第二講管理與管理者

Mostpeopleknowwhattodo.Theyjustdon’tdowhattheyknow.

Thereporterasked:"Howdoyoucommandyoursoldiersinthechaoticbattlefield?"Theyounginfantrycaptainanswered:"Iamtheonlypersonwhoisinchargeofthesituation,Icannottellthemwhattodoandhowtodowhentheymeettheenemiesinthejungle.Myjobistotrainthemtoknowhowtodointhebattlefield,asforhowtodoitinreality,theyshouldjudgebythemselvies.Althoughitismyresponsibility,butthedecisionofactionisuptoeveryonewhoisinthebattlefield.記者問(wèn)：“在戰(zhàn)場(chǎng)混亂的情況下，你如何指揮你的下屬？”青年步兵上尉回答說(shuō)：“在那里，我是唯一的負(fù)責(zé)人。當(dāng)我的下屬在叢林中遭遇敵人不知道該怎么行動(dòng)時(shí)，我也因?yàn)榫嚯x太遠(yuǎn)無(wú)法告訴他們。我的任務(wù)，只是訓(xùn)練他們知道在這種情形下應(yīng)該如何行動(dòng)。至于實(shí)際上該怎么做，應(yīng)由他們根據(jù)情況加以判斷。責(zé)任雖然在我，但行動(dòng)的決策卻由戰(zhàn)場(chǎng)上的每個(gè)人自己決定。”INTROSPECTION：

DidIchangemyselfinthelastweek?

whatbooksdidIread?WhatdidIdo?

DidImakenewfriends?

WhatkindofpersondoIwanttobe?Briefcontentsoftoday'sclassWhoaremanagers?Whatismanagement?Whatdomanagersdo?Whatisanorganization?Whystudymanagement?

TermstoKnowmanagerfirst-linemanagersmiddlemanagerstopmanagersmanagementefficiencyeffectivenessplanningorganizingleadingcontrollinginterpersonalrolesinformationalrolesdecisionalrolestechnicalskillshumanskillsconceptualskillsorganizationuniversalityofmanagementWhoAreManagers?

ManagerSomeonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.ClassifyingManagersFirst-lineManagersIndividualswhomanagetheworkofnon-managerialemployees.MiddleManagersIndividualswhomanagetheworkoffirst-linemanagers.TopManagersIndividualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.Exhibit1–1 ManagerialLevelsWhatIsManagement?Managementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.WhatIsManagement?ManagerialConcernsEfficiency“Doingthingsright”GettingthemostoutputsfortheleastinputsEffectiveness“Doingtherightthings”AttainingorganizationalgoalsExhibit1–2 EffectivenessandEfficiencyinManagementWhatDoManagersDo?FunctionalApproachPlanningDefininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.LeadingWorkingwithandthroughpeopletoaccomplishgoals.ControllingMonitoring,comparing,andcorrectingwork.Exhibit1–3 ManagementFunctionsWhatDoManagersDo?(cont’d)ManagementRolesApproach(Mintzberg)InterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesEntrepreneur、disturbancehandler,resourceallocator,negotiatorWhatManagersActuallyDo(Mintzberg)InteractionwithotherswiththeorganizationwiththeexternalcontextoftheorganizationReflectionthoughtfulthinkingActionpracticaldoingWhatDoManagersDo?(cont’d)SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganizationExhibit1–5 SkillsNeededatDifferentManagementLevelsExhibit1–6 ConceptualSkillsUsinginformationtosolvebusinessproblemsIdentifyingofopportunitiesforinnovationRecognizingproblemareasandimplementingsolutionsSelectingcriticalinformationfrommassesofdataUnderstandingofbusinessusesoftechnologyUnderstandingoforganization’sbusinessmodelExhibit1–6 CommunicationSkillsAbilitytotransformideasintowordsandactionsCredibilityamongcolleagues,peers,andsubordinatesListeningandaskingquestionsPresentationskills;spokenformatPresentationskills;writtenand/orgraphicformatsExhibit1–6 EffectivenessSkillsContributingtocorporatemission/departmentalobjectivesCustomerfocusMultitasking:workingatmultipletasksinparallelNegotiatingskillsProjectmanagementReviewingoperationsandimplementingimprovementsExhibit1–6 EffectivenessSkills(cont’d)SettingandmaintainingperformancestandardsinternallyandexternallySettingprioritiesforattentionandactivityTimemanagementExhibit1–6 InterpersonalSkills(cont’d)CoachingandmentoringskillsDiversityskills:workingwithdiversepeopleandculturesNetworkingwithintheorganizationNetworkingoutsidetheorganizationWorkinginteams;cooperationandcommitmentExhibit1–7 ManagementSkillsandManagementFunctionMatrixHowTheManager’sJobIsChangingTheIncreasingImportanceofCustomersCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.InnovationDoingthingsdifferently,exploringnewterritory,andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.WhatIsAnOrganization?AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone).CommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructureExhibit1–9 CharacteristicsofOrganizationsExhibit1–10 TheChangingOrganizationWhyStudyManagement?TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizations.TherealityofworkEmployeeseithermanageoraremanaged.RewardsandchallengesofbeingamanagerManagementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.Exhibit1–11 UniversalNeedforManagementExhibit1–12 RewardsandChallengesofBeingAManagerExercise：Choicequestions

1、Someonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoalsis___________.A.anassemblylineworkerB.alaborerC.amanagerD.asalesperson2、_____________istheprocessofgettingactivitiescompletedefficientlyandeffectivelywithandthroughotherpeople.A.LeadingB.ManagementC.SupervisionD.Controlling3、Wastingresourcesisconsideredtobeanexampleofmanagerial_____________.A.efficiencyB.effectivenessC.inefficiencyD.ineffectiveness4、Today,thebasicmanagementfunctionsareconsideredtobe______________.A.planning,coordinating,staffing,anddirectingB.planning,organizing,leading,anddirectingC.commanding,organizing,leading,andstaffingD.planning,organizing,leading,andcontrolling5、WhichofthefollowingisnotanexampleofadecisionalroleaccordingtoMintzberg?A.spokespersonB.entrepreneurC.disturbancehandlerD.resourceallocator6、AllthreeofMintzberg’sinterpersonalrolesarepartofthe_____________function.A.organizingB.planningC.leadingD.controlling7、Thethreeessentialmanagerialskillsinclude_____________.A.technical,human,andempiricalB.human,empirical,andconceptualC.technical,interpersonal,andcontrollingD.technical,human,andconceptual8、Adeliberatearrangementofpeopletoaccomplishsomespecificpurposeis_____________.A.astructure.B.aprocess.C.anorganization.D.anassemblyoperation9、Universalityofmanagementmeansthat_____________A.allmanagersinallorganizationsperformthefourmanagementfunctionsB.allmanagersinallorganizationscanperformtheirjobthesamewayC.allorganizationscanhireanymanagertoperformthemanagementjobsD.anymanagercanworkinanyorganizationandperformanymanagementjobExercise：Scenario

——ManagerialBasicTrainingImaginethatyourmarketingcompanyhasjustmergedwithamanufacturingorganization.Youhavebeenaskedtohelpprovidesome“basic”managerialtrainingtotheengineersintheresearchanddevelopmentunitofthenewsistercompany.Tomakesureyouarecoveringthenecessaryissues,yourbosshasaskedtoseeanoverviewofmaterialsthatyouwillbeprovidingtheengineers.1、Nowthatbothcompaniesaremergedandareasystematicarrangementofpeoplesettoaccomplishaspecificpurpose,theycouldbedescribedasa(n)_____________.A.businessunitB.multinationalcompanyC.organizationD.holdingcompany2、On