管理大学++MBA硕士用书《管理学》第5版课件.ppt

1、PowerPoint Presentation by Charlie CookThe University of West AlabamaCopyright 2005 Prentice Hall,Inc.All rights reserved.Chapter 1Managersand Management1PART I:IntroductionCopyright 2005 Prentice Hall,Inc.All rights reserved.12Learning Outcomes(contd)After reading this chapter,I will be able to:1.D

2、escribe the difference between managers and operative employees.2.Explain what is meant by the term management.3.Differentiate between efficiency and effectiveness.4.Describe the four primary processes of management.5.Classify the three levels of managers and identify the primary responsibility of e

3、ach group.Copyright 2005 Prentice Hall,Inc.All rights reserved.13Learning Outcomes(contd)After reading this chapter,I will be able to:6.Summarize the essential roles performed by managers.7.Discuss whether the managers job is generic.8.Describe the four general skills necessary for becoming a succes

4、sful manager.9.Describe the value of studying management.10.Identify the relevance of popular humanities and social science courses to management practices.Copyright 2005 Prentice Hall,Inc.All rights reserved.14Who Are Managers And Where Do They Work?OrganizationA systematic arrangement of people br

5、ought together to accomplish some specific purpose;applies to all organizationsfor-profit as well as not-for-profit organizations.Where managers work(manage).Common characteristicsGoalsStructurePeopleCopyright 2005 Prentice Hall,Inc.All rights reserved.15Common Characteristics of OrganizationsExhibi

6、t 1.1Copyright 2005 Prentice Hall,Inc.All rights reserved.16People Differences OperativesPeople who work directly on a job or task and have no responsibility for overseeing the work of others.ManagersIndividuals in an organization who direct the activities of others.Copyright 2005 Prentice Hall,Inc.

7、All rights reserved.17Organizational LevelsExhibit 1.2Copyright 2005 Prentice Hall,Inc.All rights reserved.18Identifying Managers First-line managersSupervisors responsible for directing the day-to-day activities of operative employees Middle managersIndividuals at levels of management between the f

8、irst-line manager and top management Top managersIndividuals who are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational membersCopyright 2005 Prentice Hall,Inc.All rights reserved.19How Do We Define Management?ManagementT

9、he process of getting things done,effectively and efficiently,through and with other peopleEfficiencyvMeans doing the thing correctly;refers to the relationship between inputs and outputs;seeks to minimize resource costsEffectivenessvMeans doing the right things;goal attainmentCopyright 2005 Prentic

10、e Hall,Inc.All rights reserved.110Efficiency and EffectivenessExhibit 1.3Copyright 2005 Prentice Hall,Inc.All rights reserved.111Management Process ActivitiesExhibit 1.4Management process:planning,organizing,leading,and controllingCopyright 2005 Prentice Hall,Inc.All rights reserved.112Management Pr

11、ocesses PlanningIncludes defining goals,establishing strategy,and developing plans to coordinate activities OrganizingIncludes determining what tasks to be done,who is to do them,how the tasks are to be grouped,who reports to whom,and where decisions are to be madeCopyright 2005 Prentice Hall,Inc.Al

12、l rights reserved.113Management Processes(contd)LeadingIncludes motivating employees,directing the activities of others,selecting the most effective communication channel,and resolving conflicts ControllingThe process of monitoring performance,comparing it with goals,and correcting any significant d

13、eviationsCopyright 2005 Prentice Hall,Inc.All rights reserved.114Mintzbergs Managerial Roles InterpersonalFigureheadLeaderLiaison InformationalMonitorDisseminatorSpokesperson DecisionalEntrepreneurDisturbance handlerResource allocatorNegotiatorExhibit 1.5Source:The Nature of Managerial Work(paperbac

14、k)by H.Mintzberg.Table 2,pp.9293.Reprinted by permission of Pearson Education Inc.,Upper Saddle River,New Jersey.Copyright 2005 Prentice Hall,Inc.All rights reserved.115Is The Managers Job Universal?Level in the organizationDo managers manage differently based on where they are in the organization?P

15、rofit versus not-for-profitIs managing in a commercial enterprise different than managing in a non-commercial organization?Size of organizationDoes the size of an organization affect how managers function in the organization?Copyright 2005 Prentice Hall,Inc.All rights reserved.116Distribution of Tim

16、e per Activityby Organizational LevelExhibit 1.6Source: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.Copyright 2005 Prentice Hall,Inc.All rights reserved.117Exhibit 1.7Importance of Managerial Roles in Small and Large Businesses

17、Source:Adapted from J.G.P.Paolillo,“The Managers Self Assessments of Managerial Roles:Small vs.Large Firms,”American Journals of Small Business,JanuaryMarch 1984,pp.6162.Copyright 2005 Prentice Hall,Inc.All rights reserved.118Is The Managers Job Universal?(contd)Management concepts and national bord

18、ersIs management the same in all economic,cultural,social and political systems?Making decisions and dealing with change.Do managers all make decisions and deal with change in the same ways?Copyright 2005 Prentice Hall,Inc.All rights reserved.119General Skills for Managers Conceptual skills A manage

19、rs mental ability to coordinate all of the organizations interests and activities Interpersonal skills A managers ability to work with,understand,mentor,and motivate others,both individually and in groups Technical skills A managers ability to use the tools,procedures,and techniques of a specialized

20、 field Political skills A managers ability to build a power base and establish the right connectionsCopyright 2005 Prentice Hall,Inc.All rights reserved.120Specific Skills for Managers Behaviors related to a managers effectiveness:Controlling the organizations environment and its resources.Organizin

21、g and coordinating.Handling information.Providing for growth and development.Motivating employees and handling conflicts.Strategic problem solving.Copyright 2005 Prentice Hall,Inc.All rights reserved.121Management Charter Initiative Competencies for Middle ManagersExhibit 1.81.Initiate and implement

22、 change and improvement in services,products,and systems2.Monitor maintain,and improve service and product delivery3.Monitor and control the use of resources4.Secure effective resource allocation for activities and projects5.Recruit and select personnel6.Develop teams,individuals,and self to enhance

23、 performance7.Plan,allocate,and evaluate work carried out by teams,individuals and self8.Create,maintain,and enhance effective working relationships9.Seek,evaluate,and organize information for action10.Exchange information to solve problems and make decisionsCopyright 2005 Prentice Hall,Inc.All righ

24、ts reserved.122How Much Importance Does The Marketplace Put On Managers?Good(effective)managerial skills are a scarce commodity.Managerial compensation packages are one measure of the value that organizations place on them.Management compensation reflects the market forces of supply and demand.vMana

25、gement superstars,like superstar athletes in professional sports,are wooed with signing bonuses,interest-free loans,performance incentive packages,and guaranteed contracts.Copyright 2005 Prentice Hall,Inc.All rights reserved.123Why Study Management?We all have a vested interest in improving the way

26、organizations are managed.Better organizations are,in part,the result of good management.You will eventually either manage or be managed.Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the or

27、ganizations.Copyright 2005 Prentice Hall,Inc.All rights reserved.124How Does Management Relate To Other Disciplines?PowerPoint Presentation by Charlie CookThe University of West AlabamaCopyright 2005 Prentice Hall,Inc.All rights reserved.Chapter 2The Management Environment2PART I:IntroductionCopyrig

28、ht 2005 Prentice Hall,Inc.All rights reserved.226Learning OutcomesAfter reading this chapter,I will be able to:1.Describe the three waves in modern social history and their implications for organizations.2.Explain the importance of viewing management from a global perspective.3.Identify the ways in

29、which technology is changing the managers job.4.Describe the difference between an e-business,e-commerce,and an e-organization.5.Define social responsibility and ethics.Copyright 2005 Prentice Hall,Inc.All rights reserved.227Learning Outcomes(contd)After reading this chapter,I will be able to:6.Expl

30、ain what is meant by the term entrepreneurship and identify the components of the entrepreneurial venture.7.Describe the management implications of a diversified workforce.8.Identify which work/life concepts are affecting employees.9.Explain why many corporations have downsized.10.Describe the key v

31、ariables for creating a customer-responsive culture.Copyright 2005 Prentice Hall,Inc.All rights reserved.228Learning Outcomes(contd)After reading this chapter,I will be able to:11.Explain why companies focus on quality and continuous improvement.Copyright 2005 Prentice Hall,Inc.All rights reserved.2

32、29The Changing Economy AgricultureUntil the late nineteenth century,all economies were agrarian.IndustrializationFrom the late 1800s until the 1960s,most developed countries moved from agrarian societies to industrial societies.InformationInformation technology is transforming society from its manuf

33、acturing focus to one of service.Copyright 2005 Prentice Hall,Inc.All rights reserved.230The Changing EconomyExhibit 2.1Old Economy National borders limit competition Technology reinforces rigid hierarchies and limits access to information Job opportunities are for blue-collar industrial workers Pop

34、ulation is relatively homogeneous Business is estranged from its environment Economy is driven by large corporations Customers get what business chooses to give themNew Economy National borders no longer define an organizations operating boundaries Technological change makes information more accessi

35、ble Job opportunities are for knowledge workers Population is characterized by cultural diversity Business accepts its social responsibilities Economy is driven by small entrepreneurial firms Customer needs drive businessCopyright 2005 Prentice Hall,Inc.All rights reserved.231A Global Marketplace Gl

36、obal villageThe concept of a boundaryless world;the production and marketing of goods and services worldwide.Borderless organizationA management structure in which internal arrangements that impose artificial geographic barriers are broken downCopyright 2005 Prentice Hall,Inc.All rights reserved.232

37、Global Competition Multinational corporations(MNCs)Companies that maintain significant operations in two or more countries simultaneously but are based in one home country.Transnational corporation(TNC)A company that maintains significant operations in more than one country simultaneously and decent

38、ralizes decision making in each operation to the local country.Strategic alliances A domestic firm and a foreign firm share the cost of developing products or building production facilities in a foreign country.Copyright 2005 Prentice Hall,Inc.All rights reserved.233Stages of Going GlobalExhibit 2.3

39、Copyright 2005 Prentice Hall,Inc.All rights reserved.234Globalizations Effect On Managers ParochialismA narrow focus in which one sees things solely through ones own view and from ones own perspective Hofstedes framework for assessing cultures:Power distanceIndividualism versus collectivismQuantity

40、of life versus quality of lifeUncertainty avoidanceLong-term versus short-term orientationCopyright 2005 Prentice Hall,Inc.All rights reserved.235Global Leadership and Organizational Behavior Effectiveness(GLOBE)An ongoing cross-cultural investigation of leadership and national culture Confirms and

41、extends Hofstedes earlier work on national cultural dimensions and leadership.Also found that the strength of cultural dimensions appear to be changing.Cultural Dimensions Assertiveness Future orientation Gender differentiation Uncertainty avoidance Power distance Individualism/Collectivism In-group

42、 collectivism Performance orientation Humane orientationCopyright 2005 Prentice Hall,Inc.All rights reserved.236GLOBE HighlightsExhibit 2.4Source:M.Javidan and R.J.House,“Cultural Acumen for the Global Manager:Lessons from Project GLOBE,”Organizational Dynamics,Spring 2001,pp.289305.Copyright 2005 P

43、rentice Hall,Inc.All rights reserved.237GLOBE HighlightsExhibit 2.4(contd)Source:M.Javidan and R.J.House,“Cultural Acumen for the Global Manager:Lessons from Project GLOBE,”Organizational Dynamics,Spring 2001,pp.289305.Copyright 2005 Prentice Hall,Inc.All rights reserved.238Emphasis on Technology Te

44、chnologyAny equipment,tools,or operating methods that are designed to make work more efficient Information Technology(IT)Benefits of ITvCost savings(e.g.,inventory control)vFreedom from fixed locations for operationsChallengesvIncreased worker skill requirementsvA leveling of the the competitive pla

45、ying field that increases competitionCopyright 2005 Prentice Hall,Inc.All rights reserved.239Internet Business Terms E-commerceAny computer transaction that occurs when data are processed and transmitted over the Internet E-organizationThe applications of e-business concepts offered to stakeholders.

46、E-businessThe full breadth of activities included in a successful Internet-based enterpriseCopyright 2005 Prentice Hall,Inc.All rights reserved.240What Defines an E-Business?Exhibit 2.5Copyright 2005 Prentice Hall,Inc.All rights reserved.241In What Ways Does Technology Alter A Managers Job?Effective

47、ness and efficiencyManagers have access to more complete and accurate information than before,enabling them to function as better managers.PlaceTelecommuting:the linking of a workers computer and modem with those of co-workers and management at an office.Copyright 2005 Prentice Hall,Inc.All rights r

48、eserved.242Societys Expectations of Business Social responsibilityA firms obligation,beyond that required by the law and economics,to pursue long-term goals that are beneficial to society.Social obligationThe obligation of a business to meet its economic and legal responsibilities and no more.Social

49、 responsivenessThe ability of a firm to adapt to changing societal conditions.Copyright 2005 Prentice Hall,Inc.All rights reserved.243Arguments for Social ResponsibilityExhibit 2.6 Public expectations Long-run profits Ethical obligation Public image Better environment Discouragement of further gover

50、nment regulation Balance of responsibility and power Stockholder interests Possession of resources Superiority of prevention over curesSource:Adapted from R.J.Monsen Jr.,“The Social Attitudes of Management,”in J.M.McGuire,ed.Contemporary Management:Issues and Views(Upper Saddle River,NJ:Prentice Hal