高級管理學第一章ppt課件

1、管理學Management,8th美斯蒂芬.P.羅賓斯/瑪麗.庫爾特Chapter 1INTRODUCTIONTO MANAGEMENTAND ORGANIZATIONS管理和組織導論 Learning outline(學習要點)who are managers? explain how managers differ from nonmanagerial employees.Discuss how to classify managers in organizations.what is management? Define managementExplain why eefficiency

2、 效率and effectiveness效果are important to management.What do managers do?Describe the basic management functions 管理職能.Explain Mintzbergs managerial roles角色 . Describe Katzs three essential skills技藝 and how the importance of these three skills changes depending on managers jobs.Learning outline(學習要點) Wh

3、at is an organization? Describe the characteristics of an organization.Explain how the concept of an organization is changing. Why study Management?Explain the university of studying management.Discuss why an understanding of management is important even if you dont plan to be a manager.Describe the

4、 rewards and challenges of being a manager.一. Who Are Managers?Manager管理者someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals。1.與他人一同任務；2.協(xié)調(diào)；3.實現(xiàn)組織目的。changing nature of organizations and work has blurred the clear lines of

5、distinction between managers and non-managerial employees。管理者與非管理者的界限，不再象傳統(tǒng)那么明晰了。Who Are Managers? (cont.)Managerial Titles管理頭銜First-line managers - manage the work of non-managerial individuals who are directly involved with the production or creation of the organizations products；一線管理者。Middle mana

6、gers - all managers between the first-line level and the top level of the organizationmanage the first-line managers； 中層管理者。Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization；高層管理者，簡稱高管。Organizational Levels管理層次N

7、on-managerial EmployeesTopManagersMiddleManagersFirst-lineManagers二. What Is Management?Management管理the process of coordinating work activities so that they are completed efficiently and effectively with and through other people。elements of definitionProcess - represents ongoing functions or primary

8、 activities engaged in by managers。Coordinating - distinguishes a managerial position from a non-managerial one。What is Management? (cont. 續(xù))Management (cont.)elements of definitionEfficiency - getting the most output from the least amount of inputs投入-產(chǎn)出最大化，效率“doing things right 正確地做事。concerned with

9、 meansEffectiveness - completing activities so that organizational goals are attained合目的性，效果“doing the right things 做正確的事。concerned with endsEfficiency and Effectiveness in ManagementResourceUsageEfficiency (Means)GoalAttainmentEffectiveness (Ends)Low WasteHigh AttainmentManagement Strives For:Low r

10、esource waste (high efficiency， 高效率)High goal attainment (high effectiveness，高效果)三.What Do Managers Do?3.1 Management Functions and Processmost useful conceptualization of the managers jobPlanning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate

11、and coordinate activities。 方案Organizing - determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made。 組織Leading - directing and motivating all involved parties and dealing with employee behavior issues。指點Controlling -

12、monitoring activities to ensure that they are going as planned。 控制What Do Managers Do? (cont.)3.1 Management Functions and Process (cont.)Management processset of ongoing繼續(xù) decisions and work activities in which managers engage 從事as they plan, organize, lead, and control。managerial activities are us

13、ually done in a continuous manner 。What Do Managers Do? (cont.)3.2 Management Roles specific categories of managerial behaviorInterpersonal - involve people and duties that are ceremonial and symbolic in nature；Informational - receiving, collecting, and disseminating分配 information；Decisional - revol

14、ve around making choices。emphasis that managers give to the various roles seems to change with their organizational level。EXHIBIT 1.4: MINTZBERGS MANAGERIAL ROLES明茨伯格的管理角色實際 P 10 圖表 EXHIBIT 1.4What Do Managers Do? (cont.)3.3 Management Skills管理技藝Technical - knowledge of and proficiency in a certain

15、specialized field。 專業(yè)技藝。Human - ability to work well with other people both individually and in a group。 人際技藝。Conceptual - ability to think and to conceptualize about abstract and complex situations。 概念技藝。EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELSHow the Managers Job is ChangingManage

16、rs have always had to deal with changes taking place inside and outside the organization. 這些變化包括：數(shù)字技術(shù)，平安要挾，組織和管理倫理，日益加劇的競爭see, 14 2. The most significant changes impact on the managers job are the increasing importance of customers and innovation. 最重要的兩個要素是：顧客重要性和創(chuàng)新的重要性。How the Managers Job is Chang

17、ing3. Importance of customers to the managers job Every organization needs customers. Without customers, most organizations would cease to exist.4. Importance of innovation to the managers job Nothing is more risky than not innovating. This is right for all organizations, whether they are high-tech

18、or traditional ones. 管理者需求發(fā)明一種鼓勵創(chuàng)新的任務氣氛和企業(yè)文化。四. What Is An Organization?Organization: a deliberate arrangement of people to accomplish some specific purposeelements of definitioneach organization has a distinct purposeeach organization is composed of peopleall organizations develop some deliberate s

19、tructureWhat Is An Organization? Exhibit1-9 Characteristics of OrganizationDistinct purposeDeliberate structurePeople四. What Is An Organization?組織的變化：todays organizations have adopted:flexible work arrangementsopen communicationsgreater responsiveness呼應 to changesEXHIBIT 1-10: THE CHANGING ORGANIZAT

20、ION變化中的組織Why Study Management?5.1 Universality of Managementmanagement is needed in all types and sizes of organizationsat all organizational levelsin all work areasin organizations in all countries around the globe.management functions must be performed in all organizationsconsequently, have a vest

21、ed interest (極大的利益和興趣)in improving managementEXHIBIT 1-11: UNIVERSAL NEED FOR MANAGEMENT對管理的普遍需求Why Study Management?5.2 The reality of work you will either be manager or be managed. if you want to be a manager, management provide you the basis to build you management skills; if you dont be a manage

22、r, you are still likely to have to work with managers.Why Study Management? (cont.)5.3 Rewards of Being a ManageDo you want to be manager? Most people will say: yes! Then, why do you want to be a manager? what the benefits are? what the challenges are? Answer these two questions ,please see,P.19.Cha

23、pter one: The End本章內(nèi)容：over!Questions, please!Chapter 1:SUMMARY第一章總結(jié)1.Manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals. The changing nature of organizations and work has altered the role of managers . The clea

24、r line of distinction between managers and nomanagerial employees have been blurred. 管理者是經(jīng)過協(xié)調(diào)他人的任務，與這些人一同任務，并經(jīng)過他們,來實現(xiàn)組織目的的人。組織和任務的變動性曾經(jīng)改動了管理者的角色。管理者和非管理人員之間本來明晰的界限曾經(jīng)模糊。了解和翻譯關鍵：第一句，其中定語從句比較長，by 狀語短語予以提早；常見錯誤：nature, 性質(zhì)，而不是本質(zhì)。Chapter 1:SUMMARY第一章總結(jié)2.Management is the process of coordinating work activ

25、ities so theyre completed efficiently and effectively with and through other people. 管理是協(xié)調(diào)任務活動的過程，在這個過程中，管理者與他人一同并經(jīng)過他們，使任務有效率和有效果地完成。了解和翻譯的關鍵： so .,引導的結(jié)果從句，這里的“they 是指：work activities常見錯誤： Management，是管理，不是“管理學 efficiently and effectively: 不能簡單地說：有效；必需說“有效率和有效果； work activities： 任務中的活動，簡稱任務，不是“積極性。C

26、hapter 1:SUMMARY第一章總結(jié)3.Efficiency refers to getting the most output from the lest inputs. Effectiveness is concerned with completing activities so that organizational goals are attained. Efficiency is concerned with the means of getting the things done and effectiveness is concerned with the ends. 效

27、率指以最小少的投入獲得最大的產(chǎn)出。效果指完成任務以使組織目的實現(xiàn)。效率關注做事的方法,而效果關注做的結(jié)果。了解和翻譯關鍵： refers, concerned with, 是近意詞； attain : 實現(xiàn)，到達；不是“完成 means 方法、手段、工具, ends，結(jié)果、目的。Chapter 1:SUMMARY第一章總結(jié)4. Planning involves defining an organizations goals and establishing strategies and plans to achieve those goals. Organizing includes des

28、igning a structure to carry out the plans.Leading involves motivating subordinating ，communicating effectively, and dealing with employee behavior issues. 方案包括確定組織的(各種)目的,制定實現(xiàn)這些目的的戰(zhàn)略和方案.組織包括設計執(zhí)行這些方案的(組織)機構(gòu)。 指點涉及鼓勵下屬,對個人和團隊施加影響,有效溝通,處置員工行為問題.了解和翻譯關鍵：沒有大的問題;主要錯誤： defining： 界定，確定；不是“定義；Strategies：戰(zhàn)略，戰(zhàn)略

29、；這里主要指：戰(zhàn)略，不是戰(zhàn)略Communicating: 溝通，不是通訊。Chapter 1:SUMMARY第一章總結(jié)4續(xù)Finally,controlling includes monitoring, comparing, and correcting the organizations performance.The process of management refers to the idea that management consists of a set of ongoing decisions and actions in which managers engage as th

30、ey plan, organize, lead and control. 最后是控制,包括對組織業(yè)績的監(jiān)視、比較和糾正。管理過程是指這樣一種觀念：管理由一系列繼續(xù)不斷的決策和行動組成，在這個過程中，管理者開展方案、組織、指點和控制任務。了解和翻譯的關鍵：從句的正確了解。常見問題： performance：業(yè)績ongoing ： 繼續(xù)進展decisions and actions： 做出決策并采取行Chapter 1:SUMMARY 第一章總結(jié)5.Hery.Mintzberg concluded that managers perform 10 different roles or behavi

31、ors.He classified them into three sets.One set is concerned with interpersonal relationships(figurehead, leader, liaison). The second is related to the transfer of information(monitor, disseminator, spokesperson).the third set deals with decision making(entrepreneur, disturbance handler, resource al

32、locator, negotiator). 亨利.明茨伯格歸納以為，管理者扮演10種不同角色或者說行為。他把這些角色分為3組：第一組是有關人際關系方面的首腦、指點者、聯(lián)絡者，第二組是與信息傳送有關監(jiān)視者、信息分發(fā)者、發(fā)言人，第三組與決策有關企業(yè)家，混亂處置者、資源分配者和談判員。常見問題：Spokesperson： 發(fā)言人，不是代言人。Entrepreneur：企業(yè)家冒險家Disturbance：混亂局面，不是“騷亂。Chapter 1:SUMMARY第一章總結(jié)6.Robert Katz identified three skills managers need:technical, huma

33、n, conceptual. He showed that the relative importance of these skills varied according to the management level within the organization. 羅伯特.卡茨識別出三種管理者需求的技藝：專業(yè)技藝、人際技藝和概念技藝。他以為，組織中管理層次不同，這些技藝的相對重要性也不一樣 。了解翻譯的關鍵： varied according to ，隨變化而變化常見錯誤：Level: 不是 程度，是層次或等級Chapter 1:SUMMARY第一章總結(jié)7. The systems pe

34、rspective can be used to describe what a manager does because organizations are open systems with interrelated and interdependent parts.Within this “system,managers coordinate the various work activities so that the organization can meet its goals. 系統(tǒng)觀可以用來描畫管理者的任務。由于組織就是一個相互聯(lián)絡和相互依賴的部分組成的開放系統(tǒng)。在這個“系統(tǒng)中，管理者協(xié)調(diào)不同的任務和活動 ，以便組織能實現(xiàn)其目的。了解和翻譯關鍵： because organization .,這個緣由從句。 So that .,結(jié)果從句，以便于；從而使常見誤解：open system, 開放系統(tǒng)，不是公開； perspective, 這里指看問題的角度，通常就用“觀 Interdependent：相互依賴，相互依存。不是independent獨立Chapter 1:SUMMARY第一章總結(jié)8.The contingency perspective(some