资源描述
Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter,2012 Pearson Education, Inc. publishing as Prentice Hall,1-,*,Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter,2012 Pearson Education, Inc. publishing as Prentice Hall,1-,1,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter,2012 Pearson Education, Inc. publishing as Prentice Hall,1-,26,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter,2012 Pearson Education, Inc. publishing as Prentice Hall,1-,27,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter,2012 Pearson Education, Inc. publishing as Prentice Hall,1-,*,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter,2012 Pearson Education, Inc. publishing as Prentice Hall,1-,28,Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Explain,why,managers are important to organizations,Tell,who managers are and where they work,Describe,the,functions, roles, and skills of managers,Describe,the,factors that are reshaping and redefining the managers job,Explain,the,value of studying management,Why are Managers Important?,Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times.,Managerial skills and abilities are critical in getting things done.,The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.,Who Are Managers?,Manager,Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.,Classifying Managers,First-line Managers,- Individuals who manage the work of non-managerial employees.,Middle Managers,- Individuals who manage the work of first-line managers.,Top Managers,- Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.,Exhibit 1-1: Levels of Management,Where Do Managers Work?,Organization,- A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone).,Common Characteristics of Organizations,Have a distinct purpose (goal),Are composed of people,Have a deliberate structure,Exhibit 1-2: Characteristics of Organizations,What Do Managers Do?,Management,involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.,Effectiveness and Efficiency,Efficiency,“Doing things right”,Getting the most output for the least inputs,Effectiveness,“Doing the right things”,Attaining organizational goals,Exhibit 1-3: Efficiency and Effectivenessin Management,Management Functions,Planning,- Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities.,Organizing,- Arranging and structuring work to accomplish organizational goals.,Leading,- Working with and through people to accomplish goals.,Controlling,- Monitoring, comparing, and correcting work.,Exhibit 1-4: Four Functions of Management,Management Roles,Roles are specific actions or behaviors expected of a manager.,Mintzberg identified 10 roles grouped around,interpersonal relationships, the transfer of information, and,decision making,.,Management Roles,Interpersonal roles,Figurehead, leader, liaison,Informational roles,Monitor, disseminator, spokesperson,Decisional roles,Entrepreneur, disturbance handler, resource allocator, negotiator,Exhibit 1-5: Mintzbergs Managerial Roles,Skills Managers Need,Technical skills,Knowledge and proficiency in a specific field,Human skills,The ability to work well with other people,Conceptual skills,The ability to think and conceptualize about abstract and complex situations concerning the organization,Exhibit 1-6: Skills Needed at DifferentManagerial Levels,Exhibit 1-7: Important Managerial Skills,The Importance of Customers,Customers:,the reason that organizations exist,Managing customer relationships is the responsibility of all managers and employees.,Consistent high quality customer service is essential for survival.,The Importance of Innovation,Innovation,Doing things differently, exploring new territory, and taking risks.,Managers should encourage employees to be aware of and act on opportunities for innovation.,The Importance of Sustainability,Sustainability -,a companys ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.,Exhibit 1-8: Changes Facing Managers,Why Study Management?,Universality of Management,The reality that management is needed,in all types and sizes of organizations,at allorganizational levels,in all organizational areas,in all organizations, regardless of location,Exhibit 1-9: Universal Need for Management,Exhibit 1-10: Rewards and Challenges of Being a Manager,Terms to Know,management roles,interpersonal roles,informational roles,decisional roles,technical skills,human skills,conceptual skills,organization,universality of management,manager,first-line managers,middle managers,top managers,management,efficiency,effectiveness,planning,organizing,leading,controlling,
展开阅读全文