罗宾斯管理学双语教学讲稿1

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1、one1.INTRODUCTION.Theconceptofmanagementandmanagersisintroducedinthischapter.Fivequestionsareaddressed:A.Whoaremanagers?B.Whatismanagement?C.Whatdomanagersdo?D.Whatisanorganization,andhowistheconceptofanorganizationchanging?E.Whystudymanagement?2.WHOAREMANAGERS?Thechangingnatureoforganizationsand

2、workhasblurredtheclearlinesofdistinctionbetweenmanagersandnon-managerialemployees.Manyworkers’jobsnowincludemanagerialactivities.Definitionsusedinthepastnolongerwork.Howdowedefineamanager?Amanagerisanorganizationalmemberwhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoac

3、complishorganizationalgoals.However,keepinmindthatmanagersmayhaveotherworkdutiesnotrelatedtointegratingtheworkofothers.Managerscanbeclassifiedbytheirlevelintheorganization,particularlyfortraditionallystructuredorganizations(thoseshapedlikeapyramid).(SeeExhibit 1.1)First-linemanagersarethelowestle

4、velofmanagement.They’reoftencalledsupervisors.Middlemanagersincludealllevelsofmanagementbetweenthefirst-linelevelandthetopleveloftheorganization.Topmanagersincludemanagersatornearthetopoftheorganizationwhoareresponsibleformakingorganizationwidedecisionsandestablishingtheplansandgoalsthataffectthe

5、entireorganization.3.WHATISMANAGEMENT?Managementreferstotheprocessofcoordinatingandintegratingworkactivitiessothatthey’recompletedefficientlyandeffectivelywithandthroughotherpeople.Theprocessreferstotheongoingfunctionsorprimaryactivitiesengagedinbymanagers.Coordinatingothers’workactivitiesiswhatd

6、istinguishesamanager’sjobfromanon-managerialone.Efficiencyisgettingthemostoutputfromtheleastamountofinputs,thegoalofwhichistominimizeresourcecosts.(SeeExhibit1.2.)Effectivenessiscompletingactivitiessothatorganizationalgoalsareattained;oftendescribedas“doingtherightthings.”(SeeExhibit1.2.)4.WHATDO

7、MANAGERSDO?7Notwomanagers’jobsarealike.Butmanagementwritersandresearchershavedevelopedsomespecificcategorizationschemestodescribewhatmanagersdo.We’regoingtolookatfivecategorizationschemes:functionsandprocesses,roles,sk