管理學原理(英文版)第一章課件FOM6CH

ManagersandManagementManagersandManagementLEARNINGOUTCOMESDescribethedifferencebetweenmanagersandoperativeemployees(作業(yè)成員\非管理人員）.Explainwhatismeantbythetermmanagement.Differentiatebetweenefficiency（效率）andeffectiveness(效果）.Describethefourprimaryprocesses(過程\職能）ofmanagement.Classifythethreelevelsofmanagersandidentifytheprimaryresponsibilityofeachgroup.Summarizetheessentialroles（角色）performedbymanagers.Discusswhetherthemanager’sjobisgeneric（普遍的）Afterreadingthischapter,youwillbeableto:2?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMLEARNINGOUTCOMES(cont’d)Describethefourgeneralskillsnecessaryforbecomingasuccessfulmanager.Describethevalueofstudyingmanagement.Identifytherelevanceofpopularhumanities（人文學科）andsocialsciencecoursestomanagementpractices.Afterreadingthischapter,youwillbeableto:3?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMWhoAreManagersAnd

WhereDoTheyWork?Organization組織Asystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose;appliestoallorganizations.Wheremanagerswork(manage).CommonCharacteristicsofOrganizationsGoals目標People人員Systematicstructure機構(gòu)4?2008PrenticeHall,Inc.Allrightsreserved.WhoAreManagersAnd

WhereDoEXHIBIT1–1 CommonCharacteristicsofOrganizations目的機構(gòu)人員5?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–1 CommonCharacterisPeopleDifferencesOperatives作業(yè)人員Peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.Managers管理員Individualsinanorganizationwhodirecttheactivitiesofothers.6?2008PrenticeHall,Inc.Allrightsreserved.PeopleDifferencesOperatives作業(yè)EXHIBIT1–2 OrganizationalLevels基層管理者中層管理者高層管理者非管理雇員\作業(yè)人員7?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–2 OrganizationalLevIdentifyingManagersFirst-lineManagers基層管理者Supervisorsresponsiblefordirectingtheday-to-dayactivitiesofoperativeemployeesMiddleManagers中層管理者Individualsatlevelsofmanagementbetweenthefirst-linemanagerandtopmanagementTopManagers高層管理者Individualswhoareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers8?2008PrenticeHall,Inc.Allrightsreserved.IdentifyingManagersFirst-lineHowDoWeDefineManagement?ManagementTheprocessofgettingthingsdone,effectively（有效果地）andefficiently（有效率地）,throughandwithotherpeopleEfficiency效率Doingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecostsEffectiveness效果Doingtherightthings;goalattainment9?2008PrenticeHall,Inc.Allrightsreserved.HowDoWeDefineManagement?MaEXHIBIT1–3 EfficiencyandEffectiveness手段效率目的效果低浪費高達成目標10?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–3 EfficiencyandEffEXHIBIT1–4 ManagementProcessActivities計劃組織領導控制OriginatedfromHenriFayol(過程\職能思想）起源于亨利-法約爾實現(xiàn)組織的目標11?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–4 ManagementProcessManagementProcessesPlanning計劃Includesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivitiesOrganizing組織Includesdeterminingwhattasks

tobedone,whoistodothem,

howthetasksaretobe

grouped,whoreportsto

whom,andwhere

decisionsaretobemade12?2008PrenticeHall,Inc.Allrightsreserved.ManagementProcessesPlanning計劃ManagementProcesses(cont’d)Leading領導Includesmotivatingemployees,directingtheactivitiesofothers,selectingthemosteffectivecommunicationchannel,andresolvingconflictsControlling控制Theprocessofmonitoringperformance,

comparingitwithgoals,and

correctinganysignificant

deviations13?2008PrenticeHall,Inc.Allrightsreserved.ManagementProcesses(cont’d)LEXHIBIT1–5 Mintzberg’s（明茨伯格）ManagerialRolesInterpersonal人際關系Figurehead掛名首腦Leader領導者Liaison聯(lián)絡員Informational信息傳遞Monitor監(jiān)聽者Disseminator傳播者Spokesperson發(fā)言人Decisional決策制定Entrepreneur企業(yè)家Disturbancehandler混亂駕馭者Resourceallocator資源分配者Negotiator談判者Source:TheNatureofManagerialWork(paperback)byH.Mintzberg.Table2,pp.92–93.ReprintedbypermissionofPearsonEducationInc.,UpperSaddleRiver,NJ.14?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–5 Mintzberg’s（明茨伯格）IsTheManager’sJobUniversal（普適性）?LevelintheOrganizationDomanagersmanagedifferentlybasedonwheretheyareintheorganization?ThedifferencesareofdegreeandemphasisbutnotofactivityProfit（盈利型）versusNot-for-profit（非盈利型）Ismanaginginacommercialenterprisedifferentthanmanaginginanon-commercialorganization?Forthemostpart,NO(絕大部分情形下，對）SizeofOrganizationDoesthesizeofanorganizationaffecthowmanagersfunctionintheorganization?Thedifferencesareofdegreeandemphasisbutnotofactivity15?2008PrenticeHall,Inc.Allrightsreserved.IsTheManager’sJobUniversalEXHIBIT1–6 DistributionofTimeperActivitybyOrganizationalLevelSource:AdaptedfromT.A.Mahoney,T.H.Jerdee,andS.J.Carroll,

“TheJob(s)ofManagement.”IndustrialRelations4,no.2(1965),p.103.16?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–6 DistributionofTiEXHIBIT1–7 ImportanceofManagerialRoles

inSmallandLargeBusinessesSource:AdaptedfromJ.G.P.Paolillo,“TheManager’sSelf-AssessmentsofManagerialRoles:Smallvs.LargeFirms,”

AmericanJournalofSmallBusiness(January–March1984)pp.61–62.17?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–7 ImportanceofManaIsTheManager’sJobUniversal?(cont’d)ManagementConceptsandNationalBordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?Studieshavenotgenerallysupportedthis.MakingDecisionsandDealingwithChangeDomanagersallmakedecisionsanddealwithchangeinthesameways?Successfullyornot18?2008PrenticeHall,Inc.Allrightsreserved.IsTheManager’sJobUniversalGeneralSkills(基本技能）forManagersConceptualskills概念技能Amanager’smentalabilitytocoordinatealloftheorganization’sinterestsandactivitiesInterpersonalskills人際技能Amanager’sabilitytoworkwith,understand,mentor,andmotivateothers,bothindividuallyandingroupsTechnicalskills技術技能Amanager’sabilitytousethetools,procedures,andtechniquesofaspecializedfieldPoliticalskills政治技能Amanager’sabilitytobuildapowerbaseandestablishtherightconnections19?2008PrenticeHall,Inc.Allrightsreserved.GeneralSkills(基本技能）forManaGeneralSkillsforManagersConceptualSkillsPoliticalskillsInterpersonalskillsTechnicalskillsSkillsofSuccessfulManagers概念技能人際技能技術技能政治技能20?2008PrenticeHall,Inc.Allrightsreserved.GeneralSkillsforManagersConStepsinMentoringCommunicatehonestlyandopenlywithyourprotégé（門徒\下屬）

.Encouragehonestandopencommunicationfromyourprotégé.Treattherelationshipwiththeprotégéasalearningopportunity.Takethetimetogettoknowyourprotégé.21?2008PrenticeHall,Inc.Allrightsreserved.StepsinMentoringCommunicateSpecificSkills（特定技能）forManagersBehaviorsrelatedtoamanager’seffectiveness（效能）:Controllingtheorganization’senvironmentanditsresources.Organizingandcoordinating.Handlinginformation.Providingforgrowthanddevelopment.Motivatingemployeesandhandlingconflicts.Strategicproblemsolving.22?2008PrenticeHall,Inc.Allrightsreserved.SpecificSkills（特定技能）forManEXHIBIT1–8 StandardsOverviewofManagerialCompetencies（素質(zhì)）ManagementCompetencies

Aclusterofknowledge,skills,andattitudesrelatedtoeffectivemanagerialperformance.實現(xiàn)目標利用資源合作激勵變革提供指導管理自己和別人的能力23?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–8 StandardsOverviewHowMuchImportanceDoesTheMarketplacePutOnManagers?Good(effective)managerialskillsareascarcecommodity（商品）.Managerialcompensation（報酬)packagesareonemeasureofthevaluethatorganizationsplaceonmanagers.Managementcompensationreflectsthemarketforcesofsupplyanddemand.Managementsuperstars,likesuperstarathletesinprofessionalsports,arewooedwithsigningbonuses,interest-freeloans,performanceincentivepackages,andguaranteedcontracts.24?2008PrenticeHall,Inc.Allrightsreserved.HowMuchImportanceDoesTheMWhyStudyManagement?Weallhaveavested(確定的）interestinimprovingthewayorganizationsaremanaged.Betterorganizationsare,inpart,theresultofgoodmanagement.Youwilleventuallyeithermanageorbemanaged.Gaininganunderstandingofthemanagementprocessprovidesthefoundationfordevelopingmanagementskillsandinsightintothebehaviorofindividualsandtheorganizations.25?2008PrenticeHall,Inc.Allrightsreserved.WhyStudyManagement?WeallhaHowDoesManagementRelate

ToOtherDisciplines?SociologyPsychologyPoliticalScienceEconomicsPhilosophyAnthropologyManagement管理研究社會學政治科學經(jīng)濟學人類學心理學哲學26?2008PrenticeHall,Inc.Allrightsreserved.HowDoesManagementRelate

ToHistoryModuleTHEHISTORICALROOTSOFCONTEMPORARYMANAGEMENTPRACTICES27?2008PrenticeHall,Inc.Allrightsreserved.HistoryModuleTHEHISTORICALRThePre-modernEra（前現(xiàn)代時期）AncientMassiveConstructionProjects古代建筑Egyptianpyramids埃及(金字塔)GreatWallofChina中國(長城)Michelangelo,theManager.28?2008PrenticeHall,Inc.Allrightsreserved.ThePre-modernEra（前現(xiàn)代時期）AncieAdamSmith’s（亞當斯密）Contribution

ToTheFieldOfManagementWrotetheWealthofNations(1776)《富國論》Advocatedtheeconomicadvantagesthatorganizationsandsocietywouldreapfromthedivisionoflabor（勞動分工）:Increasedproductivitybyincreasingeachworker’sskillanddexterity.通過提高每個工人的技能和靈巧性而提高勞動生產(chǎn)率Timesavedthatiscommonlylostinchangingtasks.節(jié)約浪費在轉(zhuǎn)換任務上的時間Thecreationoflabor-savinginventionsandmachinery.促進節(jié)約勞動的機器的發(fā)明29?2008PrenticeHall,Inc.Allrightsreserved.AdamSmith’s（亞當斯密）ContributionTheIndustrialRevolution’s（工業(yè)革命）Influence

OnManagementPracticesIndustrialRevolution工業(yè)革命Machinepowerbegantosubstituteforhumanpower機械力代替人力LeadtomassproductionofeconomicalgoodsImprovedandlesscostlytransportationsystemsbecameavailable改進和成本較低的交通運輸系統(tǒng)Createdlargermarketsforgoods.Largerorganizationsdevelopedtoservelargermarkets創(chuàng)建大量的組織機構(gòu)進行管理Createdtheneedforformalized（規(guī)范化的）managementpractices.30?2008PrenticeHall,Inc.Allrightsreserved.TheIndustrialRevolution’s（工業(yè)ClassicalContributions（古典貢獻）ClassicalApproach古典方法Thetermusedtodescribethehypothesesofthescientificmanagementtheoristsandthegeneraladministrativetheorists.Scientificmanagementtheorists科學管理FredrickW.Taylor（弗雷德里克·溫斯洛·泰羅）,FrankandLillianGilbreth,andHenryGanttGeneraladministrativetheorists一般行政管理理論HenriFayol亨利·法約爾andMaxWeber麥克斯·韋伯31?2008PrenticeHall,Inc.Allrightsreserved.ClassicalContributions（古典貢獻）CScientificManagement科學管理理論FrederickW.Taylor弗雷德里克·溫斯洛·泰羅ThePrinciplesofScientificManagement(1911)《科學管理原理》Advocatedtheuseofthescientificmethodtodefinethe“onebestway”forajobtobedone用科學的方法定義一個最優(yōu)的方法來完某項工作Believedthatincreasedefficiencycouldbeachievedbyselectingtherightpeopleforthejobandtrainingthemtodoitpreciselyintheonebestway.將正確的人安排在適當?shù)墓ぷ魃蟃omotivateworkers,hefavoredincentivewageplans.給工人提供經(jīng)濟誘因Separatedmanagerialworkfromoperativework.管理工作與非管理工作分開32?2008PrenticeHall,Inc.Allrightsreserved.ScientificManagement科學管理理論FreEXHIBITHM–1 Taylor’sFourPrinciplesofManagement泰羅四個管理原則Developascienceforeachelementofanindividual’swork,whichreplacestheoldrule-ofthumbmethod.對工人工作的每一個要素開發(fā)出一種科學方法，用以代替老的經(jīng)驗方法Scientificallyselectandthentrain,teach,anddeveloptheworker.(Previously,workerschosetheirownworkandtrainedthemselvesasbesttheycould.)科學地挑選工人，并對他們進行培訓、教育，使之成長Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.與工人們衷心合作，以保證一切工作都按已形成的科學原則去辦Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.Managementtakesoverallworkforwhichitisbetterfittedthantheworkers.(Previously,almostalltheworkandthegreaterpartoftheresponsibilitywerethrownupontheworkers.)管理當局與工人在工作和職責的劃分上幾乎是相等的，管理當局把自己比工人更勝任的各種工作都承攬下來33?2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–1 Taylor’sFourPriScientificManagementContributors科學管理理論貢獻者FrankandLillianGilbreth弗蘭克和莉蓮·吉爾布雷思Bricklayingefficiencyimprovements強調(diào)通過減少浪費提高工人生產(chǎn)力的方法Timeandmotionstudies(therbligs)發(fā)明精確定時裝置對工人行動分解研究進而優(yōu)化工作表現(xiàn)HenryGantt亨利-甘特Incentivecompensationsystems激勵Ganttchartforschedulingworkoperations計劃表34?2008PrenticeHall,Inc.Allrightsreserved.ScientificManagementContribuGeneralAdministrativeTheory一般行政管理理論GeneralAdministrativeTheorists一般行政管理理論家Developedgeneraltheoriesofwhatmanagersdoandwhatconstitutesgoodmanagementpractice發(fā)展了“管理者做什么以及什么構(gòu)成良好管理實踐”的一般理論HenriFayol(France)亨利·法約爾FourteenPrinciplesofManagement:Fundamentaloruniversalprinciplesofmanagementpractice開發(fā)14條適用于所有的組織情況的管理原則MaxWeber(Germany)麥克斯·韋伯Bureaucracy:Idealtypeoforganizationcharacterizedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships描述了一種理想的組織類型，被稱為官僚行政組織35?2008PrenticeHall,Inc.Allrightsreserved.GeneralAdministrativeTheory一EXHIBITHM–2 Fayol’sFourteenPrinciplesofManagementDivisionofWork工作分工Authority職權Discipline紀律UnityofCommand統(tǒng)一指揮UnityofDirection同一方向SubordinationofIndividualIntereststotheGeneralInterest個人利益服從整體利益Remuneration報酬Centralization集中ScalarChain等級鏈Order秩序Equity公平StabilityofTenureofPersonnel人員的穩(wěn)定Initiative首創(chuàng)精神EspritdeCorps團結(jié)精神36?2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–2 Fayol’sFourteenEXHIBITHM–3 Weber’sIdealBureaucracy韋伯理想的官僚行政組織DivisionofLabor勞動分工AuthorityHierarchy權威等級FormalSelection正式甄選FormalRulesandRegulations正式的規(guī)則和法規(guī)Impersonality非個人的CareerOrientation職業(yè)生涯導向37?2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–3 Weber’sIdealBur圖表2–4韋伯理想的官僚行政組織38?2008PrenticeHall,Inc.Allrightsreserved.圖表2–4韋伯理想的官僚行政組織38?2008PrHumanResourcesApproach人力資源方法RobertOwen羅伯特·歐文Scottishbusinessmanandreformerwhoadvocatedforbettertreatmentofworkers.Claimedthataconcernforemployeeswasprofitableformanagementandwouldrelievehumanmisery.HugoMunsterberg雨果·芒斯特伯格Createdthefieldofindustrialpsychology（工業(yè)心理學）—thescientificstudyofindividualsatworktomaximizetheirproductivityandadjustment.PsychologyandIndustrialEfficiency(1913)39?2008PrenticeHall,Inc.Allrightsreserved.HumanResourcesApproach人力資源方法HumanResourcesApproach(cont’d)MaryParkerFollett瑪麗·福萊特Recognizedthatorganizationscouldbeviewedfromtheperspectiveofindividualandgroupbehavior.Believedthatindividualpotentialcouldonlybereleasedbygroupassociation.ChesterBarnard切斯特·巴納德Saworganizationsassocialsystemsthatrequirehumaninteractionandcooperation.Expressedhisviewsonthe“acceptanceofauthority”inhisbookTheFunctionsoftheExecutive(1938).40?2008PrenticeHall,Inc.Allrightsreserved.HumanResourcesApproach(cont圖表2–5組織行為的早期貢獻41?2008PrenticeHall,Inc.Allrightsreserved.圖表2–5組織行為的早期貢獻41?2008PrenHawthorneStudies研究Aseriesofstudiesdoneduringthe1920sand1930sthatprovidednewinsightsintogroupnormsandbehaviors從1927年到1932年，在西方電氣公司進行一系列生產(chǎn)試驗Hawthorneeffect霍桑效應Socialnormsorstandardsofthegrouparethekeydeterminantsofindividualworkbehavior.和貨幣獎勵措施相比，社會規(guī)范，小組標準是對個人工作行為和產(chǎn)出更為關鍵的決定因素Changedtheprevalentviewofthetimethatpeoplewerenodifferentthanmachines.改變了當時流行的“人與機器沒有什么不同”的觀念42?2008PrenticeHall,Inc.Allrightsreserved.HawthorneStudies研究AseriesofHumanRelationsMovement人事關系運動Basedonabeliefintheimportanceofemployeesatisfaction—asatisfiedworkerwasbelievedtobeaproductiveworker.Advocatesbelievedinpeople’scapabilitiesandwereconcernedwithmakingmanagementpracticesmorehumane.DaleCarnegieAbrahamMaslowDouglasMcGregor43?2008PrenticeHall,Inc.Allrightsreserved.HumanRelationsMovement人事關系運動TheQuantitativeApproach管理的定量方法OperationsResearch(ManagementScience)運籌學或管理科學EvolvedoutofthedevelopmentofmathematicalandstatisticalsolutionstomilitaryproblemsduringWorldWarII.從為解決二戰(zhàn)軍事后勤和質(zhì)量控制問題的數(shù)學和統(tǒng)計方法發(fā)展演進而來Involvestheuseofstatistics,optimizationmodels,informationmodels,andcomputersimulationstoimprovemanagementdecisionmakingforplanningandcontrol.重點是在改進管理在決策中的應用：統(tǒng)計學，最優(yōu)化模型，信息模型和計算機模擬44?2008PrenticeHall,Inc.Allrightsreserved.TheQuantitativeApproach管理的定量SocialEventsThatShaped

ManagementApproaches影響管理方法的社會事件ClassicalApproach古典方法ThedesireforincreasedefficiencyoflaborintensiveoperationsHumanResourcesApproach人力資源方法Thebacklashtotheoverlymechanisticviewofemployeesheldbytheclassicists.TheGreatDepression.TheQuantitativeApproaches定量方法WorldWarIIarmamentproduction45?2008PrenticeHall,Inc.Allrightsreserved.SocialEventsThatShaped

ManWhatistheProcessApproach?過程（職能）方法ManagementTheoryJungle(HaroldKoontz)管理理論叢林Thediversityofapproachestothestudyofmanagement—functions,quantitativeemphasis,humanrelationsapproaches—eachoffersomethingtomanagementtheory,butmanyareonlymanagerialtools.ProcessApproach過程（職能）方法Planning,leading,andcontrollingactivitiesarecircularandcontinuousfunctionsofmanagement.46?2008PrenticeHall,Inc.Allrightsreserved.WhatistheProcessApproach?過EXHIBIT1–4 ManagementProcessActivities計劃組織領導控制OriginatedfromHenriFayol(過程\職能思想）起源于亨利-法約爾實現(xiàn)組織的目標47?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–4 ManagementProcessTheSystemsApproach系統(tǒng)觀點Definesasystemasasetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole系統(tǒng)：一組相互關聯(lián)和相互依賴的組成部分，他們共同構(gòu)成一個統(tǒng)一的整體Closedsystem:asystemthatisnotinfluencedbyanddoesnotinteractwithitsenvironment封閉系統(tǒng)：不與它所處的環(huán)境發(fā)生相互作用(系統(tǒng)的輸入輸出都在系統(tǒng)內(nèi)部)Opensystem:asystemthatdynamicallyinteractswithitsenvironment開放系統(tǒng)：通過從外部環(huán)境得到輸入，再轉(zhuǎn)化為輸出輸出到周圍環(huán)境，動態(tài)地與周圍環(huán)境進行交互Stakeholders(利益攸關者）:anygroupthatisaffectedbyorganizationaldecisionsandpolicies48?2008PrenticeHall,Inc.Allrightsreserved.TheSystemsApproach系統(tǒng)觀點DefineEXHIBITHM–4 TheOrganizationandItsEnvironment組織與環(huán)境供應商客戶工會競爭者政府壓力集團全球的政治的社會的技術的經(jīng)濟的49?2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–4 TheOrganization

TheContingencyApproach權變理論（也稱為情景方式）TheContingencyApproach管理組織沒有一個普遍適用的管理原則（因為組織不同，面對的情景不同，所以可能要求不同的管理方式）Replacesmoresimplisticsystemsandintegratesmuchofmanagementtheory.FourContingencyVariables四個情景（權變）變量Organizationsize(coordination)組織規(guī)模Routinenessoftasktechnology(taskcomplexitydictatesstructure)任務技術的例行程度Environmentaluncertainty(changemanagement)環(huán)境的不確定性Individualdifferences個體差異(managerialstyles,motivationaltechniques,andjobdesign)ExhibitHM-550?2008PrenticeHall,Inc.Allrightsreserved.TheContingencyApproach權變理論（EXHIBITHM–5 FourPopularContingencyVariables四個情景（權變）變量OrganizationSize組織規(guī)模RoutinenessofTaskTechnology任務技術的例行程度EnvironmentalUncertainty環(huán)境的不確定性IndividualDifferences個體差異51?2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–5 FourPopularContCurrenttrend當前的趨勢ElectronicBusiness電子企業(yè)Learning-styleorganization學習型組織knowledgementManagement知識管理QualityManagement質(zhì)量管理52?2008PrenticeHall,Inc.Allrightsreserved.Currenttrend當前的趨勢ElectronicBManagersandManagementManagersandManagementLEARNINGOUTCOMESDescribethedifferencebetweenmanagersandoperativeemployees(作業(yè)成員\非管理人員）.Explainwhatismeantbythetermmanagement.Differentiatebetweenefficiency（效率）andeffectiveness(效果）.Describethefourprimaryprocesses(過程\職能）ofmanagement.Classifythethreelevelsofmanagersandidentifytheprimaryresponsibilityofeachgroup.Summarizetheessentialroles（角色）performedbymanagers.Discusswhetherthemanager’sjobisgeneric（普遍的）Afterreadingthischapter,youwillbeableto:54?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMLEARNINGOUTCOMES(cont’d)Describethefourgeneralskillsnecessaryforbecomingasuccessfulmanager.Describethevalueofstudyingmanagement.Identifytherelevanceofpopularhumanities（人文學科）andsocialsciencecoursestomanagementpractices.Afterreadingthischapter,youwillbeableto:55?2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMWhoAreManagersAnd

WhereDoTheyWork?Organization組織Asystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose;appliestoallorganizations.Wheremanagerswork(manage).CommonCharacteristicsofOrganizationsGoals目標People人員Systematicstructure機構(gòu)56?2008PrenticeHall,Inc.Allrightsreserved.WhoAreManagersAnd

WhereDoEXHIBIT1–1 CommonCharacteristicsofOrganizations目的機構(gòu)人員57?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–1 CommonCharacterisPeopleDifferencesOperatives作業(yè)人員Peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.Managers管理員Individualsinanorganizationwhodirecttheactivitiesofothers.58?2008PrenticeHall,Inc.Allrightsreserved.PeopleDifferencesOperatives作業(yè)EXHIBIT1–2 OrganizationalLevels基層管理者中層管理者高層管理者非管理雇員\作業(yè)人員59?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–2 OrganizationalLevIdentifyingManagersFirst-lineManagers基層管理者Supervisorsresponsiblefordirectingtheday-to-dayactivitiesofoperativeemployeesMiddleManagers中層管理者Individualsatlevelsofmanagementbetweenthefirst-linemanagerandtopmanagementTopManagers高層管理者Individualswhoareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers60?2008PrenticeHall,Inc.Allrightsreserved.IdentifyingManagersFirst-lineHowDoWeDefineManagement?ManagementTheprocessofgettingthingsdone,effectively（有效果地）andefficiently（有效率地）,throughandwithotherpeopleEfficiency效率Doingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecostsEffectiveness效果Doingtherightthings;goalattainment61?2008PrenticeHall,Inc.Allrightsreserved.HowDoWeDefineManagement?MaEXHIBIT1–3 EfficiencyandEffectiveness手段效率目的效果低浪費高達成目標62?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–3 EfficiencyandEffEXHIBIT1–4 ManagementProcessActivities計劃組織領導控制OriginatedfromHenriFayol(過程\職能思想）起源于亨利-法約爾實現(xiàn)組織的目標63?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–4 ManagementProcessManagementProcessesPlanning計劃Includesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivitiesOrganizing組織Includesdeterminingwhattasks

tobedone,whoistodothem,

howthetasksaretobe

grouped,whoreportsto

whom,andwhere

decisionsaretobemade64?2008PrenticeHall,Inc.Allrightsreserved.ManagementProcessesPlanning計劃ManagementProcesses(cont’d)Leading領導Includesmotivatingemployees,directingtheactivitiesofothers,selectingthemosteffectivecommunicationchannel,andresolvingconflictsControlling控制Theprocessofmonitoringperformance,

comparingitwithgoals,and

correctinganysignificant

deviations65?2008PrenticeHall,Inc.Allrightsreserved.ManagementProcesses(cont’d)LEXHIBIT1–5 Mintzberg’s（明茨伯格）ManagerialRolesInterpersonal人際關系Figurehead掛名首腦Leader領導者Liaison聯(lián)絡員Informational信息傳遞Monitor監(jiān)聽者Disseminator傳播者Spokesperson發(fā)言人Decisional決策制定Entrepreneur企業(yè)家Disturbancehandler混亂駕馭者Resourceallocator資源分配者Negotiator談判者Source:TheNatureofManagerialWork(paperback)byH.Mintzberg.Table2,pp.92–93.ReprintedbypermissionofPearsonEducationInc.,UpperSaddleRiver,NJ.66?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–5 Mintzberg’s（明茨伯格）IsTheManager’sJobUniversal（普適性）?LevelintheOrganizationDomanagersmanagedifferentlybasedonwheretheyareintheorganization?ThedifferencesareofdegreeandemphasisbutnotofactivityProfit（盈利型）versusNot-for-profit（非盈利型）Ismanaginginacommercialenterprisedifferentthanmanaginginanon-commercialorganization?Forthemostpart,NO(絕大部分情形下，對）SizeofOrganizationDoesthesizeofanorganizationaffecthowmanagersfunctionintheorganization?Thedifferencesareofdegreeandemphasisbutnotofactivity67?2008PrenticeHall,Inc.Allrightsreserved.IsTheManager’sJobUniversalEXHIBIT1–6 DistributionofTimeperActivitybyOrganizationalLevelSource:AdaptedfromT.A.Mahoney,T.H.Jerdee,andS.J.Carroll,

“TheJob(s)ofManagement.”IndustrialRelations4,no.2(1965),p.103.68?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–6 DistributionofTiEXHIBIT1–7 ImportanceofManagerialRoles

inSmallandLargeBusinessesSource:AdaptedfromJ.G.P.Paolillo,“TheManager’sSelf-AssessmentsofManagerialRoles:Smallvs.LargeFirms,”

AmericanJournalofSmallBusiness(January–March1984)pp.61–62.69?2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–7 ImportanceofManaIsTheManager’sJobUniversal?(cont’d)ManagementConceptsandNationalBordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?Studieshavenotgenerallysupportedthis.MakingDecisionsandDealingwithChangeDomanagersallmakedecisionsanddealwithchangeinthesameways?Successfullyornot70?2008PrenticeHall,Inc.Allrightsreserved.IsTheManager’sJobUniversalGeneralSkills(基本技能）forManagersConceptualskills概念技能Amanager’smentalabilitytocoordinatealloftheorganization’sinterestsandactivitiesInterpersonalskills人際技能Amanager’sabilitytoworkwith,understand,mentor,andmotivateothers,bothindividuallyandingroupsTechnicalskills技術技能Amanager’sabilitytousethetools,procedures,andt