管理学原理(英文版)第一章课件FOM6-CH01

PowerPointPresentationbyCharlieCookTheUniversityofWestAlabamaFundamentalsofManagementSixthEditionRobbinsandDeCenzowithcontributionsfromHenryMoonCHAPTER1PartI:Introduction©2008PrenticeHall,Inc.Allrightsreserved.ManagersandManagement©2008PrenticeHall,Inc.Allrightsreserved.1–2LEARNINGOUTCOMES1.Describethedifferencebetweenmanagersandoperativeemployees(作业成员\非管理人员）.2.Explainwhatismeantbythetermmanagement.3.Differentiatebetweenefficiency（效率）andeffectiveness(效果）.4.Describethefourprimaryprocesses(过程\职能）ofmanagement.5.Classifythethreelevelsofmanagersandidentifytheprimaryresponsibilityofeachgroup.6.Summarizetheessentialroles（角色）performedbymanagers.7.Discusswhetherthemanager’sjobisgeneric（普遍的）Afterreadingthischapter,youwillbeableto:©2008PrenticeHall,Inc.Allrightsreserved.1–3LEARNINGOUTCOMES(cont’d)8.Describethefourgeneralskillsnecessaryforbecomingasuccessfulmanager.9.Describethevalueofstudyingmanagement.10.Identifytherelevanceofpopularhumanities（人文学科）andsocialsciencecoursestomanagementpractices.Afterreadingthischapter,youwillbeableto:©2008PrenticeHall,Inc.Allrightsreserved.1–4WhoAreManagersAndWhereDoTheyWork?•Organization组织Asystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose;appliestoallorganizations.Wheremanagerswork(manage).•CommonCharacteristicsofOrganizationsGoals目标People人员Systematicstructure机构©2008PrenticeHall,Inc.Allrightsreserved.1–5EXHIBIT1–1CommonCharacteristicsofOrganizations目的机构人员©2008PrenticeHall,Inc.Allrightsreserved.1–6PeopleDifferences•Operatives作业人员Peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.•Managers管理员Individualsinanorganizationwhodirecttheactivitiesofothers.©2008PrenticeHall,Inc.Allrightsreserved.1–7EXHIBIT1–2OrganizationalLevels基层管理者中层管理者高层管理者非管理雇员\作业人员©2008PrenticeHall,Inc.Allrightsreserved.1–8IdentifyingManagers•First-lineManagers基层管理者Supervisorsresponsiblefordirectingtheday-to-dayactivitiesofoperativeemployees•MiddleManagers中层管理者Individualsatlevelsofmanagementbetweenthefirst-linemanagerandtopmanagement•TopManagers高层管理者Individualswhoareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers©2008PrenticeHall,Inc.Allrightsreserved.1–9HowDoWeDefineManagement?•ManagementTheprocessofgettingthingsdone,effectively（有效果地）andefficiently（有效率地）,throughandwithotherpeopleEfficiency效率Doingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecostsEffectiveness效果Doingtherightthings;goalattainment©2008PrenticeHall,Inc.Allrightsreserved.1–10EXHIBIT1–3EfficiencyandEffectiveness手段效率目的效果低浪费高达成目标©2008PrenticeHall,Inc.Allrightsreserved.1–11EXHIBIT1–4ManagementProcessActivities计划组织领导控制OriginatedfromHenriFayol(过程\职能思想）起源于亨利-法约尔实现组织的目标©2008PrenticeHall,Inc.Allrightsreserved.1–12ManagementProcesses•Planning计划Includesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivities•Organizing组织Includesdeterminingwhattaskstobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade©2008PrenticeHall,Inc.Allrightsreserved.1–13ManagementProcesses(cont’d)•Leading领导Includesmotivatingemployees,directingtheactivitiesofothers,selectingthemosteffectivecommunicationchannel,andresolvingconflicts•Controlling控制Theprocessofmonitoringperformance,comparingitwithgoals,andcorrectinganysignificantdeviations©2008PrenticeHall,Inc.Allrightsreserved.1–14EXHIBIT1–5Mintzberg’s（明茨伯格）ManagerialRolesInterpersonal人际关系Figurehead挂名首脑Leader领导者Liaison联络员Informational信息传递Monitor监听者Disseminator传播者Spokesperson发言人Decisional决策制定Entrepreneur企业家Disturbancehandler混乱驾驭者Resourceallocator资源分配者Negotiator谈判者Source:TheNatureofManagerialWork(paperback)byH.Mintzberg.Table2,pp.92–93.ReprintedbypermissionofPearsonEducationInc.,UpperSaddleRiver,NJ.©2008PrenticeHall,Inc.Allrightsreserved.1–15IsTheManager’sJobUniversal（普适性）?•LevelintheOrganizationDomanagersmanagedifferentlybasedonwheretheyareintheorganization?Thedifferencesareofdegreeandemphasisbutnotofactivity•Profit（盈利型）versusNot-for-profit（非盈利型）Ismanaginginacommercialenterprisedifferentthanmanaginginanon-commercialorganization?Forthemostpart,NO(绝大部分情形下，对）•SizeofOrganizationDoesthesizeofanorganizationaffecthowmanagersfunctionintheorganization?Thedifferencesareofdegreeandemphasisbutnotofactivity©2008PrenticeHall,Inc.Allrightsreserved.1–16EXHIBIT1–6DistributionofTimeperActivitybyOrganizationalLevelSource:AdaptedfromT.A.Mahoney,T.H.Jerdee,andS.J.Carroll,“TheJob(s)ofManagement.”IndustrialRelations4,no.2(1965),p.103.©2008PrenticeHall,Inc.Allrightsreserved.1–17EXHIBIT1–7ImportanceofManagerialRolesinSmallandLargeBusinessesSource:AdaptedfromJ.G.P.Paolillo,“TheManager’sSelf-AssessmentsofManagerialRoles:Smallvs.LargeFirms,”AmericanJournalofSmallBusiness(January–March1984)pp.61–62.©2008PrenticeHall,Inc.Allrightsreserved.1–18IsTheManager’sJobUniversal?(cont’d)•ManagementConceptsandNationalBordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?Studieshavenotgenerallysupportedthis.•MakingDecisi