管理学原理robbinsPPT课件

归根到底，管理是一种实践。其本质不在于知，而在于行，其验证不在于逻辑，而在于成果。唯一的权威就是成就。,-德鲁克管理：任务、责任、实践,管理是一门学以致用的学科,学习管理学知识的途径,经验学习理论学习案例学习德鲁克短小精粹的案例哈佛商学院冗长、细节俱全的长篇案例,.,13,教学目标,了解-管理理论的掌握理解与共鸣-打破思维定势，修正错误的理念、思维模式应用-审时度势，灵活运用,博学之，审问之，明辨之，慎思之，笃行之。-中庸,.,14,教学内容,导言DoRightthings计划DothingsRight组织、领导、控制,.Copyright2005PrenticeHall,Inc.Allrightsreserved.,.,16,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,WhoAreManagers?Explainhowmanagerdifferfromnon-managerialemployees.Discusshowtoclassifymanagersinorganizations.WhatIsManagement?Definemanagement.Contrastefficiencyandeffectiveness.Explainwhyefficiencyandeffectivenessareimportanttomanagement.,.,17,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,WhatDoManagersDo?Describethefourfunctionsofmanagement.ExplainMintzbergsmanagerialroles.DescribeKatzsthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.Discussthechangesthatareimpactingmanagersjobs.Explainwhycustomerserviceandinnovationareimportanttothemanagersjob.,.,18,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,WhatIsAnOrganization?Describethecharacteristicsofanorganization.Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?Explaintheuniversalityofmanagementconcept.Discusswhyanunderstandingofmanagementisimportantevenifyoudontplantobeamanager.Describetherewardsandchallengesofbeingamanager.,.,19,WhoAreManagers?,ManagerSomeonewhoworkswithandthroughotherpeoplebycoordinatingandintegratingtheirworkactivitiesinordertoaccomplishorganizationalgoals.,.,110,Exhibit1.1,ManagerialLevels,.,111,WhatIsManagement?,ManagerialConcernsEfficiency“Doingthingsright”GettingthemostoutputfortheleastinputsEffectiveness“Doingtherightthings”Attainingorganizationalgoals,.,112,Exhibit1.2,EffectivenessandEfficiencyinManagement,.,113,WhatDoManagersDo?,FunctionalApproachPlanningDefininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.OrganizingArrangingworktoaccomplishorganizationalgoals.LeadingWorkingwithandthroughpeopletoaccomplishgoals.ControllingMonitoring,comparing,andcorrectingthework.,.,114,Exhibit1.3,ManagementFunctions,.,115,WhatDoManagersDo?(contd),ManagementRolesApproachInterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesDisturbancehandler,resourceallocator,negotiator,.,116,WhatDoManagersDo?(contd),SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization,.,117,Exhibit1.5,SkillsNeededatDifferentManagementLevels,.,118,HowTheManagersJobIsChanging,TheIncreasingImportanceofCustomersCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.InnovationDoingthingsdifferently,exploringnewterritory,andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.,.,119,Exhibit1.8,ChangesImpactingtheManagersJob,.,120,WhatIsAnOrganization?,AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurposeCommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructure,.,121,Exhibit1.9,CharacteristicsofOrganizations,.,122,Exhibit1.10,TheChangingOrganization,.,123,WhyStudyManagement?,TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizations.TherealityofworkEmployeeseithermanageoraremanaged.RewardsandchallengesofbeingamanagerManagementoffersch