管理学原理(英文版)第一章课件FOM6CH

ManagersandManagementManagersandManagementLEARNINGOUTCOMESDescribethedifferencebetweenmanagersandoperativeemployees(作业成员\非管理人员）.Explainwhatismeantbythetermmanagement.Differentiatebetweenefficiency（效率）andeffectiveness(效果）.Describethefourprimaryprocesses(过程\职能）ofmanagement.Classifythethreelevelsofmanagersandidentifytheprimaryresponsibilityofeachgroup.Summarizetheessentialroles（角色）performedbymanagers.Discusswhetherthemanager’sjobisgeneric（普遍的）Afterreadingthischapter,youwillbeableto:2©2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMLEARNINGOUTCOMES(cont’d)Describethefourgeneralskillsnecessaryforbecomingasuccessfulmanager.Describethevalueofstudyingmanagement.Identifytherelevanceofpopularhumanities（人文学科）andsocialsciencecoursestomanagementpractices.Afterreadingthischapter,youwillbeableto:3©2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMWhoAreManagersAnd

WhereDoTheyWork?Organization组织Asystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose;appliestoallorganizations.Wheremanagerswork(manage).CommonCharacteristicsofOrganizationsGoals目标People人员Systematicstructure机构4©2008PrenticeHall,Inc.Allrightsreserved.WhoAreManagersAnd

WhereDoEXHIBIT1–1 CommonCharacteristicsofOrganizations目的机构人员5©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–1 CommonCharacterisPeopleDifferencesOperatives作业人员Peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.Managers管理员Individualsinanorganizationwhodirecttheactivitiesofothers.6©2008PrenticeHall,Inc.Allrightsreserved.PeopleDifferencesOperatives作业EXHIBIT1–2 OrganizationalLevels基层管理者中层管理者高层管理者非管理雇员\作业人员7©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–2 OrganizationalLevIdentifyingManagersFirst-lineManagers基层管理者Supervisorsresponsiblefordirectingtheday-to-dayactivitiesofoperativeemployeesMiddleManagers中层管理者Individualsatlevelsofmanagementbetweenthefirst-linemanagerandtopmanagementTopManagers高层管理者Individualswhoareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers8©2008PrenticeHall,Inc.Allrightsreserved.IdentifyingManagersFirst-lineHowDoWeDefineManagement?ManagementTheprocessofgettingthingsdone,effectively（有效果地）andefficiently（有效率地）,throughandwithotherpeopleEfficiency效率Doingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecostsEffectiveness效果Doingtherightthings;goalattainment9©2008PrenticeHall,Inc.Allrightsreserved.HowDoWeDefineManagement?MaEXHIBIT1–3 EfficiencyandEffectiveness手段效率目的效果低浪费高达成目标10©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–3 EfficiencyandEffEXHIBIT1–4 ManagementProcessActivities计划组织领导控制OriginatedfromHenriFayol(过程\职能思想）起源于亨利-法约尔实现组织的目标11©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–4 ManagementProcessManagementProcessesPlanning计划Includesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivitiesOrganizing组织Includesdeterminingwhattasks

tobedone,whoistodothem,

howthetasksaretobe

grouped,whoreportsto

whom,andwhere

decisionsaretobemade12©2008PrenticeHall,Inc.Allrightsreserved.ManagementProcessesPlanning计划ManagementProcesses(cont’d)Leading领导Includesmotivatingemployees,directingtheactivitiesofothers,selectingthemosteffectivecommunicationchannel,andresolvingconflictsControlling控制Theprocessofmonitoringperformance,

comparingitwithgoals,and

correctinganysignificant

deviations13©2008PrenticeHall,Inc.Allrightsreserved.ManagementProcesses(cont’d)LEXHIBIT1–5 Mintzberg’s（明茨伯格）ManagerialRolesInterpersonal人际关系Figurehead挂名首脑Leader领导者Liaison联络员Informational信息传递Monitor监听者Disseminator传播者Spokesperson发言人Decisional决策制定Entrepreneur企业家Disturbancehandler混乱驾驭者Resourceallocator资源分配者Negotiator谈判者Source:TheNatureofManagerialWork(paperback)byH.Mintzberg.Table2,pp.92–93.ReprintedbypermissionofPearsonEducationInc.,UpperSaddleRiver,NJ.14©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–5 Mintzberg’s（明茨伯格）IsTheManager’sJobUniversal（普适性）?LevelintheOrganizationDomanagersmanagedifferentlybasedonwheretheyareintheorganization?ThedifferencesareofdegreeandemphasisbutnotofactivityProfit（盈利型）versusNot-for-profit（非盈利型）Ismanaginginacommercialenterprisedifferentthanmanaginginanon-commercialorganization?Forthemostpart,NO(绝大部分情形下，对）SizeofOrganizationDoesthesizeofanorganizationaffecthowmanagersfunctionintheorganization?Thedifferencesareofdegreeandemphasisbutnotofactivity15©2008PrenticeHall,Inc.Allrightsreserved.IsTheManager’sJobUniversalEXHIBIT1–6 DistributionofTimeperActivitybyOrganizationalLevelSource:AdaptedfromT.A.Mahoney,T.H.Jerdee,andS.J.Carroll,

“TheJob(s)ofManagement.”IndustrialRelations4,no.2(1965),p.103.16©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–6 DistributionofTiEXHIBIT1–7 ImportanceofManagerialRoles

inSmallandLargeBusinessesSource:AdaptedfromJ.G.P.Paolillo,“TheManager’sSelf-AssessmentsofManagerialRoles:Smallvs.LargeFirms,”

AmericanJournalofSmallBusiness(January–March1984)pp.61–62.17©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–7 ImportanceofManaIsTheManager’sJobUniversal?(cont’d)ManagementConceptsandNationalBordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?Studieshavenotgenerallysupportedthis.MakingDecisionsandDealingwithChangeDomanagersallmakedecisionsanddealwithchangeinthesameways?Successfullyornot18©2008PrenticeHall,Inc.Allrightsreserved.IsTheManager’sJobUniversalGeneralSkills(基本技能）forManagersConceptualskills概念技能Amanager’smentalabilitytocoordinatealloftheorganization’sinterestsandactivitiesInterpersonalskills人际技能Amanager’sabilitytoworkwith,understand,mentor,andmotivateothers,bothindividuallyandingroupsTechnicalskills技术技能Amanager’sabilitytousethetools,procedures,andtechniquesofaspecializedfieldPoliticalskills政治技能Amanager’sabilitytobuildapowerbaseandestablishtherightconnections19©2008PrenticeHall,Inc.Allrightsreserved.GeneralSkills(基本技能）forManaGeneralSkillsforManagersConceptualSkillsPoliticalskillsInterpersonalskillsTechnicalskillsSkillsofSuccessfulManagers概念技能人际技能技术技能政治技能20©2008PrenticeHall,Inc.Allrightsreserved.GeneralSkillsforManagersConStepsinMentoringCommunicatehonestlyandopenlywithyourprotégé（门徒\下属）

.Encouragehonestandopencommunicationfromyourprotégé.Treattherelationshipwiththeprotégéasalearningopportunity.Takethetimetogettoknowyourprotégé.21©2008PrenticeHall,Inc.Allrightsreserved.StepsinMentoringCommunicateSpecificSkills（特定技能）forManagersBehaviorsrelatedtoamanager’seffectiveness（效能）:Controllingtheorganization’senvironmentanditsresources.Organizingandcoordinating.Handlinginformation.Providingforgrowthanddevelopment.Motivatingemployeesandhandlingconflicts.Strategicproblemsolving.22©2008PrenticeHall,Inc.Allrightsreserved.SpecificSkills（特定技能）forManEXHIBIT1–8 StandardsOverviewofManagerialCompetencies（素质）ManagementCompetencies

Aclusterofknowledge,skills,andattitudesrelatedtoeffectivemanagerialperformance.实现目标利用资源合作激励变革提供指导管理自己和别人的能力23©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–8 StandardsOverviewHowMuchImportanceDoesTheMarketplacePutOnManagers?Good(effective)managerialskillsareascarcecommodity（商品）.Managerialcompensation（报酬)packagesareonemeasureofthevaluethatorganizationsplaceonmanagers.Managementcompensationreflectsthemarketforcesofsupplyanddemand.Managementsuperstars,likesuperstarathletesinprofessionalsports,arewooedwithsigningbonuses,interest-freeloans,performanceincentivepackages,andguaranteedcontracts.24©2008PrenticeHall,Inc.Allrightsreserved.HowMuchImportanceDoesTheMWhyStudyManagement?Weallhaveavested(确定的）interestinimprovingthewayorganizationsaremanaged.Betterorganizationsare,inpart,theresultofgoodmanagement.Youwilleventuallyeithermanageorbemanaged.Gaininganunderstandingofthemanagementprocessprovidesthefoundationfordevelopingmanagementskillsandinsightintothebehaviorofindividualsandtheorganizations.25©2008PrenticeHall,Inc.Allrightsreserved.WhyStudyManagement?WeallhaHowDoesManagementRelate

ToOtherDisciplines?SociologyPsychologyPoliticalScienceEconomicsPhilosophyAnthropologyManagement管理研究社会学政治科学经济学人类学心理学哲学26©2008PrenticeHall,Inc.Allrightsreserved.HowDoesManagementRelate

ToHistoryModuleTHEHISTORICALROOTSOFCONTEMPORARYMANAGEMENTPRACTICES27©2008PrenticeHall,Inc.Allrightsreserved.HistoryModuleTHEHISTORICALRThePre-modernEra（前现代时期）AncientMassiveConstructionProjects古代建筑Egyptianpyramids埃及(金字塔)GreatWallofChina中国(长城)Michelangelo,theManager.28©2008PrenticeHall,Inc.Allrightsreserved.ThePre-modernEra（前现代时期）AncieAdamSmith’s（亚当斯密）Contribution

ToTheFieldOfManagementWrotetheWealthofNations(1776)《富国论》Advocatedtheeconomicadvantagesthatorganizationsandsocietywouldreapfromthedivisionoflabor（劳动分工）:Increasedproductivitybyincreasingeachworker’sskillanddexterity.通过提高每个工人的技能和灵巧性而提高劳动生产率Timesavedthatiscommonlylostinchangingtasks.节约浪费在转换任务上的时间Thecreationoflabor-savinginventionsandmachinery.促进节约劳动的机器的发明29©2008PrenticeHall,Inc.Allrightsreserved.AdamSmith’s（亚当斯密）ContributionTheIndustrialRevolution’s（工业革命）Influence

OnManagementPracticesIndustrialRevolution工业革命Machinepowerbegantosubstituteforhumanpower机械力代替人力LeadtomassproductionofeconomicalgoodsImprovedandlesscostlytransportationsystemsbecameavailable改进和成本较低的交通运输系统Createdlargermarketsforgoods.Largerorganizationsdevelopedtoservelargermarkets创建大量的组织机构进行管理Createdtheneedforformalized（规范化的）managementpractices.30©2008PrenticeHall,Inc.Allrightsreserved.TheIndustrialRevolution’s（工业ClassicalContributions（古典贡献）ClassicalApproach古典方法Thetermusedtodescribethehypothesesofthescientificmanagementtheoristsandthegeneraladministrativetheorists.Scientificmanagementtheorists科学管理FredrickW.Taylor（弗雷德里克·温斯洛·泰罗）,FrankandLillianGilbreth,andHenryGanttGeneraladministrativetheorists一般行政管理理论HenriFayol亨利·法约尔andMaxWeber麦克斯·韦伯31©2008PrenticeHall,Inc.Allrightsreserved.ClassicalContributions（古典贡献）CScientificManagement科学管理理论FrederickW.Taylor弗雷德里克·温斯洛·泰罗ThePrinciplesofScientificManagement(1911)《科学管理原理》Advocatedtheuseofthescientificmethodtodefinethe“onebestway”forajobtobedone用科学的方法定义一个最优的方法来完某项工作Believedthatincreasedefficiencycouldbeachievedbyselectingtherightpeopleforthejobandtrainingthemtodoitpreciselyintheonebestway.将正确的人安排在适当的工作上Tomotivateworkers,hefavoredincentivewageplans.给工人提供经济诱因Separatedmanagerialworkfromoperativework.管理工作与非管理工作分开32©2008PrenticeHall,Inc.Allrightsreserved.ScientificManagement科学管理理论FreEXHIBITHM–1 Taylor’sFourPrinciplesofManagement泰罗四个管理原则Developascienceforeachelementofanindividual’swork,whichreplacestheoldrule-ofthumbmethod.对工人工作的每一个要素开发出一种科学方法，用以代替老的经验方法Scientificallyselectandthentrain,teach,anddeveloptheworker.(Previously,workerschosetheirownworkandtrainedthemselvesasbesttheycould.)科学地挑选工人，并对他们进行培训、教育，使之成长Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.与工人们衷心合作，以保证一切工作都按已形成的科学原则去办Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.Managementtakesoverallworkforwhichitisbetterfittedthantheworkers.(Previously,almostalltheworkandthegreaterpartoftheresponsibilitywerethrownupontheworkers.)管理当局与工人在工作和职责的划分上几乎是相等的，管理当局把自己比工人更胜任的各种工作都承揽下来33©2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–1 Taylor’sFourPriScientificManagementContributors科学管理理论贡献者FrankandLillianGilbreth弗兰克和莉莲·吉尔布雷思Bricklayingefficiencyimprovements强调通过减少浪费提高工人生产力的方法Timeandmotionstudies(therbligs)发明精确定时装置对工人行动分解研究进而优化工作表现HenryGantt亨利-甘特Incentivecompensationsystems激励Ganttchartforschedulingworkoperations计划表34©2008PrenticeHall,Inc.Allrightsreserved.ScientificManagementContribuGeneralAdministrativeTheory一般行政管理理论GeneralAdministrativeTheorists一般行政管理理论家Developedgeneraltheoriesofwhatmanagersdoandwhatconstitutesgoodmanagementpractice发展了“管理者做什么以及什么构成良好管理实践”的一般理论HenriFayol(France)亨利·法约尔FourteenPrinciplesofManagement:Fundamentaloruniversalprinciplesofmanagementpractice开发14条适用于所有的组织情况的管理原则MaxWeber(Germany)麦克斯·韦伯Bureaucracy:Idealtypeoforganizationcharacterizedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships描述了一种理想的组织类型，被称为官僚行政组织35©2008PrenticeHall,Inc.Allrightsreserved.GeneralAdministrativeTheory一EXHIBITHM–2 Fayol’sFourteenPrinciplesofManagementDivisionofWork工作分工Authority职权Discipline纪律UnityofCommand统一指挥UnityofDirection同一方向SubordinationofIndividualIntereststotheGeneralInterest个人利益服从整体利益Remuneration报酬Centralization集中ScalarChain等级链Order秩序Equity公平StabilityofTenureofPersonnel人员的稳定Initiative首创精神EspritdeCorps团结精神36©2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–2 Fayol’sFourteenEXHIBITHM–3 Weber’sIdealBureaucracy韦伯理想的官僚行政组织DivisionofLabor劳动分工AuthorityHierarchy权威等级FormalSelection正式甄选FormalRulesandRegulations正式的规则和法规Impersonality非个人的CareerOrientation职业生涯导向37©2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–3 Weber’sIdealBur图表2–4韦伯理想的官僚行政组织38©2008PrenticeHall,Inc.Allrightsreserved.图表2–4韦伯理想的官僚行政组织38©2008PrHumanResourcesApproach人力资源方法RobertOwen罗伯特·欧文Scottishbusinessmanandreformerwhoadvocatedforbettertreatmentofworkers.Claimedthataconcernforemployeeswasprofitableformanagementandwouldrelievehumanmisery.HugoMunsterberg雨果·芒斯特伯格Createdthefieldofindustrialpsychology（工业心理学）—thescientificstudyofindividualsatworktomaximizetheirproductivityandadjustment.PsychologyandIndustrialEfficiency(1913)39©2008PrenticeHall,Inc.Allrightsreserved.HumanResourcesApproach人力资源方法HumanResourcesApproach(cont’d)MaryParkerFollett玛丽·福莱特Recognizedthatorganizationscouldbeviewedfromtheperspectiveofindividualandgroupbehavior.Believedthatindividualpotentialcouldonlybereleasedbygroupassociation.ChesterBarnard切斯特·巴纳德Saworganizationsassocialsystemsthatrequirehumaninteractionandcooperation.Expressedhisviewsonthe“acceptanceofauthority”inhisbookTheFunctionsoftheExecutive(1938).40©2008PrenticeHall,Inc.Allrightsreserved.HumanResourcesApproach(cont图表2–5组织行为的早期贡献41©2008PrenticeHall,Inc.Allrightsreserved.图表2–5组织行为的早期贡献41©2008PrenHawthorneStudies研究Aseriesofstudiesdoneduringthe1920sand1930sthatprovidednewinsightsintogroupnormsandbehaviors从1927年到1932年，在西方电气公司进行一系列生产试验Hawthorneeffect霍桑效应Socialnormsorstandardsofthegrouparethekeydeterminantsofindividualworkbehavior.和货币奖励措施相比，社会规范，小组标准是对个人工作行为和产出更为关键的决定因素Changedtheprevalentviewofthetimethatpeoplewerenodifferentthanmachines.改变了当时流行的“人与机器没有什么不同”的观念42©2008PrenticeHall,Inc.Allrightsreserved.HawthorneStudies研究AseriesofHumanRelationsMovement人事关系运动Basedonabeliefintheimportanceofemployeesatisfaction—asatisfiedworkerwasbelievedtobeaproductiveworker.Advocatesbelievedinpeople’scapabilitiesandwereconcernedwithmakingmanagementpracticesmorehumane.DaleCarnegieAbrahamMaslowDouglasMcGregor43©2008PrenticeHall,Inc.Allrightsreserved.HumanRelationsMovement人事关系运动TheQuantitativeApproach管理的定量方法OperationsResearch(ManagementScience)运筹学或管理科学EvolvedoutofthedevelopmentofmathematicalandstatisticalsolutionstomilitaryproblemsduringWorldWarII.从为解决二战军事后勤和质量控制问题的数学和统计方法发展演进而来Involvestheuseofstatistics,optimizationmodels,informationmodels,andcomputersimulationstoimprovemanagementdecisionmakingforplanningandcontrol.重点是在改进管理在决策中的应用：统计学，最优化模型，信息模型和计算机模拟44©2008PrenticeHall,Inc.Allrightsreserved.TheQuantitativeApproach管理的定量SocialEventsThatShaped

ManagementApproaches影响管理方法的社会事件ClassicalApproach古典方法ThedesireforincreasedefficiencyoflaborintensiveoperationsHumanResourcesApproach人力资源方法Thebacklashtotheoverlymechanisticviewofemployeesheldbytheclassicists.TheGreatDepression.TheQuantitativeApproaches定量方法WorldWarIIarmamentproduction45©2008PrenticeHall,Inc.Allrightsreserved.SocialEventsThatShaped

ManWhatistheProcessApproach?过程（职能）方法ManagementTheoryJungle(HaroldKoontz)管理理论丛林Thediversityofapproachestothestudyofmanagement—functions,quantitativeemphasis,humanrelationsapproaches—eachoffersomethingtomanagementtheory,butmanyareonlymanagerialtools.ProcessApproach过程（职能）方法Planning,leading,andcontrollingactivitiesarecircularandcontinuousfunctionsofmanagement.46©2008PrenticeHall,Inc.Allrightsreserved.WhatistheProcessApproach?过EXHIBIT1–4 ManagementProcessActivities计划组织领导控制OriginatedfromHenriFayol(过程\职能思想）起源于亨利-法约尔实现组织的目标47©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–4 ManagementProcessTheSystemsApproach系统观点Definesasystemasasetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole系统：一组相互关联和相互依赖的组成部分，他们共同构成一个统一的整体Closedsystem:asystemthatisnotinfluencedbyanddoesnotinteractwithitsenvironment封闭系统：不与它所处的环境发生相互作用(系统的输入输出都在系统内部)Opensystem:asystemthatdynamicallyinteractswithitsenvironment开放系统：通过从外部环境得到输入，再转化为输出输出到周围环境，动态地与周围环境进行交互Stakeholders(利益攸关者）:anygroupthatisaffectedbyorganizationaldecisionsandpolicies48©2008PrenticeHall,Inc.Allrightsreserved.TheSystemsApproach系统观点DefineEXHIBITHM–4 TheOrganizationandItsEnvironment组织与环境供应商客户工会竞争者政府压力集团全球的政治的社会的技术的经济的49©2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–4 TheOrganization

TheContingencyApproach权变理论（也称为情景方式）TheContingencyApproach管理组织没有一个普遍适用的管理原则（因为组织不同，面对的情景不同，所以可能要求不同的管理方式）Replacesmoresimplisticsystemsandintegratesmuchofmanagementtheory.FourContingencyVariables四个情景（权变）变量Organizationsize(coordination)组织规模Routinenessoftasktechnology(taskcomplexitydictatesstructure)任务技术的例行程度Environmentaluncertainty(changemanagement)环境的不确定性Individualdifferences个体差异(managerialstyles,motivationaltechniques,andjobdesign)ExhibitHM-550©2008PrenticeHall,Inc.Allrightsreserved.TheContingencyApproach权变理论（EXHIBITHM–5 FourPopularContingencyVariables四个情景（权变）变量OrganizationSize组织规模RoutinenessofTaskTechnology任务技术的例行程度EnvironmentalUncertainty环境的不确定性IndividualDifferences个体差异51©2008PrenticeHall,Inc.Allrightsreserved.EXHIBITHM–5 FourPopularContCurrenttrend当前的趋势ElectronicBusiness电子企业Learning-styleorganization学习型组织knowledgementManagement知识管理QualityManagement质量管理52©2008PrenticeHall,Inc.Allrightsreserved.Currenttrend当前的趋势ElectronicBManagersandManagementManagersandManagementLEARNINGOUTCOMESDescribethedifferencebetweenmanagersandoperativeemployees(作业成员\非管理人员）.Explainwhatismeantbythetermmanagement.Differentiatebetweenefficiency（效率）andeffectiveness(效果）.Describethefourprimaryprocesses(过程\职能）ofmanagement.Classifythethreelevelsofmanagersandidentifytheprimaryresponsibilityofeachgroup.Summarizetheessentialroles（角色）performedbymanagers.Discusswhetherthemanager’sjobisgeneric（普遍的）Afterreadingthischapter,youwillbeableto:54©2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMLEARNINGOUTCOMES(cont’d)Describethefourgeneralskillsnecessaryforbecomingasuccessfulmanager.Describethevalueofstudyingmanagement.Identifytherelevanceofpopularhumanities（人文学科）andsocialsciencecoursestomanagementpractices.Afterreadingthischapter,youwillbeableto:55©2008PrenticeHall,Inc.Allrightsreserved.LEARNINGOUTCOMWhoAreManagersAnd

WhereDoTheyWork?Organization组织Asystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose;appliestoallorganizations.Wheremanagerswork(manage).CommonCharacteristicsofOrganizationsGoals目标People人员Systematicstructure机构56©2008PrenticeHall,Inc.Allrightsreserved.WhoAreManagersAnd

WhereDoEXHIBIT1–1 CommonCharacteristicsofOrganizations目的机构人员57©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–1 CommonCharacterisPeopleDifferencesOperatives作业人员Peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.Managers管理员Individualsinanorganizationwhodirecttheactivitiesofothers.58©2008PrenticeHall,Inc.Allrightsreserved.PeopleDifferencesOperatives作业EXHIBIT1–2 OrganizationalLevels基层管理者中层管理者高层管理者非管理雇员\作业人员59©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–2 OrganizationalLevIdentifyingManagersFirst-lineManagers基层管理者Supervisorsresponsiblefordirectingtheday-to-dayactivitiesofoperativeemployeesMiddleManagers中层管理者Individualsatlevelsofmanagementbetweenthefirst-linemanagerandtopmanagementTopManagers高层管理者Individualswhoareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers60©2008PrenticeHall,Inc.Allrightsreserved.IdentifyingManagersFirst-lineHowDoWeDefineManagement?ManagementTheprocessofgettingthingsdone,effectively（有效果地）andefficiently（有效率地）,throughandwithotherpeopleEfficiency效率Doingthethingcorrectly;referstotherelationshipbetweeninputsandoutputs;seekstominimizeresourcecostsEffectiveness效果Doingtherightthings;goalattainment61©2008PrenticeHall,Inc.Allrightsreserved.HowDoWeDefineManagement?MaEXHIBIT1–3 EfficiencyandEffectiveness手段效率目的效果低浪费高达成目标62©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–3 EfficiencyandEffEXHIBIT1–4 ManagementProcessActivities计划组织领导控制OriginatedfromHenriFayol(过程\职能思想）起源于亨利-法约尔实现组织的目标63©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–4 ManagementProcessManagementProcessesPlanning计划Includesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivitiesOrganizing组织Includesdeterminingwhattasks

tobedone,whoistodothem,

howthetasksaretobe

grouped,whoreportsto

whom,andwhere

decisionsaretobemade64©2008PrenticeHall,Inc.Allrightsreserved.ManagementProcessesPlanning计划ManagementProcesses(cont’d)Leading领导Includesmotivatingemployees,directingtheactivitiesofothers,selectingthemosteffectivecommunicationchannel,andresolvingconflictsControlling控制Theprocessofmonitoringperformance,

comparingitwithgoals,and

correctinganysignificant

deviations65©2008PrenticeHall,Inc.Allrightsreserved.ManagementProcesses(cont’d)LEXHIBIT1–5 Mintzberg’s（明茨伯格）ManagerialRolesInterpersonal人际关系Figurehead挂名首脑Leader领导者Liaison联络员Informational信息传递Monitor监听者Disseminator传播者Spokesperson发言人Decisional决策制定Entrepreneur企业家Disturbancehandler混乱驾驭者Resourceallocator资源分配者Negotiator谈判者Source:TheNatureofManagerialWork(paperback)byH.Mintzberg.Table2,pp.92–93.ReprintedbypermissionofPearsonEducationInc.,UpperSaddleRiver,NJ.66©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–5 Mintzberg’s（明茨伯格）IsTheManager’sJobUniversal（普适性）?LevelintheOrganizationDomanagersmanagedifferentlybasedonwheretheyareintheorganization?ThedifferencesareofdegreeandemphasisbutnotofactivityProfit（盈利型）versusNot-for-profit（非盈利型）Ismanaginginacommercialenterprisedifferentthanmanaginginanon-commercialorganization?Forthemostpart,NO(绝大部分情形下，对）SizeofOrganizationDoesthesizeofanorganizationaffecthowmanagersfunctionintheorganization?Thedifferencesareofdegreeandemphasisbutnotofactivity67©2008PrenticeHall,Inc.Allrightsreserved.IsTheManager’sJobUniversalEXHIBIT1–6 DistributionofTimeperActivitybyOrganizationalLevelSource:AdaptedfromT.A.Mahoney,T.H.Jerdee,andS.J.Carroll,

“TheJob(s)ofManagement.”IndustrialRelations4,no.2(1965),p.103.68©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–6 DistributionofTiEXHIBIT1–7 ImportanceofManagerialRoles

inSmallandLargeBusinessesSource:AdaptedfromJ.G.P.Paolillo,“TheManager’sSelf-AssessmentsofManagerialRoles:Smallvs.LargeFirms,”

AmericanJournalofSmallBusiness(January–March1984)pp.61–62.69©2008PrenticeHall,Inc.Allrightsreserved.EXHIBIT1–7 ImportanceofManaIsTheManager’sJobUniversal?(cont’d)ManagementConceptsandNationalBordersIsmanagementthesameinalleconomic,cultural,socialandpoliticalsystems?Studieshavenotgenerallysupportedthis.MakingDecisionsandDealingwithChangeDomanagersallmakedecisionsanddealwithchangeinthesameways?Successfullyornot70©2008PrenticeHall,Inc.Allrightsreserved.IsTheManager’sJobUniversalGeneralSkills(基本技能）forManagersConceptualskills概念技能Amanager’smentalabilitytocoordinatealloftheorganization’sinterestsandactivitiesInterpersonalskills人际技能Amanager’sabilitytoworkwith,understand,mentor,andmotivateothers,bothindividuallyandingroupsTechnicalskills技术技能Amanager’sabilitytousethetools,procedures,andt