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1、Chapter1ManagersandManagement1CollegeofPublicManagementSCAULearningOutcomesExplainwhataremeantbythetermmanagerandmanagement.Describethefourprimaryprocessesofmanagement.Summarizetheessentialrolesperformedbymanagers.Describethefourgeneralskillsnecessaryforbecomingasucce
2、ssfulmanager.Describethevalueofstudyingmanagement.Identifytherelevanceofpopularhumanitiesandsocialsciencecoursestomanagementpractices.2CollegeofPublicManagementSCAUThread5‘W’Whoaremanagers?Wheredotheywork?Whatismanagement?Whatdomanagersdo?Whyshouldwestudymanagement?3C
3、ollegeofPublicManagementSCAUWhoaremanagersDefinitionManagerIndividualsinanorganization(组织)whodirecttheactivitiesofothers.Anyexamples?Commoncharacteristics?(sex,age,nationality,race,educationbackgroundetc.)4CollegeofPublicManagementSCAUWheredotheywork?OrganizationAsyst
4、ematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose.GoalsABStructurePeople5CollegeofPublicManagementSCAUWhatismanagement?DefinitionManagementreferstotheprocessofgettingthingsdone,effectivelyandefficiently,throughandwithotherpeople.(StephenP.Robbins
5、&DavidA.Decenzo)Managementisaprocessofbuildingandmaintainingagoodenvironmentwherepeopleworktogetherefficientlytoaccomplishpresetgoals.(HaroldKoontz&HeinzWeihrich)Managementisdecision-making.Managementisleading.……6CollegeofPublicManagementSCAUWhatdomanagersdo?Managemen
6、tprocess(p7)planningleadingorganizingcontrollingAchievingtheorganization’sstatedgoals7CollegeofPublicManagementSCAUWhatdomanagersdo?ManagerialRolesSpecificcategoriesofmanagerialbehaviour;oftengroupunderthreeprimaryheadings:interpersonalrelationships,transferofinformat
7、ion,anddecisionmaking.Mintzburg’s10ManagerialRoles(Thenatureofmanagerialwork,1980)Interpersonal–Figurehead,Leader,LiaisonInformational–Monitor,Disseminator,SpokespersonDecisional–Entrepreneur,Disturbancehander,Resourceallocator,Negotiator8CollegeofPublicManagementSCAU
8、ManagerialRolesFigureheadThemostbasicandsimplerole.Managersusuallystandfortheorganization,sotheyhavetoundertakecorresponding
