陕西科技大学工商管理硕士MBA-《商务英语》-邢战雷-3-ManagementPrinciples

Chapter3ManagementPrinciples教师：邢战雷单位：陕西科技大学管理学院/MBA教育中心E-mail:xingzhanlei@《BusinessEnglishforMBA》1/32ObjectivesforthischapterDefinemanagementandunderstanditsroleinachievingorganizationalobjectives.Identifythreelevelsofmanagementandexplainhowthefocusesofmanagersateachleveldiffer.Describethemajorfunctionsofmanagement.2/32Topic1

thenatureofmanagement3/32Whatisanorganization?Anorganizationisanygroupofindividuals

whoworktogetherfortheachievementofsomestatedorimplied（名言或不名言）

objective.Twomajortypesoforganization:-businessorganization-nonprofitorganization 4/32Abusinessorganizationmaybealargeautomobilemanufacture,agrocerystore,oranaccountingfirm.Regardlessoftheproductstheysell,allthreetypesofbusinessconsistsofagroupofindividualswhoworktogethertoachieveanobjective.theobjectiveofmostbusinessorganizationsistoincreaseprofits,percentageofmarketshare,orsalesvolume;togaincustomers;tominimizecosts.5/32Whatresourcesdoorganizationshave?Toachieveitsobjectives,everyorganizationmusthaveresources,whichgenerallyfallintothreetypes.-humanresourcespeople(employees)-physicalresourcesequipment,machinery,rawmaterials,etc.-financialresourcesmoneyandothervaluableassets（IPs，知识产权）6/32Humanresources

areemployeeswhoareready,willing,andabletousetheirskillsandknowledgetoadvanceorganizationalobjectives.Physicalresources

aretherawmaterials,supplies,machineryandequipmentusedbytheorganization.Financialresources

aretheorganization’ssupplyofmoneyandothervaluableassets,suchasbuildingandinventory.Itisnecessaryfortheacquisitionofhumanandphysicalresources.Humanandphysicalresourcesareuselessbythemselves.Employeesmustusetheirlabor,skills,andknowledgetotransformphysicalresourcesintofinishedproducts.7/32Likewiseinnonprofitorganization,suchasschools,politicalparties,andcharities,peopleworktogethertoachieveobjectives,totransmitknowledge,solvenationalproblems,findshelterforthehomeless.Managementandmanagersmaybefoundwhereverpeopleareworkingtogethertoachievesomecommonobjective.Everyorganizationmustacquireresourcesandcoordinatetheuseoftheseresourcestoturnoutafinalproductorservice.Theresourcesare:employees(humanresources),materialsandmachinery(physicalresources),andmoney(financialresources)8/32Whatismanagement?Managementistheprocessofcoordinatinghuman,physical,andfinancialresourcestoachieveanorganization’sobjectives.管理是为实现企业目标而协调人力、物力、财力资源过程。Managementandmanagersarefoundwhereverpeopleareworkingtogethertoachievesomecommonobjectives.9/32Managementisuniversal（普遍存在）.Ittakesplacesnotonly

inbusinesssettingsbutalso

inschools,hospital,themilitary,government,religiousgroups——inanysituationcallingforthecoordinationofresources.10/32Notesforthispart11/32Topic2

Levelsofmanagement12/32thepyramidofmanagementIngeneral,therearethreelevelsofmanagement.Topmanagement(高层管理);Middlemanagement(中层管理);Thefirst-line/supervisorymanagement(基层管理);Atthetopofthepyramidisthetopmanagement.Belowthatisalargenumberofmiddlemanagers.Thebaseofthepyramidismadeupofanevenlargernumberoffirst-linemanagers.13/32smallorganizationsmayhaveonlyonemanager,whoassumestheresponsibilitiesofmanagersatallthreelevels.Largebusinesshavemanymanagersateachleveltocoordinatetheuseoftheorganization’sresources.14/32Topmanagement(高层管理)Inbusiness,thepresidentandothertopexecutives,suchasthechiefexecutive(CEO)andexecutivevicepresident,whohaveoverallresponsibilityfortheorganization,areknownastopmanagement.Theyspendmostoftheirtimeonstrategicdecision,decisionsthatfocusonanoverallschemeorkeyideaforusingtheorganization’sresourcestotakeadvantageofopportunities.Theydecidewhethertoaddproducts,acquirecompanies,sellunprofitablebusinesssegments,andmoveintoforeignmarket.Giventheimportanceandrangeoftopmanagement'sdecisions,topmanagersgenerallyhavemanyyearsofvariedexperience.15/32Middlemanagement(中层管理)Theresponsibilityofmiddlemanagersismorenarrowlyfocusedthanthatoftopmanagers.Theyareinvolvedinthespecificoperationsoftheorganizationandareusuallyresponsibleforcertainareas,departments,ordivisions.Theymakedecisionsandcarryoutplanswithinthebroadguidelinesestablishedbytopmanagement.Titlesofmiddlemanagementmayincludedepartmenthead,divisionalmanager,chiefengineer,plantmanager,regionalmanager,andsoon.16/32Thefirst-line/supervisorymanagement(基层管理)Atthelowestmanagementlevel,first-timemanagersareresponsibleforputtingintooperationtheplansestablishedbymiddlemanagement.Duetotheircontactwithworkers,theyareinvolvedintheday-to-dayoperationsoftheorganization.Mostpeoplegettheirfirstmanagerialexperienceasfirst-linemangers.Commontitlesforsupervisorymanagersareforeman（团体领导人）,supervisor（监督官员）,andofficemanager（办公室经理）.17/32BrieflyDescriptionTopmanagementHavingoverallresponsibilityfortheorganization.Concentratingonmakingstrategicdecisionsor“doingtherightthing”.Topmanagersgenerallyhavemanyyearsofvariedexperience.MiddlemanagementResponsibleforcertainareas,departmentsordivisions.Makingplanstoimplementstrategicdecisionsmadebytopmanagement(doingthingsright).Makingoperatingplansfortheirparticulararea.First-lineManagementResponsibleforimplementingplansestablishedbymiddlemanagement.Supervisingworkersandmanagingday-to-dayoperations.Providingleadershipthatisappropriateforthesituation.18/32Notesforthispart!19/32Topic3

functionsofmanagement20/32Inordertocoordinatetheuseofresourcestoachieveorganizationalobjectives,managersengageinaseriesofactivities:planning,organizing,staffing,directing,andcontrolling.Althougheachfunctionisdescribedseparately,thefivefunctionsareinterrelated,andmanagerssometimesperformtwoormoreofthematthesametime.PlanningOrganizingStaffingDirectingControlling21/32Functions——PlanningItistheprocessofselectingacourseofactionstoachieveorganizationalobjectives.Itinvolves:Forecastingeventsanddeterminingthebestcourseofactionsfromasetofoptionsorchoices.Theplanitselfspecifieswhatshouldbedone,bywhom,where,when,towhatextent,andhow.Planningisthefirstfunctionofmanagement.Itlaysthegroundworkfortheotherfunctions.Theplansdevelopedbymanagementshouldleadtotheachievementoftheobjectivessetbytheorganization.22/32Functions——OrganizingItisthestructuringofresourcesandactivitiestoaccomplishobjectivesinanefficientandeffectivemanner.Structureisthearrangementofpositionswithintheorganizationorthepatternofinterdependentrelationships.Managerscarryouttheirorganizingfunctionbyreviewingstrategicandtacticalplansanddeterminingwhatisnecessarytoimplementtheplans,whentheydividetheworkintosmallunitsandassignthemtospecificindividualsorgroups.23/32Functions——StaffingItmeanshiringpeopletocarryouttheworkoftheorganization.Oncemanagershavedeterminedwhatworkistobedone,theymustensurethattheorganizationhasthestafftodothework.Employeesmustbeavailableinappropriatequantityandwithappropriateskill.HRM，PM24/32Functions——DirectingItismotivatingandleadingemployeestoachieveorganizationalobjective.Oncetheneededemployeeshavebeenhired,managementmustprovideguidance.Thisfunctionisperformedbyallmanagers.However,directingisofprimaryimportancetothefirst-linemanagersbecausetheyaretheoneswhomustdealonadailybasiswiththeemployeesoperatingtheorganization.25/32Functions——ControllingControllingistheprocessevaluatingandcorrectingactivitiestokeeptheorganizationoncourse.T