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主讲人 Copyright 2005PrenticeHall Inc Allrightsreserved 1 2 LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter WhoAreManagers Describewhoisdoingmanagerialworkintoday sorganizations Definewhomanagersare Explainhowmanagerdifferfromnon managerialemployees Discusshowtoclassifymanagersinorganizations WhatIsManagement Definemanagement Contrastefficiencyandeffectiveness Explainwhyefficiencyandeffectivenessareimportanttomanagement Copyright 2005PrenticeHall Inc Allrightsreserved 1 3 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter WhatDoManagersDo Describethefourfunctionsofmanagement ExplainMintzberg smanagerialroles Tellhowamanager sincludereflectionandaction DescribeKatz sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel Listotherimportantmanagerialskillsandcompetencies Discussthechangethatareimpactingmanagers jobs Explainwhycustomerserviceandinnovationareimportanttothemanager sjob Copyright 2005PrenticeHall Inc Allrightsreserved 1 4 LEARNINGOUTLINE cont d FollowthisLearningOutlineasyoureadandstudythischapter WhatIsAnOrganization Describethecharacteristicsofanorganization Explainhowtheconceptofanorganizationischanging WhyStudyManagement Explaintheuniversalityofmanagementconcept Discusswhyanunderstandingofmanagementisimportantevenifyoudon tplantobeamanager Describetherewardsandchallengesofbeingamanager Copyright 2005PrenticeHall Inc Allrightsreserved 1 5 WhoAreManagers ManagerSomeonewhoworkswithandthroughotherpeoplebycoordinatingandintegratingtheirworkactivitiesinordertoaccomplishorganizationalgoals Copyright 2005PrenticeHall Inc Allrightsreserved 1 6 ClassifyingManagers First lineManagersAreatthelowestlevelofmanagementandmanagetheworkofnon managerialemployees MiddleManagersManagetheworkoffirst linemanagers TopManagersAreresponsibleformakingorganization widedecisionsandestablishingplansandgoalsthataffecttheentireorganization Copyright 2005PrenticeHall Inc Allrightsreserved 1 7 WhatIsManagement ManagerialConcernsEfficiency Doingthingsright GettingthemostoutputfortheleastinputsEffectiveness Doingtherightthings Attainingorganizationalgoals Copyright 2005PrenticeHall Inc Allrightsreserved 1 8 WhatDoManagersDo FunctionalApproachPlanningDefininggoals establishingstrategiestoachievegoals developingplanstointegrateandcoordinateactivitiesOrganizingArrangingworktoaccomplishorganizationalgoalsLeadingWorkingwithandthroughpeopletoaccomplishgoals ControllingMonitoring comparing andcorrectingthework Copyright 2005PrenticeHall Inc Allrightsreserved 1 9 WhatDoManagersDo cont d ManagementRolesApproachInterpersonalrolesFigurehead leader liaisonInformationalrolesMonitor disseminator spokespersonDecisionalrolesDisturbancehandler resourceallocator negotiator Copyright 2005PrenticeHall Inc Allrightsreserved 1 10 WhatDoManagersDo cont d SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization Copyright 2005PrenticeHall Inc Allrightsreserved 1 11 HowTheManager sJobIsChanging TheIncreasingImportanceofCustomersCustomers thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees Consistenthighqualitycustomerserviceisessentialforsurvival InnovationDoingthingsdifferently exploringnewterritory andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation Copyright 2005PrenticeHall Inc Allrightsreserved 1 12 WhatIsAnOrganization AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurposeCommonCharacteristicsofOrganizationsHaveadistinctpurpose goal ComposedofpeopleHaveadeliberatestructure Copyright 2005PrenticeHall Inc Allrightsreserved 1 13 WhyStudyManagement TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizations TherealityofworkEmployeeseithermanageoraremanaged RewardsandchallengesofbeingamanagerMan
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