management 企业管理类英文版课件 8

11,AgendaandAnnouncements,Agenda:OpenDiscussiononChapter1“Management”ManagementOverviewSkillBuilder2Page31MicrosoftCasePage29QuestionsorDiscussionClosingAnnouncements:SignInonAttendanceSheetWaitingListseeInstructorfor“Add”CodesHomeworkDueanyProblems?WebQMicrosoftCase&CourseExpectationsTextbookProblems?,PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaCopyright2006ThomsonBusinessandEconomics.Allrightsreserved.,Chapter1,Managing,13,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,FeaturesofThisBooksThree-ProngedApproach,FeaturesThatPresentImportantConceptsTextdiscussionsofmanagementresearchStep-by-stepbehaviormodelsLearningOutcomestatementsKeytermsChaptersummariesandglossariesReviewanddiscussionquestionsFeaturesThatFosterSkillDevelopmentSelf-assessmentsBehaviorModelingvideosBehaviorModelingtrainingSkillBuilderexercises,FeaturesThatHelpYouApplyWhatYouLearnOpeningcasesOrganizationalexamplesWorkApplicationsApplyingtheConceptObjectivecasesVideocasesEthicsandSocialResponsibilityfeaturesInternetexercises,Exhibit19,14,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,WhyStudyOB&Management?,Thebetteryoucanworkwithpeople,themoresuccessfulyouwillbeinbothyourpersonalandyourprofessionallives.Employerswanttohireemployeeswhocanparticipateinmanagingthefirm.Evennonmanagers(IndividualContributors)arebeingtrainedtoperformmanagementfunctions.,15,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,WhyStudyOB&Management?(contd),Thestudyofmanagementbuildstheskillsneededintodaysworkplacetosucceedin:Becomingapartnerinmanagingyourorganizationthroughparticipativemanagement.Workinginateamandsharingindecisionmakingandothermanagementtasks.Thestudyofmanagementalsoappliesdirectlytoyourpersonallifeinhelpingyouto:Communicatewithandinteractwithpeopleeveryday.Makepersonalplansanddecisions,setgoals,prioritizewhatyouwilldo,andgetotherstodothingsforyou.SocietyNeedsLeadersandTeamPlayersBeSuccessfulinourCommunity,Religious,Social,Professional,RecreationalandOtherOrganizations.BecomeLeadersfora“JustandHumaneWorld”,16,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,WhatIsaManagersResponsibility?,ManagerTheindividualresponsibleforachievingorganizationalobjectivesthroughefficientandeffectiveutilizationofresources.Participative?TheManagersResourcesHuman,financial,physical,andinformationalPerformanceMeansofevaluatinghoweffectivelyandefficientlymanagersuseresourcestoachieveobjectives.Todayoftenmeans“How”aswellas“What”,17,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,WhatDoesItTaketoBeaSuccessfulManager?,Exhibit12,ManagementQualities(SurveyofExecs.)Integrity,industriousness,andtheabilitytogetalongwithpeopleManagementSkillsTechnicalHumanandcommunication(Teaming)Conceptualanddecision-makingskills“SystemsThinking”&“CriticalThinking”TheGhiselliStudy(6TraitsofManagerSuccessInverseOrder)6)Initiative,5)self-assurance,4)decisiveness,3)intelligence,2)needforoccupationalachievement,and1)supervisoryability,18,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,19,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,WhatDoManagersDo?,ManagementFunctions(DifferentScopeatjoblevel)PlanningSettingobjectivesanddetermininginadvanceexactly(?)howtheobjectiveswillbemet.MonitorforChangeandAnticipateorReactPDCAPlanDoCheck-ActOrganizingDelegatingandcoordinatingtasksandallocatingresourcestoachieveobjectives.LeadingInfluencingemployeestoworktowardachievingobjectives.SettinganExample(ShadowoftheLeader)ControllingEstablishingandimplementingmechanismstoensurethatobjectivesareachieved.,110,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,111,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,TheSystemsRelationshipamongtheManagementFunctions,Exhibit13,ManagementFunctions,ManagementSkills,112,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,ManagementRoles,RoleAsetofexpectationsofhowonewillbehaveinagivensituation.ManagementRoleCategories(Mintzberg)InterpersonalFigurehead,leader,andliaisonInformationalMonitor,disseminator,andspokespersonDecisionalEntrepreneur,disturbancehandler,resourceallocator,andnegotiator,113,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,TenRolesManagersPlay,Exhibit14,Managersplayvariousrolesasnecessarywhileperformingtheirmanagementfunctionssoastoachieveorganizationalobjectives.,114,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,115,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,DifferencesAmongManagers,TheThreeLevelsofManagementTopmanagersCEO,president,orvicepresidentMiddlemanagersSalesmanager,branchmanager,ordepartmentheadFirst-linemanagersCrewleader,supervisor,headnurse,orofficemanagerIndividualContributors(ICs)Non-managementoperativeemployeesWorkersintheorganizationwhoaresupervisedbyfirst-linemanagers.Professionals/Specialists/Technicians(KnowledgeWorkers),116,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,ManagementLevelsandFunctionalAreas,Exhibit15,INDIVIDUALCONTRIBUTORSOFTENREPORTANYWHERE,SOMEORGANIZATIONS“FLIP”THISCHARTUPSIDEDOWN,117,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,TypesofManagers,GeneralManagersSupervisetheactivitiesofseveraldepartments.FunctionalManagersSupervisetheactivitiesofrelatedtasks.Commonfunctionalareas:Marketing/Sales/ProductDevelopmentOperations/Production/ServicesDeliveryFinance/AccountingHumanResources/personnelmanagementInfrastructure(IT,RealEstate,Legal)ProjectManagersCoordinateemployeesacrossseveralfunctionaldepartmentstoaccomplishaspecifictask.,118,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,ManagementSkillsandFunctions,Differencesamongmanagementlevelsinskillneededandthefunctionsperformed:,Exhibit16,119,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,120,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,IndividualManagementStylesSkillBuilder2Page31,WhatisYourPreferredManagementStyle?12PointsPossibleAutocraticConsultativeParticipativeEmpowermentCombinationsorFlexibleBestManagementStyle?AdaptiveorSituationalLeadership,121,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,DifferencesbetweenLargeandSmallBusinesses,Exhibit17,122,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,DifferencesbetweenLargeandSmallBusinesses(contd),Exhibit17contd,ALSOOFTENAPPLIESTONON-PROFITSANDCIVICORGANIZATIONS,WITHFOCUSONTHEIRMISSION,123,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,NewWorkplaceIssuesandChallenges,GENERATIONALDIFFERENCES,124,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,NewWorkplaceIssuesandChallenges(contd),Knowledge,Learning,Quality,andContinuousImprovementInformationisthefoundationofknowledgewhich,inturn,isthefoundationofcompetitiveadvantage.People(employees)arethecompetitiveadvantage!KnowledgeworkersThelearningorganizationKnowledgeManagementInvolveseveryoneinanorganizationinsharingknowledgeandapplyingittocontinuouslyimproveproductsandprocesses.,125,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,NewWorkplaceIssuesandChallenges(contd),Change,Creativity,Innovation,andEntrepreneurshipKnowledgemanagementrequiresthatpeoplechangeinordertocontinuallyimprove.Thespeedofchangeinmodernbusinesshasincreasedbecauseofglobalizationandchangesintechnology.Andotherfactorslisted.Creativityiscomingupwithnewideasforimprovements,andinnovationisimplementingthoseideas.Entrepreneurshipisaboutgeneratingcreativeideasandusingthemthroughinnovation.,126,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,NewWorkplaceIssuesandChallenges(contd),ParticipativeManagement,Empowerment,andTeamsEmpoweringemployeestoshareinperformingmanagementfunctionsbyworkinginteams.Learningorganizationsmanageknowledgewellbyempoweringteamstobecreativeandinnovative.EthicsandSocialResponsibilityManagerialintegritySOXComplianceafterFinancialScandalsSituationalresponsese.g.Katrina,127,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,NewWorkplaceIssuesandChallenges(contd),NetworkingandBoundarylessRelationshipsElectronicnetworksBewaretheinformalityofe-mail,miss-interpretedmessagesandfirstimpressionsCanbedistracting/offtaskRelationshipnetworksVirtualintegration,QUESTIONAREELECTRONIC“TOOLS”CHANGINGTHEQUALITYOFRELATIONSHIPS?E-Mail,NetMeeting,VideoConferences?,128,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,MicrosoftCaseQuestions,WhichtypeofresourceplayedthemostimportantroleinthesuccessofMicrosoft?rmational2.Whichofthemanagementskillsisstressedmostinthecasestudy?a.technicalb.humanandcommunicationc.conceptualanddecision-making3.Whichofthemanagementfunctionsisstressedmostinthecasestudy?anizingd.controlling,4.BillGatesparticipationinandcoordinationofsmallunitsandhisdelegationofauthoritytomanagerstoruntheirdepartmentsareexamplesofthe_anizingd.controlling5.WhichprimarymanagementroledidBillGatesusetoachievesuccess?rmational-monitorc.decisional-negotiator6.BillGatesisatwhichlevelofmanagement?a.topb.middlec.first-line,129,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,MicrosoftCase,7.WhichtypeofmanagerisBillGates?ject8.BillGateshasgreaterneedforwhichskills?a.technicalratherthanconceptualb.conceptualratherthantechnicalc.abalanceofboth9.HowdoesBillGatesspendmostofhistime?a.planningandorganizingb.leadingandcontrollingc.abalanceofbothaandb,10.WouldGhiselli(6Traitspage10)agreethatBillGateshassupervisoryability?a.Yesb.No11.GiveexamplesofsomeofthetasksBillGatesperformsineachofthefourmanagementfunctions.12.GiveexamplesofsomeofthetasksBillGatesperformsineachofthethreemanagementroles.13.DoyouthinkyouwouldliketoworktorBillGates?Explainyouranswer.14.AreBillGatesandMicrosoftethicalandsociallyresponsible?,130,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,Closing,QuestionsonTodaysMaterialFeedbackonTodaysClassorsendmeane-mailWasit“WorkWorthDoing”ForNextTuesday:ReadChapter10TeamsandTeamLeadershipRead“TheTeamthatWasnt”CaseAnswerCaseQuestions(WebQ)StudentInformationWebQandPictureUpload,131,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,BackUpSlides,132,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,LearningOutcomes,Describeamanagersresponsibility.Listandexplainthethreemanagementskills.Listandexplainthefourmanagementfunctions.Identifythethreemanagementrolecategories.Listthehierarchyofmanagementlevels.Describethethreedifferenttypesofmanagers.Describethedifferencesamongmanagementlevelsintermsofskillsneededandfunctionsperformed.,Afterstudyingthischapter,youshouldbeableto:,133,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,LearningOutcomes(contd),Definethefollowingkeyterms:,managerplanningmanagersresourcesorganizingperformanceleadingmanagementskillscontrollingtechnicalskillsmanagementrolecategorieshumanandcommunicationskillslevelsofmanagementconceptualanddecision-makingskillstypesofmanagersmanagementfunctionsknowledgemanagement,134,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,NewWorkplaceIssuesandChallenges(contd),TechnologyandSpeedE-business:workdonebyusingelectroniclinkages(includingtheInternet)betweenemployees,partners,suppliers,andcustomers.E-commerce:businessexchangesortransactionsthatoccurelectronically.GlobalizationandDiversityMergersarecreatinglargerglobalizedfirms.Firmscompetinggloballyhavetoactlocally.Diversityisincreasingasminoritiesgrowandmarketsglobalize.,135,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,E-Commerce,Exhibit18,PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaCopyright2006ThomsonBusinessandEconomics.Allrightsreserved.,Appendix,ABriefHistoryofManagement,137,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,LearningOutcomes,Statethemajorsimilaritiesanddifferencesbetweentheclassicalandbehavioraltheorists.Describehowsystemstheoristsandcontingencytheoristsdifferfromclassicalandbehavioraltheorists.Definethefollowingkeyterms:,Afterstudyingthisappendix,youshouldbeableto:,classicaltheoristssystemstheoristsbehavioraltheoristssociotechnicaltheoristsmanagementsciencetheoristscontingencytheorists,138,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,ClassicalTheory,ClassicalTheoristsFocusonthejobandmanagementfunctionstodeterminethebestwaytomanageinallorganizations.ScientificManagementBestwaytomaximizejobperformanceFredrickWinslowTaylorFatherofScientificManagementFrankandLillianGilbrethWorkefficiencyHenryGanttWorkscheduling,139,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,ClassicalTheory(contd),AdministrativeTheoryHenriFayolFatherofModernManagementPrinciplesandfunctionsofmanagementMaxWeberBureaucracyconceptChesterBarnardAuthorityandpowerinorganizationsMaryParkerFollettWorkerparticipation,conflictresolution,andsharedgoals,140,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,BehavioralTheory,BehavioralTheoristsFocusonpeopletodeterminethebestwaytomanageinallorganizations.HumanRelationsMovement(later,theBehavioralScienceApproach)EltonMayoHawthornestudiesAbrahamMaslowHierarchyofneedstheoryDouglasMcGregorTheoryXandTheoryY,141,Copyright2006ThomsonBusinessandEconomics.Allrightsreserved.,ManagementScience,ManagementScienceTheoristsFo