管理学原理(英文)(武汉理工)PPT全套课件
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管理学原理英文课件(武汉理工大学)3-1Cap6 Basic Organization
Staff authority is used to support, assist, and advise the holders of line authority. Whether a manager’s function is classified as line or staff depends on the organization’s objectives.
12
Centralization Versus Decentralization
Centralization is a function of how much decisionmaking authority is pushed down to lower levels in an organization; the more centralized an organization is, the higher is the level at which decisions are made. Decentralization refers to the pushing down of decision-making authority to lowest levels of an organization. Centralization-decentralization is not an either-or concept. It’s a degree phenomenon.
High
Work Specialization
resident
President
Executive Vice President
Vice
Vice
Vice
Vice
Vice
President President President President President
12
Centralization Versus Decentralization
Centralization is a function of how much decisionmaking authority is pushed down to lower levels in an organization; the more centralized an organization is, the higher is the level at which decisions are made. Decentralization refers to the pushing down of decision-making authority to lowest levels of an organization. Centralization-decentralization is not an either-or concept. It’s a degree phenomenon.
High
Work Specialization
resident
President
Executive Vice President
Vice
Vice
Vice
Vice
Vice
President President President President President
武汉理工大学：管理学原理 教学课件(英文)Chapter 10 Motivation
Motivators
Hygiene factors Supervision Company policy Relationship with supervisor Working conditions Salary Relationship with peers Personal life Relationship with subordinates Status Security
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Chapter 10 Motivation
Motivation and individual needs Early theories of motivation Contemporary theories of motivation Contemporary issues in motivation
Three-needs theory recognizes that the need for achievement, power, and affiliation are major motives in work.
Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for power: The need to make others behave in a way that they would not have behaved otherwise. Need for affiliation: The desire for friendly and close interpersonal relationships.
《管理学原理最全》ppt课件
控制过程
监控组织绩效、识别偏差并采 取纠正措施，确保计划得以顺 利实施。
决策类型与程序
决策类型
包括战略决策、管理决策和业务决策等，涉及组 织不同层面的重要问题。
决策程序
明确问题、确定目标、制定方案、评估选择和实 施决策等步骤，确保决策的科学性和合理性。
决策风险
分析决策过程中可能遇到的不确定性和风险，制 定相应的应对措施。
领导方法
通过有效的领导，激励员工积极工作，提高 组织绩效。
组织方法
建立合理的组织结构，明确各部门和人员的 职责和关系，实现协同工作。
控制方法
对组织运行过程进行监督和控制，确保计划 得到有效执行。
管理学的基本技能
决策技能
能够运用科学的方法和手段， 对复杂的问题进行分析和决策
。
沟通技能
能够与员工、客户和其他利益 相关者进行有效的沟通和协调 。
团队建设技能
能够激发团队成员的积极性和 创造性，提高团队整体绩效。
创新思维技能
能够不断开拓创新，推动组织 持续发展和进步。
03
管理学的核心要素
管理者角色与职责
管理者定义及分类
01
明确管理者的身份和职责，包括高层管理者、中层管理者和基
层管理者等。
管理者角色定位
02
分析管理者在组织中的角色定位，如领导者、决策者、协调者
沟通技巧
包括倾听、表达、反馈、 非语言沟通等方面。
沟通策略
根据沟通目的和对象选择 合适的沟通方式，如书面 沟通、口头沟通、电子媒 介沟通等。
团队建设与激励
团队建设的意义
提高团队协作效率，增强团队凝聚力。
团队建设的方法
包括明确团队目标、建立信任关系、分配角色与责任、培养团队精神 等方面。
管理学原理 武汉理工大学管理学院工商管理系PPT课件
11
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Directing the day-to-day activities of operatives
First-line managers
supervisors
Operatives
10
Chapter 1 Manager and Management
What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?
授课形式：双语教学
3
References:
1. [美]斯蒂芬.P.罗宾斯著；管理学（第 四版）；中国人民大学出版社。
2.程国平，刁兆峰主编；管理学原理； 武汉理工大学出版社。
3.周三多，陈传明，鲁明泓编著；管理 学——原理与方法（第三版）；复旦大 学出版社。
4
Chapter 1 Manager and Management
The Principle of Management
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Directing the day-to-day activities of operatives
First-line managers
supervisors
Operatives
10
Chapter 1 Manager and Management
What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?
授课形式：双语教学
3
References:
1. [美]斯蒂芬.P.罗宾斯著；管理学（第 四版）；中国人民大学出版社。
2.程国平，刁兆峰主编；管理学原理； 武汉理工大学出版社。
3.周三多，陈传明，鲁明泓编著；管理 学——原理与方法（第三版）；复旦大 学出版社。
4
Chapter 1 Manager and Management
The Principle of Management
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
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2014.9.13
Organizational Level
Responsibility
Making decisions about the direction of the organization and establishing policies that affect all organizational members.
2014.9.13
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Title
vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board Top department or agency head/ managers Translating the goals set by top project leader/ unit chief/ management into specific details district manager/dean/ Middle-line that rm bishop/division manager managers Directing the day-to-day supervisors First-line managers activities of operatives Operatives
2014.9.13
Three common characteristics of the organization purpose
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.
2014.9.13
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.
What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?
2014.9.13
Managers & operative employees
The Principle of Management
2014.9.13
Chapter 1 Manager and Management
What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?
Organization
All organizations develop a systematic structure that defines and limits the behavior 2014.9.13 of its members.
People
Structure
Chapter 1 Manager and Management
2014.9.13
What’s the organization? Definition: An organization is a systematic arrangement of people brought together to accomplish some specific purpose.
Managers---------- individuals in an organization who direct the activities of other people. Operatives ----------people who work directly on a job or task and have no responsibility for overseeing the work of others.
2014.9.13
Chapter 1 Manager and Management
What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?