《Management_Chapter1》由会员分享，可在线阅读，更多相关《Management_Chapter1（27页珍藏版）》请在金锄头文库上搜索。
1、Page3 1 2 Page3 1 3 Page3 1 4 Page3 1 5 Discusswithyourneighbor Dothesecartoonstellthetruth Why not Whatsortofpeoplebecomemanagers Areyoualsoamanager Doyouwanttobecomeamanager Why not Afterdiscussingthequestionsabove Canyouthinkofadefinitionofmanagement Page3 1 6 WhoAreManagers ManagerSomeonewhowork
2、swithandthroughotherpeoplebycoordinatingandintegratingtheirworkactivitiesinordertoaccomplishorganizationalgoals Integrating bringingresourcestogether suchaspeople money materials Page4 1 7 ClassifyingManagers First lineManagersAreatthelowestlevelofmanagementandmanagetheworkofnon managerialemployees
3、Supervisors shiftmanagers districtmanagers departmentmanagers officemanagersorforemenMiddleManagersManagetheworkoffirst linemanagers Regionalmanagers projectleader plantmanagerordivisionmanagerTopManagersAreresponsibleformakingorganization widedecisionsandestablishingplansandgoalsthataffecttheentire
4、organization executivevicepresident E V P president managingdirector Chiefoperatingofficer C O O Chiefexecutiveofficer C E O orChairmanoftheboard Page5 1 8 Exhibit1 1 ManagerialLevels ArenotManagers They reemployees e gcashier clerks drivers etc Page6 1 9 WhatIsManagement Efficiency Doingthingsright
5、 Gettingthemostoutputfromtheleastamountofinputs Effectiveness Doingtherightthings Attaining reaching organizationalgoalsAchievingbusinessobjectives Coordinating Arranging Allocation DividingandSharing Page7 1 10 Exhibit1 2 EffectivenessandEfficiencyinManagement Strives triestoachieve Page8 1 11 What
6、DoManagersDo TheFunctionalApproachPlanningDefininggoals establishingstrategiestoachievegoals developingplanstointegrateandcoordinateactivities OrganizingArrangingworktoaccomplishorganizationalgoals LeadingWorkingwithandthroughpeopletoaccomplishgoals ControllingMonitoring comparingandcorrectingthewor
7、k 1 12 Exhibit1 3 ManagementFunctions StatedPurpose GoalsorObjective Page9 1 13 WhatDoManagersDo InterpersonalrolesFigurehead leader liaison associate InformationalrolesMonitor disseminator sharerofinfo spokespersonDecisionalrolesEntrepreneur disturbance trouble handler resourceallocator negotiator
8、TheRolesApproachorMintzberg sManagerialRoles Page9 1 14 WhatDoManagersDo TheRolesApproachMintzberg sManagerialRoles Page11 1 15 WhatDoManagersDo SkillsApproach basedonKatz stheory TechnicalskillsKnowledgeandproficiency expertise inaspecificfieldofactivityEputerprogrammer accountant airlinepilotHuman
9、skillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualize createamentalimage aboutabstract intangible andcomplex difficult situations 1 16 Exhibit1 5 Katz stheoryofessentialskillsneededatdifferentmanagementlevels 1 17 Exhibit1 7 ManagementSkillsandManagementFunctionM
10、atrix Veryslightabilityslightabilitymuchabilityverymuchability1234DoyouusuallyunderstandanEnglishmoviewithEnglishsubtitles Areyouagoodlistener Canyoumakeothersfeelgood CanyouwriteafunnyshortstoryinChinese Doyouknowhowtocreate editandsaveatextusingMSWord Canyourelaxwhenunderpressureinsituations Doyou
11、knowtheimpactthatyourbehaviourhasonothers Canyoucalmyourselfquicklywhenangry Couldyourepairabrokenchairbyyourself Canyouproducemotivationwhendoinguninterestingwork Canyouhelpotherstomanagetheiremotions Canyoustaycalmwhenyouarethetargetofangerfromothers Doyouknowhowtocookyourfavoritedish Areyouableto
12、sewyourowndress Canyoufollowyourwordswithaction Doyouknowwhenyouarethinkingnegativelyandstopit WhatareyourSkills ClassActivity Page13 1 19 HowTheManager sJobIsChanging1 Changeintechnology Digitization automationandcomputerizationImpact e g virtualworkplaces moremobileworkforce flexibleworkarrangemen
13、ts empoweredemployees shiftingorganizationalboundariesIncreasedthreatstosecurity Riskmanagement Theprocessofidentifyingandevaluatingrisksandselectingandmanagingtechniquestoadapttorisk Work lifebalanceDiscrimination unfairtreatmentofcertaingroupsofpeople etc Page13 1 20 HowTheManager sJobIsChanging2
14、Ethics principlesofwhatisrightandwrong RedefinedvaluesRebuildingtrustIncreasedaccountability responsibilityforyouractions Increasedcompetition CustomerserviceInnovationGlobalizationProductivity Efficiency Page14 1 21 HowTheManager sJobIsChanging3 TheIncreasingImportanceofCustomers Customers thereaso
15、nthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployeesdirectlyorindirectlyConsistent allthetime highqualitycustomerserviceisessential important forthesurvivaloftheorganizationInnovationDoingthingsdifferently exploringnewideas andtakingrisksManagersshouldenco
16、urageemployeestobeaware toknow andtoactonopportunitiesforinnovation Nothingismoreriskythannotinnovating Page15 1 22 WhatIsAnOrganization Organizationshaveadistinct specific purpose goal Composed consist madeup ofpeople Haveadeliberate notbychance structure aparticulararrangementofparts 1 23 Exhibit1 10 TheChangingOrganization Page16to19 1 24 WhyStudyManagement TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizations TherealityofworkEmployeeseithermanageorar
