罗宾斯管理学英文.pptx

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1、11L 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 organiza

2、tions.What Is Management?Define management.Contrast efficiency and effectiveness.Explain why efficiency and effectiveness are important to management.第1页/共498页12L 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

3、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

4、the change that are impacting managers jobs.Explain why customer service and innovation are important to the managers job.第2页/共498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 Is An Organization?Describe the characteristics of an organiz

5、ation.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3页/共498页14Who Are Man

6、agers?ManagerSomeone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.第4页/共498页15Classifying ManagersFirst-line ManagersAre at the lowest level of management and manage the work of non-managerial employees.Middl

7、e 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5页/共498页16What Is Management?Managerial ConcernsEfficiency“Doing things right”Getting the most output for the leas

8、t inputsEffectiveness“Doing the right things”Attaining organizational goals第6页/共498页17What Do Managers Do?Functional ApproachPlanningDefining goals,establishing strategies to achieve goals,developing plans to integrate and coordinate activitiesOrganizingArranging work to accomplish organizational go

9、alsLeadingWorking with and through people to accomplish goals.ControllingMonitoring,comparing,and correcting the work第7页/共498页18What Do Managers Do?(contd)Management Roles ApproachInterpersonal rolesFigurehead,leader,liaisonInformational rolesMonitor,disseminator,spokespersonDecisional rolesDisturba

10、nce handler,resource allocator,negotiator第8页/共498页19What 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 situatio

11、ns concerning the organization第9页/共498页110How 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 s

12、urvival.InnovationDoing things differently,exploring new territory,and taking risksManagers should encourage employees to be aware of and act on opportunities for innovation.第10页/共498页111What Is An Organization?An Organization DefinedA deliberate arrangement of people to accomplish some specific pur

13、poseCommon Characteristics of OrganizationsHave a distinct purpose(goal)Composed of peopleHave a deliberate structure第11页/共498页112Why Study Management?The Value of Studying ManagementThe universality of managementGood management is needed in all organizations.The reality of workEmployees either mana

14、ge 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12页/共498页113PowerPoint Presentation by Charlie CookPowerPoint Pr

15、esentation 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13页/共498页114L E A R N I N G O U T L I N E Follow this Learning Outline as you read and s

16、tudy 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.Scientif

17、ic 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14页/共498页115L 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 chap

18、ter.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

19、 to the general administrative theory of management,Define the characteristics of a bureaucracyExplain how todays managers use general administrative theory.第15页/共498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.oQuantitative Approach to Man

20、agementDefine 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 t

21、he 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16页/共498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.oToward Understan

22、ding 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 approa

23、ch is appropriate for understanding management.第17页/共498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.oThe Contingency ApproachDefine the contingency approachExplain how the contingency approach differs from the early theories of managementD

24、iscuss 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,know

25、ledge management,and quality management.第18页/共498页119Historical 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

26、productivity of workersIndustrial RevolutionSubstituted machine power for human laborCreated large organizations in need of management第19页/共498页120Major Approaches to ManagementScientific ManagementGeneral Administrative TheoryQuantitative ManagementOrganizational BehaviorSystems ApproachContingency

27、 Approach第20页/共498页121Scientific 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

28、 the correct tools and equipmentHaving a standardized method of doing the jobProviding an economic incentive to the worker第21页/共498页122Scientific Management(contd)Frank and Lillian GilbrethFocused on increasing worker productivity through the reduction of wasted motionDeveloped the microchronometer

29、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22页/共498页123General Administrative TheoristsHenri FayolBelieved that the prac

30、tice 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

31、,technical competence,and authoritarianism.第23页/共498页124Quantitative 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 imp

32、roving managerial decision making by applying:Statistics,optimization models,information models,and computer simulations第24页/共498页125Understanding Organizational Behavior Organizational Behavior(OB)The study of the actions of people at work;people are the most important asset of an organizationEarly

33、 OB AdvocatesRobert OwenHugo MunsterbergMary Parker FollettChester Barnard第25页/共498页126The Hawthorne StudiesA series of productivity experiments conducted at Western Electric from 1927 to 1932.Experimental findingsProductivity unexpectedly increased under imposed adverse working conditions.The effec

34、t 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26页/共498页127The Systems ApproachSystem DefinedA set of interrelated and interdependent parts arranged in

35、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 d

36、istributed into their environments第27页/共498页128Implications 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

37、.Organizations are not self-contained and,therefore,must adapt to changes in their external environment.第28页/共498页129The Contingency ApproachContingency Approach DefinedAlso sometimes called the situational approach.There is no one universally applicable set of management principles(rules)by which t

38、o manage organizations.Organizations are individually different,face different situations(contingency variables),and require different ways of managing.第29页/共498页130Current Trends and IssuesGlobalizationEthicsWorkforce DiversityEntrepreneurshipE-businessKnowledge ManagementLearning OrganizationsQual

39、ity Management第30页/共498页131Current 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 busine

40、sses第31页/共498页132Current 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 wil

41、l increase Increased demand for products and services related to aging第32页/共498页133Current 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 uni

42、queness.Entrepreneurship processPursuit of opportunitiesInnovation in products,services,or business methodsDesire for continual growth of the organization第33页/共498页134Current Trends and Issues(contd)E-Business(Electronic Business)The work preformed by an organization using electronic linkages to its

43、 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34页/共498页135Current Trends and Issues(contd)Knowledge ManagementThe cultivation of a learning culture

44、 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35页/共498页136Current Trends and Issues(contd)Quality ManagementA phil

45、osophy 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36页/共498页137PowerPoint Presentation by Charlie CookPow

46、erPoint 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37页/共498页138L E A R N I N G O U T L I N E Follow this Learning Outline as you

47、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.Ex

48、plain what the definition of culture implies.Describe the seven dimensions of organizational culture.Define a strong culture.第38页/共498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 Organizations Culture(contd)List the factors that influence the

49、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

50、managers can create a culture that supports diversity.第39页/共498页140L 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.Current Organizational Issues Facing ManagersExplain how a strong culture affects whether an organization is ethical.Describe the ch