管理学基础chapter 1

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Thread
5 ‘W’ • Who are managers? • Where do they work? • What is management? • What do managers do? • Why should we study management?
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•Managerial Roles
- Figurehead
The most basic and simple role. Managers usually stand for the organization, so they have to undertake corresponding responsibilities like signing files, holding board meeting.
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Where do they work?
Organization
A systematic arrangement of people brought together to accomplish some specific purpose.
- Leader
Why manager need to motivate and direct employees? Because work is done by collaboration of employees, managers have to bring together personal needs and organizational objectives in order to develop.
complex situation Discuss As recently reported, Japanese companies are retrieving from the houseware market which used to bring them huge profits, like producing television, fridge, air-conditioner, wash machine etc.. What they are heading for next step is to export knowledge through consultant agent and infrastructures for public use such as oil mining, electric railroad facilities to developing countries. Why?
People Goals B Structure
A
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What is management? Definition
Management refers to the process of getting things done, effectively and efficiently, through and with other people. (Stephen P. Robbins & David A. Decenzo) Management is a process of building and maintaining a good environment where people work together efficiently to accomplish preset goals. (Harold Koontz
- Entrepreneur
entrepreneurs are responsible for designing and initiating changes.
- Disturbance hander
dealing with upcoming conflicts and risks.
- Resource allocator
Imagine your are manager oBaidu Nhomakorabea a Japanese company producing television, what reasons could prompt you to change?
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•Skills and competencies
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•Skills and competencies
- Technical skills refer to abilities to use the tools, procedures, and
techniques of a specialized field
& Heinz Weihrich)
Management is decision-making. Management is leading. ……
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What do managers do?
• Management process (p7)
- Interpersonal skills encompass the ability to work with,
understand, mentor, and motivate other people, both individually and in groups.
Discuss
Ben is the accounting manager in a supermarket. When he arrived at his office this morning, he was asked to join the board meeting, and the general issue was to discuss the possibility of opening a new supermarket in another city. State the possible situations Ben would apply his interpersonal skills after meeting.
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Who are managers Definition
Manager Individuals in an organization (组织)who direct the activities of others. Any examples? Common characteristics? (sex, age, nationality, race, education background etc.)
Chapter 1
Managers and Management
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Learning Outcomes
• Explain what are meant by the term manager and management. • Describe the four primary processes of management. • Summarize the essential roles performed by managers. • Describe the four general skills necessary for becoming a successful manager. • Describe the value of studying management. • Identify the relevance of popular humanities and social science courses to management practices.
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What do managers do?
• Skills and competencies
General skills
- Conceptual skills refer to the mental ability to analyze and diagnose
- Liaison
Managers are those who maintain network through formal and informal channels.
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•Managerial Roles
- Monitor
What kind of information do monitors receive? internal business & external affairs & analytical reports & opinions and inclinations & pressure from both insiders and outsiders.
what to do and who to do and how to do.
- Negotiator
why managers lead negotiations? figurehead, spokesperson can win trust of partners; resource allocator role implies that managers have the right to make decisions.
Discuss Ben – Accounting manager James – Sales manager in Lenovo Adam – General Mandy – Badminton coach Christ – City mayor Etc.
- Spokesperson
Whom to speak? including supplier, competitor, government, client, media, residents etc.
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•Managerial Roles
Specific categories of managerial behaviour; often group under three primary headings: interpersonal relationships, transfer of information, and decision making. Mintzburg’s 10 Managerial Roles (The nature of managerial work, 1980) Interpersonal – Figurehead, Leader, Liaison Informational – Monitor, Disseminator, Spokesperson Decisional – Entrepreneur, Disturbance hander, Resource allocator, Negotiator
- Disseminator
Information to send to subordinates: the truth (what is happening or what has happened)& the value (telling subordinates what should be done or not)
planning
controlling
Achieving the organization’s stated goals
organizing
leading
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What do managers do?
• Managerial Roles