管理学第一讲管理综述

管理学第一讲管理综述Contents

1.Introduction

2.ManagementHistoryandTheoriesChapter1Contents1.WhoAreManagers?

2.WhatIsManagement?3.WhatDoManagersDo?4.WhatIsanOrganization?5.WhyStudyManagement?Chapter1LEARNINGOUTLINE1.Whoaremanagers?Explainhowmanagersdifferfromnon-managerialemployees.Describehowtoclassifymanagersinorganizations.1.Whoaremanagers?aworkerworkingontheTVassemblylineadirectoroftheTVfactoryaclerkofthebankadirectorofthebankateacherteachingmanagementadeanoftheeconomicschoolacaptainofthebasketballteamaplayerapresidentofthehospitaladoctorasoldier士兵aplatoonleader排长asalesmanagerofaninsurancecompany保险公司销售经理

1.Whoaremanagers?Non-managersaworkerworkingontheTVassemblylineaclerkofthebankaplayerasoldierManagersadirectoroftheTVfactoryadirectorofthebankadeanoftheeconomicschoolacaptainofthebasketballteamapresidentofthehospitalaplatoonleader排长

AreTheyManagers,Yesornot?ASalesmanagerofaninsurancecompany保险销售经理Ateacherteachingmanagement教师Adoctor医生Amemberofself-managedteam?自我管理小组的成员1–7Beforewedefinemanagers,let’slearn

Whoareoperatives?操作人员

(nonmanagerialemployees)非管理者Operatives-employeeswhoworkdirectlyonajobortaskandreporttomanagers－usetechnicalskillstoperformvarietyoftasks－noonereporttothem－havenoresponsibilityforoverseeingworksofotherse.g.,workers,teachers,cookers1–9WhoAreManagers?ManagerManagersaretheorganizationalmemberswhotellotherswhattodoandhowtodoit.Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.

Amanager’sjobisnotpersonalachievement-it’sabouthelpingothersdotheirwork.1–10WhoAreManagers?DoesaManagerhavesomeotherworkdutiesnotrelatedtocoordinatingandoverseeingtheworkofotherpeople?Managersmayhavesomeotherworkdutiesnotrelatedtocoordinatingtheworkofothers.Ex:InsuranceclaimssupervisorEx:AdeanoftheeconomicschoolYes!AreTheyManagers,Yesornot?ASalesmanagerofaninsurancecompany保险销售经理Ateacherteachingmanagement教师Adoctor医生Amemberofself-managedteam?自我管理小组的成员1–111–12WhoAreManagers?ThechangingnatureofworkManagersmayhaveworkdutiesnotrelatedtocoordinatesandoverseestheworkofothersOperativessharetheresponibilitiesofmanagersinsomeorganizationinsomesituationAnoperativecanbeateamleader,qualityinspector,instructor,orimprovementplanner管理者的管理职责被分割操作者被授权分担管理职责两者的界限在模糊化，老板、主管、领导的角色在弱化消失中，团队成员、赞助者、教练、教师的角色形成中1–13Exhibit1–1 ManagerialLevels–ThetypeofmanagersP61–14ThetypeofManagers-definitionFirst-lineManagersManagersatthelowestleveloftheorganizationthatmanagetheworkofnon-managerialemployeeswhotypicallyareinvolvedwithproducingtheorganization’sproductsorservicingorganization’scustomers.TopManagersManagersatorneartheupperlevelsoftheorganizationstructurewhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.MiddleManagersManagersbetweenthefirstlevelandthetopleveloftheorganizationwhomanagetheworkoffirst-linemanagers.Allmanagersbetweenthefirst-linelevelandthetopleveloftheorganization1–151–16管理者的职能划分生产、销售、财务、人事、工程1–171–18LEARNINGOUTLINE

2.WhatIsManagement?Definemanagement.Explainwhyefficiencyandeffectivenessareimportanttomanagement.1–192.WhatIsManagement?DManagementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.P61–20WhatIsManagement?ManagerialConcernsEffectiveness（效果\效能\效力）“Doingtherightthings”AttainingorganizationalgoalsEfficiency（效率）“Doingthingsright”GettingthemostoutputfortheleastinputsEx:MalaysiaAirlinesoughtthemissingflightbymanyways,bysatellites,airplanes,andships.1–21NoEffectivenessTheMalaysianmagiciansweresearchingthemissingflightofMH3701–22WhichismoreEfficiency?1–23Exhibit1–2 EffectivenessandEfficiencyinManagementP81–24效率与效能的问题最低工资政府的产品限价令效率与效能的平衡1–25滴滴打车软件高考课外补习班管理的任务1–263.WhatDoManagersDo?1–28LEARNINGOUTLINE3.WhatDoManagersDo?Describethefourfunctionsofmanagement.ExplainMintzberg’smanagerialroles.DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.Discussthechangesthatareimpactingmanagers’jobs.Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.3.WhatDoManagersDo?Threecategorizationschemes:1)managementfunctions(职能）2)managementroles（角色）3)managementskills（技能）HenriFayol’sfivefunctions-POCCC

-AFrenchindustrialistintheearlypartofthetwentiethcenturyfirstproposedthatallmanagersperformfivefunctions:－plan－organize－command－coordinate－control1–31WhatDoManagersDo?

-FunctionalApproach3.1FunctionalApproachPlanning计划Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.Organizing组织Arrangingandstructuringworktoaccomplishorganizationalgoals.Leading领导Workingwithandthroughpeopletoaccomplishgoals.Controlling控制Monitoring,comparing,andcorrectingwork.P81–32Exhibit1–3 ManagementFunctionsP91–33WhatDoManagersDo?-RoleApproachInterpersonalroles人际关系角色Figurehead,leader,liaison代表人、领导者、联络者InformationalrolesMonitor,disseminator,spokesperson监督员、传播者、发言人DecisionalrolesEntrepreneur，Disturbancehandler,resourceallocator,negotiator企业家、麻烦应对者、资源分配者、协调者3.2ManagementRolesApproach

(HenryMintzberg)

明兹伯格-Managersperform10different,buthighlyinterrelatedroles1–35WhatDoManagersDo?–SkillApproach3.3SkillsApproach-RobertL.KatzTechnicalskills技术技能KnowledgeandproficiencyinaspecificfieldHumanskills人际技能TheabilitytoworkwellwithotherpeopleConceptualskills概念技能Theabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization•seetheorganizationasawhole•understandtherelationshipsamongsubunits•visualizehowtheorganizationfitsintoitsbroaderenvironmentP12-131–361–37Exhibit1–5 SkillsNeededatDifferentManagementLevelsP121–383.4HowTheManager’sJobIsChangingTheIncreasingImportanceofCustomersCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.1–393.4HowTheManager’sJobIsChangingTheImportanceofInnovationtoManager’sJobDoingthingsdifferently,exploringnewterritory,andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.EX:KodakfilmNokiaMaYunandMaHuateng1–40Exhibit1–8

ChangesImpacting

theManager’sJob技术进步安全威胁增加管理伦理强化竞争加剧P144.WhatisanOrganization?Wheredomanageswork?1–42WhatIsAnOrganization?OrganizationP14-15DAdeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone).为实现一些特定的目标而对人员进行的刻意安排。1–43Exhibit1–9 CharacteristicsofOrganizationsCommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructureP7目的特定结构人5.WhyStudyManagement?Explaintheuniversalityofmanagementconcept.Discusswhyanunderstandingofmanagementisimportant.Describetherewardsandchallengesofbeingamanager.1–45Exhibit1–10 UniversalNeedforManagement5.1TheuniversalityofmanagementP171–465.WhyStudyManagement?TheValueofStudyingManagement5.2TherealityofworkYou,aftergraduatefromschool,willeithermanageorwillbemanaged.1–475.WhyStudyManagement?TheValueofStudyingManagement5.3RewardsandchallengesofbeingamanagerManagementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.Question:管理者的好处与制约是什么？你是否适合做管理者？1–49Exhibit1–11 RewardsandChallengesofBeingAManagerP18DoYouReallyWanttobeaManager?Theincreasedworkload.Thechallengeofsupervisingformerpeers.Theheadacheofresponsibilityforotherpeople.Beingcaughtinthemiddle1–50管理者的代价（失去的权利）发脾气成为一帮人之一把个人问题带进工作发泄你的挫败感和对工作的不满拒绝改变在艰巨任务上推卸责任参加最喜欢的活动把个人利益放在首位让别人做你不想做的事情对成功工作期待立即的认可和奖赏--RobertKreitner1–51Doyouhaveskillsofbeingagoodmanager?

Managementinpractice:experientialexercise

Answer:清华大学出版社“NewEraofManagement”9ebyRichardL.DaftP251–52LearningSummary1WhoAreManagers?Managerscoordinateanoverseetheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.TopmanagersMiddlemanagersFirst-linemanagersWhatIsManagement?CoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectivelyEffi