Management-Chapter1

1、8th editionSteven P. RobbinsMary Coulter12131415Discuss with your neighborDo these cartoons tell the truth? Why (not)?What sort of people become managers?Are you also a manager?Do you want to become a manager? Why (not)?After discussing the questions above. Can you think of a definition of managemen

2、t?16Who Are Managers? ManagerSomeone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Integrating : bringing resources together, such as people, money, materials17Classifying Managers First-line Managers Are at

3、the lowest level of management and manage the work of non-managerial employees.Supervisors, shift managers, district managers, department managers, office managers or foremen Middle Managers Manage the work of first-line managers.Regional managers, project leader, plant manager or division manager T

4、op Managers Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.executive vice president (E.V.P.), president, managing director, Chief operating officer (C.O.O), Chief executive officer (C.E.O) or Chairman of the board18Manageri

5、al LevelsAre not Managers. Theyre employees, e.g cashier, clerks, drivers, etc.19What Is Management? Efficiencyv“Doing things right”vGetting the most output from the least amount of inputs. Effectivenessv“Doing the right things”vAttaining (reaching) organizational goalsvAchieving business objectives

6、Management is coordinating and allocating work activities so that they are completed efficiently and effectively with and through other people.Coordinating: Arranging | Allocation: Dividing and Sharing110Effectiveness and Efficiency in ManagementStrives: tries to achieve111What Do Managers Do? The F

7、unctional Approach PlanningvDefining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. OrganizingvArranging work to accomplish organizational goals. LeadingvWorking with and through people to accomplish goals. ControllingvMonitoring, comparing

8、and correcting the work.There are 3 approaches for management.They are: 1. Functional, 2. Roles, 3. Skills.112Management FunctionsStated Purpose: Goals or Objective113What Do Managers Do?Interpersonal rolesvFigurehead, leader, liaison (associate)Informational rolesvMonitor, disseminator (sharer of i

9、nfo.), spokespersonDecisional rolesvEntrepreneur, disturbance (trouble) handler, resource allocator, negotiatorThe Roles Approach or Mintzbergs Managerial Roles 114What Do Managers Do?The Roles Approach Mintzbergs Managerial RolesFigureheadFront man or woman, perceived as the leaderLeaderActually ru

10、les, guides and inspires othersLiaisonDeals with inter-group communicationMonitorKeeps track so that mistakes can be avoidedDisseminatorSpreads the newsSpokespersonVoiceEntrepreneurStarts & organizes a business and takes the riskDisturbance handlerSolves problems, avoid conflictsResource allocat

11、orDistributes resources over the businessNegotiatorDiscusses the terms of an agreement115What Do Managers Do? Skills Approach (based on Katzs theory)Technical skillsvKnowledge and proficiency (expertise) in a specific field of activityvE.g. computer programmer, accountant, airline pilotHuman skillsv

12、The ability to work well with other peopleConceptual skillsvThe ability to think and conceptualize (create a mental image) about abstract (intangible) and complex (difficult) situations116Katzs theory of essential skills needed at different management levels.117Management Skills and Management Funct

13、ion Matrix118Very slight abilityslight abilitymuch abilityvery much ability1 2 34Do you usually understand an English movie with English subtitles?Are you a good listener?Can you make others feel good?Can you write a funny short story in Chinese?Do you know how to create, edit and save a text using

14、MS Word?Can you relax when under pressure in situations?Do you know the impact that your behaviour has on others?Can you calm yourself quickly when angry?Could you repair a broken chair by yourself?Can you produce motivation when doing uninteresting work?Can you help others to manage their emotions?

15、Can you stay calm when you are the target of anger from others?Do you know how to cook your favorite dish?Are you able to sew your own dress?Can you follow your words with action?a)Do you know when you are thinking negatively and stop it?What are your Skills? (Class Activity)119How The Managers Job

16、Is Changing 1 Change in technology: vDigitization, automation and computerizationvImpact: e.g. virtual workplaces, more mobile workforce, flexible work arrangements, empowered employees, shifting organizational boundaries Increased threats to security: vRisk management (The process of identifying an

17、d evaluating risks and selecting and managing techniques to adapt to risk) vWork-life balancevDiscrimination (unfair treatment of certain groups of people)vetc.120How The Managers Job Is Changing 2 Ethics (principles of what is right and wrong) vRedefined valuesvRebuilding trustvIncreased accountabi

18、lity (responsibility for your actions) Increased competition: vCustomer servicevInnovationvGlobalization3.Productivity/ Efficiency121How The Managers Job Is Changing 3 The Increasing Importance of Customers.Customers: the reason that organizations existvManaging customer relationships is the respons

19、ibility of all managers and employees directly or indirectlyvConsistent (all the time) high quality customer service is essential (important) for the survival of the organization InnovationDoing things differently, exploring new ideas, and taking risksvManagers should encourage employees to be aware

20、 (to know) and to act on opportunities for innovation.v“Nothing is more risky than not innovating”122What Is An Organization?Organizations have a distinct (specific) purpose (goal)Composed (consist, made up) of people.Have a deliberate (not by chance) structure (a particular arrangement of parts).12

21、3The Changing Organization124Why Study Management? The Value of Studying Management The universality of managementvGood management is needed in all organizations. The reality of workvEmployees either manage or are managedvNon-managers should know something about the concept of management .e.g., an accountant might one day be asked to fill-in, temporarily, as a manager. Rewards and challenges of being a managervManagement offers challenging, exciting and creative