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ClassicsofManagementWangHanE-MAIL：whsh06@163.comClassicsofManagementWangHan●StephenP.RobbinsandMaryCoulter.Management(TenthEdition),清华大学出版社，2011.●PeterF.Drucker.ThePracticeofManagement,机械工业出版社，2009.●PeterF.Drucker.ManagementChallengesforthe21stCentury.机械工业出版社，2011.●JayM.Shafritz.ClassicsofPublicAdministration,中国人民大学出版社，2010.ReferencesReferences●TheStudyfor.WoodrowWilson.●TheHumanSideofEnterprise,DouglasMurrayMcGregor.●Bureaucracy,MaxWeber.●BreakingThroughBureaucracy,MichaelBarzelaywithBabakJ.Armajani.ReferencesReferences●Attendance10%●Assignments20%●FinalTest70%ExaminationsExaminationsIntroductiontoManagementandOrganizationsChapter1IntroductiontoChapter1●Youneedtouseyourstrengthstodoyourbest●Youneedtoknowyourweaknesses●Youneeddevelopmentalexperiencesatworktobecomesuccessfulleadersandaddressyourweakness●Youprobablyliketobechallengedwithnewlearningopportunities●Organizationsdonotwanttowastehumanresources●Globalizationderegulation,restructuring,andnewcompetitorsaddtothecomplexityofrunningabusinessWhyareManagerialCompetenciesImportant?●YouneedtouseyourstrengtAModelofManagerialCompetenciesCommunicationCompetencyPlanningandAdministrationCompetencyTeamworkCompetencyStrategicActionCompetencyGlobalAwarenessCompetencySelf-managementCompetencyManagerialEffectivenessAModelofManagerialCompetenFollowthislearningOutlineasyoureadandstudythischapter.
◆
WhoAreManagers?●Explainhowmanagersdifferfromnon-managerialemployees.●Describehowtoclassifymanagersinorganizations.◆
Whatismanagement?●Definemanagement.●Explainwhyefficiencyandeffectivenessareimportanttomanagement.
LEARNINGOUTLINE
FollowthislearningOutlinea◆
WhatDoManagersDo?●Describe
thefourfunctionsofmanagement.●ExplainMintzberg’smanagerialroles.●DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.●Discussthechangesthatareimpactingmanager’sjobs.●Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.管理学经典◆
WhoAreManagers?●Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.管理学经典◆
ClassifyingManagers●First-lineManagers﹡Individualswhomanagetheworkofnon-managerialemployees.●MiddleManagers﹡Individualswhomanagetheworkoffirst-linemanagers.●TopManagers﹡Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.◆ClassifyingManagersTopManagers
MiddleManagersFirst-LineManagersNonmanagerialEmployeesExhibit1ManagerialLevelsTopMiddleManagersFirst-Line◆
WhatIsManagement?
●ManagerialConcerns﹡Efficiency:〝Doingthingsright〞-Gettingthemostoutputfortheleastinputs﹡Effectiveness:〝Doingtherightthings〞-Attainingorganizationalgoals◆WhatIsManagement?Exhibit2EffectivenessandEfficiencyinManagementEfficiency(Means)ResourceUsageLowWasteGoalAttainmentEffectiveness(Ends)HighAttainmentManagementStrivesfor:LowResourceWaste(highefficiency)HighGoalAttainment(higheffectiveness)Exhibit2EffectivenessandEf◆
WhatDoManagersDo?●FunctionalApproach﹡Planning-Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.﹡OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.﹡LeadingWorkingwithandthroughpeopletoaccomplishgoals.﹡ControllingMonitoring,comparing,andcorrectingwork.◆WhatDoManagersDo?BasicManagerialFunctionsOrganizingLeadingPlanningControllingBasicManagerialFunctionsOrgaExhibit3ManagementProcessandGoalAttainmentOrganizationalGoalsPlanningLeading(Influencing)ControllingOrganizingExhibit3ManagementProcessa◆
Planninginvolvestasksthatmustbeperformedtoattainorganizationalgoals,outlininghowthetasksmustbeperformed,andindicatingwhentheyshouldbeperformed.Planning◆Planninginvolvestasksthat◆
Determiningorganizationalgoalsandmeanstoreachthem◆
Managersplanforthreereasons1.Establishanoveralldirectionfortheorganization’sfuture2.Identifyandcommitresourcestoachievinggoals3.DecidewhichtasksmustbedonetoreachthosegoalsPlanning◆Determiningorganizationalg◆
Organizingmeansassigningtheplannedtaskstovariousindividualsorgroupswithintheorganizationandcrestingamechanismtoputplansintoaction.◆
Processofdecidingwheredecisionswillbemade,whowillperformwhatjobsandtasks,andwhowillreporttowhominthecompany.◆
Includescreatingdepartmentsandjobdescriptions.OrganizingOrganizationchart◆Organizingmeansassigningt◆
Leading(Influencing)meansguidingtheactivitiesoftheorganizationmembersinappropriatedirections.Objectiveistoimproveproductivity.leading◆Leading(Influencing)means◆
Gettingotherstoperformthenecessarytasksbymotivatingthemtoachievetheorganization’sgoals◆
Crucialelementinallfunctionsleading◆Gettingotherstoperformth◆
Gatherinformationthatmeasuresrecentperformance◆
Comparepresentperformancetopre-establishedstandards◆
Determinemodificationstomeetpre-establishedstandardsControlling◆Gatherinformationthatmeas◆
Processbywhichaperson,group,ororganizationconsciouslymonitorsperformanceandtakescorrectiveactionControlling◆Processbywhichaperson,g◆
WhatDoManagersDo?●ManagementRoles●Approach(Mintzberg)﹡Interpersonalroles-Figurehead,leader,liasion﹡Informationalroles-Monitor,disseminator,spokesperson﹡Decisionalroles-Disturbancehandler,resourceallocator,negotiator管理学经典◆
WhatManagersActuallyDo?(Mintzberg)﹡InteractionWithothersWiththeorganizationWiththeexternalcontextoftheorganization﹡ReflectionThoughtfulthinking﹡ActionPracticaldoing管理学经典◆
WhatDoManagersDo?●Skills
Approach﹡Technicalskills-Knowledgeandproficiencyinaspecificfield﹡Humanskills-Theabilitytowerkwellwithotherpeople﹡Conceptualskills-Theabilitytothinkandconceptualizeaboutandcomplexsituationsconcerningtheorganization管理学经典Exhibit4SkillsNeededatDifferentManagementLevelsTopManagementMiddleManagement
SupervisoryorOperationalManagementTechnicalSkillsHumanSkills
ConceptualSkillsManagementLevelsSkillsNeededAsamanagermovesfromthesupervisorytothetop-managementlevel,conceptualskillsbecomemoreimportantthantechnicalskills,buthumanskillsremainequallyimportant.Exhibit4SkillsNeededatDifExhibit5ConceptualSkills●Usinginformationtosolvebusinessproblems●Identifyingofopportunitiesforinnovation●Recognizingproblemareasandimplementingsolutions●Selectingcriticalinformationfrommassesofdata●Understandingofbusinessusesoftechnology●Understandingoforganization’sbusinessmodelExhibit5ConceptualSkillsExhibit6CommunicationSkills●Abilitytotransformideasintowordsandactions●Credibilityamongcolleagues,peers,andsubordinates●Listeningandaskingquestions●Presentationskills;spokenformat●Presentationskills;writtenand/orgraphicformatsExhibit6CommunicationSkillsExhibit7EffectivenessSkills●Contributingtocorporatemission/departmentalobjectives●Customerfocus●Multitasking:workingatmultipletasksinparallel●Negotiatingskills●Projectmanagement●Reviewingoperationsandimplementingimprovements●Settingandmaintainingperformancestandardsinternallyandexternally●Settingprioritiesforattentionandactivity●TimemanagementExhibit7EffectivenessSkillsExhibit8InterpersonalSkills●Coachingandmentoringskills●Diversityskills:workingwithdiversepeopleandcultures●Networkingwithintheorganization●Networkingoutsidetheorganization●Workinginteams;cooperationandcommitmentExhibit8InterpersonalSkills◆
TheIncreasingImportanceofCustomers●Customers:thereasonthatorganizationsexist﹡Managingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.●Consistenthighqualitycustomerserviceisessentialforsurvival.◆
Innovation●Doingthingsdifferently,exploringnewterritory,andtakingrisks﹡Managersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.HowTheManager’sJobIsChangingHowTheManager’sJobIsChangChangingTechnology(Digitization)IncreasedSecurityThreatsIncreasedEmphasisonOrganizationalandManagerialEthicsIncreasedCompetitivenessCustomerserviceInnovationGlobalizationEfficiency/productivityRedefinedvaluesRebuildingtrustIncreasedaccountabilityRiskmanagementWorklife-personallifebalanceRestructuredworkplaceDiscriminationconcernsGlobalizationconcernsEmployeeassistanceShiftingorganizationalboundariesVirtualworkplacesMoremobileworkforceFlexibleworkarrangementsEmpoweredemployeesImpactofChangesChangesExhibit8ChangesImpactingtheManager’sJobChangingTechnology(Digitizat◆
AnOrganizationDefined●Adeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone)◆
CommonCharacteristicsofOrganizations●Haveadistinctpurpose(goal)●Composedofpeople●HaveadeliberatestructureWhatIsAnOrganization?WhatIsAnOrganization?TraditionalOrganizationContemporaryOrganization●Stable●Dynamic●Inflexible●Flexible●Job-focused●Skills-focused●Workisdefinedbyjobpositions●Workisdefinedintermsoftaskstobedone●Individual-oriented●Team-oriented●Permanentjobs●Temporaryjobs●Command-oriented●Involvement-oriented●Managersalwaysmakedecisions●Employeesparticipateindecisionmaking●Rule-oriented●Customer-oriented●Relativelyhomogeneousworkforce●Diverseworkforce●Workdaysdefinedas9to5●Workdayshavenotimeboundaries●Hierarchicalrelationships●Lateralandnetworkedrelationships●Workatorganizationalfacilityduringspecifichours●Workanywhere,anytimeExhibit9TheChangingOrganizationTraditionalOrganizationContem◆
TheValueofStudyingManagement
●Theuniversalityofmanagement﹡Goodmanagementisneededinallorganizations.●Therealityofwork﹡Employeeseithermanageoraremanaged.●Rewardsandchallengesofbeingamanager﹡Managementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.﹡Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.WhyStudyManagementWhyStudyManagementAllOrganizationLevelsBottomTopAllTypesofOrganizationsProfitNot-for–ProfitAllOrganizationalAreasManufacturing–MarketingHumanResources–AccountingInformationSystems–etc.AllSizeofOrganizationsSmalllargeManagementIsNeededIn…Exhibit9UniversalNeedforManagementManagementIsNeededIn…ExhibiRewardsChallenges●Createaworkenvironmentinwhichorganizationalmemberscanworktothebestoftheirability●Dohardwork●Haveopportunitiestothinkcreativelyanduseimagination●Mayhavedutiesthataremoreclericalthanmanagerial●Helpothersfindmeaningandfulfillmentinwork●Havetodealwithavarietyofpersonalities●Support,coach,andnurtureothers●Oftenhavetomakedowithlimitedresources●Workwithavarietyofpeople●Motivateworkersinchaoticanduncertainsituations●Receiverecognitionandstatusinorganizationandcommunity●Successfullyblendknowledge,skills,ambitions,andexperiencesofadiverseworkgroup●Playaroleininfluencingorganizationaloutcomes●Successdependsonother’sworkperformance●Receiveappropriatecompensationinformofsalaries,bonuses,andstockoptions●GoodmanagersareneededbyorganizationsExhibit10RewardsandChallengesofBeingAManagerRewardsChallenges●Createaw◆
Step1●Divideyourselvesintogroups.5studentsinonegroupwithateamleader.Alistwithyournamesandcontactinformationshouldbehandedintoyoursubjectrepresentativebeforenextlesson.◆
Step2●Describingtheorganizationalframeworkandhumanstructureofoneorganizationwithin1000wordsbasedyourinterview.﹡Inyourhand-in,besuretomakeclearwhateverymembercontributed.AssignmentAssignment◆
Thestudyofadministration(13)◆
Thehumansideofenterprise(6)◆Bureaucracy(6)◆
BreakingthroughBureaucracy(13)◆
DiscussiononTheValueOrientationofPublicAdministration.(FairnessorEfficiency?)◆
DiscussionontheThoughtofAnti-bureaucracy.AssignmentAssignmentClassicsofManagementWangHanE-MAIL：whsh06@163.comClassicsofManagementWangHan●StephenP.RobbinsandMaryCoulter.Management(TenthEdition),清华大学出版社，2011.●PeterF.Drucker.ThePracticeofManagement,机械工业出版社，2009.●PeterF.Drucker.ManagementChallengesforthe21stCentury.机械工业出版社，2011.●JayM.Shafritz.ClassicsofPublicAdministration,中国人民大学出版社，2010.ReferencesReferences●TheStudyfor.WoodrowWilson.●TheHumanSideofEnterprise,DouglasMurrayMcGregor.●Bureaucracy,MaxWeber.●BreakingThroughBureaucracy,MichaelBarzelaywithBabakJ.Armajani.ReferencesReferences●Attendance10%●Assignments20%●FinalTest70%ExaminationsExaminationsIntroductiontoManagementandOrganizationsChapter1IntroductiontoChapter1●Youneedtouseyourstrengthstodoyourbest●Youneedtoknowyourweaknesses●Youneeddevelopmentalexperiencesatworktobecomesuccessfulleadersandaddressyourweakness●Youprobablyliketobechallengedwithnewlearningopportunities●Organizationsdonotwanttowastehumanresources●Globalizationderegulation,restructuring,andnewcompetitorsaddtothecomplexityofrunningabusinessWhyareManagerialCompetenciesImportant?●YouneedtouseyourstrengtAModelofManagerialCompetenciesCommunicationCompetencyPlanningandAdministrationCompetencyTeamworkCompetencyStrategicActionCompetencyGlobalAwarenessCompetencySelf-managementCompetencyManagerialEffectivenessAModelofManagerialCompetenFollowthislearningOutlineasyoureadandstudythischapter.
◆
WhoAreManagers?●Explainhowmanagersdifferfromnon-managerialemployees.●Describehowtoclassifymanagersinorganizations.◆
Whatismanagement?●Definemanagement.●Explainwhyefficiencyandeffectivenessareimportanttomanagement.
LEARNINGOUTLINE
FollowthislearningOutlinea◆
WhatDoManagersDo?●Describe
thefourfunctionsofmanagement.●ExplainMintzberg’smanagerialroles.●DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.●Discussthechangesthatareimpactingmanager’sjobs.●Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.管理学经典◆
WhoAreManagers?●Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.管理学经典◆
ClassifyingManagers●First-lineManagers﹡Individualswhomanagetheworkofnon-managerialemployees.●MiddleManagers﹡Individualswhomanagetheworkoffirst-linemanagers.●TopManagers﹡Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.◆ClassifyingManagersTopManagers
MiddleManagersFirst-LineManagersNonmanagerialEmployeesExhibit1ManagerialLevelsTopMiddleManagersFirst-Line◆
WhatIsManagement?
●ManagerialConcerns﹡Efficiency:〝Doingthingsright〞-Gettingthemostoutputfortheleastinputs﹡Effectiveness:〝Doingtherightthings〞-Attainingorganizationalgoals◆WhatIsManagement?Exhibit2EffectivenessandEfficiencyinManagementEfficiency(Means)ResourceUsageLowWasteGoalAttainmentEffectiveness(Ends)HighAttainmentManagementStrivesfor:LowResourceWaste(highefficiency)HighGoalAttainment(higheffectiveness)Exhibit2EffectivenessandEf◆
WhatDoManagersDo?●FunctionalApproach﹡Planning-Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.﹡OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.﹡LeadingWorkingwithandthroughpeopletoaccomplishgoals.﹡ControllingMonitoring,comparing,andcorrectingwork.◆WhatDoManagersDo?BasicManagerialFunctionsOrganizingLeadingPlanningControllingBasicManagerialFunctionsOrgaExhibit3ManagementProcessandGoalAttainmentOrganizationalGoalsPlanningLeading(Influencing)ControllingOrganizingExhibit3ManagementProcessa◆
Planninginvolvestasksthatmustbeperformedtoattainorganizationalgoals,outlininghowthetasksmustbeperformed,andindicatingwhentheyshouldbeperformed.Planning◆Planninginvolvestasksthat◆
Determiningorganizationalgoalsandmeanstoreachthem◆
Managersplanforthreereasons1.Establishanoveralldirectionfortheorganization’sfuture2.Identifyandcommitresourcestoachievinggoals3.DecidewhichtasksmustbedonetoreachthosegoalsPlanning◆Determiningorganizationalg◆
Organizingmeansassigningtheplannedtaskstovariousindividualsorgroupswithintheorganizationandcrestingamechanismtoputplansintoaction.◆
Processofdecidingwheredecisionswillbemade,whowillperformwhatjobsandtasks,andwhowillreporttowhominthecompany.◆
Includescreatingdepartmentsandjobdescriptions.OrganizingOrganizationchart◆Organizingmeansassigningt◆
Leading(Influencing)meansguidingtheactivitiesoftheorganizationmembersinappropriatedirections.Objectiveistoimproveproductivity.leading◆Leading(Influencing)means◆
Gettingotherstoperformthenecessarytasksbymotivatingthemtoachievetheorganization’sgoals◆
Crucialelementinallfunctionsleading◆Gettingotherstoperformth◆
Gatherinformationthatmeasuresrecentperformance◆
Comparepresentperformancetopre-establishedstandards◆
Determinemodificationstomeetpre-establishedstandardsControlling◆Gatherinformationthatmeas◆
Processbywhichaperson,group,ororganizationconsciouslymonitorsperformanceandtakescorrectiveactionControlling◆Processbywhichaperson,g◆
WhatDoManagersDo?●ManagementRoles●Approach(Mintzberg)﹡Interpersonalroles-Figurehead,leader,liasion﹡Informationalroles-Monitor,disseminator,spokesperson﹡Decisionalroles-Disturbancehandler,resourceallocator,negotiator管理学经典◆
WhatManagersActuallyDo?(Mintzberg)﹡InteractionWithothersWiththeorganizationWiththeexternalcontextoftheorganization﹡ReflectionThoughtfulthinking﹡ActionPracticaldoing管理学经典◆
WhatDoManagersDo?●Skills
Approach﹡Technicalskills-Knowledgeandproficiencyinaspecificfield﹡Humanskills-Theabilitytowerkwellwithotherpeople﹡Conceptualskills-Theabilitytothinkandconceptualizeaboutandcomplexsituationsconcerningtheorganization管理学经典Exhibit4SkillsNeededatDifferentManagementLevelsTopManagementMiddleManagement
SupervisoryorOperationalManagementTechnicalSkillsHumanSkills
ConceptualSkillsManagementLevelsSkillsNeededAsamanagermovesfromthesupervisorytothetop-managementlevel,conceptualskillsbecomemoreimportantthantechnicalskills,buthumanskillsremainequallyimportant.Exhibit4SkillsNeededatDifExhibit5ConceptualSkills●Usinginformationtosolvebusinessproblems●Identifyingofopportunitiesforinnovation●Recognizingproblemareasandimplementingsolutions●Selectingcriticalinformationfrommassesofdata●Understandingofbusinessusesoftechnology●Understandingoforganization’sbusinessmodelExhibit5ConceptualSkillsExhibit6CommunicationSkills●Abilitytotransformideasintowordsandactions●Credibilityamongcolleagues,peers,andsubordinates●Listeningandaskingquestions●Presentationskills;spokenformat●Presentationskills;writtenand/orgraphicformatsExhibit6CommunicationSkillsExhibit7EffectivenessSkills●Contributingtocorporatemission/departmentalobjectives●Customerfocus●Multitasking:workingatmultipletasksinparallel●Negotiatingskills●Projectmanagement●Reviewingoperationsandimplementingimprovements●Settingandmaintainingperformancestandardsinternallyandexternally●Settingprioritiesforattentionandactivity●TimemanagementExhibit7EffectivenessSkillsExhibit8InterpersonalSkills●Coachingandmentoringskills●Diversityskills:workingwithdiversepeopleandcultures●Networkingwithintheorganization●Networkingoutsidetheorganization●Workinginteams;cooperationandcommitmentExhibit8InterpersonalSkills◆
TheIncreasingImportanceofCustomers●Customers:thereasonthatorganizationsexist﹡Managingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.●Consistenthighqualitycustomerserviceisessentialforsurvival.◆
Innovation●Doingthingsdifferently,exploringnewterritory,andtakingrisks﹡Managersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.HowTheManager’sJobIsChangingHowTheManager’sJobIsChangChangingTechnology(Digitization)IncreasedSecurityThreatsIncreasedEmphasisonOrganizationalandManagerialEthicsIncreasedCompetitivenessCustomerserviceInnovationGlobalizationEfficiency/productivityRedefinedvaluesRebuildingtrustIncreasedaccountabilityRiskmanagementWorklife-personallifebalanceRestructuredworkplaceDiscriminationconcernsGlobalizationconcernsEmployeeassistanceShiftingorganizationalboundariesVirtualworkplacesMoremobileworkforceFlexibleworkarrangementsEmpoweredemployeesImpactofChangesChangesExhibit8ChangesImpactingtheManager’sJobChangingTechnology(Digitizat◆
AnOrganizationDefined●Adeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone)◆
CommonCharacteristicsofOrganizations●Haveadistinctpurpose(goal)●Composedofpeople●HaveadeliberatestructureWhatIsAnOrganization?WhatIsAnOrganization?TraditionalOrganizationContemporaryOrganization●Stable●Dynamic●Inflexible●Flexible●Job-focused●Skills-focused●Workisdefinedbyjobpositions●Workisdefinedintermsoftaskstobedone●Individual-oriented●Team-oriented●Permanentjobs●Temporaryjobs●Command-oriented●Involvement-oriented●Managersalwaysmakedecisions●Employeesparticipateindecisionmaking●Rule-oriented●Customer-oriented●Relativelyhomogeneousworkforce●Diverseworkforce●Workdaysdefinedas9to5●Workdayshavenotimeboundaries●Hierarchicalrelationships●Lateralandnetworkedrelationships●Workatorganizationalfacilityduringspecifichours●
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