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1、MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and Koontz,Introduction,What is management (P.4),Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.,Some Definitions,Productivity is the outputinput rat
2、io within a time period with due consideration for quality. Effectiveness is the achievement of objectives. Efficiency is the achievement of the ends with the least amount of resources (time, money, etc.).,Managing: Science or Art? (P.10),Managing as practice is an art; the organized knowledge under
3、lying the practice may be referred to as a science.,What Do Managers Do?,Fayol: Katz: Mintzberg:,Fayol: Managerial Function,Managers carry out the managerial functions of planning, organizing, leading, controlling.,Katz: Managerial Skills,Technical - knowledge of and proficiency in a certain special
4、ized field Human - ability to work well with other people both individually and in a group Conceptual - ability to think and to conceptualize about abstract and complex situations,Mintzberg: the Managerial Roles,Interpersonal roles Figurehead 挂名首脑 Leader 领导者 Liaison 联络者 Informational roles Recipient
5、 接收者 Disseminator 传播者 Spokesperson 发言人,Decision roles Entrepreneur 企业家 Disturbance handler 危机处理者 Resource allocator 资源配置者 Negotiator 谈判者,Chapter 1,Management: Science, Theory, and Practice,Scientific Management (P.12),Replacing rules of thumb with science. Obtaining harmony, rather than discord, in
6、group action. Achieving cooperation of human beings, rather than chaotic individualism. Working for maximum output, rather than restricted output. Developing all workers to the fullest extent possible for their own and their companys highest prosperity.,4 of the 14 Principles by Fayol,Authority and
7、responsibility Unity of command Scalar chain Esprit de corps,Hawthorne Studies,Background Location: Hawthorne plant Objective to determine the effect of illumination and other working conditions on workers and their productivity,Illumination Experiment,Two groups: Experimental group: the lighting co
8、nditions were manipulated or changed Controlling group: the lighting was never changed Result: productivity improved when illumination was either increased or decreased.,Hawthorne Effect,The phenomenon, arising basically from people being noticed.,Chapter 2. Management and Society: The External Envi
9、ronment, Social Responsibility, and Ethics,The Organization and Its External Environment,Arguments for Social Involvement,Public expectations Better social environment: long-run profits Discourage further government regulation and intervention Balance of responsibility and power Interdependent syste
10、m Stockholder interests Problems can become profits Public image Novel ideas Possession of resources Superiority of prevention over cures,Arguments Against Social Involvement,Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of unive
11、rsal support,Ethical Theories,The utilitarian theory suggests that plans and actions should be evaluated by their consequences. The theory based on rights holds that all people have basic rights. The theory of justice demands that decision makers be guided by fairness and equity, as well as impartia
12、lity.,Definition of Whistle-Blowing,Whistle-blowing is making known to outside agencies what are considered unethical company practices.,MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and Koontz,Chapter 3. Global, Comparative, and Quality Management,Country Alliances and Economic Blocs,Members NAFTA ASEAN
13、 Mercosur,Comparative Management,France Le Plan and the Cadre Germany Authority and Codetermination Korea Chaebol and Inhwa,Japanese Management,Lifetime Employment Seniority System Decision Making in Japan,Behaviors in Different Cultures (Hofstede),Individualism Large power distance Uncertainty tole
14、rance Masculinity Long-term orientation,Collectivism small power distance Uncertainty avoidance Femininity short-term orientation,Gaining Competitive Advantage through Quality Management,Traditional quality management gurus Dr. Deming Dr. Juran Phil Crosby,Other Quality Approaches and Awards,Malcolm
15、 Baldrige National Quality Award established by the U.S. Congress in 1987 ISO 9000, pioneered by the Europeans European Quality Award given by the European Foundation,MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and Koontz,Chapter 4. Essentials of Planning and Managing by Objectives,Definition of Planni
16、ng,Planning involves selecting missions and objectives and the actions to achieve them; it requires decision making, that is, choosing from among alternative future courses of action.,Relationship of planning and controlling: Siamese twins,The purpose of controlling is to achieve the objective or plan. Some types such as budget, policy, rule and procedure are part of planning and controlling.,Contents of Plans,What is our business? 我是谁 Mission or Purpose What should our business be in the fu
