P罗宾斯(Robbins)管理学英文原版课件(第九版)

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