《管理学》课程PPT教学课件（Management）Stephen P.Robbins（9）第一章 管理与组织导论 Introduction to Management and Organizations

management ninth edition STEPHEN P.ROBBINS MARY COULTER (美) 斯蒂芬·P·罗宾斯 玛丽·库尔特 Chapter Introduction to Management and Organizations 第一章管理与组织导论 PEARSON 2007 Prentice Hall,Inc. 锅 PowerPoint Presentation by Charlie Cook All rights reserved. The University of WestAlabama

ninth edition STEPHEN P. ROBBINS PowerPoint Presentation by Charlie Cook The University of West Alabama MARY COULTER © 2007 Prentice Hall, Inc. All rights reserved. Introduction to Management and Organizations Chapter 1 （美） 斯蒂芬·P·罗宾斯 玛丽·库尔特 第一章 管理与组织导论

LEARNING OUTLINE要点概览 Follow this Learning Outline as you read and study this chapter. 根据以下要点概览阅读和学习本章 Who Are Managers? 谁是管理者？ Explain how managers differ from non-managerial employees. ·解释管理人员与非管理人员的差别 Describe how to classify managers in organizations. ·描述组织中管理人员的等级 What Is Management? 什么是管理？ ·Define management. ·定义管理 Explain why efficiency and effectiveness are important to management. ·解释效率和效果对于管理的重要性。 2007 Prentice Hall,Inc.All rights reserved. 1-2

© 2007 Prentice Hall, Inc. All rights reserved. 1–2 L E A R N I N G O U T L I N E 要点概览 Follow this Learning Outline as you read and study this chapter. 根据以下要点概览阅读和学习本章 Who Are Managers? 谁是管理者？ • Explain how managers differ from non-managerial employees. • 解释管理人员与非管理人员的差别 • Describe how to classify managers in organizations. • 描述组织中管理人员的等级 What Is Management? 什么是管理？ • Define management. • 定义管理 • Explain why efficiency and effectiveness are important to management. • 解释效率和效果对于管理的重要性

LEARNING OUTLINE (cont'd) Follow this Learning Outline as you read and study this chapter. What Do Managers Do? 管理者做什么？ Describe the four functions of management. ·描述管理的四项职能 Explain Mintzberg's managerial roles. ·解释明茨伯格的管理角色理论 Describe Katz's three essential managerial skills and how the importance of these skills changes depending on managerial level. ·描述卡茨的三种管理技能以及不同管理称此下这些技能重要度的变化 Discuss the changes that are impacting managers'jobs. 。论述影响管理者工作的变革 Explain why customer service and innovation are important to the manager's job. ·解释顾客服务和创新对管理者工作的重要性 2007 Prentice Hall,Inc.All rights reserved. 1-3

© 2007 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 as you read and study this chapter. What Do Managers Do? 管理者做什么？ • Describe the four functions of management. • 描述管理的四项职能 • Explain Mintzberg’s managerial roles. • 解释明茨伯格的管理角色理论 • Describe Katz’s three essential managerial skills and how the importance of these skills changes depending on managerial level. • 描述卡茨的三种管理技能以及不同管理称此下这些技能重要度的变化 • Discuss the changes that are impacting managers’ jobs. • 论述影响管理者工作的变革 • Explain why customer service and innovation are important to the manager’s job. • 解释顾客服务和创新对管理者工作的重要性

LEARNING OUTLINE (cont'd) Follow this Learning Outline as you read and study this chapter. What Is An Organization? 什么是组织？ Describe the characteristics of an organization. 。描述组织的特征 Explain how the concept of an organization is changing. ·解释组织概念的变迁 Why Study Management? 为什么要学习管理？ Explain the universality of management concept. ·解释管理普遍性的概念 Discuss why an understanding of management is important. ·论述理解管理的重要性 Describe the rewards and challenges of being a manager. ·描述成为一名管理者的挑战和回报 2007 Prentice Hall,Inc.All rights reserved. 1-4

© 2007 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 and study this chapter. What Is An Organization? 什么是组织？ • Describe the characteristics of an organization. • 描述组织的特征 • Explain how the concept of an organization is changing. • 解释组织概念的变迁 Why Study Management? 为什么要学习管理？ • Explain the universality of management concept. • 解释管理普遍性的概念 • Discuss why an understanding of management is important. • 论述理解管理的重要性 • Describe the rewards and challenges of being a manager. • 描述成为一名管理者的挑战和回报

Who Are Managers? 谁是管理者？ ·Manager ·管理者 >Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. >通过协调其他人的活动达到与别人一起或者通过别人实现组织目 标目的的人。 2007 Prentice Hall,Inc.All rights reserved. 1-5

© 2007 Prentice Hall, Inc. All rights reserved. 1–5 Who Are Managers? 谁是管理者？ • Manager • 管理者 ➢ Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. ➢ 通过协调其他人的活动达到与别人一起或者通过别人实现组织目 标目的的人

Classifying Managers 管理者的分类 。First-line Managers ·基层管理者 Individuals who manage the work of non-managerial employees. >管理着非管理雇员所从事工作的人。 ·Middle Managers ·中层管理者 Individuals who manage the work of first-line managers. >管理着基层管理者的人。 ·Top Managers ·高层管理者 >Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. >承担着制定广泛的组织决策、为整个组织制定计划和目标的责任 的人。 2007 Prentice Hall,Inc.All rights reserved. 1-6

© 2007 Prentice Hall, Inc. All rights reserved. 1–6 Classifying Managers 管理者的分类 • First-line Managers • 基层管理者 ➢ Individuals who manage the work of non-managerial employees. ➢ 管理着非管理雇员所从事工作的人。 • Middle Managers • 中层管理者 ➢ Individuals who manage the work of first-line managers. ➢ 管理着基层管理者的人。 • Top Managers • 高层管理者 ➢ Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. ➢ 承担着制定广泛的组织决策、为整个组织制定计划和目标的责任 的人

Exhibit 1-1 Managerial Levels 图1-1 管理的层次 高层管理者 中层管理者 基层管理者 非管理雇员 2007 Prentice Hall,Inc.All rights reserved. 17

© 2007 Prentice Hall, Inc. All rights reserved. 1–7 Exhibit 1–1 Managerial Levels 图 1-1 管理的层次 高层管理者 中层管理者 基层管理者 非管理雇员

What Is Management? 什么是管理？ ·Managerial Concerns ·管理关于 >Efficiency >效率 ÷“Doing things right'” 8 “正确地做事” 一 Getting the most output for the least inputs 以尽可能少的投入获得尽可 能多的产出 >Effectiveness >效果 "Doing the right things" 冬“做正确的事” -Attaining organizational goals 一达到组织的目标 2007 Prentice Hall,Inc.All rights reserved. 1-8

© 2007 Prentice Hall, Inc. All rights reserved. 1 – 8 What Is Management? 什么是管理？ • Managerial Concerns • 管理关于 ➢ Efficiency ➢ 效率❖ “Doing things right” ❖ “正确地做事” – Getting the most output for the least inputs – 以尽可能少的投入获得尽可 能多的产出 ➢ Effectiveness ➢ 效果❖ “Doing the right things” ❖ “做正确的事” – Attaining organizational goals – 达到组织的目标

Exhibit 1-2 Effectiveness and Efficiency in Management 图1-2 管理的效率和效果 效率（方式） 效果（结果） 资源利用 目标达成 低浪费 高达成 管理努力实现： 低资源浪费（高效率） 高目标达成（高效果） 2007 Prentice Hall,Inc.All rights reserved. 1-9

© 2007 Prentice Hall, Inc. All rights reserved. 1–9 Exhibit 1–2 Effectiveness and Efficiency in Management 图 1-2 管理的效率和效果 效率（方式） 效果（结果） 资源利用 低浪费 高达成 目标达成 管理努力实现： 低资源浪费（高效率） 高目标达成（高效果）

What Do Managers Do? 管理者做什么？ ·Functional Approach ·管理职能 >Planning >计划 Defining goals,establishing strategies to achieve goals,developing plans to integrate and coordinate activities. ·定义目标，制定战略以获取目标，以及制定计划和协调活动。 >Organizing >组织 Arranging and structuring work to accomplish organizational goals. 。安排和组织工作以实现组织目标。 >Leading >领导 Working with and through people to accomplish goals. 。同别人一起或者通过别人去完成组织目标。 >Controlling >控制 Monitoring,comparing,and correcting work. 。监控、比较和纠正工作。 2007 Prentice Hall,Inc.All rights reserved. 1-10

© 2007 Prentice Hall, Inc. All rights reserved. 1–10 What Do Managers Do? 管理者做什么？ • Functional Approach • 管理职能 ➢ Planning ➢ 计划 ❖ Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. ❖ 定义目标，制定战略以获取目标，以及制定计划和协调活动。 ➢ Organizing ➢ 组织 ❖ Arranging and structuring work to accomplish organizational goals. ❖ 安排和组织工作以实现组织目标。 ➢ Leading ➢ 领导 ❖ Working with and through people to accomplish goals. ❖ 同别人一起或者通过别人去完成组织目标。 ➢ Controlling ➢ 控制 ❖ Monitoring, comparing, and correcting work. ❖ 监控、比较和纠正工作