罗宾斯管理学PPT(英文版)

Copyright2005PrenticeHall,Inc.Allrightsreserved.,11,PowerPointPresentationbyCharlieCookCopyright2005PrenticeHall,Inc.Allrightsreserved.,8thedition,StevenP.RobbinsMaryCoulter,Copyright2005PrenticeHall,Inc.Allrightsreserved.,12,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,WhoAreManagers?Describewhoisdoingmanagerialworkintodaysorganizations.Definewhomanagersare.Explainhowmanagerdifferfromnon-managerialemployees.Discusshowtoclassifymanagersinorganizations.WhatIsManagement?Definemanagement.Contrastefficiencyandeffectiveness.Explainwhyefficiencyandeffectivenessareimportanttomanagement.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,13,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,WhatDoManagersDo?Describethefourfunctionsofmanagement.ExplainMintzbergsmanagerialroles.Tellhowamanagersincludereflectionandaction.DescribeKatzsthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.Listotherimportantmanagerialskillsandcompetencies.Discussthechangethatareimpactingmanagersjobs.Explainwhycustomerserviceandinnovationareimportanttothemanagersjob.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,14,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,WhatIsAnOrganization?Describethecharacteristicsofanorganization.Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?Explaintheuniversalityofmanagementconcept.Discusswhyanunderstandingofmanagementisimportantevenifyoudontplantobeamanager.Describetherewardsandchallengesofbeingamanager.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,15,WhoAreManagers?,ManagerSomeonewhoworkswithandthroughotherpeoplebycoordinatingandintegratingtheirworkactivitiesinordertoaccomplishorganizationalgoals.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,16,ClassifyingManagers,First-lineManagersAreatthelowestlevelofmanagementandmanagetheworkofnon-managerialemployees.MiddleManagersManagetheworkoffirst-linemanagers.TopManagersAreresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,17,WhatIsManagement?,ManagerialConcernsEfficiency“Doingthingsright”GettingthemostoutputfortheleastinputsEffectiveness“Doingtherightthings”Attainingorganizationalgoals,Copyright2005PrenticeHall,Inc.Allrightsreserved.,18,WhatDoManagersDo?,FunctionalApproachPlanningDefininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivitiesOrganizingArrangingworktoaccomplishorganizationalgoalsLeadingWorkingwithandthroughpeopletoaccomplishgoals.ControllingMonitoring,comparing,andcorrectingthework,Copyright2005PrenticeHall,Inc.Allrightsreserved.,19,WhatDoManagersDo?(contd),ManagementRolesApproachInterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesDisturbancehandler,resourceallocator,negotiator,Copyright2005PrenticeHall,Inc.Allrightsreserved.,110,WhatDoManagersDo?(contd),SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization,Copyright2005PrenticeHall,Inc.Allrightsreserved.,111,HowTheManagersJobIsChanging,TheIncreasingImportanceofCustomersCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.InnovationDoingthingsdifferently,exploringnewterritory,andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,112,WhatIsAnOrganization?,AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurposeCommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructure,Copyright2005PrenticeHall,Inc.Allrightsreserved.,113,WhyStudyManagement?,TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizations.TherealityofworkEmployeeseithermanageoraremanaged.RewardsandchallengesofbeingamanagerManagementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,114,PowerPointPresentationbyCharlieCookCopyright2005PrenticeHall,Inc.Allrightsreserved.,8thedition,StevenP.RobbinsMaryCoulter,Copyright2005PrenticeHall,Inc.Allrightsreserved.,115,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,HistoricalBackgroundofManagementExplainwhystudyingmanagementhistoryisimportant.Describesomeearlyevidencesofmanagementpractice.DiscusswhydivisionoflaborandtheIndustrialRevolutionareimportanttothestudyofmanagement.Listsixmanagementapproaches.ScientificManagementDefinescientificmanagement.DescribetheimportantcontributionsmadebyFredrickW.TaylorandFrankandLillianGilbreth.Explainhowtodaysmanagersusescientificmanagement.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,116,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,GeneralAdministrativeTheoristsTellwhatthegeneraladministrativetheoristsbroughttothestudyofmanagement.DescribehowFayolviewedthepracticeofmanagementExplainwhyFayoldevelopedhisprinciplesofmanagement.DiscussFayols14managementprinciples.DescribeMaxWeberscontributiontothegeneraladministrativetheoryofmanagement,DefinethecharacteristicsofabureaucracyExplainhowtodaysmanagersusegeneraladministrativetheory.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,117,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,QuantitativeApproachtoManagementDefinethequantitativeapproachandhowitevolved.Explainwhatthequantitativeapproachhascontributedtothefieldofmanagement.Discusshowtodaysmanagersmaynotbecomfortablewiththequantitativeapproach.TowardUnderOrganizationalBehaviorDefineorganizationalbehavior.DescribethecontributionsoftheearlyadvocatesofOB.DescribethedesignoftheHawthorneStudies.ExplainthecontributionsoftheHawthorneStudiestothefieldofmanagement.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,118,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,TowardUnderstandingOrganizationalBehavior(contd)DiscussthecriticismsoftheHawthorneStudies.Discusshowtodaysmanagersusethebehavioralapproach.TheSystemsApproachDefineasystem.Contrastclosedsystemsandopensystems.Describeanorganizationusingthesystemsapproach.Discusshowthesystemsapproachisappropriateforunderstandingmanagement.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,119,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,TheContingencyApproachDefinethecontingencyapproachExplainhowthecontingencyapproachdiffersfromtheearlytheoriesofmanagementDiscussthepopularcontingencyvariables.DiscusshowthecontingencyapproachisappropriateforstudyingmanagementCurrentIssuesandTrendsExplainwhyweneedtolookatthecurrenttrendsandissuesfacingmanagers.Defineworkforcediversity,entrepreneurship,e-business,learningorganization,knowledgemanagement,andqualitymanagement.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,120,HistoricalBackgroundofManagement,AncientManagementEgypt(pyramids)andChina(GreatWall)Venetians(floatingwarshipassemblylines)AdamSmithPublished“TheWealthofNations”in1776Advocatedthedivisionoflabor(jobspecialization)toincreasetheproductivityofworkersIndustrialRevolutionSubstitutedmachinepowerforhumanlaborCreatedlargeorganizationsinneedofmanagement,Copyright2005PrenticeHall,Inc.Allrightsreserved.,121,MajorApproachestoManagement,ScientificManagementGeneralAdministrativeTheoryQuantitativeManagementOrganizationalBehaviorSystemsApproachContingencyApproach,Copyright2005PrenticeHall,Inc.Allrightsreserved.,122,ScientificManagement,FredrickWinslowTaylorThe“father”ofscientificmanagementPublishedPrinciplesofScientificManagement(1911)Thetheoryofscientificmanagement:Usingscientificmethodstodefinethe“onebestway”forajobtobedonePuttingtherightpersononthejobwiththecorrecttoolsandequipmentHavingastandardizedmethodofdoingthejobProvidinganeconomicincentivetotheworker,Copyright2005PrenticeHall,Inc.Allrightsreserved.,123,ScientificManagement(contd),FrankandLillianGilbrethFocusedonincreasingworkerproductivitythroughthereductionofwastedmotionDevelopedthemicrochronometertotimeworkermotionsandoptimizeperformance.HowDoTodaysManagersUseScientificManagement?UsetimeandmotionstudiestoincreaseproductivityHirethebestqualifiedemployeesDesignincentivesystemsbasedonoutput,Copyright2005PrenticeHall,Inc.Allrightsreserved.,124,GeneralAdministrativeTheorists,HenriFayolBelievedthatthepracticeofmanagementwasdistinctfromotherorganizationalfunctionsDevelopedfourteenprinciplesofmanagementthatappliedtoallorganizationalsituationsMaxWeberDevelopedatheoryofauthoritybasedonanidealtypeoforganization(bureaucracy)Emphasizedrationality,predictability,impersonality,technicalcompetence,andauthoritarianism.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,125,QuantitativeApproachtoManagement,QuantitativeApproachAlsocalledoperationsresearchormanagementscienceEvolvedfrommathematicalandstatisticalmethodsdevelopedtosolveWWIImilitarylogisticsandqualitycontrolproblemsFocusesonimprovingmanagerialdecisionmakingbyapplying:Statistics,optimizationmodels,informationmodels,andcomputersimulations,Copyright2005PrenticeHall,Inc.Allrightsreserved.,126,UnderstandingOrganizationalBehavior,OrganizationalBehavior(OB)Thestudyoftheactionsofpeopleatwork;peoplearethemostimportantassetofanorganizationEarlyOBAdvocatesRobertOwenHugoMunsterbergMaryParkerFollettChesterBarnard,Copyright2005PrenticeHall,Inc.Allrightsreserved.,127,TheHawthorneStudies,AseriesofproductivityexperimentsconductedatWesternElectricfrom1927to1932.ExperimentalfindingsProductivityunexpectedlyincreasedunderimposedadverseworkingconditions.Theeffectofincentiveplanswaslessthanexpected.ResearchconclusionSocialnorms,groupstandardsandattitudesmorestronglyinfluenceindividualoutputandworkbehaviorthandomonetaryincentives.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,128,TheSystemsApproach,SystemDefinedAsetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole.BasicTypesofSystemsClosedsystemsArenotinfluencedbyanddonotinteractwiththeirenvironment(allsysteminputandoutputisinternal)OpensystemsDynamicallyinteracttotheirenvironmentsbytakingininputsandtransformingthemintooutputsthataredistributedintotheirenvironments,Copyright2005PrenticeHall,Inc.Allrightsreserved.,129,ImplicationsoftheSystemsApproach,Coordinationoftheorganizationspartsisessentialforproperfunctioningoftheentireorganization.Decisionsandactionstakeninoneareaoftheorganizationwillhaveaneffectinotherareasoftheorganization.Organizationsarenotself-containedand,therefore,mustadapttochangesintheirexternalenvironment.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,130,TheContingencyApproach,ContingencyApproachDefinedAlsosometimescalledthesituationalapproach.Thereisnooneuniversallyapplicablesetofmanagementprinciples(rules)bywhichtomanageorganizations.Organizationsareindividuallydifferent,facedifferentsituations(contingencyvariables),andrequiredifferentwaysofmanaging.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,131,CurrentTrendsandIssues,GlobalizationEthicsWorkforceDiversityEntrepreneurshipE-businessKnowledgeManagementLearningOrganizationsQualityManagement,Copyright2005PrenticeHall,Inc.Allrightsreserved.,132,CurrentTrendsandIssues(contd),GlobalizationManagementininternationalorganizationsPoliticalandculturalchallengesofoperatinginaglobalmarketEthicsIncreasedemphasisonethicseducationincollegecurriculumsIncreasedcreationanduseofcodesofethicsbybusinesses,Copyright2005PrenticeHall,Inc.Allrightsreserved.,133,CurrentTrendsandIssues(contd),WorkforceDiversityIncreasingheterogeneityintheworkforceMoregender,minority,ethnic,andotherformsofdiversityinemployeesAgingworkforceOlderemployeeswhoworklongerandnotretireThecostofpublicandprivatebenefitsforolderworkerswillincreaseIncreaseddemandforproductsandservicesrelatedtoaging,Copyright2005PrenticeHall,Inc.Allrightsreserved.,134,CurrentTrendsandIssues(contd),EntrepreneurshipDefinedTheprocesswherebyanindividualorgroupofindividualsuseorganizedeffortstocreatevalueandgrowbyfulfillingwantsandneedsthroughinnovationanduniqueness.EntrepreneurshipprocessPursuitofopportunitiesInnovationinproducts,services,orbusinessmethodsDesireforcontinualgrowthoftheorganization,Copyright2005PrenticeHall,Inc.Allrightsreserved.,135,CurrentTrendsandIssues(contd),E-Business(ElectronicBusiness)TheworkpreformedbyanorganizationusingelectroniclinkagestoitskeyconstituenciesE-commerce:thesalesandmarketingcomponentofane-businessCategoriesofE-BusinessesE-businessenhancedorganizationE-businessenabledorganizationTotale-businessorganization,Copyright2005PrenticeHall,Inc.Allrightsreserved.,136,CurrentTrendsandIssues(contd),KnowledgeManagementThecultivationofalearningculturewhereorganizationalmemberssystematicallygatherandshareknowledgewithothersinordertoachievebetterperformance.LearningOrganizationAnorganizationthathasdevelopedthecapacitytocontinuouslylearn,adapt,andchange.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,137,CurrentTrendsandIssues(contd),QualityManagementAphilosophyofmanagementdrivenbycontinualimprovementinthequalityofworkprocessesandrespondingtocustomerneedsandexpectationsInspiredbythetotalqualitymanagement(TQM)ideasofDemingandJuranQualityisnotdirectlyrelatedtocost.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,138,PowerPointPresentationbyCharlieCookCopyright2005PrenticeHall,Inc.Allrightsreserved.,8thedition,StevenP.RobbinsMaryCoulter,Copyright2005PrenticeHall,Inc.Allrightsreserved.,139,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,TheManager:OmnipotentorSymbolicDefinetheomnipotentandsymbolicviewsofmanagement.Contrasttheactionofmanageraccordingtotheomnipotentandsymbolicviews.Explaintheparametersofmanagerialdiscretion.TheOrganizationsCultureDefineorganizationalculture.Explainwhatthedefinitionofcultureimplies.Describethesevendimensionsoforganizationalculture.Defineastrongculture.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,140,LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.,TheOrganizationsCulture(contd)Listthefactorsthatinfluencethestrengthofanorganizationsculture.Discusstheimpactofastrongcultureonorganizationsandmanagers.Explainthesourceofanorganizationsculture.Describehowanorganizationsculturecontinues.Explainhowcultureistransmittedtoemployees.Describehowcultureaffectsmanagers.Describehowmanagerscancreateaculturethatsupportsdiversity.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,141,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,CurrentOrganizationalIssuesFacingManagersExplainhowastrongcultureaffectswhetheranorganizationisethical.Describethecharacteristicsofanethicalculture.Listsomesuggestionsforcreatingamoreethicalculture.Describethecharacteristicsofaninnovativeculture.Explainsixcharacteristicsofacustomer-responsiveculture.Discusstheactionsmanagerscantaketomaketheirculturesmorecustomer-responsive.Defineworkplacespirituality.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,142,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,CurrentOrganizationalIssuesFacingManagers(contd)Defineworkplacespirituality.Explainwhyworkplacespiritualityseemstobeanimportantconcern.Describethecharacteristicsofaspiritualorganization.Discussthecriticismsofspirituality.TheEnvironmentDefinetheexternalenvironmentanspecificandgeneralenvironment.Describethecomponentsofthespecificenvironment.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,143,LEARNINGOUTLINE(contd)FollowthisLearningOutlineasyoureadandstudythischapter.,TheEnvironment(contd)Describethecomponentsofthegeneralenvironment.Defineanddiscussenvironmentaluncertaintyanditstwodimensions.Definestakeholders.Identifythemostcommonorganizationalstakeholders.Explainwhystakeholderrelationshipmanagementisimportant.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,144,TheManager:OmnipotentorSymbolic?,OmnipotentViewofManagementManagersaredirectlyresponsibleforanorganizationssuccessorfailure.Thequalityoftheorganizationisdeterminedbythequalityofitsmanagers.Managersareheldmostaccountableforanorganizationsperformanceyetitisdifficulttoattributegoodorpoorperformancedirectlytotheirinfluenceontheorganization.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,145,TheManager:OmnipotentorSymbolic?,SymbolicViewofManagementMuchofanorganizationssuccessorfailureisduetoexternalforcesoutsideofmanagerscontrol.Theabilityofmanagerstoaffectoutcomesisinfluencedandconstrainedbyexternalfactors.Theeconomy,customers,governmentalpolicies,competitors,industryconditions,technology,andtheactionsofpreviousmanagersManagerssymbolizecontrolandinfluencethroughtheiraction,Copyright2005PrenticeHall,Inc.Allrightsreserved.,146,TheOrganizationsCulture,OrganizationalCultureAsystemofsharedmeaningsandcommonbeliefsheldbyorganizationalmembersthatdetermines,inalargedegree,howtheyacttowardseachother.“Thewaywedothingsaroundhere.”Values,symbols,rituals,myths,andpracticesImplications:Cultureisaperception.Cultureisshared.Cultureisdescriptive.,Copyright2005PrenticeHall,Inc.Allrightsreserved.,147,StrongversusWeakCultures,StrongCulturesAreculturesinwhichkeyvaluesaredeeplyheldandwidelyheld.Haveastronginfluenceonorganizationalmembers.FactorsInfluencingtheStrengthofCultureSizeoftheorganizationAgeoftheorganizationRateofemployeeturnoverStrengthoftheoriginalcultureClarityofculturalvaluesandbeliefs,Copyright2005PrenticeHall,Inc.Allrightsreserved.,148,BenefitsofaStrongCulture,Createsastrongeremployeecommitmenttotheorganization.Aidsintherecruitmentandsocializationofnewemployees.Fostershigherorganizationalperformancebyinstillingandpromotingemployeeinitiative.,Copyright2005PrenticeHall,Inc.Allrightsreser