管理学原理--第一讲：导论

管理理论主讲范黎波对外经济贸易大学国际商学院2008年9月课程框架•教材：罗宾斯，管理学，清华出版社，2005年•管理导论•决策理论•战略与经营•组织理论（结构、变革与创新）•组织行为（个体、团队、层级）课程考试个人课程报告（50％）：提出问题与解释问题、分析问题（运用相关数据和信息）、解决问题（参考相关企业的做法）、解决问题的假设或支持条件研究一个公司期末考试（50％）：开卷，2小时第一讲导论管理与跨文化管理ChapterOne:LECTUREOUTLINE1.Whoaremanagers?2.Whatisorganization?3.Whatismanagement?4.Whatdomanagerdo?5.Whataremanagers’role?6.Whataremanagers’skill?7.IsTheManager’sJobUniversal?8.Whyshouldwestudymanagement?1.WHOAREMANAGERS?A.Managersworkinorganizationsanddirecttheactivitiesofothers.Theydifferfromoperativeswhohavenoresponsibilityforoverseeingtheworkofothers.2.Whatisorganization?A.Anorganizationisdefinedasasystematicarrangementofpeopletoaccomplishsomespecificpurpose.B.Organizationssharethreecommoncharacteristics:a.Hasadistinctpurpose.b.Iscomposedofpeople.c.Developsasystematicstructurethatdefinesandlimitsthebehavioroforganizationalmembers.3.WHATISMANAGEMENT?Managementistheprocessofgettingactivitiesdoneefficientlyandeffectivelywithandthroughotherpeople.1.Theprocessincludesthefunctionsorprimaryactivitiesperformedbymanagers.2.Efficiencyreferstotherelationshipbetweeninputsandoutputsandreferstoeffortstominimizeresourcecosts.3.Effectivenessreferstogoalattainment.4.Managersseektobebothefficientandeffective.4.WHATDOMANAGERSDO?(1)Planningincludesdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivities.(2)Organizingisdeterminingwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade.(3)Leadingincludesmotivatingsubordinates,directingothers,selectingthemosteffectivecommunicationchannels,andresolvingconflicts.(4)Controllingismonitoringactivitiestoensurethattheyarebeingaccomplishedasplannedandcorrectinganysignificantdeviations.5.Whataremanagers’role?HenryMintzbergconductedaprecisestudyofmanagersatwork.Hisfindingschallengedseverallong-heldbeliefsaboutmanager’sjob.Heconcludedthemanagersperformtendifferent,buthighlyinterrelatedroles.Managementrolesreferstospecificcategoriesofmanagerialbehavior.(1)Interpersonalrolesincludedfigurehead,leadership,andliaisonactivities.(2)Informationalrolesincludedmonitoring,disseminating,andspokespersonactivities.(3)Decisionalrolesincludedthoseofentrepreneur,disturbancehandler,resourceallocator,andnegotiator.6.Whataremanagers’skills?RobertL.Katzfoundthoughhisresearchintheearly1970sthatmanagersneedthreeessentialskillsorcompetencies.(1)Technicalskillsareskillsthatincludeknowledgeofandproficiencyinaspecializedfield.(3)Humanskillsincludetheabilitytoworkwellwithotherpeoplebothindividuallyandinagroup.(3)Conceptualskillsincludetheabilitytothinkandtoconceptualizeaboutabstractsituations,toseetheorganizationasawholeandtherelationshipsamongthevarioussubunits,andtovisualizehowtheorganizationfitsintoitsbroaderenvironment7.IsTheManager’sJobUniversal?(1)Allmanagersperformessentiallythesamefunctions,butlower-levelmanagersemphasizeleadingwhileupper-levelmanagersspendmoreoftheirtimeplanning,organizing,andcontrolling.(2)Forthemostpart,themanager’sjobisthesameinbothprofitandnot-forprofitorganizations.(3)Managersinsmallbusinessestendtoemphasizethespokespersonroleandaregeneralists.Also,theformalstructureandnatureofamanager’sjobinalargeorganizationisreplacedbymoreinformalityinasmallfirm.(4)Whenmanagersworkindifferentcountries,theyoftenneedtomodifytheirpractices.8.THEVALUETHEMARKETPLACEPUTSONMANAGERSManagersearnmorethanoperativesbecausetheirdecisionshaveasignificanteffortsontheorganization’sperformanceandbecauseoftheinadequatesupplyofeffectivemanagers.9.WHYSTUDYMANAGEMENT?Managementisimportantinoursocietytoday.Accordingly,therearetworeasonsforstudyingmanagement.A.Weinteractwithorganizationseverydayofourlives.Everyproductweuseandeveryactionwetakeisprovidedoraffectedbyorganizations.theseorganizationsrequiremanagers.B.Upongraduating,youwilleithermanageorbemanaged.Acourseinmanagementprovidesinsightsintotheworkingsoforganizations.ChapterTwoTHEEVOLUTIONOFMANAGEMENTTHEORIES管理理论的历史演化商业组织•福特故事通用汽车公司的危机和变革•通用汽车公司的危机–由于福特公司的降价行为，GM公司的销量下降了75%。–福特公司占据了市场份额的55％，而GM只有11％。–福特公司拥有明显的成本优势–产品之间（卡迪拉克、别克、奥克兰、欧茨和雪佛莱之间在自相残杀）•变革的动力•应对措施：按照收入细分市场–困难：营销渠道、客户信息、生产、原材料以及协作问题–决策更多、更复杂•要求组织形式发生改变通用公司的多部门结构–放权、每一部门均为其指定的细分市场制造并销售汽车–总部的作用：审察业绩、协调整体战略、法律和金融问题、确保以市场价格供货（引入市场的成分）–这使得一些重要决策不是由GM总部来做出。福特的评价•就我看来，没有比那种有时被称之为“组织天赋”的脑筋更危险的了。它通常会导致产生一巨大图表，就如一家族系图谱，表明权力是如何分枝分叉的，就如树一样。树上缀满了好看的圆草莓，每一个草莓均带有一个或一办公室的名字。～～信息从位于图中左下角的人传至总裁或者董事长约需六个星期的时间。丰田–劣势：资金匮乏、企业的规模较小、成本高–变革：–适时生产和看板体制：消除生产过程中的存货–加强与供应商的联系–加强员工的培训，使他们可以迅速解决生产过程中的问题–加快设计的进程•这些例子表明了与企业规模、生产能力及其市场策略相匹配的紧密组织的重要性。简单结论•每一个组织都是相对的最优而不是绝对的最优•环境发生改变时，组织也应该发生改变•管理是一种实践，其本质不在于知而在于行，其验证不在于逻辑而在于成果。LECTUREOUTLINE•Introduction•1.HistoricalBackground•历史背景•2.Theearlyyears•早期贡献•3.RecentYears:TowardIntegration•近代发展：趋向一体化•4.Currenttrendsandissues•现代的趋势和难点问题各路管理之道•从日本制造到美国战略；•从全面质量管理到价值链整合；•从企业再造到学习型组织；•从ERP到六西格玛……几乎无一漏网。1、贡献者•一、泰罗FrederickW.Taylor(1856-1915)；二、亨利.福特HenryFord(1863-1947)；三、斯隆AlfredP.Sloan(1875-1966)；四、爱得华.德明W.EdwardsDerming(1900-1993)；五、沃尔.迪斯尼WaltDisney(1901-1966)；六、雷.克拉克RaymondKloc(1902-1984)；七、彼得.德鲁克PerterDrucker(b.1909)；八、AkioMo