管理学原理(第七版) PPT课件

FundamentalsofManagement:1-*JianHongSHAO,USTBManagersandManagementFundamentalsofManagement:1-*JianHongSHAO,USTBWhereWeArePart1IntroductionChapter1ManagersandManagementFundamentalsofManagement:1-*JianHongSHAO,USTBLearningOutcomes Tellwhomanagersareandwheretheywork. Definemanagement. Describewhatmanagersdo. Explainwhyit’simportanttostudymanagement. Describethefactorsthatarereshapingandredefiningmanagement.FundamentalsofManagement:1-*JianHongSHAO,USTBAnorganizationisadeliberatearrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose.DefineOrganizationStartingConcepts:Organization*Managersworkinorganizations,sowestartourdiscussionfromthedefinitionoforganizations.Anorganizationisasystematicarrangementofpeopletoaccomplishsomespecificpurpose.FundamentalsofManagement:1-*JianHongSHAO,USTBThreeCharacteristicsofOrganizationsStartingConcepts:Organization*Everyorganizationhasapurpose,peopleormembers,andasystematicstructure. Thepurposeofanorganizationisexpressedintermsofagoalorsetofgoals. Peoplemakedecisionstosetupthesegoalsandpurposeandtheystrivetoachievethem Organizationdevelopasystematicstructurethatdefinesandlimitsthebehaviorsofitsmembers.Elementsofstructureincludecontrolandsupervisoryrelations,jobdesignsanddescription,rulesandregulations,teamsandgroups,etc.FundamentalsofManagement:1-*JianHongSHAO,USTBManagersareindividualsinanorganizationwhodirectandoverseetheactivitiesofothers.Nonmanagerialemployeesarepeoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.DefineManagersStartingConcepts:Managers*Wecancategorizeorganizationalmembersintwoways. Operativesworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers. Managersdirecttheactivitiesofotherpeopleintheorganization. Somemanagersalsohaveoperativeresponsibilitiesandworkdirectlyontasks,especiallythelowlevelmanagers. Thedistinctionbetweenthetwogroupsiswhethertheyreceivetheothersreports.FundamentalsofManagement:1-*JianHongSHAO,USTBManagementLevelsSuperviseOthersWorkonJobsStartingConcepts:Managers*Usuallymanagersareclassifiedastop,middle,orfirst-line,managerssupervisebothoperativeandlower-levelmanagers. First-linemanagerssupervisetheday-to-dayactivitiesofoperativeemployees.Theyareusuallycalledsupervisors. Middlemanagersrepresentthelevelofmanagementbetweenfirst-linemanagersandtopmanagement.Thesemanagerstranslatethegoalsoftopmanagementintospecificdetailsthatlower-levelmanagerscanperform.Theymaybecalleddepartmenthead,unitchief,districtmanager,divisionmanager,projectleader,dean,bishop, Topmanagersmakedecisionsaboutthedirectionoftheorganizationandsetpoliciesthataffectallorganizationalmembers.Topmanagersmayhavethetitlessuchaschairpersonoftheboard,president,vicepresident,chancellor,managingdirector,chiefexecutiveofficer(CEO),chiefoperatingofficer(COO),chieffinancialofficer(CFO)FundamentalsofManagement:1-*JianHongSHAO,USTBManagementreferstotheprocessofgettingthingsdone,effectivelyandefficiently,withandthroughotherpeople.DefineManagementStartingConcepts:Management* Justasorganizationshavecommoncharacterssotoodomanagers.ThereareseveralcommonelementstotheirjobsregardlessofwhethertheyareaheadnurseintheintensivecareunitofanhospitaloverseeingadozenofstafforthepresidentofofGeneralMotorsCorporationthathasover60thousandsemployees. Managementisthewhatthemanagers(supposedto)do.Thetermmanagementreferstotheprocessofgettingthingsdone,throughandwithotherpeople,inanefficientandeffectivemanner.Tounderstandthisdefinition,3keycomponentsneedtobefurtherexplored,i.e.process,efficiencyandeffectiveness.FundamentalsofManagement:1-*JianHongSHAO,USTBEfficiencyandEffectivenessMeans:EfficiencyGOALATTAINMEMTEnds:EffectivenessGoalslowwastehighattainmentStartingConcepts:ManagementRESOURCEUSAGE* Efficiencymeansdoingthethingscorrectively,referstotherelationshipsbetweeninputsandoutputs,seekstominimizeresourcecost.Efficiencyisincreasedthroughgettingmoreoutputwithgiveninputorgettingthesameoutputbyusinglessinputrecourses.Commoninputrecoursesmangerscanusearemoney,peopleandequipment,nowpeoplemayincludeinformationandtechnologyasanothertwoimportantinputrecourses. Effectivenessmeansdoingtherightthings,refersthegoalattainment,seekstofulfillthepurposeoftheorganization. PeterDrucker：Dorightthingright!Efficiencyandeffectivenessareintercalated,forexample,itiseasytobeeffectiveifoneignoresefficiency,……Goodmanagementisconcernedwithbothattainingthegoalsanddoingsoasefficientlyaspossible.Itcanhappenforanorganizationtobehighlyefficientbutnoteffective----doingwrongswell.Thatisjustliketoruninthewrongdirectionwithhighspeed.Andsometimesinpracticepeopleconfusetheendsandmeans.Forexample,somecollegesbecomeshighlyefficientinintermsoftheeducationalcostperstudentsbyheavilyrelyingonpart-timefaculty,distancelearningprogramsandcomputerassistedlearning,butearnscriticismsfromstudents,alumni,accreditingagenciesandpublicforfailingtoeducatestudentsproperly.FundamentalsofManagement:1-*JianHongSHAO,USTBTheFunctionsofManagementManagementFunctions* Processreferstotheprimaryfunctionsthatmanagersperform.Mostexpertsonthesubjectofmanagementendorsetheconceptoffourbasicinterdependentmanagementfunctions. Inthehistory,itistheFrenchindustrialistHerriFayolwhofirsttossedtheidea.Hewrotein1912inIndustrialandGeneralManagementthatallmanagersperformfivemanagementactivities:planning,organizing,staffing,coordinatingandcontrolling. Duringfiftiestoseventiesthemostpopularcategorizationistoclassifymanagerialactivitiesintothesefivegroups:planning,organizing,staffing,leadingandcontrolling,thankstothetextbookPrincipleofManagement:AnalysisofManagementFunctionswrittenbyUCLAprofessorsHarrodKoontzandCO’Deonnell.FundamentalsofManagement:1-*JianHongSHAO,USTBPlanningDefininganorganization’sgoalsEstablishingstrategyforachievingthegoalsDevelopingsubplanstocoordinateactivitiesManagementFunctions* Planningconsistsofseveralelements:defininganorganization’sgoals,establishingastrategytoachievethem,anddevelopingastructuretocoordinategoalachievementactivities. Sinceorganizationexisttoachievesomepurpose,someonehastodefinethepurposeandthemeanstoachievethem.Amanageristhatsomeone.Settinggoalsandstrategiesmakessuretheorganizationalresourcestobeallocatedintherightplaceandhelpsorganizationmemberskeeptheirattentiononwhatismostimportant.FundamentalsofManagement:1-*JianHongSHAO,USTBOrganizingDeterminingWhattasktobedoneDeterminingWhoistodothemDeterminingHowthetasksarebegroupedDeterminingWhoreportstowhomDeterminingWheredecisionsaretobemadeManagementFunctions* Organizingincludesdeterminingwhattaskswillbedone,whowilldothem,howthetaskswillbegrouped,whowillreporttowhom,andwheredecisionswillbemade----howtoachievethegoalsFundamentalsofManagement:1-*JianHongSHAO,USTBLeadingMotivatingemployeesDirectingactivitiesofothersResolvingconflictsamongmembersSelectingeffectivecommunicationchannelsManagementFunctions* Leadinginvolvesmotivatingemployees,directingtheactivitiesofothers,selectingeffectivecommunicationchannels,andresolvingconflicts.FundamentalsofManagement:1-*JianHongSHAO,USTBControllingMonitoringtheorganization’sperformanceComparingactualperformancewithprevioussetgoalsCorrectinganysignificantdeviationsManagementFunctions* Controllingincludesmonitoringtheorganization’sperformance,comparingitwithpreviouslysetgoals,andcorrectingdeviationstokeeptheorganizationoncourse----toensurethatthingsaregoingastheyshouldFundamentalsofManagement:1-*JianHongSHAO,USTBTheRolesofManagementTheHenryMintzbergStudiesManagementRoles* Processapproachisnowthemostpopularexplanationofmanagementpartlyduetoitssimplicityandclarity----usingiteasytoanswerthequestionof“whatdomanagersdo”BUTitlackssoundevidencetosupport Inthe1960s,HenryMintzbergundertookacarefulstudyon5chiefexecutivesatworkandwhathediscoveredchallengedseverallong-heldnotionsonmanagement,forexample,…… Mintzbergproposedadifferentwayofdefiningwhatmanagersdoonthebasisofactualmanagersonthejob.Hisschemeconsistsoftendifferentbuthighlyinterrelatedrolesthatcanbegroupedunderthreeheadings:interpersonalrelationships,informationtransfer,anddecisionmaking. Seepage9Exhibits1-4。FundamentalsofManagement:1-*JianHongSHAO,USTBInterpersonalRolesFormalAuthorityandStatusManagementRoles*Interpersonalrolesinclude: Figureheads:servingassymbolichead,ceremonialorroutinedutiesoflegalorsocialnaturessuchasgreetingvisitors,signinglegaldocuments, Leaders:motivatingandactivatingemployees,training,discipliningandotheremployeerelateddutiessuchas Liaisons:contactexternalinformationsources.FundamentalsofManagement:1-*JianHongSHAO,USTBInformationalRolesInterpersonalRolesManagementRoles*Informationalrolesinclude: Monitorscollectmarketplaceinformationfromoutsidesources. Disseminatorstransmitinformationtoorganizationalmembers. Spokespersonsrepresenttheirorganizationstooutsiders.FundamentalsofManagement:1-*JianHongSHAO,USTBDecisionalRolesInformationalRolesManagementRoles*Managersperformfourtypesofdecisionalroles: Entrepreneursinitiateandoverseenewprojectstoimproveorganizational performance. Disturbancehandlerstakeactiontorespondtounforeseenproblems. Resourceallocatorscontrolhuman,mechanical,andmonetaryresources. Negotiatorsbargainwithotherstogainadvantagefortheirownunits.FundamentalsofManagement:1-*JianHongSHAO,USTBCriticalManagersSkillsConceptualInterpersonalTechnicalPoliticalManagementSkillsFundamentalsofManagement:1-*JianHongSHAO,USTBSizeoftheOrganizationLevelintheOrganizationProfitVersusNon-ProfitIsTheManager’sJobUniversal?JobUniversalityManagementConceptsandNationalBorders* Managersworkineitherprofitornon-profitorganizationsthetwobasicdifferenttypesoforganizations.Managersworkinthetwokindsoforganizationsaremorealikethandifferent. Profit(thebottomline)isanunambiguouscriteriontomeasurethemanagerialperformanceofbusiness.Butfornon-profitorganizationsthereisnosuchuniversalmeasure.Eventhoughnot-for-profitorganizationsneedmoneytosurvive,however,theirmanagersdonotliveanddietomaximizeprofits. Giventhisdifference,managersworkinginprofitandnot-for-profitorganizationsmustperformsimilarfunctions:planning,organizing,leading,andcontrolling.Theymakedecisions,setobjectives,createworkableorganizationstructure,hireandmotivateemployees,securelegitimacyfortheexistenceoftheirorganizations.FundamentalsofManagement:1-*JianHongSHAO,USTBManagementActivitiesbyOrganizationalLevelJobUniversality:OrganizationalLevel* Allmanagers,however,makedecisionsandplan,lead,organize,andcontrol.Buttheamountoftimetheygivetoeachactivityisnotnecessarilyconstant.Astudyshowthatasmanagersmoveuptheorganizationtheyspendlesstimesupervisingandmoretimeplanning. Inaddition,thecontentofthemanagerialactivitieschangeswiththemanager’slevel.Forexample,topmanagersaremoreconcernedwithdesigningtheoverallstructureoftheorganizationwhilelowlevelmanagersfocusondesigningonthejobofindividual.FundamentalsofManagement:1-*JianHongSHAO,USTBTheRolesThatManagersPlayJobUniversality:SizeofOrganization*Considerthefollowingdefinitionofasmallbusiness:anyindependentlyownedandoperatedprofit-seekingenterprisethathaslessthan500employees.Suchbusinessesmaybe“small,”buttheyarenotinsignificant.Forexample,theyaccountforabout97percentofallnon-farmbusinessintheUnitedStatesandwillgenerate50percentofallnewjobsduringthecomingdecade. Isthejobofmanaginginasmallbusinessdifferentfromthatofmanaginginalargeone?Yes,thedifferenceliesintheimportanceofroles. Thesmallbusinessmanager’smostimportantroleisthatofspokespersonwhomeetswithcustomers,obtainsfinancingfrombankers,seeksnewopportunities,andpromoteschange. Themanagerinalargecorporation,incontrast,ismoreinternallydirected—towarddecidingwhichorganizationalunitsgetwhatavailableresourcesandhowmuchofthem. Managersinbothlargeandsmallorganizationsperformessentiallythesameactivities.Thedifferenceslieinhowtheygoaboutthemandtheproportionoftimetheyspendoneach.FundamentalsofManagement:1-*JianHongSHAO,USTBTheImportanceofManagementTheStudyofManagementStudyManagementManagementAsaFieldofStudy*Whyandhowtostudymanagement?Managersareusuallymorehighlypaidthanoperatives.Asamanager’sauthorityandresponsibilityexpand,sotypicallydoeshisorherpay.So,compensationpackagesareonemeasureofthevaluethatorganizationsplaceongoodmanagerialskills.Mostfirst-linesupervisorsearnbetween$30,000and$55,000ayear.Middlemanagersstartnear$45,000andtopoutatabout$120,000annually.Seniormanagerscanearn$1millionormoreperyear.Reflectingthelawofsupplyanddemand,managementsuperstarsarewooedwithattractiveperquisites. Westudymanagementbecauseweinteractwithorganizationseverydayandhaveavestedinterestinimprovingthewaytheyaremanaged.Why?Becauseweinteractwiththemeverydayofourlives. Wealsostudymanagementbecauseaftergraduationwewilleithermanageorbemanaged.Forthosewhoplanoncareersinmanagement,understandingtheprocessofmanagementcanformthefoundationonwhichtobuildtheirskills.Evenifyoudonotplantobeamanager,thestudyofmanagementwillhelpyoutounderstandthewayyourbossbehavesandtheinternalworkingsoforganizations.FundamentalsofManagement:1-*JianHongSHAO,USTBManagementandOtherCourses Anthropology Economics Philosophy Psychology Sociology PoliticalScienceStudyManagement:RelevantCourses*Itisimportanttounderstandthehumanitiesandsocialsciencecoursesthatdirectlyaffectmanagementpractices. Anthropologyisthestudyofsocieties.Itcanhelpmanagersunderstandthefundamentalvalues,attitudes,andbehaviorofpeopleindifferentcountriesandwithinorganizations. Economicsisconcernedwiththeallocationanddistributionofresources.Itprovidesmanagerswithanunderstandingofthechangingeconomyandtheroleofcompetitionandfreemarketsinaglobalcontext. Philosophyinquiresintothenatureofthings,particularlyvaluesandethics.Ethicalconcernsunderlietheexistenceoforganizationsandwhatconstitutesproperbehaviorwithinthem. Psychologyseekstomeasure,explain,andchangebehavior.Thisfieldofstudycanprovideinsightsintohumandiversity,motivation,leadership,trust,employeeselection,performanceappraisals,andtraining. Sociologystudiespeopleinrelationtotheirfellowhumanbeings.Managerscanlearnhowglobalization,culturaldiversity,genderroles,andfamily-lifeareaffectingorganizations. Politicalsciencestudiesthebehaviorofindividualsandgroupsinapoliticalenvironment.Managerscanlearnaboutthestructuringofconflict,theallocationofpower,andtheuseofpowerforindividualselfinterest.FundamentalsofManagement:1-*JianHongSHAO,USTBWhatFactorsAreReshapingandRedefiningManagementChangingWorkplacesEthical&TrustIssuesGlobalEconomicUncertaintiesChangingTechnologiesFundamentalsofManagement:1-*JianHongSHAO,USTBWhyAreCustomersImportanttotheManager’sJob? Withoutcustomersmostorganizationswouldceasetoexist Todaywe’rediscoveringthatemployeeattitudesandbehaviorsplayabigpartincustomersatisfaction Managersmustcreateacustomerresponsivewhereemployeesarefriendly,knowledgeable,responsivegtocustomerneedsFundamentalsofManagement:1-*JianHongSHAO,USTBWhyIsInnovationImportanttotheManager’sJob? “Nothingismoreriskythannotinnovating” Innovationisn’tjustimportantforhigh technologycompaniesbutessentialin alltypesoforganizationsFundamentalsofManagement:1-*JianHongSHAO,USTBChapterSummary Managersvs.NonmanagerialEmployees ThreeLevelsofManagement MeaningofManagement EfficiencyandEffectiveness FourPrimaryManagementFunctions* Thedifferencebetweenthemanagersandoperativeemployees Mangersdirecttheactivatesofothersontheorganization. Operativesworkdirectlyonajobortask,theyhavenoresponsibilityforoverseeingtheworkofothers. MeaningofManagement Managementreferstotheprocessofgettingactivitiescompletedefficientlywithandthroughotherpeople. Theprocessrepresentstheprimaryactivitiesofplanning,organizing,leadingandcontrolling. Thedifferencebetweenefficiencyandeffectiveness Efficiencyconcernswithminimizingresourcecostinthecompletionofactivities. Effectivenessconcernswithgettingactivitiessuccessfullycompleted,i.e.goalattaining Fourprimarymanagementprocesses Planning:settinggoals Organizing:determininghowtoachievethegoals Leading:motivatingpeople Controlling:monitoringactivities Thethreelevelmanagersandtheirprimaryresponsibilities Firstlinesupervisors:directingthedaytodayactivitiesofoperativeemployees. Middlemanagers:translatingthegoalssetbytopmanagersintospecificdetailsthatthelowermanagerscanperform Topmanagers:makingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesaffectingallorganizationmembers.FundamentalsofManagement:1-*JianHongSHAO,USTBChapterSummary EssentialRolesofManagers SkillsofSuccessfulManagers ValueofStudyingManagement TheFactorsThatAreReshapingAndRedefiningManagement* EssentialrolesperformedbymanagersaccordingtoHenryMintzberg Interpersonal:figurehead,leader,liaison Informational:monitor,disseminator,spokesperson Decisional:entrepreneur,disturbancehandler,resourceallocator,negocitiator Genericnatureofmanagers’job Regardlessoftheirlevel,managersperformthesamefouractivities,BUTtheemphasisvariousalongthehierarchy Regardlessofthetypeoforganizations,managers’jobformostpartarethesameBUTwithdifferentgoals Regardlessofthesizeoftheorganizations,managersperformthesametenroles,BUTtheimportanceofthemdifferssignificantly Managersfromdifferentcountriesandculturalbackgroundmaybehavedifferently Fourgeneralskillsnecessaryforbecomingasuccessfulmanager Conceptual:theabilitytoanalyzeanddiagnosecomplexsituations Interpersonal:theabilitytoworkandunderstandothers Technical:theabilitytoapplyingspecializedknowledge Political:theabilitytoenhanceone’spositionandbuildingapowerbase Whytostudymanagement Goodmanagementplaysimportantroleinthe”societyoforganizations” Knowledgeonmanagementcanhelpthepeoplewhowanttomanagetobecomeeffectivemanagers Knowledgeonmanagementcanhelpthepeoplewhodon’twanttomanagebetterunderstandthebehavioroftheirbossandtheinternalactivitiesoftheirorganization RelevantHumanitiesandSocialSciencescourses Anthropology:studyingofthesocieties,tolearnaboutindividualandtheiractivities Economics:studyingoftheallocationanddistributionofrearresources Philosophy:studyingofthenatureofthings,particularlyvaluesandethics Psychology:studyingofindividualandgroupbehaviors. Sociology:studyingofpeopleinrelationtotheirfellowhumanbeings. Politicalscience:studiesthebehaviorofindividualsandgroupsinapoliticalenvironment.*Managersworkinorganizations,sowestartourdiscussionfromthedefinitionoforganizations.Anorganizationisasystematicarrangementofpeopletoaccomplishsomespecificpurpose.*Everyorganizationhasapurpose,peopleormembers,andasystematicstructure. Thepurposeofanorganizationisexpressedintermsofagoalorsetofgoals. Peoplemakedecisionstosetupthesegoalsandpurposeandtheystrivetoachievethem Organizationdevelopasystematicstructurethatdefinesandlimitsthebehaviorsofitsmembers.Elementsofstructureincludecontrolandsupervisoryrelations,jobdesignsanddescription,rulesandregulations,teamsandgroups,etc.*Wecancategorizeorganizationalmembersintwoways. Operativesworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers. Managersdirecttheactivitiesofotherpeopleintheorganization. Somemanagersalsohaveoperativeresponsibilitiesandworkdirectlyontasks,especiallythelowlevelmanagers. Thedistinctionbetweenthetwogroupsiswhethertheyreceivetheothersreports.*Usuallymanagersareclassifiedastop,middle,orfirst-line,managerssupervisebothoperativeandlower-levelmanagers. First-linemanagerssupervisetheday-to-dayactivitiesofoperativeemployees.Theyareusuallycalledsupervisors. Middlemanagersrepresentthelevelofmanagementbetweenfirst-linemanagersandtopmanagement.Thesemanagerstranslatethegoalsoftopmanagementintospecificdetailsthatlower-levelmanagerscanperform.Theymaybecalleddepartmenthead,unitchief,districtmanager,divisionmanager,projectleader,dean,bishop, Topmanagersmakedecisionsaboutthedirectionoftheorganizationandsetpoliciesthataffectallorganizationalmembers.Topmanagersmayhavethetitlessuchaschairpersonoftheboard,president,vicepresident,chancellor,managingdirector,chiefexecutiveofficer(CEO),chiefoperatingofficer(COO),chieffinancialofficer(CFO)* Justasorganizationshavecommoncharacterssotoodomanagers.ThereareseveralcommonelementstotheirjobsregardlessofwhethertheyareaheadnurseintheintensivecareunitofanhospitaloverseeingadozenofstafforthepresidentofofGeneralMotorsCorporationthathasover60thousandsemployees. Managementisthewhatthemanagers(supposedto)do.Thetermmanagementreferstotheprocessofgettingthingsdone,throughandwithotherpeople,inanefficientandeffectivemanner.Tounderstandthisdefinition,3keycomponentsneedtobefurtherexplored,i.e.process,efficiencyandeffectiveness.* Efficiencymeansdoingthethingscorrectively,referstotherelationshipsbetweeninputsandoutputs,seekstominimizeresourcecost.Efficiencyisincreasedthroughgettingmoreoutputwithgiveninputorgettingthesameoutputbyusinglessinputrecourses.Commoninputrecoursesmangerscanusearemoney,peopleandequipment,nowpeoplemayincludeinformationandtechnologyasanothertwoimportantinputrecourses. Effectivenessmeansdoingtherightthings,refersthegoalattainment,seekstofulfillthepurposeoftheorganization. PeterDrucker：Dorightthingright!Efficiencyandeffectivenessareintercalated,forexample,itiseasytobeeffectiveifoneignoresefficiency,……Goodmanagementisconcernedwithbothattainingthegoalsanddoingsoasefficientlyaspossible.Itcanhappenforanorganizationtobehighlyefficientbutnoteffective----doingwrongswell.Thatisjustliketoruninthewrongdirectionwithhighspeed.Andsometimesinpracticepeopleconfusetheendsandmeans.Forexample,somecollegesbecomeshighlyefficientinintermsoftheeducationalcostperstudentsbyheavilyrelyingonpart-timefaculty,distancelearningprogramsandcomputerassistedlearning,butearnscriticismsfromstudents,alumni,accreditingagenciesandpublicforfailingtoeducatestudentsproperly.* Processreferstotheprimaryfunctionsthatmanagersperform.Mostexpertsonthesubjectofmanagementendorsetheconceptoffourbasicinterdependentmanagementfunctions. Inthehistory,itistheFrenchindustrialistHerriFayolwhofirsttossedtheidea.Hewrotein1912inIndustrialandGeneralManagementthatallmanagersperformfivemanagementactivities:planning,organizing,staffing,coordinatingandcontrolling. Duringfiftiestoseventiesthemostpopularcategorizationistoclassifymanagerialactivitiesintothesefivegroups:planning,organizing,staffing,leadingandcontrolling,thankstothetextbookPrincipleofManagement:AnalysisofManagementFunctionswrittenbyUCLAprofessorsHarrodKoontzandCO’Deonnell.* Planningconsistsofseveralelements:defininganorganization’sgoals,establishingastrategytoachievethem,anddevelopingastructuretocoordinategoalachievementactivities. Sinceorganizationexisttoachievesomepurpose,someonehastodefinethepurposeandthemeanstoachievethem.Amanageristhatsomeone.Settinggoalsandstrategiesmakessuretheorganizationalresourcestobeallocatedintherightplaceandhelpsorganizationmemberskeeptheirattentiononwhatismostimportant.* Organizingincludesdeterminingwhattaskswillbedone,whowilldothem,howthetaskswillbegrouped,whowillreporttowhom,andwheredecisionswillbemade----howtoachievethegoals* Leadinginvolvesmotivatingemployees,directingtheactivitiesofothers,selectingeffectivecommunicationchannels,andresolvingconflicts.* Controllingincludesmonitoringtheorganization’sperformance,comparingitwithpreviouslysetgoals,andcorrectingdeviationstokeeptheorganizationoncourse----toensurethatthingsaregoingastheyshould* Processapproachisnowthemostpopularexplanationofmanagementpartlyduetoitssimplicityandclarity----usingiteasytoanswerthequestionof“whatdomanagersdo”BUTitlackssoundevidencetosupport Inthe1960s,HenryMintzbergundertookacarefulstudyon5chiefexecutivesatworkandwhathediscoveredchallengedseverallong-heldnotionsonmanagement,forexample,…… Mintzbergproposedadifferentwayofdefiningwhatmanagersdoonthebasisofactualmanagersonthejob.Hisschemeconsistsoftendifferentbuthighlyinterrelatedrolesthatcanbegroupedunderthreeheadings:interpersonalrelationships,informationtransfer,anddecisionmaking. Seepage9Exhibits1-4。*Interpersonalrolesinclude: Figureheads:servingassymbolichead,ceremonialorroutinedutiesoflegalorsocialnaturessuchasgreetingvisitors,signinglegaldocuments, Leaders:motivatingandactivatingemployees,training,discipliningandotheremployeerelateddutiessuchas Liaisons:contactexternalinformationsources.*Informationalrolesinclude: Monitorscollectmarketplaceinformationfromoutsidesources. Disseminatorstransmitinformationtoorganizationalmembers. Spokespersonsrepresenttheirorganizationstooutsiders.*Managersperformfourtypesofdecisionalroles: Entrepreneursinitiateandoverseenewprojectstoimproveorganizational performance. Disturbancehandlerstakeactiontorespondtounforeseenproblems. Resourceallocatorscontrolhuman,mechanical,andmonetaryresources. Negotiatorsbargainwithotherstogainadvantagefortheirownunits.* Managersworkineitherprofitornon-profitorganizationsthetwobasicdifferenttypesoforganizations.Managersworkinthetwokindsoforganizationsaremorealikethandifferent. Profit(thebottomline)isanunambiguouscriteriontomeasurethemanagerialperformanceofbusiness.Butfornon-profitorganizationsthereisnosuchuniversalmeasure.Eventhoughnot-for-profitorganizationsneedmoneytosurvive,however,theirmanagersdonotliveanddietomaximizeprofits. Giventhisdifference,managersworkinginprofitandnot-for-profitorganizationsmustperformsimilarfunctions:planning,organizing,leading,andcontrolling.Theymakedecisions,setobjectives,createworkableorganizationstructure,hireandmotivateemployees,securelegitimacyfortheexistenceoftheirorganizations.* Allmanagers,however,makedecisionsandplan,lead,organize,andcontrol.Buttheamountoftimetheygivetoeachactivityisnotnecessarilyconstant.Astudyshowthatasmanagersmoveuptheorganizationtheyspendlesstimesupervisingandmoretimeplanning. Inaddition,thecontentofthemanagerialactivitieschangeswiththemanager’slevel.Forexample,topmanagersaremoreconcernedwithdesigningtheoverallstructureoftheorganizationwhilelowlevelmanagersfocusondesigningonthejobofindividual.*Considerthefollowingdefinitionofasmallbusiness:anyindependentlyownedandoperatedprofit-seekingenterprisethathaslessthan500employees.Suchbusinessesmaybe“small,”buttheyarenotinsignificant.Forexample,theyaccountforabout97percentofallnon-farmbusinessintheUnitedStatesandwillgenerate50percentofallnewjobsduringthecomingdecade. Isthejobofmanaginginasmallbusinessdifferentfromthatofmanaginginalargeone?Yes,thedifferenceliesintheimportanceofroles. Thesmallbusinessmanager’smostimportantroleisthatofspokespersonwhomeetswithcustomers,obtainsfinancingfrombankers,seeksnewopportunities,andpromoteschange. Themanagerinalargecorporation,incontrast,ismoreinternallydirected—towarddecidingwhichorganizationalunitsgetwhatavailableresourcesandhowmuchofthem. Managersinbothlargeandsmallorganizationsperformessentiallythesameactivities.Thedifferenceslieinhowtheygoaboutthemandtheproportionoftimetheyspendoneach.*Whyandhowtostudymanagement?Managersareusuallymorehighlypaidthanoperatives.Asamanager’sauthorityandresponsibilityexpand,sotypicallydoeshisorherpay.So,compensationpackagesareonemeasureofthevaluethatorganizationsplaceongoodmanagerialskills.Mostfirst-linesupervisorsearnbetween$30,000and$55,000ayear.Middlemanagersstartnear$45,000andtopoutatabout$120,000annually.Seniormanagerscanearn$1millionormoreperyear.Reflectingthelawofsupplyanddemand,managementsuperstarsarewooedwithattractiveperquisites. Westudymanagementbecauseweinteractwithorganizationseverydayandhaveavestedinterestinimprovingthewaytheyaremanaged.Why?Becauseweinteractwiththemeverydayofourlives. Wealsostudymanagementbecauseaftergraduationwewilleithermanageorbemanaged.Forthosewhoplanoncareersinmanagement,understandingtheprocessofmanagementcanformthefoundationonwhichtobuildtheirskills.Evenifyoudonotplantobeamanager,thestudyofmanagementwillhelpyoutounderstandthewayyourbossbehavesandtheinternalworkingsoforganizations.*Itisimportanttounderstandthehumanitiesandsocialsciencecoursesthatdirectlyaffectmanagementpractices. Anthropologyisthestudyofsocieties.Itcanhelpmanagersunderstandthefundamentalvalues,attitudes,andbehaviorofpeopleindifferentcountriesandwithinorganizations. Economicsisconcernedwiththeallocationanddistributionofresources.Itprovidesmanagerswithanunderstandingofthechangingeconomyandtheroleofcompetitionandfreemarketsinaglobalcontext. Philosophyinquiresintothenatureofthings,particularlyvaluesandethics.Ethicalconcernsunderlietheexistenceoforganizationsandwhatconstitutesproperbehaviorwithinthem. Psychologyseekstomeasure,explain,andchangebehavior.Thisfieldofstudycanprovideinsightsintohumandiversity,motivation,leadership,trust,employeeselection,performanceappraisals,andtraining. Sociologystudiespeopleinrelationtotheirfellowhumanbeings.Managerscanlearnhowglobalization,culturaldiversity,genderroles,andfamily-lifeareaffectingorganizations. Politicalsciencestudiesthebehaviorofindividualsandgroupsinapoliticalenvironment.Managerscanlearnaboutthestructuringofconflict,theallocationofpower,andtheuseofpowerforindividualselfinterest.* Thedifferencebetweenthemanagersandoperativeemployees Mangersdirecttheactivatesofothersontheorganization. Operativesworkdirectlyonajobortask,theyhavenoresponsibilityforoverseeingtheworkofothers. MeaningofManagement Managementreferstotheprocessofgettingactivitiescompletedefficientlywithandthroughotherpeople. Theprocessrepresentstheprimaryactivitiesofplanning,organizing,leadingandcontrolling. Thedifferencebetweenefficiencyandeffectiveness Efficiencyconcernswithminimizingresourcecostinthecompletionofactivities. Effectivenessconcernswithgettingactivitiessuccessfullycompleted,i.e.goalattaining Fourprimarymanagementprocesses Planning:settinggoals Organizing:determininghowtoachievethegoals Leading:motivatingpeople Controlling:monitoringactivities Thethreelevelmanagersandtheirprimaryresponsibilities Firstlinesupervisors:directingthedaytodayactivitiesofoperativeemployees. Middlemanagers:translatingthegoalssetbytopmanagersintospecificdetailsthatthelowermanagerscanperform Topmanagers:makingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesaffectingallorganizationmembers.* EssentialrolesperformedbymanagersaccordingtoHenryMintzberg Interpersonal:figurehead,leader,liaison Informational:monitor,disseminator,spokesperson Decisional:entrepreneur,disturbancehandler,resourceallocator,negocitiator Genericnatureofmanagers’job Regardlessoftheirlevel,managersperformthesamefouractivities,BUTtheemphasisvariousalongthehierarchy Regardlessofthetypeoforganizations,managers’jobformostpartarethesameBUTwithdifferentgoals Regardlessofthesizeoftheorganizations,managersperformthesametenroles,BUTtheimportanceofthemdifferssignificantly Managersfromdifferentcountriesandculturalbackgroundmaybehavedifferently Fourgeneralskillsnecessaryforbecomingasuccessfulmanager Conceptual:theabilitytoanalyzeanddiagnosecomplexsituations Interpersonal:theabilitytoworkandunderstandothers Technical:theabilitytoapplyingspecializedknowledge Political:theabilitytoenhanceone’spositionandbuildingapowerbase Whytostudymanagement Goodmanagementplaysimportantroleinthe”societyoforganizations” Knowledgeonmanagementcanhelpthepeoplewhowanttomanagetobecomeeffectivemanagers Knowledgeonmanagementcanhelpthepeoplewhodon’twanttomanagebetterunderstandthebehavioroftheirbossandtheinternalactivitiesoftheirorganization RelevantHumanitiesandSocialSciencescourses Anthropology:studyingofthesocieties,tolearnaboutindividualandtheiractivities Economics:studyingoftheallocationanddistributionofrearresources Philosophy:studyingofthenatureofthings,particularlyvaluesandethics Psychology:studyingofindividualandgroupbehaviors. Sociology:studyingofpeopleinrelationtotheirfellowhumanbeings. Politicalscience:studiesthebehaviorofindividualsandgroupsinapoliticalenvironment.