管理学双语课件

Chapter1ManagersandManagementChapter112LearningOutcomes(cont’d)

Describethedifferencebetweenmanagersandoperativeemployees.Explainwhatismeantbythetermmanagement.Differentiatebetweenefficiencyandeffectiveness.Describethefourprimaryprocessesofmanagement.Classifythethreelevelsofmanagersandidentifytheprimaryresponsibilityofeachgroup.2LearningOutcomes(cont’d)

De3LearningOutcomes(cont’d)

Summarizetheessentialrolesperformedbymanagers.Discusswhetherthemanager’sjobisgeneric.Describethefourgeneralskillsnecessaryforbecomingasuccessfulmanager.Describethevalueofstudyingmanagement.Identifytherelevanceofpopularhumanitiesandsocialsciencecoursestomanagementpractices.3LearningOutcomes(cont’d)

SuWhoAreManagersAndWhereDoTheyWork?OrganizationAsystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose;appliestoallorganizations—for-profitaswellasnot-for-profitorganizations.Wheremanagerswork(manage).CommoncharacteristicsGoalsStructurePeopleWhoAreManagersAndWhereDo4CommonCharacteristicsofOrganizationsCommonCharacteristicsofOrga5PeopleDifferencesOperativesPeoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.ManagersIndividualsinanorganizationwhodirecttheactivitiesofothers.PeopleDifferencesOperatives6OrganizationalLevelsOrganizationalLevels7IdentifyingManagersFirst-linemanagersSupervisorsresponsiblefordirectingtheday-to-dayactivitiesofoperativeemployeesMiddlemanagersIndividualsatlevelsofmanagementbetweenthefirst-linemanagerandtopmanagementTopmanagersIndividualswhoareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembersIdentifyingManagersFirst-line8HowDoWeDefineManagement?ManagementTheprocessofgettingthingsdone,effectivelyandefficiently,throughandwithotherpeopleEfficiencyMeansdoingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecostsEffectivenessMeansdoingtherightthings;goalattainmentHowDoWeDefineManagement?Ma9EfficiencyandEffectivenessEfficiencyandEffectiveness10ManagementProcessActivitiesManagementprocess:

planning,organizing,leading,andcontrollingManagementProcessActivitiesM11ManagementProcessesPlanningIncludesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivitiesOrganizingIncludesdeterminingwhattasks

tobedone,whoistodothem,

howthetasksaretobe

grouped,whoreportsto

whom,andwhere

decisionsaretobemadeManagementProcessesPlanning12ManagementProcesses(cont’d)LeadingIncludesmotivatingemployees,directingtheactivitiesofothers,selectingthemosteffectivecommunicationchannel,andresolvingconflictsControllingTheprocessofmonitoringperformance,

comparingitwithgoals,and

correctinganysignificant

deviationsManagementProcesses(cont’d)L13Mintzberg’sManagerialRolesInterpersonalFigureheadLeaderLiaisonInformationalMonitorDisseminatorSpokespersonDecisionalEntrepreneurDisturbancehandlerResourceallocatorNegotiatorMintzberg’sManagerialRolesIn14IsTheManager’sJobUniversal?LevelintheorganizationDomanagersmanagedifferentlybasedonwheretheyareintheorganization?Profitversusnot-for-profitIsmanaginginacommercialenterprisedifferentthanmanaginginanon-commercialorganization?SizeoforganizationDoesthesizeofanorganizationaffecthowmanagersfunctionintheorganization?IsTheManager’sJobUniversal15DistributionofTimeperActivity

byOrganizationalLevelDistributionofTimeperActiv16ImportanceofManagerialRolesinSmallandLargeBusinessesImportanceofManagerialRoles17IsTheManager’sJobUniversal?(cont’d)ManagementconceptsandnationalbordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?Makingdecisionsanddealingwithchange.Domanagersallmakedecisionsanddealwithchangeinthesameways?IsTheManager’sJobUniversal18GeneralSkillsforManagersConceptualskillsAmanager’smentalabilitytocoordinatealloftheorganization’sinterestsandactivitiesInterpersonalskillsAmanager’sabilitytoworkwith,understand,mentor,andmotivateothers,bothindividuallyandingroupsTechnicalskillsAmanager’sabilitytousethetools,procedures,andtechniquesofaspecializedfieldPoliticalskillsAmanager’sabilitytobuildapowerbaseandestablishtherightconnectionsGeneralSkillsforManagersCon19SpecificSkillsforManagersBehaviorsrelatedtoamanager’seffectiveness:Controllingtheorganization’senvironmentanditsresources.Organizingandcoordinating.Handlinginformation.Providingforgrowthanddevelopment.Motivatingemployeesandhandlingconflicts.Strategicproblemsolving.SpecificSkillsforManagersBe20ManagementCharterInitiativeCompetenciesforMiddleManagersInitiateandimplementchangeandimprovementinservices,products,andsystemsMonitormaintain,andimproveserviceandproductdeliveryMonitorandcontroltheuseofresourcesSecureeffectiveresourceallocationforactivitiesandprojectsRecruitandselectpersonnelDevelopteams,individuals,andselftoenhanceperformancePlan,allocate,andevaluateworkcarriedoutbyteams,individualsandselfCreate,maintain,andenhanceeffectiveworkingrelationshipsSeek,evaluate,andorganizeinformationforactionExchangeinformationtosolveproblemsandmakedecisionsManagementCharterInitiative21HowMuchImportanceDoesTheMarketplacePutOnManagers?Good(effective)managerialskillsareascarcecommodity.Managerialcompensationpackagesareonemeasureofthevaluethatorganizationsplaceonthem.Managementcompensationreflectsthemarketforcesofsupplyanddemand.Managementsuperstars,likesuperstarathletesinprofessionalsports,arewooedwithsigningbonuses,interest-freeloans,performanceincentivepackages,andguaranteedcontracts.HowMuchImportanceDoesTheM22WhyStudyManagement?Weallhaveavestedinterestinimprovingthewayorganizationsaremanaged.Betterorganizationsare,inpart,theresultofgoodmanagement.Youwilleventuallyeithermanageorbemanaged.Gaininganunderstandingofthemanagementprocessprovidesthefoundationfordevelopingmanagementskillsandinsightintothebehaviorofindividualsandtheorganizations.WhyStudyManagement?Weallha23HowDoesManagementRelateToOtherDisciplines?AnthropologyEconomicsPhilosophyPoliticalSciencePsychologySociologyManagementHowDoesManagementRelateTo24Chapter1ManagersandManagementChapter12526LearningOutcomes(cont’d)

Describethedifferencebetweenmanagersandoperativeemployees.Explainwhatismeantbythetermmanagement.Differentiatebetweenefficiencyandeffectiveness.Describethefourprimaryprocessesofmanagement.Classifythethreelevelsofmanagersandidentifytheprimaryresponsibilityofeachgroup.2LearningOutcomes(cont’d)

De27LearningOutcomes(cont’d)

Summarizetheessentialrolesperformedbymanagers.Discusswhetherthemanager’sjobisgeneric.Describethefourgeneralskillsnecessaryforbecomingasuccessfulmanager.Describethevalueofstudyingmanagement.Identifytherelevanceofpopularhumanitiesandsocialsciencecoursestomanagementpractices.3LearningOutcomes(cont’d)

SuWhoAreManagersAndWhereDoTheyWork?OrganizationAsystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose;appliestoallorganizations—for-profitaswellasnot-for-profitorganizations.Wheremanagerswork(manage).CommoncharacteristicsGoalsStructurePeopleWhoAreManagersAndWhereDo28CommonCharacteristicsofOrganizationsCommonCharacteristicsofOrga29PeopleDifferencesOperativesPeoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.ManagersIndividualsinanorganizationwhodirecttheactivitiesofothers.PeopleDifferencesOperatives30OrganizationalLevelsOrganizationalLevels31IdentifyingManagersFirst-linemanagersSupervisorsresponsiblefordirectingtheday-to-dayactivitiesofoperativeemployeesMiddlemanagersIndividualsatlevelsofmanagementbetweenthefirst-linemanagerandtopmanagementTopmanagersIndividualswhoareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembersIdentifyingManagersFirst-line32HowDoWeDefineManagement?ManagementTheprocessofgettingthingsdone,effectivelyandefficiently,throughandwithotherpeopleEfficiencyMeansdoingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecostsEffectivenessMeansdoingtherightthings;goalattainmentHowDoWeDefineManagement?Ma33EfficiencyandEffectivenessEfficiencyandEffectiveness34ManagementProcessActivitiesManagementprocess:

planning,organizing,leading,andcontrollingManagementProcessActivitiesM35ManagementProcessesPlanningIncludesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivitiesOrganizingIncludesdeterminingwhattasks

tobedone,whoistodothem,

howthetasksaretobe

grouped,whoreportsto

whom,andwhere

decisionsaretobemadeManagementProcessesPlanning36ManagementProcesses(cont’d)LeadingIncludesmotivatingemployees,directingtheactivitiesofothers,selectingthemosteffectivecommunicationchannel,andresolvingconflictsControllingTheprocessofmonitoringperformance,

comparingitwithgoals,and

correctinganysignificant

deviationsManagementProcesses(cont’d)L37Mintzberg’sManagerialRolesInterpersonalFigureheadLeaderLiaisonInformationalMonitorDisseminatorSpokespersonDecisionalEntrepreneurDisturbancehandlerResourceallocatorNegotiatorMintzberg’sManagerialRolesIn38IsTheManager’sJobUniversal?LevelintheorganizationDomanagersmanagedifferentlybasedonwheretheyareintheorganization?Profitversusnot-for-profitIsmanaginginacommercialenterprisedifferentthanmanaginginanon-commercialorganization?SizeoforganizationDoesthesizeofanorganizationaffecthowmanagersfunctionintheorganization?IsTheManager’sJobUniversal39DistributionofTimeperActivity

byOrganizationalLevelDistributionofTimeperActiv40ImportanceofManagerialRolesinSmallandLargeBusinessesImportanceofManagerialRoles41IsTheManager’sJobUniversal?(cont’d)ManagementconceptsandnationalbordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?Makingdecisionsanddealingwithchange.Domanagersallmakedecisionsanddealwithchangeinthesameways?IsTheManager’sJobUniversal42GeneralSkillsforManagersConceptualskillsAmanager’smentalabilitytocoordinatealloftheorganization’sinterestsandactivitiesInterpersonalskillsAmanager’sabilitytoworkwith,understand,mentor,andmotivateothers,bothindividuallyandingroupsTechnicalskillsAmanager’sabilitytousethetools,procedures,andtechniquesofaspecializedfieldPoliticalskillsAmanager’sabilitytobuildapowerbaseandestablishtherightconnectionsGeneralSkillsforManagersCon43SpecificSkillsforManagersBehaviorsrelatedtoamanager’seffectiveness:Controllingtheorganization’senvironmentanditsresources.Organizingandcoordinating.Handlinginformation.Providingforgrowthanddevelopment.Motivatingemployeesandhandlingconflicts.Strategicproblemsolving.SpecificSkillsforManagersBe44ManagementCharterInitiativeCompetenciesforMiddleManagersInitiateandimplementchangeandimprovementinservices,products,andsystemsMonitormaintain,andimproveserviceandproductdeliveryMonitorandcontroltheuseofresourcesSecureeffectiveresourceallocationforactivitiesandprojectsRecruitandselectpersonnelDevelopteams,individuals,andselftoenhanceperformance