羅賓斯管理學(xué)第九版課件9erobbins-ppt01

IntroductiontoManagementandOrganizationsChapter

1?2007PrenticeHall,Inc.

Allrightsreserved.LEARNINGOUTLINE

FollowthisLearningOutlineasyoureadandstudythischapter.WhoAreManagers?Explainhowmanagersdifferfromnon-managerialemployees.Describehowtoclassifymanagersinorganizations.WhatIsManagement?Definemanagement.Explainwhyefficiencyandeffectivenessareimportanttomanagement.2?2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.WhatDoManagersDo?Describethefourfunctionsofmanagement.ExplainMintzberg’smanagerialroles.DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.Discussthechangesthatareimpactingmanagers’jobs.Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.3?2007PrenticeHall,Inc.Allrightsreserved.*LEARNINGOUTLINE(cont’d)

FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsAnOrganization?Describethecharacteristicsofanorganization.Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?Explaintheuniversalityofmanagementconcept.Discusswhyanunderstandingofmanagementisimportant.Describetherewardsandchallengesofbeingamanager.4?2007PrenticeHall,Inc.Allrightsreserved.*WhoAreManagers?ManagerSomeonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.5?2007PrenticeHall,Inc.Allrightsreserved.*ClassifyingManagersFirst-lineManagersIndividualswhomanagetheworkofnon-managerialemployees.MiddleManagersIndividualswhomanagetheworkoffirst-linemanagers.TopManagersIndividualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.6?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–1 ManagerialLevels7?2007PrenticeHall,Inc.Allrightsreserved.*WhatIsManagement?ManagerialConcernsEfficiency“Doingthingsright”GettingthemostoutputfortheleastinputsEffectiveness“Doingtherightthings”Attainingorganizationalgoals8?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–2 EffectivenessandEfficiencyinManagement9?2007PrenticeHall,Inc.Allrightsreserved.*WhatDoManagersDo?FunctionalApproachPlanningDefininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.LeadingWorkingwithandthroughpeopletoaccomplishgoals.ControllingMonitoring,comparing,andcorrectingwork.10?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–3 ManagementFunctions11?2007PrenticeHall,Inc.Allrightsreserved.*WhatDoManagersDo?(cont’d)ManagementRolesApproach(Mintzberg)InterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesDisturbancehandler,resourceallocator,negotiator12?2007PrenticeHall,Inc.Allrightsreserved.*WhatManagersActuallyDo(Mintzberg)InteractionwithotherswiththeorganizationwiththeexternalcontextoftheorganizationReflectionthoughtfulthinkingActionpracticaldoing13?2007PrenticeHall,Inc.Allrightsreserved.*WhatDoManagersDo?(cont’d)SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization14?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–5 SkillsNeededatDifferentManagementLevels15?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 ConceptualSkillsUsinginformationtosolvebusinessproblemsIdentifyingofopportunitiesforinnovationRecognizingproblemareasandimplementingsolutionsSelectingcriticalinformationfrommassesofdataUnderstandingofbusinessusesoftechnologyUnderstandingoforganization’sbusinessmodel16?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 CommunicationSkillsAbilitytotransformideasintowordsandactionsCredibilityamongcolleagues,peers,andsubordinatesListeningandaskingquestionsPresentationskills;spokenformatPresentationskills;writtenand/orgraphicformats17?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 EffectivenessSkillsContributingtocorporatemission/departmentalobjectivesCustomerfocusMultitasking:workingatmultipletasksinparallelNegotiatingskillsProjectmanagementReviewingoperationsandimplementingimprovements18?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 EffectivenessSkills(cont’d)SettingandmaintainingperformancestandardsinternallyandexternallySettingprioritiesforattentionandactivityTimemanagement19?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–6 InterpersonalSkills(cont’d)CoachingandmentoringskillsDiversityskills:workingwithdiversepeopleandculturesNetworkingwithintheorganizationNetworkingoutsidetheorganizationWorkinginteams;cooperationandcommitment20?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–7 ManagementSkillsandManagementFunctionMatrix21?2007PrenticeHall,Inc.Allrightsreserved.*HowTheManager’sJobIsChangingTheIncreasingImportanceofCustomersCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.InnovationDoingthingsdifferently,exploringnewterritory,andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.22?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–8

ChangesImpacting

theManager’sJob23?2007PrenticeHall,Inc.Allrightsreserved.*WhatIsAnOrganization?AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone).CommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructure24?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–9 CharacteristicsofOrganizations25?2007PrenticeHall,Inc.Allrightsreserved.*Exhibit1–10 TheChangingOrganization26?2007PrenticeHall,Inc.Allrightsreserved.*WhyStudyManagement?TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizations.TherealityofworkEmployeeseithermanageoraremanaged.RewardsandchallengesofbeingamanagerManagementofferschall