管理學(xué)原理英文課件（武漢理工大學(xué)）1-1Cap1 Manager and management

1、The Principle of Management1Chapter 1 Manager and Management Whats the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? 2Definition: An organization is a systematic arrangement of people brought together to accomplish some specif

2、ic purpose. Whats the organization?3Three common characteristics of the organizationOrganizationpurposeEvery organization has its distinct purpose, which is typically expressed in terms of a goal or set of goals.PeopleOrganizations are made up of people. Making a goal into reality entirely depends o

3、n peoples decisions and activities in the organization. StructureAll organizations develop a systematic structure that defines and limits the behavior of its members.4Chapter 1 Manager and Management Whats the organization Who are managers? What is management? What do managers do? What skills should

4、 successful managers possess? 5Managers & operative employeesManagers- individuals in an organization who direct the activities of other people. Operatives -people who work directly on a job or task and have no responsibility for overseeing the work of others.6 Organizational LevelTopmanagersMiddle-

5、linemanagersFirst-line managersOperativesResponsibilityTitleDirecting the day-to-day activities of operativessupervisorsTranslating the goals set by top management into specific details that lower-level managers can performdepartment or agency head/ project leader/ unit chief/district manager/dean/b

6、ishop/division managerMaking decisions about the direction of the organization and establishing policies that affect all organizational members.vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board7Chapter 1 Manager and Management Whats the o

7、rganization Who are managers? What is management? What do managers do? What skills should successful managers possess? 8What is management? Definition The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in t

8、his definition need discussion. These are terms process, effectively, and efficiently. 9Efficiency & EffectivenessEfficiency means doing the task correctly and refers to the relationship between inputs and outputs. Management is concerned with minimizing resource costs. Effectiveness means doing the

9、 right things. In an organization, that translates into goal attainment.10 Means Ends Efficiency EffectivenessResourceusageGoalattainmentLow Goals Highwaste attainmentEfficiency & Effectiveness11Chapter 1 Manager and Management Whats the organization Who are managers? What is management? What do man

10、agers do? What skills should successful managers possess? 12 Management processes / management functions Management roles Are there any differences in different managers jobs?13Management FunctionsPlanning Organizing Leading Controlling1.Defining goals 1.Determining 1.Directing Monitoring2.Establish

11、ing what needs to 2.Motivating activities to strategy done all involved ensure that3.Developing 2.How it will parties they are subplans be to done 3.Resolving accomplished coordinate 3.who is to do conflicts as planned activities itResulting inAchieving the organizationsstated purpose14 Management p

12、rocesses / management functions Management roles Are there any differences in different managers jobs?15Management Roles Mintzberg concluded that managers perform 10 different but highly interrelated roles. These 10 roles can be grouped under three primary headings: Interpersonal relationship The tr

13、ansfer of information Decision making16Interpersonal Relationship This part encompasses three roles:Role Description Identifiable Activities FigureheadSymbolic head; obliged to perform a number of routine duties of a legal or social nature Greeting visitors; signing documents Leader Responsible for

14、the motivation and activation of employees; responsible for staffing, training, and associated duties Performing virtually all activities that involve subordinates Liaison Maintains self-developed network of outside contacts and informers who provide favors and information Acknowledging mail; perfor

15、ming other activities that involve outsiders 17The transfer of information The informational roles also include three roles:Role DescriptionIdentifiable Activities Monitor Emerges as nerve center of internal and external information about Information. Reading periodicals and reports; maintainingpers

16、onal contact. Disseminator Transmits information received from other employees to members of the organization. Holding informational meeting; making phonecalls to relay information. Spokesperson Transmit information to outsiders on organizations plan, policies, actions, results, etc. Holding board m

17、eeting; giving information to the media. 18Decision Making The decisional roles include four roles:RoleDescriptionIdentifiable ActivitiesEntrepreneur Searches for development opportunities in the dynamic environment and initiates “improvement projects” to bring about change.Designing and initiating

18、changes within the organization.Disturbance handler Responsible for corrective action when organization faces important disturbances. Taking corrective action in nonroutine situations. Resource allocator Responsible for the allocation of organizational resources of all kinds.Performing any activity

19、that involves budgeting and the programming ofemployees work. Negotiator Responsible for representing the organization at major negotiations. Participating in negotiations with other parties. 19 Management processes / management functions Management roles Are there any differences in different manag

20、ers jobs?20Differences in Different Managers Jobs Level in the organization Type of the organization Size of the organization21Level in the Organization The differences in their jobs are of degree and emphasis but not of activities property. We can see the following figure.15% PlanningOrganizing24%C

21、ontrolling10%Leading51%Leading36%Planning18%Organizing33%Controlling13%Planning28%Controlling14%Leading22%Organizing36%First-Level ManagersMiddle-Level ManagersTop Managers Distribution of Time per Activity by Organization Level22Type of organization -profit versus not-for-profitThe most important i

22、s measuring performance. Profit, or the “bottom line”, acts as an unambiguous measure of the effectiveness of a business organization, but the is no such universal measure in not-for-profit organizations. Making a profit is not the primary focus for the “owners” of not-for-profit organizations23Size

23、 of the OrganizationHighModerateLowEntrepreneurFigureheadLeaderSpokespersonDisseminator Importance of Roles Roles Played by Managers Roles Played by Managers in Small Firms in Large FirmsResource allocatorLiaisonMonitorDisturbance handlerNegotiatorEntrepreneurImportance of Managerial Roles in Small and Large Business24Chapter 1 Manager and Management Whats the organization Who are managers? What is management? What do managers do? What skil