Contemporary Management

Contemporary Management (A brief study of managerial rules And applications) Presented by: Mohamed kamal El Esaway Mona Farok mohamed Samar Mohamed Safa Yasser Khater Ali Supervision by Dr. Randa Group 1A; First semester 2018, Cairo, Egypt, Graduate School of Business, Arab Academy for Science, Technology & Maritime transport  Index Content PAGE 1 Chapter1: Introduction 3 2 Chapter 2: Definition of management & managers 4 3 Chapter 3: Mintzberg managerial roles 5 4 Chapter 4: Organizational Culture & environment 8 5 Chapter 5: Motivation 15 6 Chapter 6: Organizational structure 20 7 Chapter 7: Monitoring 25 8 Chapter 8: Forces changing organizational behavior 29 9 Chapter 9: CSR 39 10 Chapter 10: Conclusion 40 References 41 Introduction During our interesting contemporary management course, we gained many new information that helped us all in various fields; either public or private, to improve ourselves, enrich our knowledge & enhance our skills. Thanks to Dr. Randa, this course was not just a part to study but it was life-coaching course that would –of sure- help us a lot in our practical life in the future. Before we start, we would all like to thank you “Dr. Randa” for teaching us in such an exciting way & your being there for us anytime we need. You made us eager to read more & more about management & to improve our surrounding society. In this paper, we are dealing with some definitions concerning management, also main roles of managers in most organizations Then , we had two meetings with two middle-line managers; one in the public sector (MOH) , the other in the private sector (Cook Door restaurants) where we asked them about their nature of their jobs, the best & worst parts , the obstacles they face & how they manage. At the end, we concluded some main points that could be taken as advice.  Definitions Management: - Organization & co-ordination of the activities of a business to achieve defined objectives. - The basic task management includes innovation & marketing. - The main functions of managers in any organization are: 1) Planning 2) Organizing 2) Leading 4) Monitoring Manager: - Person who coordinates & overseas the work of a group of people in an organization so that it can be accomplished effectively & efficiently.  Mintzberg managerial roles The Nature of Managerial Work Managers are responsible for all the processes of getting activities completed efficiently and setting and achieving the goals through four important management functions: planning, organizing, leading, and controlling. Mintzberg, born 1939; following managers for several weeks and he concluded that, managers assume many roles to meet the demands that performing their functions. He identified ten common roles for the work of all the managers. These roles are divided into three groups: Interpersonal (ensuring that information is provided). Informational (link all managerial work together). Decisional (making significant use of the information). Figure 1.1 Ten Managerial Roles(Management- Principles- (V1.0).December,29,2012. Group One: Interpersonal Roles: Figurehead: Manager represents the Organization in all matters of formality and represents legal and social natures. Leader: Manager responsible for the relation and the direction of employees. Liaison: Manager interacts with outside contacts of the organization. By these interpersonal roles; the manager is placed in a position to get the information. Group Two: Informational Roles: Monitor: Manager receives and collects the internal and external information of the organization. Disseminator: Manager transmits outside information into the organization. Spokesperson: Manager transmits the information outside the organization; the top level manager serves as expert on organizational industry. By these informational roles, the manager is placed as nerve of the organizational decision making. Group Three: Decisional Roles: Entrepreneur: Manager searches for change and any opportunities. Disturbance Handler: Manager responsible for handling any threats that effect on the organization and do the necessary corrective actions. Resource Allocator: Manager authorizes the important decisions before they are implemented. Negotiator: Manager represents the commitment of his organization in any negotiation. Comparison of the manager roles between (Supply Chain Manager in Private Sector (Cookdoor) & ( Custom Release Manager in MOH) public sector. Meeting on 13/8/2018 with Mr. Sameh Gerges who is the manager of Supply chain Department in a private company for FMCG (fast- moving customer goods) to analysis the basic management functions and the managerial roles that he plays in the organization. Point of management Roles ( Mintzberg) Supply Chain Manager ( Private Sector) Custom Release Manager (Public sector) Interpersonal roles Figurehead Omnipotent , daily routine works Symbolic, daily routine works Leader Highly motivation & directional Highly motivation & directional Liaison High network Low network Informational Roles Monitor Key person Receives a variety of information Disseminator Highly activated for data received to be implemented Low Spokesperson Low of informational transmission to outside the Org. Low of informational transmission to outside the Org. Decisional Roles Entrepreneur Searching for any opportunity Low ( only the routine and daily work) Disturbance handler Team leader in case of any troubles Weak and transfer the troubles to the upper limit Resource allocator High Low Negotiator High negotiator manager Away from any negotiation Organizational Culture & Environment Culture: The first one who scientifically define the culture was an anthropologist , Edward B. Taylor (1871), “that complex whole which includes knowledge, beliefs, arts, morals, laws, customs, and any other capabilities and habits acquired by [a human] as a member of society." Culture may be the whole complex of distinctive spiritual, material, intellectual and emotional features that characterize a society or social group, Declaration in Mexico City on Cultural Policies, UNESCO (1982). For the above definitions we will be sure that the definitions are emphasize on the human.It contains many elements such as: customs and habits, languages, religion, moral standards, values, opinions and live styles, education, arts, and social institutions (family, school, policies, etc…) (Hager, 2011). Organizational Cultures: Geert (2014), in his website, refers to organizational culture as “the collective programming of the mind that distinguishes the members of one organization from others”. It is a system of shared assumptions, values, and beliefs that helps individuals understand which behaviors are and are not appropriate within an organization. Dimensions of Organizational Culture: Figure: 2 Dimensions of Organizational Culture. Source: Adapted from information in O’Reilly, C. A., III, Chatman, J. A., & Caldwell, D. F. (1991). People and organizational culture: A profile comparison approach to assessing person- organization fit. Academy of Management Journal, 34, 487–516. Innovation Culture: Organizations are stimulated to innovations. Aggressiveness Culture: Organizations are competitive not cooperative and this fall shortly. Outcome oriented Culture: the important values are achievements, results. People oriented Culture: Organizations treat people with highly respectful. Team Oriented Culture: Organizations are more Cooperative through employees. Detail Oriented Culture: Organizations are more focusing for precisions. Stable Cultures: Organizations are stable. Predictable, rule oriented. For the discussion with the supply chain manager and the custom release manager we ask many inquires that will be able to know the type of the organizational culture and environment that both are in: Both Managers are omnipotent that they really responsible for the success and failure of their organizations. But in the private sector; the supply chain manager is being controlled by the top management every month to know the profit and loss, the defects of the department through that affect for all the related departments (Quality, Production, Customer service …). Comparison of both sectors to know the characteristics of the Organization Culture we find the following: Characteristics ( Dimension) Supply Chain Manager ( Private Sector) Custom Release Manager (Public sector) Attention to detail High, from 1 year it was low ( Changing the Top management) High Outcome Orientation Low Low People Orientation High High Team Orientation High Low (communicate descending position) Aggressiveness High , from 1 year it was low Low Stability Low , many decisions affect badly for the work High Innovation and Risk taking High , in the past was more than now Low Through our meeting we ask many questions to know the type of the organization culture to know if it’s strong or weak:  With Supply Chain Manager: Although the number of the employees more than one thousand and six hundreds but many of the employees are away from each other’s especially they are separated between the restaurants and the Distribution center and the Factory. Also; there is no time to meets both of sections; only one time on Ramadan (fasting month) they meet to play a football game for two hours but it missed to be friendly. The ages for organization are variables between the Restaurants and the factory; the Middle managers are stay for more than twenty years. The Restaurants managers (First line managers) are fresh i.e. one year by maximum. The first line managers in the factory & Distribution Center are aged more than fifteen years but they were depressed regarding to the policy of attention to detail of the top manager. Once we start to talk about the employee stability; he starts to be very angry especially that in all of the sections of his sector (warehousing, Fleet, Customer Service, Purchasing and planning) he suffers from a very high turnover. For the original culture; it started as team cooperation and very good internal climate between the Top management and the small labor but time by time it went to be far. Now they start again to be more close to all the managerial levels until the labors. For the innovations; they are leading for this as the type of this sector needs new innovations and risk taking to achieve their target. For his role of managing the tasks and the work he start to be aggressive due he needs to reduce all the nonconformities and to achieve the target. For learning cultures to the employee; most are telling stories for their spirit of the organization. The new employees see that the activities reinforce the value of the organization. Many words are built in the place (Mister, please, in case of…with very polite voices). All have one target: how we obtain the customer satisfaction all the time. With Custom Release Manager: The number of the employees is small for his sector. The ages are high due to the consistency of the employees and there is no turnover. As the sector is public so, they are controlled by laws (may be ancient) but they do as they start after the training in the beginning of the work. The top management only knew what’s important to do. For the innovations and risk taking, the sector has limited innovations and risk taking regarding to their position. Sources Organizational Culture Supply Chain Manager ( Private Sector) Custom Release Manager (Public sector) Org. Founder Vision & Mission No founder Past practices Change for doing things to be more easy and fast Fixed Continuation New hiring of a clever and high performance employee to be able to achieve the org. target. Stable employees Learning Cultures Stories, rituals, Language Rituals, language  Comparison between the Organization Environment we find the following: With Supply Chain Manager: All the environmental changes affect direct for the sector starting from the internal ones: suppliers changes the pricing and Quality, Customers need all the delivery in the good timing with the lower prices, competitors may have innovations and new items that affect for the business for the Organization and the public pressure through the new governmental policy that increases the Solar prices and this affect for all the supplying and demands. For the external Environment that affect for the sector; due to its FMCG industries the organization is affected direct how: New innovations of the food brands affect for the sales. New technology that using a new raw material/ packaging materials also affect. Global and demographic changes have small change of the industry due to the nature. With Custom Release Manager: Due to the type of work; the external environment had a little effect. The regulations in the Egyptian Law that related to customs are clear. Economic situations may affect for the importing of some raw materials, drugs that need to be more deeply for the inspections to maintain the public health. Global and demographic changes a very little change Problems that manager in private sector faced: Increasing of the turnover in his departments. The policy of attention to details (that do by the general manager) affects badly for the efficiency and continuality of the daily work. Suffering from aggressiveness during his work and the bad performance that he transfers to the first line managers. The role of HR Department needs to be more active for hiring employees that have the ability to work under pressure, monitor, and evaluate the organization activities and to be discussed with the top management  Motivation Manager can motivate his subordinates by know two points, job satisfaction and Morale. Job satisfaction is degree of enjoyment people derive from performing their jobs. Morale is overall attitude that employees have toward their workplace. Booming economies of the 90’s forced companies to work harder to retain current employees, and to offer creative incentives to secure new employees. Leading companies comp up with innovation benefits designed to keep employees happy, boost satisfaction, and enhance morale. Motivation in the workplace: The set of forces that cause people to behave in certain ways.The inner strivings that initiate a person’s actions. Equity Theory:  Employees seek to maintain equity between inputs (Expertise, qualifications, experience, personal qualities and interpersonal skills) they bring to a job outcomes (monetary compensation, power, status, flexible working arrangement, job variety and satisfaction of ambitions) they receive from it. A relationship between employees’ motivation and their perception of being treated fairly. Employees seek to ascribe values to their inputs and outputs. An employee will consider that he is treated fairly if he perceives ratio of his inputs to his outcomes to be equivalent to those around him. Thus it would be acceptable for a more senior colleague to receive higher compensation, since the value of his experience is higher. Employee perceptions of inputs and outcomes of themselves and others may be incorrect. Thus perceptions need to be managed correctly. An employee who believes he is under-compensated may reduce effort. An employee who believes he is over-compensated may increase his effort. However he may also adjust the values that he ascribes to his own personal inputs. Tips for employee motivation: The primary aim of your company Employees will be more motivated if they understand the primary aim of your business. Establish how clear they are about your company’s principles, priorities and vision. Obstacles stop employees performing to best effort Questionnaires on employee motivation should include questions about what employees are tolerating in their work and home lives. The company can eliminate practices that weaken motivation.  Really motivates your staff We often assume that all people are motivated by the same things. That big mistakes but actually people are motivated by a range of factors. They motivated by financial rewards, status, praise and acknowledgment, competition, job security, public recognition, fear, perfectionism, results…ext. Employees feel empowered Employees feel they have job descriptions that give them some autonomy and allow them to find their own solutions. They are given a list of tasks to perform and simply told what to do? Any recent changes in the company that might have affected motivation If Company has made redundancies, imposed a recruitment freeze or lost a number of key people – this will have an effect on motivation. Collect information from employees about their fears, thoughts and concerns relating to these events. Even if they are unfounded, treat them with respect and honesty. Patterns of motivation Employees should know who is most motivated and why? And what lessons can you learn from patches of high and low motivation in company? Employees goals and company goals aligned The company needs to establish how it wants individuals to spend their time based on what is most valuable. This needs to be compared with how individuals actually spend their time. May find employees are highly motivated but about the “wrong’ priorities. Employees feels about the company They feel safe, loyal, valued and taken care of or not. They feels taken advantage of, dispensable and invisible. We have to ask our employees what would their loyalty and commitment. Employees are involved in company development Employees feel listened to and heard. They are consulted. If that they are their opinions taken seriously. There are regular opportunities for them to give feedback. The company’s internal image consistent with its external one Company may present itself to the world as the ‘caring airline’, the forward thinking technology company or the ‘family hotel chain’. Employees would have been influenced, by this image when they joined your company. If manager do not mirror this image in the way you treat employees, manager may notice motivation problems. David McClelland’s needs-based Motivational model: These needs are found to varying degrees in all workers and managers. This mix of motivational needs characterizes a persons or manager’s style and behavior, both in terms of being motivated, and in the management and motivation of others. The need for achievement: (Achievement Motivated) He seeks achievement, attainment of realistic but challenging goals, and advancement in the job. There is a strong need for feedback as to achievement and progress, and a need for a sense of accomplishment.  The need for authority and power: (Authority Motivated) This driver produces a need to be influential, effective and to make an impact. There is a strong need to lead and for their ideas to prevail. There is a need towards increasing personal status and prestige. The need for affiliation: (Affiliation Motivated) He has a need for friendly relationships and is motivated towards interaction with other people. The affiliation driver produces motivation and to be liked. These people are team players. In my opinion the manager should be: - Provide effective, supportive non-intrusive supervision - Allow time before meetings for subordinate to chat, connect and build good relationships. - Create and support a culture of respect and dignity for all team members. - Build job status by providing meaningful work for all positions. - Recognize workers’ contributions and match their abilities with the right job fit. - Provide training and development plans. Organizational structure It defines how the work group is formed, organized & communicate. It also clarifies the authority & how takes the final decisions. Any organization must have a clarified hierarchy that determines functions, positions, relationships & delegations. Importance: 1) Each worker knows his task & responsibility. 2) Helps the manager to concentrate on his own role. 3) Minimizes duplication of effort & conflicts 4) Avoids overlapping of functions 5) Clarifies to whom & for whom employees are responsible Purpose: 1) Divides work to specific departments & tasks. 2) Assigns tasks & responsibilities for each specific job 3) Setting up relations b/w individuals, groups & departments. 4) Sets up formal lines of authority. 5) Allocates organizational resources. Organizational relationship: Formal: Departmentalization, work division, framework of managerial authority & accountability. Structure should be flexible, well-defined & definite authority  Informal: Social one; helps to distribute information more broadly & rapidly. Yet, it is more spontaneous & ill-defined. Types: 1) Tall (centralized): complex, taller hierarchy, long chain of command, many managers; each control a small area. * Advantages: (a) Close supervision results in better quality of performance. (b) Improves discipline & superior- subordinate’s relationships. (c) More time for managers to plan & organize> (d) Encourages development if staff. * Disadvantages: (a) Many levels of management leading to delay & distortion. (b) Decisions & actions are delayed. (c) More costly. (d) More dominating manager’s results in less freedom. 2) Flat (decentralized): few managers controlling broader areas, empowering employees & encourages creative talents & collaboration. * Advantages: (a) less costly. (b) Quick decisions & actions (c) Fast clear communication. (d) Less dominating superiors (more freedom). * Disadvantages: (a) Many subordinates may result in loose control. (b) Bad relations may affect team work. (c) Needs efficient experienced supervisors. (d) May affect performance (better for routine work). - Org. chart: drawn lines showing authority, responsibility, delegation & accountability. * Types: (a) Vertical= upper management at the top with formal lines down (most common)  (b) Left-to-right= upper management at the left, clarifies the length of chain of command.  (c) Circular= upper management in the center with outward flow of successive positions of circles. Standards for evaluating the effectiveness of organizational structure: Line authority relationships are clarified & easily defined. Staff authority relationships are clarified & easily defined. Functional authority relationships are clarified & easily defined. Service personnel functions are clearly understood.\ Source: www.slideshare.net/ University of Bohol Graduate School & Professional Monitoring (controlling) An important role for managers. It means following up of the activities of an organization through analyzed data to ensure that they cope with the established plans & desires results. It ensures that right things happen in the right way at the right time. This process helps managers to keep the organization in its chosen track. Monitoring involves 5 steps: Setup the standard for performance. Review the current performance. Compare between both. Detect deviation & its reasons. Take corrective actions. Types of Standards: Output = Performance Input = Work efforts Types of Control: Preliminary (Forward) = before the work begins, ensures that right resources are available & directions are implemented correctly. Steering (Concurrent) = during the work process, ensures that the steps are done correctly. Post action (feedback) = after the work ends, focuses on end-result as compared to inputs & activities. Purpose & goals: Collect information regarding project quality. Let the stakeholders share in implementation. Helps to reach the possible solutions for the problems detected. Be aware with the real resources. Estimate the progress of the project. Establish strong relations between stakeholders & the organization. Control can also be divided into: Internal: self-control, helps to increase motivation. It requires clear performance objectives & good support. External: supervision through formal system including appraisal systems, compensation & benefit, discipline & management by objectives. What to monitor? * Physical = quality & time (effectiveness) * Financial= cost & expenses * Overall performance Mechanisms: - Reports (reg. or spec.) Visits observations Meetings/ reviews Studies Special tools ** (Decided acc. To project manager level) ** Management information system (MIS) as a measuring tool: Information are collected, organized, maintained, analyzed & interpreted to help assessment of better decisions & taking the right corrective action (a computerized MIS is a must) It is mainly a 3 “A” process Assessment (WHAT)….Analysis (WHY)….Action (HOW) Diff. bet. Monitoring & Evaluation: Monitoring Evaluation Continuous Oversight progress Focus on input, output, process & results Translates objectives to performance Collect data routinely Report progress to stakeholders & alert them to problems Internal self-assessment. Periodic In-depth analysis Focus on output Answers why & how Helps in setting strategies & policies Internal & External assessment Source: /www.slideshare.net/NITCALICUT_SOMS/controlling Forces Changing Organizational Behavior Organizational Change and Managers as Primary Change Agents Organization change means that the organization will differ in its quality of work or in its structure this can be in form of changing individual jobs or the working groups, working units or may be the overall organization. Organizational change is very important process in adjusting the organization performance seeking ideal state. The change may be reaction to the environment changes, or response to problems or crisis or may be a process of adjustment. Causes of organizational changes According to Van De Ven and Poole (1995 ) can be explained by one of three theories : 1-Teleological theory. 2- Life cycle theory. 3-Dialectical theory. Teleological theory: It suggests that organizational changes to reach its ideal state through continuous goal setting, Execution, evaluation and restricting. life cycle theory : It considers that the organization rely on the external environment and also on cycles through birth stages, growth, maturation and declination. Dialectical theory : It assumes that the organization is like a multi-cultural society with variable and opposing values where organizational change occur when a particular force dominates leading to change in organizational goals and value. Targets of organizational Change according to (Yang, Zhou and Yu, 2009) : (Vision, Strategy, culture, structure, system, production technology and leadership style) Vision: it represent the organization core value it also affected by the external environment so any change in the organization its vision should be determined to be preserved. Strategy : it’s the long term goals ,steps and resources required in the organization decision making and change in strategy may be : 1-enterprise strategy change (Ex: low cost strategy) 2- Overall strategy Changes (Ex: Multiple-angle management) 3-Global expansion strategy Change. Culture: It represent the members’ collective value, norm and basic assumptions. And the change in the explicit culture is easier than the implicit culture. Structure: it represent the authorities and the duties of the organization. Changing the organization structure through power allocation, formalization level or Different organization. System: it is policies and procedure, performance evaluation method and regulations used to regulate work inside the organization. Production science and technology: machines, tools, Knowledge, computers used in the production process. Leadership: it is the influential force inside the organization which affect the interaction between the members and the group Dynamic. Types of Organizational Change : A- Evolutionary: this type of change is gradual, intermittent and narrowly-focused (George,& Jones, 2007;Miller, 1980/1982) & its used mainly for continuous improvement . B-Revolutionary: which is dramatic, rapid and broadly focused change & its main cause when the method of operation of theorganization can not meet the demand of the external environment so change needed to be rapid and in short period for the survival of the organization. This type of change has three forms: Reengineering. Restructuring. Innovation. Reengineering: dramatically change in the business process for achievement of radical improvement in the performance process such as quality, services and speed . Restructuring: when there is rapid performance dropping there is need for restructuring for example downsizing. Innovation: is successful use of resources and skills to create new goods, services and technologies leading to better customer satisfaction. Organizational Change process: Lewin’s Force Theory of Change: This Theory suggest that for successful organizational change there are three steps process: Unfreezing. Moving. Freezing. 1-Unfreezing: starts form understanding the motive For change and it passes through three stages: A-getting information indicating that the organization is not in its ideal state. b-relate the information to the organization most important goal. c-suggest a solution to minimize the members insecurity feeling and reduce their resistance to change. 2-Moving: it is a complicated process including the goal setting, resource finding, planning and Finally execution .this step has two forms either “Problem solving orientation” or “vision Orientation”. 3-Freezing: for stabilizing the change achieved. Kotter’s Eight Steps Chadnge Model Also Can Be Used As Good Framework (kotter, 1994): 1. Step One: Create urgency state. 2. Step Two: powerful coalition. 3. Step Three: Create a vision. 4. Step Four: Communicate the vision. 5. Step five: Remove obstacles. 6. Step six: Create short term wins. 7. Step seven: Build on the change. 8. Step eight: Anchor the changes in corporate culture Causes of Failure of organizational change : There are about six factors that lead organizational change failure : Insufficient readiness for change. Absence of Systematic planning for the change. Expectation of rapid solution. Focusing on the change process not on its results. Failure of management of change process. Mismatching between the changing plan and the organization context. (Yang, Zhou, & Yu, 2009 ) 1-Readiness for change: it means the degree of acceptance of the need to change and its effect on self and organization .the higher the preparation for change, the higher the acceptance of it. And the lower the preparation ,the higher the resistance for change. 2-Absence of Systematic planning for the change: for example, the trials to make change through education only regardless of other factors that influence the members’ behavior also in other cases the organization apply the change typically on all departments and members regardless of the differences. 3-Expectation of rapid solution :the organization recruit outside consultant considering he will help in everything and will end the plan of change early if their expectations are not met. Focusing on the change process not on its results: members concentrate on the change activity itself regardless of the goal. Failure of management of change process: poor management lead to mistakes. Mismatching between the changing plan and the organization context: as the organizational change is to generate new way of thinking and behaviors this will lead to conflict and resistance which may lead to failure. Source: Organizational Change And Development www.nacs.gov.tw/NcsiWebFileDocuments/c5ff89cdba770387de144640c715199c.pdf But even if you planned well for your change you have to know well that Change is Difficult and you will face Individual & organizational resistance to this change. A – On the individual level the causes of resistance are: Habit. Lack of acceptability for change. Fear of effect on income. Fear of the unknown. Fear of missing valuable things. Selective processing of information. B- On the organizational level the causes of resistance are: Structural rigidities and limitations Inertia from the group. Threats to their Power. Threats to resources. Inertia from Expertise. How to overcome resistance to change 1-Education and effective communication: when the employees do not know the cause of the change so convincing them will lead to overcoming of the resistance. 2-Participation and involvement: when the resistance is due to the lack of information about the mechanism of change so their involvement will increase their commitment. 3-support: this way is effective when resistance mainly related to adaptability issues so support and training of employees will overcome their resistance. 4-negotiation: it is very effective way in avoiding resistance and overcome it. 5-Manipulation and co-optation 6-Coercion: this way should be avoided till end. Source: https://www.managementstudyguide.com/overcoming-resistance-to-change-and-selection-of-appropriate-technique.htm Authors:”Prachi juneja” In our interview with Middle line Managers in both a governmental organization and private organization one of the most challengeable and difficult issue that both mangers faces was the need for change for different factors and causes and the resistance they met to apply this change in their way to reach an ideal state and to achieve their target. -but as the Mangers are in different organizations which have different organizational structures and designs , organizational cultures, leadership styles ,regulations and different types of control so in the following table we will explain the organizational change causes that both managers faces and the resistance to this change and their way of applying the change and handling the resistance :  Governmental organization Private Organization Main Causes & forces for change Technology nature of Workforce Economic Shocks Technology competition Type of change Unplanned in most cases Planned change Change agents Outside consultants Experienced employees or Managers may be from different branches from the same organization Outside consultant Main Source of resistance to change Organizational resistance due to Group inertia ,threats to established power relationships, threats to established resource allocation ,Expertise inertia, structural inertia and also sometimes due to limited focus of change. Individual resistance mainly due security , fear of unknown and economic factors Forms of resistance mangers face Mainly implicit and deferred Mainly implicit and deferred Ways to overcome resistance Manipulation and cooptation Coercion Education and communication Participation Implement change fairly Select people who accept change  CSR In 2017: Monthly subvention by 70,000 LE for orphan care society. Monthly 1500 meals to orphan care society. Participation in Egypt support fund by 500,000 LE. In 2018: Monthly subvention by 70,000 LE for orphan care society. Participating by 400,000 LE to orphan marriage girls. Fasting meals for about 500 person/ day during Ramadan.  Conclusion Lessons learned throughout the work Experience and the group recommendations: 1- Training and daily, weekly or monthly meetings with the first line managers and employees will reduce the turnover. 2- Selection of the top management in the private sector affects direct for the attitude, efficiency and the effectiveness of the organization especially in case of presence of highly qualified managers that act by objectives. 3- Clear objectives with action plans will help to reduce the pressure and undergo to achieve the targets without any aggressiveness. 4- Selection of the qualified and professional employees will help for doing thing well; growing of the loyalty in every employee has direct affect for the achievement of the Org. Success. 5- The competent manager who has a good planning, specific departmental organizing, working through people, controlling, monitoring, correcting the work will be the key of any org. satisfaction. 6- Innovations make work enjoyable, renewable and unrelent Lessons learned throughout the work Experience and the group Recommendations: Training and daily, weekly or monthly meetings with the first line managers & employees will reduce the turnover. Selection of the top management in the private sector affects direct for the attitude, efficiency and the effectiveness of the organization especially in case of presence of highly qualified managers that act by objectives. Clear objectives with action plans will help to reduce the pressure and undergo to achieve the targets without any aggressiveness. Selection of the qualified and professional employees will help for doing thing well; growing of the loyalty in every employee has direct affect for the achievement of the Org. Success. The competent manager who has a good planning, specific departmental organizing, working through people, controlling, monitoring, correcting the work will be the key of any org. satisfaction. Innovations make work enjoyable, renewable and unrelenting. 46