罗宾斯管理学第九版课件9erobbins-ppt01

IntroductiontoManagementandOrganizationsChapter

1©2007PrenticeHall,Inc.

Allrightsreserved.LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhoAreManagers?Explainhowmanagersdifferfromnon-managerialemployees.Describehowtoclassifymanagersinorganizations.WhatIsManagement?Definemanagement.Explainwhyefficiencyandeffectivenessareimportanttomanagement.2©2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.WhatDoManagersDo?Describethefourfunctionsofmanagement.ExplainMintzberg’smanagerialroles.DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.Discussthechangesthatareimpactingmanagers’jobs.Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.3©2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsAnOrganization?Describethecharacteristicsofanorganization.Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?Explaintheuniversalityofmanagementconcept.Discusswhyanunderstandingofmanagementisimportant.Describetherewardsandchallengesofbeingamanager.4©2007PrenticeHall,Inc.Allrightsreserved.*WhoAreManagers?ManagerSomeonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.5©2007PrenticeHall,Inc.Allrightsreserved.*ClassifyingManagersFirst-lineManagersIndividualswhomanagetheworkofnon-managerialemployees.MiddleManagersIndividualswhomanagetheworkoffirst-linemanagers.TopManagersIndividualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.6©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–1 ManagerialLevels7©2007PrenticeHall,Inc.Allrightsreserved.*WhatIsManagement?ManagerialConcernsEfficiency“Doingthingsright”GettingthemostoutputfortheleastinputsEffectiveness“Doingtherightthings”Attainingorganizationalgoals8©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–2 EffectivenessandEfficiencyinManagement9©2007PrenticeHall,Inc.Allrightsreserved.*WhatDoManagersDo?FunctionalApproachPlanningDefininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.LeadingWorkingwithandthroughpeopletoaccomplishgoals.ControllingMonitoring,comparing,andcorrectingwork.10©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–3 ManagementFunctions11©2007PrenticeHall,Inc.Allrightsreserved.*WhatDoManagersDo?(cont’d)ManagementRolesApproach(Mintzberg)InterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesDisturbancehandler,resourceallocator,negotiator12©2007PrenticeHall,Inc.Allrightsreserved.*WhatManagersActuallyDo(Mintzberg)InteractionwithotherswiththeorganizationwiththeexternalcontextoftheorganizationReflectionthoughtfulthinkingActionpracticaldoing13©2007PrenticeHall,Inc.Allrightsreserved.*WhatDoManagersDo?(cont’d)SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization14©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–5 SkillsNeededatDifferentManagementLevels15©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 ConceptualSkillsUsinginformationtosolvebusinessproblemsIdentifyingofopportunitiesforinnovationRecognizingproblemareasandimplementingsolutionsSelectingcriticalinformationfrommassesofdataUnderstandingofbusinessusesoftechnologyUnderstandingoforganization’sbusinessmodel16©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 CommunicationSkillsAbilitytotransformideasintowordsandactionsCredibilityamongcolleagues,peers,andsubordinatesListeningandaskingquestionsPresentationskills;spokenformatPresentationskills;writtenand/orgraphicformats17©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 EffectivenessSkillsContributingtocorporatemission/departmentalobjectivesCustomerfocusMultitasking:workingatmultipletasksinparallelNegotiatingskillsProjectmanagementReviewingoperationsandimplementingimprovements18©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 EffectivenessSkills(cont’d)SettingandmaintainingperformancestandardsinternallyandexternallySettingprioritiesforattentionandactivityTimemanagement19©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 InterpersonalSkills(cont’d)CoachingandmentoringskillsDiversityskills:workingwithdiversepeopleandculturesNetworkingwithintheorganizationNetworkingoutsidetheorganizationWorkinginteams;cooperationandcommitment20©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–7 ManagementSkillsandManagementFunctionMatrix21©2007PrenticeHall,Inc.Allrightsreserved.*HowTheManager’sJobIsChangingTheIncreasingImportanceofCustomersCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.InnovationDoingthingsdifferently,exploringnewterritory,andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.22©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–8

ChangesImpacting

theManager’sJob23©2007PrenticeHall,Inc.Allrightsreserved.*WhatIsAnOrganization?AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone).CommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructure24©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–9 CharacteristicsofOrganizations25©2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–10 TheChangingOrganization26©2007PrenticeHall,Inc.Allrightsreserved.*WhyStudyManagement?TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizations.TherealityofworkEmployeeseithermanageoraremanaged.RewardsandchallengesofbeingamanagerManagementofferschall