1、Chapter 1,INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS, Prentice Hall, 2002,1-1,Who Are Managers?,Manager someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals, Prentice Hall, 2002,1-2,Organizational Levels, Prentice Hall, 2
2、002,1-3,What Do Managers Do? (cont.),Management Roles specific categories of managerial behavior Interpersonal - involve people and duties that are ceremonial and symbolic in nature Informational - receiving, collecting, and disseminating information Decisional - revolve around making choices emphas
3、is that managers give to the various roles seems to change with their organizational level, Prentice Hall, 2002,1-4,EXHIBIT 1.5: SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS, Prentice Hall, 2002,1-5,Efficiency and Effectiveness in Management,Management Strives For: Low resource waste (high efficienc
4、y) High goal attainment (high effectiveness),Low Waste,High Attainment, Prentice Hall, 2002,1-6,The External Environment,Customers,Competitors,Suppliers,Public Pressure Groups,The Organization,Global,Economic,Demographic,Political,Sociocultural,Technological,General Environment,Specific Environment,
5、Chapter 2,MANAGEMENT YESTERDAY AND TODAY, Prentice Hall, 2002,2-8,Managements Connection to Other Fields of Study,Management,Anthropology: Helps to better understand differences in fundaments values, attitudes, and behavior between different countries and within different organizations.,Economics: H
6、elps to understand the changing economy, the role of competition and free markets in a global context.,Philosophy: Helps to understand the existence of organizations and what constitutes appropriate behavior within them.,Political Science: Helps to understand a nations constitution and structuring i
7、n turn, shape the type, form, and policies of organization.,EXHIBIT 2.2: TAYLORS FOUR PRINCIPLES OF MANAGEMENT, Prentice Hall, 2002,2-11,General Administrative Theorists,Henri Fayol concerned with making the overall organization more effective developed theories of what constituted good management p
8、ractice proposed a universal set of management functions published principles of management fundamental, teachable rules of management, Prentice Hall, 2002,2-12,EXHIBIT 2.4: WEBERS IDEAL BUREAUCRACY, Prentice Hall, 2002,2-13,Chapter 7FOUNDATIONS OF PLANNING,Planning involves defining the organizatio
9、ns goals, establishing an overall strategy, and developing a comprehensive set of plans to integrate and coordinate organizational work anticipate changes and develop the most-effective response to changes informal planning - nothing is written down little or no sharing of goals general and lacking
10、in continuity formal planning - written defines specific goals specific action programs exist to achieve goals,How Do Managers Plan?,The Role of Goals and Plans in Planning goals - desired outcomes provide direction for all management decisions represent the criteria against which actual work accomp
11、lishments can be measured plans - outline how goals are going to be met Types of Goals all organizations have multiple objectives no single measure can evaluate whether an organization is successful financial goals - relate to financial performance strategic goals - relate to other areas of performa
12、nce, Prentice Hall, 2002,7-15,How Do Managers Plan? (cont.),The Role of Goals and Plans in Planning (cont.) Types of Plans strategic plans - apply to the entire organization establish organizations overall goals seek to position the organization in terms of its environment operational plans - specif
13、y the details of how the overall goals are to be achieved tend to cover short time periods, Prentice Hall, 2002,7-16,Types Of Plans,BreadthStrategic Operational,SpecificityDirectional Specific,Frequencyof UseSingle use Standing,Time FrameLong term Short term, Prentice Hall, 2002,7-17,How Do Managers
14、 Plan?,Establishing Goals (cont.) management by objectives (MBO) - specific performance goals are jointly determined by employees and their managers progress toward accomplishing these goals is periodically reviewed rewards are allocated on the basis of this progress MBO consists of four elements go
15、al specificity participative decision making explicit time period performance feedback, Prentice Hall, 2002,7-18,2、Steps in a Typical MBO Program, Prentice Hall, 2002,7-19,Chapter 8 STRATEGIC MANAGEMENT,What Is Strategic Management? A set of managerial decisions and actions that determines the long-
16、run performance of an organization,The Strategic Management Process, Prentice Hall, 2002,8-21,Levels of Organizational Strategy, Prentice Hall, 2002,8-22,Types of Organizational Strategies (cont.),Corporate-Level Strategy (cont.) BCG matrix (cont.) strategic implications of the matrix cash cows - “m
17、ilk” use cash to invest in stars and question marks stars - require heavy investment eventually will become cash cows question marks - two strategies invest to transform them into stars divest dogs - sold off or liquidated, Prentice Hall, 2002,8-23,Types Of Organizational Strategies (cont.),Business
18、-Level Strategy (cont.) Competitive Strategies Michael Porter - industry analysis based on five competitive forces Threat of new entrants - affected by barriers to entry Threat of substitutes - affected by buyer loyalty and switching costs Bargaining power of buyers - affected by number of customers
19、, availability of substitute products, Prentice Hall, 2002,8-24,Business-Level Strategy (cont.) Competitive Strategies (cont.) Porters competitive forces analysis (cont.) Bargaining power of suppliers - affected by degree of supplier concentration Existing rivalry - affected by industry growth rate,
20、 demand for firms product or service, and product differences,Types Of Organizational Strategies (cont.), Prentice Hall, 2002,8-25,Types of Organizational Strategies (cont.),Business-Level Strategy (cont.) Competitive strategies (cont.) Porters three generic strategies cost leadership - goal is to b
21、ecome the lowest-cost producer in the industry tries to identify efficiencies in all operations overhead kept to a minimum product or service must be perceived to be of comparable quality to that offered by competitors, Prentice Hall, 2002,8-26,Types of Organizational Strategies (cont.),Business-Lev
22、el Strategy (cont.) Competitive strategies (cont.) Porters three generic strategies (cont.) differentiation - offer unique products that are widely valued by customers sets the firm apart from competitors differentiation based on quality, service, product design, brand image customers must be willin
23、g to pay a price premium that exceeds the cost of differentiation, Prentice Hall, 2002,8-27,Types of Organizational Strategies (cont.),Business-Level Strategy (cont.) Competitive strategies (cont.) Porters three generic strategies (cont.) focus - aims at a cost advantage or differentiation advantage
24、 in a narrow segment no attempt to serve the broad market feasibility of strategy depends on the size of the segment and the ability of the firm to support the cost of focusing, Prentice Hall, 2002,8-28,Chapter 9 PLANNING TOOLS AND TECHNIQUES,Gantt Charts - show when tasks are supposed to be done al
25、low comparison with the actual progress on each task serve as a control tool a bar graph with time on the horizontal axis and the activities to be scheduled on the vertical axis shading represents actual progress,A Gantt Chart,Month, Prentice Hall, 2002,9-30,Techniques For Allocating Resources (cont
26、.),Scheduling (cont.) Load Charts - modified Gantt Chart schedule capacity by work areas vertical axis lists either entire departments or specific resources allow managers to plan and control capacity utilization, Prentice Hall, 2002,9-31,A Load Chart,Month, Prentice Hall, 2002,9-32,Techniques For A
27、llocating Resources (cont.),Scheduling (cont.) Program Evaluation and Review Technique (PERT) Network Analysis used to schedule complex projects flowchartlike diagram that depicts the sequence of activities needed to complete a project indicates the time or costs associated with each activity can co
28、mpare the effects alternative actions might have on scheduling and costs, Prentice Hall, 2002,9-33,Techniques For Allocating Resources (cont.),Scheduling (cont.) PERT (cont.) - nomenclature events - end points that represent the completion of major activities activities - time or resources required
29、to progress from one event to another slack time - amount of time an activity can be delayed without delaying the entire project critical path - the most time-consuming sequence of events and activities in a PERT network delays on critical path will delay completion of the entire project (zero slack
30、 time), Prentice Hall, 2002,9-34,Defining Organizational Structure,Nomenclature organizing - the process of creating an organizations structure organizational structure - the formal framework by which job tasks are divided, grouped, and coordinated organizational design - process of developing or ch
31、anging an organizations structure process involves six key elements, Prentice Hall, 2002,10-35,Defining Organizational Structure (cont.),Work Specialization the degree to which tasks in an organization are divided into separate jobs individuals specialize in doing part of an activity rather than the
32、 entire activity too much specialization has created human diseconomies an important organizing mechanism, though not a source of ever-increasing productivity, Prentice Hall, 2002,10-36,Defining Organization Structure (cont.),Departmentalization (cont.) large organizations combine most or all forms
33、of departmentalization trends customer departmentalization is increasingly being used better able to monitor and respond to customer needs cross-functional teams are becoming popular groups of individuals who are experts in various specialties involved in all aspects of bringing a new product to mar
34、ket, Prentice Hall, 2002,10-37,Defining Organization Structure (cont.),Chain of Command (cont.) continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom Span of Control number of employees that a manager can efficiently and eff
35、ectively manage, Prentice Hall, 2002,10-38,Defining Organization Structure (cont),Centralization the degree to which decision making is concentrated at a single point in the organization top-level managers make decisions with little input from subordinates in a centralized organization Decentralizat
36、ion the degree to which decisions are made by lower-level employees distinct trend toward decentralized decision making, Prentice Hall, 2002,10-39,Defining Organization Structure (cont.),Formalization the degree to which jobs within the organization are standardized standardization - removes the nee
37、d for employees to consider alternatives extent to which employee behavior is guided by rules and procedures employee allowed minimal discretion in highly formalized jobs explicit job descriptions clearly defined procedures, Prentice Hall, 2002,10-40,Organizational Design Decisions,Mechanistic Organ
38、ization rigidly and tightly controlled structure tries to minimize the impact of differing human traits most large organizations have some mechanistic characteristics Organic Organization highly adaptive and flexible structure permits organization to change when the need arises employees are highly
39、trained and empowered to handle diverse job activities minimal formal rules and little direct supervision, Prentice Hall, 2002,10-41,Organizational Design Decisions (cont.),Contingency Factors Strategy and Structure - structure should facilitate the achievement of goals strategy and structure should
40、 be closely linked strategy focuses on: innovation - need the flexibility and free flow of information of the organic structure cost minimization - seek efficiency, stability, and tight controls of mechanistic structure imitation - use structural characteristics of both mechanistic and organic struc
41、tures, Prentice Hall, 2002,10-42,Organizational Design Decisions (cont.),Contingency Factors (cont.) Size and Structure - size affects structure at a decreasing rate Technology and Structure technology - converts inputs into outputs unit production - production of items in units or small batches mas
42、s production - large-batch manufacturing process production - continuous-process production mechanistic structure supports routine technology organic structure supports nonroutine technology, Prentice Hall, 2002,10-43,Organizational Design Decisions (cont.),Contingency Factors (cont.) Environmental
43、Uncertainty and Structure one way to reduce environmental uncertainty is to adjust the organizations structure with greater stability, mechanistic structures are more effective mechanistic structures are not equipped to respond to rapid environmental change the greater the uncertainty, the greater t
44、he need for an organic structure organizations are being designed to be more organic nowadays, Prentice Hall, 2002,10-44,Common Organizational Designs,Traditional Organizational Designs Simple Structure - low departmentalization, wide spans of control, authority centralized in a single person, and l
45、ittle formalization commonly used by small businesses as organizations increase in size, the structure tends to become more specialized and formalized Functional Structure - groups similar or related occupational specialties together, Prentice Hall, 2002,10-45,Common Organizational Designs (cont.),T
46、raditional Organizational Designs (cont.) Divisional Structure - composed of separate divisions each division has relatively limited autonomy parent corporation acts as an external overseer to coordinate and control the divisions provides support services, Prentice Hall, 2002,10-46,Strengths and Wea
47、kness of Common Traditional Organizational Designs, Prentice Hall, 2002,10-47,Common Organizational Designs (cont.),Contemporary Organizational Designs (cont.) Matrix Structure - assigns specialists from different functional departments to work on projects led by project managers adds vertical dimen
48、sion to the traditional horizontal functional departments creates a dual chain of command violates unity of command project managers have authority in areas relative to the projects goals functional managers retain authority over human resource decisions (e.g., promotions), Prentice Hall, 2002,10-48
49、,A Matrix Organization in an Aerospace Firm, Prentice Hall, 2002,10-49,Common Organizational Designs (cont.),Contemporary Organizational Designs (cont.) Project Structure - employees work continuously on projects employees do not return to a functional department at the conclusion of a project all work performed by teams comprised of employees with appropriate skills and abilities tends to be very fluid and flexible no rigid departmentalization or organization hierarchy managers serve as facilitators and mentors,
