chapter-1Managers-and-Management-管理學(xué)基礎(chǔ)課件

1、Chapter 1 Managers and Management1College of Public Management SCAUChapter 1 Managers and ManagemLearning OutcomesExplain what are meant by the term manager and management. Describe the four primary processes of management.Summarize the essential roles performed by managers.Describe the four general

2、 skills necessary for becoming a successful manager.Describe the value of studying management.Identify the relevance of popular humanities and social science courses to management practices.2College of Public Management SCAULearning OutcomesExplain what Thread5 WWho are managers?Where do they work?W

3、hat is management?What do managers do?Why should we study management?3College of Public Management SCAUThread5 W3College of Public chapter_1Managers-and-Management-管理學(xué)基礎(chǔ)課件chapter_1Managers-and-Management-管理學(xué)基礎(chǔ)課件What is management?DefinitionManagement refers to the process of getting things done, eff

4、ectively（效果） and efficiently（效率）, through and with other people. (Stephen P. Robbins & David A. Decenzo)Management is a process of building and maintaining a good environment where people work together efficiently to accomplish preset goals. (Harold Koontz & Heinz Weihrich)Management is decision-mak

5、ing.Management is leading.6College of Public Management SCAUWhat is management?Definition6What do managers do?Management process（管理過程） (p7)planningleadingorganizingcontrollingAchieving the organizations stated goals7College of Public Management SCAUWhat do managers do?ManagementWhat do managers do?M

6、anagerial Roles（經(jīng)理人角色） Specific categories of managerial behaviour; often group under three primary headings: interpersonal relationships（人際關(guān)系）, transfer of information（信息傳遞）, and decision making（決策）.Mintzburgs 10 Managerial Roles (The nature of managerial work, 1980)Interpersonal Figurehead, Leader

7、, LiaisonInformational Monitor, Disseminator, SpokespersonDecisional Entrepreneur, Disturbance hander, Resource allocator, Negotiator8College of Public Management SCAUWhat do managers do?ManagerialManagerial RolesFigurehead（名義首腦） The most basic and simple role. Managers usually stand for the organiz

8、ation, so they have to undertake corresponding responsibilities like signing files, holding board meeting. - Leader （領(lǐng)導(dǎo)者） Why manager need to motivate and direct employees? Because work is done by collaboration of employees, managers have to bring together personal needs and organizational objective

9、s in order to develop. Liaison（聯(lián)絡(luò)者） Managers are those who maintain network through formal and informal channels. 9College of Public Management SCAUManagerial RolesFigurehead（名義首Managerial RolesMonitor（監(jiān)督者） What kind of information do monitors receive? internal business & external affairs & analytic

10、al reports & opinions and inclinations & pressure from both insiders and outsiders.Disseminator （發(fā)送者） Information to send to subordinates: the truth (what is happening or what has happened)& the value (telling subordinates what should be done or not)Spokesperson（發(fā)言人） Whom to speak? including supplie

11、r, competitor, government, client, media, residents etc.10College of Public Management SCAUManagerial RolesMonitor（監(jiān)督者）10Managerial RolesEntrepreneur （創(chuàng)業(yè)者） entrepreneurs are responsible for designing and initiating changes. Disturbance hander （除障者） dealing with upcoming conflicts and risks.Resource

12、allocator （資源配置者） what to do and who to do and how to do. Negotiator （談判者） why managers lead negotiations? figurehead, spokesperson can win trust of partners; resource allocator role implies that managers have the right to make decisions. 11College of Public Management SCAUManagerial RolesEntreprene

13、ur （What do managers do?Skills and competencies （技術(shù)和能力）General skillsConceptual skills refer to the mental ability to analyze and diagnose complex situation（全局觀）DiscussAs recently reported, Japanese companies are retrieving from the houseware market which used to bring them huge profits, like produc

14、ing television, fridge, air-conditioner, wash machine etc. What they are heading for next step is to export knowledge through consultant agent and infrastructures for public use such as oil mining, electric railroad facilities to developing countries. Why?Imagine your are manager of a Japanese compa

15、ny producing television, what reasons could prompt you to change?12College of Public Management SCAUWhat do managers do?Skills andSkills and competenciesInterpersonal skills encompass the ability to work with, understand, mentor, and motivate other people, both individually and in groups. （人際交往技能）Di

16、scussBen is the accounting manager in a supermarket. When he arrived at his office this morning, he was asked to join the board meeting, and the general issue was to discuss the possibility of opening a new supermarket in another city. State the possible situations Ben would apply his interpersonal

17、skills after meeting. 13College of Public Management SCAUSkills and competenciesInterpeSkills and competenciesTechnical skills refer to abilities to use the tools, procedures, and techniques of a specialized field （技術(shù)能力）Discuss Ben Accounting managerJames Sales manager in LenovoAdam GeneralMandy Bad

18、minton coachChrist City mayor Etc.14College of Public Management SCAUSkills and competenciesTechnicSkills and competenciesPolitical skills relate to the ability to enhance ones position, build a power base, and establish the right connections. （政治技能）DiscussChrist, the city mayor, how would he get pr

19、omotions?Achievements Connections15College of Public Management SCAUSkills and competenciesPoliticSkills and competenciesSpecific skills (p14)Controlling the organizations environment and its resourcesOrganizing and coordinatingHandling informationProviding for growth and developmentMotivating emplo

20、yees and handling conflictsStrategic problem solving16College of Public Management SCAUSkills and competenciesSpecifiSkills and competenciesManagement competenciesP14-1517College of Public Management SCAUSkills and competenciesManagemWhy should we study management?Reasons for U.S companies failure? (inve