管理学（第16版）课件 第1章 工作场所中的管理者和你

ManagementSixteenthEditionChapter1ManagersandYouintheWorkplaceCopyright©2025,2021,2018PearsonEducation,Inc.AllRightsReservedLearningObjectives1.1Describewhomanagersareandwheretheywork.1.2Explainwhymanagersareimportanttoorganizations.1.3Listthefunctionsandrolesofmanagers.1.4Describethefactorsthatarereshapingandredefiningthemanager’sjob.1.5Identifycareeroptionsinmanagementandskillsthatleadtocareersuccess.1.6Explainthevalueofstudyingmanagement.WhoIsaManager?Manager:someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplishedMercedes-BenzITunitnolongerhasformalmanagersbutusesaholacracyorganizationalstructureshownonthenextslide.Theholacracystructureaimstodistributedecisionmakingthroughouttheorganizationbyeliminatingbossesandempoweringworkteamsorworkgroupstoselfmanage.Exhibit1-1HolacracyStructureExhibit1-1showstheholacracystructuresomefirmsarenowusing.ClassifyingManagersFirst-LineManagers:managetheworkofnon-managerialemployeesMiddleManagers:managetheworkoffirst-linemanagersTopManagers:responsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganizationExhibit1-2LevelsofManagementExhibit1-2showsthatintraditionallystructuredorganizations,managerscanbeclassifiedasfirst-line,middle,ortop.WhereDoManagersWork?Organization:adeliberatearrangementofpeopletoaccomplishsomespecificpurposeExhibit1-3CharacteristicsofOrganizationsExhibit1-3showsthethreecommoncharacteristicsoforganizations:distinctpurpose,deliberatestructure,andpeople.WhyAreManagersImportant?OrganizationsneedtheirmanagerialskillsandabilitiesnowmorethaneverManagersarecriticaltogettingthingsdoneManagersmakeadifferenceinanorganization'sperformanceWhatDoManagersDo?Managementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.EfficiencyandEffectivenessEfficiency:doingthingsrightgettingthemostoutputfromtheleastamountofinputEffectiveness:doingtherightthingsattainingorganizationalgoalsExhibit1-4EfficiencyandEffectivenessinManagementExhibit1-4showsthatwhereasefficiencyisconcernedwiththemeansofgettingthingsdone,effectivenessisconcernedwiththeends,orattainmentoforganizationalgoals.ManagementFunctionsPlanning:Defininggoals,establishingstrategiestoachievegoals,anddevelopingplanstointegrateandcoordinateactivitiesOrganizing:ArrangingandstructuringworktoaccomplishorganizationalgoalsLeading:WorkingwithandthroughpeopletoaccomplishgoalsControlling:Monitoring,comparing,andcorrectingworkExhibit1-5FourFunctionsofManagementExhibit1-5showsthefourfunctionsusedtodescribeamanager’swork:planning,organizing,leading,andcontrolling.Mintzberg’sManagerialRolesandaContemporaryModelofManagingRoles:specificactionsorbehaviorsexpectedofandexhibitedbyamanagerMintzbergidentified10rolesgroupedaroundinterpersonalrelationships,thetransferofinformation,anddecisionmakingTypesofRolesInterpersonalFigurehead,leader,liaisonInformationalMonitor,disseminator,spokespersonDecisionalEntrepreneur,disturbancehandler,resourceallocator,negotiatorExhibit1-6Mintzberg’sManagerialRolesExhibit1-6showsthemanagerialrolesidentifiedbyMintzberg.ChallengesFacingManagersTodayandintotheFutureFocusonremoteorhybridworkFocusontechnologyFocusonemployeewell-beingFocusonRemoteorHybridWorkTheCOVID-19pandemicacceleratedthegrowthofremoteworkandhybridwork.Remoteworkisthepracticeofaccomplishingworktasksawayfromthecompany’sworksite.Hybridworkisthepracticeofworkingremotelypartofthetimeandworkingon-sitepartofthetime.Asflexibleworkoptionscontinuetogrow,managerswillneedtodevelopskillstomanageemployeesinaremoteworkenvironment.FocusonTechnologyManyorganizationsareengaginginstrategicdigitaltransformation.Digitaltransformationinvolvesrethinkinghowyouusetechnology,people,andprocessestoaccomplishwork.Somefirmsuseartificialintelligencetoprovidefeedbacktoemployees.Artificialintelligencereferstohardwareandsoftwaresystemsthatmakedecisionsandcarryoutactionsontheirownwithoutadditionalhumaninput.Technologyhasalsocreatedagigeconomywhereworkersaredoingmorefreelancework.FocusonEmployeeWell-BeingNowandintothefuture,managerswillneedtofocusmoreonemployeewell-being.Well-beingoccurswhenapersonjudgestheirlifeaspositive.Well-beingincludesbothmentalandphysicalhealth.Management’sapproachtodiversity,equity,andinclusionalsoimpactsemployeewell-being.Exhibit1-7ManagementSalariesExhibit1-7showsthecompensationpossibleforvariousmanagementpositions.Occupation2021MedianPayComputerandInformationSystemsManagers$159,010ArchitecturalandEngineeringManagers$152,350Advertising,Promotions,andMarketingManagers$133,380FinancialManagers$131,710CompensationandBenefitsManagers$127,530ManagementSkillsTechnicalskillsKnowledgeandproficiencyinaspecificfieldInterpersonalskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganizationExhibit1-8SkillsNeededatDifferentManagerialLevelsExhibit1-8showstherelationshipsofconceptual,interpersonal,andtechnicalskillstomanageriallevels.TheUniversalityofManagementTherealityisthatmanagementisneededinalltypesandsizesoforganizations,atallorganizationallevels,inallorganizationalareas,andinorganizationsnomatterwherelocatedExhibit1-9UniversalNeedforManagementExhibit1-9showsthatmanagementisuniversallyneededinalltypesof,andthroughoutallareasof,organizations.TheRealityofWorkWhenyoubeginyourcareer,youwilleithermanageorbemanagedGainingInsightsintoLifeatWorkStudentsneedtounderstandmanagementprinciplesregardlessofcareerchoiceWorkplaceConfidentialboxeslocatedineachchapterwillintroducestudentstovariousworkplacechallengesandgiveadviceonhowtohandlethosechallengesReviewLearningObjective1.1Describewhomanagersareandwheretheywork.Managerscoordinateandoverseetheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.Managersworkinanorganization,whichisadeliberatearrangementofpeopletoaccomplishsomespecificpurpose.ReviewLearningObjective1.2Explainwhymanagersareimportanttoorganizations.Organizationsneedtheirmanagerialskillsandabilitiesinuncertain,complex,andchaotictimes.Managersarecriticaltogettingthingsdoneinorganizations.Managerscontributetoemployeeproductivityandloyalty.ReviewLearningObjective1.3(1of2)Listthefunctionsandrolesofmanagers.Managementinvolvescoordinatingandoverseeingtheefficientandeffectivecompletionofothers’workactivities.Thefourfunctionsofmanagementincludeplanning,organizing,leading,andcontrolling.ReviewLearningObjective1.3(2of2)Mintzberg’smanagerialrolesinclude:Interpersonal,involvepeopleandotherceremonial/symbolicduties(figurehead,leader,andliaison)Informational,collecting,receiving,anddisseminatinginformation(monitor,disseminator,andspokesperson)Decisional,makingchoices(entrepreneur,disturbancehandler,resourceallocator,andnegotiator)ReviewLearningObjective1.4Describethefactorsthatarereshapingandredefiningthemanager’sjob.Managersmustbeconcernedwith:Howtomanageremoteandhybridworkers.TechnologyasitimpactshowthingsgetdoneinorganizationsDigitaltransformation,artificialintelligence,andthegigeconomyareaffectingmanagementEmployeewell-beingisbecomingincreasinglymoreimportantformanagersReviewLearningObjective1.5Identifycareeroptionsinmanagementandskillsthatleadtocareersuccess.Katz’smanagerialskillsinclude:Technical(job-specificknowledgeandtechniques)Interpersonal(abilitytoworkwellwithpeople)Conceptual(abilitytothinkan