1、管理新思维与素质培养(一)课程简介 管理的革命是一套独具特色的电视教程。著名管理大师和企业精英共同剖析传统管理。在管理的革命中我们会接触到管理领域中卓越的专家和新见地的倡导者。他们将国际公认的研究成果用情景式的系列教学方式揭示了管理新思维己从根本上改变着商业社会。管理革命势在必行。管理的革命中的每一课把现实和对未来的展望结合起来，启发我们对如何在快速变化的商业社会中生存和获得成功进行思考。管理的革命本课程分八个单元。共二十六课：是加利福尼亚大学、南加利福尼亚大学，哈佛商学院、波士顿大学教授与一些美国企业主，雇员，管理咨询专家就一些管理领域的专题进行剖析、讨论的电视教程。提出了全新的、革命性的观
2、点，在西方企业界和学术界掀起了一场管理革命的风暴。Taking the Lead Through the series of 26 half-hours of the video program,you will meet a lot of knowledgeable and energetic men and women.These managers,consultants,academics,scientists,engineers,doctors and lawyers,historians.The people you are about to meet are genuinely d
3、istinguished leaders in their respective fields.Some are legends,some will be.单元课程案例管理入门第1课管理的运作：管理的世界第2课转变之中：变化和挑战性的管理环境维尔京集团公司、巴塔哥尼亚公司苹果电脑公司、索勒克特朗公司计划和决策第3课设定进程：计划的程序第4课计划的规则：战略、商务、部门层面的计划第5课定下格调：决策洛杉矶音乐中心苹果电脑公司、通用动力美国有线新闻网（CNN）、梅西医院和护理中心组织第6课组合起来：组织的原则第7课建立基础：组织的设计第8课不断的展示：权利之剑第9课问题的核心：公司文化第10课变速
4、的齿轮：管理组织的变革苹果电脑公司、巴塔哥尼亚公司梅西医院和护理中心、氟石公司西北航空公司、美国有线新闻网（CNN）巴塔哥尼亚公司、海布里科技公司苹果电脑公司、氟石公司单元课程案例人力资源管理第11课员工招募第12课高效：员工的可持续发展第13课沟通与交流四季旅馆福特汽车公司、西北航空公司西北航空公司、苹果电脑公司领导第14课勇往直前：追求卓越第15课众志成城：激励与监控第16课领导的风格第17课解决问题：管理组织中的冲突四季旅馆、西北航空公司索勒克特朗公司、福特汽车公司哈登工业集团、维尔京集团公司美国有线新闻网（CNN）、梅西医院和护理中心控制第18课明确：管理与控制第19课财务控制方法第2
5、0课生产经营管理第21课信息的要义：信息管理系统洛杉矶特夫俱乐部公司、索勒克特朗公司洛杉矶特夫俱乐部公司卢瑟福葡萄酒厂、通用动力公司苹果电脑公司、索勒克特朗公司单元课程案例竞争的管理第22课跨越：生产力管理第23课全球机遇：经济全球化中的管理杜门山登公司、福特汽车公司、西北航空公司、氟石公司、索勒克特朗管理和个人第24课健康的体制：个人和组织第25课选择：管理的道德第26课公众的利益：社会责任和管理四季旅馆、索勒克特朗、苹果电脑公司、亚瑟安达信公司、埃斯普里特、巴塔哥尼亚真实的企业案例、情景式解剖教学管理的革命由美国哈佛商学院、加利福尼亚大学、南加利福尼亚大学、波士顿大学著名教授和美国苹果电脑
6、、福特汽车公司、美国有线新闻网(CNN)、西北航空公司等著名企业管理者共同参与制作的一套具有针对性、实用性的电视培训教材。在本课程中，教授和企业管理者一起举起“手术刀”剖析了传统管理的弊病，提出了全新的管理理念和革命性的观点。大量企业界人士的参与使教程呈现出前所未有的实用特点。我们可以通过“访问”苹果电脑、美国有线新闻网(CNN)、四季旅馆、福特汽车公司、埃斯普里特(Espirit)时装公司和西北航空这样的企业，来透视管理工作的复杂过程。从幕后观察在各种具有说服力的真实场景中工作的管理人员。这些场景包括危机管理、招聘面试、电话会议、现场培训、战略企划等等。对身为管理领域主导者的企业主管们所奉行
7、的原则、信条和政策进行广泛的引人入胜的讨论。研究和分析那些锐意改革、大胆尝试新的管理实践的企业。这些新实践包括全面质量管理、员工道德文化意识培训、授权给员工、沟通艺术等等。第一讲管理入门第一课管理的运作：管理的世界Management at Work:The Managerial World学习目标认识到管理是每个组织都不可缺少的，是日常生活的一项职能。认识和理解管理的定义，并说明为什么管理是不可缺少的。对管理的职能和管理者的主要任务和职责作一般性描述。比较和对比基层、中层和高层管理者所需要的技能。What Is Management?Management is“the art of gett
8、ing things done through people”.Management is the process of planning,organizing,staffing,leading and controlling the efforts of organizational members and the use of other organizational resources in order to achieve stated organizational goals.What Is Management?Managementthe process of coordinati
9、ng work activities so that they are completed efficiently and effectively with and through other peopleelements of definitionProcess-represents ongoing functions or primary activities engaged in by managersCoordinating-distinguishes a managerial position from a non-managerial one Prentice Hall,2002W
10、hat is Management?(cont.)Efficiency VS Effectiveness Efficiency-getting the most output from the least amount of inputs“doing things right”concerned with meansEffectiveness-completing activities so that organizational goals are attained“doing the right things”concerned with ends Prentice Hall,2002Wh
11、o Are Managers?Managersomeone who works with and through other people by coordinating their work activities in order to accomplish organizational goalsmanagers use all the resources of the organizationits finance,equipments and information as well as its peoplein attaining their goals.Prentice Hall,
12、2002Who are Leaders?Leader someone who can influence others and who has managerial authorityall managers should ideally be leadersnot all leaders have the ability to be an efficient managerLeadership process of influencing a group toward the achievement of goalsWho Are Managers?(cont.)Managerial Tit
13、lesFirst-line managers-manage the work of non-managerial individuals who are directly involved with the production or creation of the organizations productsMiddle managers-all managers between the first-line level and the top level of the organizationmanage the first-line managersTop managers-respon
14、sible for making organization-wide decisions and establishing the plans and goals that affect the entire organization Prentice Hall,2002Organizational LevelsNon-managerial EmployeesTopManagersMiddleManagersFirst-lineManagersManagement SkillsTechnical-knowledge of and proficiency in a certain special
15、ized fieldHuman-ability to work well with other people both individually and in a groupConceptual-ability to think and to conceptualize about abstract and complex situationssee the organization as a wholeunderstand the relationships among subunitsvisualize how the organization fits into its broader
16、environment Prentice Hall,2002EXHIBIT 1.5:SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELSWORKRESOURCESPRODUCTSINPUTSOUTPUTSORGANIZATIONS AS OPEN SYSTEMSThe OrganizationThe EnvironmentFEEDBACKHow Systems WorkInputs People Capital Information Technology Work Processes Turn inputs into outputsOutputs Fini
17、shed goods or servicesCUSTOMERS Use goods/servicesOutcomes Satisfaction DisappointmentOrganizationalnetwork of subsystemsInputsOutputsPurchasing&inventorysystemsInformation&technologysystemsMarketing,sales anddistributionsystemsAccounting&financialsystemsOperations andservicemanagementsystemsSupplie
18、rsCustomersOrganizations as Networks of SubsystemsTotal Quality Management(TQM)-philosophy of management based on continual improvement and responding to customer needs and expectationscustomer-refers to internal and external entities that interact with the organizations product or service企业案例企业案例威尔
19、根集团公司（The Virgin Group)公司的创办人和董事会主席 Richard Branson巴塔哥尼亚公司(Patagonia)公司所有人 伊冯仇依纳德TQM at Hybritech,a biotechnology companyApple Computer Northwest AirlinesFour Seasons HotelVideo Viewing Questions1.How does the CEOs management style seem to influence the operations of Patagonia and Virgin?2.How do th
20、e various management skills relate to different levels of management?3.How does the recent tendency toward“flatter”organizations affect the middle manager?4.What are the significant differences between management and leadership?How do management and leadership relate?5.Why is Total Quality Management(TQM)considered such an important management idea?6.What is a“technological gate keeper”?Evaluate the Statement of RBI think that anybody running any business company must realize that the most important asset he has is his people.Do you agree?Why?
