罗宾斯管理学第九版课件9erobbins_ppt01.ppt

IntroductiontoManagementandOrganizations Chapter1 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter WhoAreManagers Explainhowmanagersdifferfromnon managerialemployees Describehowtoclassifymanagersinorganizations WhatIsManagement Definemanagement Explainwhyefficiencyandeffectivenessareimportanttomanagement LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter WhatDoManagersDo Describethefourfunctionsofmanagement ExplainMintzberg smanagerialroles DescribeKatz sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel Discussthechangesthatareimpactingmanagers jobs Explainwhycustomerserviceandinnovationareimportanttothemanager sjob LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter WhatIsAnOrganization Describethecharacteristicsofanorganization Explainhowtheconceptofanorganizationischanging WhyStudyManagement Explaintheuniversalityofmanagementconcept Discusswhyanunderstandingofmanagementisimportant Describetherewardsandchallengesofbeingamanager WhoAreManagers ManagerSomeonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished ClassifyingManagers First lineManagersIndividualswhomanagetheworkofnon managerialemployees MiddleManagersIndividualswhomanagetheworkoffirst linemanagers TopManagersIndividualswhoareresponsibleformakingorganization widedecisionsandestablishingplansandgoalsthataffecttheentireorganization Exhibit1 1ManagerialLevels WhatIsManagement ManagerialConcernsEfficiency Doingthingsright GettingthemostoutputfortheleastinputsEffectiveness Doingtherightthings Attainingorganizationalgoals Exhibit1 2EffectivenessandEfficiencyinManagement WhatDoManagersDo FunctionalApproachPlanningDefininggoals establishingstrategiestoachievegoals developingplanstointegrateandcoordinateactivities OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals LeadingWorkingwithandthroughpeopletoaccomplishgoals ControllingMonitoring comparing andcorrectingwork Exhibit1 3ManagementFunctions WhatDoManagersDo cont d ManagementRolesApproach Mintzberg InterpersonalrolesFigurehead leader liaisonInformationalrolesMonitor disseminator spokespersonDecisionalrolesDisturbancehandler resourceallocator negotiator WhatManagersActuallyDo Mintzberg InteractionwithotherswiththeorganizationwiththeexternalcontextoftheorganizationReflectionthoughtfulthinkingActionpracticaldoing WhatDoManagersDo cont d SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization Exhibit1 5SkillsNeededatDifferentManagementLevels Exhibit1 6ConceptualSkills UsinginformationtosolvebusinessproblemsIdentifyingofopportunitiesforinnovationRecognizingproblemareasandimplementingsolutionsSelectingcriticalinformationfrommassesofdataUnderstandingofbusinessusesoftechnologyUnderstandingoforganization sbusinessmodel Source BasedonAmericanManagementAssociationSurveyofManagerialSkillsandCompetencies March April2000 foundonAMAWebsite www ama org October30 2002 Exhibit1 6CommunicationSkills AbilitytotransformideasintowordsandactionsCredibilityamongcolleagues peers andsubordinatesListeningandaskingquestionsPresentationskills spokenformatPresentationskills writtenand orgraphicformats Source BasedonAmericanManagementAssociationSurveyofManagerialSkillsandCompetencies March April2000 foundonAMAWebsite www ama org October30 2002 Exhibit1 6EffectivenessSkills Contributingtocorporatemission departmentalobjectivesCustomerfocusMultitasking workingatmultipletasksinparallelNegotiatingskillsProjectmanagementReviewingoperationsandimplementingimprovements Source BasedonAmericanManagementAssociationSurveyofManagerialSkillsandCompetencies March April2000 foundonAMAWebsite www ama org October30 2002 Exhibit1 6EffectivenessSkills cont d Source BasedonAmericanManagementAssociationSurveyofManagerialSkillsandCompetencies March April2000 foundonAMAWebsite www ama org October30 2002 SettingandmaintainingperformancestandardsinternallyandexternallySettingprioritiesforattentionandactivityTimemanagement Exhibit1 6InterpersonalSkills cont d Source BasedonAmericanManagementAssociationSurveyofManagerialSkillsandCompetencies March April2000 foundonAMAWebsite www ama org October30 2002 CoachingandmentoringskillsDiversityskills workingwithdiversepeopleandculturesNetworkingwithintheorganizationNetworkingoutsidetheorganizationWorkinginteams cooperationandcommitment Exhibit1 7ManagementSkillsandManagementFunctionMatrix HowTheManager sJobIsChanging TheIncreasingImportanceofCustomersCustomers thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees Consistenthighqualitycustomerserviceisessentialforsurvival InnovationDoingthingsdifferently exploringnewterritory andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation Exhibit1 8ChangesImpactingtheManager sJob WhatIsAnOrganization AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurpose thatindividualsindependentlycouldnotaccomplishalone CommonCharacteristicsofOrganizationsHaveadistinctpurpose goal ComposedofpeopleHaveadeliberatestructure Exhibit1 9CharacteristicsofOrganizations Exhibit1 10TheChangingOrganization WhyStudyManagement TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizatio