管理學羅賓斯第11版01

1、Explain why managers are important to organizationsTell who managers are and where they workDescribe the functions, roles, and skills of managersDescribe the factors that are reshaping and redefining the managers jobExplain the value of studying managementWhy are Managers Important?Organizations nee

2、d their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times.Managerial skills and abilities are critical in getting things done.The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.Who Are Managers?Ma

3、nagerSomeone who coordinates and oversees the work of other people so that organizational goals can be accomplished.Classifying ManagersFirst-line Managers - Individuals who manage the work of non-managerial employees.Middle Managers - Individuals who manage the work of first-line managers.Top Manag

4、ers - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.Exhibit 1-1: Levels of ManagementWhere Do Managers Work?Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (t

5、hat individuals independently could not accomplish alone).Common Characteristics of OrganizationsHave a distinct purpose (goal)Are composed of peopleHave a deliberate structureExhibit 1-2: Characteristics of OrganizationsWhat Do Managers Do?Management involves coordinating and overseeing the work ac

6、tivities of others so that their activities are completed efficiently and effectively.Effectiveness and EfficiencyEfficiency“Doing things right”Getting the most output for the least inputsEffectiveness“Doing the right things”Attaining organizational goalsExhibit 1-3: Efficiency and Effectivenessin M

7、anagementManagement FunctionsPlanning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities.Organizing - Arranging and structuring work to accomplish organizational goals.Leading - Working with and through people to accomplish goals.C

8、ontrolling - Monitoring, comparing, and correcting work.Exhibit 1-4: Four Functions of Management Management RolesRoles are specific actions or behaviors expected of a manager.Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.M

9、anagement RolesInterpersonal rolesFigurehead, leader, liaisonInformational rolesMonitor, disseminator, spokespersonDecisional rolesEntrepreneur, disturbance handler, resource allocator, negotiatorExhibit 1-5: Mintzbergs Managerial RolesSkills Managers NeedTechnical skillsKnowledge and proficiency in

10、 a specific fieldHuman skillsThe ability to work well with other peopleConceptual skillsThe ability to think and conceptualize about abstract and complex situations concerning the organizationExhibit 1-6: Skills Needed at DifferentManagerial LevelsExhibit 1-7: Important Managerial SkillsThe Importan

11、ce of CustomersCustomers: the reason that organizations existManaging customer relationships is the responsibility of all managers and employees.Consistent high quality customer service is essential for survival.The Importance of InnovationInnovationDoing things differently, exploring new territory,

12、 and taking risks.Managers should encourage employees to be aware of and act on opportunities for innovation.The Importance of SustainabilitySustainability -a companys ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social op

13、portunities into its business strategies.Exhibit 1-8: Changes Facing ManagersWhy Study Management?Universality of ManagementThe reality that management is needed in all types and sizes of organizationsat allorganizational levels in all organizational areasin all organizations, regardless of locationExhibit 1-9: Universal Need for ManagementExhibit 1-10: Rewards and Challenges of Being a ManagerTerms to Knowmanagement rolesinterpersonal rolesinformational rolesdecisio