CH01-1 PPT：管理者与管理.ppt

1、Chapter 1,Managersand Management,1,PART I : Introduction,12,Chapter 1 Managers applies to all organizationsfor-profit as well as not-for-profit organizations. Where managers work (manage). Common characteristics Goals Structure People,111,Common Characteristics of Organizations,Exhibit 1.1,112,Peopl

2、e Differences,Operatives 业务人员 People who work directly on a job or task and have no responsibility for overseeing the work of others. Managers 管理者 Individuals in an organization who direct the activities of others.,113,Organizational Levels,Exhibit 1.2,114,Identifying Managers,First-line managers 基层

3、管理者 Supervisors responsible for directing the day-to-day activities of operative employees Middle managers 中层管理者 Individuals at levels of management between the first-line manager and top management Top managers 高层管理者 Individuals who are responsible for making decisions about the direction of the or

4、ganization and establishing policies that affect all organizational members,115,辨别：,工长？ 领班 ？ 采购经理？ 营销总监？ 总裁？ 校长？ 系主任？ 教研室主任？ 大学教师？,116,2、 How Do We Define Management?,Management P6 关键名词 The process of getting things done, effectively and efficiently, through and with other people Efficiency Means do

5、ing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costs Effectiveness Means doing the right things; goal attainment,117,Efficiency & Effectiveness ?,Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Do

6、ing the right things” Attaining organizational goals,118,Efficiency and Effectiveness,Exhibit 1.3,119,Exhibit 13Effectiveness and Efficiency in Management,120,3、Management Process Activities,Exhibit 1.4,Management process:planning, organizing, leading, and controlling,121,Exhibit 14Management Functi

7、ons,122,123,EXHIBIT 15Mintzbergs Managerial Roles,Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator Negotiator,Source: The Nature of Managerial Work (paperback) by H. Mintzberg. Table 2, pp. 9293. Re

8、printed by permission of Pearson Education Inc., Upper Saddle River, NJ.,4、 What Do Managers Do?,124,Interpersonal Roles 人际关系角色 Figurehead(挂名首脑) Leader（领导者） Liaison（联络者） Information Roles 信息角色 Monitor（监听者） Disseminator （传播者） Spokesperson（发言人） Decision Roles 决策角色 Entrepreneur（企业家） Resource allocator（

9、资源分配者） Negotiator（谈判者） Disturbance-handler(危机处理者),125,126,127,128,Managers Roles 管理者的角色,8：30 应邀出席市物流中心大楼落成的庆典活动 ( ？ ) 9：30 接受电视台记者的采访，介绍公司的新业务 ( ？) 10：00审批财务部门提交的下季度财务预算报告. ( ？),10：30 突然接到生产部来电，有一名工人发生了工伤事故，王总赶快前往处理，指示有关人员护送受伤职工到医院抢救。 ( ？) 11：00 与一重要客户洽谈一项业务，并与客人共进午餐。 ( ？) 14：00召开董事会议，讨论是否上马一个新项目的问题

10、。( ？),案例 ： 王总的一天,129,Managers Roles 管理者的角色,8：30 应邀出席市物流中心大楼落成的庆典活动(Figurehead) 9：30 接受电视台记者的采访，介绍公司的新业务(Spokesperson) 10：00审批财务部门提交的下季度财务预算报告.(Resource allocator),10：30 突然接到生产部来电，有一名工人发生了工伤事故，王总赶快前往处理，指示有关人员护送受伤职工到医院抢救。 (Disturbance-handler) 11：00 与一重要客户洽谈一项业务，并与客人共进午餐。 (Negotiator) 14：00召开董事会议，讨论是否

11、上马一个新项目的问题。( Leader),案例 ： 王总的一天,130,5、General Skills for Managers,131,Confirm develop goal Strategic & Political Establish plan Organize transform,1.concept skills 概念技能 管理者分析和判断复杂形势的心智能力,132,2. Interpersonal skills人际关系技能 Ability of communication Ability to deal with interpersonal relationship Abilit

12、y to stimulate underlings.,管理者了解、指导和激励相关的个体和群体并与之一起工作的能力。,133,3. Technical skills专业技能,Operation knowledge, ability to master and apply technology,管理者应用专业性知识或经验的能力,134,4. Political skills政治技能,强化个体在组织中的地位，建立权力基础并维系社会关系方面的能力。,135,Specific Skills for Managers,Behaviors related to a managers effectivenes

13、s: Controlling the organizations environment and its resources. Organizing and coordinating. Handling information. Providing for growth and development. Motivating employees and handling conflicts. Strategic problem solving.,136,6、Why Study Management?,1）We all have a vested interest in improving th

14、e way organizations are managed. Better organizations are, in part, the result of good management. 2）You will eventually either manage or be managed. Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations.,137,Rewards and Challenges of Being A Manager,138,Terms to Know,manager first-line managers middle managers top managers management effici