managementchap01.ppt
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1、教师简介张学志,2006年获得中山大学P.H.D 2006年任职中山大学国际商学院 副教授 详细情况:见百度百科 联系方式: Email: 电话:13710600601(广州),课程简介,课程目标:掌握基本概念、理解基本理论、运用概念和理论进行思考和分析案例; 课程要求:自主完成课后习题和课本后的案例; 课堂要求: 关闭手机 不许迟到 大声回答问题 见到老师要问好 学习建议 阅读财经报刊或网站:21世纪经济报道、财经、第一财经、中国经营报、经济观察报、南方周末、中国企业家、人力资本,12,课后作业,小组:3-5人,自由组合,可以跨班,但不能跨专业 由各班学习委员统计分组结果,9月29日交给我
2、共13篇书面作业,要求上交不少于6篇,取成绩最好的5次作业的平均成绩作为平时成绩,总评成绩,期末考试(70%) 名词解释(英文) 单项选择(英文) 简答题(英文) 案例(中文) 平时成绩(30%) 5次最好成绩作业的平均值 出勤 回答问题,It is not your aptitude but your attitude that determines your altitude!.,Introduction to Management and Organizations,Chapter 1,Lecturer Zhang Xuezhi 13710600601,L E A R N I N G
3、O U T L I N E Follow this Learning Outline as you read and study this chapter.,Who Are Managers? Explain how managers differ from non-managerial employees. Describe how to classify managers in organizations. What Is Management? Define management. Explain why efficiency and effectiveness are importan
4、t to management.,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,What Do Managers Do? Describe the four functions of management. Explain Mintzbergs managerial roles. Describe Katzs three essential managerial skills and how the importance of thes
5、e skills changes depending on managerial level. Discuss the changes that are impacting managers jobs. Explain why customer service and innovation are important to the managers job.,L E A R N I N G O U T L I N E (contd) Follow this Learning Outline as you read and study this chapter.,What Is An Organ
6、ization? Describe the characteristics of an organization. Explain how the concept of an organization is changing. Why Study Management? Explain the universality of management concept. Discuss why an understanding of management is important. Describe the rewards and challenges of being a manager.,Who
7、 Are Managers?,Manager(管理者) Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. 通过协调和监督其他人的活动到达组织目标的人。,Work Team has blurred the distinction between managers and nonmanagers,Classifying Managers,First-line Managers(基层) Individuals who manag
8、e the work of non-managerial employees. Middle Managers(中层) Individuals who manage the work of first-line managers. Top Managers(高层) Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.,Exhibit 12 Managerial Leve
9、ls,You Tomorrow maybe,113,2012中国上市公司高管情况vs exihibit1-1,What Is Management?,Managerial Concerns Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Efficiency(效率) “Doing things right” Getting the most output
10、 for the least inputs Effectiveness(效果) “Doing the right things” Attaining organizational goals,Exhibit 13 Effectiveness and Efficiency in Management,What is more important ? Efficiency vs Effectiveness,既要正确地做事,也要做正确的事。 在保证方向正确的前提下,尽量提高效率 目标是第一位的,效率是第二位的,What Do Managers Do?,Functional Approach(职能)
11、Planning(计划) Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities. Organizing(组织) Arranging and structuring work to accomplish organizational goals. Leading(领导) Working with and through people to accomplish goals. Controlling(控制) Monitorin
12、g, comparing, and correcting work.,亨利法约尔 简介-了解,法国学者兼企业家亨利.法约尔(Henri Fayol,18411925)被公认为是古典管理理论的主要代表人之一,亦为管理过程学派的创始人。后人普遍认为:法约尔的贡献在于提出管理的一般原则即十四项原则以及明确管理工作的五大职能。 亨利.法约尔一生主要从事“五项修炼”:第一、作为一个技术人员,他获得了为表彰他在矿业管理上的成绩的国家勋章。第二、作为一个地质学者,他提出了一套完整的地下煤层地质结构的新理论“三角洲”理论。第三、作为一个科学家出身的工业领导人,他在技术管理和财务管理两个领域的成就都是非凡的。第
13、四、作为一个管理哲学家,他把管理原则上升到一个新的高度。第五、作为一个国务活动家,他在法国和欧洲各国影响巨大,正如泰罗在美国和世界的影响一样。 代表作:工业管理和一般管理1916,Exhibit 14 Management Functions,What Do Managers Do?,田力是某大型企业集团公司的总经理。以下是他最近参与的几项活动,你认为分别属于什么职能。 A.组织经营团队制订公司销售目标; B.向各分公司分配销售任务; C.组建一个团队,与某客户谈判长期销售协议; D.作为团队领导,参与与客户的谈判; E.召集各分公司经理,了解销售计划的落实情况; F.召集公司销售人员大会,鼓
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