أ. شريف نايف عوايص

محاضر في ادارة الأعمال- رئيس قسم التسجيل - عمادة القبول والتسجيل

المستويات الادارية

Management Levels

 

 The extent to which managers perform the functions of management - planning, organizing, directing, and controlling - varies by level in the management hierarchy. The term supervisor could be applied at all management levels of the organization to those who direct the work of others. In common usage, however, the title tends to be used only in the first level of the management hierarchy. If an organization were divided into top, middle, and lower managerial levels, the term generally applies to the lower level.

Supervisors are managers whose major functions emphasize directing and controlling the work of employees in order to achieve the team goals. They are the only level of management managing non-managers. Thus, most of the supervisor's time is allocated to the functions of directing and controlling. In contrast, top managers spend most of their time on the functions of planning and organizing. The top manager determines the mission and sets the goals for the organization. His or her primary function is long-range planning. Top management is accountable for the overall management of the organization. Middle management implements top management goals. Supervisors direct the actual work of the organization at the operating level.

Keystone in the Organization

The keystone view, identified by Professor Keith Davis, is many people's ideal of a supervisor's job*. The comparison between an archway and an organization is very interesting. Without the keystone (supervisor), the arch (organization) collapses. The keystone is the central topmost stone of an arch. It is an essential part because it takes the pressure of both sides, exerts pressure of its own and uses them to strengthen the overall arch. The keystone supervisor is the main connector joining management and employees making it possible for each to perform effectively. Supervisors are the level of management linking the operations of each department to the rest of the organization. This view underscores the critical importance of developing people at all levels.

Employees need their jobs and want to know what is expected of them and how their work relates to the whole process. The supervisor is the point of contact in the satisfaction of these needs for employees. By his or her efforts toward productivity and efficiency, the supervisor helps make the company successful, which preserves and creates jobs. By interpreting policies and giving instructions and information and through normal, everyday contact with employees, the supervisor serves as the point of contact with management. The keystone has determined that he or she will control the job instead of the job controlling him or her. Thus, It is the confidence in self that will help determine the success of the manager.

*Keystone used by Keith Davis, Human Relations at Work: The Dynamics of Organizational Behavior, New York: McGraw-Hill, 1957 is now in its 10th edition, John W. Newstrom and Keith Davis, Organizational Behavior: Human Behavior at Work 10th Edition, McGraw Hill, 1996.

 


الملفات المرفقة

التقويم الأكاديمي

البوابة الالكترونية للنظام الأكاديمي

 

الأسئلة المتكررة

 

الأسئلة المتكررة

دليل الطالب التعريفي

خواطر

نحو مجتمع متكافل !

التعاون

هل نكره التعاون ؟

هل نحن نعيش حقا في مجتمع يساعد فيه الناس بعضهم بعضا , بدرجة تسمح لنا أن نقول أنه  قد تحققت فينا الآية الكريمة : ( وتعاونوا على البر والتقوى ولا تعاونوا على الإثم والعدوان ) , هل تحقق التعاون بمعناه القرآني في الحاجات وفعل الخيرات , أو كما في النص : ( بالبر والتقوى )

التقويم

Managemen

Motivation

Principles of Management

Time Management Skills

عمادة القبول والتسجيل

حفل تخريج الدفعة الثالثة

 

تابع أخبار الجامعة

 

Managers And Managing

Management Theories

Org.Enviorenment

Planning Function

 

Motivation

 

ERP-Process

Management Study Guide


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الخدمات الالكترونية لأعضاء هيئة التدريس والموظفين

 

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