管理學基礎雙語課件第一章

1、Chapter 1Managers and ManagementChapter 1Managers and Manage 2008 Prentice Hall, Inc. All rights reserved.12L E A R N I N G O U T C O M E SDescribe the difference between managers and operative employees.Explain what is meant by the term management.Differentiate between efficiency and effectiveness.

2、Describe the four primary processes of management.Classify the three levels of managers and identify the primary responsibility of each group.Summarize the essential roles performed by managers.Discuss whether the managers job is generic.After reading this chapter, you will be able to: 2008 Prentice

3、 Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.13L E A R N I N G O U T C O M E S (contd)Describe the four general skills necessary for becoming a successful manager.Describe the value of studying management.Identify the relevance of popular humanities and social science courses to mana

4、gement practices.章雷 AllenAfter reading this chapter, you will be able to: 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.14Who Are Managers And Where Do They Work?OrganizationA systematic arrangement of people brought together to accomplish some specific purpose; applies t

5、o all organizations.Where managers work (manage).Common Characteristics of OrganizationsDistinct purpose and goalsPeopleSystematic structure 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.15EXHIBIT 11Common Characteristics of Organizations 2008 Prentice Hall, Inc. All 2008

6、 Prentice Hall, Inc. All rights reserved.16People DifferencesOperativesPeople who work directly on a job or task and have no responsibility for overseeing the work of others.ManagersIndividuals in an organization who direct the activities of others. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, I

7、nc. All rights reserved.17EXHIBIT 12Organizational Levels 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.18Identifying ManagersFirst-line ManagersSupervisors responsible for directing the day-to-day activities of operative employeesMiddle ManagersIndividuals at levels of m

8、anagement between the first-line manager and top managementTop ManagersIndividuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserv

9、ed.19How Do We Define Management?ManagementThe process of getting things done, effectively and efficiently, through and with other peopleEfficiencyDoing the thing correctly; refers to the relationship between inputs and outputs; seeks to minimize resource costsEffectivenessDoing the right things; go

10、al attainment 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.110EXHIBIT 13Efficiency and Effectiveness 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.111EXHIBIT 14Management Process Activities 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc.

11、 All rights reserved.112Management ProcessesPlanningIncludes defining goals, establishing strategy, and developing plans to coordinate activitiesOrganizingIncludes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to b

12、e made 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.113Management Processes (contd)LeadingIncludes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflictsControllingThe process of monitoring pe

13、rformance, comparing it with goals, and correcting any significant deviations 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.114EXHIBIT 15Mintzbergs Managerial RolesInterpersonalFigureheadLeaderLiaisonInformationalMonitorDisseminatorSpokespersonDecisionalEntrepreneurDistur

14、bance handlerResource allocatorNegotiatorSource: The Nature of Managerial Work (paperback) by H. Mintzberg. Table 2, pp. 9293. Reprinted by permission of Pearson Education Inc., Upper Saddle River, NJ. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.115Is The Managers Job U

15、niversal?Level in the OrganizationDo managers manage differently based on where they are in the organization?Profit versus Not-for-profitIs managing in a commercial enterprise different than managing in a non-commercial organization?Size of OrganizationDoes the size of an organization affect how man

16、agers function in the organization? 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.116EXHIBIT 16Distribution of Time per Activity by Organizational LevelSource: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management.” Industrial Relations 4,

17、 no. 2 (1965), p. 103. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.117EXHIBIT 17Importance of Managerial Roles in Small and Large BusinessesSource: Adapted from J. G. P. Paolillo, “The Managers Self-Assessments of Managerial Roles: Small vs. Large Firms,” American Journ

18、al of Small Business (JanuaryMarch 1984) pp. 6162. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.118Is The Managers Job Universal? (contd)Management Concepts and National BordersIs management the same in all economic, cultural, social and political systems?Making Decision

19、s and Dealing with ChangeDo managers all make decisions and deal with change in the same ways? 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.119General Skills for ManagersConceptual SkillsPolitical skillsInterpersonal skillsTechnical skillsSkills of Successful Managers 20

20、08 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.120Steps in MentoringCommunicate honestly and openly with your protg.Encourage honest and open communication from your protg.Treat the relationship with the protg as a learning opportunity.Take the time to get to know your protg

21、. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.121Specific Skills for ManagersBehaviors related to a managers effectiveness:Controlling the organizations environment and its resources.Organizing and coordinating.Handling information.Providing for growth and development.M

22、otivating employees and handling conflicts.Strategic problem solving. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.122EXHIBIT 18Standards Overview of Managerial CompetenciesManagement CompetenciesA cluster of knowledge, skills, and attitudes related to effective manageri

23、al performance. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.123How Much Importance Does The Marketplace Put On Managers?Good (effective) managerial skills are a scarce commodity.Managerial compensation packages are one measure of the value that organizations place on ma

24、nagers.Management compensation reflects the market forces of supply and demand.Management superstars, like superstar athletes in professional sports, are wooed with signing bonuses, interest-free loans, performance incentive packages, and guaranteed contracts. 2008 Prentice Hall, Inc. All 2008 Prent

25、ice Hall, Inc. All rights reserved.124Why Study Management?We all have a vested interest in improving the way organizations are managed.Better organizations are, in part, the result of good management.You will eventually either manage or be managed.Gaining an understanding of the management process

26、provides the foundation for developing management skills and insight into the behavior of individuals and the organizations. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.125How Does Management Relate To Other Disciplines?SociologyPsychologyPolitical ScienceEconomicsPhilo

27、sophyAnthropologyManagement 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.126History ModuleTHE HISTORICAL ROOTS OF CONTEMPORARY MANAGEMENT PRACTICES 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.127The Pre-modern EraAncient Massive Construction

28、 ProjectsEgyptian pyramidsGreat Wall of ChinaMichelangelo, the Manager. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.128Adam Smiths ContributionTo The Field Of ManagementWrote the Wealth of Nations (1776)Advocated the economic advantages that organizations and society wo

29、uld reap from the division of labor:Increased productivity by increasing each workers skill and dexterity.Time saved that is commonly lost in changing tasks.The creation of labor-saving inventions and machinery. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.129The Industr

30、ial Revolutions Influence On Management PracticesIndustrial RevolutionMachine power began to substitute for human powerLead to mass production of economical goodsImproved and less costly transportation systems became availableCreated larger markets for goods.Larger organizations developed to serve l

31、arger marketsCreated the need for formalized management practices. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.130Classical ContributionsClassical ApproachThe term used to describe the hypotheses of the scientific management theorists and the general administrative theo

32、rists.Scientific management theoristsFredrick W. Taylor, Frank and Lillian Gilbreth, and Henry GanttGeneral administrative theoristsHenri Fayol and Max Weber 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.131Scientific ManagementFrederick W. TaylorThe Principles of Scienti

33、fic Management (1911)Advocated the use of the scientific method to define the “one best way” for a job to be doneBelieved that increased efficiency could be achieved by selecting the right people for the job and training them to do it precisely in the one best way.To motivate workers, he favored inc

34、entive wage plans.Separated managerial work from operative work. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.132EXHIBIT HM1Taylors Four Principles of ManagementDevelop a science for each element of an individuals work, which replaces the old rule-of thumb method.Scienti

35、fically select and then train, teach, and develop the worker. (Previously, workers chose their own work and trained themselves as best they could.)Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.Divide

36、 work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers. (Previously, almost all the work and the greater part of the responsibility were thrown upon the workers.) 2008 Prentice Hall, Inc. All 2008 Prentice

37、 Hall, Inc. All rights reserved.133Scientific Management ContributorsFrank and Lillian GilbrethBricklaying efficiency improvementsTime and motion studies (therbligs)Henry GanttIncentive compensation systemsGantt chart for scheduling work operations 2008 Prentice Hall, Inc. All 2008 Prentice Hall, In

38、c. All rights reserved.134General Administrative TheoryGeneral Administrative TheoristsDeveloped general theories of what managers do and what constitutes good management practiceHenri Fayol (France)Fourteen Principles of Management: Fundamental or universal principles of management practiceMax Webe

39、r (Germany)Bureaucracy: Ideal type of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.135EXHIBIT HM2Fayols Fourteen Principles of Manag

40、ementDivision of WorkAuthorityDisciplineUnity of CommandUnity of DirectionSubordination of Individual Interests to the General InterestRemunerationCentralizationScalar ChainOrderEquityStability of Tenure of PersonnelInitiativeEsprit de Corps 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All

41、rights reserved.136EXHIBIT HM3Webers Ideal BureaucracyDivision of LaborAuthority HierarchyFormal SelectionFormal Rules and RegulationsImpersonalityCareer Orientation 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.137Human Resources ApproachRobert OwenScottish businessman a

42、nd reformer who advocated for better treatment of workers.Claimed that a concern for employees was profitable for management and would relieve human misery.Hugo MunsterbergCreated the field of industrial psychologythe scientific study of individuals at work to maximize their productivity and adjustm

43、ent.Psychology and Industrial Efficiency (1913) 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.138Human Resources Approach (contd)Mary Parker Follett Recognized that organizations could be viewed from the perspective of individual and group behavior.Believed that individua

44、l potential could only be released by group association.Chester BarnardSaw organizations as social systems that require human interaction and cooperation. Expressed his views on the “acceptance of authority” in his book The Functions of the Executive (1938). 2008 Prentice Hall, Inc. All 2008 Prentic

45、e Hall, Inc. All rights reserved.139Hawthorne StudiesA series of studies done during the 1920s and 1930s that provided new insights into group norms and behaviorsHawthorne effectSocial norms or standards of the group are the key determinants of individual work behavior.Changed the prevalent view of

46、the time that people were no different than machines. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.140Human Relations MovementBased on a belief in the importance of employee satisfactiona satisfied worker was believed to be a productive worker.Advocates believed in peopl

47、es capabilities and were concerned with making management practices more humane.Dale CarnegieAbraham MaslowDouglas McGregor 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.141The Quantitative ApproachOperations Research (Management Science)Evolved out of the development of

48、mathematical and statistical solutions to military problems during World War II.Involves the use of statistics, optimization models, information models, and computer simulations to improve management decision making for planning and control. 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All

49、rights reserved.142Social Events That Shaped Management ApproachesClassical ApproachThe desire for increased efficiency of labor intensive operationsHuman Resources ApproachThe backlash to the overly mechanistic view of employees held by the classicists.The Great Depression.The Quantitative ApproachesWorld War II armament production 2008 Prentice Hall, Inc. All 2008 Prentice Hall, Inc. All rights reserved.143What is the Process App