管理学经典

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,11/7/2009,#,管理学经典,2020年5月25日星期一,References,StephenP.RobbinsandMaryCoulter.Management,(TenthEdition),清华大学出版社，2011.,PeterF.Drucker.ThePracticeofManagement,机械工,业出版社，2009.,PeterF.Drucker.ManagementChallengesforthe21,st,Century.机械工业出版社，2011.,JayM.Shafritz.ClassicsofPublicAdministration,中国人民大学出版社，2010.,References,TheStudyfor.WoodrowWilson.,TheHumanSideofEnterprise,DouglasMurray,McGregor.,Bureaucracy,MaxWeber.,BreakingThroughBureaucracy,MichaelBarzelaywith,BabakJ.Armajani.,Examinations,Attendance10%,Assignments20%,FinalTest70%,Someonewhocoordinatesand,Employeeseithermanageoraremanaged.,IncreasedEmphasison,Haveadistinctpurpose(goal),Exhibit4SkillsNeededatDifferentManagementLevels,situationsconcerningtheorganization,Individualswhomanagetheworkoffirst-linemanagers.,organizationandcrestingamechanismtoputplans,ManagementandOrganizations,RobbinsandMaryCoulter.,Youneedtouseyourstrengthstodoyourbest,Job-focused,Explainhowmanagersdifferfromnon-managerialemployees.,specificpurpose(thatindividualsindependentlycouldnot,Efficiency/productivity,Chapter1,Introductionto,ManagementandOrganizations,WhyareManagerialCompetenciesImportant?,Youneedtouseyourstrengthstodoyourbest,Youneedtoknowyourweaknesses,Youneeddevelopmentalexperiencesatworktobecome,successfulleadersandaddressyourweakness,Youprobablyliketobechallengedwithnewlearning,opportunities,Organizationsdonotwanttowastehumanresources,Globalizationderegulation,restructuring,andnew,competitorsaddtothecomplexityofrunningabusiness,AModelofManagerialCompetencies,Communication,Competency,Planningand,Teamwork,Administration,Competency,Competency,Managerial,Global,Effectiveness,Strategic,Awareness,Action,Competency,Competency,Self-management,Competency,LEARNINGOUTLINE,FollowthislearningOutlineasyoureadand,studythischapter.,WhoAreManagers?,Explainhowmanagersdifferfromnon-managerialemployees.,Describehowtoclassifymanagersinorganizations.,Whatismanagement?,Definemanagement.,Explainwhyefficiencyandeffectivenessareimportantto,management.,WhatDoManagersDo?,Describethefourfunctionsofmanagement.,ExplainMintzbergsmanagerialroles.,DescribeKatzsthreeessentialmanagerialskillsandhow,theimportanceoftheseskillschangesdependingonmanagerial,level.,Discussthechangesthatareimpactingmanagersjobs.,Explainwhycustomerserviceandinnovationareimportant,tothemanagersjob.,WhoAreManagers?,Someonewhocoordinatesand,overseestheworkofotherpeople,sothatorganizationalgoalscan,beaccomplished.,ClassifyingManagers,First-lineManagers,Individualswhomanagetheworkofnon-managerial,employees.,MiddleManagers,Individualswhomanagetheworkoffirst-linemanagers.,TopManagers,Individualswhoareresponsibleformakingorganization-,widedecisionsandestablishingplansandgoalsthataffect,theentireorganization.,Exhibit1ManagerialLevels,Top,Managers,MiddleManagers,First-LineManagers,NonmanagerialEmployees,WhatIsManagement?,ManagerialConcerns,Efficiency:Doingthingsright,-Gettingthemostoutputfortheleastinputs,Effectiveness:Doingtherightthings,-Attainingorganizationalgoals,Exhibit2EffectivenessandEfficiencyinManagement,Efficiency(Means),Effectiveness(Ends),ResourceUsage,GoalAttainment,LowWaste,HighAttainment,ManagementStrivesfor:,LowResourceWaste(highefficiency),HighGoalAttainment(higheffectiveness),WhatDoManagersDo?,FunctionalApproach,Planning,-Defininggoals,establishingstrategiestoachievegoals,developing,planstointegrateandcoordinateactivities.,Organizing,Arrangingandstructuringworktoaccomplishorganizationalgoals.,-,Leading,Workingwithandthroughpeopletoaccomplishgoals.,-,Controlling,Monitoring,comparing,andcorrectingwork.,-,BasicManagerialFunctions,Organizing,Leading,Planning,Controlling,Exhibit3ManagementProcessandGoalAttainment,OrganizationalGoals,Planning,Leading(Influencing),Controlling,Organizing,Planning,Planninginvolvestasks,thatmustbeperformedto,attainorganizationalgoals,outlininghowthetasksmust,beperformed,andindicating,whentheyshouldbe,performed.,Planning,Determiningorganizationalgoalsandmeansto,reachthem,Managersplanforthreereasons,1.Establishanoveralldirectionforthe,organizationsfuture,2.Identifyandcommitresourcestoachieving,goals,3.Decidewhichtasksmustbedonetoreachthose,goals,Organizing,Organizingmeansassigningtheplannedtasksto,variousindividualsorgroupswithinthe,organizationandcrestingamechanismtoputplans,intoaction.,Processofdecidingwheredecisionswillbe,made,whowillperformwhatjobsandtasks,andwho,willreporttowhominthecompany.,Includescreatingdepartmentsandjob,descriptions.,Organizationchart,leading,Leading(Influencing),meansguidingtheactivities,oftheorganizationmembers,inappropriatedirections.,Objectiveistoimprove,productivity.,leading,Gettingotherstoperformthenecessarytasks,bymotivatingthemtoachievetheorganizations,goals,Crucialelementinallfunctions,Controlling,Gatherinformationthatmeasuresrecent,performance,Comparepresentperformancetopre-established,standards,Determinemodificationstomeetpre-established,standards,Controllin