羅賓斯管理學(xué)11版(英文版

1、0-0 8th edition Steven P. Robbins Mary Coulter For study only, dont exposure to any business attention. Copyright 2005 Prentice Hall, Inc. All rights reserved. Copyright 2005 Prentice Hall, Inc. All rights reserved. 12 8th edition Steven P. Robbins Mary Coulter Copyright 2005 Prentice Hall, Inc. All

2、 rights reserved. 13 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Who Are Managers? Describe who is doing managerial work in todays organizations. Define who managers are. Explain how manager differ from non-managerial employees. Discuss how to class

3、ify managers in organizations. What Is Management? Define management. Contrast efficiency and effectiveness. Explain why efficiency and effectiveness are important to management. Copyright 2005 Prentice Hall, Inc. All rights reserved. 14 L E A R N I N G O U T L I N E (contd) Follow this Learning Out

4、line as you read and study this chapter. What Do Managers Do? Describe the four functions of management. Explain Mintzbergs managerial roles. Tell how a managers include reflection and action. Describe Katzs three essential managerial skills and how the importance of these skills changes depending o

5、n managerial level. List other important managerial skills and competencies. Discuss the change that are impacting managers jobs. Explain why customer service and innovation are important to the managers job. Copyright 2005 Prentice Hall, Inc. All rights reserved. 15 L E A R N I N G O U T L I N E (c

6、ontd) Follow this Learning Outline as you read and study this chapter. What Is An Organization? Describe the characteristics of an organization. Explain how the concept of an organization is changing. Why Study Management? Explain the universality of management concept. Discuss why an understanding

7、of management is important even if you dont plan to be a manager. Describe the rewards and challenges of being a manager. Copyright 2005 Prentice Hall, Inc. All rights reserved. 16 Who Are Managers? Manager Someone who works with and through other people by coordinating and integrating their work ac

8、tivities in order to accomplish organizational goals. Copyright 2005 Prentice Hall, Inc. All rights reserved. 17 Classifying Managers First-line Managers Are at the lowest level of management and manage the work of non-managerial employees. Middle Managers Manage the work of first-line managers. Top

9、 Managers Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. Copyright 2005 Prentice Hall, Inc. All rights reserved. 18 What Is Management? Managerial Concerns Efficiency v“Doing things right” Getting the most output for the l

10、east inputs Effectiveness v“Doing the right things” Attaining organizational goals Copyright 2005 Prentice Hall, Inc. All rights reserved. 19 What Do Managers Do? Functional Approach Planning vDefining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate acti

11、vities Organizing vArranging work to accomplish organizational goals Leading vWorking with and through people to accomplish goals. Controlling vMonitoring, comparing, and correcting the work Copyright 2005 Prentice Hall, Inc. All rights reserved. 110 What Do Managers Do? (contd) Management Roles App

12、roach Interpersonal roles vFigurehead, leader, liaison Informational roles vMonitor, disseminator, spokesperson Decisional roles vDisturbance handler, resource allocator, negotiator Copyright 2005 Prentice Hall, Inc. All rights reserved. 111 What Do Managers Do? (contd) Skills Approach Technical ski

13、lls vKnowledge and proficiency in a specific field Human skills vThe ability to work well with other people Conceptual skills vThe ability to think and conceptualize about abstract and complex situations concerning the organization Copyright 2005 Prentice Hall, Inc. All rights reserved. 112 How The

14、Managers Job Is Changing The Increasing Importance of Customers Customers: the reason that organizations exist vManaging customer relationships is the responsibility of all managers and employees. vConsistent high quality customer service is essential for survival. Innovation Doing things differentl

15、y, exploring new territory, and taking risks vManagers should encourage employees to be aware of and act on opportunities for innovation. Copyright 2005 Prentice Hall, Inc. All rights reserved. 113 What Is An Organization? An Organization Defined A deliberate arrangement of people to accomplish some

16、 specific purpose Common Characteristics of Organizations Have a distinct purpose (goal) Composed of people Have a deliberate structure Copyright 2005 Prentice Hall, Inc. All rights reserved. 114 Why Study Management? The Value of Studying Management The universality of management vGood management i

17、s needed in all organizations. The reality of work vEmployees either manage or are managed. Rewards and challenges of being a manager vManagement offers challenging, exciting and creative opportunities for meaningful and fulfilling work. vSuccessful managers receive significant monetary rewards for

18、their efforts. Copyright 2005 Prentice Hall, Inc. All rights reserved. 115 8th edition Steven P. Robbins Mary Coulter Copyright 2005 Prentice Hall, Inc. All rights reserved. 116 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. oHistorical Background of M

19、anagement Explain why studying management history is important. Describe some early evidences of management practice. Discuss why division of labor and the Industrial Revolution are important to the study of management. List six management approaches. Scientific Management Define scientific manageme

20、nt. Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth. Explain how todays managers use scientific management. Copyright 2005 Prentice Hall, Inc. All rights reserved. 117 L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and st

21、udy this chapter. oGeneral Administrative Theorists Tell what the general administrative theorists brought to the study of management. Describe how Fayol viewed the practice of management Explain why Fayol developed his principles of management. Discuss Fayols 14 management principles. Describe Max

22、Webers contribution to the general administrative theory of management, Define the characteristics of a bureaucracy Explain how todays managers use general administrative theory. Copyright 2005 Prentice Hall, Inc. All rights reserved. 118 L E A R N I N G O U T L I N E (contd) Follow this Learning Ou

23、tline as you read and study this chapter. oQuantitative Approach to Management Define the quantitative approach and how it evolved. Explain what the quantitative approach has contributed to the field of management. Discuss how todays managers may not be comfortable with the quantitative approach. To

24、ward Under Organizational Behavior Define organizational behavior. Describe the contributions of the early advocates of OB. Describe the design of the Hawthorne Studies. Explain the contributions of the Hawthorne Studies to the field of management. Copyright 2005 Prentice Hall, Inc. All rights reser

25、ved. 119 L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter. oToward Understanding Organizational Behavior (contd) Discuss the criticisms of the Hawthorne Studies. Discuss how todays managers use the behavioral approach. oThe Systems Approach Define

26、 a system. Contrast closed systems and open systems. Describe an organization using the systems approach. Discuss how the systems approach is appropriate for understanding management. Copyright 2005 Prentice Hall, Inc. All rights reserved. 120 L E A R N I N G O U T L I N E (contd) Follow this Learni

27、ng Outline as you read and study this chapter. oThe Contingency Approach Define the contingency approach Explain how the contingency approach differs from the early theories of management Discuss the popular contingency variables. Discuss how the contingency approach is appropriate for studying mana

28、gement oCurrent Issues and Trends Explain why we need to look at the current trends and issues facing managers. Define workforce diversity, entrepreneurship, e-business, learning organization, knowledge management, and quality management. Copyright 2005 Prentice Hall, Inc. All rights reserved. 121 H

29、istorical Background of Management Ancient Management Egypt (pyramids) and China (Great Wall) Venetians (floating warship assembly lines) Adam Smith Published “The Wealth of Nations” in 1776 vAdvocated the division of labor (job specialization) to increase the productivity of workers Industrial Revo

30、lution Substituted machine power for human labor Created large organizations in need of management Copyright 2005 Prentice Hall, Inc. All rights reserved. 122 Major Approaches to Management Scientific Management General Administrative Theory Quantitative Management Organizational Behavior Systems Ap

31、proach Contingency Approach Copyright 2005 Prentice Hall, Inc. All rights reserved. 123 Scientific Management Fredrick Winslow Taylor The “father” of scientific management Published Principles of Scientific Management (1911) vThe theory of scientific management: Using scientific methods to define th

32、e “one best way” for a job to be done Putting the right person on the job with the correct tools and equipment Having a standardized method of doing the job Providing an economic incentive to the worker Copyright 2005 Prentice Hall, Inc. All rights reserved. 124 Scientific Management (contd) Frank a

33、nd Lillian Gilbreth Focused on increasing worker productivity through the reduction of wasted motion Developed the microchronometer to time worker motions and optimize performance. How Do Todays Managers Use Scientific Management? Use time and motion studies to increase productivity Hire the best qu

34、alified employees Design incentive systems based on output Copyright 2005 Prentice Hall, Inc. All rights reserved. 125 General Administrative Theorists Henri Fayol Believed that the practice of management was distinct from other organizational functions Developed fourteen principles of management th

35、at applied to all organizational situations Max Weber Developed a theory of authority based on an ideal type of organization (bureaucracy) vEmphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Copyright 2005 Prentice Hall, Inc. All rights reserved. 126 Q

36、uantitative Approach to Management Quantitative Approach Also called operations research or management science Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems Focuses on improving managerial decision making by applying: vStati

37、stics, optimization models, information models, and computer simulations Copyright 2005 Prentice Hall, Inc. All rights reserved. 127 Understanding Organizational Behavior Organizational Behavior (OB) The study of the actions of people at work; people are the most important asset of an organization E

38、arly OB Advocates Robert Owen Hugo Munsterberg Mary Parker Follett Chester Barnard Copyright 2005 Prentice Hall, Inc. All rights reserved. 128 The Hawthorne Studies A series of productivity experiments conducted at Western Electric from 1927 to 1932. Experimental findings Productivity unexpectedly i

39、ncreased under imposed adverse working conditions. The effect of incentive plans was less than expected. Research conclusion Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives. Copyright 2005 Prentice Hall, Inc. All rig

40、hts reserved. 129 The Systems Approach System Defined A set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Basic Types of Systems Closed systems vAre not influenced by and do not interact with their environment (all system input and output is internal) O

41、pen systems vDynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments Copyright 2005 Prentice Hall, Inc. All rights reserved. 130 Implications of the Systems Approach Coordination of the organizations parts is esse

42、ntial for proper functioning of the entire organization. Decisions and actions taken in one area of the organization will have an effect in other areas of the organization. Organizations are not self-contained and, therefore, must adapt to changes in their external environment. Copyright 2005 Prenti

43、ce Hall, Inc. All rights reserved. 131 The Contingency Approach Contingency Approach Defined Also sometimes called the situational approach. There is no one universally applicable set of management principles (rules) by which to manage organizations. Organizations are individually different, face di

44、fferent situations (contingency variables), and require different ways of managing. Copyright 2005 Prentice Hall, Inc. All rights reserved. 132 Current Trends and Issues Globalization Ethics Workforce Diversity Entrepreneurship E-business Knowledge Management Learning Organizations Quality Managemen

45、t Copyright 2005 Prentice Hall, Inc. All rights reserved. 133 Current Trends and Issues (contd) Globalization Management in international organizations Political and cultural challenges of operating in a global market Ethics Increased emphasis on ethics education in college curriculums Increased cre

46、ation and use of codes of ethics by businesses Copyright 2005 Prentice Hall, Inc. All rights reserved. 134 Current Trends and Issues (contd) Workforce Diversity Increasing heterogeneity in the workforce vMore gender, minority, ethnic, and other forms of diversity in employees Aging workforce vOlder

47、employees who work longer and not retire vThe cost of public and private benefits for older workers will increase vIncreased demand for products and services related to aging Copyright 2005 Prentice Hall, Inc. All rights reserved. 135 Current Trends and Issues (contd) Entrepreneurship Defined The pr

48、ocess whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness. Entrepreneurship process Pursuit of opportunities Innovation in products, services, or business methods Desire for continual growth of t

49、he organization Copyright 2005 Prentice Hall, Inc. All rights reserved. 136 Current Trends and Issues (contd) E-Business (Electronic Business) The work preformed by an organization using electronic linkages to its key constituencies E-commerce: the sales and marketing component of an e-business Cate

50、gories of E-Businesses E-business enhanced organization E-business enabled organization Total e-business organization Copyright 2005 Prentice Hall, Inc. All rights reserved. 137 Current Trends and Issues (contd) Knowledge Management The cultivation of a learning culture where organizational members

51、systematically gather and share knowledge with others in order to achieve better performance. Learning Organization An organization that has developed the capacity to continuously learn, adapt, and change. Copyright 2005 Prentice Hall, Inc. All rights reserved. 138 Current Trends and Issues (contd)

52、Quality Management A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations Inspired by the total quality management (TQM) ideas of Deming and Juran Quality is not directly related to cost. Copyright 2005 Prentice H

53、all, Inc. All rights reserved. 139 8th edition Steven P. Robbins Mary Coulter Copyright 2005 Prentice Hall, Inc. All rights reserved. 140 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. The Manager: Omnipotent or Symbolic Define the omnipotent and symbo

54、lic views of management. Contrast the action of manager according to the omnipotent and symbolic views. Explain the parameters of managerial discretion. The Organizations Culture Define organizational culture. Explain what the definition of culture implies. Describe the seven dimensions of organizat

55、ional culture. Define a strong culture. Copyright 2005 Prentice Hall, Inc. All rights reserved. 141 L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. The Organizations Culture (contd) List the factors that influence the strength of an organizations cultur

56、e. Discuss the impact of a strong culture on organizations and managers. Explain the source of an organizations culture. Describe how an organizations culture continues. Explain how culture is transmitted to employees. Describe how culture affects managers. Describe how managers can create a culture

57、 that supports diversity. Copyright 2005 Prentice Hall, Inc. All rights reserved. 142 L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter. Current Organizational Issues Facing Managers Explain how a strong culture affects whether an organization is e

58、thical. Describe the characteristics of an ethical culture. List some suggestions for creating a more ethical culture. Describe the characteristics of an innovative culture. Explain six characteristics of a customer-responsive culture. Discuss the actions managers can take to make their cultures mor

59、e customer-responsive. Define workplace spirituality. Copyright 2005 Prentice Hall, Inc. All rights reserved. 143 L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter. Current Organizational Issues Facing Managers (contd) Define workplace spirituality

60、. Explain why workplace spirituality seems to be an important concern. Describe the characteristics of a spiritual organization. Discuss the criticisms of spirituality. The Environment Define the external environment an specific and general environment. Describe the components of the specific enviro