羅賓斯管理學(xué)PPT(英文版).ppt

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1、Copyright 2005 Prentice Hall, Inc. All rights reserved.,11,PowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,8th edition,Steven P. Robbins Mary Coulter,Copyright 2005 Prentice Hall, Inc. All rights reserved.,12,L E A R N I N G O U T L I N E Follow this L

2、earning Outline as you read and study this chapter.,Who Are Managers? Describe who is doing managerial 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 manage

3、ment. Contrast efficiency and effectiveness. Explain why efficiency and effectiveness are important to management.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,13,L 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? De

4、scribe the four functions of management. Explain Mintzbergs managerial roles. Tell how a managers include 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 c

5、ompetencies. Discuss the change that are impacting managers jobs. Explain why customer service and innovation are important to the managers job.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,14,L 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 ch

6、apter.,What Is An Organization? Describe the characteristics of an organization. Explain how the concept of an 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

7、. Describe the rewards and challenges of being a manager.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,15,Who Are Managers?,Manager Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.,Copyright

8、2005 Prentice Hall, Inc. All rights reserved.,16,Classifying Managers,First-line Managers Are at the lowest level of management and manage the work of non-managerial employees. Middle Managers Manage the work of first-line managers. Top Managers Are responsible for making organization-wide decisions

9、 and establishing plans and goals that affect the entire organization.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,17,What Is Management?,Managerial Concerns Efficiency “Doing things right” Getting the most output for the least inputs Effectiveness “Doing the right things” Attaining orga

10、nizational goals,Copyright 2005 Prentice Hall, Inc. All rights reserved.,18,What Do Managers Do?,Functional Approach Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities Organizing Arranging work to accomplish organizational goals

11、 Leading Working with and through people to accomplish goals. Controlling Monitoring, comparing, and correcting the work,Copyright 2005 Prentice Hall, Inc. All rights reserved.,19,What Do Managers Do? (contd),Management Roles Approach Interpersonal roles Figurehead, leader, liaison Informational rol

12、es Monitor, disseminator, spokesperson Decisional roles Disturbance handler, resource allocator, negotiator,Copyright 2005 Prentice Hall, Inc. All rights reserved.,110,What Do Managers Do? (contd),Skills Approach Technical skills Knowledge and proficiency in a specific field Human skills The ability

13、 to work well with other people Conceptual skills The ability to think and conceptualize about abstract and complex situations concerning the organization,Copyright 2005 Prentice Hall, Inc. All rights reserved.,111,How The Managers Job Is Changing,The Increasing Importance of Customers Customers: th

14、e reason that organizations exist Managing customer relationships is the responsibility of all managers and employees. Consistent high quality customer service is essential for survival. Innovation Doing things differently, exploring new territory, and taking risks Managers should encourage employee

15、s to be aware of and act on opportunities for innovation.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,112,What Is An Organization?,An Organization Defined A deliberate arrangement of people to accomplish some specific purpose Common Characteristics of Organizations Have a distinct purpos

16、e (goal) Composed of people Have a deliberate structure,Copyright 2005 Prentice Hall, Inc. All rights reserved.,113,Why Study Management?,The Value of Studying Management The universality of management Good management is needed in all organizations. The reality of work Employees either manage or are

17、 managed. Rewards and challenges of being a manager Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. Successful managers receive significant monetary rewards for their efforts.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,114,PowerPoin

18、t Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,8th edition,Steven P. Robbins Mary Coulter,Copyright 2005 Prentice Hall, Inc. All rights reserved.,115,L 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.,Historical Back

19、ground 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 approaches. Scientific Management Define scientif

20、ic 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.,116,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you

21、read and study this chapter.,General 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. Discuss Fayols 14 management principles. Des

22、cribe 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.,117,L E A R N I N G O U T L I N E (contd) Follow this L

23、earning Outline as you read and study this chapter.,Quantitative 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 be comfortable with the quantitative app

24、roach. 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.,Copyright 2005 Prentice Hall, Inc. All rig

25、hts reserved.,118,L 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.,Toward Understanding Organizational Behavior (contd) Discuss the criticisms of the Hawthorne Studies. Discuss how todays managers use the behavioral approach. The Systems Approach

26、 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.,119,L E A R N I N G O U T L I N E (contd) Follow this

27、 Learning Outline as you read and study this chapter.,The 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 approach is appropriate for studyin

28、g management Current 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 Prentice Hall, Inc. All rights reserved.,

29、120,Historical Background of Management,Ancient Management Egypt (pyramids) and China (Great Wall) Venetians (floating warship assembly lines) Adam Smith Published “The Wealth of Nations” in 1776 Advocated the division of labor (job specialization) to increase the productivity of workers Industrial

30、Revolution Substituted machine power for human labor Created large organizations in need of management,Copyright 2005 Prentice Hall, Inc. All rights reserved.,121,Major Approaches to Management,Scientific Management General Administrative Theory Quantitative Management Organizational Behavior System

31、s Approach Contingency Approach,Copyright 2005 Prentice Hall, Inc. All rights reserved.,122,Scientific Management,Fredrick Winslow Taylor The “father” of scientific management Published Principles of Scientific Management (1911) The theory of scientific management: Using scientific methods to define

32、 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 worker,Copyright 2005 Prentice Hall, Inc. All rights reserved.,123,Scientific Management (contd),Fran

33、k and Lillian Gilbreth Focused on increasing worker productivity through the reduction of wasted motion Developed the microchronometer to time worker motions and optimize performance. How Do Todays Managers Use Scientific Management? Use time and motion studies to increase productivity Hire the best

34、 qualified employees Design incentive systems based on output,Copyright 2005 Prentice Hall, Inc. All rights reserved.,124,General Administrative Theorists,Henri Fayol Believed that the practice of management was distinct from other organizational functions Developed fourteen principles of management

35、 that applied to all organizational situations Max Weber Developed a theory of authority based on an ideal type of organization (bureaucracy) Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,125

36、,Quantitative Approach to Management,Quantitative Approach Also called operations research or management science Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems Focuses on improving managerial decision making by applying: Stat

37、istics, optimization models, information models, and computer simulations,Copyright 2005 Prentice Hall, Inc. All rights reserved.,126,Understanding Organizational Behavior,Organizational Behavior (OB) The study of the actions of people at work; people are the most important asset of an organization

38、Early OB Advocates Robert Owen Hugo Munsterberg Mary Parker Follett Chester Barnard,Copyright 2005 Prentice Hall, Inc. All rights reserved.,127,The Hawthorne Studies,A series of productivity experiments conducted at Western Electric from 1927 to 1932. Experimental findings Productivity unexpectedly

39、increased under imposed adverse working conditions. The effect of incentive plans was less than expected. Research conclusion Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.,Copyright 2005 Prentice Hall, Inc. All ri

40、ghts reserved.,128,The Systems Approach,System Defined A set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Basic Types of Systems Closed systems Are not influenced by and do not interact with their environment (all system input and output is internal) O

41、pen systems Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments,Copyright 2005 Prentice Hall, Inc. All rights reserved.,129,Implications of the Systems Approach,Coordination of the organizations parts is essen

42、tial for proper 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 Prentic

43、e Hall, Inc. All rights reserved.,130,The Contingency Approach,Contingency Approach Defined Also 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 dif

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

45、,Copyright 2005 Prentice Hall, Inc. All rights reserved.,132,Current Trends and Issues (contd),Globalization Management in international organizations Political and cultural challenges of operating in a global market Ethics Increased emphasis on ethics education in college curriculums Increased crea

46、tion and use of codes of ethics by businesses,Copyright 2005 Prentice Hall, Inc. All rights reserved.,133,Current Trends and Issues (contd),Workforce Diversity Increasing heterogeneity in the workforce More gender, minority, ethnic, and other forms of diversity in employees Aging workforce Older emp

47、loyees who work longer and not retire The cost of public and private benefits for older workers will increase Increased demand for products and services related to aging,Copyright 2005 Prentice Hall, Inc. All rights reserved.,134,Current Trends and Issues (contd),Entrepreneurship Defined The process

48、 whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness. Entrepreneurship process Pursuit of opportunities Innovation in products, services, or business methods Desire for continual growth of the or

49、ganization,Copyright 2005 Prentice Hall, Inc. All rights reserved.,135,Current Trends and Issues (contd),E-Business (Electronic Business) The work preformed by an organization using electronic linkages to its key constituencies E-commerce: the sales and marketing component of an e-business Categorie

50、s of E-Businesses E-business enhanced organization E-business enabled organization Total e-business organization,Copyright 2005 Prentice Hall, Inc. All rights reserved.,136,Current Trends and Issues (contd),Knowledge Management The cultivation of a learning culture where organizational members syste

51、matically gather and share knowledge with others in order to achieve better performance. Learning Organization An organization that has developed the capacity to continuously learn, adapt, and change.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,137,Current Trends and Issues (contd),Quali

52、ty Management A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations Inspired by the total quality management (TQM) ideas of Deming and Juran Quality is not directly related to cost.,Copyright 2005 Prentice Hall,

53、Inc. All rights reserved.,138,PowerPoint Presentation by Charlie Cook Copyright 2005 Prentice Hall, Inc. All rights reserved.,8th edition,Steven P. Robbins Mary Coulter,Copyright 2005 Prentice Hall, Inc. All rights reserved.,139,L E A R N I N G O U T L I N E Follow this Learning Outline as you read

54、and study this chapter.,The Manager: Omnipotent or Symbolic Define the omnipotent and symbolic views of management. Contrast the action of manager according to the omnipotent and symbolic views. Explain the parameters of managerial discretion. The Organizations Culture Define organizational culture.

55、 Explain what the definition of culture implies. Describe the seven dimensions of organizational culture. Define a strong culture.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,140,L 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.,The Organizati

56、ons Culture (contd) List the factors that influence the strength of an organizations culture. Discuss the impact of a strong culture on organizations and managers. Explain the source of an organizations culture. Describe how an organizations culture continues. Explain how culture is transmitted to e

57、mployees. Describe how culture affects managers. Describe how managers can create a culture that supports diversity.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,141,L 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.,Current Organization

58、al Issues Facing Managers Explain how a strong culture affects whether an organization is ethical. Describe the characteristics of an ethical culture. List some suggestions for creating a more ethical culture. Describe the characteristics of an innovative culture. Explain six characteristics of a cu

59、stomer-responsive culture. Discuss the actions managers can take to make their cultures more customer-responsive. Define workplace spirituality.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,142,L 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 c

60、hapter.,Current Organizational Issues Facing Managers (contd) Define workplace spirituality. Explain why workplace spirituality seems to be an important concern. Describe the characteristics of a spiritual organization. Discuss the criticisms of spirituality. The Environment Define the external envi

61、ronment an specific and general environment. Describe the components of the specific environment.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,143,L 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.,The Environment (contd) Describe the co

62、mponents of the general environment. Define and discuss environmental uncertainty and its two dimensions. Define stake holders. Identify the most common organizational stakeholders. Explain why stakeholder relationship management is important.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,

63、144,The Manager: Omnipotent or Symbolic?,Omnipotent View of Management Managers are directly responsible for an organizations success or failure. The quality of the organization is determined by the quality of its managers. Managers are held most accountable for an organizations performance yet it i

64、s difficult to attribute good or poor performance directly to their influence on the organization.,Copyright 2005 Prentice Hall, Inc. All rights reserved.,145,The Manager: Omnipotent or Symbolic?,Symbolic View of Management Much of an organizations success or failure is due to external forces outsid

65、e of managers control. The ability of managers to affect outcomes is influenced and constrained by external factors. The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers Managers symbolize control and influence through thei

66、r action,Copyright 2005 Prentice Hall, Inc. All rights reserved.,146,The Organizations Culture,Organizational Culture A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. “The way we do things around here.” Values