管理學(xué)（第三版）課件：Managing Effectively in a Changing World

ManagingEffectivelyinaChangingWorld

LearningObjectivesLO1

Describethefourfunctionsofmanagement.LO2

Understandwhatmanagersadifferentorganizationallevelsdo.LO3

Definetheskillsneededtobeaeffectivemanager.LO4

Summarizethemajorchallengefacingmanagerstoday.LO5

RecognizehowsuccessfulmanagerachievecompetitiveadvantageTheFourFunctionsofManagementManagementTheprocessofworkingwithpeopleandresourcestoaccomplishorganizationalgoalsEfficient,effectiveQuestion____________ismonitoringperformanceandmakingneededchanges.PlanningOrganizingLeadingControlling

TheFourFunctionsofManagementPlanningsystematicallymakingdecisionsaboutthegoalsandactivitiesthatanindividual,agroup,aworkunit,ortheoverallorganizationwillpursueanalyzingcurrentsituations,anticipatingthefuture,determiningobjectives,decidinginwhattypesofactivitiesthecompanywillengageExamplesofplanningactivitiesExhibit1.1TheFourFunctionsofManagementOrganizing

assemblingandcoordinatingthehuman,financial,physical,informational,andotherresourcesneededtoachievegoalsAttractingpeopletotheorganization,specifyingjobresponsibilities,groupingjobsintoworkunits,marshalingandallocatingresources,TheFourFunctionsofManagementLeadingstimulatingpeopletobehighperformersControllingmonitoringperformanceandmakingneededchanges.TheFourFunctionsofManagementExhibit1.2PerformingAllFourManagementFunctionsAtypicaldayforamanagerisnotneatlydividedintothefourfunctionsDaysarebusyandfragmented,andspentdealingwithinterruptions,meetings,andfirefightingPerformingAllFourManagementFunctionsGoodmanagersdon’tneglectanyofthefourmanagementfunctionsManagingRequiresAllFourFunctionsFourDifferentLevelsofManagersTop-levelmanagersSeniorexecutivesresponsiblefortheoverallmanagementandeffectivenessoftheorganization.Middle-levelmanagersManagerslocatedinthemiddlelayersoftheorganizationalhierarchy,reportingtotop-levelexecutives.FourDifferentLevelsofManagersFrontlinemanagersLower-levelmanagerswhoexecutetheoperationsoftheorganizationTeamleaderemployeeswhoareresponsibleforfacilitatingsuccessfulteamperformanceTransformationofManagementRolesandActivitiesExhibit1.3ThreeRolesThatAll

ManagersPerformInterpersonalrolesLeader,liaison,figureheadInformationalrolesMonitor,disseminatorDecisionalrolesEntrepreneur,disturbancehandler,negotiatorManagersNeedThreeBroadSkillsTechnicalskillsTheabilitytoperformaspecializedtaskinvolvingaparticularmethodorprocessConceptualanddecisionskillsSkillspertainingtotheabilitytoidentifyandresolveproblemsforthebenefitoftheorganizationanditsmembersManagersNeedThreeBroadSkillsInterpersonalandcommunicationskillspeopleskills;theabilitytolead,motivate,andcommunicateeffectivelywithothersEmotionalintelligencetheskillsofunderstandingyourself,managingyourself,anddealingeffectivelywithothersImportanceofSkillsatDifferent

ManagerialLevelsExhibit1.4MajorChallengesFacingManagersBusinessOperatesona

GlobalScaleToday’senterprisesareglobal,withofficesandproductionfacilitiesincountriesallovertheworldMeansthatacompany’stalentcancomefromanywhereInternetmakesglobalizationinevitableTechnologicalChange:TheInternetEnablesmanagerstobemobileandconnected24/7Itisavirtualmarketplace,ameanstosellgoodsandservices,adistributionchannel,andaninformationserviceSpeedsupglobalizationTechnologicalChange:TheInternetProvidesaccesstoinformation,allowsbetter-informeddecisionsImprovesefficiencyofdecisionmaking.Facilitatesdesignofnewproducts,frompharmaceuticalstofinancialservicesKnowledgeManagementKnowledgemanagementPracticesaimedatdiscoveringandharnessinganorganization’sintellectualresourcesKnowledgeworkersCollaborationBoostsPerformanceRequiresproductivecommunicationsamongdifferentdepartments,divisions,orothersubunitsoftheorganizationCollaborationBoostsPerformanceCompaniestodaymustmotivateandcapitalizeontheideasofpeopleoutsidetheorganizatione.g.itsconsultants,adagencies,andsuppliersTheT-shapedManageratBPExhibit1.5DiversityNeedstobeLeveragedThelaborforcewillcontinuetogrowmorediverse.Fastgrowthof“olderworkers”willoccurtothepointthatapproximately1outof4workerswillbe55andolder.Hispanicswillgrowtoabout18percentandAsianstoabout6percentofthelaborforce.DiversityNeedstobeLeveragedAhigherpercentageofwomenthanmenwilljointhelaborforce.White(non-Hispanic)workers’participationinthelaborforcewilldropfrom68to64percent.SourcesofCompetitiveAdvantageQuestion___________isthefastandtimelyexecution,response,anddeliveryofresults.InnovationQualitySpeedServiceSourcesofCompetitiveAdvantageInnovation

theintroductionofnewgoodsandservicesoftenthemostimportantinnovationisnottheproductitself,buthowitisdeliveredSourcesofCompetitiveAdvantageQualityTheexcellenceofyourproduct(goodsorservices)Historically,qualityreferredtoattractiveness,lackofdefects,reliability,andlong-termdependabilitySourcesofCompetitiveAdvantageTodayqualityisabout:Preventing

defectsbeforetheyoccur.Achievingzerodefectsinmanufacturing.Designing

productsforquality.SourcesofCompetitiveAdvantageServiceThespeedanddependabilitywithwhichanorganizationdeliverswhatcustomerswantSourcesofCompetitiveAdvantageSpeedFastandtimelyexecution,response,anddeliveryofresults.SourcesofCompetitiveAdvantageCostcompetitivenessKeepingcostslowto