高级管理学第一章

1管理学（Management,8th）（美）斯蒂芬.P.罗宾斯/玛丽.库尔特2Chapter1INTRODUCTIONTOMANAGEMENTANDORGANIZATIONS管理和组织导论3Learningoutline(学习要点)whoaremanagers?•explainhowmanagersdifferfromnonmanagerialemployees.•Discusshowtoclassifymanagersinorganizations.whatismanagement?•Definemanagement•Explainwhyeefficiency（效率）andeffectiveness（效果）areimportanttomanagement.Whatdomanagersdo?•Describethebasicmanagementfunctions（管理职能）.•ExplainMintzberg’smanagerialroles（角色）.•DescribeKatz’sthreeessentialskills（技能）andhowtheimportanceofthesethreeskillschangesdependingonmanagers’jobs.4Learningoutline(学习要点)Whatisanorganization?•Describethecharacteristicsofanorganization.•Explainhowtheconceptofanorganizationischanging.WhystudyManagement?•Explaintheuniversityofstudyingmanagement.•Discusswhyanunderstandingofmanagementisimportantevenifyoudon’tplantobeamanager.•Describetherewardsandchallengesofbeingamanager.5一.WhoAreManagers?•Manager（管理者）–someonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoals。1.与他人一起工作；2.协调；3.实现组织目标。–changingnatureoforganizationsandworkhasblurredtheclearlinesofdistinctionbetweenmanagersandnon-managerialemployees。管理者与非管理者的界限，不再象传统那么清晰了。6WhoAreManagers?(cont.)•ManagerialTitles（管理头衔）–First-linemanagers-managetheworkofnon-managerialindividualswhoaredirectlyinvolvedwiththeproductionorcreationoftheorganization’sproducts；一线管理者。–Middlemanagers-allmanagersbetweenthefirst-linelevelandthetopleveloftheorganization•managethefirst-linemanagers；中层管理者。–Topmanagers-responsibleformakingorganization-widedecisionsandestablishingtheplansandgoalsthataffecttheentireorganization；高层管理者，简称高管。7OrganizationalLevels•管理层次Non-managerialEmployeesTopManagersMiddleManagersFirst-lineManagers8二.WhatIsManagement?•Management（管理）–theprocessofcoordinatingworkactivitiessothattheyarecompletedefficientlyandeffectivelywithandthroughotherpeople。–elementsofdefinition•Process-representsongoingfunctionsorprimaryactivitiesengagedinbymanagers。•Coordinating-distinguishesamanagerialpositionfromanon-managerialone。9WhatisManagement?(cont.续)•Management(cont.)–elementsofdefinition•Efficiency-gettingthemostoutputfromtheleastamountofinputs（投入-产出最大化），效率–“doingthingsright”正确地做事。–concernedwithmeans•Effectiveness-completingactivitiessothatorganizationalgoalsareattained（合目的性），效果–“doingtherightthings”做正确的事。–concernedwithends10EfficiencyandEffectivenessinManagementResourceUsageEfficiency(Means)GoalAttainmentEffectiveness(Ends)LowWasteHighAttainmentManagementStrivesFor:Lowresourcewaste(highefficiency，高效率)Highgoalattainment(higheffectiveness，高效果)11三.WhatDoManagersDo?•3.1ManagementFunctionsandProcess–mostusefulconceptualizationofthemanager’sjob–Planning-defininggoals,establishingstrategiesforachievingthosegoals,anddevelopingplanstointegrateandcoordinateactivities。计划–Organizing-determiningwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaremade。组织–Leading-directingandmotivatingallinvolvedpartiesanddealingwithemployeebehaviorissues。领导–Controlling-monitoringactivitiestoensurethattheyaregoingasplanned。控制12WhatDoManagersDo?(cont.)•3.1ManagementFunctionsandProcess(cont.)–Managementprocess•setofongoing（持续）decisionsandworkactivitiesinwhichmanagersengage（从事）astheyplan,organize,lead,andcontrol。•managerialactivitiesareusuallydoneinacontinuousmanner。13WhatDoManagersDo?(cont.)•3.2ManagementRoles–specificcategoriesofmanagerialbehavior•Interpersonal-involvepeopleanddutiesthatareceremonialandsymbolicinnature；•Informational-receiving,collecting,anddisseminating（分配）information；•Decisional-revolvearoundmakingchoices。–emphasisthatmanagersgivetothevariousrolesseemstochangewiththeirorganizationallevel。14EXHIBIT1.4:MINTZBERG’SMANAGERIALROLES（明茨伯格的管理角色理论）•P10图表EXHIBIT1.415WhatDoManagersDo?(cont.)•3.3ManagementSkills（管理技能）–Technical-knowledgeofandproficiencyinacertainspecializedfield。专业技能。–Human-abilitytoworkwellwithotherpeoplebothindividuallyandinagroup。人际技能。–Conceptual-abilitytothinkandtoconceptualizeaboutabstractandcomplexsituations。概念技能。16EXHIBIT1.5:SKILLSNEEDEDATDIFFERENTMANAGEMENTLEVELS17HowtheManager’sJobisChanging1.Managershavealwayshadtodealwithchangestakingplaceinsideandoutsidetheorganization.这些变化包括：数字技术，安全威胁，组织和管理伦理，日益加剧的竞争（see,14）2.Themostsignificantchangesimpactonthemanagersjobaretheincreasingimportanceofcustomersandinnovation.最重要的两个因素是：顾客重要性和创新的重要性。18HowtheManager’sJobisChanging3.Importanceofcustomerstothemanager’sjobEveryorganizationneedscustomers.Withoutcustomers,mostorganizationswouldceasetoexist.4.Importanceofinnovationtothemanager’sjobNothingismoreriskythannotinnovating.Thisisrightforallorganizations,whethertheyarehigh-techortraditionalones.管理者需要创造一种鼓励创新的工作氛围和企业文化。19四.WhatIsAnOrganization?•Organization:adeliberatearrangementofpeopletoaccomplishsomespecificpurpose•elementsofdefinition–eachorganizationhasadistinctpurpose–eachorganizationiscomposedofpeople–allorganizationsdevelopsomedeliberatestructure20WhatIsAnOrganization?Exhibit1-9•CharacteristicsofOrganizationDistinctpurposeDeliberatestructurePeople21四.WhatIsAnOrgan