Unit1 Introduction to Management

Why Study Management?

We face problems created by poor management everyday.

Once you begin your career, you will either manage or be managed.

At some stages we will be a manager, even if it’s a manager of ourselves and our own actions.

Management-related Concepts 1. What is Organization?

Three common characteristics of organization

A specific purpose (a goal or set of goals) People involved

A systematic structure that defines and limits the behavior of its members Definition of Organization

Organization is a systematic arrangement of people brought together to accomplish some specific purpose.

2. What is Structure?

It refers to the different social status people have in the organization. It defines organization members’ work relationships.

It regulates rules, job descriptions, and who have authority over other members.

It may be open and flexible with no clear and precise description of job duties, and it also may be more traditional.

3. What is Management?

Management is the process of getting things done, effectively and efficiently, through and with other people.

Relationship Between Efficiency and Effectiveness

efficiency 效率

 getting the most output from the least amount of inputs  doing things right  concerned with means effectiveness 效果

 achieving an organization’s goals  doing the right things  concerned with ends

It’s easier to be effective if one ignores efficiency.

Organizations can be efficient and yet not effective by doing the wrong things well. In successful organizations they go hand in hand.

4. What are Managers?

Manager is someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals.

Levels of Managers

• Top-level manager • Middle-level managers • First-line managers Management Functions

• Planning - Defining goals, establishing strategy, and developing subplans to coordinate

activities

• Organizing – Determining what needs to be done, how it will be done, and who is to do it • Leading - Directing and motivating all involved parties, and resolving conflicts • Controlling - Monitoring activities are accomplished as planned Mintzberg’s Managerial Roles

• Interpersonal Roles – Figurehead, Leader, Liaison (联络员)

• Informational Roles – Monitor, Disseminator (传播者), Spokesperson

• Decisional Roles – Entrepreneur, Disturbance, handler, Resource allocator, Negotiator Management Skills

• Conceptual Skills 概念性技能

The ability to see the organization as a whole, to analyze and diagnose complex situations, to visualize how the organization fits into its environment

• Interpersonal Skills 人际关系技能

The ability to work with, understand, and motivate other people, both individually and in groups

• Technical Skills 技术性技能

The ability to apply specialized knowledge or expertise Where Do Managers Come From?

Promoting employees within the organization Hiring employees from other organizations

Hiring employees out of schools and universities