P罗宾斯(Robbins)管理学英文原版(第九版)ppt课件

1、Introduction to Management and OrganizationsChapter1.L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Who Are Managers?Explain how managers differ from non-managerial employees.Describe how to classify managers in organizations.What Is Management?Define m

2、anagement.Explain why efficiency and effectiveness are important to management.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.What Do Managers Do?Describe the four functions of management.Explain Mintzbergs managerial roles.Describe Katzs three

3、essential managerial skills and how the importance of these skills changes depending on managerial level.Discuss the changes that are impacting managers jobs.Explain why customer service and innovation are important to the managers job.L E A R N I N G O U T L I N E (contd) Follow this Learning Outli

4、ne as you read and study this chapter.What Is An Organization?Describe the characteristics of an organization.Explain how the concept of an organization is changing.Why Study Management?Explain the universality of management concept.Discuss why an understanding of management is important.Describe th

5、e rewards and challenges of being a manager.Who Are Managers?ManagerSomeone who coordinates and oversees the work of other people so that organizational goals can be accomplished. .Classifying ManagersFirst-line ManagersIndividuals who manage the work of non-managerial employees.Middle ManagersIndiv

6、iduals who manage the work of first-line managers.Top ManagersIndividuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.Exhibit 11Managerial Levels.What Is Management?Managerial ConcernsEfficiency“Doing things rightGet

7、ting the most output for the least inputsEffectiveness“Doing the right thingsAttaining organizational goals.Exhibit 12Effectiveness and Efficiency in Management.What Do Managers Do?Functional ApproachPlanningDefining goals, establishing strategies to achieve goals, developing plans to integrate and

8、coordinate activities.OrganizingArranging and structuring work to accomplish organizational goals.LeadingWorking with and through people to accomplish goals.ControllingMonitoring, comparing, and correcting work.Exhibit 13Management Functions.What Do Managers Do? (contd)Management Roles Approach (Min

9、tzberg)Interpersonal rolesFigurehead, leader, liaisonInformational rolesMonitor, disseminator, spokespersonDecisional rolesDisturbance handler, resource allocator, negotiator.What Managers Actually Do (Mintzberg)Interactionwith otherswith the organizationwith the external context of the organization

10、Reflectionthoughtful thinkingActionpractical doing.What Do Managers Do? (contd)Skills ApproachTechnical skillsKnowledge and proficiency in a specific fieldHuman skillsThe ability to work well with other peopleConceptual skillsThe ability to think and conceptualize about abstract and complex situatio

11、ns concerning the organization.Exhibit 15Skills Needed at Different Management Levels.Exhibit 16Conceptual SkillsUsing information to solve business problemsIdentifying of opportunities for innovationRecognizing problem areas and implementing solutionsSelecting critical information from masses of da

12、taUnderstanding of business uses of technologyUnderstanding of organizations business modelSource: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.Exhibit 16Communication SkillsAbility to transform id

13、eas into words and actionsCredibility among colleagues, peers, and subordinatesListening and asking questionsPresentation skills; spoken formatPresentation skills; written and/or graphic formatsSource: Based on American Management Association Survey of Managerial Skills and Competencies, March/April

14、 2000, found on AMA Web site (), October 30, 2002.Exhibit 16Effectiveness SkillsContributing to corporate mission/departmental objectivesCustomer focusMultitasking: working at multiple tasks in parallelNegotiating skillsProject managementReviewing operations and implementing improvementsSource: Base

15、d on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (), October 30, 2002.Exhibit 16Effectiveness Skills (contd)Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found

16、 on AMA Web site (), October 30, 2002.Setting and maintaining performance standards internally and externallySetting priorities for attention and activityTime management.Exhibit 16Interpersonal Skills (contd)Source: Based on American Management Association Survey of Managerial Skills and Competencie

17、s, March/April 2000, found on AMA Web site (), October 30, 2002.Coaching and mentoring skillsDiversity skills: working with diverse people and culturesNetworking within the organizationNetworking outside the organizationWorking in teams; cooperation and commitment.Exhibit 17Management Skills and Man

18、agement Function Matrix.How The Managers Job Is ChangingThe Increasing Importance of CustomersCustomers: the reason that organizations existManaging customer relationships is the responsibility of all managers and employees.Consistent high quality customer service is essential for survival.Innovatio

19、nDoing things differently, exploring new territory, and taking risksManagers should encourage employees to be aware of and act on opportunities for innovation.Exhibit 18Changes Impacting the Managers Job.What Is An Organization?An Organization DefinedA deliberate arrangement of people to accomplish

20、some specific purpose (that individuals independently could not accomplish alone).Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structure.Exhibit 19Characteristics of Organizations.Exhibit 110The Changing Organization.Why Study Management?Th

21、e Value of Studying ManagementThe universality of managementGood management is needed in all organizations.The reality of workEmployees either manage or are managed.Rewards and challenges of being a managerManagement offers challenging, exciting and creative opportunities for meaningful and fulfilli

22、ng work.Successful managers receive significant monetary rewards for their efforts.Exhibit 111Universal Need for Management.Exhibit 112Rewards and Challenges of Being A Manager.Terms to Knowmanagerfirst-line managersmiddle managerstop managersmanagementefficiencyeffectivenessplanningorganizingleadin

23、gcontrollingmanagement rolesinterpersonal rolesinformational rolesdecisional rolestechnical skillshuman skillsconceptual skillsorganizationuniversality of management.Management Yesterday and TodayChapter2.L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.H

24、istorical Background of ManagementExplain why studying management history is important.Describe some early evidences of management practice.Scientific ManagementDescribe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.Explain how todays managers use scientific m

25、anagement.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.General Administrative TheoryDiscuss Fayols contributions to management theory.Describe Max Webers contribution to management theory.Explain how todays managers use general administrative

26、theory.Quantitative ApproachExplain what the quantitative approach has contributed to the field of management.Discuss how todays managers use the quantitative approach.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.Toward Understanding Organizat

27、ional BehaviorDescribe the contributions of the early advocates of OB.Explain the contributions of the Hawthorne Studies to the field of management.Discuss how todays managers use the behavioral approach.The Systems ApproachDescribe an organization using the systems approach.Discuss how the systems

28、approach helps us management.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.The Contingency ApproachExplain how the contingency approach differs from the early theories of management.Discuss how the contingency approach helps us understand manag

29、ement.Current Issues and TrendsExplain why we need to look at the current trends and issues facing managers.Describe the current trends and issues facing managers.Historical Background of ManagementAncient ManagementEgypt (pyramids) and China (Great Wall)Venetians (floating warship assembly lines)Ad

30、am SmithPublished “The Wealth of Nations in 1776Advocated the division of labor (job specialization) to increase the productivity of workersIndustrial RevolutionSubstituted machine power for human laborCreated large organizations in need of management.Exhibit 21Development of Major Management Theori

31、es.Major Approaches to ManagementScientific ManagementGeneral Administrative TheoryQuantitative ManagementOrganizational BehaviorSystems ApproachContingency Approach.Scientific ManagementFredrick Winslow TaylorThe “father of scientific managementPublished Principles of Scientific Management (1911)Th

32、e theory of scientific managementUsing scientific methods to define the “one best way for a job to be done:Putting the right person on the job with the correct tools and equipment.Having a standardized method of doing the job.Providing an economic incentive to the worker.Exhibit 22Taylors Four Princ

33、iples of ManagementDevelop a science for each element of an individuals work, which will replace the old rule-of-thumb method.Scientifically select and then train, teach, and develop the worker.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principle

34、s of the science that has been developed. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.Scientific Management (contd)Frank and Lillian GilbrethFocused on increasing worker productivity throu

35、gh the reduction of wasted motionDeveloped the microchronometer to time worker motions and optimize work performanceHow Do Todays Managers Use Scientific Management?Use time and motion studies to increase productivityHire the best qualified employeesDesign incentive systems based on output.General A

36、dministrative TheoryHenri FayolBelieved that the practice of management was distinct from other organizational functions Developed fourteen principles of management that applied to all organizational situationsMax WeberDeveloped a theory of authority based on an ideal type of organization (bureaucra

37、cy)Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism.Exhibit 23Fayols 14 Principles of ManagementDivision of work.Authority.Discipline.Unity of command.Unity of direction.Subordination of individual interests to the general interest.Remuneration.Centra

38、lization.Scalar chain.Order.Equity.Stability of tenure of personnel.Initiative.Esprit de corps.Exhibit 24Webers Ideal Bureaucracy.Quantitative Approach to ManagementQuantitative ApproachAlso called operations research or management scienceEvolved from mathematical and statistical methods developed t

39、o solve WWII military logistics and quality control problemsFocuses on improving managerial decision making by applying:Statistics, optimization models, information models, and computer simulations.Understanding Organizational Behavior Organizational Behavior (OB)The study of the actions of people a

40、t work; people are the most important asset of an organizationEarly OB AdvocatesRobert OwenHugo MunsterbergMary Parker FollettChester Barnard.Exhibit 25Early Advocates of OB.A series of productivity experiments conducted at Western Electric from 1927 to 1932.Experimental findingsProductivity unexpec

41、tedly increased under imposed adverse working conditions.The effect of incentive plans was less than expected.Research conclusionSocial norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.The Hawthorne Studies.The Systems Appro

42、achSystem DefinedA set of interrelated and interdependent parts arranged in a manner that produces a unified whole.Basic Types of SystemsClosed systemsAre not influenced by and do not interact with their environment (all system input and output is internal).Open systemsDynamically interact to their

43、environments by taking in inputs and transforming them into outputs that are distributed into their environments.Exhibit 26The Organization as an Open System.Implications of the Systems ApproachCoordination of the organizations parts is essential for proper functioning of the entire organization.Dec

44、isions and actions taken in one area of the organization will have an effect in other areas of the organization.Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency ApproachContingency Approach DefinedAlso sometimes called the situa

45、tional approach.There is no one universally applicable set of management principles (rules) by which to manage organizations.Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Exhibit 27Popular Contingency VariablesOrga

46、nization sizeAs size increases, so do the problems of coordination.Routineness of task technologyRoutine technologies require organizational structures, leadership styles, and control systems that differ from those required by customized or nonroutine technologies.Environmental uncertaintyWhat works

47、 best in a stable and predictable environment may be totally inappropriate in a rapidly changing and unpredictable environment.Individual differencesIndividuals differ in terms of their desire for growth, autonomy, tolerance of ambiguity, and expectations.Current Trends and IssuesGlobalizationEthics

48、Workforce DiversityEntrepreneurshipE-businessKnowledge ManagementLearning OrganizationsQuality Management.Current Trends and Issues (contd)GlobalizationManagement in international organizationsPolitical and cultural challenges of operating in a global marketWorking with people from different culture

49、sCoping with anticapitalist backlashMovement of jobs to countries with low-cost laborEthicsIncreased emphasis on ethics education in college curriculumsIncreased creation and use of codes of ethics by businesses.Exhibit 28A Process for Addressing Ethical DilemmasStep 1:What is the ethical dilemma?St

50、ep 2:Who are the affected stakeholders?Step 3:What personal, organizational, and external factors are important to my decision?Step 4:What are possible alternatives?Step 5:Make a decision and act on it.Current Trends and Issues (contd)Workforce DiversityIncreasing heterogeneity in the workforceMore

51、gender, minority, ethnic, and other forms of diversity in employeesAging workforceOlder employees who work longer and do not retireThe increased costs of public and private benefits for older workersAn increasing demand for products and services related to aging.Current Trends and Issues (contd)Entr

52、epreneurship DefinedThe process of starting new businesses, generally in response to opportunities. Entrepreneurship processPursuit of opportunitiesInnovation in products, services, or business methodsDesire for continual growth of the organization.Current Trends and Issues (contd)E-Business (Electr

53、onic Business)The work preformed by an organization using electronic linkages to its key constituenciesE-commerce: the sales and marketing aspect of an e-businessCategories of E-BusinessesE-business enhanced organizationE-business enabled organizationTotal e-business organization.Exhibit 29Categorie

54、s of E-Business Involvement.Current Trends and Issues (contd)Learning OrganizationAn organization that has developed the capacity to continuously learn, adapt, and change.Knowledge ManagementThe cultivation of a learning culture where organizational members systematically gather and share knowledge

55、with others in order to achieve better performance.Exhibit 210Learning Organization versus Traditional Organization.Current Trends and Issues (contd)Quality ManagementA philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expe

56、ctationsInspired by the total quality management (TQM) ideas of Deming and JuranQuality is not directly related to costPoor quality results in lower productivity.Exhibit 211What is Quality Management? Intense focus on the customer.Concern for continual improvementProcess-focused.Improvement in the q

57、uality of everything.Accurate measurement.Empowerment of employees. .Terms to Knowdivision of labor (or job specialization)Industrial Revolutionscientific managementtherbligsgeneral administrative theoryprinciples of managementbureaucracyquantitative approachorganizational behavior (OB)Hawthorne Stu

58、diessystemclosed systemsopen systemscontingency approachworkforce diversityentrepreneurshipe-business (electronic business)e-commerce (electronic commerce)intranetlearning organizationknowledge managementquality management.Organizational Culture and Environment:The ConstraintsChapter3.L E A R N I N

59、G O U T L I N E Follow this Learning Outline as you read and study this chapter.The Manager: Omnipotent or SymbolicContrast the action of manager according to the omnipotent and symbolic views.Explain the parameters of managerial discretion.The Organizations CultureDescribe the seven dimensions of o

60、rganizational culture.Discuss the impact of a strong culture on organizations and managers.Explain the source of an organizations culture.Describe how culture is transmitted to employees.Describe how culture affects managers.L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you r