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1、Who Are Managers?Managersomeonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoals Prentice Hall,20021-1-1 1第1页/共101页Organizational LevelsNon-managerial EmployeesTopManagersMiddleManagersFirst-lineManagers Prentice Hall,20021-1-2 2第2页/共101页What Do
2、 Managers Do?(cont.)ManagementRolesspecificcategoriesofmanagerialbehaviorInterpersonal-involvepeopleanddutiesthatareceremonialandsymbolicinnatureInformational-receiving,collecting,anddisseminatinginformationDecisional-revolvearoundmakingchoicesemphasisthatmanagersgivetothevariousrolesseemstochangewi
3、ththeirorganizationallevel Prentice Hall,20021-1-3 3第3页/共101页EXHIBIT 1.5:SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS Prentice Hall,20021-1-4 4第4页/共101页Efficiency and Effectiveness in ManagementManagement Strives For:Low resource waste(high efficiency)High goal attainment(high effectiveness)Resource
4、UsageEfficiency(Means)GoalAttainmentEffectiveness(Ends)Low WasteHigh Attainment Prentice Hall,20021-1-5 5第5页/共101页The External EnvironmentCustomersCompetitorsSuppliersPublicPressureGroupsTheOrganizationGeneralEnvironmentSpecificEnvironment第6页/共101页Chapter 2MANAGEMENTYESTERDAYAND TODAY Prentice Hall,
5、20022-2-7 7第7页/共101页Managements Connection to Other Fields of StudyManagementAnthropology:Helps to better understand differences in fundaments values,attitudes,and behavior between different countries and within different organizations.Economics:Helps to understand the changing economy,the role of c
6、ompetition and free markets in a global context.Philosophy:Helps to understand the existence of organizations and what constitutes appropriate behavior within them.Political Science:Helps to understand a nations constitution and structuring in turn,shape the type,form,and policies of organization.第8
7、页/共101页第9页/共101页EXHIBIT 2.2:TAYLOR S FOUR PRINCIPLES OF MANAGEMENT Prentice Hall,20022-2-1010第10页/共101页General Administrative TheoristsHenriFayolconcernedwithmakingtheoverallorganizationmoreeffectivedevelopedtheoriesofwhatconstitutedgoodmanagementpracticeproposedauniversalsetofmanagementfunctionspub
8、lishedprinciples of managementfundamental,teachablerulesofmanagement Prentice Hall,20022-2-1111第11页/共101页EXHIBIT 2.4:WEBERS IDEAL BUREAUCRACY Prentice Hall,20022-2-1212第12页/共101页Chapter 7FOUNDATIONSOF PLANNINGPlanninginvolvesdefiningtheorganizationsgoals,establishinganoverallstrategy,anddevelopingac
9、omprehensivesetofplanstointegrateandcoordinateorganizationalworkanticipatechangesanddevelopthemost-effectiveresponsetochangesinformal planning-nothingiswrittendownlittleornosharingofgoalsgeneralandlackingincontinuityformal planning-writtendefinesspecificgoalsspecificactionprogramsexisttoachievegoals
10、第13页/共101页How Do Managers Plan?TheRoleofGoalsandPlansinPlanninggoals-desiredoutcomesprovidedirectionforallmanagementdecisionsrepresentthecriteriaagainstwhichactualworkaccomplishmentscanbemeasuredplans-outlinehowgoalsaregoingtobemetTypes of Goalsallorganizationshavemultipleobjectivesnosinglemeasureca
11、nevaluatewhetheranorganizationissuccessfulfinancial goals-relatetofinancialperformancestrategic goals-relatetootherareasofperformance Prentice Hall,20027-7-1414第14页/共101页How Do Managers Plan?(cont.)TheRoleofGoalsandPlansinPlanning(cont.)Types of Plansstrategic plans-applytotheentireorganizationestab
12、lishorganizationsoverallgoalsseektopositiontheorganizationintermsofitsenvironmentoperational plans-specifythedetailsofhowtheoverallgoalsaretobeachievedtendtocovershorttimeperiods Prentice Hall,20027-7-1515第15页/共101页Types Of PlansBreadthStrategicOperationalSpecificityDirectionalSpecificFrequency of U
13、seSingle useStandingTime FrameLong termShort term Prentice Hall,20027-7-1616第16页/共101页How Do Managers Plan?EstablishingGoals(cont.)management by objectives(MBO)-specificperformancegoalsarejointlydeterminedbyemployeesandtheirmanagersprogresstowardaccomplishingthesegoalsisperiodicallyreviewedrewardsar
14、eallocatedonthebasisofthisprogressMBOconsistsoffourelementsgoalspecificityparticipativedecisionmakingexplicittimeperiodperformancefeedback Prentice Hall,20027-7-1717第17页/共101页2、Steps in a Typical MBO Program Prentice Hall,20027-7-1818第18页/共101页Chapter 8 STRATEGICMANAGEMENTWhatIsStrategicManagement?A
15、setofmanagerialdecisionsandactionsthatdeterminesthelong-runperformanceofanorganization第19页/共101页The Strategic Management Process Prentice Hall,20028-8-2020第20页/共101页Levels of Organizational Strategy Prentice Hall,20028-8-2121第21页/共101页Types of Organizational Strategies(cont.)Corporate-LevelStrategy(
16、cont.)BCG matrix(cont.)strategicimplicationsofthematrixcash cows-“milk”usecashtoinvestinstarsandquestionmarksstars-requireheavyinvestmenteventuallywillbecomecashcowsquestion marks-twostrategiesinvesttotransformthemintostarsdivestdogs-soldofforliquidated Prentice Hall,20028-8-2222第22页/共101页Types Of O
17、rganizational Strategies(cont.)Business-LevelStrategy(cont.)Competitive StrategiesMichael Porter-industryanalysisbasedonfivecompetitiveforcesThreat of new entrants-affectedbybarrierstoentryThreat of substitutes-affectedbybuyerloyaltyandswitchingcostsBargaining power of buyers-affectedbynumberofcusto
18、mers,availabilityofsubstituteproducts Prentice Hall,20028-8-2323第23页/共101页Business-LevelStrategy(cont.)Competitive Strategies(cont.)Porterscompetitiveforcesanalysis(cont.)Bargaining power of suppliers-affectedbydegreeofsupplierconcentrationExisting rivalry-affectedbyindustrygrowthrate,demandforfirms
19、productorservice,andproductdifferencesTypes Of Organizational Strategies(cont.)Prentice Hall,20028-8-2424第24页/共101页Types of Organizational Strategies(cont.)Business-LevelStrategy(cont.)Competitive strategies(cont.)Portersthreegenericstrategiescost leadership-goalistobecomethelowest-costproducerinthe
20、industrytriestoidentifyefficienciesinalloperationsoverheadkepttoaminimumproductorservicemustbeperceivedtobeofcomparablequalitytothatofferedbycompetitors Prentice Hall,20028-8-2525第25页/共101页Types of Organizational Strategies(cont.)Business-LevelStrategy(cont.)Competitive strategies(cont.)Portersthree
21、genericstrategies(cont.)differentiation-offeruniqueproductsthatarewidelyvaluedbycustomerssetsthefirmapartfromcompetitorsdifferentiationbasedonquality,service,productdesign,brandimagecustomersmustbewillingtopayapricepremiumthatexceedsthecostofdifferentiation Prentice Hall,20028-8-2626第26页/共101页Types
22、of Organizational Strategies(cont.)Business-LevelStrategy(cont.)Competitive strategies(cont.)Portersthreegenericstrategies(cont.)focus-aimsatacostadvantageordifferentiationadvantageinanarrowsegmentnoattempttoservethebroadmarketfeasibilityofstrategydependsonthesizeofthesegmentandtheabilityofthefirmto
23、supportthecostoffocusing Prentice Hall,20028-8-2727第27页/共101页Chapter 9PLANNING TOOLSANDTECHNIQUESGantt Charts-showwhentasksaresupposedtobedoneallowcomparisonwiththeactualprogressoneachtaskserveasacontroltoolabargraphwithtimeonthehorizontalaxisandtheactivitiestobescheduledontheverticalaxisshadingrepr
24、esentsactualprogress第28页/共101页A Gantt ChartMonthActivityEdit ManuscriptDesign Sample PagesDraw ArtworkPrint Galley ProofsPrint Page ProofsDesign Cover1432Reporting DateGoalsActual Progress Prentice Hall,20029-9-2929第29页/共101页Techniques For Allocating Resources(cont.)Scheduling(cont.)Load Charts-modi
25、fiedGanttChartschedulecapacitybyworkareasverticalaxislistseitherentiredepartmentsorspecificresourcesallowmanagerstoplanandcontrolcapacityutilization Prentice Hall,20029-9-3030第30页/共101页5A Load ChartMonthEditorsAnneAntonioKimMauriceDavePenny1Work scheduled2346 Prentice Hall,20029-9-3131第31页/共101页Tech
26、niques For Allocating Resources(cont.)Scheduling(cont.)Program Evaluation and Review Technique(PERT)Network Analysisusedtoschedulecomplexprojectsflowchartlikediagramthatdepictsthesequenceofactivitiesneededtocompleteaprojectindicatesthetimeorcostsassociatedwitheachactivitycancomparetheeffectsalternat
27、iveactionsmighthaveonschedulingandcosts Prentice Hall,20029-9-3232第32页/共101页Techniques For Allocating Resources(cont.)Scheduling(cont.)PERT(cont.)-nomenclatureevents-endpointsthatrepresentthecompletionofmajoractivitiesactivities-timeorresourcesrequiredtoprogressfromoneeventtoanotherslack time-amount
28、oftimeanactivitycanbedelayedwithoutdelayingtheentireprojectcritical path-themosttime-consumingsequenceofeventsandactivitiesinaPERTnetworkdelaysoncriticalpathwilldelaycompletionoftheentireproject(zeroslacktime)Prentice Hall,20029-9-3333第33页/共101页Defining Organizational StructureNomenclatureorganizing
29、-theprocessofcreatinganorganizationsstructureorganizational structure-theformalframeworkbywhichjobtasksaredivided,grouped,andcoordinatedorganizational design-processofdevelopingorchanginganorganizationsstructureprocessinvolvessixkeyelements Prentice Hall,200210-10-3434第34页/共101页Defining Organization
30、al Structure(cont.)Work Specializationthe degree to which tasks in an organization are divided into separate jobsindividuals specialize in doing part of an activity rather than the entire activitytoo much specialization has created human diseconomiesan important organizing mechanism,though not a sou
31、rce of ever-increasing productivity Prentice Hall,200210-10-3535第35页/共101页Defining Organization Structure(cont.)Departmentalization(cont.)largeorganizationscombinemostorallformsofdepartmentalizationtrendscustomerdepartmentalizationisincreasinglybeingusedbetterabletomonitorandrespondtocustomerneedscr
32、oss-functionalteamsarebecomingpopulargroupsofindividualswhoareexpertsinvariousspecialtiesinvolvedinallaspectsofbringinganewproducttomarket Prentice Hall,200210-10-3636第36页/共101页Defining Organization Structure(cont.)ChainofCommand(cont.)continuouslineofauthoritythatextendsfromupperorganizationallevel
33、stothelowestlevelsandclarifieswhoreportstowhomSpanofControlnumberofemployeesthatamanagercanefficientlyandeffectivelymanage Prentice Hall,200210-10-3737第37页/共101页Defining Organization Structure(cont)Centralizationthedegreetowhichdecisionmakingisconcentratedatasinglepointintheorganizationtop-levelmana
34、gersmakedecisionswithlittleinputfromsubordinatesinacentralizedorganizationDecentralizationthedegreetowhichdecisionsaremadebylower-levelemployeesdistincttrendtowarddecentralizeddecisionmaking Prentice Hall,200210-10-3838第38页/共101页Defining Organization Structure(cont.)Formalizationthedegreetowhichjobs
35、withintheorganizationarestandardizedstandardization-removestheneedforemployeestoconsideralternativesextenttowhichemployeebehaviorisguidedbyrulesandproceduresemployeeallowedminimaldiscretioninhighlyformalizedjobsexplicitjobdescriptionsclearlydefinedprocedures Prentice Hall,200210-10-3939第39页/共101页Org
36、anizational Design DecisionsMechanistic Organizationrigidly and tightly controlled structuretries to minimize the impact of differing human traitsmost large organizations have some mechanistic characteristicsOrganic Organizationhighly adaptive and flexible structurepermits organization to change whe
37、n the need arisesemployees are highly trained and empowered to handle diverse job activitiesminimal formal rules and little direct supervision Prentice Hall,200210-10-4040第40页/共101页Organizational Design Decisions(cont.)ContingencyFactorsStrategy and Structure-structureshouldfacilitatetheachievemento
38、fgoalsstrategyandstructureshouldbecloselylinkedstrategyfocuseson:innovation-needtheflexibilityandfreeflowofinformationoftheorganicstructurecost minimization-seekefficiency,stability,andtightcontrolsofmechanisticstructureimitation-usestructuralcharacteristicsofbothmechanisticandorganicstructures Pren
39、tice Hall,200210-10-4141第41页/共101页Organizational Design Decisions(cont.)ContingencyFactors(cont.)Size and Structure-sizeaffectsstructureatadecreasingrateTechnology and Structuretechnology-convertsinputsintooutputsunit production-productionofitemsinunitsorsmallbatchesmass production-large-batchmanufa
40、cturingprocess production-continuous-processproductionmechanisticstructuresupportsroutinetechnologyorganicstructuresupportsnonroutinetechnology Prentice Hall,200210-10-4242第42页/共101页Organizational Design Decisions(cont.)ContingencyFactors(cont.)Environmental Uncertainty and Structureonewaytoreduceen
41、vironmentaluncertaintyistoadjusttheorganizationsstructurewithgreaterstability,mechanisticstructuresaremoreeffectivemechanisticstructuresarenotequippedtorespondtorapidenvironmentalchangethegreatertheuncertainty,thegreatertheneedforanorganicstructureorganizationsarebeingdesignedtobemoreorganicnowadays
42、 Prentice Hall,200210-10-4343第43页/共101页Common Organizational DesignsTraditional Organizational DesignsSimple Structure-low departmentalization,wide spans of control,authority centralized in a single person,and little formalizationcommonly used by small businessesas organizations increase in size,the
43、 structure tends to become more specialized and formalizedFunctional Structure-groups similar or related occupational specialties together Prentice Hall,200210-10-4444第44页/共101页Common Organizational Designs(cont.)TraditionalOrganizationalDesigns(cont.)Divisional Structure-composedofseparatedivisions
44、eachdivisionhasrelativelylimitedautonomyparentcorporationactsasanexternaloverseertocoordinateandcontrolthedivisionsprovidessupportservices Prentice Hall,200210-10-4545第45页/共101页Strengths and Weakness of Common Traditional Organizational Designs Prentice Hall,200210-10-4646第46页/共101页Common Organizati
45、onal Designs(cont.)ContemporaryOrganizationalDesigns(cont.)Matrix Structure-assignsspecialistsfromdifferentfunctionaldepartmentstoworkonprojectsledbyprojectmanagersaddsverticaldimensiontothetraditionalhorizontalfunctionaldepartmentscreatesadual chain of commandviolatesunityofcommandprojectmanagersha
46、veauthorityinareasrelativetotheprojectsgoalsfunctionalmanagersretainauthorityoverhumanresourcedecisions(e.g.,promotions)Prentice Hall,200210-10-4747第47页/共101页A Matrix Organization in an Aerospace Firm Prentice Hall,200210-10-4848第48页/共101页Common Organizational Designs(cont.)Contemporary Organization
47、al Designs(cont.)Project Structure-employees work continuously on projectsemployees do not return to a functional department at the conclusion of a projectall work performed by teams comprised of employees with appropriate skills and abilitiestends to be very fluid and flexibleno rigid departmentali
48、zation or organization hierarchymanagers serve as facilitators and mentors Prentice Hall,200210-10-4949第49页/共101页Understanding Managerial CommunicationWhatisCommunication?Thetransferandunderstandingofmeaningifnoinformationhasbeenconveyed,communicationhasnotoccurredinterpersonal communication-occursb
49、etweenpeopleorganizational communication-allthepatterns,networks,andsystemsofcommunicationinanorganization Prentice Hall,2002第50页/共101页The Interpersonal Communication ProcessSenderMessageMediumReceiverEncodingNoiseFeedbackMessageDecoding Prentice Hall,2002第51页/共101页Active Listening BehaviorsParaphra
50、seDont overtalkBe empatheticMake eye contactExhibit affirmativehead nods andappropriatefacial expressionsActiveListeningAvoid distractingactions orgesturesAvoid interruptingthe speakerAsk questions Prentice Hall,200211-11-5252第52页/共101页Listeningisanactivesearchformeaning,whereas_ispassive.A.speaking