chapt01.docx

1、chapt01PART 1: INTRODUCTIONCHAPTER 1 - MANAGERS AND MANAGEMENTLEARNING OUTCOMESAfter reading this chapter students should be able to:1. Describe the difference between managers and operative employees. 2. Explain what is meant by the term management. 3. Differentiate between efficiency and effective

2、ness. 4. Describe the four primary processes of management.5. Classify the three levels of managers, and identify the primary responsibility of each group.6. Summarize the essential roles performed by managers.7. Discuss whether the managers job is generic.8. Describe the four general skills necessa

3、ry for becoming a successful manager.9. Describe the value of studying management.10. Identify the relevance of popular humanities and social science courses to management practices.Opening VignetteSUMMARYManager Wiin Wu.What distinguishes those organizations that succeed from those that dont are go

4、od managers. Managers accomplish goals through and with the efforts of others. Educated at MIT and Stanford universities, Wiin began his career at Intel. He had a vision of how to make better computer chips and made it a reality in 1989 when he founded Macronix International, Ltd. in Taiwan. HWu als

5、o realized that no organization could remain complacent and that long term success came from identifying opportunities and staking out a growth plan. So e also created alliances with other companies also investing heavily in research and development. Wiin never overlooks the role of the human factor

6、 in his business, constantly seeking to re-create the organization, fostering a work environment that promotes enthusiasm. His efforts have proven successful for Macronix International; company sales broke through $320 million in 1998, and its share of the Asian microchip market has nearly doubled f

7、rom 2.8 to 5.4 percent, and has earned the recent honor of being chosen one of Taiwans thriving high-tech companies.Wiin Wu provides a good example of what a successful manager does. They manage large corporations, small businesses, etc., while holding positions at the top, in the middle, and on the

8、 line overseeing employees, and doing their work in every country on the globe.Teaching tips1. Make contact with 3-5 local companies or CEOs through the chamber of commerce, Kiwanis club, etc.2. Choose 3-5 volunteers or 3-5 teams to visit these local companies and conduct brief 30-minute interviews

9、with the CEOs.3. As a class, using this chapter, brainstorm what questions, 5-7 at the most, each team or interviewer should ask.4. Have the interviewers report back to class what they learned.5. As a class, discuss how their discoveries fit or do not fit course content.I. WHO ARE MANAGERS, AND WHER

10、E DO THEY WORK?A. Introduction1. Managers work in an organization. 2. An organization is a systematic arrangement of people brought together to accomplish some specific purpose. a) Your college or university is an organization. B. What Three Common Characteristics Do All Organizations Share?1. Every

11、 organization has a purpose and is made up of people who are grouped in some fashion.a) See Exhibit 1-1. b) This distinct purpose is typically expressed in terms of a goal or set of goals. 2. Second, purposes or goals can be achieved only through people. 3. Third, all organizations develop a systema

12、tic structure that defines and limits the behavior of their members. a) Developing structure may include creating rules and regulations, control of members, etc.4. Organization-has a distinct purpose, has people or members, and has a systematic structure.C. How Are Managers Different from Operative

13、Employees?1. Organizational members fit into two categories: operatives and managers. a) Operatives work directly on a job and have no oversight responsibility of others. b) Managers direct the activities of other people in the organization. (1) Customarily classified as top, middle, or first-line,

14、they supervise both operative employees and lower-level managers.(2) See Exhibit 1-2.(3) Some managers also have operative responsibilities themselves. 2. The distinction, managers have employees who report directly to them.D. What Titles Do Managers Have in Organizations?1. First-line managers are

15、usually called supervisors. a) They are responsible for directing the day-to-day activities of operative employees. b) In your college, the Department Chair would be a first-line supervisor.2. Middle managers-management between the first-line supervisor and top management. a) They manage other manag

16、ers and possibly some operative employees.b) They are responsible for translating the goals set by top management into specific details. 3. Top managers, like Wiin Wu, are responsible for making decisions about the direction of the organization and establishing policies that affect all organizationa

17、l members. Teaching Notes _II. WHAT IS MANAGEMENT, AND WHAT DO MANAGERS DO?A. How Do We Define Management?1. Managers, regardless of title, share several common elements.2. Management-the process of getting things done, effectively and efficiently, through and with other people. a) Process in the de

18、finition represents the primary activities managers perform. 3. Effectiveness and efficiency deal with what we are doing and how we are doing it. a) Efficiency-doing the task right and to the relationship between inputs and outputs. b) Effectiveness-doing the right task, that translates into goal at

19、tainment c) See Exhibit 1-3.4. Efficiency and effectiveness are interrelated. a) Its easier to be effective if one ignores efficiency. b) Good management attains goals (effectiveness) and doing so as efficiently as possible.c) Organizations can be efficient and yet not be effective.d) High efficienc

20、y is associated more typically with high effectiveness. 5. Poor management is most often due to both inefficiency and ineffectiveness.B. What Are the Management Processes?1. Henri Fayol defined the management process in terms of five management functions.a) They plan, organize, command, coordinate,

21、and control.b) In the mid-1950s, two professors used the terms planning, organizing, staffing, directing, and controlling as the framework for a the most widely sold management textbook.2. The most popular textbooks now condense to the basic four: planning, organizing, leading, and controlling.a) Se

22、e Exhibit 1-4. b) These processes are interrelated and interdependent.3. Planning encompasses defining an organizations goals, establishing an overall strategy for achieving those goals, and developing comprehensive plans to integrate and coordinate. a) Setting goals creates a proper focus.4. Organi

23、zing-determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.5. Directing and coordinating people is the leading component of management. a) Managers motivate employees, direct the activities of others, select

24、 the most effective communication channel, or resolve conflicts among members.6. Controlling. a) To ensure that things are going as they should, a manager must monitor performance. b) Actual performance must be compared with the previously set goals. c) Any significant deviations must be addressed.

25、d) The monitoring, comparing, and correcting is the controlling process.7. The process approach is clear and simply but may not accurately describe what managers do.a) Fayols original applications represented observations of his experience.8. Henry Mintzberg provided fresh insight on the managers jo

26、b. Teaching Notes _C. What Are Management Roles?1. Henry Mintzberg undertook a careful study of five chief executives at work. a) Managers engaged in a large number of varied, unpatterned, and short-duration activities. b) There was little time for reflective thinking.c) Half of these managers activ

27、ities lasted less than nine minutes. 2. His categorization scheme-Mintzbergs managerial roles.3. Mintzberg concluded that managers perform ten different but highly interrelated roles. a) These ten roles are shown in Exhibit 1-5.b) They are grouped under three primary headings.(1) Interpersonal relat

28、ionships.(2) The transfer of information.(3) Decision making.D. Is the Managers Job Universal?1. Level in the organization. a) The differences are of degree and emphasis but not of activity.b) As managers move up, they do more planning and less direct overseeing of others. (1) See Exhibit 1-6. c) The amount of time managers give to each activity is not necessarily constant. d) The content of the managerial activities changes with the managers level. (1) Top managers are concerned with designing the overall organizations structure.(2) Lower-level manage