《管理学原理双语》PPT课件.ppt

The Principle of Management,主讲人：朱苏丽 武汉理工大学管理学院工商管理系,Stephen P.Robbins其人： Stephen P.Robbins在亚利桑那大学获得博士学位，曾就职于壳牌石油公司和雷诺金属公司，他先后任教于美国多数大学。罗宾斯博士长期从事管理学研究，他的管理学与组织行为学是全世界通用的经典教材，我们目前使用的他的这本教科书现为美国800多所大学和世界各地上百所大学及工商管理学院采用。,Textbook:,Stephen P.Robbins; David A.DeCenzo/著 Fundamentals of Management,授课形式：双语教学,References:,1. 美斯蒂芬.P.罗宾斯著；管理学（第四版）；中国人民大学出版社。 2.程国平，刁兆峰主编；管理学原理；武汉理工大学出版社。 3.周三多，陈传明，鲁明泓编著；管理学原理与方法（第三版）；复旦大学出版社。,Chapter 1 Manager and Management,Whats the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?,Definition: An organization is a systematic arrangement of people brought together to accomplish some specific purpose.,Whats the organization?,Three common characteristics of the organization,Organization,purpose,Every organization has its distinct purpose, which is typically expressed in terms of a goal or set of goals.,People,Organizations are made up of people. Making a goal into reality entirely depends on peoples decisions and activities in the organization.,Structure,All organizations develop a systematic structure that defines and limits the behavior of its members.,Chapter 1 Manager and Management,Whats the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?,Managers & operative employees,Managers- individuals in an organization who direct the activities of other people.,Operatives -people who work directly on a job or task and have no responsibility for overseeing the work of others.,Organizational Level,Responsibility,Title,Directing the day-to-day activities of operatives,supervisors,Translating the goals set by top management into specific details that lower-level managers can perform,department or agency head/ project leader/ unit chief/ district manager/dean/ bishop/division manager,Making decisions about the direction of the organization and establishing policies that affect all organizational members.,vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board,Chapter 1 Manager and Management,Whats the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?,What is management?,Definition The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.,Efficiency & Effectiveness,Efficiency means doing the task correctly and refers to the relationship between inputs and outputs. Management is concerned with minimizing resource costs.,Effectiveness means doing the right things. In an organization, that translates into goal attainment.,Means Ends Efficiency Effectiveness,Resource usage,Goal attainment,Low Goals High waste attainment,Efficiency & Effectiveness,Chapter 1 Manager and Management,Whats the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?,Management processes / management functions Management roles Are there any differences in different managers jobs?,Management Functions,Planning Organizing Leading Controlling 1.Defining goals 1.Determining 1.Directing Monitoring 2.Establishing what needs to 2.Motivating activities to strategy done all involved ensure that 3.Developing 2.How it will parties they are subplans be to done 3.Resolving accomplished coordinate 3.who is to do conflicts as planned activities it,Resulting in,Achieving the organizations stated purpose,Management processes / management functions Management roles Are there any differences in different managers jobs?,Management Roles,Mintzberg concluded that managers perform 10 different but highly interrelated roles. These 10 roles can be grouped under three primary headings: Interpersonal relationship The transfer of information Decision making,Interpersonal Relationship,This part encompasses three roles:,The transfer of information,The informational roles also include three roles:,Decision Making,The decisional roles include four roles:,Management processes / management functions Management roles Are there any differences in different managers jobs?,Differences in Different Managers Jobs,Level in the organization Type of the organization Size of the organization,Level in the Organization,The differences in their jobs are of degree and emphasis but not of activities property. We can see the following figure.,15% Planning,Organizing 24%,Controlling 10%,Leading 51%,Leading 36%,Planning 18%,Organizing 33%,Controlling 13%,Planning 28%,Controlling 14%,Leading 22%,Organizing 36%,First-Level Managers,Middle-Level Managers,Top Managers,Distribution of Time per Activity by Organization Level,Type of organization -profit versus not-for-profit,The most important is measuring performance. Profit, or the “bottom line”, acts as an unambiguous measure of the effectiveness of a business organization, but the is no such universal measure in not-for-profit organizations. Making a profit is not the primary focus for the “owners” of not-for-profit organizations,Size of the Organization,High Moderate Low,Entrepreneur Figurehead Leader,Spokesperson,Disseminator,Importance of Roles Roles Played by Managers Roles Played by Managers in Small Firms in Large Firms,Resource allocator,Liaison Monitor Disturbance handler Negotiator,Entrepreneur,Importance of Managerial Roles in Small and Large Business,Chapter 1 Manager and Management,Whats the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?,What skills should successful managers possess?,General skills Conceptual skills Interpersonal skills Technical skills Political skills,Specific skills Controlling the organizations environment and its resources Organizing and coordinating Handling information Providing for growth and development Motivating employees and handling conflicts Strategic problem solving,Practices,Understand the term management , efficiency and effectiveness? Identify the primary responsibilities of the three levels of managers. What four functions and ten roles are performed by managers? What differences exist in different managers, if considering level, type, size in the organization? What are four general skills that a successful manager should possess?,Chapter Two The Development of Management Theory,Up to the 20th century (premodern era) Adam smiths contribution to the field of management Industrial revolutions influence on management practices In the early 20th century Scientific management General administrative theory The human resources approach The quantitative approach From the later 20th century to the present The process approach The systems approach The contingency approach,Adam Smiths Contribution to the Field of Management,The general popularity today of job specialization is undoubtedly due to Smiths view about division of labor. Division of labor is the breakdown of jobs into narrow, repetitive tasks.,Industrial Revolutions Influence on Management Practices,Industrial Revolution has originated in late-18th-century Great Britain, and crossed the Atlantic to America by the end of the Civil War. Because of the Industrial Revolution, machine power was rapidly substituted for human power, which made it economical to manufacture goods in factories. With the development of big organizations, a formal theory to guide managers running these organizations efficiently and effectively was needed.,Chapter Two The Development of Management Theory,Up to the 20th century Adam smiths contribution to the field of management Industrial revolutions influence on management practices In the early 20th century Scientific management General administrative theory The human resources approach The quantitative approach From the later 20th century to the present The process approach The systems approach The contingency approach,Scientific Management,Frederick Taylor(弗雷德里克泰勒) Frederick Taylor was called as the father of Scientific management. His book The Principles of Scientific management was published in 1911. Immediately, its contents became widely accepted by managers throughout the world.,Background of That Time,There were no clear concepts of responsibilities to workers and managers. No effective work standards existed. Management decisions were based on hunch and intuition. Workers were placed on jobs with little or no concern for matching their abilities and aptitudes with the tasks required. Managers and workers considered themselves to be in continual conflictany gain by one would be at the expense of the other.,Taylors Four Principles of Management,Develop a scientific way for each element of an individuals work, which replaces the old rule-of-thumb method. Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the scientific way that has been developed. Divide work and responsibility almost equally between managers and workers. Managers take over all work for which it is better fitted than the workers.,Chapter Two The Development of Management Theory,Up to the 20th century Adam smiths contribution to the field of management Industrial revolutions influence on management practices In the early 20th century Scientific management General administrative theory The human resources approach The quantitative approach From the later 20th century to the present The process approach The systems approach The contingency approach,General Administrative Theory,Herial Fayols contributions He argued that management was an activity common to all human undertakings in business, in government, and even in the home. He stated 14 principles of managementfundamental or universal truths. Max Webers contributions Weber developed a theory of authority structures and described organizational activity on the basis of authority relations. He described an ideal type of organization that he called a bureaucracy, characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.,Fayols 14 Principles of Management,Division of Work Authority Discipline Unity of Command Unity of Direction Subordination of Individual Interests to the General Interest Remuneration,Centralization 9. Scalar Chain 10. Order 11. Equity 12. Stability of Tenure of Personnel 13. Initiative 14. Esprit de corps,Webers Ideal Bureaucracy,Division of labor Authority hierarchy Formal selection Formal rules and regulations Impersonality Career orientation,Chapter Two The Development of Management Theory,Up to the 20th century Adam smiths contribution to the field of management Industrial revolutions influence on management practices In the early 20th century Scientific management General administrative theory The human resources approach The quantitative approach From the later 20th century to the present The process approach The systems approach The contingency approach,The Human Resources Approach,Hawthorne Studies Human Relations Movement Dale Carnegie(戴尔卡内基) Abraham Maslow（亚伯拉罕马斯洛） Douglas McGregor（道格拉斯麦格雷戈） Behavior Science,Hawthorne Studies,Time: 1924the early 1930s Place: Hawthorne plant in the Western Electric Company Designer: Western Electric industrial engineers Elton Mayo and his associates Mayos Finding: Behavior and sentiments are closely related. Group influences significantly affect individual behavior. Group standards establish individual worker output. Money is less a factor in determining output than are group standards, group sentiments, and security.,Chapter Two The Development of Management Theory,Up to the 20th century Adam smiths contribution to the field of management Industrial revolutions influence on management practices In the early 20th century Scientific management General administrative theory The human resources approach The quantitative approach From the later 20th century to the present The process approach The systems approach The contingency approach,The Quantitative Approach,What are quantitative approaches?,The quantitative approach to management, sometimes referred to as operations research (OR) or management science. It includes applications of statistics, optimization models, information models, and computer simulations, linear programming, and so on, which can be used to solve management problems.,The Quantitative Approach,How have they contributed to current management practice? In general, the quantitative approaches have contributed directly to management decision making, particularly to planning and control decisions.,Thinking Problems,What stimulated the classical approach (scientific management and general administrative theory)? What stimulated the human resource approach? What stimulated the quantitative approach?,Chapter Two The Development of Management Theory,Up to the 20th century Adam smiths contribution to the field of management Industrial revolutions influence on management practices In the early 20th century Scientific management General administrative theory The human resources approach The quantitative approach From the later 20th century to the present The process approach The systems approach The contingency approach,The Systems Approach,Whats the system approach? Two basic types of the system: closed and open Closed systems are not influenced by and do not interact with their environment. In contrast, an open system dynamically interacts with its environment. An organization is an open system The operating model in organizational systems,Whats the System Approach?,The system approach defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Societies are systems and so, too, are computers, automobiles, organizations, and animal and human bodies.,An Organization Is an Open System,An organization is a system that interacts with and depends upon its environment. Organizations stakeholders:any group that is affected by organizational decisions and policies. The managers job is to coordinate all stakeholders to achieve the organizations goals. Organizational survival often depends on successful interactions with the external environment.,The Operating Model in Organizational System,Chapter Two The Development of Management Theory,Up to the 20th century Adam smiths contribution to the field of management Industrial revolutions influence on management practices In the early 20th century Scientific management General administrative theory The human resources approach The quantitative approach From the later 20th century to the present The process approach The systems approach The contingency approach,Four Popular Contingency Variables:,Organization size Routineness of task technology Environmental uncertainty Individual differences,Practices,Whats the Taylors four principles of management? Whats the 14-principles of management? Whats the Mayos Finding? What are stakeholders? What critical contingency variables have organizations?,Chapter 3 Todays Environment Managers Facing,The changing economy Globalization Emphasis on technology Social responsibility and managerial ethics How do organizations make the customer king?,Three Waves of Social Development,Agriculture (up to the 1890s) During the agricultural wave, individuals were their own bosses and were responsible for performing a variety of tasks. Industrialization (about 1900 to the 1960s) People left their fields and moved into formal organizations. Mass production, specialized jobs, and authority relationships became the mode of operation. It gave rise to a new group of workersthe blue-collar industrial workers. Information technology (beginning in the 1970s) The information age has significantly reduced low-skilled, blue-collar jobs in manufacturing, but it has created abundant opportunities for educated and skilled technical specialists, professionals, and other knowledge workers.,Chapter 3 Todays Environment Managers Facing,The changing economy Globalization Emphasis on technology Social responsibility and managerial ethics How do organizations make the customer king?,Globalization,Forms of globalization (Internationalization) Stages of going global Understanding different cultures,Forms of Internationalization,Multinational Corporations (MNCs) Multinational corporations maintain significant operations in two or more countries simultaneously but are based in one home country . Transnational Corporations (TNCs) Transnational corporations maintain significant operations in more than one country simultaneously and decentralizes decision making in each operation to the local country. Borderless Organization Borderless organization is a management structure in which internal arrangements that impose artificial geographic barriers are broken down.,Stages of Going Global,Stage Passive Response,Stage Initial Overt Entry,Stage Established International Operations,Exporting to foreign countries,Hiring foreign Representation or Contracting with Foreign manufactures,Licensing/ franchising,Joint ventures,Foreign subsidiary,Four Dimensions of National Culture,Individualism versus collectivism Power distance Uncertainty avoidance Quantity versus quality of life,Chapter 3 Todays Environment Managers Facing,The changing economy Globalization Emphasis on technology Social re