工商管理英文版

ExplainwhymanagersareimportanttoorganizationsTellwhomanagersareandwheretheyworkDescribethefunctions,roles,andskillsofmanagersDescribethefactorsthatarereshapingandredefiningthemanagersjobExplainthevalueofstudyingmanagement,WhyareManagersImportant?,Organizationsneedtheirmanagerialskillsandabilitiesmorethaneverintheseuncertain,complex,andchaotictimes.Managerialskillsandabilitiesarecriticalingettingthingsdone.Thequalityoftheemployee/supervisorrelationshipisthemostimportantvariableinproductivityandloyalty.,WhoAreManagers?,ManagerSomeonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.,ClassifyingManagers,First-lineManagers-Individualswhomanagetheworkofnon-managerialemployees.MiddleManagers-Individualswhomanagetheworkoffirst-linemanagers.TopManagers-Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.,Exhibit1-1:LevelsofManagement,WhereDoManagersWork?,Organization-Adeliberatearrangementofpeopleassembledtoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone).CommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ArecomposedofpeopleHaveadeliberatestructure,Exhibit1-2:CharacteristicsofOrganizations,WhatDoManagersDo?,Managementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.,EffectivenessandEfficiency,Efficiency“Doingthingsright”Gettingthemostoutputfortheleastinputs,Effectiveness“Doingtherightthings”Attainingorganizationalgoals,Exhibit1-3:EfficiencyandEffectivenessinManagement,ManagementFunctions,Planning-Defininggoals,establishingstrategiestoachievegoals,anddevelopingplanstointegrateandcoordinateactivities.Organizing-Arrangingandstructuringworktoaccomplishorganizationalgoals.Leading-Workingwithandthroughpeopletoaccomplishgoals.Controlling-Monitoring,comparing,andcorrectingwork.,Exhibit1-4:FourFunctionsofManagement,ManagementRoles,Rolesarespecificactionsorbehaviorsexpectedofamanager.Mintzbergidentified10rolesgroupedaroundinterpersonalrelationships,thetransferofinformation,anddecisionmaking.,ManagementRoles,InterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesEntrepreneur,disturbancehandler,resourceallocator,negotiator,Exhibit1-5:MintzbergsManagerialRoles,SkillsManagersNeed,TechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization,Exhibit1-6:SkillsNeededatDifferentManagerialLevels,Exhibit1-7:ImportantManagerialSkills,TheImportanceofCustomers,Customers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.,TheImportanceofInnovation,InnovationDoingthingsdifferently,exploringnewterritory,andtakingrisks.Managersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.,TheImportanceofSustainability,Sustainability-acompanysabilitytoachieveitsbusinessgoalsandincreaselong-termshareholdervaluebyintegratingeconomic,environmental,andsocialopportunitiesintoitsbusinessstrategies.,Exhibit1-8:ChangesFacingManagers,WhyStudyManagement?,UniversalityofManagementTherealitythatmanagementisneededinalltypesandsizesoforganizationsatallorganizationallevelsinallorganizationalareasinallorganizations,regardlessoflocation,Exhibit1-9:UniversalNeedforManagement,Exhibit1-10:RewardsandChallengesofBeingaManager,TermstoKnow,managementrolesinterpersonalrolesinformationalrolesdecisionalrolestechnicalskillshumanskillsconceptualskillsorganizationuniversalityofmanagement,managerfirst-linemanagersmiddlemanagerstopmanagersmanagementefficiencyeffectivenessplanningorganizingleadingcontrolling,2007PrenticeHall,Inc.Allrightsreserved.,128,ClassDiscussion,1.Isyourcourseinstructoramanager?Discussintermsofmanagerialfunctions,managerialroles,andskills.“Themanagersmostbasicresponsibilityistofocuspeopletowardperformanceofworkactivitiestoachievedesiredoutcomes.”Whatsyourinterpretationofthisstatement?Doyouagreewiththisstatement?Whyorwhynot?Whydoyouthinktheskillsofjobcandidateshavebecomesoimportanttoemployers?Whatcharacteristicsofneworganizationsappealtoyou?Why?Whichdonot?Why?Intodaysenvironment,whichismoreimportanttoorganizationsefficiencyoreffectiveness?Explainyourchoice.6.Canyouthinkofsituationswheremanagementdoesntmattertoorganizations?Explain.,2007PrenticeHall,Inc.Allrightsreserved.,129,Assignment,Inashortessay,describeandprovideexamplesoffirst-line,middle,andtopmanagersInashortessay,discussthedifferencebetweenefficiencyandeffectivenessandincludeaspecificexampletosupporteachconcept.Inashortessay,listandexplainthefourbasicfunctionsofmanagement.Inashortessay,listanddiscuss7ofthe10managerialrolesdevelopedbyMintzberg.Includespecificexamplesofeachroleandgroupeachaccordingtointerpersonal,informational,anddecisiona