管理学第1章bpvs.pptx

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West AlabamaFundamentals of ManagementFundamentals of ManagementSixth EditionSixth EditionRobbins and DeCenzoRobbins and DeCenzowith contributions from Henry Moonwith contributions from Henry MoonC H A P T E RC H A P T E R1 1Part I:IntroductionPart I:Introduction 2008 Prentice Hall,Inc.2008 Prentice Hall,Inc.All rights reserved.All rights reserved.管理者与管理管理者与管理管理者与管理管理者与管理Managers and ManagementManagers and Management 2008 Prentice Hall,Inc.All rights reserved.12学习目标学习目标 L E A R N I N G O U T C O M E S1.描述管理者与业务人员的区别；描述管理者与业务人员的区别；2.解释管理的含义；解释管理的含义；3.区别效率与效果；区别效率与效果；4.描述管理的四个基本过程；描述管理的四个基本过程；5.划分管理者的三个层级并阐明每个层级管理者划分管理者的三个层级并阐明每个层级管理者的主要工作职责；的主要工作职责；6.说明要成为一名成功管理者所具备的四项基本说明要成为一名成功管理者所具备的四项基本职能。职能。After reading this chapter,you will be able to:2008 Prentice Hall,Inc.All rights reserved.13为什么学习管理学为什么学习管理学 Why Study Management?Why Study Management?我们都想要改进组织的管理方式好的组织，在某种意义上说，就是好的管理。你的人生最终不是管理他人，也是被人所管理对管理的过程的了解构成了管理技能的基础；通过学习管理学，你可以从上司的行为以及内部组织工作中，获得许多深入的洞察和对管理的理解。2008 Prentice Hall,Inc.All rights reserved.14管理学与其他学科直接有什么联系管理学与其他学科直接有什么联系How Does Management Relate To Other Disciplines?How Does Management Relate To Other Disciplines?社会学社会学Sociology心理学心理学Psychology政治学政治学Political Science经济学经济学Economics哲学哲学Philosophy人类学人类学Anthropology管理学管理学Management 2008 Prentice Hall,Inc.All rights reserved.15Who Are Managers AndWho Are Managers And 谁是管理者？谁是管理者？Where Do They Work?Where Do They Work?他们在哪工作？他们在哪工作？组织组织 OrganizationOrganization将一定的人员系统地安排在一起，以达到某些特定的将一定的人员系统地安排在一起，以达到某些特定的目标。目标。A systematic arrangement of people brought together A systematic arrangement of people brought together to accomplish some specific purpose.to accomplish some specific purpose.共性共性 Common Characteristics of OrganizationsCommon Characteristics of Organizations目的目的 Distinct purpose and goalsDistinct purpose and goals人员人员 PeoplePeople系统化结构系统化结构 Systematic structureSystematic structure 2008 Prentice Hall,Inc.All rights reserved.16EXHIBIT 11Common Characteristics of Organizations 2008 Prentice Hall,Inc.All rights reserved.17管理者与业务人员的区别管理者与业务人员的区别 People DifferencesPeople Differences业务人员业务人员 OperativesOperatives是指直接从事某些具体工作或任务，不必负有责任去是指直接从事某些具体工作或任务，不必负有责任去监督他人工作的员工。监督他人工作的员工。People who work directly on a People who work directly on a job or task and have no responsibility for overseeing job or task and have no responsibility for overseeing the work of others.the work of others.管理者管理者 ManagersManagers指在一个组织中直接督导他人工作的那群人指在一个组织中直接督导他人工作的那群人Individuals in an organization who direct the activities Individuals in an organization who direct the activities of others.of others.2008 Prentice Hall,Inc.All rights reserved.18EXHIBIT 12Organizational Levels 2008 Prentice Hall,Inc.All rights reserved.19Identifying Managers 基层管理者基层管理者 First-line ManagersFirst-line Managers他们直接负责业务人员的日常活动。他们直接负责业务人员的日常活动。中层管理者中层管理者 Middle ManagersMiddle Managers位于基层管理者和高层管理者之间，他们管理位于基层管理者和高层管理者之间，他们管理另外一些管理者，并可能同时管理一些业务人另外一些管理者，并可能同时管理一些业务人员。员。高层管理者高层管理者 Top ManagersTop Managers他们负责制定与组织发展方向有关的决策，制他们负责制定与组织发展方向有关的决策，制定影响到组织全体成员的政策。定影响到组织全体成员的政策。2008 Prentice Hall,Inc.All rights reserved.110How Do We Define Management?How Do We Define Management?如何定义管理？如何定义管理？管理管理 ManagementManagement指通过与他人的共同努力，既有效率又有效果地将工指通过与他人的共同努力，既有效率又有效果地将工作做好的过程。作做好的过程。The process of getting things done,The process of getting things done,effectively and effectively and efficientlyefficiently,through and with other people,through and with other people效率效率效率效率 EfficiencyEfficiencyvv正确的做事，它反映了投入与产出的关系。管理就是最求资正确的做事，它反映了投入与产出的关系。管理就是最求资源成本的最小化。源成本的最小化。Doing the thing correctly;refers to the Doing the thing correctly;refers to the relationship between inputs and outputs;seeks to minimize relationship between inputs and outputs;seeks to minimize resource costsresource costs 效果效果效果效果 EffectivenessEffectivenessvv做正确的事情，达到既定的目标。做正确的事情，达到既定的目标。Doing the right things;Doing the right things;goal attainmentgoal attainment 2008 Prentice Hall,Inc.All rights reserved.111EXHIBIT 13Efficiency and Effectiveness 2008 Prentice Hall,Inc.All rights reserved.112EXHIBIT 14Management Process Activities 2008 Prentice Hall,Inc.All rights reserved.113Management Processes Management Processes 管理过程管理过程计划计划 PlanningPlanning确定目标，制定战略，建构层级计划并协调活确定目标，制定战略，建构层级计划并协调活动。动。组织组织 OrganizingOrganizing决定需要做什么工作，怎么做，谁去做。决定需要做什么工作，怎么做，谁去做。2008 Prentice Hall,Inc.All rights reserved.114Management Processes Management Processes 管理过程管理过程领导领导 LeadingLeading指导、激励相关人员并解决冲突。指导、激励相关人员并解决冲突。控制控制 ControllingControlling监督活动，确保其能够按计划实施。监督活动，确保其能够按计划实施。2008 Prentice Hall,Inc.All rights reserved.115EXHIBIT 15Mintzbergs Managerial Roles人际关系人际关系代表人代表人领导人领导人联络人联络人信息信息信息搜集人信息搜集人信息传达人信息传达人发言人发言人决策决策企业家企业家危机处理着危机处理着资源分配者资源分配者谈判者谈判者Source:The Nature of Managerial Work(paperback)by H.Mintzberg.Table 2,pp.9293.Reprinted by permission of Pearson Education Inc.,Upper Saddle River,NJ.2008 Prentice Hall,Inc.All rights reserved.116EXHIBIT 16Distribution of Time per Activity by Organizational LevelSource:Adapted from T.A.Mahoney,T.H.Jerdee,and S.J.Carroll,“The Job(s)of Management.”Industrial Relations 4,no.2(1965),p.103.2008 Prentice Hall,Inc.All rights reserved.117Is The Managers Job Universal?Is The Managers Job Universal?管理者的工作具有普遍性吗？管理者的工作具有普遍性吗？管理者的工作具有普遍性吗？管理者的工作具有普遍性吗？Management Concepts and National BordersManagement Concepts and National BordersIs management the same in all economic,cultural,Is management the same in all economic,cultural,social and political systems?social and political systems?Making Decisions and Dealing with ChangeMaking Decisions and Dealing with ChangeDo managers all make decisions and deal with Do managers all make decisions and deal with change in the same ways?change in the same ways?2008 Prentice Hall,Inc.All rights reserved.118General Skills for Managers理念技能理念技能Conceptual Skills政治技能政治技能Political skills人际关系技能人际关系技能Interpersonal skills专业技能专业技能Technical skills成功管理者应当具备的技能成功管理者应当具备的技能Skills of Successful Managers 2008 Prentice Hall,Inc.All rights reserved.119History ModuleHistory Module当代管理实践的历史溯源当代管理实践的历史溯源当代管理实践的历史溯源当代管理实践的历史溯源THE HISTORICAL ROOTS OF CONTEMPORARY THE HISTORICAL ROOTS OF CONTEMPORARY MANAGEMENT PRACTICESMANAGEMENT PRACTICES 2008 Prentice Hall,Inc.All rights reserved.120The Pre-modern Era 前现代时期Ancient Massive Construction ProjectsAncient Massive Construction ProjectsEgyptian pyramidsEgyptian pyramidsGreat Wall of ChinaGreat Wall of ChinaMichelangelo,the Manager.Michelangelo,the Manager.2008 Prentice Hall,Inc.All rights reserved.121斯密对管理学领域的贡献斯密对管理学领域的贡献Adam Smiths Contribution To The Field Of ManagementAdam Smiths Contribution To The Field Of ManagementWrote the Wealth of Nations(1776)Wrote the Wealth of Nations(1776)Advocated the economic advantages that Advocated the economic advantages that organizations and society would reap from the organizations and society would reap from the division of labor:division of labor:2008 Prentice Hall,Inc.All rights reserved.122工业革命如何影响管理实践The Industrial Revolutions Influence On Management PracticesThe Industrial Revolutions Influence On Management Practices工业革命工业革命 Industrial RevolutionIndustrial RevolutionMachine power began to substitute for human powerMachine power began to substitute for human powervvLead to mass production of economical goodsLead to mass production of economical goodsImproved and less costly transportation systems Improved and less costly transportation systems became availablebecame availablevvCreated larger markets for goods.Created larger markets for goods.Larger organizations developed to serve larger Larger organizations developed to serve larger marketsmarketsvvCreated the need for formalized management practices.Created the need for formalized management practices.2008 Prentice Hall,Inc.All rights reserved.123Classical Contributions 古典管理理论的贡献古典管理理论的贡献古典学派古典学派 Classical ApproachClassical Approach古典学派分为古典学派分为2 2类：科学管理理论和一般管理理论。类：科学管理理论和一般管理理论。The term used to describe the hypotheses of the The term used to describe the hypotheses of the scientific management theorists and the general scientific management theorists and the general administrative theorists.administrative theorists.vvScientific management theoristsScientific management theorists Fredrick W.Taylor,Frank and Lillian Gilbreth,Fredrick W.Taylor,Frank and Lillian Gilbreth,and Henry Ganttand Henry GanttvvGeneral administrative theoristsGeneral administrative theorists Henri Fayol and Max WeberHenri Fayol and Max Weber 2008 Prentice Hall,Inc.All rights reserved.124Scientific Management泰勒泰勒 Frederick W.TaylorFrederick W.TaylorThe Principles of Scientific Management(1911)The Principles of Scientific Management(1911)vvAdvocated the use of the scientific method to define the“one Advocated the use of the scientific method to define the“one best way”for a job to be donebest way”for a job to be doneBelieved that increased efficiency could be achieved Believed that increased efficiency could be achieved by selecting the right people for the job and training by selecting the right people for the job and training them to do it precisely in the one best way.them to do it precisely in the one best way.To motivate workers,he favored incentive wage To motivate workers,he favored incentive wage plans.plans.Separated managerial work from operative work.Separated managerial work from operative work.2008 Prentice Hall,Inc.All rights reserved.125EXHIBIT HM1Taylors Four Principles of Management1.为每一个工人的工作要素建立一个科学方法，用以代替过去的经验方法。2.科学的挑选工人，并为他们进行培训、教育、和开发。（而在以往，则是由工人自己选择工作，并尽其所能进行自我培训）3.与工人进行坦诚友好的合作，以确保所有工作都能按已建立的科学原则去做。4.管理者与工人之间在工作和职责的划分上几乎是平等的。管理者要把那些自己比工人更胜任的工作都承揽过来。（以往，几乎所有的工作和大部分责任都被推到工人头上）2008 Prentice Hall,Inc.All rights reserved.126General Administrative Theory General Administrative Theory 一般管理理论一般管理理论 一般管理理论一般管理理论 General Administrative TheoristsGeneral Administrative TheoristsDeveloped general theories of what managers do Developed general theories of what managers do and what constitutes good management practiceand what constitutes good management practice法约尔法约尔 Henri Fayol(France)Henri Fayol(France)vvFourteen Principles of Management:Fundamental or Fourteen Principles of Management:Fundamental or universal principles of management practiceuniversal principles of management practice韦伯韦伯 Max Weber(Germany)Max Weber(Germany)vv官僚科层制官僚科层制 Bureaucracy:Ideal type of organization Bureaucracy:Ideal type of organization characterized by division of labor,a clearly defined characterized by division of labor,a clearly defined hierarchy,detailed rules and regulations,and impersonal hierarchy,detailed rules and regulations,and impersonal relationshipsrelationships 2008 Prentice Hall,Inc.All rights reserved.127EXHIBIT HM2 Fayols Fourteen Principles of Management 法约尔法约尔14条原则条原则1.分工分工 2.职权职权 3.纪律纪律 4.统一指挥统一指挥 5.统一指导统一指导6.个人利益服从整体利个人利益服从整体利益益7.报酬报酬8.集中集中9.等级链等级链10.秩序秩序11.平等平等12.人员稳定人员稳定13.首创惊声首创惊声14.合作精神合作精神 2008 Prentice Hall,Inc.All rights reserved.128EXHIBIT HM3Webers Ideal Bureaucracy1.劳动分工劳动分工 Division of Labor2.职权层次职权层次 Authority Hierarchy3.正式选拔正式选拔 Formal Selection4.正式规章制度正式规章制度 Formal Rules and Regulations5.非个性化非个性化 Impersonality6.职业导向职业导向 Career Orientation 2008 Prentice Hall,Inc.All rights reserved.129Human Resources ApproachHuman Resources Approach 人力资源学派人力资源学派罗伯特罗伯特 欧文欧文 Robert OwenRobert OwenScottish businessman and reformer who advocated Scottish businessman and reformer who advocated for better treatment of workers.for better treatment of workers.Claimed that a concern for employees was profitable Claimed that a concern for employees was profitable for management and would relieve human misery.for management and would relieve human misery.雨果雨果 闵斯特伯格闵斯特伯格 Hugo MunsterbergHugo MunsterbergCreated the field of industrial psychologythe Created the field of industrial psychologythe scientific study of individuals at work to maximize scientific study of individuals at work to maximize their productivity and adjustment.their productivity and adjustment.vvPsychology and Industrial Efficiency(1913)Psychology and Industrial Efficiency(1913)2008 Prentice Hall,Inc.All rights reserved.130Human Resources Approach(contd)玛丽玛丽 帕克帕克 福莱特福莱特 Mary Parker Follett Mary Parker Follett Recognized that organizations could be viewed from Recognized that organizations could be viewed from the perspective of individual and group behavior.the perspective of individual and group behavior.Believed that individual potential could only be Believed that individual potential could only be released by group association.released by group association.切斯切斯 特巴纳德特巴纳德 Chester BarnardChester BarnardSaw organizations as social systems that require Saw organizations as social systems that require human interaction and cooperation.human interaction and cooperation.Expressed his views on the“acceptance of authority”Expressed his views on the“acceptance of authority”in his book The Functions of the Executive(1938).in his book The Functions of the Executive(1938).2008 Prentice Hall,Inc.All rights reserved.131Hawthorne Studies 霍桑实验A series of studies done during the 1920s and A series of studies done during the 1920s and 1930s that provided new insights into group 1930s that provided new insights into group norms and behaviorsnorms and behaviorsHawthorne effectHawthorne effectvvSocial norms or standards of the group are the Social norms or standards of the group are the key determinants of individual work behavior.key determinants of individual work behavior.Changed the prevalent view of the time that Changed the prevalent view of the time that people were no different than machines.people were no different than machines.2008 Prentice Hall,Inc.All rights reserved.132人际关系运动人际关系运动 Human Relations MovementHuman Relations MovementBased on a belief in the importance of Based on a belief in the importance of employee satisfactiona satisfied worker was employee satisfactiona satisfied worker was believed to be a productive worker.believed to be a productive worker.Advocates believed in peoples capabilities and Advocates believed in peoples capabilities and were concerned with making management were concerned with making management practices more humane.practices more humane.Dale CarnegieDale CarnegieAbraham MaslowAbraham MaslowDouglas McGregorDouglas McGregor 2008 Prentice Hall,Inc.All rights reserved.133定量分析学派定量分析学派 The Quantitative ApproachThe Quantitative ApproachOperations Research(Management Science)Operations Research(Management Science)Evolved out of the development of mathematical and Evolved out of the development of mathematical and statistical solutions to military problems during World statistical solutions to military problems during World War II.War II.Involves the use of statistics,optimization models,Involves the use of statistics,optimization models,information models,and computer simulations to information models,and computer simulations to improve management decision making for planning improve management decision making for planning and contro