管理学第1章课件

©2008PrenticeHall,Inc.

Allrightsreserved.管理者与管理

ManagersandManagement©2008PrenticeHall,Inc.

Al©2008PrenticeHall,Inc.Allrightsreserved.1–2学习目标

LEARNINGOUTCOMES描述管理者与业务人员的区别；解释管理的含义；区别效率与效果；描述管理的四个基本过程；划分管理者的三个层级并阐明每个层级管理者的主要工作职责；说明要成为一名成功管理者所具备的四项基本职能。Afterreadingthischapter,youwillbeableto:©2008PrenticeHall,Inc.All2©2008PrenticeHall,Inc.Allrightsreserved.1–3为什么学习管理学

WhyStudyManagement?我们都想要改进组织的管理方式好的组织，在某种意义上说，就是好的管理。你的人生最终不是管理他人，也是被人所管理对管理的过程的了解构成了管理技能的基础；通过学习管理学，你可以从上司的行为以及内部组织工作中，获得许多深入的洞察和对管理的理解。©2008PrenticeHall,Inc.All3©2008PrenticeHall,Inc.Allrightsreserved.1–4管理学与其他学科直接有什么联系

HowDoesManagementRelateToOtherDisciplines?社会学Sociology心理学Psychology政治学PoliticalScience经济学Economics哲学Philosophy人类学Anthropology管理学Management©2008PrenticeHall,Inc.All4©2008PrenticeHall,Inc.Allrightsreserved.1–5WhoAreManagersAnd

谁是管理者？

WhereDoTheyWork?

他们在哪工作？组织Organization将一定的人员系统地安排在一起，以达到某些特定的目标。Asystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose.

共性CommonCharacteristicsofOrganizations目的Distinctpurposeandgoals人员People系统化结构Systematicstructure©2008PrenticeHall,Inc.All5©2008PrenticeHall,Inc.Allrightsreserved.1–6EXHIBIT1–1 CommonCharacteristicsofOrganizations©2008PrenticeHall,Inc.All6©2008PrenticeHall,Inc.Allrightsreserved.1–7管理者与业务人员的区别

PeopleDifferences业务人员Operatives是指直接从事某些具体工作或任务，不必负有责任去监督他人工作的员工。Peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.管理者Managers指在一个组织中直接督导他人工作的那群人Individualsinanorganizationwhodirecttheactivitiesofothers.©2008PrenticeHall,Inc.All7©2008PrenticeHall,Inc.Allrightsreserved.1–8EXHIBIT1–2 OrganizationalLevels©2008PrenticeHall,Inc.All8©2008PrenticeHall,Inc.Allrightsreserved.1–9IdentifyingManagers基层管理者First-lineManagers他们直接负责业务人员的日常活动。中层管理者MiddleManagers位于基层管理者和高层管理者之间，他们管理另外一些管理者，并可能同时管理一些业务人员。高层管理者TopManagers他们负责制定与组织发展方向有关的决策，制定影响到组织全体成员的政策。©2008PrenticeHall,Inc.All9©2008PrenticeHall,Inc.Allrightsreserved.1–10HowDoWeDefineManagement?如何定义管理？管理Management指通过与他人的共同努力，既有效率又有效果地将工作做好的过程。Theprocessofgettingthingsdone,effectivelyandefficiently,throughandwithotherpeople效率Efficiency正确的做事，它反映了投入与产出的关系。管理就是最求资源成本的最小化。Doingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecosts

效果Effectiveness做正确的事情，达到既定的目标。Doingtherightthings;goalattainment©2008PrenticeHall,Inc.All10©2008PrenticeHall,Inc.Allrightsreserved.1–11EXHIBIT1–3 EfficiencyandEffectiveness©2008PrenticeHall,Inc.All11©2008PrenticeHall,Inc.Allrightsreserved.1–12EXHIBIT1–4 ManagementProcessActivities©2008PrenticeHall,Inc.All12©2008PrenticeHall,Inc.Allrightsreserved.1–13ManagementProcesses管理过程计划Planning确定目标，制定战略，建构层级计划并协调活动。组织Organizing决定需要做什么工作，怎么做，谁去做。©2008PrenticeHall,Inc.All13©2008PrenticeHall,Inc.Allrightsreserved.1–14ManagementProcesses管理过程领导Leading指导、激励相关人员并解决冲突。控制Controlling监督活动，确保其能够按计划实施。©2008PrenticeHall,Inc.All14©2008PrenticeHall,Inc.Allrightsreserved.1–15EXHIBIT1–5 Mintzberg’sManagerialRoles人际关系代表人领导人联络人信息信息搜集人信息传达人发言人决策企业家危机处理着资源分配者谈判者Source:TheNatureofManagerialWork(paperback)byH.Mintzberg.Table2,pp.92–93.ReprintedbypermissionofPearsonEducationInc.,UpperSaddleRiver,NJ.©2008PrenticeHall,Inc.All15©2008PrenticeHall,Inc.Allrightsreserved.1–16EXHIBIT1–6 DistributionofTimeperActivitybyOrganizationalLevelSource:AdaptedfromT.A.Mahoney,T.H.Jerdee,andS.J.Carroll,

“TheJob(s)ofManagement.”IndustrialRelations4,no.2(1965),p.103.©2008PrenticeHall,Inc.All16©2008PrenticeHall,Inc.Allrightsreserved.1–17IsTheManager’sJobUniversal?

管理者的工作具有普遍性吗？ManagementConceptsandNationalBordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?MakingDecisionsandDealingwithChangeDomanagersallmakedecisionsanddealwithchangeinthesameways?©2008PrenticeHall,Inc.All17©2008PrenticeHall,Inc.Allrightsreserved.1–18GeneralSkillsforManagers理念技能ConceptualSkills政治技能Politicalskills人际关系技能Interpersonalskills专业技能Technicalskills成功管理者应当具备的技能SkillsofSuccessfulManagers©2008PrenticeHall,Inc.All18©2008PrenticeHall,Inc.Allrightsreserved.1–19HistoryModule当代管理实践的历史溯源THEHISTORICALROOTSOFCONTEMPORARYMANAGEMENTPRACTICES©2008PrenticeHall,Inc.All19©2008PrenticeHall,Inc.Allrightsreserved.1–20ThePre-modernEra前现代时期AncientMassiveConstructionProjectsEgyptianpyramidsGreatWallofChinaMichelangelo,theManager.©2008PrenticeHall,Inc.All20©2008PrenticeHall,Inc.Allrightsreserved.1–21斯密对管理学领域的贡献

AdamSmith’sContributionToTheFieldOfManagementWrotetheWealthofNations(1776)Advocatedtheeconomicadvantagesthatorganizationsandsocietywouldreapfromthedivisionoflabor:©2008PrenticeHall,Inc.All21©2008PrenticeHall,Inc.Allrightsreserved.1–22工业革命如何影响管理实践

TheIndustrialRevolution’sInfluenceOnManagementPractices工业革命IndustrialRevolutionMachinepowerbegantosubstituteforhumanpowerLeadtomassproductionofeconomicalgoodsImprovedandlesscostlytransportationsystemsbecameavailableCreatedlargermarketsforgoods.LargerorganizationsdevelopedtoservelargermarketsCreatedtheneedforformalizedmanagementpractices.©2008PrenticeHall,Inc.All22©2008PrenticeHall,Inc.Allrightsreserved.1–23ClassicalContributions古典管理理论的贡献古典学派ClassicalApproach古典学派分为2类：科学管理理论和一般管理理论。Thetermusedtodescribethehypothesesofthescientificmanagementtheoristsandthegeneraladministrativetheorists.ScientificmanagementtheoristsFredrickW.Taylor,FrankandLillianGilbreth,andHenryGanttGeneraladministrativetheoristsHenriFayolandMaxWeber©2008PrenticeHall,Inc.All23©2008PrenticeHall,Inc.Allrightsreserved.1–24ScientificManagement泰勒FrederickW.TaylorThePrinciplesofScientificManagement(1911)Advocatedtheuseofthescientificmethodtodefinethe“onebestway”forajobtobedoneBelievedthatincreasedefficiencycouldbeachievedbyselectingtherightpeopleforthejobandtrainingthemtodoitpreciselyintheonebestway.Tomotivateworkers,hefavoredincentivewageplans.Separatedmanagerialworkfromoperativework.©2008PrenticeHall,Inc.All24©2008PrenticeHall,Inc.Allrightsreserved.1–25EXHIBITHM–1 Taylor’sFourPrinciplesofManagement为每一个工人的工作要素建立一个科学方法，用以代替过去的经验方法。科学的挑选工人，并为他们进行培训、教育、和开发。（而在以往，则是由工人自己选择工作，并尽其所能进行自我培训）与工人进行坦诚友好的合作，以确保所有工作都能按已建立的科学原则去做。管理者与工人之间在工作和职责的划分上几乎是平等的。管理者要把那些自己比工人更胜任的工作都承揽过来。（以往，几乎所有的工作和大部分责任都被推到工人头上）©2008PrenticeHall,Inc.All25©2008PrenticeHall,Inc.Allrightsreserved.1–26GeneralAdministrativeTheory一般管理理论

一般管理理论GeneralAdministrativeTheoristsDevelopedgeneraltheoriesofwhatmanagersdoandwhatconstitutesgoodmanagementpractice法约尔HenriFayol(France)FourteenPrinciplesofManagement:Fundamentaloruniversalprinciplesofmanagementpractice韦伯MaxWeber(Germany)官僚科层制Bureaucracy:Idealtypeoforganizationcharacterizedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships©2008PrenticeHall,Inc.All26©2008PrenticeHall,Inc.Allrightsreserved.1–27EXHIBITHM–2 Fayol’sFourteenPrinciplesofManagement法约尔14条原则分工职权纪律统一指挥统一指导个人利益服从整体利益报酬集中等级链秩序平等人员稳定首创惊声合作精神©2008PrenticeHall,Inc.All27©2008PrenticeHall,Inc.Allrightsreserved.1–28EXHIBITHM–3 Weber’sIdealBureaucracy劳动分工DivisionofLabor职权层次AuthorityHierarchy正式选拔FormalSelection正式规章制度FormalRulesandRegulations非个性化Impersonality职业导向CareerOrientation©2008PrenticeHall,Inc.All28©2008PrenticeHall,Inc.Allrightsreserved.1–29HumanResourcesApproach

人力资源学派罗伯特●欧文RobertOwenScottishbusinessmanandreformerwhoadvocatedforbettertreatmentofworkers.Claimedthataconcernforemployeeswasprofitableformanagementandwouldrelievehumanmisery.雨果●闵斯特伯格HugoMunsterbergCreatedthefieldofindustrialpsychology—thescientificstudyofindividualsatworktomaximizetheirproductivityandadjustment.PsychologyandIndustrialEfficiency(1913)©2008PrenticeHall,Inc.All29©2008PrenticeHall,Inc.Allrightsreserved.1–30HumanResourcesApproach(cont’d)玛丽●帕克●福莱特MaryParkerFollettRecognizedthatorganizationscouldbeviewedfromtheperspectiveofindividualandgroupbehavior.Believedthatindividualpotentialcouldonlybereleasedbygroupassociation.切斯●特巴纳德ChesterBarnardSaworganizationsassocialsystemsthatrequirehumaninteractionandcooperation.Expressedhisviewsonthe“acceptanceofauthority”inhisbookTheFunctionsoftheExecutive(1938).©2008PrenticeHall,Inc.All30©2008PrenticeHall,Inc.Allrightsreserved.1–31HawthorneStudies霍桑实验Aseriesofstudiesdoneduringthe1920sand1930sthatprovidednewinsightsintogroupnormsandbehaviorsHawthorneeffectSocialnormsorstandardsofthegrouparethekeydeterminantsofindividualworkbehavior.Changedtheprevalentviewofthetimethatpeoplewerenodifferentthanmachines.©2008PrenticeHall,Inc.All31©2008PrenticeHall,Inc.Allrightsreserved.1–32人际关系运动

HumanRelationsMovementBasedonabeliefintheimportanceofemployeesatisfaction—asatisfiedworkerwasbelievedtobeaproductiveworker.Advocatesbelievedinpeople’scapabilitiesandwereconcernedwithmakingmanagementpracticesmorehumane.DaleCarnegieAbrahamMaslowDouglasMcGregor©2008PrenticeHall,Inc.All32©2008PrenticeHall,Inc.Allrightsreserved.1–33定量分析学派

TheQuantitativeApproachOperationsResearch(ManagementScience)EvolvedoutofthedevelopmentofmathematicalandstatisticalsolutionstomilitaryproblemsduringWorldWarII.Involvestheuseofstatistics,optimizationmodels,informationmodels,andcomputersimulationstoimprovemanagementdecisionmakingforplanningandcontrol.©2008PrenticeHall,Inc.All33©2008PrenticeHall,Inc.Allrightsreserved.1–34社会事件对各类管理学派的重要影响

SocialEventsThatShapedManagementApproaches古典学派ClassicalApproachThedesireforincreasedefficiencyoflaborintensiveoperations人力资源学派HumanResourcesApproachThebacklashtotheoverlymechanisticviewofemployeesheldbytheclassicists.TheGreatDepression.数量分析学派TheQuantitativeApproachesWorldWarIIarmamentproduction©2008PrenticeHall,Inc.All34©2008PrenticeHall,Inc.Allrightsreserved.1–35TheSystemsApproach

系统学派Definesasystemasasetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole封闭式系统Closedsystem:asystemthatisnotinfluencedbyanddoesnotinteractwithitsenvironment开放式系统Opensystem:asystemthatdynamicallyinteractswithitsenvironment利害相关者Stakeholders:anygroupthatisaffectedbyorganizationaldecisionsandpolicies©2008PrenticeHall,Inc.All35©2008PrenticeHall,Inc.Allrightsreserved.1–36EXHIBITHM–4 TheOrganizationandItsEnvironment组织与环境©2008PrenticeHall,Inc.All36©2008PrenticeHall,Inc.Allrightsreserved.1–37

TheContingencyApproach

权变学派权变学派TheContingencyApproachReplacesmoresimplisticsystemsandintegratesmuchofmanagementtheory.四种权变变量FourContingencyVariables组织规模Organizationsize(coordination)技术的常规性Routinenessoftasktechnology(taskcomplexitydictatesstructure)环境的不确定性Environmentaluncertainty(changemanagement)个体差异Individualdifferences(managerialstyles,motivationaltechniques,andjobdesign)ExhibitHM-5©2008PrenticeHall,Inc.All37©2008PrenticeHall,Inc.Allrightsreserved.1–38WhatistheProcessApproach?

过程学派ManagementTheoryJungle(HaroldKoontz)Thediversityofapproachestothestudyofmanagement—functions,quantitativeemphasis,humanrelationsapproaches—eachoffersomethingtomanagementtheory,butmanyareonlymanagerialtools.ProcessApproachPlanning,leading,andcontrollingactivitiesarecircularandcontinuousfunctionsofmanagement.©2008PrenticeHall,Inc.All38©2008PrenticeHall,Inc.Allrightsreserved.1–39本章概要解释管理的含义。管理是指通过与其他人的共同努力，既有效率又有效果地将工作做好的过程。这些基本活动是计划、组织、领导和控制。区分效率和效果。效率是指利用最小的资源代价完成活动。效果是成功地完成活动即实现目标。管理的四个基本过程是计划（制定目标）、组织（决定如何达到目标）、领导（动员）和控制（监督活动）。管理者的三个层级分别是基层管理者、中层管理着和高层管理者。©2008PrenticeHall,Inc.All39©2008PrenticeHall,Inc.Allrightsreserved.1–40成为一名成功的管理者所应具备的四项基本技能。要成为一个成功的管理者所需要的四项基本技能是理念技能（分析和判断复杂性的能力）、人际关系技能（与他人协作和了解让人的能力）、专业技能（应用专业技术的能力）及政治技能（强化个体的地位，建立权利基础的能力）解释为什么学习管理非常重要。学习管理非常重要的一个原因是我们每天的生活都与各种组织息息相关，所以，对组织的妥善管理跟我们的利益息息相关。另一个原因是等你踏上工作岗位以后，要么就是管理他人，要么就是被人管理。通过学习管理，你可以对你的上司、同事的行为以及组织的运行，获得大量深入的了解。©2008PrenticeHall,Inc.All40练习题：1.管理者是（）A不需要补偿的员工B为实现组织目标协调工作活动的人C组织的首脑D一线工人2.地区经理、项目主管和事业部经理都可以被称为（）A基层管理者B非管理雇员C中层管理者D高层管理者©2008PrenticeHall,Inc.Allrightsreserved.1–41练习题：1.管理者是（）©2008PrenticeH413玛丽向营销副总裁上报工作内容，同时她又是监督者，一些小时共向她汇报，那么玛丽是（）A基层管理者B中层管理者C高层管理者D执行者4那些负责做出组织层面决策，并未整个组织制定计划和目标的管理者被定义为（）A高层管理者B中层管理者C基层管理者D非管理工雇员©2008PrenticeHall,Inc.Allrightsreserved.1–423玛丽向营销副总裁上报工作内容，同时她又是监督者，一些小时425.下列能区别管理职位和非管理职位的是（）A工资金额是多少B是否协调他人的工作C是否组织新的项目D是否拥有技术技能6.如果比安卡的工作专注在减少浪费上，那么她更应该是（）管理者A有效率的B有效果的C目标导向的D拥有技术技能的©2008PrenticeHall,Inc.Allrightsreserved.1–435.下列能区别管理职位和非管理职位的是（）©2008Pr437效果通常被描述为（）A工作活动有助于帮助组织实现其目标B委任尽可能多的责任C通过自己来管理过程D通过资金情况来定义一个项目的结果8（)可被理解为正确地做事，（）可被理解为一种结果，或者达到组织目标A效果经济B效果效率C效率效果D经济效率

©2008PrenticeHall,Inc.Allrightsreserved.1–447效果通常被描述为（）©2008PrenticeH449计划包括（）A指导和激励他人B实时监控以确保完成任务C决定某事需要由谁来做D确定目标、制定策略10当一个管理者据顶需要做什么以及怎样完成的时候，它是在（）A计划B组织C领导D控制©2008PrenticeHall,Inc.Allrightsreserved.1–459计划包括（）©2008PrenticeHall,4511将实际业绩和预先设定的目标进行对比可以视为（）A计划B组织C领导D控制12珍妮的上司要求她解释其所属部门的实际开支与公司预算数额不符之处。这里，上司执行的是（）A计划B组织C领导D控制©2008PrenticeHall,Inc.Allrightsreserved.1–4611将实际业绩和预先设定的目标进行对比可以视为（）©24613技术技能对于（）最为重要 A中层管理者B执行者C基层管理者D高层管理者14（）包括在工作中与其他个人与团队良好相处A人际技能B决策制定技能C概念技能D技术技能©2008PrenticeHall,Inc.Allrightsreserved.1–4713技术技能对于（）最为重要©2008Prentic4715组织的最佳定义是（）A商业联盟B为实现特定目标而进行精心的人员安排C注重资源分配的商业机构D在国家证券交易所上市的公司16用科学方法定义的“最好方法”是由（）开创的。A泰勒B韦伯C斯密D法约尔©2008PrenticeHall,Inc.Allrightsreserved.1–4815组织的最佳定义是（）©2008PrenticeH4817（）提出了14项管理原则，并认为这些原则广泛适用于任何管理系统A福莱特B韦伯C斯密D法约尔18（）来源并发展于第二次世界大战时期用数学和统计方法解决军队问题A定量分析B学习型组织C电子商务D官僚行政组织©2008PrenticeHall,Inc.Allrightsreserved.1–4917（）提出了14项管理原则，并认为这些原则广泛适用于任4919霍桑研究对（）这种管理理念产生了巨大的影响A高层管理承诺的重要性B组织中个人行为的作用C管理中科学原则的重要性D组织可以通过多种方式运用官僚等级原则20当今我们把组织描述为一个系统的时候，指的是（）A开放系统B封闭系统C全面质量管理D全球化系统

©2008PrenticeHall,Inc.Allrightsreserved.1–5019霍桑研究对（）这种管理理念产生了巨大的影响©20050©2008PrenticeHall,Inc.

Allrightsreserved.管理者与管理

ManagersandManagement©2008PrenticeHall,Inc.

Al©2008PrenticeHall,Inc.Allrightsreserved.1–52学习目标

LEARNINGOUTCOMES描述管理者与业务人员的区别；解释管理的含义；区别效率与效果；描述管理的四个基本过程；划分管理者的三个层级并阐明每个层级管理者的主要工作职责；说明要成为一名成功管理者所具备的四项基本职能。Afterreadingthischapter,youwillbeableto:©2008PrenticeHall,Inc.All52©2008PrenticeHall,Inc.Allrightsreserved.1–53为什么学习管理学

WhyStudyManagement?我们都想要改进组织的管理方式好的组织，在某种意义上说，就是好的管理。你的人生最终不是管理他人，也是被人所管理对管理的过程的了解构成了管理技能的基础；通过学习管理学，你可以从上司的行为以及内部组织工作中，获得许多深入的洞察和对管理的理解。©2008PrenticeHall,Inc.All53©2008PrenticeHall,Inc.Allrightsreserved.1–54管理学与其他学科直接有什么联系

HowDoesManagementRelateToOtherDisciplines?社会学Sociology心理学Psychology政治学PoliticalScience经济学Economics哲学Philosophy人类学Anthropology管理学Management©2008PrenticeHall,Inc.All54©2008PrenticeHall,Inc.Allrightsreserved.1–55WhoAreManagersAnd

谁是管理者？

WhereDoTheyWork?

他们在哪工作？组织Organization将一定的人员系统地安排在一起，以达到某些特定的目标。Asystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose.

共性CommonCharacteristicsofOrganizations目的Distinctpurposeandgoals人员People系统化结构Systematicstructure©2008PrenticeHall,Inc.All55©2008PrenticeHall,Inc.Allrightsreserved.1–56EXHIBIT1–1 CommonCharacteristicsofOrganizations©2008PrenticeHall,Inc.All56©2008PrenticeHall,Inc.Allrightsreserved.1–57管理者与业务人员的区别

PeopleDifferences业务人员Operatives是指直接从事某些具体工作或任务，不必负有责任去监督他人工作的员工。Peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.管理者Managers指在一个组织中直接督导他人工作的那群人Individualsinanorganizationwhodirecttheactivitiesofothers.©2008PrenticeHall,Inc.All57©2008PrenticeHall,Inc.Allrightsreserved.1–58EXHIBIT1–2 OrganizationalLevels©2008PrenticeHall,Inc.All58©2008PrenticeHall,Inc.Allrightsreserved.1–59IdentifyingManagers基层管理者First-lineManagers他们直接负责业务人员的日常活动。中层管理者MiddleManagers位于基层管理者和高层管理者之间，他们管理另外一些管理者，并可能同时管理一些业务人员。高层管理者TopManagers他们负责制定与组织发展方向有关的决策，制定影响到组织全体成员的政策。©2008PrenticeHall,Inc.All59©2008PrenticeHall,Inc.Allrightsreserved.1–60HowDoWeDefineManagement?如何定义管理？管理Management指通过与他人的共同努力，既有效率又有效果地将工作做好的过程。Theprocessofgettingthingsdone,effectivelyandefficiently,throughandwithotherpeople效率Efficiency正确的做事，它反映了投入与产出的关系。管理就是最求资源成本的最小化。Doingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecosts

效果Effectiveness做正确的事情，达到既定的目标。Doingtherightthings;goalattainment©2008PrenticeHall,Inc.All60©2008PrenticeHall,Inc.Allrightsreserved.1–61EXHIBIT1–3 EfficiencyandEffectiveness©2008PrenticeHall,Inc.All61©2008PrenticeHall,Inc.Allrightsreserved.1–62EXHIBIT1–4 ManagementProcessActivities©2008PrenticeHall,Inc.All62©2008PrenticeHall,Inc.Allrightsreserved.1–63ManagementProcesses管理过程计划Planning确定目标，制定战略，建构层级计划并协调活动。组织Organizing决定需要做什么工作，怎么做，谁去做。©2008PrenticeHall,Inc.All63©2008PrenticeHall,Inc.Allrightsreserved.1–64ManagementProcesses管理过程领导Leading指导、激励相关人员并解决冲突。控制Controlling监督活动，确保其能够按计划实施。©2008PrenticeHall,Inc.All64©2008PrenticeHall,Inc.Allrightsreserved.1–65EXHIBIT1–5 Mintzberg’sManagerialRoles人际关系代表人领导人联络人信息信息搜集人信息传达人发言人决策企业家危机处理着资源分配者谈判者Source:TheNatureofManagerialWork(paperback)byH.Mintzberg.Table2,pp.92–93.ReprintedbypermissionofPearsonEducationInc.,UpperSaddleRiver,NJ.©2008PrenticeHall,Inc.All65©2008PrenticeHall,Inc.Allrightsreserved.1–66EXHIBIT1–6 DistributionofTimeperActivitybyOrganizationalLevelSource:AdaptedfromT.A.Mahoney,T.H.Jerdee,andS.J.Carroll,

“TheJob(s)ofManagement.”IndustrialRelations4,no.2(1965),p.103.©2008PrenticeHall,Inc.All66©2008PrenticeHall,Inc.Allrightsreserved.1–67IsTheManager’sJobUniversal?

管理者的工作具有普遍性吗？ManagementConceptsandNationalBordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?MakingDecisionsandDealingwithChangeDomanagersallmakedecisionsanddealwithchangeinthesameways?©2008PrenticeHall,Inc.All67©2008PrenticeHall,Inc.Allrightsreserved.1–68GeneralSkillsforManagers理念技能ConceptualSkills政治技能Politicalskills人际关系技能Interpersonalskills专业技能Technicalskills成功管理者应当具备的技能SkillsofSuccessfulManagers©2008PrenticeHall,Inc.All68©2008PrenticeHall,Inc.Allrightsreserved.1–69HistoryModule当代管理实践的历史溯源THEHISTORICALROOTSOFCONTEMPORARYMANAGEMENTPRACTICES©2008PrenticeHall,Inc.All69©2008PrenticeHall,Inc.Allrightsreserved.1–70ThePre-modernEra前现代时期AncientMassiveConstructionProjectsEgyptianpyramidsGreatWallofChinaMichelangelo,theManager.©2008PrenticeHall,Inc.All70©2008PrenticeHall,Inc.Allrightsreserved.1–71斯密对管理学领域的贡献

AdamSmith’sContributionToTheFieldOfManagementWrotetheWealthofNations(1776)Advocatedtheeconomicadvantagesthatorganizationsandsocietywouldreapfromthedivisionoflabor:©2008PrenticeHall,Inc.All71©2008PrenticeHall,Inc.Allrightsreserved.1–72工业革命如何影响管理实践

TheIndustrialRevolution’sInfluenceOnManagementPractices工业革命IndustrialRevolutionMachinepowerbegantosubstituteforhumanpowerLeadtomassproductionofeconomicalgoodsImprovedandlesscostlytransportationsystemsbecameavailableCreatedlargermarketsforgoods.LargerorganizationsdevelopedtoservelargermarketsCreatedtheneedforformalizedmanagementpractices.©2008PrenticeHall,Inc.All72©2008PrenticeHall,Inc.Allrightsreserved.1–73ClassicalContributions古典管理理论的贡献古典学派ClassicalApproach古典学派分为2类：科学管理理论和一般管理理论。Thetermusedtodescribethehypothesesofthescientificmanagementtheoristsandthegeneraladministrativetheorists.ScientificmanagementtheoristsFredrickW.Taylor,FrankandLillianGilbreth,andHenryGanttGeneraladministrativetheoristsHenriFayolandMaxWeber©2008PrenticeHall,Inc.All73©2008PrenticeHall,Inc.Allrightsreserved.1–74ScientificManagement泰勒FrederickW.TaylorThePrinciplesofScientificManagement(1911)Advocatedtheuseofthescientificmethodtodefinethe“onebestway”forajobtobedoneBelievedthatincreasedefficiencycouldbeachievedbyselectingtherightpeopleforthejobandtrainingthemtodoitpreciselyintheonebestway.Tomotivateworkers,hefavoredincentivewageplans.Separatedmanagerialworkfromoperativework.©2008PrenticeHall,Inc.All74©2008PrenticeHall,Inc.Allrightsreserved.1–75EXHIBITHM–1 Taylor’sFourPrinciplesofManagement为每一个工人的工作要素建立一个科学方法，用以代替过去的经验方法。科学的挑选工人，并为他们进行培训、教育、和开发。（而在以往，则是由工人自己选择工作，并尽其所能进行自我培训）与工人进行坦诚友好的合作，以确保所有工作都能按已建立的科学原则去做。管理者与工人之间在工作和职责的划分上几乎是平等的。管理者要把那些自己比工人更胜任的工作都承揽过来。（以往，几乎所有的工作和大部分责任都被推到工人头上）©2008PrenticeHall,Inc.All75©2008PrenticeHall,Inc.Allrightsreserved.1–76GeneralAdministrativeTheory一般管理理论

一般管理理论GeneralAdministrativeTheoristsDevelopedgeneraltheoriesofwhatmanagersdoandwhatconstitutesgoodmanagementpractice法约尔HenriFayol(France)FourteenPrinciplesofManagement:Fundamentaloruniversalprinciplesofmanagementpractice韦伯MaxWeber(Germany)官僚科层制Bureaucracy:Idealtypeoforganizationcharacterizedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships©2008PrenticeHall,Inc.All76©2008PrenticeHall,Inc.Allrightsreserved.1–77EXHIBITHM–2 Fayol’sFourteenPrinciplesofManagement法约尔14条原则分工职权纪律统一指挥统一指导个人利益服从整体利益报酬集中等级链秩序平等人员稳定首创惊声合作精神©2008PrenticeHall,Inc.All77©2008PrenticeHall,Inc.Allrightsreserved.1–78EXHIBITHM–3 Weber’sIdealBureaucracy劳动分工DivisionofLabor职权层次AuthorityHierarchy正式选拔FormalSelection正式规章制度FormalRulesandRegulations非个性化Impersonality职业导向CareerOrientation©2008PrenticeHall,Inc.All78©2008PrenticeHall,Inc.Allrightsreserved.1–79HumanResourcesApproach

人力资源学派罗伯特●欧文RobertOwenScottishbusinessmanandreformerwhoadvocatedforbettertreatmentofworkers.Claimedthataconcernforemployeeswasprofitableformanagementandwouldrelievehumanmisery.雨果●闵斯特伯格HugoMunsterbergCreatedthefieldofindustrialpsychology—thescientificstudyofindividualsatworktomaximizetheirproductivityandadjustment.PsychologyandIndustrialEfficiency(1913)©2008PrenticeHall,Inc.All79©2008PrenticeHall,Inc.Allrightsreserved.1–80HumanResourcesApproach(cont’d)玛丽●帕克●福莱特MaryParkerFollettRecognizedthatorganizationscouldbeviewedfromtheperspectiveofindividualandgroupbehavior.Believedthatindividualpotentialcouldonlybereleasedbygroupassociation.切斯●特巴纳德ChesterBarnardSaworganizationsassocialsystemsthatrequirehumaninteractionandcooperation.Expressedhisviewsonthe“acceptanceofauthority”inhisbookTheFunctionsoftheExecutive(1938).©2008PrenticeHall,Inc.All80©2008PrenticeHall,Inc.Allrightsreserved.1–81HawthorneStudies霍桑实验Aseriesofstudiesdoneduringthe1920sand1930sthatprovidednewinsightsintogroupnormsandbehaviorsHawthorneeffectSocialnormsorstandardsofthegrouparethekeydeterminantsofindividualworkbehavior.Changedtheprevalentviewofthetimethatpeoplewerenodifferentthanmachines.©2008PrenticeHall,Inc.All81©2008PrenticeHall,Inc.Allrightsreserved.1–82人际关系运动

HumanRelationsMovementBasedonabeliefintheimportanceofemployeesatisfaction—asatisfiedworkerwasbelievedtobeaproductiveworker.Advocatesbelievedinpeople’scapabilitiesandwereconcernedwithmakingmanagementpracticesmorehumane.DaleCarnegieAbrahamMaslowDouglasMcGregor©2008PrenticeHall,Inc.All82©2008PrenticeHall,Inc.Allrightsreserved.1–83定量分析学派

TheQuantitativeApproachOperationsResearch(ManagementScience)EvolvedoutofthedevelopmentofmathematicalandstatisticalsolutionstomilitaryproblemsduringWorldWarII.Involvestheuseofstatistics,optimizationmodels,informationmodels,andcomputersimulationstoimprovemanagementdecisionmakingforplanningandcontrol.©2008PrenticeHall,Inc.All83©2008PrenticeHall,Inc.Allrightsreserved.1–84社会事件对各类管理学派的重要影响

SocialEventsThatShapedManagementApproaches古典学派ClassicalApproachThedesireforincreasedefficiencyoflaborintensiveoperations人力资源学派HumanResourcesApproachThebacklashtotheoverlymechanistic