13、北科大管理学生讲义管理学managers and management

1、Fundamentals of Management: 1-1Gao Junshan, UST BeijingManagers and ManagementFundamentals of Management: 1-2Gao Junshan, UST BeijingWhere We Are Part 1 Introduction Part 2 Planning Part 3 Organizing Part 4 Leading Part 5 ControllingChapter 1 Managers and managementChapter 2 Managing in Todays World

2、 Part 1 IntroductionChapter 1 Managers and managementFundamentals of Management: 1-3Gao Junshan, UST BeijingChapter GuideThree starting conceptsNature of managementFunctional view on ManagementManagers role modelUniversality of managementSkills and competencies of managersManagement as a field of st

3、udy Relevant disciplines to managementEvolution of modern management practicesContemporary approaches on ManagementFundamentals of Management: 1-4Gao Junshan, UST BeijingAn organization is a systematic arrangement of people to plish some specific purpose.Define OrganizationStarting concepts: Organiz

4、ationFundamentals of Management: 1-5Gao Junshan, UST BeijingStructurePeopleAGoalsBCommon Characteristics of OrganizationsStarting concepts: OrganizationFundamentals of Management: 1-6Gao Junshan, UST BeijingManagers are individuals in an organization who direct the activities of others.Operatives ar

5、e the people who work directly.Define ManagersStarting concepts: ManagersFundamentals of Management: 1-7Gao Junshan, UST BeijingMiddleManagersFirst-LineManagersOperative EmployeesTopManagersThe Levels of an OrganizationSuperviseOthersWorkon JobsStarting concepts: ManagersFundamentals of Management:

6、1-8Gao Junshan, UST BeijingGuidelines for Mentoring OthersCommunicate honestly and openly with your protgEncourage honest and open communication from your protgTreat the relationship with the protg as a learning opportunityTake time to get to know your your protgManagement skills: Mentoring Fundamen

7、tals of Management: 1-9Gao Junshan, UST BeijingThe term management refers to the process of getting things done effectively and efficiently, through and with other people. Define ManagementStarting concepts: managementFundamentals of Management: 1-10Gao Junshan, UST BeijingEfficiency and Effectivene

8、ssMeans: EfficiencyGOALATTAINMEMTEnds: EffectivenessGoalslowwastehighattainmentStarting concepts: ManagementRESOURCEUSAGEFundamentals of Management: 1-11Gao Junshan, UST BeijingThe Processof ManagementPlanningControllingOrganizingLeadingNature of management: Functional view Fundamentals of Managemen

9、t: 1-12Gao Junshan, UST BeijingPlanningDefining an organizations goalsEstablishing strategy for achieving the goalsDeveloping a comprehensive hierarchies of plans to integrate and coordinate activitiesNature of management: Functional view Fundamentals of Management: 1-13Gao Junshan, UST BeijingOrgan

10、izing Determining What task to be done Determining Who is to do them Determining How the tasks are be grouped Determining Who reports to whom Determining Where decisions are to be madeNature of management: Functional view Fundamentals of Management: 1-14Gao Junshan, UST BeijingLeading Motivating emp

11、loyees Directing activities of others Resolving conflict among membersSelecting effective communication channelsNature of management: Functional view Fundamentals of Management: 1-15Gao Junshan, UST BeijingControllingMonitoring the organizations performanceComparing actual performance with previous

12、set goalsCorrecting any significant deviationsNature of management: Functional view Fundamentals of Management: 1-16Gao Junshan, UST BeijingInformationalDecisionalInterpersonalThe Roles ofManagementThe MintzbergStudiesNature of management: Role modelFundamentals of Management: 1-17Gao Junshan, UST B

13、eijingLeaderFigureheadLiaisonInterpersonalRolesFormal Authority and StatusNature of management: Role modelFundamentals of Management: 1-18Gao Junshan, UST BeijingDisseminatorMonitorSpokesmanInformationalRolesInterpersonalRolesNature of management: Role modelFundamentals of Management: 1-19Gao Junsha

14、n, UST BeijingEntrepreneurNegotiatorDecisionalRolesDisturbance HandlerResource AllocatorInformationalRolesNature of management: Role modelFundamentals of Management: 1-20Gao Junshan, UST BeijingSize of theOrganizationLevel in theOrganizationProfit VersusNon-ProfitIs The ManagersJob Universal?Nature

15、of management: Role modelFundamentals of Management: 1-21Gao Junshan, UST BeijingTime per Function by Organizational LevelOrganizingLeadingControllingPlanningFirst-Level Managers24%51%10%15%Middle Managers18%33%13%36%Top Managers28%36%22%14%Nature of management: Functional view Fundamentals of Manag

16、ement: 1-22Gao Junshan, UST BeijingThe Roles That Managers PlayHighModerateLowImportanceSpokespersonResource AllocatorEntrepreneurFigureheadLeaderLiaisonMonitorDisturbance HandlerNegotiatorDisseminatorEntrepreneurSmall FirmsLarge FirmsNature of management: UniversalityFundamentals of Management: 1-2

17、3Gao Junshan, UST BeijingContemporaryManagement IssuesDecisionMakingHandlingChangeNationalBordersNature of management: UniversalityFundamentals of Management: 1-24Gao Junshan, UST BeijingInterpersonalConceptualTechnicalPoliticalGeneral Management SkillsSkills and competencies: General skillsFundamen

18、tals of Management: 1-25Gao Junshan, UST BeijingManagerial Skills at different levels of OrganizationSkills and competencies: General skillsTop managersMiddle managersFirst-line managersNon managersConceptSkillsHumanSkillsTechnicalSkillsFundamentals of Management: 1-26Gao Junshan, UST BeijingSpecifi

19、c Management SkillsControlling the environment and resourcesOrganizing and coordinatingHandling informationGrowing and developingHandling conflicts and motivating employeesStrategic problem solvingSkills and competencies: Specific SkillsFundamentals of Management: 1-27Gao Junshan, UST BeijingManagem

20、ent CompetenciesInitiate and implement change and improvementMonitor, maintain, and improve deliveryMonitor and control the use of resourcesAllocate resources effectivelyRecruit and select personnelManagement Charter Initiative (MCI)Skills and competencies: MCI standardsFundamentals of Management: 1

21、-28Gao Junshan, UST BeijingManagement CompetenciesDevelop teams, individuals, and selfPlan, allocate, and evaluate workCreate, maintain, and enhance relationshipsSeek, evaluate, and organize informationExchange business information Management Charter Initiative (MCI)Skills and competencies: MCI Stan

22、dardsFundamentals of Management: 1-29Gao Junshan, UST BeijingThe Importanceof ManagementThe Studyof ManagementStudy management: Its importanceManagement As a Field of StudyFundamentals of Management: 1-30Gao Junshan, UST BeijingManagement and Other DisciplinesAnthropologyEconomicsPhilosophyPsycholog

23、ySociologyPolitical ScienceStudy management: Relevant disciplinesFundamentals of Management: 1-31Gao Junshan, UST BeijingFrederic Taylors Scientific managementMax Webers Bureaucracy TheoryHenri Fayols Principles of ManagementStudy management: Historical development (see History Model p28-40)Historic

24、al Roots ofManagement PracticeFundamentals of Management: 1-32Gao Junshan, UST BeijingHawthorne Studies and Human Relation MovementThe Quantitative Approaches and Management ScienceStudy management: Historical development (see History Model p28-40)Historical Roots ofManagement PracticeFundamentals o

25、f Management: 1-33Gao Junshan, UST BeijingProcess Approach1920s (Henri Fayol): Plan, Organize, Command, Coordinate, Control1950s (Harold Koontz): Planning, Organizing, Staffing, Directing, Controlling 1990s (Stephen Robbins): Planning, Organizing, Leading, ControllingStudy management: Modern approac

26、hes (see History Model p41)Fundamentals of Management: 1-34Gao Junshan, UST BeijingProcess ApproachOrganizingDetermining whatneeds to be done,and who is to do it.LeadingDirecting andmotivating allinvolved partiesand resolvingconflictsPlanningDefining goals,establishingstrategy, and developingsubplan

27、s tocoordinateactivitiesControllingMonitoring activitiesto ensure that theyare plished as plannedAchieving theorganizationsstated purposeStudy management: Modern approaches (see History Model p41)Fundamentals of Management: 1-35Gao Junshan, UST BeijingSystems ApproachSystem: A set of interrelated an

28、d interdependent parts arranged in a manner that produces a unified whole.Environment and system: System interact with the environment by exchanging materials, energy and information.System view on management: Organizations do not operate in isolation, their survival and growth often depends on succ

29、essful interactions with the external environment.Study management: Modern approaches (see History Model p41) Fundamentals of Management: 1-36Gao Junshan, UST BeijingSystems ApproachSocialTechnologicalGlobalPoliticalTheOrganizationEconomicPublicPressureGroupsSuppliersCustomersLaborUnionsGovernmentCompetitorsStudy management: Modern approaches (see History Model p41) Fundamentals of Management: 1-37Gao Junshan, UST BeijingContingency ApproachStudy management: Modern approaches (see History Model p42)What is the best way to management ? . It all depends.W