why managers are important to organizations为什么管理者对组织很重要
①Organizations need their managerial skills and abilities more than ever in uncertain,
complex, and chaotic times. 在不确定、复杂和混乱的时代，组织比以往任何时候都
更需要管理技能和能力。
②Managerial skills and abilities are critical in getting things done. If work isn't getting
done, they must find out why and get things back on track 管理技能和能力是完成任务
的关键。
如果工作没有完成，他们必须找出原因，让事情回到正轨
③Managers affect employee productivity and loyalty, financial performance,
organizational value. They decreased or increased engagement.管理者影响员工的生产
力和忠诚,财务绩效、组织价值。
他们减少或增加了参与度。
who managers are
Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. (not personal achievement but help others do their work) 工作协调和监督他人工作以实现组织目标的人。
(不是个人成就，而是帮助他人完成工作)
How can managers be classified in organizations?
•First-line Managers - Individuals who manage the work of non-managerial employees.
第一线经理——管理非管理层员工工作的个人。
Supervisors, shift managers, district managers, department managers, office managers
Middle Managers - Individuals who manage the work of first-line managers. 中层经理
——管理一线经理工作的个人。
Regional managers, project leader, store manager, division manager
•Top Managers - Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 高级经理-负责制定
组织范围内的决策和制定影响整个组织的计划和目标的个人。
Executive vice president, president, managing director, chief operating officer, chief
executive officer
Where Do Managers Work?
•Organization - A deliberate arrangement of people assembled to accomplish some specific purpose (that individuals independently could not accomplish alone). 组织——为达到某种特定目的而特意安排的人员(个人独立完成不了的)。
•Three Common Characteristics of Organizations
Have a distinct purpose (goal) 有明确的目标Are composed of people是由人
组成的Have a deliberate structure有一个深思熟虑的结构
What Do Managers Do?
•Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. 管理包括协调和监督其他人的工作活动，以便他们的活动能够高效地完成。
Efficiency
concerned with the means of getting things done关心完成事情的方法
Getting the most output for the least inputs用最少的投入获得最多的产出
“Doing things right”, not wasting resources“做正确的事”，而不是浪费资源
Effectiveness
concerned with the ends 关心结果
Doing work activities to attain organizational goals通过工作活动来实现组织目标
“Doing the right things”“做正确的事”
Management Functions Henri Fayol
•Planning - Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities.计划-定义目标，建立战略以实现目标，并制定
计划来整合和协调活动。
•Organizing - Arranging and structuring work to accomplish organizational goals. 组织-安排和组织工作以实现组织目标。
•Leading - Working with and through people to accomplish goals.领导——与人合作并通过人来实现目标。
•Controlling - Monitoring, comparing, and correcting work. 控制——监控、比较和纠正工作。
管理角色是管理者期望并表现出来的具体行动或行为。
Managerial roles Henry Mintzberg are specific actions or behaviors expected of and exhibited by a manager.
•Interpersonal roles-involve people (subordinates and persons outside the org) & other duties that are ceremonial and symbolic in nature 包括人(下属和组织外的人)&其他在
性质上是礼仪性和象征性的职责
•Figurehead, leader, liaison名义上的领导、领导、联络官
•Informational roles-involve collecting, receiving, and disseminating info包括收集、接收和传播信息
•Monitor, disseminator, spokesperson 监察员、传播者、发言人•Decisional roles - entail making decisions or choices 需要做出决策或选择
•Entrepreneur, disturbance handler, resource allocator, negotiator企业家、干扰处理者、资源分配者、谈判者
Management Skills
•Robert L. Katz found through his research that managers need three essential skills罗伯特•卡茨(robert L. Katz)通过研究发现，管理者需要具备三项基本技能
•Technical skills
•job-specific knowledge and techniques needed to proficiently perform work tasks熟练执行工作任务所需的具体工作知识和技能
•Human skills
•The ability to work well with other people individually and in a group能够与他人单独或团队合作
•Conceptual skills
•The ability to think and conceptualize about abstract and complex situations思考和概念化抽象和复杂情况的能力。
