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1Chapter 1INTRODUCTIONTO MANAGEMENTAND ORGANIZATIONS管理和组织导论 2Learning outline(学习要点)who are managers? explain how managers differ from nonmanagerial employees. Discuss how to classify managers in organizations.what is management? Define management Explain why eef

2、ficiency （效率）and effectiveness（效果）are important to management.What do managers do? Describe the basic management functions （管理职能）. Explain Mintzbergs managerial roles（角色） . Describe Katzs three essential skills（技能） and how the importance of these three skills changes depending on managers jobs.3Lear

3、ning outline(学习要点) What 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 b

4、e a manager. Describe the rewards and challenges of being a manager.4一一. Who Are Managers? Manager（管理者）管理者） someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals。1.与他人一起工作；2.协调；3.实现组织目标。 changing nature of organizations and

5、work has blurred the clear lines of distinction between managers and non-managerial employees。管理者与非管理者的界限，不再象传统那么清晰了。5Who Are Managers? (cont.) Managerial Titles（管理头衔） First-line managers - manage the work of non-managerial individuals who are directly involved with the production or creation of the

6、 organizations products；一线管理者。 Middle managers - all managers between the first-line level and the top level of the organization manage the first-line managers； 中层管理者。 Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organi

7、zation；高层管理者，简称高管。6Organizational Levels 管理层次Non-managerial EmployeesTopManagersMiddleManagersFirst-lineManagers7二二. What Is Management? Management（管理）管理）the process of coordinating work activities so that they are completed efficiently and effectively with and through other people。elements of defin

8、ition Process - represents ongoing functions or primary activities engaged in by managers。 Coordinating - distinguishes a managerial position from a non-managerial one。8What is Management? (cont. 续续) Management (cont.)elements of definition Efficiency - getting the most output from the least amount

9、of inputs（投入-产出最大化），效率“doing things right” 正确地做事。concerned with means Effectiveness - completing activities so that organizational goals are attained（合目的性），效果“doing the right things” 做正确的事。concerned with ends9Efficiency and Effectiveness in ManagementResourceUsageEfficiency (Means)GoalAttainmentEffe

10、ctiveness (Ends)Low WasteHigh AttainmentManagement Strives For:Low resource waste (high efficiency， 高效率)High goal attainment (high effectiveness，高效果)10三三.What Do Managers Do? 3.1 Management Functions and Process most useful conceptualization of the managers job Planning - defining goals, establishin

11、g strategies for achieving those goals, and developing plans to integrate and coordinate activities。 计划 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。 组织 Leading - directing and motivating all

12、 involved parties and dealing with employee behavior issues。领导 Controlling - monitoring activities to ensure that they are going as planned。 控制11What Do Managers Do? (cont.) 3.1 Management Functions and Process (cont.)Management process set of ongoing（持续） decisions and work activities in which manag

13、ers engage （从事）as they plan, organize, lead, and control。 managerial activities are usually done in a continuous manner 。12What Do Managers Do? (cont.) 3.2 Management Roles specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in nature

14、； Informational - receiving, collecting, and disseminating（分配） information； Decisional - revolve around making choices。emphasis that managers give to the various roles seems to change with their organizational level。13EXHIBIT 1.4: MINTZBERGS MANAGERIAL ROLES（明茨伯格的管理角色理论） P 10 图表 EXHIBIT 1.414What Do

15、 Managers Do? (cont.) 3.3 Management Skills（管理技能）管理技能） Technical - knowledge of and proficiency in a certain specialized field。 专业技能。 Human - ability to work well with other people both individually and in a group。 人际技能。 Conceptual - ability to think and to conceptualize about abstract and complex s

16、ituations。 概念技能。15EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS16How the Managers Job is Changing1.Managers have always had to deal with changes taking place inside and outside the organization.2. 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）3. 2. The most significant changes impact on the m

17、anagers job are the increasing importance of customers and innovation.4. 最重要的两个因素是：顾客重要性和创新的重要性。17How the Managers Job is Changing3. Importance of customers to the managers job Every organization needs customers. Without customers, most organizations would cease to exist.4. Importance of innovation

18、to the managers job Nothing is more risky than not innovating. This is right for all organizations, whether they are high-tech or traditional ones. 管理者需要创造一种鼓励创新的工作氛围和企业文化。18四四. What Is An Organization? Organization: a deliberate arrangement of people to accomplish some specific purpose elements of

19、definition each organization has a distinct purpose each organization is composed of people all organizations develop some deliberate structure19What Is An Organization? Exhibit1-9 Characteristics of OrganizationDistinct purposeDeliberate structurePeople20四四. What Is An Organization?组织的变化：todays org

20、anizations have adopted: flexible work arrangements open communications greater responsiveness（响应） to changesEXHIBIT 1-10: THE CHANGING ORGANIZATION（变化中的组织）2122Why Study Management? 5.1 Universality of Management management is needed in all types and sizes of organizations at all organizational leve

21、ls in all work areas in organizations in all countries around the globe. management functions must be performed in all organizations consequently, have a vested interest (极大的利益极大的利益和兴趣和兴趣)in improving management23EXHIBIT 1-11: UNIVERSAL NEED FOR MANAGEMENT（对管理的普遍需要）24Why Study Management?5.2 The rea

22、lity 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 manager, you are still likely to have to work with managers.25Why Study Management? (cont.)5.3 Rewards of Being a ManageDo you want to

23、 be manager? Most people will say: yes!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.19.26Chapter one: The End本章内容：over!Questions, please!27Chapter 1:SUMMARY第一章总结1.Manager is someone who works with and through oth

24、er 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 clear line of distinction between managers and nomanagerial employees have been blurred. 管理者是通过协调他人的工作，与这些人一起工作，并通过他们,来实现组

25、织目的的人。组织和工作的变动性已经改变了管理者的角色。管理者和非管理人员之间（原本）清晰的界限已经模糊。理解和翻译关键：理解和翻译关键：第一句，其中定语从句比较长，by 状语短语予以提前；常见错误常见错误：nature, 性质，而不是本质。28Chapter 1:SUMMARY第一章总结2.Management is the process of coordinating work activities so theyre completed efficiently and effectively with and through other people. 管理是协调工作活动的过程，（在这个

26、过程中，管理者）与他人一起并通过他们，使工作有效率和有效果地完成。理解和翻译的关键理解和翻译的关键： so .,引导的结果从句，这里的“they” 是指：work activities常见错误常见错误： Management，是管理，不是“管理学” efficiently and effectively: 不能简单地说：有效；必须说“有效率和有效果”； work activities： 工作中的活动，简称工作，不是“积极性”。29Chapter 1:SUMMARY第一章总结3.Efficiency refers to getting the most output from the lest

27、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. 效率指以最小（少）的投入获得最大的产出。效果指完成工作以使组织目标实现。效率关注做事的方法,而效果关注做的结果。理解和翻译关键理解和翻译关键： refers, con

28、cerned with, 是近意词； attain : 实现，达到；不是“完成 means 方法、手段、工具, ends，结果、目的”。30Chapter 1:SUMMARY第一章总结4. Planning involves defining an organizations goals and establishing strategies and plans to achieve those goals. Organizing includes designing a structure to carry out the plans.Leading involves motivating

29、subordinating ，communicating effectively, and dealing with employee behavior issues. 计划包括确定组织的(各种)目标,制定实现这些目标的战略和计划.组织包括设计执行这些计划的(组织)机构。 领导涉及激励下属,对个人和团队（施加）影响,有效沟通,处理员工行为问题.理解和翻译关键理解和翻译关键：没有大的问题;主要错误：主要错误： defining： 界定，确定；不是“定义”；Strategies：策略，战略；这里主要指：战略，不是策略Communicating: 沟通，不是通讯。31Chapter 1:SUMMAR

30、Y第一章总结4（续）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 they plan, organize, lead and control. 最后是控制,包括对组织业绩的

31、监督、比较和纠正。管理过程是指这样一种观念：管理由一系列持续不断的决策和行动组成，在这个过程中，管理者开展计划、组织、领导和控制工作。理解和翻译的关键：从句的正确理解。常见问题： performance：业绩ongoing ： 持续进行decisions and actions： 做出决策并采取行32Chapter 1:SUMMARY 第一章总结5.Hery.Mintzberg concluded that managers perform 10 different roles or behaviors.He classified them into three sets.One set is

32、 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 allocator, negotiator). 亨利.明茨伯格（归纳）认为，管理者扮演10种不同角色或

33、者说行为。他把这些角色分为3组：第一组是有关人际关系方面的（首脑、领导者、联络者），第二组是与信息传递有关（监督者、信息分发者、发言人），第三组与决策有关（企业家，混乱处理者、资源分配者和谈判员）。常见问题：常见问题：Spokesperson： 发言人，不是代言人。Entrepreneur：企业家（冒险家）Disturbance：混乱（局面），不是“骚乱”。33Chapter 1:SUMMARY第一章总结6.Robert Katz identified three skills managers need:technical, human, conceptual. He showed that

34、 the relative importance of these skills varied according to the management level within the organization. 罗伯特.卡茨识别出三种管理者需要的技能：专业技能、人际技能和概念技能。他认为，组织中管理层次不同，这些技能的相对重要性也不一样 。理解翻译的关键：理解翻译的关键： varied according to ，随变化而变化常见错误常见错误：Level: 不是 水平，是层次或等级34Chapter 1:SUMMARY第一章总结7. The systems perspective can b

35、e 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. 系统观能够用来描述管理者的工作。因为组织就是一个相互联系和相互依赖的部分组成的开放系统。在这个“系统”中，管理者协调不同的工作（和活动） ，以便组织能实现其目标。理解和翻译关键理解和翻译关键： because organization .,这个原因从句。 So that .,结果从句，以便于；从而使常见误解常见误解：open （system）, 开放（系统），不是公开； perspective, 这里指看问题的角度，通常就用“观” Interdependent：相互依赖，相互依存。不是independent独立35Chapter 1:SUMMARY第一章总结8.The contingency perspective(sometimes called the