Managers and Management

Presentation on theme: "Managers and Management"— Presentation transcript:

1 Managers and Management
Chapter 1 Managers and Management PowerPoint Presentation by Charlie Cook Copyright © 2004 Prentice Hall, Inc. All rights reserved.

2 L E A R N I N G O U T C O M E S After reading this chapter, I will be able to:
Describe the difference between managers and operative employees. Explain what is meant by the term management. Differentiate between efficiency and effectiveness. Describe the four primary processes of management. Classify the three levels of managers and identify the primary responsibility of each group. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

3 L E A R N I N G O U T C O M E S (cont’d) After reading this chapter, I will be able to:
Summarize the essential roles performed by managers. Discuss whether the manager’s job is generic. Describe the four general skills necessary for becoming a successful manager. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

4 organization? Organizations What is an
Copyright © 2004 Prentice Hall, Inc. All rights reserved.

5 Common Characteristics of Organizations
Copyright © 2004 Prentice Hall, Inc. All rights reserved. EXHIBIT 1.1

6 Organizations A systematic arrangement of people brought together to accomplish （达成）some specific purpose for-profit as well as not-for-profit organizations Copyright © 2004 Prentice Hall, Inc. All rights reserved.

7 营利性与非营利性医疗机构比较 非营利性医疗机构 营利性医疗机构 经营目的: 满足社会公众基本医疗需求 投资回报
非营利性医疗机构 营利性医疗机构 经营目的: 满足社会公众基本医疗需求 投资回报 收入去向: 弥补医疗服务成本 投资者经济回报 服务任务: 提供基本医疗服务 依据市场需求自主确定 价格政策: 执行政府规定医疗服务指导价 价格放开 税收政策: 享受相应税收优惠 依法照章纳税 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

8 People Differences Operatives（操作人员） Managers
People who work directly on a job and have no responsibility for overseeing the work of others Managers Individuals in an organization who direct the activities of others Copyright © 2004 Prentice Hall, Inc. All rights reserved.

9 Organizational Levels
Copyright © 2004 Prentice Hall, Inc. All rights reserved. EXHIBIT 1.2

10 Organizational Levels
directing the day-to-day activities of operative employees Copyright © 2004 Prentice Hall, Inc. All rights reserved. EXHIBIT 1.2

11 Organizational Levels
responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members Copyright © 2004 Prentice Hall, Inc. All rights reserved. EXHIBIT 1.2

12 Organizational Levels
Translating the goals set by top managers into specific details that lower-manager can perform. Copyright © 2004 Prentice Hall, Inc. All rights reserved. EXHIBIT 1.2

13 思考 维修部经理汤姆吩咐监工彼得带一班人马去安装一套新的管道系统，可是这套管道后来出现泄漏。 问题：谁应该对此事负责？为什么？
Copyright © 2004 Prentice Hall, Inc. All rights reserved.

14 中央问责三鹿奶粉事件 质检总局局长辞职 根据国家事故调查组调查，三鹿牌婴幼儿奶粉事件是一起重大食品安全事件。依据《国务院关于特大安全事故行政责任追究的规定》，鉴于石家庄市委书记吴显国同志对三鹿牌奶粉事件负有领导责任，对事件未及时上报、处置不力负有直接责任，经党中央、国务院批准，免去其石家庄市委书记职务；鉴于在多家奶制品企业部分产品含有三聚氰胺的事件中，国家质量监督检验检疫总局监管缺失，对此，局长李长江同志负有领导责任，同意接受李长江同志引咎辞去国家质量监督检验检疫总局局长职务的请求。 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

15 Management Defined Management The process of getting things done,
effectively and efficiently, through and with other people. Copyright © 2004 Prentice Hall, Inc. All rights reserved.

16 Management Defined Effectiveness Efficiency goal attainment
What are we doing? Deals with doing the right things Efficiency minimize resource costs How are we doing? Deals with doing the thing correctly Copyright © 2004 Prentice Hall, Inc. All rights reserved.

17 Efficiency and Effectiveness
doing the right things; Efficiency doing the thing correctly Copyright © 2004 Prentice Hall, Inc. All rights reserved. EXHIBIT 1.3

18 Management Process Activities
Planning Organizing Leading controlling Copyright © 2004 Prentice Hall, Inc. All rights reserved. EXHIBIT 1.4

19 建造大厦(商英) 砖 时间 高度 赢利 排名 第一组 43.9 6 第二组 65 1 第三组 48.9 5 第四组 51.6 3 第五组
58 2 第六组 51 4 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

20 建造大厦(golf) 砖 时间 高度 赢利 排名 第一组 110 1’30 53 57 2 第二组 130 1’ 51 56 3 第三组
85 2’ 45 40.5 6 第四组 162 4’ 60 4 第五组 44 5 第六组 126 59 1 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

21 Management Process Planning Organizing
Includes defining goals, establishing strategy, and developing plans to coordinate activities Organizing Includes determining what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made Copyright © 2004 Prentice Hall, Inc. All rights reserved.

22 Management Process Leading Controlling
Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts Controlling The process of monitoring performance, comparing it with goals, and correcting any significant deviations Copyright © 2004 Prentice Hall, Inc. All rights reserved.

23 思考 贝蒂是一家百货公司运动服装柜台的组长。当她为下个月的采购顶计划时，一批新货送抵。这批货应该当场拆包，与货单核对无误，然后陈列到货架上。但是上一次送货来时，售货员对一个重大差错未能检出，该批运动服应是大号少，中号多，但是事实正好相反。后来由于大号太多，只能降价处理。贝蒂现在不想让这种事再次发生。 问题：如何能让这种事情不再发生？ 贝蒂应该亲自核对这批新到的货，还是让一个售货员来处理？ Copyright © 2004 Prentice Hall, Inc. All rights reserved.

24 Mintzberg’s Managerial Roles
Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator Negotiator Source: Adapted from The Nature of Managerial Work (paperback) by H. Mintzberg, Table 2, pp.92–93. Copyright © 1973 Addison Wesley Longman. Reprinted by permission of Addison Wesley Longman. Copyright © 2004 Prentice Hall, Inc. All rights reserved. EXHIBIT 1.5

25 实例分析 Mary是一家造纸厂的厂长，这家厂正面临一项指控：厂里排泄出来的废水污染了邻近的河流，因此Mary必须到当地的治水管理局去，为本厂申辩。Oliver 是该厂的技术工程部经理，他负责本部门与销售部门的协调。Ralph负责生产管理，他刚刚得知每天为本厂供货的供应商遭了火灾，至少再一个月内无法供货。Rose是办公室主任，两名员工刚刚因为办公桌的问题发生争执。 问题：在这家企业里，Mary,Oliver,Ralph和Rose各扮演了什么角色？ Copyright © 2004 Prentice Hall, Inc. All rights reserved.

26 Is The Manager’s Job Universal?
Level in the organization Do managers manage differently based on where they are in the organization? Profit versus not-for-profit Is managing in a commercial enterprise different than managing in a non-commercial organization? Size of organization Does the size of an organization affect how managers function in the organization? Management concepts and national borders Is management the same in all economic, cultural, social and political systems? Copyright © 2004 Prentice Hall, Inc. All rights reserved.

27 Distribution of Time per Activity by Organizational Level
Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management,” Industrial Relations 4, No.2 (1965), p.103. EXHIBIT 1.6 Copyright © 2004 Prentice Hall, Inc. All rights reserved.

28 Importance of Managerial Roles in Small and Large Businesses
Source: Adapted from J. G. P. Paolillo, “The Manager’s Self Assessments of Managerial Roles: Small vs. Large Firms,” American Journals of Small Business, January–March 1984, pp.61–62. Copyright © 2004 Prentice Hall, Inc. All rights reserved. EXHIBIT 1.7

29 General Skills for Managers
Conceptual skills ability to think and to conceptualize about abstract and complex situations Interpersonal skills ability to work well with other people both individually and in a group Technical skills knowledge of and proficiency in a certain specialized field Political skills ability to build a power base and establish the right connections Copyright © 2004 Prentice Hall, Inc. All rights reserved.

30 EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS 不同管理层次所需的技能
© Prentice Hall, 2002

31 How Does Management Relate To Other Disciplines?
Anthropology Economics Philosophy Political Science Psychology Sociology Management Copyright © 2004 Prentice Hall, Inc. All rights reserved.

32 Video 请看电视节目：The Apprentice 学徒第一集 并回答以下问题：
Mr. Trump 在节目中主要展示了他的哪些管理者的基本技能？ Copyright © 2004 Prentice Hall, Inc. All rights reserved.