管理学经典

管理学经典

ClassicsofManagementWangHan\n●StephenP.RobbinsandMaryCoulter.Management(TenthEdition),清华大学出版社，2021.●PeterF.Drucker.ThePracticeofManagement,机械工业出版社，2021.●PeterF.Drucker.ManagementChallengesforthe21stCentury.机械工业出版社，2021.●JayM.Shafritz.ClassicsofPublicAdministration,中国人民大学出版社，2021.References\n●TheStudyfor.WoodrowWilson.●TheHumanSideofEnterprise,DouglasMurrayMcGregor.●Bureaucracy,MaxWeber.●BreakingThroughBureaucracy,MichaelBarzelaywithBabakJ.Armajani.References\n●Attendance10%●Assignments20%●FinalTest70%Examinations\nIntroductiontoManagementandOrganizationsChapter1\n●Youneedtouseyourstrengthstodoyourbest●Youneedtoknowyourweaknesses●Youneeddevelopmentalexperiencesatworktobecomesuccessfulleadersandaddressyourweakness●Youprobablyliketobechallengedwithnewlearningopportunities●Organizationsdonotwanttowastehumanresources●Globalizationderegulation,restructuring,andnewcompetitorsaddtothecomplexityofrunningabusinessWhyareManagerialCompetenciesImportant?\nAModelofManagerialCompetenciesCommunicationCompetencyPlanningandAdministrationCompetencyTeamworkCompetencyStrategicActionCompetencyGlobalAwarenessCompetencySelf-managementCompetencyManagerialEffectiveness\nFollowthislearningOutlineasyoureadandstudythischapter.◆WhoAreManagers?●Explainhowmanagersdifferfromnon-managerialemployees.●Describehowtoclassifymanagersinorganizations.◆Whatismanagement?●Definemanagement.●Explainwhyefficiencyandeffectivenessareimportanttomanagement.LEARNINGOUTLINE\n◆WhatDoManagersDo?●Describethefourfunctionsofmanagement.●ExplainMintzberg’smanagerialroles.●DescribeKatz’sthreeessentialmanagerialskillsandhowtheimportanceoftheseskillschangesdependingonmanageriallevel.●Discussthechangesthatareimpactingmanager’sjobs.●Explainwhycustomerserviceandinnovationareimportanttothemanager’sjob.\n◆WhoAreManagers?●Someonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.\n◆ClassifyingManagers●First-lineManagers﹡Individualswhomanagetheworkofnon-managerialemployees.●MiddleManagers﹡Individualswhomanagetheworkoffirst-linemanagers.●TopManagers﹡Individualswhoareresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.\nTopManagersMiddleManagersFirst-LineManagersNonmanagerialEmployeesExhibit1ManagerialLevels\n◆WhatIsManagement?●ManagerialConcerns﹡Efficiency:〝Doingthingsright〞-Gettingthemostoutputfortheleastinputs﹡Effectiveness:〝Doingtherightthings〞-Attainingorganizationalgoals\nExhibit2EffectivenessandEfficiencyinManagementEfficiency(Means)ResourceUsageLowWasteGoalAttainmentEffectiveness(Ends)HighAttainmentManagementStrivesfor:LowResourceWaste(highefficiency)HighGoalAttainment(higheffectiveness)\n◆WhatDoManagersDo?●FunctionalApproach﹡Planning-Defininggoals,establishingstrategiestoachievegoals,developingplanstointegrateandcoordinateactivities.﹡OrganizingArrangingandstructuringworktoaccomplishorganizationalgoals.﹡LeadingWorkingwithandthroughpeopletoaccomplishgoals.﹡ControllingMonitoring,comparing,andcorrectingwork.\nBasicManagerialFunctionsOrganizingLeadingPlanningControlling\nExhibit3ManagementProcessandGoalAttainmentOrganizationalGoalsPlanningLeading(Influencing)ControllingOrganizing\n◆Planninginvolvestasksthatmustbeperformedtoattainorganizationalgoals,outlininghowthetasksmustbeperformed,andindicatingwhentheyshouldbeperformed.Planning\n◆Determiningorganizationalgoalsandmeanstoreachthem◆Managersplanforthreereasons1.Establishanoveralldirectionfortheorganization’sfuture2.Identifyandcommitresourcestoachievinggoals3.DecidewhichtasksmustbedonetoreachthosegoalsPlanning\n◆Organizingmeansassigningtheplannedtaskstovariousindividualsorgroupswithintheorganizationandcrestingamechanismtoputplansintoaction.◆Processofdecidingwheredecisionswillbemade,whowillperformwhatjobsandtasks,andwhowillreporttowhominthecompany.◆Includescreatingdepartmentsandjobdescriptions.OrganizingOrganizationchart\n◆Leading(Influencing)meansguidingtheactivitiesoftheorganizationmembersinappropriatedirections.Objectiveistoimproveproductivity.leading\n◆Gettingotherstoperformthenecessarytasksbymotivatingthemtoachievetheorganization’sgoals◆Crucialelementinallfunctionsleading\n◆Gatherinformationthatmeasuresrecentperformance◆Comparepresentperformancetopre-establishedstandards◆Determinemodificationstomeetpre-establishedstandardsControlling\n◆Processbywhichaperson,group,ororganizationconsciouslymonitorsperformanceandtakescorrectiveactionControlling\n◆WhatDoManagersDo?●ManagementRoles●Approach(Mintzberg)﹡Interpersonalroles-Figurehead,leader,liasion﹡Informationalroles-Monitor,disseminator,spokesperson﹡Decisionalroles-Disturbancehandler,resourceallocator,negotiator\n◆WhatManagersActuallyDo?(Mintzberg)﹡InteractionWithothersWiththeorganizationWiththeexternalcontextoftheorganization﹡ReflectionThoughtfulthinking﹡ActionPracticaldoing\n◆WhatDoManagersDo?●SkillsApproach﹡Technicalskills-Knowledgeandproficiencyinaspecificfield﹡Humanskills-Theabilitytowerkwellwithotherpeople﹡Conceptualskills-Theabilitytothinkandconceptualizeaboutandcomplexsituationsconcerningtheorganization\nExhibit4SkillsNeededatDifferentManagementLevelsTopManagementMiddleManagementSupervisoryorOperationalManagementTechnicalSkillsHumanSkillsConceptualSkillsManagementLevelsSkillsNeededAsamanagermovesfromthesupervisorytothetop-managementlevel,conceptualskillsbecomemoreimportantthantechnicalskills,buthumanskillsremainequallyimportant.\nExhibit5ConceptualSkills●Usinginformationtosolvebusinessproblems●Identifyingofopportunitiesforinnovation●Recognizingproblemareasandimplementingsolutions●Selectingcriticalinformationfrommassesofdata●Understandingofbusinessusesoftechnology●Understandingoforganization’sbusinessmodel\nExhibit6CommunicationSkills●Abilitytotransformideasintowordsandactions●Credibilityamongcolleagues,peers,andsubordinates●Listeningandaskingquestions●Presentationskills;spokenformat●Presentationskills;writtenand/orgraphicformats\nExhibit7EffectivenessSkills●Contributingtocorporatemission/departmentalobjectives●Customerfocus●Multitasking:workingatmultipletasksinparallel●Negotiatingskills●Projectmanagement●Reviewingoperationsandimplementingimprovements●Settingandmaintainingperformancestandardsinternallyandexternally●Settingprioritiesforattentionandactivity●Timemanagement\nExhibit8InterpersonalSkills●Coachingandmentoringskills●Diversityskills:workingwithdiversepeopleandcultures●Networkingwithintheorganization●Networkingoutsidetheorganization●Workinginteams;cooperationandcommitment\n◆TheIncreasingImportanceofCustomers●Customers:thereasonthatorganizationsexist﹡Managingcustomerrelationshipsistheresponsibilityofallmanagersandemployees.●Consistenthighqualitycustomerserviceisessentialforsurvival.◆Innovation●Doingthingsdifferently,exploringnewterritory,andtakingrisks﹡Managersshouldencourageemployeestobeawareofandactonopportunitiesforinnovation.HowTheManager’sJobIsChanging\nChangingTechnology(Digitization)IncreasedSecurityThreatsIncreasedEmphasisonOrganizationalandManagerialEthicsIncreasedCompetitivenessCustomerserviceInnovationGlobalizationEfficiency/productivityRedefinedvaluesRebuildingtrustIncreasedaccountabilityRiskmanagementWorklife-personallifebalanceRestructuredworkplaceDiscriminationconcernsGlobalizationconcernsEmployeeassistanceShiftingorganizationalboundariesVirtualworkplacesMoremobileworkforceFlexibleworkarrangementsEmpoweredemployeesImpactofChangesChangesExhibit8ChangesImpactingtheManager’sJob\n◆AnOrganizationDefined●Adeliberatearrangementofpeopletoaccomplishsomespecificpurpose(thatindividualsindependentlycouldnotaccomplishalone)◆CommonCharacteristicsofOrganizations●Haveadistinctpurpose(goal)●Composedofpeople●HaveadeliberatestructureWhatIsAnOrganization?\nTraditionalOrganizationContemporaryOrganization●Stable●Dynamic●Inflexible●Flexible●Job-focused●Skills-focused●Workisdefinedbyjobpositions●Workisdefinedintermsoftaskstobedone●Individual-oriented●Team-oriented●Permanentjobs●Temporaryjobs●Command-oriented●Involvement-oriented●Managersalwaysmakedecisions●Employeesparticipateindecisionmaking●Rule-oriented●Customer-oriented●Relativelyhomogeneousworkforce●Diverseworkforce●Workdaysdefinedas9to5●Workdayshavenotimeboundaries●Hierarchicalrelationships●Lateralandnetworkedrelationships●Workatorganizationalfacilityduringspecifichours●Workanywhere,anytimeExhibit9TheChangingOrganization\n◆TheValueofStudyingManagement●Theuniversalityofmanagement﹡Goodmanagementisneededinallorganizations.●Therealityofwork﹡Employeeseithermanageoraremanaged.●Rewardsandchallengesofbeingamanager﹡Managementofferschallenging,excitingandcreativeopportunitiesformeaningfulandfulfillingwork.﹡Successfulmanagersreceivesignificantmonetaryrewardsfortheirefforts.WhyStudyManagement\nAllOrganizationLevelsBottomTopAllTypesofOrganizationsProfitNot-for–ProfitAllOrganizationalAreasManufacturing–MarketingHumanResources–AccountingInformationSystems–etc.AllSizeofOrganizationsSmalllargeManagementIsNeededIn…Exhibit9UniversalNeedforManagement\nRewardsChallenges●Createaworkenvironmentinwhichorganizationalmemberscanworktothebestoftheirability●Dohardwork●Haveopportunitiestothinkcreativelyanduseimagination●Mayhavedutiesthataremoreclericalthanmanagerial●Helpothersfindmeaningandfulfillmentinwork●Havetodealwithavarietyofpersonalities●Support,coach,andnurtureothers●Oftenhavetomakedowithlimitedresources●Workwithavarietyofpeople●Motivateworkersinchaoticanduncertainsituations●Receiverecognitionandstatusinorganizationandcommunity●Successfullyblendknowledge,skills,ambitions,andexperiencesofadiverseworkgroup●Playaroleininfluencingorganizationaloutcomes●Successdependsonother’sworkperformance●Receiveappropriatecompensationinformofsalaries,bonuses,andstockoptions●GoodmanagersareneededbyorganizationsExhibit10RewardsandChallengesofBeingAManager\n◆Step1●Divideyourselvesintogroups.5studentsinonegroupwithateamleader.Alistwithyournamesandcontactinformationshouldbehandedintoyoursubjectrepresentativebeforenextlesson.◆Step2●Describingtheorganizationalframeworkandhumanstructureofoneorganizationwithin1000wordsbasedyourinterview.﹡Inyourhand-in,besuretomakeclearwhateverymembercontributed.Assignment\n◆Thestudyofadministration(13)◆Thehumansideofenterprise(6)◆Bureaucracy(6)◆BreakingthroughBureaucracy(13)◆DiscussiononTheValueOrientationofPublicAdministration.(FairnessorEfficiency?)◆DiscussionontheThoughtofAnti-bureaucracy.Assignment