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Management Sciences
  Management Training

Course Outline


This training program provides the fundamental elements of management in the marketplace today. Participants explore some of the proven techniques for effective management. The program includes some practical exercises with emphasis on the principal areas of the management context, planning and decision making, organizing, leading, and controlling.


 Interactive lecture format with audiovisual aids, exercises, and hand-outs.


Session 1

Managing and the Manager’s Job


An overview of management and the manager’s job including the management process, various kinds of managers, and basic managerial roles and skills.  the scope of management in profit-seeking organizations.



  • Describe the nature of management, define management and managers, and characterize their importance to contemporary organizations.
  • Identify and briefly explain the four basic management functions in organizations.
  • Describe the kinds of managers found at different levels and in different areas of the organization.
  • Identify the basic managerial roles played by managers and the skills they need to be successful.
  • Discuss the science and the art of management, describe how people become managers, and summarize the scope of management in organizations.
  • Characterize the new workplace that is emerging in organizations today.


Traditional and Contemporary Management Perspectives 


The history of management and the major challenges facing managers today. First, the historical context of business is discussed, then three traditional management perspectives—the classical, behavioral, and quantitative—are introduced. Contemporary perspectives, including the systems and contingency approaches, are described.  


  • Justify the importance of history and theory to management and discuss precursors to modern management theory.
  • Summarize and evaluate the classical perspective on management, including scientific and administrative management, and note its relevance to contemporary managers.
  • Summarize and evaluate the behavioral perspective on management, including the Hawthorne studies, the human relations movement, and organizational behavior, and note its relevance to contemporary managers.
  • Summarize and evaluate the quantitative perspective on management, including management science and operations management, and note its relevance to contemporary managers.
  • Discuss the systems and contingency approaches to management and explain their potential for integrating the other areas of management.
  • Identify and describe contemporary management issues and challenges.


Responding to the Ethical and Social Environment


The ethical and social context of management. Basic topics of discussion include ethics and ethical issues, the nature of social responsibility, the relationship between organizations and governments, and the management of social responsibility.


  • Discuss managerial ethics, three areas of special ethical concern for managers, and how organizations manage ethical behavior.
  • Identify and summarize key emerging ethical issues in organizations today.
  • Discuss the concept of social responsibility, specify to whom or what an organization might be considered responsible, and describe four types of organizational approaches to social responsibility.
  • Explain the relationship between the government and organizations regarding social responsibility.
  • Describe some of the activities that organizations may engage in to manage social responsibility.


Navigating the Global Environment


Focus on international issues in management. The nature of international business and the structure of the global economy. Various challenges regarding the economic, political/legal, and cultural environment of international business are reviewed. Also, how firms compete in a global economy.  Characterizing the managerial functions of planning and decision making, organizing, leading, and controlling as management challenges in a global economy.

It is important to remember it is no longer feasible to segregate a discussion of “international” management from a discussion of “domestic” management as if they were unrelated activities.   


  • Describe the nature of international business, including its meaning, recent trends, management of globalization, and competition in a global market.
  • Discuss the structure of the global economy and describe the GATT and the WTO.
  • Identify and discuss the environmental challenges inherent in international management.
  • Describe the basic issues involved in competing in a global economy, including organization size and the management challenges in a global economy.


Session 2

Basic Elements of Planning and Decision Making


Introduces the basic elements of this management function and builds a foundation for the more detailed coverage of the material that follows.


  • Summarize the essential functions of decision making and the planning process.
  • Discuss the purpose of organizational goals, identify different kinds of goals, discuss who sets goals, and describe how to manage multiple goals.
  • Identify different kinds of organizational plans, note the time frames for planning, discuss who plans and describe contingency planning.
  • Discuss how tactical plans are developed and executed.
  • Describe the basic types of operational plans used by organizations.
  • Identify the major barriers to goal setting and planning, how organizations overcome those barriers, and how to use goals to implement plans.


Managing Decision Making and Problem Solving


Managerial decision making and problem-solving. Decision making relates to all management functions. However, it is most closely related to planning, so we discuss it here. After exploring the nature of decision making, we discuss rational and behavioral perspectives on decision making. This is followed by a discussion of group and team decision making.


  • Define decision making and discuss types of decisions and decision-making conditions.
  • Discuss rational perspectives on decision making, including the steps in rational decision making.
  • Describe the behavioral aspects of decision making.
  • Discuss group and team decision making, including the advantages and disadvantages of group and team decision making and how it can be more effectively managed.


Session 3

Basic Elements of Organizing


Introduces the basic elements of organizing. Key topics covered are designing jobs, grouping jobs via departmentalization, establishing reporting relationships, distributing authority, coordinating activities, and differentiating between positions.


  • Identify the basic elements of organizations.
  • Describe the basic alternative approaches to designing jobs.
  • Discuss the rationale and the most common bases for grouping jobs into departments.
  • Describe the basic elements involved in establishing reporting relationships.
  • Discuss how authority is distributed in organizations.
  • Discuss the basic coordinating activities undertaken by organizations.
  • Describe basic ways in which positions within an organization can be differentiated.


Managing Organization Change and Innovation 


All about organization change and innovation. The nature of organizational change and the basic issues of managing change. Next, areas of organizational change are identified and discussed, including business process change, a major type of change undertaken by many firms recently. Later sections are devoted to organization development and innovation as a vital form of change.



  • Describe the nature of organizational change, including forces for change and planned versus reactive change.
  • Discuss the steps in organization change and how to manage resistance to change.
  • Identify and describe major areas of organizational change and discuss the assumptions, techniques, and effectiveness of organization development.
  • Describe the innovation process, forms of innovation, failure to innovate, and how organizations can promote innovation.



Session 4 

Basic Elements of Individual Behavior in Organizations


Covers the basic elements of individual behavior in organizations. Investigates the psychological nature of individuals in organizations, then introduces the concept of personality and discusses several important personality attributes that can influence behavior in organizations. Examines individual attitudes and their role in organizations.  The role of stress in the workplace is discussed, followed by a discussion of individual creativity.  Concludes by describing a number of basic individual behaviors that are important to organizations.


  • Explain the nature of the individual–organization relationship.
  • Define personality and describe personality attributes that affect behavior in organizations.
  • Discuss individual attitudes in organizations and how they affect behavior.
  • Describe basic perceptual processes and the role of attributions in organizations.
  • Discuss the causes and consequences of stress and describe how it can be managed.
  • Describe creativity and its role in organizations.
  • Explain how workplace behaviors can directly or indirectly influence organizational effectiveness.


Managing Employee Motivation and Performance


Dealing with employee motivation. Examines the nature of employee motivation and then explores the major perspectives on motivation.  Newly emerging approaches are then discussed.  Concludes with a description of rewards and their role in motivation.


  • Characterize the nature of motivation, including its importance and historical perspectives.
  • Identify and describe the major content perspectives on motivation.
  • Identify and describe the major process perspectives on motivation.
  • Describe reinforcement perspectives on motivation.
  • Identify and describe popular motivational strategies.
  • Describe the role of organizational reward systems in motivation.


Managing Leadership and Influence Processes


Examines leadership in organizations and looks at both effective leaders and less effective ones.  Starts by characterizing the nature of leadership and discusses the three major approaches to studying leadership – traits, behaviors, and situations.  


  • Describe the nature of leadership and relate leadership to management.
  • Discuss and evaluate the two generic approaches to leadership.
  • Identify and describe the major situational approaches to leadership.
  • Identify and describe three related approaches to leadership.
  • Describe three emerging approaches to leadership.


Managing Interpersonal Relations and Communication


Focuses on interpersonal processes in organizations.  Establishes the interpersonal nature of organizations and then discusses communication, one of the most basic forms of interaction among people and communication in the context of the manager’s job. Identifies and discusses forms of interpersonal, group, and organizational communication. Discusses informal means of communication and how organizational communication can be effectively managed.  Includes other elements of interpersonal relations: group and team processes and conflict.


  • Describe the interpersonal nature of organizations.
  • Describe the role and importance of communication in the manager’s job.
  • Identify the basic forms of communication in organizations.
  • Discuss informal communication, including its various forms and types.
  • Describe how the communication process can be managed to recognize and overcome barriers.


Managing Work Groups and Teams


Introduces basic concepts of group and team dynamics. Explains the characteristics of groups and teams in organizations.  Describes interpersonal and intergroup conflict.  Concludes with a discussion of how conflict can be managed.


  • Define and identify types of groups and teams in organizations, discuss reasons why people join groups and teams, and list the stages of group and team development.
  • Identify and discuss four essential characteristics of groups and teams.
  • Discuss interpersonal and intergroup conflict in organizations.
  • Describe how organizations manage conflict.


Session 5

Basic Elements of Control


Explains the purpose of control. Looks at types of control and the steps in the control process.  Examines the four levels of control that most organizations employ to remain effective: operations, financial, structural, and strategic control.  Concludes by discussing the characteristics of effective control, noting why some people resist control and describing what organizations can do to overcome this resistance.


  • Explain the purpose of control, identify different types of control, and describe the steps in the control process.
  • Identify and explain the three forms of operations control.
  • Describe budgets and other tools for financial control.
  • Identify and distinguish between two opposing forms of structural control.
  • Discuss the relationship between strategy and control, including international strategic control.
  • Identify characteristics of effective control, why people resist control, and how managers can overcome this resistance.


Managing Operations, Quality, and Productivity


Introduces operations management and discusses its role in general management and organizational strategy. Discusses the design of operations systems, organization technologies, and implementing operations systems, along with various issues in managing for quality and total quality.  Concludes with a discussion on productivity, which is closely related to quality.


  • Describe and explain the nature of operations management.
  • Identify and discuss the components involved in designing effective operations systems.
  • Discuss organizational technologies and their role in operations management.
  • Identify and discuss the components involved in implementing operations systems through supply chain management.
  • Explain the meaning and importance of managing quality and total quality management.
  • Explain the meaning and importance of managing productivity, productivity trends, and ways to improve productivity.


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