罗宾斯管理学(英文版)课件.ppt

1、Copyright 2005 Prentice Hall, Inc. All rights reserved. 118th editionSteven P. RobbinsMary CoulterCopyright 2005 Prentice Hall, Inc. All rights reserved. 12L 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

2、 work in todays organizations. Define who managers are. Explain how manager differ from non-managerial employees. Discuss how to classify managers in organizations.What Is Management? Define management. Contrast efficiency and effectiveness. Explain why efficiency and effectiveness are important to

3、management.Copyright 2005 Prentice Hall, Inc. All rights reserved. 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 Do Managers Do? Describe the four functions of management. Explain Mintzbergs managerial roles. Tell how a managers include

4、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 the change that are impacting managers jobs. Explain why customer service and innovat

5、ion are important to the managers job.Copyright 2005 Prentice Hall, Inc. All rights reserved. 14L 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 organization. Explain how the concept of a

6、n 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.Copyright 2005 Prentice Hall, Inc. All rights reserve

7、d. 15Who Are Managers? ManagerSomeone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Copyright 2005 Prentice Hall, Inc. All rights reserved. 16Classifying Managers First-line ManagersAre at the lowest level of

8、 management and manage the work of non-managerial employees. Middle 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.Copyright 2005 Prentice Hall, Inc. All rights re

9、served. 17What Is Management? Managerial ConcernsEfficiencyv“Doing things right” Getting the most output for the least inputsEffectivenessv“Doing the right things” Attaining organizational goalsCopyright 2005 Prentice Hall, Inc. All rights reserved. 18What Do Managers Do? Functional ApproachPlanning

10、vDefining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesOrganizingvArranging work to accomplish organizational goalsLeadingvWorking with and through people to accomplish goals.ControllingvMonitoring, comparing, and correcting the workCopyrigh

11、t 2005 Prentice Hall, Inc. All rights reserved. 19What Do Managers Do? (contd) Management Roles ApproachInterpersonal rolesvFigurehead, leader, liaisonInformational rolesvMonitor, disseminator, spokespersonDecisional rolesvDisturbance handler, resource allocator, negotiatorCopyright 2005 Prentice Ha

12、ll, Inc. All rights reserved. 110What Do Managers Do? (contd) Skills ApproachTechnical skillsvKnowledge and proficiency in a specific fieldHuman skillsvThe ability to work well with other peopleConceptual skillsvThe ability to think and conceptualize about abstract and complex situations concerning

13、the organizationCopyright 2005 Prentice Hall, Inc. All rights reserved. 111How The Managers Job Is Changing The Increasing Importance of CustomersCustomers: the reason that organizations existvManaging customer relationships is the responsibility of all managers and employees.vConsistent high qualit

14、y customer service is essential for survival. InnovationDoing things differently, exploring new territory, and taking risksvManagers should encourage employees to be aware of and act on opportunities for innovation.Copyright 2005 Prentice Hall, Inc. All rights reserved. 112What Is An Organization? A

15、n Organization DefinedA deliberate arrangement of people to accomplish some specific purpose Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structureCopyright 2005 Prentice Hall, Inc. All rights reserved. 113Why Study Management? The Value of

16、 Studying ManagementThe universality of managementvGood management is needed in all organizations.The reality of workvEmployees either manage or are managed.Rewards and challenges of being a managervManagement offers challenging, exciting and creative opportunities for meaningful and fulfilling work

17、.vSuccessful managers receive significant monetary rewards for their efforts.Copyright 2005 Prentice Hall, Inc. All rights reserved. 1148th editionSteven P. RobbinsMary CoulterCopyright 2005 Prentice Hall, Inc. All rights reserved. 115L E A R N I N G O U T L I N E Follow this Learning Outline as you

18、 read and study this chapter.oHistorical Background of Management Explain 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 appr

19、oaches. Scientific Management Define scientific management. Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth. Explain how todays managers use scientific management.Copyright 2005 Prentice Hall, Inc. All rights reserved. 116L E A R N I N G O U T L I N E (

20、contd) Follow this Learning Outline as you read and study this chapter.oGeneral Administrative Theorists Tell what the general administrative theorists brought to the study of management. Describe how Fayol viewed the practice of management Explain why Fayol developed his principles of management. D

21、iscuss Fayols 14 management principles. Describe Max Webers contribution to the general administrative theory of management, Define the characteristics of a bureaucracy Explain how todays managers use general administrative theory.Copyright 2005 Prentice Hall, Inc. All rights reserved. 117L E A R N

22、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 Management Define 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

23、 be comfortable with the quantitative approach.Toward Under Organizational Behavior Define organizational behavior. Describe the 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.Cop

24、yright 2005 Prentice Hall, Inc. All rights reserved. 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.oToward Understanding Organizational Behavior (contd) Discuss the criticisms of the Hawthorne Studies. Discuss how todays managers use the beh

25、avioral approach.oThe Systems Approach Define a system. Contrast closed systems and open systems. Describe an organization using the systems approach. Discuss how the systems approach is appropriate for understanding management.Copyright 2005 Prentice Hall, Inc. All rights reserved. 119L E A R N I N

26、 G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.oThe Contingency Approach Define the contingency approach Explain how the contingency approach differs from the early theories of management Discuss the popular contingency variables. Discuss how the contingency

27、 approach is appropriate for studying managementoCurrent Issues and Trends Explain why we need to look at the current trends and issues facing managers. Define workforce diversity, entrepreneurship, e-business, learning organization, knowledge management, and quality management.Copyright 2005 Prenti

28、ce Hall, Inc. All rights reserved. 120Historical Background of Management Ancient ManagementEgypt (pyramids) and China (Great Wall)Venetians (floating warship assembly lines) Adam SmithPublished “The Wealth of Nations” in 1776vAdvocated the division of labor (job specialization) to increase the prod

29、uctivity of workers Industrial RevolutionSubstituted machine power for human laborCreated large organizations in need of managementCopyright 2005 Prentice Hall, Inc. All rights reserved. 121Major Approaches to Management Scientific Management General Administrative Theory Quantitative Management Org

30、anizational Behavior Systems Approach Contingency ApproachCopyright 2005 Prentice Hall, Inc. All rights reserved. 122Scientific Management Fredrick Winslow TaylorThe “father” of scientific managementPublished Principles of Scientific Management (1911)vThe theory of scientific management: Using scien

31、tific methods to define the “one best way” for a job to be done Putting the right person on the job with the correct tools and equipment Having a standardized method of doing the job Providing an economic incentive to the workerCopyright 2005 Prentice Hall, Inc. All rights reserved. 123Scientific Ma

32、nagement (contd) Frank and Lillian GilbrethFocused on increasing worker productivity through the reduction of wasted motionDeveloped the microchronometer to time worker motions and optimize performance. How Do Todays Managers Use Scientific Management?Use time and motion studies to increase producti

33、vityHire the best qualified employeesDesign incentive systems based on outputCopyright 2005 Prentice Hall, Inc. All rights reserved. 124General Administrative Theorists Henri FayolBelieved that the practice of management was distinct from other organizational functions Developed fourteen principles

34、of management that applied to all organizational situations Max WeberDeveloped a theory of authority based on an ideal type of organization (bureaucracy)vEmphasized rationality, predictability, impersonality, technical competence, and authoritarianism.Copyright 2005 Prentice Hall, Inc. All rights re

35、served. 125Quantitative Approach to Management Quantitative ApproachAlso called operations research or management scienceEvolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsFocuses on improving managerial decision making by applyin

36、g:vStatistics, optimization models, information models, and computer simulationsCopyright 2005 Prentice Hall, Inc. All rights reserved. 126Understanding Organizational Behavior Organizational Behavior (OB)The study of the actions of people at work; people are the most important asset of an organizat

37、ion Early OB AdvocatesRobert OwenHugo MunsterbergMary Parker FollettChester BarnardCopyright 2005 Prentice Hall, Inc. All rights reserved. 127The Hawthorne Studies A series of productivity experiments conducted at Western Electric from 1927 to 1932. Experimental findingsProductivity unexpectedly inc

38、reased under imposed adverse working conditions.The effect 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.Copyright 2005 Prentice Hall, Inc. All rights r

39、eserved. 128The Systems Approach System DefinedA set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Basic Types of SystemsClosed systemsvAre not influenced by and do not interact with their environment (all system input and output is internal)Open system

40、svDynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environmentsCopyright 2005 Prentice Hall, Inc. All rights reserved. 129Implications of the Systems Approach Coordination of the organizations parts is essential for pro

41、per 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. Organizations are not self-contained and, therefore, must adapt to changes in their external environment.Copyright 2005 Prentice Hall, Inc.

42、All rights reserved. 130The Contingency Approach Contingency Approach DefinedAlso sometimes called the situational approach.There is no one universally applicable set of management principles (rules) by which to manage organizations.Organizations are individually different, face different situations

43、 (contingency variables), and require different ways of managing.Copyright 2005 Prentice Hall, Inc. All rights reserved. 131Current Trends and Issues Globalization Ethics Workforce Diversity Entrepreneurship E-business Knowledge Management Learning Organizations Quality ManagementCopyright 2005 Pren

44、tice Hall, Inc. All rights reserved. 132Current Trends and Issues (contd) GlobalizationManagement in international organizationsPolitical and cultural challenges of operating in a global market EthicsIncreased emphasis on ethics education in college curriculumsIncreased creation and use of codes of

45、ethics by businessesCopyright 2005 Prentice Hall, Inc. All rights reserved. 133Current Trends and Issues (contd) Workforce DiversityIncreasing heterogeneity in the workforcevMore gender, minority, ethnic, and other forms of diversity in employeesAging workforcevOlder employees who work longer and no

46、t retirevThe cost of public and private benefits for older workers will increase vIncreased demand for products and services related to agingCopyright 2005 Prentice Hall, Inc. All rights reserved. 134Current Trends and Issues (contd) Entrepreneurship DefinedThe process whereby an individual or group

47、 of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness. Entrepreneurship processPursuit of opportunitiesInnovation in products, services, or business methodsDesire for continual growth of the organizationCopyright 2005 Prentice

48、Hall, Inc. All rights reserved. 135Current Trends and Issues (contd) E-Business (Electronic Business)The work preformed by an organization using electronic linkages to its key constituenciesE-commerce: the sales and marketing component of an e-business Categories of E-BusinessesE-business enhanced o

49、rganizationE-business enabled organizationTotal e-business organizationCopyright 2005 Prentice Hall, Inc. All rights reserved. 136Current Trends and Issues (contd) Knowledge ManagementThe cultivation of a learning culture where organizational members systematically gather and share knowledge with ot

50、hers in order to achieve better performance. Learning OrganizationAn organization that has developed the capacity to continuously learn, adapt, and change.Copyright 2005 Prentice Hall, Inc. All rights reserved. 137Current Trends and Issues (contd) Quality ManagementA philosophy of management driven