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1、Chapter 1 Introduction to Management and Organization Chapter 2 Management Yesterday and Today Chapter 3 Organizational Culture and the Environment Chapter 4 Decision Making Chapter 5 Foundations of Planning Chapter 6 Strategic Management Chapter 7 Organizational Structure and Design Chapter 8 Human
2、 Resource Management Chapter 9 Motivating Employees Chapter 10 Leadership Chapter 11 Foundations of Control,Management,1-1,INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS,Chapter 1,1-2,1. Who Are Managers? P4 2. What Is Management? P7 3. What Do Managers Do? P9 4. What Is An Organization? P17 5. Why St
3、udy Management? P19,Outline,1-3,Teaching Objectives,1. Explain what a manager is. 2. Describe how to classify managers in organizations. 3. Define management. 4. Distinguish between efficiency and effectiveness. 5. Describe the basic management functions. 6. Identify the roles performed by managers.
4、 7. Describe the skills managers need. 8. Describe what an organization is and how the concept of an organization has changed.,1-4,Focal and Difficult Points,1. Managerial titles 2. The efficiency and effectiveness 3. The basic management functions 4. The roles performed by managers 5. Management sk
5、ills 6. The characteristics of an organization,1-5,Lead-in Case,海尔的腾飞 1. 崛起与发展： 从濒临倒闭的集体小厂发展壮大成为知名的跨国企业, 2002年海尔实现全球营业额711亿元，是84年的20000多倍；2002年，海尔跃居中国电子信息百强之首。1984年只有一个型号的冰箱产品，目前已拥有包括白色家电、黑色家电、米色家电、家居集成在内的86大门类13000多个规格品种的产品群。在全球，很多家庭都是海尔产品的用户。 2. “名牌战略”:中国第一品牌 3. 海尔发展战略创新的三个阶段： 1） 名牌战略阶段 2） 多元化战略阶段
6、 3） 国际化战略阶段 2002年海尔品牌价值评估为489亿元，跃居中国第一品牌。 4. 海尔的成功 美国家电杂志统计显示海尔是全球增长最快的家电企业，并对美国企业发出了“海尔击败通用电气”这样的警告。 美国财富杂志选出在“美国以外全球最具影响力的25名商界领袖”中，其首席执行官张瑞敏排在第19位。 张瑞敏登上了哈佛大学商学院讲台。,1-6,疯狂扩张的代价 中联公司成立于1992年，是经国务院批准注册的国有大公司。 公司组建伊始，他们在全国各地迅速地注册公司，短短一年时间之内，注册二级公司20多个，三级公司50多个，四级公司更是遍布全国。 偌大的一个公司，竟没有像样的主业支撑，没有知名的品牌挑
7、台，再加上内部管理上的混乱，致使资金周转困难，债台高筑，对下属公司的管理失控，陷入了全面危机。 1997年，国务院不得不对该公司进行全面清理整顿。一个曾红极一时的国有大公司倒下了。,1-7,话 题,你认为海尔与中联公司成败的 关键是什么？,1-8,上述两个案例，一个由小到大，到强；一个由大到乱，到衰，这一成一败说明了企业的成败在于科学的管理，在于正确的战略。 美国邓恩和布兹特里斯信用分析公司调研结果表明，有90%破产企业是由于管理不善所致。 我国国有企业80%以上的亏损企业是由于管理不善所致。,1-9,1. Who Are Managers?,Manager -someone who coor
8、dinates and oversees the works of other people so that organizational goals can be accomplished. (他通过协调和监督其他人的活动达到实现组织目标的目的。）,1-10,1. Who Are Managers? (cont.),Classifying Managers First-line managers - at the lowest level of management and manage the work of non-managerial employees who are directl
9、y involved with the production or creation of the organizations products Middle managers - all managers between the first-line level and the top level of the organization manage the first-line managers Top managers - responsible for making organization-wide decisions and establishing the plans and g
10、oals that affect the entire organization,1-11,Managerial Levels,1-12,2. What Is Management?,Management coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. （通过协调和监督他人的活动，有效率和有效果地完成工作。）,1-13,2. What Is Management? (cont.),1-14,M
11、anagerial Concerns Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining organizational goals,Effectiveness and Efficiency in Management,1-15,3. What Do Managers Do?,1-16,Management Functions most useful conceptualization of the
12、 managers job Planning - defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities Organizing - arranging and structuring work to accomplish the organizations goals Leading working with and through people to accomplish organization
13、al goals Controlling monitoring, comparing and correcting work performance,Management Functions,1-17,Management Roles specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in nature Informational - receiving, collecting, and disseminati
14、ng information Decisional - revolve around making choices emphasis that managers give to the various roles seems to change with their organizational level,3. What Do Managers Do? (cont.),1-18,Management Skills Technical job-specific knowledge and techniques needed to proficiently perform specific ta
15、sks 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 see the organization as a whole understand the relationships among subunits visualize how the organization fits into its broade
16、r environment,3. What Do Managers Do? (cont.),1-19,SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS,1-20,Organization a deliberate arrangement of people to accomplish some specific purpose elements of definition each organization has a distinct purpose each organization is composed of people all organizations develop some deliberate structure todays organizations have adopted: flexible work arrangements open communications greater resp
