管理學(xué)第一講管理綜述

管理學(xué)第一講管理綜述Contents

1.Introduction

2.ManagementHistoryandTheoriesChapter1Contents1.WhoAreManagers?

2.WhatIsManagement?3.WhatDoManagersDo?4.WhatIsanOrganization?5.WhyStudyManagement?Chapter1LEARNINGOUTLINE1.Whoaremanagers?Explainhowmanagersdifferfromnon-managerialemployees.Describehowtoclassifymanagersinorganizations.1.Whoaremanagers?aworkerworkingontheTVassemblylineadirectoroftheTVfactoryaclerkofthebankadirectorofthebankateacherteachingmanagementadeanoftheeconomicschoolacaptainofthebasketballteamaplayerapresidentofthehospitaladoctorasoldier士兵aplatoonleader排長(zhǎng)asalesmanagerofaninsurancecompany保險(xiǎn)公司銷售經(jīng)理

1.Whoaremanagers?Non-managersaworkerworkingontheTVassemblylineaclerkofthebankaplayerasoldierManagersadirectoroftheTVfactoryadirectorofthebankadeanoftheeconomicschoolacaptainofthebasketballteamapresidentofthehospitalaplatoonleader排長(zhǎng)

AreTheyManagers,Yesornot?ASalesmanagerofaninsurancecompany保險(xiǎn)銷售經(jīng)理Ateacherteachingmanagement教師Adoctor醫(yī)生Amemberofself-managedteam?自我管理小組的成員1–7Beforewedefinemanagers,let’slearn

Whoareoperatives?操作人員

(nonmanagerialemployees)非管理者Operatives-employeeswhoworkdirectlyonajobortaskandreporttomanagers－usetechnicalskillstoperformvarietyoftasks－noonereporttothem－h(huán)avenoresponsibilityforoverseeingworksofotherse.g.,workers,teachers,cookers1–9WhoAreManagers?ManagerManagersaretheorganizationalmemberswhotellotherswhattodoandhowtodoit.Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.

Amanager’sjobisnotpersonalachievement-it’sabouthelpingothersdotheirwork.1–10WhoAreManagers?DoesaManagerhavesomeotherworkdutiesnotrelatedtocoordinatingandoverseeingtheworkofotherpeople?Managersmayhavesomeotherworkdutiesnotrelatedtocoordinatingtheworkofothers.Ex:InsuranceclaimssupervisorEx:AdeanoftheeconomicschoolYes!AreTheyManagers,Yesornot?ASalesmanagerofaninsurancecompany保險(xiǎn)銷售經(jīng)理Ateacherteachingmanagement教師Adoctor醫(yī)生Amemberofself-managedteam?自我管理小組的成員1–111–12WhoAreManagers?ThechangingnatureofworkManagersmayhaveworkdutiesnotrelatedtocoordinatesandoverseestheworkofothersOperativessharetheresponibilitiesofmanagersinsomeorganizationinsomesituationAnoperativecanbeateamleader,qualityinspector,instructor,orimprovementplanner管理者的管理職責(zé)被分割操作者被授權(quán)分擔(dān)管理職責(zé)兩者的界限在模糊化，老板、主管、領(lǐng)導(dǎo)的角色在弱化消失中，團(tuán)隊(duì)成員、贊助者、教練、教師的角色形成中1–13Exhibit1–1 ManagerialLevels–ThetypeofmanagersP61–14ThetypeofManagers-definitionFirst-lineManagersManagersatthelowestleveloftheorganizationthatmanagetheworkofnon-managerialemployeeswhotypicallyareinvolvedwithproducingtheorganization’sproductsorservicingorganization’scustomers.TopManagersManagersatorneartheupperlevelsoftheorganizationstructurewhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.MiddleManagersManagersbetweenthefirstlevelandthetopleveloftheorganizationwhomanagetheworkoffirst-linemanagers.Allmanagersbetweenthefirst-linelevelandthetopleveloftheorganization1–151–16管理者的職能劃分生產(chǎn)、銷售、財(cái)務(wù)、人事、工程1–171–18LEARNINGOUTLINE

2.WhatIsManagement?Definemanagement.Explainwhyefficiencyandeffectivenessareimportanttomanagement.1–192.WhatIsManagement?DManagementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.P61–20WhatIsManagement?ManagerialConcernsEffectiveness（效果\效能\效力）“Doingtherightthings”AttainingorganizationalgoalsEfficiency（效率）“Doingthingsright”GettingthemostoutputfortheleastinputsEx:MalaysiaAirlinesoughtthemissingflightbymanyways,bysatellites,airplanes,andships.1–21NoEffectivenessTheMalaysianmagiciansweresearchingthemissingflightofMH3701–22WhichismoreEfficiency?1–23Exhibit1–2 EffectivenessandEfficiencyinManagementP81–24效率與效能的問(wèn)題最低工資政府的產(chǎn)品限價(jià)令效率與效能的平衡1–25滴滴打車軟件高考課外補(bǔ)習(xí)班管理的任務(wù)1–263.WhatDoManagersDo?1–28LEARNINGOUTLINE3.WhatDoManagersDo?Describethefourfunctionsofmanagement.ExplainMintzberg’smanagerialroles.DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.Discussthechangesthatareimpactingmanagers’jobs.Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.3.WhatDoManagersDo?Threecategorizationschemes:1)managementfunctions(職能）2)managementroles（角色）3)managementskills（技能）HenriFayol’sfivefunctions-POCCC

-AFrenchindustrialistintheearlypartofthetwentiethcenturyfirstproposedthatallmanagersperformfivefunctions:－plan－organize－command－coordinate－control1–31WhatDoManagersDo?

-FunctionalApproach3.1FunctionalApproachPlanning計(jì)劃Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.Organizing組織Arrangingandstructuringworktoaccomplishorganizationalgoals.Leading領(lǐng)導(dǎo)Workingwithandthroughpeopletoaccomplishgoals.Controlling控制Monitoring,comparing,andcorrectingwork.P81–32Exhibit1–3 ManagementFunctionsP91–33WhatDoManagersDo?-RoleApproachInterpersonalroles人際關(guān)系角色Figurehead,leader,liaison代表人、領(lǐng)導(dǎo)者、聯(lián)絡(luò)者InformationalrolesMonitor,disseminator,spokesperson監(jiān)督員、傳播者、發(fā)言人DecisionalrolesEntrepreneur，Disturbancehandler,resourceallocator,negotiator企業(yè)家、麻煩應(yīng)對(duì)者、資源分配者、協(xié)調(diào)者3.2ManagementRolesApproach

(HenryMintzberg)

明茲伯格-Managersperform10different,buthighlyinterrelatedroles1–35WhatDoManagersDo?–SkillApproach3.3SkillsApproach-RobertL.KatzTechnicalskills技術(shù)技能KnowledgeandproficiencyinaspecificfieldHumanskills人際技能TheabilitytoworkwellwithotherpeopleConceptualskills概念技能Theabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization?seetheorganizationasawhole?understandtherelationshipsamongsubunits?visualizehowtheorganizationfitsintoitsbroaderenvironmentP12-131–361–37Exhibit1–5 SkillsNeededatDifferentManagementLevelsP121–383.4HowTheManager’sJobIsChangingTheIncreasingImportanceofCustomersCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.1–393.4HowTheManager’sJobIsChangingTheImportanceofInnovationtoManager’sJobDoingthingsdifferently,exploringnewterritory,andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.EX:KodakfilmNokiaMaYunandMaHuateng1–40Exhibit1–8

ChangesImpacting

theManager’sJob技術(shù)進(jìn)步安全威脅增加管理倫理強(qiáng)化競(jìng)爭(zhēng)加劇P144.WhatisanOrganization?Wheredomanageswork?1–42WhatIsAnOrganization?OrganizationP14-15DAdeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone).為實(shí)現(xiàn)一些特定的目標(biāo)而對(duì)人員進(jìn)行的刻意安排。1–43Exhibit1–9 CharacteristicsofOrganizationsCommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructureP7目的特定結(jié)構(gòu)人5.WhyStudyManagement?Explaintheuniversalityofmanagementconcept.Discusswhyanunderstandingofmanagementisimportant.Describetherewardsandchallengesofbeingamanager.1–45Exhibit1–10 UniversalNeedforManagement5.1TheuniversalityofmanagementP171–465.WhyStudyManagement?TheValueofStudyingManagement5.2TherealityofworkYou,aftergraduatefromschool,willeithermanageorwillbemanaged.1–475.WhyStudyManagement?TheValueofStudyingManagement5.3RewardsandchallengesofbeingamanagerManagementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.Question:管理者的好處與制約是什么？你是否適合做管理者？1–49Exhibit1–11 RewardsandChallengesofBeingAManagerP18DoYouReallyWanttobeaManager?Theincreasedworkload.Thechallengeofsupervisingformerpeers.Theheadacheofresponsibilityforotherpeople.Beingcaughtinthemiddle1–50管理者的代價(jià)（失去的權(quán)利）發(fā)脾氣成為一幫人之一把個(gè)人問(wèn)題帶進(jìn)工作發(fā)泄你的挫敗感和對(duì)工作的不滿拒絕改變?cè)谄D巨任務(wù)上推卸責(zé)任參加最喜歡的活動(dòng)把個(gè)人利益放在首位讓別人做你不想做的事情對(duì)成功工作期待立即的認(rèn)可和獎(jiǎng)賞--RobertKreitner1–51Doyouhaveskillsofbeingagoodmanager?

Managementinpractice:experientialexercise

Answer:清華大學(xué)出版社“NewEraofManagement”9ebyRichardL.DaftP251–52LearningSummary1WhoAreManagers?Managerscoordinateanoverseetheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.TopmanagersMiddlemanagersFirst-linemanagersWhatIsManagement?CoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectivelyEffi