1、Management,1,Who are you?,Have you taken any management/psychology course before? Why do you want to take this course? What do you expect to get in this course? How many hours do you plan to devote in this course? Your expectation of the grading of this course?,2,Why? How? What?,3,Why this course?,E
2、verybody need management. (Universality of Management. ),4,Managements Connection To Other Fields,Academic Disciplines that Affected ManagementAnthropology - work on cultures and social environments Economics - concern about the allocation and distribution of scarce resources Philosophy - examines t
3、he nature of things Political science - effect of political environment on individuals and groups Psychology - seeks to measure, explain, and change human behavior Sociology - studies people in relation to their fellow human beings,Why this course?,Everybody need management. (Universality of Managem
4、ent. ) You already know a lot about management, you can help others on improving management. Have a better understanding of the human being (your supervisor) and the internal operations of organizations. Practice your management skill in class and out class.,6,Lets practice a little bit,How would yo
5、u respond to a friend who says, “I know some very successful managers who never took a course in management. Cant you just learn this stuff on the job?”,7,How the class is managed?,Lecture Group project Your first task: build a team Your name, goals, slogan, ambition, etc Exam and quiz Class discuss
6、ion,8,Class discussion good! But:,Many dislike participation In larger classes not easy Often a few do most of the talking Some really do not learnThere are alternatives to class discussion Small group discussions,9,Lets practice a little bit,Practice your management skill in class and out class.,10
7、,What are the Learning objectives?,11,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? Explain how managers differ from non-managerial employees. Describe how to classify managers in organizations. What Is Management? Define management.
8、 Explain why efficiency and effectiveness are important to management.,12,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,What Do Managers Do? Describe the four functions of management. Explain Mintzbergs managerial roles. Describe Katzs three e
9、ssential managerial skills and how the importance of these skills changes depending on managerial level.,113,Who Are Managers?,Manager Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. what to do?how to do it?,114,Classifying Managers,Fir
10、st-line Managers Individuals who manage the work of non-managerial employees. Middle Managers Individuals who manage the work of first-line managers. Top Managers Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organizati
11、on.,115,Exhibit 11 Managerial Levels,116,Shift manager District manager Department manager Office manager,Exhibit 11 Managerial Levels,117,Regional manager Project manager Store manager Division manager,Exhibit 11 Managerial Levels,118,Executive vice president President Managing director Chief opera
12、ting officer Chief executive officer,Exhibit 12 Investment bank hierarchy,119,What Is Management?,Managerial ConcernsEffectiveness “Doing the right things” Attaining organizational goals Efficiency “Doing things right” Getting the most output for the least inputs,120,Exhibit 13 Effectiveness and Eff
13、iciency in Management,121,What Do Managers Do?,Functional Approach Henri Fayol: a French businessman Planning Organizing Commanding Coordinating Controlling,122,What Do Managers Do?,Functional Approach Planning Defining goals, establishing strategies to achieve goals, developing plans to integrate a
14、nd coordinate activities. Organizing Arranging and structuring work to accomplish organizational goals. What tasks are to be done? Who is to do them? How the tasks are to be grouped? Who reports to whom? Where decisions are to be made? Leading Working with and through people to accomplish goals. How
15、 to motivate subordinate? What is the most effective communication channel? Controlling Monitoring, comparing, and correcting work. Whether things are going as planned? Actual performance must be compared with the set goals.,123,Exhibit 14 Management Functions,124,What Do Managers Do?,Management Rol
16、es Approach (Mintzberg) Interpersonal roles Figurehead, leader Informational roles Monitor, disseminator, spokesperson Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator,125,What Managers Actually Do (Mintzberg),Interaction with others with the organization with the e
17、xternal context of the organization Reflection thoughtful thinking Action practical doing,126,Professor from McGill University (Canada) (born in Montreal, September 2, 1939)Bibliography 1973 The Nature of Managerial Work The Structuring of Organizations: A Synthesis of the Research 2007 Tracking Str
18、ategies: Towards a General Theory of Strategy Formation 2009 Managing 2011 Managing the Myths of Health Care (forthcoming),What Do Managers Do?,Skills Approach Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The
19、 ability to think and conceptualize about abstract and complex situations concerning the organization,127,Katz, 1974, HBR, skills of an effective administrator,Exhibit 17 Conceptual Skills,128,Using information to solve business problems Identifying of opportunities for innovation Recognizing proble
20、m areas and implementing solutions Selecting critical information from masses of data Understanding of business uses of technology Understanding of organizations business model,Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on A
21、MA Web site (www.ama.org), October 30, 2002.,Exhibit 17 Communication Skills,129,Ability to transform ideas into words and actions Credibility among colleagues, peers, and subordinates Listening and asking questions Presentation skills; spoken format Presentation skills; written and/or graphic forma
22、ts,Source: Based on American Management Association Survey of Managerial Skills and Competencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.,Exhibit 17 Interpersonal Skills (contd),130,Source: Based on American Management Association Survey of Managerial Skills and Comp
23、etencies, March/April 2000, found on AMA Web site (www.ama.org), October 30, 2002.,Coaching and mentoring skills Diversity skills: working with diverse people and cultures Networking within the organization Networking outside the organization Working in teams; cooperation and commitment,Exhibit 16 S
24、kills Needed at Different Management Levels,131,Changes,InnovationTechnologyBusiness model Increased Emphasis on Organizational Ethics Social responsibility Increased Competitiveness Globalization,132,Terms to Know,management efficiency effectiveness planning organizing leading controlling,management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills,133,Remember-,Group 1 Sep 7th,34,
