管理学-斯蒂芬.P.罗宾斯课程课件chapter1(免费)
管理学 Stephen P Robbins
组织的特征：
每一个组织都有一个明确的目的，这个目的一般 是以一个或一组目标来表示的。 每一个组织都是由人组成的。 每一个组织都发育出一种系统性的结构，用以规 范和限制成员的行为。 因此，组织是指一种由人们组成的、具有明确目 的和系统性结构的实体。
操作者与管理者
操作者（Operatives） 操作者（Operatives）
有效的管理者与成功的管理者
成功的管理者用在组织中晋升 的速度作为标志； 的速度作为标志；有效的管理者用 工作成绩的数量和质量以及下级对 其满意和承诺的程度为标志， 其满意和承诺的程度为标志，通过 统计对比， 统计对比，不同的管理者在这四项 活动上的时间和精力显著不同。 活动上的时间和精力显著不同。
第一篇 导论
管理者与管理 管理的演进 综合练习： 综合练习：管理者的角色 综合案例：查克 综合案例：查克斯通曼的一天
第一章 管理者与管理
谁是管理者 什么是管理和管理者做什么 为什么要学习管理 本章提要 复习与练习
组 织
组织（Organization） 组织（Organization）是对完成特定使命的人
控制 10% 计划 15%
控制 13%
控制 14% 计划 28%
计划 18%
组织 24% 领导 51%
领导 36% 组织 33%
领导 22%
组织 36%
基层管理者
中层管理者
高层管理者
第二章 管理的演进
历史背景 多样化的时期 近年来的趋势和问题： 近年来的趋势和问题：变化中的管理实践 本章提要 复习与练习
目
第一篇 导论
1章 管理者与管理 2章 管理的演进
录
第二篇
3章 4章 5章 6章
罗宾斯《管理学》第7版PPT课件
职能 管理者
基层管理者
计划 15%
中层管理者
18%
高层管理者
28%
组织 24% 33% 36%
领导 51% 36% 22%
控制 10% 13% 14%
基层的、中层的和高层的管理者每种职能的时间分布 18
2）一个结论：随着管理者在组织中的晋升， 他们从事更多的计划工作和更少的直接监督 工作。
20
角色的重要性
小企业管理者的角色
大企业管理者的角色
2、组织中的所有的成员可分为两类：管理者 和操作者。
3、从外表看，管理者没有固定的模式，可以 是年纪不满18岁的未成年人，也可以是年逾8
5
旬的老人。他们可以是各种身材、各种模样、 各种肤色和不同性别的人。
4、韦斯特彻斯曼认为：管理者是一个在多种 可选的方案中进行决策的人。他必须确定自 己认为将导致某一个或几个期望目标的选择， 同时他的决定并不抽象，因为它将创造一种 真实。管理者是一个带有魔力的人，魔力使 他能够在世界上创造事物的新状态，而这种 状态若非他就根本不可能出现。管理者是一 个有权作出决定的人。他还是这样一个人， 他对自己所做的
6、操作者
操作者是组织中直接从事某项工作或任务，
7
不具有监督他人工作的职责。
二、管理和管理职能
1、管理的定义
（1）管理是指同别人一起，或通过别人使活 动完成的更有效的过程（这里过程是指管理 者发挥的计划、组织、领导和控制的职能）。
（2）效率是管理极其重要的组成部分。体现 人、财、物等稀缺资源的输入和输出的关系。
（2）组织的类型 一个研究结论：无论何种类型的组织，管理
者的工作都具有共同性。他们都要作决策、 设立目标、建立有效的组织结构、雇佣和激 励员工、以实现组织的目标。
罗宾斯 《管理学》课件 第1章 管理与管理者
案例
今年明茨伯格（Mintzberg）来京讲演， 今年明茨伯格（Mintzberg）来京讲演， 当着上百个听众，我问他： 当着上百个听众，我问他：“你认为管理者 是天生的，还是后天训练的， 是天生的，还是后天训练的，或者既要天生 还要后天训练？ 还要后天训练？” 他说： 当然是既要天生， 他说：“当然是既要天生，还要后天的 训练。因为管理既有科学，也有艺术成分。 训练。因为管理既有科学，也有艺术成分。” 我又问：如果是这样的话， 我又问：如果是这样的话，我们岂不是 告诉MBA的学生， MBA的学生 告诉MBA的学生，你们之中必然有一部分成 不了管理者！这对教MBA MBA的老师岂不是一件 不了管理者！这对教MBA的老师岂不是一件 很沮丧的事？ 很沮丧的事？”
一、什么是管理？ 什么是管理？
（三）教材中的定义 管理是指组织中的活动或过程： 管理是指组织中的活动或过程： 通过信息获取、决策、计划、组织、 通过信息获取、决策、计划、组织、 领导、 领导、控制和创新等职能的发挥来分 配、协调包括人力资源在内的一切可 以调用的资源， 以调用的资源，以实现单独的个人无 法实现的目标 。
一、什么是管理？ 什么是管理？
（四）理解管理定义的要点： 理解管理定义的要点： 1.管理的载体是组织 管理的载体是组织； 1.管理的载体是组织； 2.管理的本质是活动或过程 分配、 管理的本质是活动或过程（ 2.管理的本质是活动或过程（分配、协 调活动或过程）； 调活动或过程）； 3.管理的对象是一切可调用的资源 管理的对象是一切可调用的资源（ 3.管理的对象是一切可调用的资源（原 材料、人员、资本、土地、厂房、设备、 材料、人员、资本、土地、厂房、设备、 顾客、信息…… ）； 顾客、信息 4.管理的职能是获取信息 决策、计划、 管理的职能是获取信息、 4.管理的职能是获取信息、决策、计划、 组织、领导、控制和创新； 组织、领导、控制和创新；
英文讲义，《管理学》，1-4章，斯蒂芬
英⽂讲义，《管理学》，1-4章，斯蒂芬•P•罗宾斯，中国⼈民⼤学出版社说明：1、此资料为《管理学》课程的全部英⽂讲义资料。
2、资料来源于罗宾斯的教材，仅⽤于教学，请勿另作它⽤侵犯作者版权。
3、因博客有上传字数限制，分成⼏篇上传，请注意章节序号。
Chapter 1 introduction to management and organizationsWho Are Managers?• ManagerØ Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals.Classifying Managers• First-line ManagersØ Are at the lowest level of management and manage the work of non-managerial employees.• Middle ManagersØ Manage the work of first-line managers.• Top ManagersØ Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?• Managerial ConcernsØ Efficiencyv “Doing things right”– Getting the most output for the least inputsØ Effectivenessv “Doing the right things”– Attaining organizational goalsWhat Do Managers Do?• Functional ApproachØ Planningv Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activitiesØ Organizingv Arranging work to accomplish organizational goalsØ Leadingv Working with and through people to accomplish goals.Ø Controllingv Monitoring, comparing, and correcting the work• Management Roles ApproachØ Interpersonal rolesv Figurehead, leader, liaisonØ Informational rolesv Monitor, disseminator, spokespersonØ Decisional rolesv Disturbance handler, resource allocator, negotiator• Skills ApproachØ Technical skillsv Knowledge and proficiency in a specific fieldØ Human skillsv The ability to work well with other peopleØ Conceptual skillsv The ability to think and conceptualize about abstract and complex situations concerning the organization How The Manager’s Job Is Changing• The Increasing Importance of CustomersØ Customers: the reason that organizations existv Managing customer relationships is the responsibility of all managers and employees.v Consistent high quality customer service is essential for survival.• InnovationØ Doing things differently, exploring new territory, and taking risksv Managers should encourage employees to be aware of and act on opportunities for innovation.What Is An Organization?• An Organization DefinedØ A deliberate arrangement of people to accomplish some specific purpose• Common Characteristics of OrganizationsØ Have a distinct purpose (goal)Ø Composed of peopleØ Have a deliberate structureWhy Study Management?• The Value of Studying ManagementØ The universality of managementv Good management is needed in all organizations.Ø The reality of workv Employees either manage or are managed.Ø Rewards and challenges of being a managerv Management offers challenging, exciting and creative opportunities for meaningful and fulfilling work. v Successful managers receive significant monetary rewards for their efforts.Chapter 2 management yesterday and todayHistorical Background of Management• Ancient ManagementØ Egypt (pyramids) and China (Great Wall)Ø Venetians (floating warship assembly lines)• Adam SmithØ Published “The Wealth of Nations” in 1776v Advocated the division of labor (job specialization) to increase the productivity of workers• Industrial RevolutionØ Substituted machine power for human laborØ Created large organizations in need of managementMajor Approaches to Management• Scientific Management• General Administrative Theory• Quantitative Management• Organizational Behavior• Systems Approach• Contingency ApproachScientific Management• Fredrick Winslow TaylorØ The “father” of scientific managementØ Published Principles of Scientific Management (1911)v The theory of scientific management:– Using scientific methods to define the “one best way” for a job to be done• Putting the right person on the job with the correct tools and equipment• Having a standardized method of doing the job• Providing an economic incentive to the worker• Frank and Lillian GilbrethØ Focused on increasing worker productivity through the reduction of wasted motionØ Developed the microchronometer to time worker motions and optimize performance.• How Do Today’s Managers Use Scientific Management?Ø Use time and motion studies to increase productivityØ Hire the best qualified employeesØ Design incentive systems based on outputGeneral Administrative Theorists• Henri FayolØ Believed that the practice of management was distinct from other organizational functionsØ Developed fourteen principles of management that applied to all organizational situations• Max WeberØ Developed a theory of authority based on an ideal type of organization (bureaucracy)v Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism. Quantitative Approach to Management• Quantitative ApproachØ Also called operations research or management scienceØ Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problemsØ Focuses on improving managerial decision making by applying:v Statistics, optimization models, information models, and computer simulationsUnderstanding Organizational Behavior• Organizational Behavior (OB)Ø The study of the actions of people at work; people are the most important asset of an organization• Early OB AdvocatesØ Robert OwenØ Hugo MunsterbergØ Mary Parker FollettØ Chester BarnardThe Hawthorne Studies• A series of productivity experiments conducted at Western Electric from 1927 to 1932.• Experimental findingsØ Productivity unexpectedly increased under imposed adverse working conditions.Ø The effect of incentive plans was less than expected.• Research conclusionØ Social norms, group standards and attitudes more strongly influence individual output and work behavior than domonetary incentives.The Systems Approach• System DefinedØ A set of interrelated and interdependent parts arranged in a manner that produces a unified whole.• Basic Types of SystemsØ Closed systemsv Are not influenced by and do not interact with their environment (all system input and output is internal)Ø Open systemsv Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environmentsImplications of the Systems Approach• Coordination of the organization’s parts is essential for proper functioning of the entire organization.• Decisions and actions taken in one area of the organization will have an effect in other areas of the organization.• Organizations are not self-contained and, therefore, must adapt to changes in their external environment.The Contingency Approach• Contingency Approach DefinedØ Also sometimes called the situational approach.Ø There is no one universally applicable set of management principles (rules) by which to manage organizations.Ø Organizations are individually different, face different situations (contingency variables), and require different ways of managing.Current Trends and Issues• Globalization• Ethics• Workforce Diversity• Entrepreneurship• E-business• Knowledge Management• Learning Organizations• Quality Management• Globalization• Management in international organizations• Political and cultural challenges of operating in a global market• Ethics• Increased emphasis on ethics education in college curriculums• Increased creation and use of codes of ethics by businesses• Workforce Diversity• Increasing heterogeneity in the workforce• More gender, minority, ethnic, and other forms of diversity in employees• Aging workforce• Older employees who work longer and not retire• The cost of public and private benefits for older workers will increase• Increased demand for products and services related to aging• Entrepreneurship Defined• The process whereby an individual or group of individuals use organized efforts to create value and grow by fulfilling wants and needs through innovation and uniqueness.• Entrepreneurship process• Pursuit of opportunities• Innovation in products, services, or business methods• Desire for continual growth of the organization• E-Business (Electronic Business)• The work preformed by an organization using electronic linkages to its key constituencies• E-commerce: the sales and marketing component of an e-business• Categories of E-Businesses• E-business enhanced organization• E-business enabled organization• Total e-business organization• Knowledge Management• The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.• Learning Organization• An organization that has developed the capacity to continuously learn, adapt, and change.• Quality Management• A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations• Inspired by the total quality management (TQM) ideas of Deming and Juran• Quality is not directly related to cost.Chapter 3 organizational culture and the environment : the constraintsThe Manager: Omnipotent or Symbolic?• Omnipotent View of ManagementØ Managers are directly responsible for an organization’s success or failure.Ø The quality of the organization is determined by the quality of its managers.Ø Managers are held most accountablefor an organization’s performanceyet it is difficult to attributegood or poor performancedirectly to their influenceon the organization.• Symbolic View of ManagementØ Much of an organization’s success or failure is due to external forces outside of managers’ control.Ø The ability of managers to affect outcomes is influenced and constrained by external factors.• The economy, customers, governmental policies, competitors, industry conditions,technology, and the actions ofprevious managersØ Managers symbolize control andinfluence through their actionThe Organization’s Culture• Organizational CultureØ A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other.Ø “The way we do things around here.”v Values, symbols, rituals, myths, and practicesØ Implications:v Culture is a perception.v Culture is shared.v Culture is descriptiveStrong versus Weak Cultures• Strong CulturesØ Are cultures in which key values are deeply held and widely held.Ø Have a strong influence on organizational members.• Factors Influencing the Strength of CultureØ Size of the organizationØ Age of the organizationØ Rate of employee turnoverØ Strength of the original cultureØ Clarity of cultural values and beliefsBenefits of a Strong Culture• Creates a stronger employee commitment to the organization.• Aids in the recruitment and socialization of new employees.• Fosters higher organizationalperformance by instilling andpromoting employee initiativeOrganizational Culture• Sources of Organizational CultureØ The organization’s founderv Vision and missionØ Past practices of the organizationv The way things have been doneØ The behavior of top management• Continuation of the Organizational CultureØ Recruitment of like-minded employees who “fit.”Ø Socialization of new employees to help them adapt to the cultureHow Employees Learn Culture• StoriesØ Narratives of significant events or actions of people that convey the spirit of the organization • RitualsØ Repetitive sequences of activities that express and reinforce the values of the organization • Material SymbolsØ Physical assets distinguishing the organization• LanguageØ Acronyms and jargon of terms, phrases, and word meanings specific to an organization How Culture Affects Managers• Cultural Constraints on ManagersØ Whatever managerial actions the organization recognizes as proper or improper on its behalf Ø Whatever organizational activities the organization values and encouragesØ The overall strength or weakness of the organizational cultureSimple rule for getting ahead in an organization:Find out what the organization rewards and do those things.Organization Culture Issues• Creating an Ethical CultureØ High in risk toleranceØ Low to moderate aggressivenessØ Focus on means as well as outcomes• Creating an Innovative CultureØ Challenge and involvementØ FreedomØ Trust and opennessØ Idea timeØ Playfulness/humorØ Conflict resolutionØ DebatesØ Risk-taking• Creating a Customer-Responsive CultureØ Hiring the right type of employees (ones with a strong interest in serving customers)Ø Having few rigid rules, procedures, and regulationsØ Using widespread empowerment of employeesØ Having good listening skills in relating to customers’ messagesØ Providing role clarity to employees to reduce ambiguity and conflict and increase job satisfactionØ Having conscientious, caring employees willing to take initiativeSpirituality and Organizational Culture• Workplace SpiritualityØ The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.• Characteristics of a Spiritual OrganizationØ Strong sense of purposeØ Focus on individual developmentØ Trust and opennessØ Employee empowermentØ Toleration of employees’ expressionBenefits of Spirituality• Improved employee productivity• Reduction of employee turnover• Stronger organizational performance• Increased creativity• Increased employee satisfaction• Increased team performance• Increased organizational performanceDefining the External Environment• External EnvironmentØ The forces and institutions outside the organization that potentially can affect the organization’s performance.• Components of the External EnvironmentØ Specific environment: external forces that have a direct and immediate impact on the organization.Ø General environment: broad economic, socio-cultural, political/legal, demographic, technological, and global conditions that may affect the organization.How the Environment Affects Managers• Environmental UncertaintyØ The extent to which managers have knowledge of and are able to predict change their organization’s external environment is affected by:v Complexity of the environment: the number of components in an organization’s external environment.v Degree of change in environmental components: how dynamic or stable the external environment is. Stakeholder Relationships• StakeholdersØ Any constituencies in the organization’s external environment that are affected by the organization’s decisions and actions• Why Manage Stakeholder Relationships?Ø It can lead to improved organizational performance.Ø It’s the “right” thing to do given the interdependence of the organization and its external stakeholders. Managing Stakeholder Relationships1. Identify the organization’s external stakeholders.2. Determine the particular interests and concerns of the external stakeholders.3. Decide how critical each external stakeholder is to the organization.4. Determine how to manage each individual external stakeholder relationship.Chapter 4 managing in a global environmentManaging in a Global Environment• ChallengesØ Coping with the sudden appearance of new competitorsØ Acknowledging cultural, political, and economic differencesØ Dealing with increased uncertainty, fear, and anxietyØ Adapting to changes in the global environmentØ Avoiding parochialismAdopting a Global Perspective• Ethnocentric AttitudeØ The parochialistic belief that the best work approaches and practices are those of the home country.• Polycentric AttitudeØ The view that the managers in the host country know the best work approaches and practices for running their business.• Geocentric AttitudeØ A world-oriented view that focuses on using the best approaches and people from around the globe.Regional Trading Agreements• The European Union (EU)Ø A unified economic and trade entityv Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany, Austria, Finland, and SwedenØ Economic and monetary union (Euro)• North American Free Trade Agreement (NAFTA)Ø Eliminated barriers to free trade (tariffs, import licensing requirements, and customs user fees)v United States, Canada, and Mexico• Free Trade Area of the Americas• Southern Cone Common Market (Mercosur)• Association of Southeast Asian Nations (ASEAN)Ø Trading alliance of 10 Southeast Asian nations• African UnionThe World Trade Organization (WTO)• Evolved from the General Agreement on Tariffs and Trade (GATT) in 1995.• Functions as the only global organization dealing with the rules of trade among nations.• Has 145 member nations.• Monitors and promotes world trade.Different Types of Global Organizations• Multinational Corporation (MNC)Ø A firm which maintains operations in multiple countries but manages the operations from a base in the home country.• Transnational Corporation (TNC)Ø A firm that maintains operations in several countries but decentralizes management to the local country.• Borderless OrganizationØ A firm that has eliminated structural divisions that impose artificial geographic barriers and is organized along business lines.How Organizations Go Global• Three Stages of GlobalizationØ Stage Iv Exporting products for sale overseas and importing products from overseas to sell in the home country.Ø Stage IIv Committing to directly sell home-country products in overseas markets or contracting for products to be manufactured overseas and sold in the home country.Ø Stage IIIv Licensing manufacturing and franchising services to foreign firms to use the brand name, technology, or product specifications developed by the firm.Other Forms of Globalization• Strategic AlliancesØ Partnerships between and organization and a foreign company in which both share resources and knowledge in developing new products or building new production facilities.• Joint VentureØ A specific type of strategic alliance in which the partners agree to form a separate, independent organization for some business purpose.Managing in A Global Environment• The Legal EnvironmentØ Stability or instability of legal and political systemsv Legal procedures are established and followedv Fair and honest elections held on a regular basisØ Differences in the laws of various nationsv Effects on business activitiesv Effects on delivery of products and servicesThe Economic Environment• Economic SystemsØ Market economyv An economy in which resources are primarily owned and controlled by the private sector.Ø Command economyv An economy in which all economic decisions are planned by a central government.• Monetary and Financial FactorsØ Currency exchange ratesØ Inflation ratesØ Diverse tax policiesThe Cultural Environment• National CultureØ Is the values and attitudes shared by individuals from a specific country that shape their behavior and their beliefs about what is important.Ø May have more influence on an organization than the organization culture.Hofstede’s Framework for Assessing Cultures• Individualism versus Collectivism• Power Distance• Uncertainty Avoidance• Quantity versus Quality of Life• Long-term versus Short-term OrientationØ Individualism: the degree to which people in a country prefer to act as individuals.Ø Collectivism: a social framework in whichThe GLOBE (Global Leadership and Organizational Behavior Effectiveness) Framework for Assessing Cultures• Assertiveness• Future orientation• Gender differentiation • Uncertainty avoidance • Power distance• Individualism/collectivism • In-group collectivism • Performance orientation • Humane orientation。
罗宾斯管理学第十四版——课件_ppt_01
Exhibit 1-8 Changes Facing Managers
Exhibit 1-8 shows some of the most important changes facing managers.
Types of Roles
• Interpersonal – Figurehead, leader, liaison
• Informational – Monitor, disseminator, spokesperson
• Decisional – Entrepreneur, disturbance handler, resource allocator, negotiator
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Exhibit 1-1 Levels of Management
Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified as first-line, middle, or top.
Exhibit 1-2 Characteristics of Organizations
Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose, deliberate structure, and people.
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
现代管理学---罗珉ppt
第一章导论我拥有六个忠诚的仆人，他们会教我一切。
他们的名字是：什么(what)，为什么(why)，何时(when)，如何做(how)，何处(where)及何人(who)。
——Rudyard Kipling 何为管理学？●管理学(Management)是一门跨学科的边缘科学和应用科学，融合社会科学领域的社会学、心理学、行为科学、人类学、政治学和经济学的知识和自然科学领域的数学、统计学、信息学、工业工程学、计算机科学和其它科技取向学科的知识。
●管理学所探讨的是组织机构本身有关的管理问题，它包括组织内的管理者、管理者与下属、组织的行为、组织与组织之间以及组织与外部环境之间的关系等。
本章学习概要●管理学学科体系●管理学主要流派●管理学的统一●管理理论研究的热点●管理学应用的热点课题第一节现代管理学的学科体系●从广义上讲，包括了组织机构的管理职能，和企业组织的营运职能，如市场营销、人力资源、会计、财务、生产与作业等。
●从狭义上讲，主要探讨组织机构资源的有效配置和利用、组织结构的设计、员工的行为和激励问题以及组织的战略问题等。
本课件的管理学指的是狭义的管理学。
美国管理学会(Academy of Management) 的分类：企业政策与战略组织的发展与变革冲突管理管理的社会事项人力资源管理组织的沟通与信息系统创新与创业国际企业管理组织理论管理教育的发展组织行为管理咨询等我国有关管理学学科体系的传统分类：●我国管理学界受职能（或过程）学派亨利·法约尔及管理过程学派哈罗德·孔茨的影响，我国现今的管理学研究是从职能角度出发的，大多数管理学教科书都沿用管理职能（或过程）学派的体系。
●我国传统的管理学主要是指组织机构的管理职能，如计划或战略、决策、组织、控制、领导、激励、人事、创新、协调和组织的发展等。
第二节管理学的主要理论流派●二次大战前管理学著作大多出自实际工作者（泰罗、法约尔、穆尼、巴纳德等）之手，管理理论家对管理学的研究少有建树。
罗宾斯《管理学》第十版 英文课件 第一章
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–5
Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial employees.
• Middle Managers
Individuals who manage the work of first-line managers.
• Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
1–11
What Managers Do?
• Three Approaches to Defining What Managers Do.
Functions they perform. Roles they play. Skills they need.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–8
What Is Management?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
斯蒂芬P罗宾斯 组织行为学完整版.ppt
抽象 思维
形象 口语发 语言 思维 展早 理解
语言理解、言语推力等 方面又比女性强
动力力量 躯干力量
力量因素
静态力量 爆发力
躯体协调性
体质能力
广度灵活性
其他因素
平衡性
耐力
灵活性因素 动力灵活性
经典条件反射理论
俄国生理学家伊万·巴甫洛夫
(1849-1936)著名生理学家， 早期主要从事血液循环生 理学研究，后转向消化生 理学领域，在消化器官的 神经控制方面取得了多项 成果，开创了慢性实验外 科法。1902年起又在消化 生理学研究成果的基础上 开始研究大脑和高级神经 活动，研究行为生理学， 发现了条件反射。
3．概念技能 产生新想法并加以处理，以及将关系抽象化的
思维能力。
概念技能
高层管理
技术技能
人际技能
中层管理
基层管理
50%
48%
45%
44%
40%
35% 32%
30%
29%
25% 20%
20%19%
15%
10%
28% 13% 11%
26% 19%
11%
5%
0% 一般管理者 成功的管理者 有效的管理者
工作满意度
◆ 工作满意度的测量 ◆ 工作满意度对员工绩效的影响 ◆ 员工如何表达不满 ◆ 工作满意度与客户满意感
2.1 态度的类型
一个人从心理上对其工 作的认同程度以及认为
由于对工作特点进行 评估而产生对工作的
积极感觉。
•工作满 意度
•工作 参与
他的绩效水平对自我价 值的重要程度。
•员工 敬业 度
组织行为学 （第12版）
[美] 斯蒂芬·P·罗宾斯 著
斯蒂芬·P·罗宾斯《管理学》
（二）管理者角色（亨利·明茨伯格）：
• • • • • • 1、管理者角色：特定的管理行为范畴 ①人际关系：挂名首脑、领导者、联络者 ②信息传递：监听者、传播者、发言人 ③决策制定：企业家、混乱驾御者、资源分配者、谈判者 2、管理者角色与传统管理职能理论的关系： ①职能方法仍然代表着将管理者的工作概念化的最有效方 法。 • ②管理者角色实质上与四种职能是一致的。 • 资源分配角色是计划职能的一部分，企业家角色和所有的 三个人际关系角色是领导职能的一部分 • 3、企业家角色：寻求组织和环境中的机会，制定“改进 方案”以发起变革
第2 章 管理的昨天和今天
• • • • 第1 节 管理的历史背景 20 世纪前，在管理方面的主要贡献 1、埃及金字塔的建设、罗马教会 2、亚当·斯米关于劳动分工的著作：将工作 分解成一些单一和重要性的作业，提高工 人技巧和熟练程度。 • 3、产业革命 ：提高效率
第2 节 多样化的时期 （20 世纪前半 期）
第4 节 当前的趋势和问题：变化中 的管理实践
• ① 全球化 • ② 劳动力多元化 • ③ 创业精神：是一个过程，即某个人或者 某个群体通过有组织的努力，以创新和独 特的方式追求机会、 • 创造价值和谋求增长，不管这些人手中是 否拥有资源。
• ④ 电子企业领域中的管理 • 电子企业：描述了一个组织通过电子联结与 它的关键利益相关者开展工作的方式，以便更有 效 • 率地实现其目标 • 电子商务：是企业与其利益方通过电子方式 进行交换与交易的任何方式（B2B、C2C、B2C、 • G2B） • 电子企业介入的领域： • 电子增强型组织：在传统组织中建立电子企 业单元，同时维持传统结构 • 电子企业驱动型（使能型）组织：利用电子 企业工具完成传统功能 • 全部电子化的企业
管理学PPT
管理就是设计和保持一种良好环境，使人在群体 里高效率地完成既定的目标。
管理的必要性
任何一个组织若要维持自己的生存和发展，首先需要拥有一定的资源， 其次要能够对有限的资源进行合理的配置，以达到最佳的使用效果，支持 组织目标的实现。
一般而言，一个组织的存续至少需要这样几种类型的资源：
A.人力资源 B.企财业力在资某源一产业领域内使得成本低于竞争对手而取得竞争优势， C.着物力质点资是源取得价格竞争优势。 D.信息资源 E.时间资源
3. 管理者的客观挑战性
在今天动态的工作场所中，作为一名管理者常常会面临许多挑战。 管理者可能需要与各种类型、具有各种性格的人打交道；管理者要激 励他的员工；管理者要有效地融合多样化小组中每个人的知识、技能、 抱负和经验。实践证明，掌握一些管理原理和理论，可以缩短管理者 成长、成熟、成功的时间和途径。
式；研究组织微观管理、社会宏观调控；研究管理方式、管理手段和管理方
法。管理学是以各种管理工作中普遍适用的原理和方法作为研究对象的。
管理学的方法
2.管理学的学科特点
不精准的 学科
综合性的 学科
实践性强的 学科
发展中的 学科
根据学科特点
1. 认真学习管理理论知识，学习分析管理问题的思维和方法，有助于在实 践中认清管理问题，并提出正确的解决方案；
仪式举行的前一天，厂里一个单身职工生病住院，贾厂长亲
自到医院陪他．第二天，几乎一夜未合眼的贾厂长又到工厂查看 生产进度，秘书几次提醒他晚上有重要会议，劝他休息一下．但 他执意下肯，下午，贾厂长在车间听取职工反映情况时病倒 了．晚上，贾厂长带病出席签宇仪式，厂里的其他许多领导也参 综高眼对离加领也上层光于不贾了导对所管、所开厂，在贾述理战有他长但了厂， 者 略 管 人出贾解长各越思理的院种要想者积厂事的技有和都极后长情能能较战很配．最的力在强略重合职终经表组的决要与工没过示织概策，协们能 后怀的念关因作都支 ，疑不技系为；对撑 一，同能着任越他下 方决管，组何是另理因织管基去 面定层为的理层眼， 为推次他生者管相中 贾迟之们存所理看途 厂合间是与实者，不 长作的影发施越他得 的事相响展的要在不 敬宜对决及管有厂送 业．重策事理较里进精要 的 业 及 强的性主的其的医神是体成任技威院所不，败务术信．感同他；的技也外动的们人完能从方，。的际成，越战技，否是略能都则， 他此就大很力难下随降时随．地对给此予，下贾属厂人长员有具满体的肚指的导无和奈帮．助，但对高层管理者而言，技 术【技思能考则】处于次要地位，因为高层管理者完全可以有效地利用下属的业务技术 能力1.实贾施厂管长理是。一个好人,但你认为贾厂长是一名优秀的管理者吗？
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What do managers do
• Management functions • Management skills • Management roles
Management functions
• Planning involves defining goals ,establishing strategies for achieving those goals ,and developing plans to integrate and coordinate activities. • Organizing involves determining what tasks are to be done ,who is to do them ,how the tasks are to be grouped ,who reports to whom,and where decisions are to be made.
• Leading involves motivating subordinates ,influencing individuals or teams as they work,selecting the most effective communication channels,or dealing in any way with employee behavior issues. • Controlling involves monitoring actual performance ,comparing actual to standard ,and taking action ,if necessary.
What is management
• Effectiveness is completing activities so that organizational goals are attained; referred to as” doing the right things”
why study management
• Teaching material : management (eighth edition) ,Stephen P. Robbins ,Mary Coulter
chapter1
Introduction to management and organizations
What is management
Management roles
• Interpersonal roles • Informational roles • Decisional roles
How the manager’s job is changing
• Importance of customers to the manager’s job • Importance of innovation to the manager’s job
Classify managers in organizations
• First-line managers are at the lowest level of the organization who manage the work of nonmanagerial employees. • Middle managers are between the first-line level and top level of the organization who manage the work of first-line managers. • Top managers are managers at or near the top level of the organization who are responsible for making organizational-wide decisions and establishing the goals and plans that affect the entire organization.
Hale Waihona Puke Management skills
• Technical skills are knowledge of and proficiency in a specialized field. • Human skills are the ability to work well with other people individually and in a group. • Conceptual skills are the ability to think and to conceptualize about abstract and complex situations .
• The reality of work • The universality of management
How to study management
• More observing • More thinking
Who are managers
• Managers are the organizational members who told others what to do and how to do it. • operator are the organizational members who worked directly on a job or task and had no one reporting to them.