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?Thechangingnatureoforg

2、anizationsandworkhasblurredtheclearlinesofdistinctionbetweenmanagersandnon-managerialemployees.Manyworkers’jobsnowincludemanagerialactivities.Definitionsusedinthepastnolongerwork.Howdowedefineamanager?Amanagerisanorganizationalmemberwhoworkswithandthroughotherpeoplebycoordinatingthei

3、rworkactivitiesinordertoaccomplishorganizationalgoals.However,keepinmindthatmanagersmayhaveotherworkdutiesnotrelatedtointegratingtheworkofothers.Managerscanbeclassifiedbytheirlevelintheorganization,particularlyfortraditionallystructuredorganizations(thoseshapedlikeapyramid).(SeeExhib

4、it 1.1)First-linemanagersarethelowestlevelofmanagement.They’reoftencalledsupervisors.Middlemanagersincludealllevelsofmanagementbetweenthefirst-linelevelandthetopleveloftheorganization.Topmanagersincludemanagersatornearthetopoftheorganizationwhoareresponsibleformakingorganizationwided

5、ecisionsandestablishingtheplansandgoalsthataffecttheentireorganization.3.WHATISMANAGEMENT?Managementreferstotheprocessofcoordinatingandintegratingworkactivitiessothatthey’recompletedefficientlyandeffectivelywithandthroughotherpeople.Theprocessreferstotheongoingfunctionsorprimaryactiv

6、itiesengagedinbymanagers.Coordinatingothers’workactivitiesiswhatdistinguishesamanager’sjobfromanon-managerialone.Efficiencyisgettingthemostoutputfromtheleastamountofinputs,thegoalofwhichistominimizeresourcecosts.(SeeExhibit1.2.)Effectivenessiscompletingactivitiessothatorganizationalg

7、oalsareattained;oftendescribedas“doingtherightthings.”(SeeExhibit1.2.)4.WHATDOMANAGERSDO?7Notwomanagers’jobsarealike.Butmanagementwritersandresearchershavedevelopedsomespecificcategorizationschemestodescribewhatmanagersdo.We’regoingtolookatfivecategorizationschemes:functionsandproces

8、ses,roles,sk