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asalesmanagerofaninsurancecompany保險公司銷售經(jīng)理

1.Whoaremanagers?Non-managersaworkerworkingontheTVassemblylineaclerkofthebankaplayerasoldierManagersadirectoroftheTVfactoryadirectorofthebankadeanoftheeconomicschoolacaptainofthebasketballteamapresidentofthehospitalaplatoonleader排長

AreTheyManagers,Yesornot?ASalesmanagerofaninsurancecompany保險銷售經(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效率與效能的問題最低工資政府的產(chǎn)品限價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)化競爭加劇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（失去的權(quán)利）發(fā)脾氣成為一幫人之一把個人問題帶進(jìn)工作發(fā)泄你的挫敗感和對工作的不滿拒絕改變在艱巨任務(wù)上推卸責(zé)任參加最喜歡的活動把個人利益放在首位讓別人做你不想做的事情對成功工作期待立即的認(rèn)可和獎賞--RobertKreitner1–51Doyouhaveskillsofbeingagoodmanager?

Managementinpractice:experientialexercise

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