without this cover page will NOT be accepted. Learning Outcomes: Outline an understanding of the global competitive environment and the changing marketing practices. (CLO-2) Demonstrate the ability to formulate marketing strategies that incorporate psychological and sociological factors which influence consumer’s decision. (CLO-3) Develop critical and analytical thinking necessary to overcome challenges and issues of marketing in the changing global environment. (CLO-4) Part-A: Case Study Max Marks-5 Read the Chapter Case Study “P&G Segments its Market along Multiple Dimensions” from Chapter No- 9 “Segmentation, Targeting, and Positioning” Page: - 308 and 309 given in your textbook/E-book – “Marketing” (8th ed.) by Dhruv. Grewal and Michael Levy (2022) and answer the following Questions: In addition to the list of options presented in this case, how else might a multinational, multibrand conglomerate like P&G segment its millions of customers? Use other ideas from the chapter to suggest other segmentation methods that could be used.(2.5 Marks) What are the other emerging segments of consumers that would be attractive for P&G, such that it might start developing new product lines to appeal to them? (2.5 Marks) Part-B: Critical Thinking Max Marks-10 Reading required: - Read Chapter 10, 11, 15 and 17 carefully and then answer the following questions based on your understanding. Grocery chains such as Abdullah Al-Othaim Markets track consumers’ purchasing habits through store loyalty cards like Iktisab. These cards collect purchasing data and build consumer profiles. How can grocers like Abdullah Al-Othaim Markets use these data to create value for the firm and consumers? Chapter-10. (2.5 Marks) (Minimum 150 words) Identify a specific brand of your choice from the local market that has developed a high level of brand equity. What specific aspects of that brand establish its brand equity? Critically examine based on the concepts discussed in Chapter-11. Chapter-11 (2.5 Marks) (Minimum 150 words) Coupons and rebates benefit different distribution channel members. Which would you prefer if you were a manufacturer, a retailer, and a consumer and why? Explain based on the concepts discussed in Chapter-15. Chapter-15 (2.5 Marks) (Minimum 150 words) Some argue that retailers can be eliminated from the distribution channel because they only add costs to the final product without creating any value-added services in the process. Do you agree with this viewpoint? Are consumers likely to make most purchases directly from manufacturers in the near future? Provide justification for your answers based on the concepts discussed in Chapter-17. Chapter-17 (2.5 Marks) (Minimum 150 words) Important Notes: - For each question, you need to answer not in less than 150 Words. Support your answers with course material concepts, principles, and theories from the textbook and scholarly, peer-reviewed journal articles etc. Use APA style for writing references. Good Luck Answers Part-A 1. 2. Part-B 1. 2. 3. 4. Because learning changes everything.®Week 1 (PPT1) CHAPTER 1The Exceptional Manager What You Do, How You Do It© 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.No reproduction or further distribution permitted without the prior written consent of McGraw Hill.©Olivier Renck/ Getty Images © McGraw HillLEARNING OBJECTIVES1-1Identify the rewards of being an exceptional manager.1-2List the four principle functions of a manager.1-3Describe the levels and areas of management. 1-4Identify the roles an effective manager must play.1-5Discuss the skills of an outstanding manager. 1-6Identify the seven challenges faced by most managers. 1-7Define the core competencies, knowledge, soft skills, attitudes, and other characteristics needed for career readiness and discuss how they can be developed.1-8Describe the process for managing your career readiness. ???????????1-11-21-31-41-51-61-7??? ????? ???? ?????? .?????????? ?? ????? ???????????????? ?????? .?????? ??? ??????? ?????? .?????? ????????? ???? ??? ?? ?????? ?????? .?????? ???? ?????? ??????.?????????? ???????? ?????? ???? ??????? ????.??????????? ???????? ??????? ???????? ????????? ??????????????? ???????? ????? ?????? ???????? ???????????? ??? ????.???????1-8?? ????? ????? ????????.???????© ????????? © McGraw HillUSING MANAGEMENT SKILLS FOR COLLEGE SUCCESS1.Functions of management.2.Applying the functions of management to school projects.3.Applying the functions of management in your personal life. ??????? ???????????????????????.1 ?????.??????.2 ????? ???? ?????? ??? ????????.????????.3 ????? ????? ?????? ?? ?????.???????© ????????? © McGraw HillMANAGEMENT: WHAT IT IS, WHAT ITS BENEFITS AREThe Rise of a LeaderKey to Career Growth: “Doing Things I’ve Never Done Before”The Art of Management DefinedWhy Organizations Value Managers: The Multiplier EffectWhat Are the Rewards of Studying and Practicing Management? :?????? ?? ? ?? ??????????????????????? ????? :???????" ???? ????? ?? ????????????? ?????????"????? ????????????? ????? ???? :?????????????????????? ?? ?????? ??????????????????????© ????????? © McGraw HillTHE RISE OF A LEADERGeneral Motors CEO Mary BarraMark Lennihan/AP Images © McGraw HillKEY TO CAREER GROWTH: “DOING THINGS I’VE NEVER DONE BEFORE”Jeff Bezos, founder of Amazon, left Wall Street to start Amazon from his basement. ????? ?????:???????" ?????? ?????? ?? ?????? ?????"???? ??? ? ????? ???? ? ?????? ??? ?????????? ?????? ?? ???.?????© ????????? © McGraw HillTHE ART OF MANAGEMENT DEFINED•Being an exceptional manager is an art that can be learned.•Management is the art of getting things done through people.•Managers are task-oriented, achievement-oriented, and people-oriented.•Good managers are concerned with trying to achieve both efficiency and effectiveness. ????? ????????• ???? ?????? ?????????? ?? ?? ????.?????• ?????? ?? ?? ????? ?????? ?? ???.?????• ???????? ?????? ??? ? ?????? ?????? ??? ? ????????????? ???.?????• ???????? ??????? ?????? ??????? ????? ?? ?????????.?????????© ????????? © McGraw HillWHY ORGANIZATIONS VALUE MANAGERS: THE MULTIPLIER EFFECT Good managers create value.As a manager you have a multiplier effect: Your influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone. ????? ????? ????:??????????????????????????? ???? ????? :????????????????????????????????? ??? ???????????? ???? ??????????? ?? ??? ??????? ??? ?????.????????????????????.??????© ????????? © McGraw HillWHAT ARE THE REWARDS OF STUDYING MANAGEMENT?The rewards of studyingmanagement include:•You will have an insider’s understanding of how to deal with organizations from the outside.•You will know from experience how to relate to your supervisors.•You will better interact with co-workers. •You will be able to manage yourself and your career. •You might make more money during your career. ?? ?? ????????????????????????? ????????? ????:??????• ????? ???? ??? ?? ?????? ?????? ??????? ?? ??????????.??????• ????? ?? ??? ??????? ????? ??????? ?? ????????.????• ??? ?????? ???? ???? ?? ????.?????• ????? ?????? ??? ????? ???? ??????.???????• ????? ??? ?????? ?? ????? ??? ?????.???????© ????????? © McGraw HillWHAT ARE THE REWARDS OF PRACTICING MANAGEMENT?The rewards of practicingmanagement include:•You and your employees can experience a sense of accomplishment.•You can stretch your abilities and magnify your range. •You can build a catalog of successful products or services. ?? ?? ?????????????????????????? ?????? ????:??????• ????? ??? ??????? ????? ??????.???????• ????? ????? ?????? ??????.?????• ????? ???? ?????? ???????? ?? ???????.???????© ????????? © McGraw HillWHAT MANAGERS DO: THE FOUR PRINCIPAL FUNCTIONS•Planning: Discussed in Part 3•Organizing: Discussed in Part 4•Leading: Discussed in Part 5•Controlling: Discussed in Part 6 ???? ????:??????????????? ????????????• :??????? ??? ??????? ?? ?????3• :??????? ??? ??????? ?? ?????4• :??????? ??? ??????? ?? ???????????• :??????? ??? ??????? ?? ?????6© ????????? © McGraw HillTHE MANAGEMENT PROCESSAccess the text alternative for these images.Figure 1.1: The Management Process © McGraw HillPYRAMID POWER: LEVELS OF AND AREAS OF MANAGEMENT•The Traditional Management Pyramid: Levels and Areas•Four Levels of Management•Areas of Management: Functional Managers versus General Managers•Managers for Three Types of Organizations: For-Profit, Nonprofit, Mutual-Benefit•Different Organizations, Different Management? ????? :??????? ?????????????????????• ??? ?????? :???????? ?????????????????• ????? ??????? ????????• ????? :?????? ???????? ????????? ????????????????????• ????? ???? ????? ?? :???????? ? ????? ???? ???? ????????????????• ?????? ? ?????? ????????????© ????????? © McGraw HillTHE TRADITIONAL MANAGEMENT PYRAMID: LEVELS AND AREASFigure 1.2 © McGraw HillFOUR LEVELS OF MANAGEMENT•Topmanagers make long-term decisions. •Middlemanagers implement the policies and plans of the top managers above them. •First-linemanagers make short-term operating decisions.•Team leader is responsible for facilitating team activities.•Nonmanagerial employees either work alone on tasks or with others on a variety of teams. ????? ??????? ????????• ??? ???? ???????? ?????? ?????.????• ??? ???? ???????? ?????? ?????? ???? ????????????.?????• ????? ???? ???? ???????? ?????? ??????????.?????• ???? ?????? ????? ?? ????? ?????.??????• ??? ???????? ???????? ??? ????? ?????? ?? ???????? ?? ?????? ?? ?????? ?????? ??.?????© ????????? © McGraw HillAREAS OF MANAGEMENT: FUNCTIONAL MANAGERS VERSUS GENERAL MANAGERS•Functional managers are responsible for just one organizational activity.•General managers are responsible for several organizational activities.D Dipasupil/Getty Image ????? :?????? ???????? ????????? ????????????????????• ?????????????????? ??????????????????.????• ??????????????????????????????????.?????© ?????????????????/ ????????? © McGraw HillMANAGERS FOR THREE TYPES OF ORGANIZATIONSFor-profit organizationsNonprofit organizationsMutual-benefit organizations ????? ????? ???????????????????????????????????? ?????????????? ????????????????© ????????? © McGraw HillDIFFERENT ORGANIZATIONS, DIFFERENT MANAGEMENT?Generally you would be performing the four management functions of planning, organizing, leading, and controlling, regardless of the type of organization.The measures of success is the single biggest difference. ?????? ? ?????? ???????????????? ? ??? ????? ????? ?????? ????? ??????????????? ???????? ? ??????? ??? ????? ?? ???.????????????? ?????? ???????????.???© ????????? © McGraw HillROLES MANAGERS MUST PLAY SUCCESSFULLYThe Manager’s Roles: How Do Managers Spend Their Time?Three Types of Managerial Roles:•Interpersonal•Informational •Decisional ??? ?? ???? ???????????????????? ?????????????:????????????:?????? ??????????????????????????• ????• ?????????• ?????© ????????? © McGraw HillTHE MANAGER’S ROLES: HOW DO MANAGERS SPEND THEIR TIME?•Managers are always working, and they are in constant demand.•Managers spend virtually all of their work time communicating with others.•Managers must be purposeful and proactive about managing their time. ????? :?????? ??? ???? ??????????????• ???????? ?????? ? ????? ??? ?? ???.????• ???? ???????? ???? ????? ????? ??????? ????????? ??.??????• ??? ?? ???? ???????? ?????? ???????????? ?????.?????© ????????? © McGraw HillTHREE TYPES OF MANAGERIAL ROLES: INTERPERSONAL, INFORMATIONAL, AND DECISIONALInterpersonal roles:•Figurehead, Leader, and LiaisonInformational roles:•Monitor, Disseminator, and SpokespersonDecisional roles:•Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator ???? ????? ?? ?????? :??????? ??? ? ??????? ??????????????????????:???????• ? ??????? ? ??????????????????:??????• ????? ????? ??????????????? ?????:??????• ???? ? ????? ?????? ? ????????? ????? ? ???????????????© ????????? © McGraw HillTHE SKILLS EXCEPTIONAL MANAGERS NEEDTechnical Skills: •The ability to perform a specific jobConceptual Skills: •The ability to think analyticallyHuman Skills: •“Soft Skills,” the ability to interact well with peopleAnd additional valued traits in managers. ??????????????????????????????????:?????• ?????? ??? ???? ???????????????????? ????????.????????????????:??????????• ?????? ??? ???????????????????????:???????• " ???????????????" ? ??? ????????? ??????? ???? ??? ???????© ????????? © McGraw HillTECHNICAL SKILLSHaving the requisite technical skills seems to be most important at the lower levels of management—that is, among employees in their first professional job and first-line managers. ??????????????? ?? ????? ???????? ????????????????? ???? ???? ????? ?? ????????? ??????? ??????— ?? ??? ????????????????? ??????? ????? ?????????.????????© ????????? © McGraw HillCONCEPTUAL SKILLSConceptual skills are more important as you move up the management ladder, particularly for top managers, who must deal with problems that are ambiguous but that could have far-reaching consequences. ?????????????????????????? ?????????? ???? ????? ???? ????? ?? ???? ?????? ??? ?????????????? ? ???????? ????? ??? ?? ???????? ????????? ??????? ???? ?????????? ????? ?????.?????© ????????? © McGraw HillHUMAN SKILLSThe most difficult set of skills to master but which are especially important with people in teams, an important part of today’s organizations. ??????????????????? ?????? ?? ???????? ??????? ?????? ???????? ??? ?? ?????? ?????????????? ??? ??? ??? ???????????????.© ????????? © McGraw HillTHE MOST VALUABLE TRAITS IN MANAGERSAmong the chief skills companies seek in top managers are the following:•The ability to motivate and engage others•The ability to communicate•Work experience outside the United States•High energy levels to meet the demands of global travel and a 24/7 world ???? ?????? ???? ???????????? ??? ???????? ???????? ???? ???? ???? ????????? ???? ???????? ??:???• ?????? ??? ????? ??????????????• ?????? ??????????• ???? ?? ????? ???? ??????????????• ??????? ???? ????? ?????? ??????? ????? ????????????7/24© ????????? © McGraw HillSEVEN CHALLENGES TO BEING AN EXCEPTIONAL MANAGERChallenge #1: •Managing for Competitive Advantage—Staying Ahead of RivalsChallenge #2: •Managing for Technological Advances—Dealing with the “New Normal”Challenge #3: •Managing for Inclusion and Diversity—The Future Won’t Resemble the PastChallenge #4: •Managing for Globalization—The Expanding Management UniverseChallenge #5: •Managing for Ethical StandardsChallenge #6: •Managing for Sustainable Development—The Business of GreenChallenge #7: •Managing for Happiness and Meaningfulness ???? ?????? ???? ???????????????????????? ???:1• ????? ??????????? - ?????? ?? ???????????????????? ???:2• ????? ???????????????????— ??????? ??" ????? ?????????????"?????? ???:3• ????? ?????????????— ???????? ?? ???????????????? ???:4• ???????????? - ???? ???????????????????:??????• ????? ?????????????????? ???:6• ????? ????????????— ??????????????? ???:7• ????? ??????????????© ????????? © McGraw HillCHALLENGE #1: MANAGING FOR COMPETITIVE ADVANTAGE—STAYING AHEAD OF RIVALSOrganizations must stay ahead in four areas •Being responsive to customers•Innovation•Quality•Efficiency ?????? ???:1?????? ?? ??? ???? ???????-?????? ?? ?????????????? ?? ??? ???????? ?????? ?? ??????????• ??????? ????????• ??????• ????• ?????© ????????? © McGraw HillCHALLENGE #2: MANAGING FOR TECHNOLOGICAL ADVANCES–DEALING WITH THE NEW NORMAL•Ecommerce•Far-ranging electronic management all of the time.•Data, data, and more data: a challenge to decision making•The rise of artificial intelligence: more automation in the workforce•Organizational changes: shifts in structure, jobs, goals, and management•Knowledge management and collaborative computing ?????? ???:2?????? ?? ??? ?????? ?????????? - ???????????????????• ?????????????????• ????? ????????? ????? ????? ????.?????• ???????? ????????? ??????? ?? :????????? ??? ???? ???????????• ???? ?????? :???????? ?????? ?? ?????? ?? ????????????• ????????? :????????? ??????? ?? ?????? ??????????????????????• ????? ??????? ?????????????????© ????????? © McGraw HillCHALLENGE #3: MANAGING FOR INCLUSION AND DIVERSITY—THE FUTURE WON’T RESEMBLE THE PAST•In the coming years there will be a different mix of women, immigrants, and older people in the general population, as well as in the workforce.•Some scholars think that diversity and variety in staffing produce organizational strength.•Clearly, however, the challenge to the manager of the near future is to maximize the contributions of employees diverse in gender, age, race, ethnicity, and sexual orientation. ?????? ???:3?????? ?? ??? ?????? ??????? - ?? ?????????????????????????• ?? ??????? ??????? ????? ???? ???? ????? ?? ???????????????? ????? ???? ?? ???? ? ?????? ????? ?? ?????.???????• ????? ??? ??????? ?? ?????? ??????? ?? ??????? ???? ???.???????• ?? ? ?????? ?? ? ??? ?? ?????? ???? ????? ???? ???????? ???????? ????? ??????? ???????? ???????? ?? ????? ?????? ???????????? ???????.??????© ????????? © McGraw HillCHALLENGE #4: MANAGING FOR GLOBALIZATION—THE EXPANDING MANAGEMENT UNIVERSE•Verbal expressions and gestures don’t mean the same thing to everyone around the world. •Failure to understand cultural differences can affect organizations’ ability to manage globally.•Globalization is the increasingly interconnected nature of business around the world.•Managing for globalization will be a complex, ongoing challenge. ?????? ???:4???? ?????? ??????? -GLOBALIZATION FOR MANAGING• ????????? ????????? ??????? ? ???? ??? ????? ?????? ?? ?????????.??????• ???? ?? ???? ????? ?? ??? ???????? ???????? ??? ???????????? ??? ?????? ??? ??????.???????• ??????? ?? ??????? ????????? ???? ?????? ?????? ???????? ?? ?????????.??????• ????? ?????? ?? ??? ??????? ?????? ??????.????????© ????????? © McGraw HillCHALLENGE #5: MANAGING FOR ETHICAL STANDARDS•Recent incidents point to serious repercussions when people fail to realize that ethical standards must be followed in every area of life.•Ethical lapses have the potential to do great harm, and not only financial harm. ?????? ???:5?????? ?? ??? ???????????????• ???? ??????? ?????? ??? ??????? ????? ????? ????????? ?? ????? ???? ????? ???????? ??????? ?? ?????? ?? ?????.??????• ????? ?????? ??????? ??? ???????? ????? ??????? ???? ????? ??????.???© ????????? © McGraw HillCHALLENGE #6: MANAGING FOR SUSTAINABLE DEVELOPMENT—THE BUSINESS OF GREEN•Our economic system has brought prosperity but in doing so has often assumed an unlimited supply of natural resources.•We now believe some of the actions and decisions of the past have caused irreversible damage to the environment.•The United Nations addressed these issues by adopting a set of 17 Sustainable Development Goals.•Clearly sustainable development is a critical issue facing businesses today. ?????? ???:6?????? ?? ??? ??????? ????????? - ?????????????• ??? ??? ?????? ???????? ? ??????? ????? ????? ?? ???? ?? ?????????? ??????? ??? ?????? ?? ???????.????????• ????? ??? ?? ??? ???????? ????????? ?? ?????? ????? ?? ???? ???? ?????.????• ?????? ???? ??????? ??? ??????? ?? ??? ???? ?????? ?? 17???? ???????.?????????• ?? ?????? ?? ??????? ????????? ?? ???? ????? ????? ??????????????.?????© ????????? © McGraw HillCHALLENGE #7: MANAGING FOR HAPPINESS AND MEANINGFULNESS•Research shows that a sense of meaningfulness in your life is associated with better health, work and life satisfaction, and performance.•Build meaning into your life by: •Identifying activities you love doing•Finding a way to build your natural strengths into your personal and work life•Going out and helping someone ?????? ???:7?????? ?? ??? ??????????????• ???? ?????? ?? ?????? ??????? ?? ????? ??????????? ????? ?????? ?????? ?? ??????.??????• ???? ???? ?? ????? ??:???• ????? ?????? ???? ??? ?????????• ????? ????? ????? ???? ???? ???????? ?? ????? ???????????????• ?????? ??????? ?????© ????????? © McGraw HillBUILDING YOUR CAREER READINESSFigure 1.3Sources: National Association of Colleges and Employers, “Are College Graduates ‘Career Ready’?” February 19, 2018, https://www.naceweb.org/career-readiness/competencies/are-college-graduates-career-ready/. Data derived from NACE’s “Job Outlook 2018” and “The Class of 2017 Student Survey Report.”Access text description for images. © McGraw HillFIGURE 1.4 MODEL OF CAREER READINESSAccess text description for images. © McGraw HillDEVELOPING CAREER READINESS•Build self-awareness.•Learn from educational activities.•Model others possessing the targeted competencies.•Learn from on-the-job activities.•Seek experience from student groups and organizations.•Experiment. ????? ???????????????• ???? ?????.??????• ???? ?? ??????.?????????• ????? ?????? ????? ??????? ????????.?????????• ?????? ?? ?????? ??? ???.?????• ????? ?? ?????? ?? ??????? ?????.?????????• .?????© ????????? © McGraw HillMANAGING YOUR CAREER READINESSThree keys to success.1.It’s your responsibility to manage your career. Don’t count on others.2.Personal reflection, motivation, commitment, and experimentation are essential.3.Success is achieved by following a process. ????? ?????????????????? ??????.??????.1 ??? ??? ????? ??????? ????? ????? .??????? ? ????? ???.??????.2 ??????? ? ?????? ? ???????? ? ???????? ???????? ????.??????.3 ????? ?????? ??????.?????© ????????? © McGraw HillSTEPS FOR DEVELOPING CAREER READINESSSTEP 1: •Examine the list of career readiness competencies and pick two or three that impact your current performance.STEP 2: •Consider how you can use material from the text to develop your targeted career readiness competencies.STEP 3: •Experiment with small steps aimed at developing your targeted career readiness competencies.STEP 4: •Evaluate what happened during your small-step experiments. ?????????????????????????????????:1• ???? ????? ?????? ???????? ??????? ????? ?????? ?? ????????? ???? ??? ?????.????????????:2• ?? ?? ??????? ??? ????? ??????? ???? ?? ???? ???????????? ???????? ???????.???????????????:3• ??? ????? ????? ???? ??? ????? ?????? ???????? ???????.???????????????:4• ????? ?? ??? ????? ??????.???????© ????????? © McGraw HillA PROCESS FOR DEVELOPING CAREER READINESSFigure 1.5Process for managing career readiness. Kinicki and Associates, Inc. 2022Access text descriptions for images. ????????????????????????????????1.5???????????????????.?????????Kinicki? ???????.???2022?????? ??? ????? ????.?????© ?????????? © McGraw HillMAKE IT A HABITA simple way to approach the task of managing your career readiness: Make it a habit.•Identify something specific you want to accomplish.•Identify a simple, tiny change you can implement. ?????????????? ????? ??????? ?? ???? ?????????????:??????? ??????.????• ??? ????? ?????? ????.??????• ????? ????? ???? ????? ?????.??????© ????????? Because learning changes everything.®Week 2 (PPT2A) CHAPTER 2MANAGEMENT THEORYEssential Background for the Successful Manager©Olivier Renck/ Getty Images© 2022 McGraw Hill. All rights reserved. Authorized only for instructor use in the classroom.No reproduction or further distribution permitted without the prior written consent of McGraw Hill. © McGraw HillLEARNING OBJECTIVES2-1Describethe development of current perspectives on management.2-2Discuss the insights of the classical view of management.2-3 Describe the principles of the behavioral view of management.2-4Discuss the two quantitative approaches to solving problems.2-5Identify takeaways from the systems view of management. 2-6Explain why there is no one best way to manage in all situations.2-7 Define how managers foster a learning organization, high-performance work practices, and shared value and sustainable development.2-8 Describe how to develop the career readiness competency of understanding the business. ???????????2-1??? ???? ????? ????? ??????? ???.??????2-22-3???? ??? ?????? ?????????.????????? ????? ?????? ????????.??????2-42-52-6???? ??????? ??????? ??? .??????? ????? ??????? ??????? ?? ??????? ??????.?????????? ??? ??? ???? ???? ????? ????? ??????? ?? ????.???????2-7????? ????? ???? ???????? ?????? ????? ?????? ???????? ?????????? ????? ??????? ???????? ????????.?????????2-8??? ????? ????? ????? ???????? ??????? ????.??????© ????????? © McGraw HillMANAGE YOU: WHAT TYPE OFWORK ENVIRONMENT DO I PREFER?•What Does It Mean for You?•How Can You Get a Job in a Peopled Organization? :?????? ?? ?????????????? ???????• ???? ???? ??????????• ??? ????? ?????? ???????? ?????????????© ????????? © McGraw HillEVOLVING VIEWPOINTS: HOW WE GOT TOTODAY’S MANAGEMENT OUTLOOKCreating Modern Management: The Handbook of Peter DruckerSix Practical Reasons for Studying This ChapterThe Progression of Management Perspectives ????? ??? :?????? ??? ????? ??? ???????????? ???????????????? ?????? :??????? ???? ???????????? ????? ????? ?????? ???????????? ????? ?????????© ????????? © McGraw HillCREATING MODERN MANAGEMENT: THE HANDBOOK OFPETER DRUCKER.Understanding management history can assist you in determining the type of management style you prefer.Drucker introduced several ideas that now underlie the organization and practice of management.•Workers should be treated as assets.•The corporation could be considered a human community.•There is “no business without a customer.”•Institutionalized management practices are preferable to charismatic cult leaders.Jonathan Alcorn/ZUMAPRESS/ Newscom ????? ????? :????? ???? ????.????????? ?? ?????? ??? ????? ?????? ?? ???????? ????? ?????? ????.???????? ????? ?????? ?? ?????? ???? ???? ??????? ????? ???????.??????• ??? ?????? ??????.?????• ???? ?????? ?????? ??????.?????• ? ???? ??? ????.????• ??????? ?????? ???????? ?? ????? ????????????.??????????© ??????????????????????/ ????????/ ??????? © McGraw HillSIX PRACTICAL REASONS FOR STUDYING THIS CHAPTER1. Understanding of the present2. Guide to action3. Source of new ideas4. Clues to the meaning of your managers’ decisions5. Clues to the meaning of outside events6. Producing positive results ??? ????? ???????????? ????????.1 ?????????.2 ?????????.3 ???? ?????????????.4 ???? ??? ???? ???????????.5 ???? ??? ???? ??????????????.6 ?????? ??? ????????????© ????????? © McGraw HillFIGURE 2.1 PROGRESSION OF MANAGEMENT PERSPECTIVESAccess the text alternative for slide images. © McGraw HillCLASSICAL VIEWPOINT: SCIENTIFIC ANDADMINISTRATIVE MANAGEMENT•Scientific Management: Pioneered by Taylor and the Gilbreths•Administrative Management: Pioneered by Spaulding, Fayol, and Weber•The Problem with the Classical Viewpoint: Too MechanisticBettmann/Getty Images ???? ??? :??????? ??????????????????• ?????? :??????? ??????? ???????????????• ??????? :?????? ???? ?? ???? ?????????????????• ????? ???? ????? :???????????????????© ????????????Bettmann/ ???? © McGraw HillSCIENTIFIC MANAGEMENT: PIONEERED BY TAYLOR AND THE GILBRETHSFrederick Taylor and the Four Principles of Scientific Management:•Evaluate a task by scientifically studying each part of it.•Carefully select workers with the right abilities for the task.•Give workers the training and incentives to do the task with the proper work methods.•Use scientific principles to plan the work methods and ease the way for workers to do their jobs. ?????? :?????????????????????????????????? ?????? ???????? ?????? ??????:???????• ????? ???? ?? ??? ????? ????? ??? ???.????• ???? ?????? ?????? ??? ??????? ????????.??????• ????? ?????? ??????? ???????? ?????? ??????? ??????? ?????.????????• ??????? ??????? ??????? ?????? ?????? ????? ?????? ?????? ???????????? ????.???????© ????????? © McGraw HillSCIENTIFIC MANAGEMENT: PIONEERED BY TAYLOR AND THE GILBRETHSBettmann/Getty Images•Frank and Lillian Gilbreth and Industrial Engineering.•Identified 17 basic motions and applied them to work processes to determine whether the tasks could be done more efficiently.•Demonstrated they could eliminate motions while reducing fatigue for some workers.•The Gilbreths are important because they reinforced the link between studying the physical movements in a job and workers’ efficiency. ?????:??????????? ???????????????• ????? ??????? ?????? ????????.????????• ????? 17 ???????? ??????? ???????? ?????????? ????? ?????? ?? ??? ??? ????????? ?????? ???? ????.?????• ?????? ???? ???????? ?????? ?????????? ?? ????? ????? ????.??????• ????? ?????Gilbreths ???? ???? ????????? ??? ????? ??????? ??????? ????????? ??????.??????© ????????????Bettmann/ ???? © McGraw HillADMINISTRATIVE MANAGEMENT: PIONEERED BY SPAULDIN