Management

1. Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146

2. contents • Part one, introduction • Chapter 1, introduction to management and organization • Chapter 2, management yesterday and today • Part two, defining the manager’s terrain • Chapter 3, organizational culture and environment: the constraints • Chapter 4, managing in a global environment • Chapter 5, social responsibility and manageiral ethics • Part three, planing • Chapter 6, decision making: the essence of the manager’s job • Chapter 7, foundations of planning • Chapter 8, strategic management • Chapter 9, planning and techniques

3. Part four, organizing • Chapter 10, organizational structure and design • Chapter 11, communication and information technology • Chapter 12, human resource management • Chapter 13, managing change and innovation • Parter five, leading • Chapter 14, foundations of behavior • Chapter 15, understanding groups and teams • Chapter 16, mativating employees • Chapter 17, leatership

4. Part six, controlling • Chapter 18, foundation of control • Chapter 19, operations and value chain management

5. In-text learning aids • Learning outline, learning review, and learning summary • Thinking about management issues • Working together: team-based exercise • Thinking critically about ethics • Ethical dilemma exercise • Case application and question • Key tems • Think more about China • Differentiate public and private management

6. Chapter 1introduction to management and organization

7. Universality of management • Anybody • They may be under the age of 18 or over 80. They run large corporations as well as entrepreneurial start-ups. • Any organizations • They are found in government departments, hospitals, small businesses, non-for-profit agencies, museums, schools, and even nontraditional organizations as political campaigns and consumer cooperatives.

8. Who are managers? • Managers and nonmanagerial employees. • Manager: someone who coordinats and oversees the work of other people so that organizational goals can be accomplished. • A manager’s job is not about personal achievement----it is about helping others do their work.

9. Managerial level Give me a example in your class, university, government. Coordinating and oversee. But management does not mean that managers can do what they want anytime, anywhere, or in any way. Top manager middle manager First-line manager Nonmanagerial employees

10. Effectiveness and efficiency Doing the right things. Resource Usage Low waste Goal attainment High attainment Doing the things right. management Good management: profit, cost, market occupation, growth, etc. how about government?

11. Management functions Planning Organizing Leading Controlling What did your monitor do these functions? Any other functions?

12. Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance handler Resource allocator Negotiator Management roles Can you give me some examples when you were monitor or minister, or as an observer?

13. Management skill • Technical skills • Job-specific knowledge and techniques. • Human skills • Work well with other people. • Conceptual skills • Think and conceptualize about abstract and complex situations. • Do you have these skills? Who has these skills? Think about Mao Zedong, Deng Xiaoping, or some one you know well?

14. How the manager’s job is changing? • Changing technology (digitization). • Increased security threats. • Increased emphasis on ethics. • Increased competitiveness. • Can you give me some examples and your undersdanding? • Are there any special features for China?

15. Organization Distinct purpose Deliberatvie structure People From small to big: family, class, college, university, restaurant, company, local and central government, … Are there any managenment for an individual? Are passengers in a bus an organization? Difference between for-profit and non-profit-organization.

16. Traditional organization Stable Inflexible Job-focused Work is defined by job positions Individual oriented Permanent jobs Command-oriented Managers always make decision Rule-oriented Relatively homogeneous workforce Workdays defined as 9-5 Hierarchical relationships Work at oranizational facility during specific hours Contemporary organization Dynamic Flexible Skill-focused Work is defined in terms of tasks to be done Team-oriented Temporary jobs Involvenment-oriented Employee participate in decision making Customer-oriented Diverse workforce Workdays have no time boundaries Lateral and networked relationships Work anywhere, anytime The changing organization Can you give me some example in this college?

17. Why study management? Importance!!! • Universality of management and organization • All size • All type • All level • All area • Reality of work • Rewards and challenges • Howerer, these does NOT mean that anybody need to be a manager. • Management ≠ success.