罗宾斯管理学PPT(英文版)

Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–1PowerPointPresentationbyCharlieCookCopyright©2005PrenticeHall,Inc.Allrightsreserved.8theditionStevenP.RobbinsMaryCoulterCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–2LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.WhoAreManagers?•Describewhoisdoingmanagerialworkintoday’sorganizations.•Definewhomanagersare.•Explainhowmanagerdifferfromnon-managerialemployees.•Discusshowtoclassifymanagersinorganizations.WhatIsManagement?•Definemanagement.•Contrastefficiencyandeffectiveness.•Explainwhyefficiencyandeffectivenessareimportanttomanagement.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–3LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.WhatDoManagersDo?•Describethefourfunctionsofmanagement.•ExplainMintzberg’smanagerialroles.•Tellhowamanager’sincludereflectionandaction.•DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.•Listotherimportantmanagerialskillsandcompetencies.•Discussthechangethatareimpactingmanagers’jobs.•Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–4LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsAnOrganization?•Describethecharacteristicsofanorganization.•Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?•Explaintheuniversalityofmanagementconcept.•Discusswhyanunderstandingofmanagementisimportantevenifyoudon’tplantobeamanager.•Describetherewardsandchallengesofbeingamanager.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–5WhoAreManagers?•ManagerSomeonewhoworkswithandthroughotherpeoplebycoordinatingandintegratingtheirworkactivitiesinordertoaccomplishorganizationalgoals.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–6ClassifyingManagers•First-lineManagersAreatthelowestlevelofmanagementandmanagetheworkofnon-managerialemployees.•MiddleManagersManagetheworkoffirst-linemanagers.•TopManagersAreresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–7WhatIsManagement?•ManagerialConcernsEfficiency“Doingthingsright”–GettingthemostoutputfortheleastinputsEffectiveness“Doingtherightthings”–AttainingorganizationalgoalsCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–8WhatDoManagersDo?•FunctionalApproachPlanningDefininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivitiesOrganizingArrangingworktoaccomplishorganizationalgoalsLeadingWorkingwithandthroughpeopletoaccomplishgoals.ControllingMonitoring,comparing,andcorrectingtheworkCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–9WhatDoManagersDo?(cont’d)•ManagementRolesApproachInterpersonalrolesFigurehead,leader,liaisonInformationalrolesMonitor,disseminator,spokespersonDecisionalrolesDisturbancehandler,resourceallocator,negotiatorCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–10WhatDoManagersDo?(cont’d)•SkillsApproachTechnicalskillsKnowledgeandproficiencyinaspecificfieldHumanskillsTheabilitytoworkwellwithotherpeopleConceptualskillsTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganizationCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–11HowTheManager’sJobIsChanging•TheIncreasingImportanceofCustomersCustomers:thereasonthatorganizationsexistManagingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.Consistenthighqualitycustomerserviceisessentialforsurvival.•InnovationDoingthingsdifferently,exploringnewterritory,andtakingrisksManagersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–12WhatIsAnOrganization?•AnOrganizationDefinedAdeliberatearrangementofpeopletoaccomplishsomespecificpurpose•CommonCharacteristicsofOrganizationsHaveadistinctpurpose(goal)ComposedofpeopleHaveadeliberatestructureCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–13WhyStudyManagement?•TheValueofStudyingManagementTheuniversalityofmanagementGoodmanagementisneededinallorganizations.TherealityofworkEmployeeseithermanageoraremanaged.RewardsandchallengesofbeingamanagerManagementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.Copyright©2005PrenticeHall,Inc.Allrightsreserved.1–14PowerPointPresentationbyCharlieCookCopyright©2005PrenticeHall,Inc.Allrightsreserved.8theditionStevenP.RobbinsMaryCoulterCopyright©2005PrenticeHall,Inc.Allrightsreserved.1–15LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.oHistoricalBackgroundofManagement•Explainwhystudyingmanagementhistoryisimportant.•Describesomeearlyevidencesofmanagementpractice.•DiscusswhydivisionoflaborandtheIndustrialRevolutionareimportanttothestudyofmanagement.•Listsixmanagementapproaches.•ScientificManagement•Definescientificmanagement.•Desc