管理学原理11版第一章的配套英文版ppt
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管理学(英文版全套课件)
• Malcolm Baldrige National Quality Award established by the U.S. Congress in 1987 • ISO 9000, pioneered by the Europeans • European Quality Award given by the European Foundation
Arguments Against Social Involvement
• • • • • • • Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of universal support
• France
– Le Plan and the Cadre
• Germany
– Authority and Codetermination
• Korea
– Chaebol and Inhwa
Japanese Management
• Lifetime Employment • Seniority System • Decision Making in Japan
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
Arguments for Social Involvement
Definition of Whistle-Blowing
Arguments Against Social Involvement
• • • • • • • Violation of profit maximization Dilution of purpose Costs Too much power Lack of skills Lack of accountability Lack of universal support
• France
– Le Plan and the Cadre
• Germany
– Authority and Codetermination
• Korea
– Chaebol and Inhwa
Japanese Management
• Lifetime Employment • Seniority System • Decision Making in Japan
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
Arguments for Social Involvement
Definition of Whistle-Blowing
2011_罗宾斯_管理学_11版_英文PPT_12
Supply of Employees
Demand for Employees
Factors Affecting Staffing
Strategic Goals Forecast demand for products and services Availability of knowledge, skills, and abilities
•
List eight activities necessary for staffing the organization and sustaining high employee performance.
Discuss the environmental factors that most directly affect the HRM process.
12
Chapter
Why Human Resources Is Important: The HRM Process
•
Explain how an organization’s human resources can be a significant source of competitive advantage.
•
•
Explain why orientation is so important.
Describe the different types of training and how that training can be provided.
Employee Performance Management; Compensation/Benefits; Career Development
Job
管理学原理 英文版 第一章
1-9
什么是管理？
• 管理
– 通过与其他人共同努力，既有效率又有效果地 把事情做好的过程
• 效果
– 是指做正确的事，通过做这些工作任务从而帮 助组织达到既定目标
• 效率
– 关注的是方法，即有效地使用人员、资金和设 备
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall. 1-10
Chapter
管理者与管 理
Copyright © 2011 机械工业出版社华章公司.
学习目标：
• • • • • 识别谁是管理者以及他们在哪里工作 定义什么是管理 描述管理者的工作 解释为什么学习管理非常重要 描述重新塑造和重新定义管理的要素
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
1-31
为什么对管理者工作来说创新很重要？
• “再也没有比不创新 更具风险了”
• 创新不只是对高技术 公司重要，而是所有 类型的组织所必须的。
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
1-32
历史单元
1-8
管理者在组织中的称谓是什么？
• 高层管理者
– 负责制定与组织发展方向有关的决策 – 总裁、副总裁、首席执行官
• 中层管理者
– 管理另外一些管理者 – 例如，地区经理、部门经理
• 基层管理者
– 负责指导非管理类员工
– 例如，主管、团队领导
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
2011_罗宾斯_管理学_11版_英文PPT_04
Stereotyping
- judging a person based on a prejudicial perception of a group to which that person belongs. Discrimination - when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice. Glass Ceiling - the invisible barrier that separates women and minorities from top management positions.
Bias
- a tendency or preference toward a particular perspective or ideology. Prejudice - a preconceived belief, opinion, or judgment toward a person or a group of people.
Age -
Both Title VII of the Civil Rights Act of 1964 and the Age Discrimination in Employment Act of 1967 prohibit age discrimination. Gender - Women (49.8%) and men (50.2%) now each make up almost half of the workforce.
Employee
Resource Groups - groups made up of employees connected by some common dimension of diversity.
管理学原理 英文版c11
A leadership contingency theory that focuses on
followers’ readiness
• Readiness
The extent to which people have the ability and
willingness to accomplish a specific task
impoverished management
task management middle-of-the-road management
country club
team management
© 2011 Prentice Hall, Inc. All rights reserved.
such as hiring, firing, discipline, promotions, and salary increases
© 2011 Prentice Hall, Inc. All rights reserved.
Copyright © 2011 Pearson Education
11–15
freedom to make decisions and to complete their work however they see fit
© 2011 Prentice Hall, Inc. All rights reserved.
Copyright © 2011 Pearson Education
© 2011 Prentice Hall, Inc. All rights reserved.
Copyright © 2011 Pearson Education
11–7
followers’ readiness
• Readiness
The extent to which people have the ability and
willingness to accomplish a specific task
impoverished management
task management middle-of-the-road management
country club
team management
© 2011 Prentice Hall, Inc. All rights reserved.
such as hiring, firing, discipline, promotions, and salary increases
© 2011 Prentice Hall, Inc. All rights reserved.
Copyright © 2011 Pearson Education
11–15
freedom to make decisions and to complete their work however they see fit
© 2011 Prentice Hall, Inc. All rights reserved.
Copyright © 2011 Pearson Education
© 2011 Prentice Hall, Inc. All rights reserved.
Copyright © 2011 Pearson Education
11–7
管理学原理(PPT)
高
1.9
9.9
对 人 的 关 心
5.5
低
1.1
9.1
低
对生产的关心
高
领导权变理论
菲德勒将权变理论具体化为三个方面： 菲德勒将权变理论具体化为三个方面：
人际关系 工作结构 职位权力
领导高目 标
工作 领导低目标 人际关 系 人际关系 工作
环境较好
环境较差
LPC型领 低LPC型领 LPC型领 高LPC型领 导 导 领导目标与环境关系图： 领导目标与环境关系图：
决策的方法 头脑风暴法 名义小组技术 德尔菲技术
第六讲 计划
计划：是指为实现组织既定的目标， 计划：是指为实现组织既定的目标，对未来的行动规划和安排的 活动 计划的内容： 计划的内容：5W1H
计划的类型
类 准 分 标 间 短 时 长 能 间 职 空 合 程 综 性 度 (涉 时 长 和 及 范 涉 间 短 涉 的 围 及 广 ) 狭 确 明 性 序 程 程 化 度 型 类 长 计 期 划 短 计 期 划 业 计 务 划 财 计 务 划 人 计 事 划 略 计 战 性 划 战 性 划 术 计 体 计 具 性 划 指 性 划 导 计 程 性 划 序 计 非 序 计 程 性 划
管理学原理
第一章 管理与管理学
管理是管理者为了有效的实现组织目标（以及个人发展和社会 责任），运用管理职能进行协调的过程。 其本质是协调。
职能 计划、组织、领导、控制、 计划、组织、领导、控制、创新 管理者的角色 人际角色、信息角色、决策角色 人际角色、信息角色、 技能 技术技能、人际技能、 技术技能、人际技能、概念技能 不同层次的管理者对各技能的要求不一样
有效沟通的障碍 个人因素：主要包括选择性接受和沟通技巧的差异； 个人因素：主要包括选择性接受和沟通技巧的差异； 人际因素：主要包括沟通双方的相互信任、 人际因素：主要包括沟通双方的相互信任、信息来源的可靠程 度、发送者与接受者之间的相似程度； 发送者与接受者之间的相似程度； 结构因素：主要包括地位差别、信息传递链、 结构因素：主要包括地位差别、信息传递链、团体规模和空间 约束。 约束。 技术因素：主要包括语言、非语言按时、 技术因素：主要包括语言、非语言按时、媒介的有效性和信息 过量。 过量。
英文版管理学原理,Principles od management 第一章
•First step –Drafting plans •Important aspect is creating
incentives that align employees’and organization’s interests
5
9/27/2007
1 - 11
Benefits & Incentives
1-8
Who Makes the Strategic Decisions?
By Senior Group including CEO With Formal Strategic Planning Process By Business Unit Leaders By CEO or Equivalent By Others
Source: Best of 2005, Business Week, December 19, 2005
7
Question
•Are the functions of management only for managers in organizations or can they apply to you as a student as well? Explain.
1. Describe the basic functions of management 2. Identify where in an organization managers are
located 3. Discuss the challenges people encounter as they
become first-line managers 4. Describe the roles managers adopt to perform the
incentives that align employees’and organization’s interests
5
9/27/2007
1 - 11
Benefits & Incentives
1-8
Who Makes the Strategic Decisions?
By Senior Group including CEO With Formal Strategic Planning Process By Business Unit Leaders By CEO or Equivalent By Others
Source: Best of 2005, Business Week, December 19, 2005
7
Question
•Are the functions of management only for managers in organizations or can they apply to you as a student as well? Explain.
1. Describe the basic functions of management 2. Identify where in an organization managers are
located 3. Discuss the challenges people encounter as they
become first-line managers 4. Describe the roles managers adopt to perform the
管理学罗宾斯第11版01
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
Exhibit 1-2: Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Decisional roles
Entrepreneur, disturbance handler, resource allocator, negotiator
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
Common Characteristics of Organizations
Have a distinct purpose (goal) Are composed of people Have a deliberate structure
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-3
Who Are Managers?
Manager
管理学第十一版Chapter1
Chapter1Management and OrganizationsWho Are Managers?什么是管理者？Manager（管理者）：Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.协调和监督其他人的工作，使组织的目标可以完成的人。
Classifying Managers管理者的分类1.First-line Managers（基层管理者）Are at the lowest level of management and manage the work of non-managerial employees.处于最低水平的管理，管理非管理人员的工作。
2.Middle Managers（中层管理者）Manage the work of first-line managers.管理基层管理者3.Top Managers（高层管理者）Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.负责组织范围内的决策，并制定影响整个组织的计划和目标Managerial Levels管理的层次What Is Management?什么是管理？Management: Coordinating and overseeing the work activities of others so that they are completed efficientlyand effectivelywith and through other people.定义：协调和监督其他人的工作活动，通过其他人的工作使工作活动能够被高效、有效地完成。
2011-罗宾斯-管理学-11版-英文PPT-09
The environment dictates the chosen strategy; effective strategy implementation requires an organizational structure matched to its requirements.
Step 6: Evaluating results
Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee skills, culture, corporate reputation, etc.) isn’t as simple.
Functional strategy - the strategies used by an organization’s various functional departments to support the competitive strategy.
Threat of New Entrants
Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
Step 4: Formulating strategies
Develop and evaluate strategic alternatives.
Strategic management - what managers do to develop the organization’s strategies.
Step 6: Evaluating results
Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee skills, culture, corporate reputation, etc.) isn’t as simple.
Functional strategy - the strategies used by an organization’s various functional departments to support the competitive strategy.
Threat of New Entrants
Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
Step 4: Formulating strategies
Develop and evaluate strategic alternatives.
Strategic management - what managers do to develop the organization’s strategies.
管理学原理(英文版)第一章课件FOM6CH
© 2008 Prentice Hall, Inc. All rights reserved.
1– 3
Who Are Managers And Where Do They Work?
• Organization组织
A systematic arrangement of people brought
Individuals in an organization who direct the
activities of others.
© 2008 Prentice Hall, Inc. All rights reserved.
1– 6
EXHIBIT 1–2
Organizational Levels
1– 5
People Differences
• Operatives作业人员
People who work directly on a job or task and have
no responsibility for overseeing the work of others.
• Managers管理员
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part I: Introduction
1
© 2008 Prentice Hall, Inc. All rights reserved.
Managers and Management
PowerPoint Presentation by Charlie Cook The University of West Alabama
2011_罗宾斯_管理学_11版_英文PPT_13
Terms to Know
• • • • • • • • • • • • • group forming stage storming stage norming stage performing stage adjourning stage role norms groupthink status social loafing group cohesiveness conflict • • • • • • • • • • • • • • traditional view of conflict human relations view of conflict interactionist view of conflict functional conflicts dysfunctional conflicts task conflict relationship conflict process conflict work teams problem-solving team self-managed work team cross-functional team virtual team social network structure
Have a clear understanding of their goals Have competent members with relevant technical and interpersonal skills Exhibit high mutual trust in the character and integrity of their members
Role
- behavior patterns expected of someone occupying a given position in a social unit. Norms - standards or expectations that are accepted and shared by a group’s members. Groupthink - when a group exerts extensive pressure on an individual to align his or her opinion with that of others.
武汉理工大学：管理学原理 教学课件(英文)Chapter 1 Manager and management
Efficiency & Effectiveness
Efficiency means doing the task correctly and refers to the relationship between inputs and outputs. Management is concerned with minimizing resource costs. Effectiveness means doing the right things. In an organization, that translates into goal attainment.
Organizations are made up of people. Making a goal into reality entirely depends on people’s decisions and activities in the organization. Every organization has its distinct purpose, which is typically expressed in terms of a goal or set of goals.
Disseminator Transmits information received from Holding
Spokesperson Transmit information to outsiders on Holding board meeting;
organization’s plan, policies, actions, giving information to the results, etc. media.
What is management?
管理学原理第一章导论PPT课件
- 10 -
管理学 第一章 导论
西南财经大学 工商管理学院
西方管理学者对管理职能划分各种观点
年
职能 划分
计 组 指 协控 激人沟决创
份
学者
划 织 挥 调制 励事通策新
1916 1934 1937 1947 1947 1949 1951 1955 1964 1964 1964 1966 1970 1972
- 13 -
“管理职能之说不过是管理分工后的产物，不能用 分工来割裂它们之间的内在联系。”
管理学 第一章 导论
西南财经大学 工商管理学院
二、组织的概念
所有现代社会的核心问题都围绕我们想从组织中获得什 么，围绕着组织以及它所服务的社会采取何种组织形式 才能最好满足我们的愿望和需求。
德鲁克发现，现代社会是一个“组织的社会”(the society of organizations)，其运行是在“组织实体”之间进行的， 而不是在“个人”之间进行的，这就成了“组织是社会 的一个器官”(corporation is a organ of society)的命题。
在管理理论研究与实践中，管理是被置于“组织”的背 景之下进行研究的，组织是管理学家们作为研究的范围 而提出的，是使管理工作过程和管理学原理具有普遍适 用价值的领域；在实践中，组织是管理者从事管理活动 的主要场所。
- 14 -
管理学 第一章 导论
西南财经大学 工商管理学院
组织一词使用甚广，含义各异。但大致可分为两 类:一是作为一个动词，意思是指组织工作或活动； 二是作为一个名词，意思是指一个组织体。
管理学所探讨的是组织机构本身有关的管理问题，它包括组 织内的管理者、管理者与下属、组织的行为、组织与组织之 间以及组织与外部环境之间的关系等。
《管理学原理双语》课件
3 其他疑问
如果有任何其他问题或疑虑，请随时向我们提问。
《管理学原理双语》PPT 课件
通过《管理学原理双语》PPT课件，我们将深入探讨管理学的基本原理和核心 概念，帮助学生学习和理解管理知识，掌握有效的管理技能。
课程介绍
1 课程背景
了解为什么学习管理学对个人和组织都至关 重要。
2 课程目标
明确学习此课程的目的和预期收获。
3 课程内容
概述课程中将涵盖的主要主题和学习内容。
课件资料
提供课程相关的幻灯片和资源 文件。
学习辅导
为学生提供辅导和支持的途径。
学习评估
1
作业和考试
评估学生对课程内容的理解和应用能力。
课堂参与
2
考核学生在课堂上的积极参与和贡献。
3
课程总结
总结课程学习成果和个人反思。
常见问题
1 如何购买教材？
提供购买教材的指导和建议。
2 如何联系老师？
提供与老师沟通和交流的方式。
4 教学方法
介绍采用的教学方法和互动学习工具。
教学大纲
第一章：管理学概述
介绍管理学的发展历史和主要理论。
第三章：决策与计划
探讨管理决策和有效计划的重要性。
第二章：管理环境和职能
讨论管理的外部环境和不同层级的管理职能。
第四章：组织和领导
解析组织结构和领导力的关键要素。
教学资源
课程教材
推荐教材和参考书籍以帮助学 生更好地学习。
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Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter ©2012 Pearson Education, Inc. publishing as Prentice Hall
1-2
Why are Managers Important?
• Efficiency
– “Doing things right” – Getting the most output for the least inputs
• Effectiveness
– “Doing the right things” – Attaining organizational goals
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
• Decisional roles
– Entrepreneur, disturbance handler, resource allocator, negotiator
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-8
What Do Managers Do?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prenticr Functions of Management
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-5
Exhibit 1-1: Levels of Management
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-11
Management Functions
• Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities. • Organizing - Arranging and structuring work to accomplish organizational goals. • Leading - Working with and through people to accomplish goals. • Controlling - Monitoring, comparing, and correcting work.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-10
Exhibit 1-3: Efficiency and Effectiveness in Management
– Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-1
• Explain why managers are important to organizations • Tell who managers are and where they work • Describe the functions, roles, and skills of managers • Describe the factors that are reshaping and redefining the manager’s job • Explain the value of studying management
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-13
Management Roles
• Roles are specific actions or behaviors expected of a manager. • Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.
– Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-9
Effectiveness and Efficiency
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
Exhibit 1-2: Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-15
Exhibit 1-5: Mintzberg’s Managerial Roles
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-6
Where Do Managers Work?
• Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone). • Common Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-16
Skills Managers Need
• Technical skills
• Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. • Managerial skills and abilities are critical in getting things done. • The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
1-2
Why are Managers Important?
• Efficiency
– “Doing things right” – Getting the most output for the least inputs
• Effectiveness
– “Doing the right things” – Attaining organizational goals
– Figurehead, leader, liaison
• Informational roles
– Monitor, disseminator, spokesperson
• Decisional roles
– Entrepreneur, disturbance handler, resource allocator, negotiator
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-8
What Do Managers Do?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prenticr Functions of Management
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-5
Exhibit 1-1: Levels of Management
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-11
Management Functions
• Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities. • Organizing - Arranging and structuring work to accomplish organizational goals. • Leading - Working with and through people to accomplish goals. • Controlling - Monitoring, comparing, and correcting work.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-10
Exhibit 1-3: Efficiency and Effectiveness in Management
– Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-1
• Explain why managers are important to organizations • Tell who managers are and where they work • Describe the functions, roles, and skills of managers • Describe the factors that are reshaping and redefining the manager’s job • Explain the value of studying management
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-13
Management Roles
• Roles are specific actions or behaviors expected of a manager. • Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.
– Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-9
Effectiveness and Efficiency
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
Exhibit 1-2: Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-15
Exhibit 1-5: Mintzberg’s Managerial Roles
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-6
Where Do Managers Work?
• Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone). • Common Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-16
Skills Managers Need
• Technical skills
• Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times. • Managerial skills and abilities are critical in getting things done. • The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter