武汉理工大学管理学原理教学课件英文

2014.9.13
Organizational Level
Responsibility
Making decisions about the direction of the organization and establishing policies that affect all organizational members.
2014.9.13
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Title
vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board Top department or agency head/ managers Translating the goals set by top project leader/ unit chief/ management into specific details district manager/dean/ Middle-line that rm bishop/division manager managers Directing the day-to-day supervisors First-line managers activities of operatives Operatives

A person with a parochial attitude cannot succeed in today’s world.
Globe Findings
Global Leadership and Organizational Behavior Effectiveness (GLOBE)
Globe: Dimensions of Cultural Difference
Fundamentals of Management
Tenth Edition
Chapter 3 Integrative Managerial
Issues
Learning Objectives
3.1 Explain globalization and its impact on organizations.
Globalization and Its Impact
Global village: • a boundaryless world where goods and services are
produced and marketed worldwide.
What Does It Mean to Be "Global"?
How Do Organizations Go Global?obal
Source: Robbins, Stephen P., Coulter, Mary, Management, 13th Ed., © 2016, p. 106. Reprinted and electronically reproduced by permission of Pearson Education, Inc., New York, NY

Compare actual performance with standard
Is standard being attained?
Yes
Do nothing
No
Is variance acceptable? Yes Do nothing
Objectives
Standard
Measure actual performance
How do managers measure?(means)
Personal observation Statistical reports Oral report Written report
What do manager measure?(content)
Control areas: information, operations, finances, people Quantifiable criteria Subjective measure
Exhibit 12-4 Contingency Factors
Small Organization size Large Position and level Degree of decentralization High Low Informal, personal, management by walking around Formal, impersonal, extensive rules and regulation Many criteria Few, easy-to-measure criteria Increased number and breath of controls Reduced number of control Informal, self-control Formal, externally imposed controls Elaborate, comprehensive controls Loose, informal controls

Design Engineering Alpha project
Manufacnistration Contract Group
Purchasing
Human Resources
Human Resources Group
Manager, Information System
Manager, Human Resources
Manager, Purchasing
Exhibit 7-3 Functional Departmentalization
President
Vice President, Fuels
Vice President, Lubricants and Waxes Marketing
Other
Human Operations Purchasing resources
Other
Human Operations Purchasing resources
Exhibit7-1 Line Versus Staff Authority
How do authority and power differ?
Authority is a part of the larger concept of power. Authority is a two-dimensional concept.
Its scope of influence is defined by the horizontal dimension; its greatness is defined by the vertical dimension. (Exhibit 7-4)
Planning and Economic
Vice President, chemicals

Types of Decisions
Programmed decision is a repetitive decision that can be handle by a routine approach. (Procedure, rule, policy) Non-programmed decision is a decision that must be custom-made to solve unique and non-recurring problems.
Availability heuristic
This is the tendency to base judgments on information that is readily available.
Representative heuristic
This is the tendency for people to base judgments of probability on things with which they are familiar.
Exhibit 5-4 Decision-Making
High Tolerance for Ambiguity Analytic Conceptual
Directive Low Ration
Behavioral
Intuitive Way of Thinking
The Advantages and Disadvantages of Group Decision Making
Evaluation of decision effectiveness
Implementation of the alternative
Selection of an alternative

11
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Directing the day-to-day activities of operatives
First-line managers
supervisors
Operatives
10
Chapter 1 Manager and Management
What’s the organization Who are managers? What is management? What do managers do? What skills should successful managers possess?
授课形式：双语教学
3
References:
1. [美]斯蒂芬.P.罗宾斯著；管理学（第 四版）；中国人民大学出版社。
2.程国平，刁兆峰主编；管理学原理； 武汉理工大学出版社。
3.周三多，陈传明，鲁明泓编著；管理 学——原理与方法（第三版）；复旦大 学出版社。
4
Chapter 1 Manager and Management
The Principle of Management

Single-use and Standing Plans
Single-use plans are used to meet the needs of particular or unique situation. Standing plans are ongoing, and provide guidance for repeatedly performed actions in an organization.
Short-term and Long-term Plans
Short-term plans are plans that cover less than one year. Long-term plans are plans that extend beyond five years. Their differences lie in the length of future commitments and the degree of variability organizations face.
Exhibit 4-1 Types of Plans
Breadth Time frame Specificity term
Directional Single use
Tactical
Short term
Specific
Standing
Strategic and Tactical Plans
Advantages of Planning
It gives direction to managers and nonmanagers alike. Planning can reduce the impact of change. It minimize waste and redundancy. Planning establishes objectives or standards that facilitate control.

© 2008 Prentice Hall, Inc. All rights reserved.
1– 3
Who Are Managers And Where Do They Work?
• Organization组织
A systematic arrangement of people brought
Individuals in an organization who direct the
activities of others.
© 2008 Prentice Hall, Inc. All rights reserved.
1– 6
EXHIBIT 1–2
Organizational Levels
1– 5
People Differences
• Operatives作业人员
People who work directly on a job or task and have
no responsibility for overseeing the work of others.
• Managers管理员
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part I: Introduction
1
© 2008 Prentice Hall, Inc. All rights reserved.
Managers and Management
PowerPoint Presentation by Charlie Cook The University of West Alabama

Stress: The Aftermath of Organizational Change
Organizational Change
External and internal forces for change The content of organizational change and change agent Two views of the change process Member resistance to change Techniques for reducing resistance to change
“White-Water Rapids” Metaphor
“White-water rapids” metaphor describes the organization as a small raft navigating a raging river with uninterrupted whitewater rapids. This metaphor takes into consideration the fact that environments are both uncertain and dynamic.
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Change Agent
Change agent is a person who initiates and assumes the responsibility for managing a change in organization. The change agent can be a manager or nonmanager, for example, an internal staff specialist or outside consultant.

Employees can view work as being as natural as rest or play Men and women will exercise self-direction and self-control if they are committed to the objectives The average person can learn to accept, even seek, responsibility The ability to make good decisions widely dispersed throughout the population and is not necessarily the sole province of managers.
Theory Y
Theory Y assumes that employees are creative, seek responsibility, and can exercise self-direction. It is a positive view about people.
A manager who view employees from a Theory Y perspective believes:
Selfactualization
Esteem
Social
Safety
Physiological
Exhibit10-2 Maslow’s Hierarcy of Needs
Theory X
Theory X offered by McGregor assumes that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform. It is a negative view about people.