管理学罗宾斯第11版01

Management,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-1Management,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-2•Explainwhymanagersareimportanttoorganizations•Tellwhomanagersareandwheretheywork•Describethefunctions,roles,andskillsofmanagers•Describethefactorsthatarereshapingandredefiningthemanager’sjob•ExplainthevalueofstudyingmanagementManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-3WhyareManagersImportant?•Organizationsneedtheirmanagerialskillsandabilitiesmorethaneverintheseuncertain,complex,andchaotictimes.•Managerialskillsandabilitiesarecriticalingettingthingsdone.•Thequalityoftheemployee/supervisorrelationshipisthemostimportantvariableinproductivityandloyalty.Management,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-4WhoAreManagers?•Manager–Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.Management,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-5ClassifyingManagers•First-lineManagers-Individualswhomanagetheworkofnon-managerialemployees.•MiddleManagers-Individualswhomanagetheworkoffirst-linemanagers.•TopManagers-Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.Management,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-6Exhibit1-1:LevelsofManagementManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-7WhereDoManagersWork?•Organization-Adeliberatearrangementofpeopleassembledtoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone).•CommonCharacteristicsofOrganizations–Haveadistinctpurpose(goal)–Arecomposedofpeople–HaveadeliberatestructureManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-8Exhibit1-2:CharacteristicsofOrganizationsManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-9WhatDoManagersDo?•Managementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.Management,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-10EffectivenessandEfficiency•Efficiency–“Doingthingsright”–Gettingthemostoutputfortheleastinputs•Effectiveness–“Doingtherightthings”–AttainingorganizationalgoalsManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-11Exhibit1-3:EfficiencyandEffectivenessinManagementManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-12ManagementFunctions•Planning-Defininggoals,establishingstrategiestoachievegoals,anddevelopingplanstointegrateandcoordinateactivities.•Organizing-Arrangingandstructuringworktoaccomplishorganizationalgoals.•Leading-Workingwithandthroughpeopletoaccomplishgoals.•Controlling-Monitoring,comparing,andcorrectingwork.Management,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-13Exhibit1-4:FourFunctionsofManagementManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-14ManagementRoles•Rolesarespecificactionsorbehaviorsexpectedofamanager.•Mintzbergidentified10rolesgroupedaroundinterpersonalrelationships,thetransferofinformation,anddecisionmaking.Management,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-15ManagementRoles•Interpersonalroles–Figurehead,leader,liaison•Informationalroles–Monitor,disseminator,spokesperson•Decisionalroles–Entrepreneur,disturbancehandler,resourceallocator,negotiatorManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-16Exhibit1-5:Mintzberg’sManagerialRolesManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-17SkillsManagersNeed•Technicalskills–Knowledgeandproficiencyinaspecificfield•Humanskills–Theabilitytoworkwellwithotherpeople•Conceptualskills–TheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganizationManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-18Exhibit1-6:SkillsNeededatDifferentManagerialLevelsManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-19Exhibit1-7:ImportantManagerialSkillsManagement,EleventhEditionbyStephenP.Robbins&MaryCoulter©2012PearsonEducation,Inc.publishingasPrenticeHall1-20TheImportanceofCustomers•Customers:thereasonthatorganizationsexist–Managingcustomerrelationshipsistheresponsibilityofallmanage