Lecture1 Introduction to Management and Organizations

1. Lecture1 Introduction to Management and Organizations • Managers • Management • Organizations

2. Learning Objectives1 • Who are managers? The difference between managers and nonmanagerial employees Three different levels of management • What is management? Definition of management, efficiency and effectiveness, and their roles in management

3. Learning Outcomes2 • What do managers do? Describe the 4 functions of management Managerial roles Management skills and how these skills changes depending on managerial levels Are skills important to today’s managers?

4. Learning Outcomes3 • What is an organization? • Describe 3 characteristics of organization • Explain how the concept of an organization is changing • Why study the universality of management?

5. Discussion • Why an understanding of management is important. • Describe the challenges and rewards of being a manager.

6. Who are managers? CEO? presidents? teachers? parents?

7. Who are managers? • Definition: Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. • Elements: ◆accomplish organizational goals ◆coordinating and overseeing the work of individuals and departments

8. Difference between managers and non-managerial employees

9. Who are managers? • Changing nature of organizations and work has blurred the distinction between managers and nonmanagerial employees. Team members need managerial activities, and some managers need not to coordinate the works of others: deans in some universities, some leaders delegate the work to the suitable subordinates. Those who perform the management activities are managers.

10. The types of managers(P6) • First –line managers: supervisors, office managers, foremen—lowest level of management • Middle managers: department head, project leader, plant manager, division manager---manage the first-line managers • Top managers: president, CEO, COO---making organization-wide decisions and establishing the plans and goals that affect the whole organization.

11. Top managers Middle-line managers First-line managers Operatives Organizational Level Responsibility Title vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board Making decisions about the direction of the organization and establishing policies that affect all organizational members. department or agency head/ project leader/ unit chief/ district manager/dean/ bishop/division manager Translating the goals set by top management into specific details that lower-level managers can perform Directing the day-to-day activities of operatives supervisors

12. Who are operatives? Operatives -employees who work directly on a job or task and report to managers －use technical skills to perform variety of tasks －no one report to them -have no responsibility for overseeing works of others e.g., workers, teachers, cookers

13. Managers and operatives

14. summary • Is there any differences between managers and nonmanagerial employees? Why? • Contrast the three levels of management.

15. What is management? • Definition (Robbins) the process of coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively .

16. What is management? elements of definition •Process - represents ongoing functions or primary activities engaged in by managers •Coordinating and overseeing- features of a managerial position: allocating resources, coordinating relations ect.

17. What is management? (cont) •Efficiency - getting the most output from the least amount of inputs • –the goal is to minimize resource costs • –“doing things right” • –concerned with means •Effectiveness - completing activities so that organizational goals are attained • –“doing the right things” • –concerned with ends • –refer to the degree of goal attainment

18. Efficiency

19. Effectiveness

21. Questions • Is lying ever ok in business? • What factors did you consider in attempting to make ethical decisions for these situations? • How might a written organizational code of ethics assist managers in making these decisions?

22. Review • Who are managers? How to classify managers in an organization? • What is management? What is efficiency and effectiveness?

23. Management and process • Management functions and process • Management roles • Management skills • Management systems and changing situations

24. Management functions1 • Planning: the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. To decide what should do in the future • Organizing: the process of determining what task are to be done, who is to do them, how the tasks are to be grouped, who report to whom , and where decisions are to be made. To decide how to do the activities.

25. Management functions2 • Leading: motivating subordinates, influencing individuals or teams as they work, selecting the most effective communication channels , or dealing in any way with employees behavior issues. To decide how to make others do the work • Controlling: monitoring actual performance, comparing actual to standard, and taking action ,if necessary. To decide how to ensure the expected goals can be achieved.

26. The relationship between the management functions and process • Management process •set of ongoing decisions and work activities in which managers engage as they plan, organize, lead, and control •managerial activities are usually done in a continuous manner– that is, in a process －the relationship between the management

27. Management Functions Planning Organizing Leading Controlling 1.Defining goals 1.Determining 1.Directing Monitoring 2.Establishing what needs to 2.Motivating activities to strategy done all involved ensure that 3.Developing 2.How it will parties they are subplans be to done 3.Resolving accomplished coordinate 3.who is to do conflicts as planned activities it Achieving the organization’s stated purpose Resulting in

28. Management Roles: specific categories of managerial behavior Mintzberg concluded that managers perform 10 different but highly interrelated roles. These 10 roles can be grouped under three primary headings: • Interpersonal relationship: people and other duties that are ceremonial and symbolic in nature • The transfer of information: involve receiving, collecting, and disseminating information. • Decision making: revolve around making choices.

29. Interpersonal Relationship（人际关系）：挂名首脑、领导者、联络者

30. The transfer of information（信息传递）：监听者、传播者、发言人

31. Decision Making（决策者）：企业家、混乱处理者、资源分配者、谈判者

32. Management skills –Technical - knowledge of and proficiency in a certain specialized field(专业技能） –Human - ability to work well with other people both individually and in a group（人际技能） –Conceptual - ability to think and to conceptualize about abstract and complex situations（概念技能） •see the organization as a whole •understand the relationships among subunits •visualize how the organization fits into its broader environment

34. summary • What is management? And how is it a process? • Define efficiency and effectiveness, and which role to management. • Define management roles and skills • How does the importance of these three skills change depending on management level?

35. TEAM WORK • 效率和效益二者只能选一，何为鱼？何为熊掌？列举出读大学的应有效益。 • 小组作业：认真思考你所认识的三位成功领导者（你的父母、雇主或者所敬慕的其他管理者），列举出三项优秀的特征并指出一项可以改进的特征，然后思考一下这些品质特征可以归类为哪些管理职能来解释？最后总结出哪些管理职能最经常被采用？

36. What is an organization? －A deliberate arrangement of people to accomplish some specific purpose (Definition) －a collection of people who work together to achieve a common purpose e.g. university, college, factory, corporation, hospital, store, institute Common Characteristics of Organizations • –Have a distinct purpose (goal) • –Composed of people • –Have a deliberate structure

37. Three common characteristics of the organization Every organization has its distinct purpose, which is typically expressed in terms of a goal or set of goals. purpose Organization • Organizations are made up of people. Making a goal into reality entirely depends on people’s • decisions and activities in the organization. People Structure All organizations develop a systematic structure that defines and limits the behavior of its members.

39. summary • Define organization and its three characteristics. • How and why are the organizations changing? • How can you be a qualified employee in modern oganizations?

40. Questions ★Please tell us your future career plan. ★《大学》第11章中“有德此有人，有人此有土，有土此有财，有财才有用”中对于管理者首先要求的是什么技能？这种技能怎样来具备？