管理學(xué)經(jīng)典課件

ClassicsofManagementWangHanE-MAIL：whsh06@163.comClassicsofManagementWangHan●StephenP.RobbinsandMaryCoulter.Management(TenthEdition),清華大學(xué)出版社，2011.●PeterF.Drucker.ThePracticeofManagement,機械工業(yè)出版社，2009.●PeterF.Drucker.ManagementChallengesforthe21stCentury.機械工業(yè)出版社，2011.●JayM.Shafritz.ClassicsofPublicAdministration,中國人民大學(xué)出版社，2010.ReferencesReferences●TheStudyfor.WoodrowWilson.●TheHumanSideofEnterprise,DouglasMurrayMcGregor.●Bureaucracy,MaxWeber.●BreakingThroughBureaucracy,MichaelBarzelaywithBabakJ.Armajani.ReferencesReferences●Attendance10%●Assignments20%●FinalTest70%ExaminationsExaminationsIntroductiontoManagementandOrganizationsChapter1IntroductiontoChapter1●Youneedtouseyourstrengthstodoyourbest●Youneedtoknowyourweaknesses●Youneeddevelopmentalexperiencesatworktobecomesuccessfulleadersandaddressyourweakness●Youprobablyliketobechallengedwithnewlearningopportunities●Organizationsdonotwanttowastehumanresources●Globalizationderegulation,restructuring,andnewcompetitorsaddtothecomplexityofrunningabusinessWhyareManagerialCompetenciesImportant?●YouneedtouseyourstrengtAModelofManagerialCompetenciesCommunicationCompetencyPlanningandAdministrationCompetencyTeamworkCompetencyStrategicActionCompetencyGlobalAwarenessCompetencySelf-managementCompetencyManagerialEffectivenessAModelofManagerialCompetenFollowthislearningOutlineasyoureadandstudythischapter.

◆

WhoAreManagers?●Explainhowmanagersdifferfromnon-managerialemployees.●Describehowtoclassifymanagersinorganizations.◆

Whatismanagement?●Definemanagement.●Explainwhyefficiencyandeffectivenessareimportanttomanagement.

LEARNINGOUTLINE

FollowthislearningOutlinea◆

WhatDoManagersDo?●Describe

thefourfunctionsofmanagement.●ExplainMintzberg’smanagerialroles.●DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.●Discussthechangesthatareimpactingmanager’sjobs.●Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.管理學(xué)經(jīng)典◆

WhoAreManagers?●Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.管理學(xué)經(jīng)典◆

ClassifyingManagers●First-lineManagers﹡Individualswhomanagetheworkofnon-managerialemployees.●MiddleManagers﹡Individualswhomanagetheworkoffirst-linemanagers.●TopManagers﹡Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.◆ClassifyingManagersTopManagers

MiddleManagersFirst-LineManagersNonmanagerialEmployeesExhibit1ManagerialLevelsTopMiddleManagersFirst-Line◆

WhatIsManagement?

●ManagerialConcerns﹡Efficiency:〝Doingthingsright〞-Gettingthemostoutputfortheleastinputs﹡Effectiveness:〝Doingtherightthings〞-Attainingorganizationalgoals◆WhatIsManagement?Exhibit2EffectivenessandEfficiencyinManagementEfficiency(Means)ResourceUsageLowWasteGoalAttainmentEffectiveness(Ends)HighAttainmentManagementStrivesfor:LowResourceWaste(highefficiency)HighGoalAttainment(higheffectiveness)Exhibit2EffectivenessandEf◆

WhatDoManagersDo?●FunctionalApproach﹡Planning-Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.﹡OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.﹡LeadingWorkingwithandthroughpeopletoaccomplishgoals.﹡ControllingMonitoring,comparing,andcorrectingwork.◆WhatDoManagersDo?BasicManagerialFunctionsOrganizingLeadingPlanningControllingBasicManagerialFunctionsOrgaExhibit3ManagementProcessandGoalAttainmentOrganizationalGoalsPlanningLeading(Influencing)ControllingOrganizingExhibit3ManagementProcessa◆

Planninginvolvestasksthatmustbeperformedtoattainorganizationalgoals,outlininghowthetasksmustbeperformed,andindicatingwhentheyshouldbeperformed.Planning◆Planninginvolvestasksthat◆

Determiningorganizationalgoalsandmeanstoreachthem◆

Managersplanforthreereasons1.Establishanoveralldirectionfortheorganization’sfuture2.Identifyandcommitresourcestoachievinggoals3.DecidewhichtasksmustbedonetoreachthosegoalsPlanning◆Determiningorganizationalg◆

Organizingmeansassigningtheplannedtaskstovariousindividualsorgroupswithintheorganizationandcrestingamechanismtoputplansintoaction.◆

Processofdecidingwheredecisionswillbemade,whowillperformwhatjobsandtasks,andwhowillreporttowhominthecompany.◆

Includescreatingdepartmentsandjobdescriptions.OrganizingOrganizationchart◆Organizingmeansassigningt◆

Leading(Influencing)meansguidingtheactivitiesoftheorganizationmembersinappropriatedirections.Objectiveistoimproveproductivity.leading◆Leading(Influencing)means◆

Gettingotherstoperformthenecessarytasksbymotivatingthemtoachievetheorganization’sgoals◆

Crucialelementinallfunctionsleading◆Gettingotherstoperformth◆

Gatherinformationthatmeasuresrecentperformance◆

Comparepresentperformancetopre-establishedstandards◆

Determinemodificationstomeetpre-establishedstandardsControlling◆Gatherinformationthatmeas◆

Processbywhichaperson,group,ororganizationconsciouslymonitorsperformanceandtakescorrectiveactionControlling◆Processbywhichaperson,g◆

WhatDoManagersDo?●ManagementRoles●Approach(Mintzberg)﹡Interpersonalroles-Figurehead,leader,liasion﹡Informationalroles-Monitor,disseminator,spokesperson﹡Decisionalroles-Disturbancehandler,resourceallocator,negotiator管理學(xué)經(jīng)典◆

WhatManagersActuallyDo?(Mintzberg)﹡InteractionWithothersWiththeorganizationWiththeexternalcontextoftheorganization﹡ReflectionThoughtfulthinking﹡ActionPracticaldoing管理學(xué)經(jīng)典◆

WhatDoManagersDo?●Skills

Approach﹡Technicalskills-Knowledgeandproficiencyinaspecificfield﹡Humanskills-Theabilitytowerkwellwithotherpeople﹡Conceptualskills-Theabilitytothinkandconceptualizeaboutandcomplexsituationsconcerningtheorganization管理學(xué)經(jīng)典Exhibit4SkillsNeededatDifferentManagementLevelsTopManagementMiddleManagement

SupervisoryorOperationalManagementTechnicalSkillsHumanSkills

ConceptualSkillsManagementLevelsSkillsNeededAsamanagermovesfromthesupervisorytothetop-managementlevel,conceptualskillsbecomemoreimportantthantechnicalskills,buthumanskillsremainequallyimportant.Exhibit4SkillsNeededatDifExhibit5ConceptualSkills●Usinginformationtosolvebusinessproblems●Identifyingofopportunitiesforinnovation●Recognizingproblemareasandimplementingsolutions●Selectingcriticalinformationfrommassesofdata●Understandingofbusinessusesoftechnology●Understandingoforganization’sbusinessmodelExhibit5ConceptualSkillsExhibit6CommunicationSkills●Abilitytotransformideasintowordsandactions●Credibilityamongcolleagues,peers,andsubordinates●Listeningandaskingquestions●Presentationskills;spokenformat●Presentationskills;writtenand/orgraphicformatsExhibit6CommunicationSkillsExhibit7EffectivenessSkills●Contributingtocorporatemission/departmentalobjectives●Customerfocus●Multitasking:workingatmultipletasksinparallel●Negotiatingskills●Projectmanagement●Reviewingoperationsandimplementingimprovements●Settingandmaintainingperformancestandardsinternallyandexternally●Settingprioritiesforattentionandactivity●TimemanagementExhibit7EffectivenessSkillsExhibit8InterpersonalSkills●Coachingandmentoringskills●Diversityskills:workingwithdiversepeopleandcultures●Networkingwithintheorganization●Networkingoutsidetheorganization●Workinginteams;cooperationandcommitmentExhibit8InterpersonalSkills◆

TheIncreasingImportanceofCustomers●Customers:thereasonthatorganizationsexist﹡Managingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.●Consistenthighqualitycustomerserviceisessentialforsurvival.◆

Innovation●Doingthingsdifferently,exploringnewterritory,andtakingrisks﹡Managersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.HowTheManager’sJobIsChangingHowTheManager’sJobIsChangChangingTechnology(Digitization)IncreasedSecurityThreatsIncreasedEmphasisonOrganizationalandManagerialEthicsIncreasedCompetitivenessCustomerserviceInnovationGlobalizationEfficiency/productivityRedefinedvaluesRebuildingtrustIncreasedaccountabilityRiskmanagementWorklife-personallifebalanceRestructuredworkplaceDiscriminationconcernsGlobalizationconcernsEmployeeassistanceShiftingorganizationalboundariesVirtualworkplacesMoremobileworkforceFlexibleworkarrangementsEmpoweredemployeesImpactofChangesChangesExhibit8ChangesImpactingtheManager’sJobChangingTechnology(Digitizat◆

AnOrganizationDefined●Adeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone)◆

CommonCharacteristicsofOrganizations●Haveadistinctpurpose(goal)●Composedofpeople●HaveadeliberatestructureWhatIsAnOrganization?WhatIsAnOrganization?TraditionalOrganizationContemporaryOrganization●Stable●Dynamic●Inflexible●Flexible●Job-focused●Skills-focused●Workisdefinedbyjobpositions●Workisdefinedintermsoftaskstobedone●Individual-oriented●Team-oriented●Permanentjobs●Temporaryjobs●Command-oriented●Involvement-oriented●Managersalwaysmakedecisions●Employeesparticipateindecisionmaking●Rule-oriented●Customer-oriented●Relativelyhomogeneousworkforce●Diverseworkforce●Workdaysdefinedas9to5●Workdayshavenotimeboundaries●Hierarchicalrelationships●Lateralandnetworkedrelationships●Workatorganizationalfacilityduringspecifichours●Workanywhere,anytimeExhibit9TheChangingOrganizationTraditionalOrganizationContem◆

TheValueofStudyingManagement

●Theuniversalityofmanagement﹡Goodmanagementisneededinallorganizations.●Therealityofwork﹡Employeeseithermanageoraremanaged.●Rewardsandchallengesofbeingamanager﹡Managementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.﹡Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.WhyStudyManagementWhyStudyManagementAllOrganizationLevelsBottomTopAllTypesofOrganizationsProfitNot-for–ProfitAllOrganizationalAreasManufacturing–MarketingHumanResources–AccountingInformationSystems–etc.AllSizeofOrganizationsSmalllargeManagementIsNeededIn…Exhibit9UniversalNeedforManagementManagementIsNeededIn…ExhibiRewardsChallenges●Createaworkenvironmentinwhichorganizationalmemberscanworktothebestoftheirability●Dohardwork●Haveopportunitiestothinkcreativelyanduseimagination●Mayhavedutiesthataremoreclericalthanmanagerial●Helpothersfindmeaningandfulfillmentinwork●Havetodealwithavarietyofpersonalities●Support,coach,andnurtureothers●Oftenhavetomakedowithlimitedresources●Workwithavarietyofpeople●Motivateworkersinchaoticanduncertainsituations●Receiverecognitionandstatusinorganizationandcommunity●Successfullyblendknowledge,skills,ambitions,andexperiencesofadiverseworkgroup●Playaroleininfluencingorganizationaloutcomes●Successdependsonother’sworkperformance●Receiveappropriatecompensationinformofsalaries,bonuses,andstockoptions●GoodmanagersareneededbyorganizationsExhibit10RewardsandChallengesofBeingAManagerRewardsChallenges●Createaw◆

Step1●Divideyourselvesintogroups.5studentsinonegroupwithateamleader.Alistwithyournamesandcontactinformationshouldbehandedintoyoursubjectrepresentativebeforenextlesson.◆

Step2●Describingtheorganizationalframeworkandhumanstructureofoneorganizationwithin1000wordsbasedyourinterview.﹡Inyourhand-in,besuretomakeclearwhateverymembercontributed.AssignmentAssignment◆

Thestudyofadministration(13)◆

Thehumansideofenterprise(6)◆Bureaucracy(6)◆

BreakingthroughBureaucracy(13)◆

DiscussiononTheValueOrientationofPublicAdministration.(FairnessorEfficiency?)◆

DiscussionontheThoughtofAnti-bureaucracy.AssignmentAssignmentClassicsofManagementWangHanE-MAIL：whsh06@163.comClassicsofManagementWangHan●StephenP.RobbinsandMaryCoulter.Management(TenthEdition),清華大學(xué)出版社，2011.●PeterF.Drucker.ThePracticeofManagement,機械工業(yè)出版社，2009.●PeterF.Drucker.ManagementChallengesforthe21stCentury.機械工業(yè)出版社，2011.●JayM.Shafritz.ClassicsofPublicAdministration,中國人民大學(xué)出版社，2010.ReferencesReferences●TheStudyfor.WoodrowWilson.●TheHumanSideofEnterprise,DouglasMurrayMcGregor.●Bureaucracy,MaxWeber.●BreakingThroughBureaucracy,MichaelBarzelaywithBabakJ.Armajani.ReferencesReferences●Attendance10%●Assignments20%●FinalTest70%ExaminationsExaminationsIntroductiontoManagementandOrganizationsChapter1IntroductiontoChapter1●Youneedtouseyourstrengthstodoyourbest●Youneedtoknowyourweaknesses●Youneeddevelopmentalexperiencesatworktobecomesuccessfulleadersandaddressyourweakness●Youprobablyliketobechallengedwithnewlearningopportunities●Organizationsdonotwanttowastehumanresources●Globalizationderegulation,restructuring,andnewcompetitorsaddtothecomplexityofrunningabusinessWhyareManagerialCompetenciesImportant?●YouneedtouseyourstrengtAModelofManagerialCompetenciesCommunicationCompetencyPlanningandAdministrationCompetencyTeamworkCompetencyStrategicActionCompetencyGlobalAwarenessCompetencySelf-managementCompetencyManagerialEffectivenessAModelofManagerialCompetenFollowthislearningOutlineasyoureadandstudythischapter.

◆

WhoAreManagers?●Explainhowmanagersdifferfromnon-managerialemployees.●Describehowtoclassifymanagersinorganizations.◆

Whatismanagement?●Definemanagement.●Explainwhyefficiencyandeffectivenessareimportanttomanagement.

LEARNINGOUTLINE

FollowthislearningOutlinea◆

WhatDoManagersDo?●Describe

thefourfunctionsofmanagement.●ExplainMintzberg’smanagerialroles.●DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.●Discussthechangesthatareimpactingmanager’sjobs.●Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.管理學(xué)經(jīng)典◆

WhoAreManagers?●Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.管理學(xué)經(jīng)典◆

ClassifyingManagers●First-lineManagers﹡Individualswhomanagetheworkofnon-managerialemployees.●MiddleManagers﹡Individualswhomanagetheworkoffirst-linemanagers.●TopManagers﹡Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.◆ClassifyingManagersTopManagers

MiddleManagersFirst-LineManagersNonmanagerialEmployeesExhibit1ManagerialLevelsTopMiddleManagersFirst-Line◆

WhatIsManagement?

●ManagerialConcerns﹡Efficiency:〝Doingthingsright〞-Gettingthemostoutputfortheleastinputs﹡Effectiveness:〝Doingtherightthings〞-Attainingorganizationalgoals◆WhatIsManagement?Exhibit2EffectivenessandEfficiencyinManagementEfficiency(Means)ResourceUsageLowWasteGoalAttainmentEffectiveness(Ends)HighAttainmentManagementStrivesfor:LowResourceWaste(highefficiency)HighGoalAttainment(higheffectiveness)Exhibit2EffectivenessandEf◆

WhatDoManagersDo?●FunctionalApproach﹡Planning-Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.﹡OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.﹡LeadingWorkingwithandthroughpeopletoaccomplishgoals.﹡ControllingMonitoring,comparing,andcorrectingwork.◆WhatDoManagersDo?BasicManagerialFunctionsOrganizingLeadingPlanningControllingBasicManagerialFunctionsOrgaExhibit3ManagementProcessandGoalAttainmentOrganizationalGoalsPlanningLeading(Influencing)ControllingOrganizingExhibit3ManagementProcessa◆

Planninginvolvestasksthatmustbeperformedtoattainorganizationalgoals,outlininghowthetasksmustbeperformed,andindicatingwhentheyshouldbeperformed.Planning◆Planninginvolvestasksthat◆

Determiningorganizationalgoalsandmeanstoreachthem◆

Managersplanforthreereasons1.Establishanoveralldirectionfortheorganization’sfuture2.Identifyandcommitresourcestoachievinggoals3.DecidewhichtasksmustbedonetoreachthosegoalsPlanning◆Determiningorganizationalg◆

Organizingmeansassigningtheplannedtaskstovariousindividualsorgroupswithintheorganizationandcrestingamechanismtoputplansintoaction.◆

Processofdecidingwheredecisionswillbemade,whowillperformwhatjobsandtasks,andwhowillreporttowhominthecompany.◆

Includescreatingdepartmentsandjobdescriptions.OrganizingOrganizationchart◆Organizingmeansassigningt◆

Leading(Influencing)meansguidingtheactivitiesoftheorganizationmembersinappropriatedirections.Objectiveistoimproveproductivity.leading◆Leading(Influencing)means◆

Gettingotherstoperformthenecessarytasksbymotivatingthemtoachievetheorganization’sgoals◆

Crucialelementinallfunctionsleading◆Gettingotherstoperformth◆

Gatherinformationthatmeasuresrecentperformance◆

Comparepresentperformancetopre-establishedstandards◆

Determinemodificationstomeetpre-establishedstandardsControlling◆Gatherinformationthatmeas◆

Processbywhichaperson,group,ororganizationconsciouslymonitorsperformanceandtakescorrectiveactionControlling◆Processbywhichaperson,g◆

WhatDoManagersDo?●ManagementRoles●Approach(Mintzberg)﹡Interpersonalroles-Figurehead,leader,liasion﹡Informationalroles-Monitor,disseminator,spokesperson﹡Decisionalroles-Disturbancehandler,resourceallocator,negotiator管理學(xué)經(jīng)典◆

WhatManagersActuallyDo?(Mintzberg)﹡InteractionWithothersWiththeorganizationWiththeexternalcontextoftheorganization﹡ReflectionThoughtfulthinking﹡ActionPracticaldoing管理學(xué)經(jīng)典◆

WhatDoManagersDo?●Skills

Approach﹡Technicalskills-Knowledgeandproficiencyinaspecificfield﹡Humanskills-Theabilitytowerkwellwithotherpeople﹡Conceptualskills-Theabilitytothinkandconceptualizeaboutandcomplexsituationsconcerningtheorganization管理學(xué)經(jīng)典Exhibit4SkillsNeededatDifferentManagementLevelsTopManagementMiddleManagement

SupervisoryorOperationalManagementTechnicalSkillsHumanSkills

ConceptualSkillsManagementLevelsSkillsNeededAsamanagermovesfromthesupervisorytothetop-managementlevel,conceptualskillsbecomemoreimportantthantechnicalskills,buthumanskillsremainequallyimportant.Exhibit4SkillsNeededatDifExhibit5ConceptualSkills●Usinginformationtosolvebusinessproblems●Identifyingofopportunitiesforinnovation●Recognizingproblemareasandimplementingsolutions●Selectingcriticalinformationfrommassesofdata●Understandingofbusinessusesoftechnology●Understandingoforganization’sbusinessmodelExhibit5ConceptualSkillsExhibit6CommunicationSkills●Abilitytotransformideasintowordsandactions●Credibilityamongcolleagues,peers,andsubordinates●Listeningandaskingquestions●Presentationskills;spokenformat●Presentationskills;writtenand/orgraphicformatsExhibit6CommunicationSkillsExhibit7EffectivenessSkills●Contributingtocorporatemission/departmentalobjectives●Customerfocus●Multitasking:workingatmultipletasksinparallel●Negotiatingskills●Projectmanagement●Reviewingoperationsandimplementingimprovements●Settingandmaintainingperformancestandardsinternallyandexternally●Settingprioritiesforattentionandactivity●TimemanagementExhibit7EffectivenessSkillsExhibit8InterpersonalSkills●Coachingandmentoringskills●Diversityskills:workingwithdiversepeopleandcultures●Networkingwithintheorganization●Networkingoutsidetheorganization●Workinginteams;cooperationandcommitmentExhibit8InterpersonalSkills◆

TheIncreasingImportanceofCustomers●Customers:thereasonthatorganizationsexist﹡Managingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.●Consistenthighqualitycustomerserviceisessentialforsurvival.◆

Innovation●Doingthingsdifferently,exploringnewterritory,andtakingrisks﹡Managersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.HowTheManager’sJobIsChangingHowTheManager’sJobIsChangChangingTechnology(Digitization)IncreasedSecurityThreatsIncreasedEmphasisonOrganizationalandManagerialEthicsIncreasedCompetitivenessCustomerserviceInnovationGlobalizationEfficiency/productivityRedefinedvaluesRebuildingtrustIncreasedaccountabilityRiskmanagementWorklife-personallifebalanceRestructuredworkplaceDiscriminationconcernsGlobalizationconcernsEmployeeassistanceShiftingorganizationalboundariesVirtualworkplacesMoremobileworkforceFlexibleworkarrangementsEmpoweredemployeesImpactofChangesChangesExhibit8ChangesImpactingtheManager’sJobChangingTechnology(Digitizat◆

AnOrganizationDefined●Adeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone)◆

CommonCharacteristicsofOrganizations●Haveadistinctpurpose(goal)●Composedofpeople●HaveadeliberatestructureWhatIsAnOrganization?WhatIsAnOrganization?TraditionalOrganizationContemporaryOrganization●Stable●Dynamic●Inflexible●Flexible●Job-focused●Skills-focused●Workisdefinedbyjobpositions●Workisdefinedintermsoftaskstobedone●Individual-oriented●Team-oriented●Permanentjobs●Temporaryjobs●Command-oriented●Involvement-oriented●Managersalwaysmakedecisions●Employeesparticipateindecisionmaking●Rule-oriented●Customer-oriented●Relativelyhomogeneousworkforce●Diverseworkforce●Workdaysdefinedas9to5●Workdayshavenotimeboundaries●Hierarchicalrelationships●Lateralandnetworkedrelationships●Workatorganizationalfacilityduringspecifichours●