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1、管理学（Management,8th）,（美）斯蒂芬.P.罗宾斯/玛丽.库尔特,1,Chapter 1,INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS 管理和组织导论,2,Learning outline(学习要点),who are managers? explain how managers differ from nonmanagerial employees. Discuss how to classify managers in organizations. what is management? Define management Expla
2、in why eefficiency （效率）and effectiveness（效果）are important to management. What do managers do? Describe the basic management functions （管理职能）. Explain Mintzbergs managerial roles（角色） . Describe Katzs three essential skills（技能） and how the importance of these three skills changes depending on managers
3、 jobs.,3,Learning outline(学习要点),What is an organization? Describe the characteristics of an organization. Explain how the concept of an organization is changing. Why study Management? Explain the university of studying management. Discuss why an understanding of management is important even if you d
4、ont plan to be a manager. Describe the rewards and challenges of being a manager.,4,一. Who Are Managers?,Manager（管理者） someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals。 1.与他人一起工作；2.协调；3.实现组织目标。 changing nature of organiz
5、ations and work has blurred the clear lines of distinction between managers and non-managerial employees。 管理者与非管理者的界限，不再象传统那么清晰了。,5,Who Are Managers? (cont.),Managerial Titles（管理头衔） First-line managers - manage the work of non-managerial individuals who are directly involved with the production or c
6、reation of the organizations products；一线管理者。 Middle managers - all managers between the first-line level and the top level of the organization manage the first-line managers； 中层管理者。 Top managers - responsible for making organization-wide decisions and establishing the plans and goals that affect the
7、 entire organization；高层管理者，简称高管。,6,Organizational Levels,管理层次,7,二. What Is Management?,Management（管理） the process of coordinating work activities so that they are completed efficiently and effectively with and through other people。 elements of definition Process - represents ongoing functions or pri
8、mary activities engaged in by managers。 Coordinating - distinguishes a managerial position from a non-managerial one。,8,What is Management? (cont. 续),Management (cont.) elements of definition Efficiency - getting the most output from the least amount of inputs（投入-产出最大化），效率 “doing things right” 正确地做事
9、。 concerned with means Effectiveness - completing activities so that organizational goals are attained（合目的性），效果 “doing the right things” 做正确的事。 concerned with ends,9,Efficiency and Effectiveness in Management,Low Waste,High Attainment,Management Strives For: Low resource waste (high efficiency， 高效率)
10、 High goal attainment (high effectiveness，高效果),10,三.What Do Managers Do?,3.1 Management Functions and Process most useful conceptualization of the managers job Planning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities。 计
11、划 Organizing - determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are made。 组织 Leading - directing and motivating all involved parties and dealing with employee behavior issues。领导 Controlling - monitoring activities to
12、ensure that they are going as planned。 控制,11,What Do Managers Do? (cont.),3.1 Management Functions and Process (cont.) Management process set of ongoing（持续） decisions and work activities in which managers engage （从事）as they plan, organize, lead, and control。 managerial activities are usually done in
13、 a continuous manner 。,12,What Do Managers Do? (cont.),3.2 Management Roles specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in nature； Informational - receiving, collecting, and disseminating（分配） information； Decisional - revolve
14、around making choices。 emphasis that managers give to the various roles seems to change with their organizational level。,13,EXHIBIT 1.4: MINTZBERGS MANAGERIAL ROLES（明茨伯格的管理角色理论）,P 10 图表 EXHIBIT 1.4,14,What Do Managers Do? (cont.),3.3 Management Skills（管理技能） Technical - knowledge of and proficiency i
15、n a certain specialized field。 专业技能。 Human - ability to work well with other people both individually and in a group。 人际技能。 Conceptual - ability to think and to conceptualize about abstract and complex situations。 概念技能。,15,EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS,16,How the Managers
16、 Job is Changing,Managers have always had to deal with changes taking place inside and outside the organization. 这些变化包括：数字技术，安全威胁，组织和管理伦理，日益加剧的竞争（see, 14） 2. The most significant changes impact on the managers job are the increasing importance of customers and innovation. 最重要的两个因素是：顾客重要性和创新的重要性。,17,How the Managers Job is Changing,3. Importance of customers to the managers job Every organization needs customers. Without cus
