罗宾斯管理学第九版课件9erobbins_ppt01

nintheditionSTEPHENP.ROBBINSPowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaMARYCOULTER©2007PrenticeHall,Inc.Allrightsreserved.IntroductiontoManagementandOrganizationsChapter1©2007PrenticeHall,Inc.Allrightsreserved.1–2LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.WhoAreManagers?•Explainhowmanagersdifferfromnon-managerialemployees.•Describehowtoclassifymanagersinorganizations.WhatIsManagement?•Definemanagement.•Explainwhyefficiencyandeffectivenessareimportanttomanagement.©2007PrenticeHall,Inc.Allrightsreserved.1–3LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.WhatDoManagersDo?•Describethefourfunctionsofmanagement.•ExplainMintzberg’smanagerialroles.•DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.•Discussthechangesthatareimpactingmanagers’jobs.•Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.©2007PrenticeHall,Inc.Allrightsreserved.1–4LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsAnOrganization?•Describethecharacteristicsofanorganization.•Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?•Explaintheuniversalityofmanagementconcept.•Discusswhyanunderstandingofmanagementisimportant.•Describetherewardsandchallengesofbeingamanager.©2007PrenticeHall,Inc.Allrightsreserved.1–5WhoAreManagers?•ManagerSomeonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.©2007PrenticeHall,Inc.Allrightsreserved.1–6ClassifyingManagers•First-lineManagersIndividualswhomanagetheworkofnon-managerialemployees.•MiddleManagersIndividualswhomanagetheworkoffirst-linemanagers.•TopManagersIndividualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.©2007PrenticeHall,Inc.Allrightsreserved.1–7Exhibit1–1ManagerialLevels©2007PrenticeHall,Inc.Allrightsreserved.1–8WhatIsManagement?•ManagerialConcernsEfficiency“Doingthingsright”–GettingthemostoutputfortheleastinputsEffectiveness“Doingtherightthings”–Attainingorganizationalgoals©2007PrenticeHall,Inc.Allrightsreserved.1–9Exhibit1–2EffectivenessandEfficiencyinManagement©2007PrenticeHall,Inc.Allrightsreserved.1–10WhatDoManagersDo?•FunctionalApproachPlanningDefininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.LeadingWorkingwithandthroughpeopletoaccomplishgoals.ControllingMonitoring,comparing,andcorrectingwork.©2007PrenticeHall,Inc.Allrightsreserved.1–11Exhibit1–3ManagementFunctions©2007PrenticeHall,Inc.Allrightsreserved.1–12WhatDoManagersDo?(cont’d)•ManagementRolesApproach(Mintzberg)InterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesDisturbancehandler,resourceallocator,negotiator©2007PrenticeHall,Inc.Allrightsreserved.1–13WhatManagersActuallyDo(Mintzberg)•Interactionwithotherswiththeorganizationwiththeexternalcontextoftheorganization•Reflectionthoughtfulthinking•Actionpracticaldoing©2007PrenticeHall,Inc.Allrightsreserved.1–14WhatDoManagersDo?(cont’d)•SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization©2007PrenticeHall,Inc.Allrightsreserved.1–15Exhibit1–5SkillsNeededatDifferentManagementLevels©2007PrenticeHall,Inc.Allrightsreserved.1–16Exhibit1–6ConceptualSkills•Usinginformationtosolvebusinessproblems•Identifyingofopportunitiesforinnovation•Recognizingproblemareasandimplementingsolutions•Selectingcriticalinformationfrommassesofdata•Understandingofbusinessusesoftechnology•Understandingoforganization’sbusinessmodelSource:BasedonAmericanManagementAssociationSurveyofManagerialSkillsandCompetencies,March/April2000,foundonAMAWebsite(www.ama.org),October30,2002.©2007PrenticeHall,Inc.Allrightsreserved.1–17Exhibit1–6CommunicationSkills•Abilitytotransformideasintowordsandactions•Credibilityamongcolleagues,peers,andsubordinates•Listeningandaskingquestions•Presentationskills;spokenformat•Presentationskills;writtenand/orgraphicformatsSource:BasedonAmericanManagementAssociationSurveyofManagerialSkillsandCompetencies,March/April2000,foundonAMAWebsite(www.ama.org),October30,2002.©2007PrenticeHall,Inc.Allrightsreserved.1–18Exhibit1–6EffectivenessSkills•Contributingtocorporatemission/departmentalobjectives•Customerfocus•Multitasking:workingatmultipletasksinparallel•Negotiatingskills•Projectmanagement•ReviewingoperationsandimplementingimprovementsSource:BasedonAmericanManagementAssociationSurveyofManagerialSkillsandCompetencies,March/April2000,foundonAMAWebsite(www.ama.org),October30,2002.©2007PrenticeHall,Inc.Allrightsreserved.1–19Exhibit1–6EffectivenessSkills(cont’d)Source:BasedonAmericanManagementAssociationSurveyofManagerialSkillsandCompetencies,March/April20