羅賓斯管理學(xué)ppt(英文版)

1、Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–1,PowerPoint Presentation by Charlie CookCopyright © 2005 Prentice Hall, Inc. All rights reserved.,8th edition,Steven P. RobbinsMary Coulter,Copyri

2、ght © 2005 Prentice Hall, Inc. All rights reserved.,1–2,L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter.,Who Are Managers?Describe who is doing managerial work in tod

3、ay’s organizations.Define who managers are.Explain how manager differ from non-managerial employees.Discuss how to classify managers in organizations.What Is Management?Define management.Contrast efficiency and eff

4、ectiveness.Explain why efficiency and effectiveness are important to management.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–3,L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline

5、as you read and study this chapter.,What Do Managers Do?Describe the four functions of management.Explain Mintzberg’s managerial roles.Tell how a manager’s include reflection and action.Describe Katz’s three essentia

6、l managerial skills and how the importance of these skills changes depending on managerial level.List other important managerial skills and competencies.Discuss the change that are impacting managers’ jobs.Explain why

7、 customer service and innovation are important to the manager’s job.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–4,L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read a

8、nd study this chapter.,What Is An Organization?Describe the characteristics of an organization.Explain how the concept of an organization is changing.Why Study Management?Explain the universality of management concep

9、t.Discuss why an understanding of management is important even if you don’t plan to be a manager.Describe the rewards and challenges of being a manager.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–

10、5,Who Are Managers?,ManagerSomeone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.,Copyright © 2005 Prentice Hall, Inc. All

11、 rights reserved.,1–6,Classifying Managers,First-line ManagersAre at the lowest level of management and manage the work of non-managerial employees.Middle ManagersManage the work of first-line managers.Top ManagersA

12、re responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–7,What Is Management?,Manageria

13、l ConcernsEfficiency“Doing things right”Getting the most output for the least inputsEffectiveness“Doing the right things”Attaining organizational goals,Copyright © 2005 Prentice Hall, Inc. All rights reserved.

14、,1–8,What Do Managers Do?,Functional ApproachPlanningDefining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesOrganizingArranging work to accomplish organizatio

15、nal goalsLeadingWorking with and through people to accomplish goals.ControllingMonitoring, comparing, and correcting the work,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–9,What Do Managers Do? (c

16、ont’d),Management Roles ApproachInterpersonal rolesFigurehead, leader, liaisonInformational rolesMonitor, disseminator, spokespersonDecisional rolesDisturbance handler, resource allocator, negotiator,Copyright 

17、9; 2005 Prentice Hall, Inc. All rights reserved.,1–10,What Do Managers Do? (cont’d),Skills ApproachTechnical skillsKnowledge and proficiency in a specific fieldHuman skillsThe ability to work well with other peopleC

18、onceptual skillsThe ability to think and conceptualize about abstract and complex situations concerning the organization,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–11,How The Manager’s Job Is Chang

19、ing,The Increasing Importance of CustomersCustomers: the reason that organizations existManaging customer relationships is the responsibility of all managers and employees.Consistent high quality customer service is e

20、ssential for survival.InnovationDoing things differently, exploring new territory, and taking risksManagers should encourage employees to be aware of and act on opportunities for innovation.,Copyright © 2005 Pren

21、tice Hall, Inc. All rights reserved.,1–12,What Is An Organization?,An Organization DefinedA deliberate arrangement of people to accomplish some specific purposeCommon Characteristics of OrganizationsHave a distinct pu

22、rpose (goal)Composed of peopleHave a deliberate structure,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–13,Why Study Management?,The Value of Studying ManagementThe universality of managementGood m

23、anagement is needed in all organizations.The reality of workEmployees either manage or are managed.Rewards and challenges of being a managerManagement offers challenging, exciting and creative opportunities for meani

24、ngful and fulfilling work.Successful managers receive significant monetary rewards for their efforts.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–14,PowerPoint Presentation by Charlie CookCopyright

25、 © 2005 Prentice Hall, Inc. All rights reserved.,8th edition,Steven P. RobbinsMary Coulter,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–15,L E A R N I N G O U T L I N E Follow this Learning O

26、utline as you read and study this chapter.,Historical Background of ManagementExplain why studying management history is important.Describe some early evidences of management practice.Discuss why division of labor and

27、 the Industrial Revolution are important to the study of management.List six management approaches.Scientific ManagementDefine scientific management.Describe the important contributions made by Fredrick W. Taylor and

28、 Frank and Lillian Gilbreth.Explain how today’s managers use scientific management.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–16,L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outl

29、ine as you read and study this chapter.,General Administrative TheoristsTell what the general administrative theorists brought to the study of management.Describe how Fayol viewed the practice of managementExplain why

30、 Fayol developed his principles of management.Discuss Fayol’s 14 management principles.Describe Max Weber’s contribution to the general administrative theory of management,Define the characteristics of a bureaucracyE

31、xplain how today’s managers use general administrative theory.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–17,L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and st

32、udy this chapter.,Quantitative Approach to ManagementDefine the quantitative approach and how it evolved.Explain what the quantitative approach has contributed to the field of management.Discuss how today’s managers m

33、ay not be comfortable with the quantitative approach.Toward Under Organizational BehaviorDefine organizational behavior.Describe the contributions of the early advocates of OB.Describe the design of the Hawthorne Stu

34、dies.Explain the contributions of the Hawthorne Studies to the field of management.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–18,L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outl

35、ine as you read and study this chapter.,Toward Understanding Organizational Behavior (cont’d)Discuss the criticisms of the Hawthorne Studies.Discuss how today’s managers use the behavioral approach.The Systems Appr

36、oachDefine a system.Contrast closed systems and open systems.Describe an organization using the systems approach.Discuss how the systems approach is appropriate for understanding management.,Copyright © 2005 Pre

37、ntice Hall, Inc. All rights reserved.,1–19,L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter.,The Contingency ApproachDefine the contingency approachExplain how t

38、he contingency approach differs from the early theories of managementDiscuss the popular contingency variables.Discuss how the contingency approach is appropriate for studying managementCurrent Issues and TrendsExpla

39、in why we need to look at the current trends and issues facing managers.Define workforce diversity, entrepreneurship, e-business, learning organization, knowledge management, and quality management.,Copyright © 200

40、5 Prentice Hall, Inc. All rights reserved.,1–20,Historical Background of Management,Ancient ManagementEgypt (pyramids) and China (Great Wall)Venetians (floating warship assembly lines)Adam SmithPublished “The Wealth

41、of Nations” in 1776Advocated the division of labor (job specialization) to increase the productivity of workersIndustrial RevolutionSubstituted machine power for human laborCreated large organizations in need of mana

42、gement,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–21,Major Approaches to Management,Scientific ManagementGeneral Administrative TheoryQuantitative ManagementOrganizational BehaviorSystems Approa

43、chContingency Approach,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–22,Scientific Management,Fredrick Winslow TaylorThe “father” of scientific managementPublished Principles of Scientific Managemen

44、t (1911)The theory of scientific management:Using scientific methods to define the “one best way” for a job to be donePutting the right person on the job with the correct tools and equipmentHaving a standardized meth

45、od of doing the jobProviding an economic incentive to the worker,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–23,Scientific Management (cont’d),Frank and Lillian GilbrethFocused on increasing worker

46、 productivity through the reduction of wasted motionDeveloped the microchronometer to time worker motions and optimize performance.How Do Today’s Managers Use Scientific Management?Use time and motion studies to incre

47、ase productivityHire the best qualified employeesDesign incentive systems based on output,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–24,General Administrative Theorists,Henri FayolBelieved that t

48、he practice of management was distinct from other organizational functions Developed fourteen principles of management that applied to all organizational situationsMax WeberDeveloped a theory of authority based on an

49、ideal type of organization (bureaucracy)Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–25,Quantitative

50、 Approach to Management,Quantitative ApproachAlso called operations research or management scienceEvolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problem

51、sFocuses on improving managerial decision making by applying:Statistics, optimization models, information models, and computer simulations,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–26,Understandi

52、ng Organizational Behavior,Organizational Behavior (OB)The study of the actions of people at work; people are the most important asset of an organizationEarly OB AdvocatesRobert OwenHugo MunsterbergMary Parker Folle

53、ttChester Barnard,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–27,The Hawthorne Studies,A series of productivity experiments conducted at Western Electric from 1927 to 1932.Experimental findingsPro

54、ductivity unexpectedly increased under imposed adverse working conditions.The effect of incentive plans was less than expected.Research conclusionSocial norms, group standards and attitudes more strongly influence ind

55、ividual output and work behavior than do monetary incentives.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–28,The Systems Approach,System DefinedA set of interrelated and interdependent parts arrange

56、d in a manner that produces a unified whole.Basic Types of SystemsClosed systemsAre not influenced by and do not interact with their environment (all system input and output is internal)Open systemsDynamically inter

57、act to their environments by taking in inputs and transforming them into outputs that are distributed into their environments,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–29,Implications of the System

58、s Approach,Coordination of the organization’s parts is essential for proper functioning of the entire organization.Decisions and actions taken in one area of the organization will have an effect in other areas of the o

59、rganization.Organizations are not self-contained and, therefore, must adapt to changes in their external environment.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–30,The Contingency Approach,Continge

60、ncy Approach DefinedAlso sometimes called the situational approach.There is no one universally applicable set of management principles (rules) by which to manage organizations.Organizations are individually different,

61、 face different situations (contingency variables), and require different ways of managing.,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–31,Current Trends and Issues,GlobalizationEthicsWorkforce Div

62、ersityEntrepreneurshipE-businessKnowledge ManagementLearning OrganizationsQuality Management,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–32,Current Trends and Issues (cont’d),GlobalizationManag

63、ement in international organizationsPolitical and cultural challenges of operating in a global marketEthicsIncreased emphasis on ethics education in college curriculumsIncreased creation and use of codes of ethics by

64、 businesses,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–33,Current Trends and Issues (cont’d),Workforce DiversityIncreasing heterogeneity in the workforceMore gender, minority, ethnic, and other fo

65、rms of diversity in employeesAging workforceOlder employees who work longer and not retireThe cost of public and private benefits for older workers will increase Increased demand for products and services related to

66、aging,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–34,Current Trends and Issues (cont’d),Entrepreneurship DefinedThe process whereby an individual or group of individuals use organized efforts to cre

67、ate value and grow by fulfilling wants and needs through innovation and uniqueness.Entrepreneurship processPursuit of opportunitiesInnovation in products, services, or business methodsDesire for continual growth of t

68、he organization,Copyright © 2005 Prentice Hall, Inc. All rights reserved.,1–35,Current Trends and Issues (cont’d),E-Business (Electronic Business)The work preformed by an organization using electronic linkages to i

69、ts key constituenciesE-commerce: the sales and marketing component of an e-businessCategories of E-BusinessesE-business enhanced organizationE-business enabled organizationTotal e-business organization,Copyright