罗宾斯管理学第1讲管理综述

TentheditionSTEPHENP.ROBBINSMARYCOULTERIntroductiontoManagementandOrganizations管理概论Chapter1EleventheditionContents􀀗1.Introduction􀀗2.ManagementHistoryandTheoriesChapter1Contents􀀗1.WhoAreManagers?􀀗2.WhatIsManagement?􀀗3.WhatDoManagersDo?4.WhatIsanOrganization?5.WhyStudyManagement?Chapter1LEARNINGOUTLINE1.Whoaremanagers?•Explainhowmanagersdifferfromnon-managerialemployees.•Describehowtoclassifymanagersinorganizations.1.Whoaremanagers?1.aworkerworkingontheTVassemblyline2.adirectoroftheTVfactory3.aclerkofthebank4.adirectorofthebank5.ateacherteachingmanagement6.adeanoftheeconomicschool7.acaptainofthebasketballteam8.aplayer9.apresidentofthehospital10.adoctor11.asoldier士兵12.aplatoonleader排长13.asalesmanagerofaninsurancecompany保险公司销售经理1.Whoaremanagers?Non-managers•aworkerworkingontheTVassemblyline•aclerkofthebank•aplayer•asoldierManagers•adirectoroftheTVfactory•adirectorofthebank•adeanoftheeconomicschool•acaptainofthebasketballteam•apresidentofthehospital•aplatoonleader排长AreTheyManagers,Yesornot?•ASalesmanagerofaninsurancecompany保险销售经理•Ateacherteachingmanagement教师•Adoctor医生•Amemberofself-managedteam?自我管理小组的成员1–7Beforewedefinemanagers,let’slearnWhoareoperatives?操作人员(nonmanagerialemployees)非管理者Operatives-employeeswhoworkdirectlyonajobortaskandreporttomanagers－usetechnicalskillstoperformvarietyoftasks－noonereporttothem－havenoresponsibilityforoverseeingworksofotherse.g.,workers,teachers,cookers1–9WhoAreManagers?•ManagerManagersaretheorganizationalmemberswhotellotherswhattodoandhowtodoit.Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.Amanager’sjobisnotpersonalachievement-it’sabouthelpingothersdotheirwork.1–10WhoAreManagers?•DoesaManagerhavesomeotherworkdutiesnotrelatedtocoordinatingandoverseeingtheworkofotherpeople?•Managersmayhavesomeotherworkdutiesnotrelatedtocoordinatingtheworkofothers.•Ex:Insuranceclaimssupervisor•Ex:AdeanoftheeconomicschoolYes!AreTheyManagers,Yesornot?•ASalesmanagerofaninsurancecompany保险销售经理•Ateacherteachingmanagement教师•Adoctor医生•Amemberofself-managedteam?自我管理小组的成员1–111–12WhoAreManagers?•ThechangingnatureofworkManagersmayhaveworkdutiesnotrelatedtocoordinatesandoverseestheworkofothersOperativessharetheresponibilitiesofmanagersinsomeorganizationinsomesituationAnoperativecanbeateamleader,qualityinspector,instructor,orimprovementplanner管理者的管理职责被分割操作者被授权分担管理职责两者的界限在模糊化，老板、主管、领导的角色在弱化消失中，团队成员、赞助者、教练、教师的角色形成中1–13Exhibit1–1ManagerialLevels–ThetypeofmanagersP61–14ThetypeofManagers-definition•First-lineManagersManagersatthelowestleveloftheorganizationthatmanagetheworkofnon-managerialemployeeswhotypicallyareinvolvedwithproducingtheorganization’sproductsorservicingorganization’scustomers.•TopManagersManagersatorneartheupperlevelsoftheorganizationstructurewhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.•MiddleManagersManagersbetweenthefirstlevelandthetopleveloftheorganizationwhomanagetheworkoffirst-linemanagers.Allmanagersbetweenthefirst-linelevelandthetopleveloftheorganization1–151–16•管理者的职能划分生产、销售、财务、人事、工程1–171–18LEARNINGOUTLINE2.WhatIsManagement?•Definemanagement.•Explainwhyefficiencyandeffectivenessareimportanttomanagement.1–192.WhatIsManagement?•DManagementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.P61–20WhatIsManagement?•ManagerialConcernsEffectiveness（效果\效能\效力）“Doingtherightthings”–AttainingorganizationalgoalsEfficiency（效率）“Doingthingsright”–GettingthemostoutputfortheleastinputsEx:MalaysiaAirlinesoughtthemissingflightbymanyways,bysatellites,airplanes,andships.1–21NoEffectivenessTheMalaysianmagiciansweresearchingthemissingflightofMH3701–22WhichismoreEfficiency?1–23Exhibit1–2EffectivenessandEfficiencyinManagementP81–24效率与效能的问题•最低工资•政府的产品限价令效率与效能的平衡1–25•滴滴打车软件•高考课外补习班管理的任务1–263.WhatDoManagersDo?1–28LEARNINGOUTLINE3.WhatDoManagersDo?•Describethefourfunctionsofmanagement.•ExplainMintzberg’smanagerialroles.•DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.•Discussthechangesthatareimpactingmanagers’jobs.•Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.3.WhatDoManagersDo?Threecategorizationschemes:1)managementfunctions(职能）2)managementroles（角色）3)managementskills（技能）HenriFayol’sfivefunctions-POCCC-AFrenchindustrialistintheearlypartofthetwentiethcenturyfirstproposedthatallmanagersperformfivefunctions:•－plan•－organize•－command•－coordinate•－control1–31WhatDoManagersDo?-FunctionalApproach•3.1FunctionalApproachPlanning计划Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.Organizing组织Arrangingandstructuringworktoaccomplishorganizationalgoals.Leading领导Workingwithandthroughpeopletoaccomplishgoals.Controlling控制Monitoring,comparing,andcorrectingwork.P81–32Exhibit1–3ManagementFunctionsP91–33WhatDoManagersDo?-RoleApproachInterpersonalroles人际关系角色Figurehead,leader,liaison代表人、领导者、联络者Inf