管理学完整课件

Disseminator 传播者
Spokesperson 发言人
Chapter 1
Management: Science, Theory, and Practice
Scientific Management (P.12)
• Replacing rules of thumb with science. • Obtaining harmony, rather than discord, in
What Do Managers Do?
• Fayol: • Katz: • Mintzberg:
Fayol: Managerial Function
• Managers carry out the managerial functions of planning, organizing, leading, controlling.
Hawthorne Studies
• Background
– Location: Hawthorne plant – Objective
• to determine the effect of illumination and other working conditions on workers and their productivity
Katz: Managerial Skills
• Technical - knowledge of and proficiency in a certain specialized field
• Human - ability to work well with other people both individually and in a group
• Result:
– productivity improved when illumination was either increased or decreased.
Hawthorne Effect
• The phenompeople being noticed.
MANAGEMENT: A GLOBAL PERSPECTIVE
Weihrich and Koontz
Introduction
What is management (P.4)
• Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.
Illumination Experiment
• Two groups:
– Experimental group: the lighting conditions were manipulated or changed
– Controlling group: the lighting was never changed
possible for their own and their company’s highest prosperity.
4 of the 14 Principles by Fayol
• Authority and responsibility • Unity of command • Scalar chain • Esprit de corps
Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics
The Organization and Its External Environment
group action. • Achieving cooperation of human beings,
rather than chaotic individualism. • Working for maximum output, rather than
restricted output. • Developing all workers to the fullest extent
• Efficiency is the achievement of the ends with the least amount of resources (time, money, etc.).
Managing: Science or Art? (P.10)
• Managing as practice is an art; the organized knowledge underlying the practice may be referred to as a science.
• Conceptual - ability to think and to conceptualize about abstract and complex situations
Mintzberg: the Managerial Roles
• Interpersonal roles • Decision roles
Figurehead 挂名首脑 – Entrepreneur 企业家
Leader 领导者
– Disturbance handler 危机处理者
Liaison 联络者
– Resource allocator 资源配置者
• Informational roles
– Negotiator 谈判者
Recipient 接收者
Some Definitions
• Productivity is the output–input ratio within a time period with due consideration for quality.
• Effectiveness is the achievement of objectives.