Introduction to Management and Organizat.ppt

1、Introduction to Management and Organizations, Prentice Hall, 2002,1-1,Learning Objectives,You should learn to: Explain what a manager is and how the role of a manager has changed Define management Distinguish between efficiency and effectiveness Describe the basic management functions and the manage

2、ment process Identify the roles performed by managers, Prentice Hall, 2002,1-2,Learning Objectives (cont.),You should learn to: Describe the skills managers need Explain what managers do using the systems perspective Identify what managers do using the contingency perspective Describe what an organi

3、zation is and how the concept of an organization has changed Explain the value of studying management, Prentice Hall, 2002,1-3,Who Are Managers?,Manager someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals changing nature o

4、f organizations and work has blurred the clear lines of distinction between managers and non-managerial employees, Prentice Hall, 2002,1-4,Who Are Managers? (cont.),Managerial Titles First-line managers - manage the work of non-managerial individuals who are directly involved with the production or

5、creation of the organizations products Middle managers - all managers between the first-line level and the top level of the organization manage the first-line managers Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organi

6、zation, Prentice Hall, 2002,1-5,Organizational Levels, Prentice Hall, 2002,1-6,What Is Management?,Management the process of coordinating work activities so that they are completed efficiently and effectively with and through other people elements of definition Process - represents ongoing functions

7、 or primary activities engaged in by managers Coordinating - distinguishes a managerial position from a non-managerial one, Prentice Hall, 2002,1-7,What is Management? (cont.),Management (cont.) elements of definition Efficiency - getting the most output from the least amount of inputs “doing things

8、 right” concerned with means Effectiveness - completing activities so that organizational goals are attained “doing the right things” concerned with ends, Prentice Hall, 2002,1-8,Efficiency and Effectiveness in Management,Management Strives For: Low resource waste (high efficiency) High goal attainm

9、ent (high effectiveness),Low Waste,High Attainment, Prentice Hall, 2002,1-9,What Do Managers Do?,Management Functions and Process most useful conceptualization of the managers job Planning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coor

10、dinate activities Organizing - determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made Leading - directing and motivating all involved parties and dealing with employee behavior issues Controlling - monitoring activ

11、ities to ensure that they are going as planned, Prentice Hall, 2002,1-10,What Do Managers Do? (cont.),Management Functions and Process (cont.) Management process set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control managerial activities are

12、usually done in a continuous manner, Prentice Hall, 2002,1-11,What Do Managers Do? (cont.),Management Roles specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in nature Informational - receiving, collecting, and disseminating informa

13、tion Decisional - revolve around making choices emphasis that managers give to the various roles seems to change with their organizational level, Prentice Hall, 2002,1-12,EXHIBIT 1.4: MINTZBERGS MANAGERIAL ROLES, Prentice Hall, 2002,1-13,What Do Managers Do? (cont.),Management Skills Technical - kno

14、wledge of and proficiency in a certain specialized field Human - ability to work well with other people both individually and in a group Conceptual - ability to think and to conceptualize about abstract and complex situations see the organization as a whole understand the relationships among subunit

15、s visualize how the organization fits into its broader environment, Prentice Hall, 2002,1-14,EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS, Prentice Hall, 2002,1-15,What Do Managers Do? (cont.),Managing Systems System - a set of interrelated and interdependent parts arranged in a manner

16、that produces a unified whole provides a more general and broader picture of what managers do than the other perspectives provide Closed system - not influenced by and do not interact with their environment Open system - dramatically interact with their environment organizations - take in inputs fro

17、m their environments transform or process inputs into outputs outputs are distributed into the environment, Prentice Hall, 2002,1-16,The Organization As An Open System,Feedback, Prentice Hall, 2002,1-17,What Do Managers Do? (cont.),Managing Systems (cont.) managers must coordinate various work activ

18、ities ensure that interdependent parts work together recognize and understand the impact of various external factors decisions and actions taken in one organizational area will affect other areas and vice versa, Prentice Hall, 2002,1-18,What Do Managers Do? (cont.),Managing in Different and Changing

19、 Situations require managers to use different approaches and techniques Contingency perspective - different ways of managing are required in different organizations and different circumstances stresses that there are no simplistic or universal rules contingency variable, Prentice Hall, 2002,1-19,EXH

20、IBIT 1.8: POPULAR CONTINGENCY VARIABLES, Prentice Hall, 2002,1-20,What Is An Organization?,Organization a deliberate arrangement of people to accomplish some specific purpose elements of definition each organization has a distinct purpose each organization is composed of people all organizations dev

21、elop some deliberate structure todays organizations have adopted: flexible work arrangements open communications greater responsiveness to changes, Prentice Hall, 2002,1-21,EXHIBIT 1.10: THE CHANGING ORGANIZATION, Prentice Hall, 2002,1-22,Why Study Management?,Universality of Management management is needed in all types and sizes of organizations at all organizational levels in all work areas management functions must be performed in all organizations consequently, hav