管理学(双语)chap1-Introduction-to-Management-and-Organi.ppt

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,*,Chapter 1 Introduction to Management and Organization,Chapter 2 Management Yesterday and Today,Chapter 3 Organizational Culture and the Environment,Chapter 4 Decision Making,Chapter 5 Foundations of Planning,Chapter 6 Strategic Management,Chapter 7 Organizational Structure and Design,Chapter 8 Human Resource Management,Chapter 9 Motivating Employees,Chapter 10 Leadership,Chapter 11 Foundations of Control,Management,1,-,1,INTRODUCTION,TO MANAGEMENT,AND,ORGANIZATIONS,Chapter 1,1,-,2,1.Who Are Managers?P4,2.What Is Management?P7,3.What Do Managers Do?P9,4.What Is An Organization?P17,5.Why Study Management?P19,Outline,1-,3,Teaching Objectives,1.Explain what a manager is.,2.Describe how to classify managers in organizations.,3.Define management.,4.Distinguish between efficiency and effectiveness.,5.Describe the basic management functions.,6.Identify the roles performed by managers.,7.Describe the skills managers need.,8.Describe what an organization is and how the concept of an organization has changed.,1-,4,Lead-in Case,海尔的腾飞,1.,崛起与发展：,从濒临倒闭的集体小厂发展壮大成为知名的跨国企业,2002,年海尔实现全球营业额,711,亿元，是,84,年的,20000,多倍；,2002,年，海尔跃居中国电子信息百强之首。,1984,年只有一个型号的冰箱产品，目前已拥有包括白色家电、黑色家电、米色家电、家居集成在内的,86,大门类,13000,多个规格品种的产品群。在全球，很多家庭都是海尔产品的用户。,2.“,名牌战略”,:,中国第一品牌,3.,海尔发展战略创新的三个阶段：,1,）名牌战略阶段,2,）多元化战略阶段,3,）国际化战略阶段,2002,年海尔品牌价值评估为,489,亿元，跃居中国第一品牌,。,4.,海尔的成功,美国,家电,杂志统计显示海尔是全球增长最快的家电企业，并对美国企业发出了“海尔击败通用电气”这样的警告。,美国,财富,杂志选出在“美国以外全球最具影响力的,25,名商界领袖”中，其首席执行官张瑞敏排在第,19,位。,张瑞敏登上了哈佛大学商学院讲台。,1-,6,疯狂扩张的代价,中联公司成立于,1992,年，是经国务院批准注册的国有大公司。,公司组建伊始，他们在全国各地迅速地注册公司，短短一年时间之内，注册二级公司,20,多个，三级公司,50,多个，四级公司更是遍布全国。,偌大的一个公司，竟没有像样的主业支撑，没有知名的品牌挑台，再加上内部管理上的混乱，致使资金周转困难，债台高筑，对下属公司的管理失控，陷入了全面危机。,1997,年，国务院不得不对该公司进行全面清理整顿。一个曾红极一时的国有大公司倒下了。,1-,7,话 题,你认为海尔与中联公司成败的 关键是什么？,1-,8,1.Who Are Managers?,Manager,-,someone who coordinates and oversees the works of other people so that organizational goals can be accomplished.,(,他通过协调和监督其他人的活动达到实现组织目标的目的。）,1-,10,1.Who Are Managers?(cont.),Classifying Managers,First-line managers,-at the lowest level of management and manage the work of non-managerial employees who are directly involved with the production or creation of the organizations products,Middle managers,-all managers between the first-line level and the top level of the organization,manage the first-line managers,Top managers,-responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization,1,-,11,2.What Is Management?,Management,coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.,（通过协调和监督他人的活动，有效率和有效果地完成工作。）,1-,13,Effectiveness and Efficiency in Management,1-,15,3.What Do Managers Do?,1,-,16,Management Functions,most useful conceptualization of the managers job,Planning,-defining goals,establishing strategies for achieving those goals,and developing plans to integrate and coordinate activities,Organizing,-,arranging and structuring work to accomplish the organizations goals,Leading,working with and through people to accomplish organizational goals,Controlling,monitoring,comparing and correcting work performance,Management Roles,specific categories of managerial behavior,Interpersonal,-involve people and duties that are ceremonial and symbolic in nature,Informational,-receiving,collecting,and disseminating information,Decisional,-revolve around making choices,emphasis that managers give to the various roles seems to change with their organizational level,3.What Do Managers Do?(cont.),1-,18,Management Skills,Technical,job-specific knowledge and techniques needed to proficiently perform specific tasks,Human,-ability to work well with other people both individually and in a group,Conceptual,-ability to think and to conceptualize about abstract and complex situations,see the organization as a whole,understand the relationships among subunits,visualize how the organization fits into its broader environment,3.What Do Managers Do?(cont.),1-,19,SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS,1-,20,Organization,a deliberate arrangement of people to accomplish some specific purpose,elements of definition,each organization has a distinct purpose,each organization is composed of people,all organizations develop some deliberate structure,todays organizations have adopted:,flexible work arrangements,open communications,greater responsiveness to changes,4.What Is An Organization?,1-,21,THE CHANGING ORGANIZATION,1-,22,UNIVERSAL NEED FOR MANAGEMENT,1-,24,王新是一家生产小型机械的装配厂经理。每天王新到达工作岗位时都随身带来了一份列出他当天要处理的各种事物的清单。清单上的有些项目是它总部的上级电话通知他需要处理的，另一些是他自己在一天多次的现场巡视中发现的或者他手下报告的不正常的情况。一天，王新与往常一样带着他的清单来到了办公室。他做的第一件事是审查工厂各班次监督人员呈送上来的作业报告。他的工厂每天,24,小时连续工作，各班次的监督人员被要求在当班结束时提交一份报告，说明这班次开展了什么工作，发生了什么问题。看完前一天的报告后，王新通常要同他的几位主要下属人员开一个早会，会上他们决定对于报告中所反映的各种问题应采取些什么措施。,王新的故事,1,-,25,王新在白天也参加一些会议，会见来厂的各方面访问者。他们中有些是供应商或潜在供应商的销售代表，有些则是工厂的客户。此外，有时也有一些来自地方、省、国家政府机构的人员。总部职能管理人员和王新的直接上司也会来厂考察。当陪伴这些来访者和他自己的属下人员参观的时候，王 新常常会发现一些问题，并将他们列入到他那待处理事项的清单中。王新发现自己明显无暇顾及长期计划工作，而这些活动是他改进工厂的长期生产效率所必须作的。他似乎总是在处理某种危机，他不知道哪里出了问题。为什么他就不能以一种使自己不这么紧张的方式工作呢？,1-,26,【,案例分析,】,按照管理者在组织中所处的地位划分，王新应是一个高层管理者，组织的兴衰存亡取决于他们对环境的分析判断，以及目标的决策和资源运用的决策。按照管理者责任划分，他应属于决策指挥者，他基本职责是负责组织或组织内各层次的全面管理任务，拥有直接调动下级人员，安排各种资源的权利。同时王新是这个工厂的领导者，它应该干领导的事，即完成计划和领导的职能，不能将时间与精力作不必要的消耗。在这个案例里王新应改变，得做一个计划和目标的制定者、决策者、指挥者和协调者，将具体的工作交给其他中层和基层管理者去做。王新应该用大部分时间去处理最难办的事情，减少会议，减少不必要的报告文件。,1,-,28,Case Study:,段永平的故事,1,-,29,