management--foundation

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Part One Foundation,Unit 1 Management and Manager,Objectives,1. Definition of Management,2. The Functions（,职能）,of Management,3. Organization and Level of Managers,4. Skills for Managers,5. Influences of Other Disciplines（,学科）,on Management,Part One Foundation,Unit 1 Management and Manager,1. Definition of Management,Details,management,Management refers to the process of getting things done, effectively and efficiently, through and with other people.,Management is the process of reaching organizational goals by working with and through people and other organizational resources.,process,Process represents the primary activities managers perform.,efficiency,Efficiency means doing the task correctly and refers to the relationship between inputs and outputs.,effectiveness,Effectiveness means doing the right task.,efficiency and effectiveness,: interrelated,Part One Foundation,Unit 1 Management and Manager,2. The Functions（,职能）,of Management,Details,function,Management functions are activities that make up the management process. Management has four functions including planning（,计划）,organizing, influencing（,领导）,and controlling.,planning,Defining goals, establishing strategy, and developing,subplans,to coordinate activities.,organizing,Determining what needs to be done, how it will be done, and who is to do it.,influencing,Directing and motivating all involved parties and resolving conflicts.,controlling,Monitoring activities are accomplished as planned.,Part One Foundation,Unit 1 Management and Manager,3. Organization and Level of Managers,Details,organization and three common characteristics,An organization is a systematic arrangement of people brought together to accomplish some specific purpose. Organization refers to an entity that has a distinct purpose, members, and a systematic structure.,operatives,Operatives are people who work directly on a job and have no responsibility for overseeing the work of others.,managers,Managers direct the activities of other people in the organization.,first-line managers, middle managers, top managers,Supervisor, district/division manager, president and CEO.,managers and managerial functions,Top managers (planning, organizing), first-line managers (leading).,Part One Foundation,Unit 1 Management and Manager,4. Skills for Managers,Details,managerial competence and management skills,Three critical management skills are conceptual, interpersonal/human, and technical skills.,conceptual skills,Conceptual skills refer to the mental ability to analyze and diagnose complex situations.,interpersonal skills,Interpersonal skills encompass the ability to work with, understand, mentor, and motivate other people, both individually and in groups.,technical skills,Technical skills are abilities to apply specialized knowledge or expertise.,managers and management skills,Top managers (CS, IS), first-line managers (TS, IS).,Part One Foundation,Unit 1 Management and Manager,5. Influences of Other Disciplines（,学科）,on Management,Details,anthropology:,Anthropology is the study of societies, which helps us learn about human beings and their activities.,economics:,Economics is concerned with the allocation and distribution of scarce resources.,philosophy:,Philosophy inquires into the nature of things, particularly values and ethics.,political science:,Political science studies the behavior of individuals and groups within a political environment.,psychology:,Psychology is the science that seeks to measure, explain, and sometimes change the behavior of humans.,sociology:,Sociology studies people in relation to their fellow human beings.,Part One Foundation,Unit 1 Management and Manager,Exercises,True or False,Study Questions,Case Study,Part One Foundation,Unit 2 Evolution of Management,Objectives,1. Historical Background of Management (Pre-modern Era),2. Classical Approach to Management (1895-1920),3. Human Relations Movement (1931- Late 1940s),4. Management Theory Jungle（,丛林） (,Late 1950s-1960s),5. The System Approach and Contingency（,权变）,Approach (1960s-1970s),6. The Japanese Management Movement and Theory Z (Late 1970s),7. Management Thought and Practice (1980s- Present),Part One Foundation,Unit 2 Evolution of Management,1. Historical Background of Management (Pre-modern Era),Details,examples,The Egyptian pyramids,The Great Wall of China,influence,The Industrial Revolution (late-eighteenth-century),Machine power replaces human power,Big organizations (large businesses),Machine power, mass production, the reduced transportation costs, lack of governmental regulation,theory,Early 1900s,Part One Foundation,Unit 2 Evolution of Management,2. Classical Approach to Management (1895-1920),Details,classical approach to management,The classical approach to management is a management approach that emphasizes organizational efficiency to increase organizational success.,classification,Scientific management (lower-level management analysis),How to improve the productivity of operative personnel,General administrative theory (comprehensive analysis of management),How to make the overall organization more effective,scientific management,The birth of modern management theory,1911,The Principles of Scientific Management,one best way,The father of scientific management Frederick Winslow Taylor,Part One Foundation,Unit 2 Evolution of Management,2. Classical Approach to Management (1895-1920),Details,scientific management,The fundamental principles underlying the scientific approach to management,(1)Develop a science for each element of an individuals work, which replaces the old rule-of-thumb method.,（科学研究工人的工作，以科学的操作方法代替过去单凭经验的老方法）,(2)Scientifically select and then train, teach, and develop the worker.,（认真挑选工人，对他们进行科学操作方法的培训）,(3)Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science.,（与工人进行真诚的合作，一切工作都按科学的原则进行）,(4)Divide work and responsibility almost equally between management and workers.,（管理者和工人共同承担工作和责任）,Part One Foundation,Unit 2 Evolution of Management,2. Classical Approach to Management (1895-1920),Details,general administrative theory,14 principles of management fundamental,(1)Division of work,（分工）,(2)Authority,（权力与责任）,(3)Discipline,（纪律）,(4)Unity of command,（统一指挥,/,政令统一）,(5)Unity of direction,（统一领导）,(6)Subordination of individual interests to the general interests,（个人利益服从组织利益）,(7)Remuneration,（合理的报酬）,(8)Centralization,（集权与分权）,(9)Scalar chain,（跳板原则,/,命令链）,(10)Order,（秩序）,(11)Equity,（公平）,(12)Stability of tenure of personnel,（保持人员稳定）,(13)Initiative,（首创精神）,(14)Esprit de corps,（团结精神）,Part One Foundation,Unit 2 Evolution of Management,3. Human Relations Movement (1931- Late 1940s),Details,background,The Great Depression (1929-1932),American worker unions,Understanding employees and their needs,Hawthorne studies,1924: define the relationship between physical working conditions and worker productivity,1927: a team led by Elton Mayo; Hawthorne effect,conclusions,Behavior and sentiments are closely related,Group influences significantly affect individual behavior,Group standards establish individual worker output,Money is less a factor in determining output,Part One Foundation,Unit 2 Evolution of Management,4. Management Theory Jungle（,丛林） (,Late 1950s-1960s),Details,theory fragmentation movement,Decision theory school,Mathematical (or management science) school,Behavioral science school,Empirical school,management theory jungle,Harold Koontz,Part One Foundation,Unit 2 Evolution of Management,5. The System Approach and Contingency（,权变）,Approach (1960s-1970s),Details,system approach,The system approach to management is a management approach based on general system theorythe theory that to understand fully the operation of an entity, the entity must be viewed as a system. This requires understanding the interdependence of its parts.,contingency approach,The contingency approach to management is a management approach that emphasizes that what managers do in practice depends on a given set of circumstances-a situation.,Part One Foundation,Unit 2 Evolution of Management,6. The Japanese Management Movement and Theory Z (Late 1970s),Details,organization types,American-type organization,Japanese-type organization,Theory Z-type organization,Theory Z,Long-term employment,Participative decision-making,Individual responsibility,Slow promotion,Implicit informal control with explicit formalized measures,Moderately specialized career paths,Holistic concern, including family,Part One Foundation,Unit 2 Evolution of Management,7. Management Thought and Practice (1980s- Present),Details,major forces,Globalization,Learning organization,Total quality management,Business reengineering,change,Marketplace,Technology,Workforce,Part One Foundation,Unit 2 Evolution of Management,Exercises,True or False,Study Questions,Case Study,Part One Foundation,Unit 3 Management and the External Environment,Objectives,1. Direct Forces,2. Indirect Forces,Part One Foundation,Unit 3 Management and the External Environment,The external environment includes all the forces acting on the organization from the outside. Customers, competitors, suppliers, and human resources are some of the obvious forces in an organizations external environment. Other not-so-obvious forces include technological, economic, political, legal, regulatory, cultural, and social forces.,Part One Foundation,Unit 3 Management and the External Environment,1. Direct Forces,Details,customers,individuals or organizations, customers or prospects,competitors,intertype or,intratype, competitor analysis and competitor intelligence team (,竞争者情报团队,),suppliers,suppliers risks,human resources,knowledge, skills, and drive,Part One Foundation,Unit 3 Management and the External Environment,2. Indirect Forces,Details,technological,First, technological developments can influence an organizations use of knowledge and techniques in producing a product or service and in performing other work of the organization. Second, technological developments also affect the characteristics of an organizations products or services.,economic,Minimize threats and capitalize on opportunities.,political, legal, and regulatory,Constraint and opportunity, government involvement.,cultural and social,Cultural and social elements are added money.,Part One Foundation,Unit 3 Management and the External Environment,2. Indirect Forces,Details,international,Consumer preferences, pricing and strategies, governmental policies.,First, a business might pursue internationalization because of weakening opportunities at home. Second, the company may be drawn overseas by outstanding opportunities to market its products or services in other nations while continuing to do business at home.,It is only a matter of time before most big businesses operate in an international environment.,Part One Foundation,Unit 3 Management and the External Environment,Exercises,True or False,Study Questions,Case Study,Part One Foundation,Unit 4 Management and Social Responsibilities,Objectives,1. Social Responsibility,2. Socially Responsible Activities,3. Internal and External Beneficiaries,Part One Foundation,Unit 4 Management and Social Responsibilities,To understand the meanings of social responsibility is to recognize that they change with time and circumstance.,Managers must be cognizant of their own responsibilities for instilling acceptable ethical standards throughout their organizations.,Legality must be the recognized threshold of all managerial and organizational action.,Corporate social responsibility is the managerial obligation to take action that protects and improves both the welfare of society as a whole and the interests of the organization.,Part One Foundation,Unit 4 Management and Social Responsibilities,1. Social Responsibility,Details,social obligation,Society supports business by allowing it to exist, so business is obligated to repay society for that right by making profits.,First, they assert that businesses are accountable to their shareholders.,Second, socially responsible activities such as social improvement programs should be determined by law, by public policy, and by actions and contributions of private individuals.,Third, if management allocates profits to social improvement activities, it is abusing its authority.,Fourth, these actions by management may work to the disadvantage of society.,Part One Foundation,Unit 4 Management and Social Responsibilities,1. Social Responsibility,Details,social reaction,At minimum, business must be accountable for the environmental and social costs incurred by its actions; at maximum, business must react and contribute to the solving of societys problems.,Part One Foundation,Unit 4 Management and Social Responsibilities,1. Social Responsibility,Details,social responsiveness,The characteristics of socially responsive behavior include taking stands on public issues, anticipating future needs of society and moving toward satisfying them.,First, business economic activities and goals cannot be neatly separated from the social activities and goals of society.,Second, social responsiveness advocates assert that business involvement in social problems is not an abuse of authority.,Part One Foundation,Unit 4 Management and Social Responsibilities,1. Social Responsibility,Details,a continuum of social responsibility,The continuum formed by the three classes of socially responsible behavior ranges from an emphasis on profit making to an emphasis on social and economic concerns.,Type of behavior,Socially obligated,The organizations economic and legal responsibilities,Socially reactive,The organizations economic, legal and social responsibilities,Socially responsive,The organizations economic, legal, social and citizenship responsibilities,Part One Foundation,Unit 4 Management and Social Responsibilities,1. Social Responsibility,Details,approaches to meeting social responsibilities,The social obligation approach,is an approach to meeting social obligations that considers business to have primarily economic purposes and confines social responsibility activity largely to conformance to existing legislation.,The social responsibility approach,is an approach to meeting social obligations that considers business as having both societal and economic goals.,The social responsiveness approach,is an approach to meeting social obligations that considers business to have societal and economic goals as well as the obligation to anticipate potential social problems and to work actively toward preventing them from occurring.,Part One Foundation,Unit 4 Management and Social Responsibilities,2. Socially Responsible Activities,Details,seven categories of socially responsible actions,In its marketing practices,In its product line,In employee education and training,In environmental control,In employee relations, benefits, and satisfaction with work,In the realm of employee safety and health,In the area of corporate philanthropy,Part One Foundation,Unit 4 Management and Social Responsibilities,3. Internal and External Beneficiaries,Details,internal beneficiaries,Responsibilities to customers,relatively fixed: product safety,quite fluid: price-quality relationships,examples: responding promptly to complaints, providing complete and accurate product information, implementing advertising programs, taking an active role in developing products,Responsibilities to employees,meeting the legal requirements: safety and health issues, wage and hour provisions, and the like,providing fringe benefits: retirement funds, health and hospitalization insurance, and accident insurance,other socially responsible activities: comprehensive employee training, career development, and counseling, and employee assistance programs (,EAPs,),Part One Foundation,Unit 4 Management and Social Responsibilities,3. Internal and External Beneficiaries,Details,internal beneficiaries,Responsibilities to shareholders,the fundamental right of a shareholder: not to be guaranteed a profit but to be guaranteed information on which a prudent investment decision can be based,Relationships between internal beneficiaries and category of social responsibility,the focus of much of managements socially obligated behavior: the internal beneficiaries of corporate actions,Part One Foundation,Unit 4 Management and Social Responsibilities,3. Internal and External Beneficiaries,Details,external beneficiaries,Specific external beneficiaries,groups: minorities groups, women, the disabled, the aged,behaviors: doing business with minority-owned businesses, creating programs to train the chronically unemployed, initiating career development programs for women,relationship: socially responsive,General external beneficiaries,groups: the,geneal,behaviors: solving or preventing environmental or ecological problems such as water, air, and noise pollution and waste and radiation disposal, upgrading education, the arts, and community health,relationship: socially responsible,Part One Foundation,Unit 4 Management and Social Responsibilities,Exercises,True or False,Study Questions,Case Study,