罗宾斯管理学PPT英文版.pptx

11PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright 2005 Prentice Hall,Inc.Copyright 2005 Prentice Hall,Inc.All rights reserved.All rights reserved.8 8thth edition editionSteven P.RobbinsSteven P.RobbinsMary CoulterMary Coulter第1页/共499页12L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.Who Are Managers?Describe who is doing managerial work in todays organizations.Define who managers are.Explain how manager differ from non-managerial employees.Discuss how to classify managers in organizations.What Is Management?Define management.Contrast efficiency and effectiveness.Explain why efficiency and effectiveness are important to management.第2页/共499页13L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.What Do Managers Do?Describe the four functions of management.Explain Mintzbergs managerial roles.Tell how a managers include reflection and action.Describe Katzs three essential managerial skills and how the importance of these skills changes depending on managerial level.List other important managerial skills and competencies.Discuss the change that are impacting managers jobs.Explain why customer service and innovation are important to the managers job.第3页/共499页14L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.What Is An Organization?Describe the characteristics of an organization.Explain how the concept of an organization is changing.Why Study Management?Explain the universality of management concept.Discuss why an understanding of management is important even if you dont plan to be a manager.Describe the rewards and challenges of being a manager.第4页/共499页15Who Are Managers?ManagerSomeone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.第5页/共499页16Classifying ManagersFirst-line ManagersAre at the lowest level of management and manage the work of non-managerial employees.Middle ManagersManage the work of first-line managers.Top ManagersAre responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.第6页/共499页17What Is Management?Managerial ConcernsEfficiency“Doing things right”Getting the most output for the least inputsEffectiveness“Doing the right things”Attaining organizational goals第7页/共499页18What Do Managers Do?Functional ApproachPlanningDefining goals,establishing strategies to achieve goals,developing plans to integrate and coordinate activitiesOrganizingArranging work to accomplish organizational goalsLeadingWorking with and through people to accomplish goals.ControllingMonitoring,comparing,and correcting the work第8页/共499页19What Do Managers Do?(contd)Management Roles ApproachInterpersonal rolesFigurehead,leader,liaisonInformational rolesMonitor,disseminator,spokespersonDecisional rolesDisturbance handler,resource allocator,negotiator第9页/共499页110What Do Managers Do?(contd)Skills ApproachTechnical skillsKnowledge and proficiency in a specific fieldHuman skillsThe ability to work well with other peopleConceptual skillsThe ability to think and conceptualize about abstract and complex situations concerning the organization第10页/共499页111How The Managers Job Is ChangingThe Increasing Importance of CustomersCustomers:the reason that organizations existManaging customer relationships is the responsibility of all managers and employees.Consistent high quality customer service is essential for survival.InnovationDoing things differently,exploring new territory,and taking risksManagers should encourage employees to be aware of and act on opportunities for innovation.第11页/共499页112What Is An Organization?An Organization DefinedA deliberate arrangement of people to accomplish some specific purposeCommon Characteristics of OrganizationsHave a distinct purpose(goal)Composed of peopleHave a deliberate structure第12页/共499页113Why Study Management?The Value of Studying ManagementThe universality of managementGood management is needed in all organizations.The reality of workEmployees either manage or are managed.Rewards and challenges of being a managerManagement offers challenging,exciting and creative opportunities for meaningful and fulfilling work.Successful managers receive significant monetary rewards for their efforts.第13页/共499页114PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright 2005 Prentice Hall,Inc.Copyright 2005 Prentice Hall,Inc.All rights reserved.All rights reserved.8 8thth edition editionSteven P.RobbinsSteven P.RobbinsMary CoulterMary Coulter第14页/共499页115L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.oHistorical Background of ManagementExplain why studying management history is important.Describe some early evidences of management practice.Discuss why division of labor and the Industrial Revolution are important to the study of management.List six management approaches.Scientific ManagementDefine scientific management.Describe the important contributions made by Fredrick W.Taylor and Frank and Lillian Gilbreth.Explain how todays managers use scientific management.第15页/共499页116L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.oGeneral Administrative TheoristsTell what the general administrative theorists brought to the study of management.Describe how Fayol viewed the practice of managementExplain why Fayol developed his principles of management.Discuss Fayols 14 management principles.Describe Max Webers contribution to the general administrative theory of management,Define the characteristics of a bureaucracyExplain how todays managers use general administrative theory.第16页/共499页117L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.oQuantitative Approach to ManagementDefine the quantitative approach and how it evolved.Explain what the quantitative approach has contributed to the field of management.Discuss how todays managers may not be comfortable with the quantitative approach.Toward Under Organizational BehaviorDefine organizational behavior.Describe the contributions of the early advocates of OB.Describe the design of the Hawthorne Studies.Explain the contributions of the Hawthorne Studies to the field of management.第17页/共499页118L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.oToward Understanding Organizational Behavior (contd)Discuss the criticisms of the Hawthorne Studies.Discuss how todays managers use the behavioral approach.oThe Systems ApproachDefine a system.Contrast closed systems and open systems.Describe an organization using the systems approach.Discuss how the systems approach is appropriate for understanding management.第18页/共499页119L E A R N I N G O U T L I N E (contd)Follow this Learning Outline as you read and study this chapter.oThe Contingency ApproachDefine the contingency approachExplain how the contingency approach differs from the early theories of managementDiscuss the popular contingency variables.Discuss how the contingency approach is appropriate for studying managementoCurrent Issues and TrendsExplain why we need to look at the current trends and issues facing managers.Define workforce diversity,entrepreneurship,e-business,learning organization,knowledge management,and quality management.第19页/共499页120Historical Background of ManagementAncient ManagementEgypt(pyramids)and China(Great Wall)Venetians(floating warship assembly lines)Adam SmithPublished“The Wealth of Nations”in 1776Advocated the division of labor(job specialization)to increase the productivity of workersIndustrial RevolutionSubstituted machine power for human laborCreated large organizations in need of management第20页/共499页121Major Approaches to ManagementScientific ManagementGeneral Administrative TheoryQuantitative ManagementOrganizational BehaviorSystems ApproachContingency Approach第21页/共499页122Scientific ManagementFredrick Winslow TaylorThe“father”of scientific managementPublished Principles of Scientific Management(1911)The theory of scientific management:Using scientific methods to define the“one best way”for a job to be donePutting the right person on the job with the correct tools and equipmentHaving a standardized method of doing the jobProviding an economic incentive to the worker第22页/共499页123Scientific Management(contd)Frank and Lillian GilbrethFocused on increasing worker productivity through the reduction of wasted motionDeveloped the microchronometer to time worker motions and optimize performance.How Do Todays Managers Use Scientific Management?Use time and motion studies to increase productivityHire the best qualified employeesDesign incentive systems based on output第23页/共499页124General Administrative TheoristsHenri FayolBelieved that the practice of management was distinct from other organizational functions Developed fourteen principles of management that applied to all organizational situationsMax WeberDeveloped a theory of authority based on an ideal type of organization(bureaucracy)Emphasized rationality,predictability,impersonality,technical competence,and authoritarianism.第24页/共499页125Quantitative Approach to ManagementQuantitative ApproachAlso called operations research or management scienceEvolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsFocuses on improving managerial decision making by applying:Statistics,optimization models,information models,and computer simulations第25页/共499页126Understanding Organizational Behavior Organizational Behavior(OB)The study of the actions of people at work;people are the most important asset of an organizationEarly OB AdvocatesRobert OwenHugo MunsterbergMary Parker FollettChester Barnard第26页/共499页127The Hawthorne StudiesA series of productivity experiments conducted at Western Electric from 1927 to 1932.Experimental findingsProductivity unexpectedly increased under imposed adverse working conditions.The effect of incentive plans was less than expected.Research conclusionSocial norms,group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.第27页/共499页128The Systems ApproachSystem DefinedA set of interrelated and interdependent parts arranged in a manner that produces a unified whole.Basic Types of SystemsClosed systemsAre not influenced by and do not interact with their environment(all system input and output is internal)Open systemsDynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments第28页/共499页129Implications of the Systems ApproachCoordination of the organizations parts is essential for proper functioning of the entire organization.Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.Organizations are not self-contained and,therefore,must adapt to changes in their external environment.第29页/共499页130The Contingency ApproachContingency Approach DefinedAlso sometimes called the situational approach.There is no one universally applicable set of management principles(rules)by which to manage organizations.Organizations are individually different,face different situations(contingency variables),and require different ways of managing.第30页/共499页131Current Trends and IssuesGlobalizationEthicsWorkforce DiversityEntrepreneurshipE-businessKnowledge ManagementLearning OrganizationsQuality Management第31页/共499页132Current Trends and Issues(contd)GlobalizationManagement in international organizationsPolitical and cultural challenges of operating in a global marketEthicsIncreased emphasis on ethics education in college curriculumsIncreased creation and use of codes of ethics by businesses第32页/共499页133Current Trends and Issues(contd)Workforce DiversityIncreasing heterogeneity in the workforceMore gender,minority,ethnic,and other forms of diversity in employeesAging workforceOlder employees who work longer and not retireThe cost of public and private benefits for older workers will increase Increased demand for products and services related to aging第33页/共499页134Current Trends and Issues(contd)Entrepreneurship DefinedThe process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness.Entrepreneurship processPursuit of opportunitiesInnovation in products,services,or business methodsDesire for continual growth of the organization第34页/共499页135Current Trends and Issues(contd)E-Business(Electronic Business)The work preformed by an organization using electronic linkages to its key constituenciesE-commerce:the sales and marketing component of an e-businessCategories of E-BusinessesE-business enhanced organizationE-business enabled organizationTotal e-business organization第35页/共499页136Current Trends and Issues(contd)Knowledge ManagementThe cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.Learning OrganizationAn organization that has developed the capacity to continuously learn,adapt,and change.第36页/共499页137Current Trends and Issues(contd)Quality ManagementA philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectationsInspired by the total quality management(TQM)ideas of Deming and JuranQuality is not directly related to cost.第37页/共499页138PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCopyright 2005 Prentice Hall,Inc.Copyright 2005 Prentice Hall,Inc.All rights reserved.All rights reserved.8 8thth edition editionSteven P.RobbinsSteven P.RobbinsMary CoulterMary Coulter第38页/共499页139L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.The Manager:Omnipotent or SymbolicDefine the omnipotent and symbolic views of management.Contrast the action of manager according to the omnipotent and symbolic views.Explain the parameters of managerial discretion.The Organizations CultureDefine organizational culture.Explain what the definition of culture implies.Describe the seven dimensions of organizational culture.Define a strong culture.第39页/共499页140L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.The Organizations Culture(contd)List the factors that influence the strength of an organizations culture.Discuss the impact of a strong culture on organizations and managers.Explain the source of an organizations culture.Describe how an organizations culture continues.Explain how culture is transmitted to employees.Describe how culture affects managers.Describe how managers can create a cu