robbinsfom7ch01专题培训课件

1ChapterCopyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.Managers

and

ManagementLearningOutcomesTellwhomanagersareandwheretheyworkDefinemanagementDescribewhatmanagersdoExplainwhyit’simportanttostudymanagementDescribethefactorsthatarereshapingandredefiningmanagementCopyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-2WhoAreManagers?

WhereDoTheyWork?OrganizationAdeliberatearrangementofpeoplebroughttogethertoaccomplishaspecificpurpose.CommonCharacteristicsofOrganizationsDistinctpurposePeopleworkingtogetherAdeliberatesystematicstructure1-3Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-4Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.HowAreManagersDifferentfromNonmanagerialEmployees?NonmanagerialEmployees

Peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.Examples,associates,teammembersManagers

Individualsinorganizationswhodirecttheactivitiesofothers.1-5Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-6Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhatTitlesDoManagersHave?TopManagersResponsibleformakingdecisionsaboutthedirectionoftheorganization.Examples;President,ChiefExecutiveOfficer,Vice-PresidentMiddleManagersManagetheactivitiesofothermanagers.Examples;DistrictManager,DivisionManagerFirst-lineManagersResponsiblefordirectingnonmanagerialemployeesExamples;Supervisor,TeamLeader1-7Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhatIsManagement?ManagementTheprocessofgettingthingsdoneeffectivelyandefficiently,withandthroughpeopleEffectiveness

“Doingtherightthings”,doingthosetasksthathelpanorganizationreachitsgoalsEfficiency

Concernedwiththemeans,efficientuseofresourceslikepeople,money,andequipment1-8Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-9Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhatDoManagersDo?InthefunctionsapproachproposedbyFrenchindustrialistHenriFayol,allmanagersperformcertainactivitiesorfunctions1-10Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.FourManagementFunctionsPlanning

DefiningtheorganizationalpurposeandwaystoachieveitOrganizingArrangingandstructuringworktoaccomplishorganizationalgoalsLeading

DirectingtheworkactivitiesofothersControllingMonitoring,comparing,andcorrectingworkperformance1-11Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-12Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhatRolesDoManagersPlay?HenryMintzbergobservedthatamanager’sjobcanbedescribedbytenrolesperformedbymanagersinthreegeneralcategoriesInterpersonalRolesFigurehead,Leader,andLiaisonInformationalRoles

Monitor,DisseminatorandSpokespersonDecisionalrolesEntrepreneur,DisturbanceHandler,ResourceAllocatorandNegotiator1-13Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-14Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhatSkillsDoManagersNeed?RobertKatzandothersdescribefourcriticalskillsinmanagingConceptualSkillsUsedtoanalyzecomplexsituationsInterpersonalSkillsUsedtocommunicate,motivate,mentoranddelegateTechnicalSkills

BasedonspecializedknowledgerequiredforworkPoliticalSkillsUsedtobuildapowerbaseandestablishconnections1-15Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.IsTheManager’sJobUniversal?Thepreviousdiscussiondescribemanagementasagenericactivity.Inreality,amanager’sjobvarieswithalongseveraldimensionsLevelintheOrganizationToplevelmanagersdomoreplanningthansupervisorsProfitvs.NonprofitManagementperformanceismeasuredondifferentobjectives1-16Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.IstheManager’sJobUniversal?(cont’d)SizeoftheOrganizationSmallbusinessesrequireanemphasisinthemanagementroleofspokespersonNationalBordersTheseconceptsworkbestinEnglish-speakingcountriesandmayneedtobemodifiedinotherglobalenvironments1-17Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-18Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-19Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhyStudy

Management?AllofushaveavestedinterestinimprovingthewayorganizationsaremanagedOrganizationsthatarewellmanagedfindwaystoprospereveninchallengingeconomictimesAftergraduationmoststudentsbecomemanagersoraremanaged1-20Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhatCanStudentsofManagementLearnFromOtherCourses?AnthropologyThestudyofsocialsocietieswhichhelpsuslearnabouthumansandtheiractivitiesEconomicsProvidesuswithanunderstandingofthechangingeconomyandcompetitioninaglobalcontext1-21Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhatCanStudentsofManagementLearnFromOtherCourses?(cont’d)PhilosophyInquiresintothenatureofthings,particularlyvaluesandethicsPoliticalScienceThestudyofbehaviorandgroupswithinapoliticalenvironmentPsychologyThesciencethatseekstomeasure,explainandsometimeschangethebehaviorofhumansSociologyThestudyofpeopleinrelationshiptotheirfellowhumanbeings1-22Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhatFactorsAreReshapingandRedefiningManagement?Welcometothenewworldofmanagement!TodaymanagersmustdealwithChangingworkplacesEthicalandtrustissuesGlobaleconomicuncertaintiesChangingtechnologies1-23Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhyAreCustomersImportanttotheManager’sJob?WithoutcustomersmostorganizationswouldceasetoexistTodaywe’rediscoveringthatemployeeattitudesandbehaviorsplayabigpartincustomersatisfactionManagersmustcreateacustomerresponsivewhereemployeesarefriendly,knowledgeable,responsivegtocustomerneeds1-24Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.WhyIsInnovationImportanttotheManager’sJob?“Nothingismoreriskythannotinnovating”Innovationisn’tjustimportantforhightechnologycompaniesbutessentialinalltypesoforganizations1-25Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-26ABriefHistoryofManagement’sRootsHistoryModuleEarlyManagementManagementhasbeenpracticedalongtime.Organizedendeavorsdirectedbypeopleresponsibleforplanning,organizing,leadingandcontrollinghaveexistedforthousandsofyearsCopyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-27ClassicalApproachesScientificManagementFrederickW.Taylordescribedscientificmanagementasamethodofscientificallyfindingthe“onebestwaytodoajob”Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-28OtherClassicApproachesGeneralAdministrativeTheoryfocusedonwhatconstitutedgoodmanagementMaxWeber(pictured)describedthebureaucracyasanidealrationalformoforganizationHenriFayolidentifiedfivemanagementfunctionsand14managementprinciplesCopyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-29BehavioralApproachesEarlymanagementwritersincludedRobertOwen,wasconcernedaboutdeplorableworkingconditionsHugoMunsterberg,apioneerthefieldofindustrialpsychologyMaryParkerFollettrecognizedhatorganizationscouldbeviewedfrombothindividualandgroupbehavior.Copyright©2023PearsonEducation,Inc.PublishingasPrenticeHall.1-30TheHawthorneStudiesConductedattheWesternElectricCompanyWorksthesestudies:Providednewinsightsintoindividualandgroupbehavior

inthebehaviorofpeopleatwork.Concludedthatgrouppressurescansignificantlyimpactindividualproductivity