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 管理学原理ThePrincipleofManagement 主讲人：工商管理系StephenP.Robbins其人：StephenP.Robbins在亚利桑那大学获得博士学位，曾就职于壳牌石油公司和雷诺金属公司，他先后任教于美国多数大学。罗宾斯博士长期从事管理学研究，他的《管理学》与《组织行为学》是全世界通用的经典教材，我们目前使用的他的这本教科现为美国800多所大学和世界各地上百所大学及工商管理学院采用。Textbook:StephenP.Robbins;DavidA.DeCenzo/著FundamentalsofManagement授课形式：双语教学*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。Chapter1ManagerandManagement What’stheorganization Whoaremanagers? Whatismanagement? Whatdomanagersdo? Whatskillsshouldsuccessfulmanagerspossess?Definition:Anorganizationisasystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose.What’stheorganization?ThreecommoncharacteristicsoftheorganizationOrganizationpurposeEveryorganizationhasitsdistinctpurpose,whichistypicallyexpressedintermsofagoalorsetofgoals.PeopleOrganizationsaremadeupofpeople.Makingagoalintorealityentirelydependsonpeople’sdecisionsandactivitiesintheorganization.StructureAllorganizationsdevelopasystematicstructurethatdefinesandlimitsthebehaviorofitsmembers.Chapter1ManagerandManagement What’stheorganization Whoaremanagers? Whatismanagement? Whatdomanagersdo? Whatskillsshouldsuccessfulmanagerspossess?Managers&operativeemployeesManagers----------individualsinanorganizationwhodirecttheactivitiesofotherpeople.Operatives----------peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.OrganizationalLevelResponsibilityTitleDirectingtheday-to-dayactivitiesofoperativessupervisorsTranslatingthegoalssetbytopmanagementintospecificdetailsthatlower-levelmanagerscanperformdepartmentoragencyhead/projectleader/unitchief/districtmanager/dean/bishop/divisionmanagerMakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers.vicepresident/president/chancellor/chiefoperatingofficer/chiefexecutiveofficer/chairpersonoftheboardChapter1ManagerandManagement What’stheorganization Whoaremanagers? Whatismanagement? Whatdomanagersdo? Whatskillsshouldsuccessfulmanagerspossess?Whatismanagement? DefinitionThetermmanagementreferstotheprocessofgettingthingsdone,effectivelyandefficiently,throughandwithotherpeople.Severalcomponentsinthisdefinitionneeddiscussion.Thesearetermsprocess,effectively,andefficiently.Efficiency&Effectiveness Efficiencymeansdoingthetaskcorrectlyandreferstotherelationshipbetweeninputsandoutputs.Managementisconcernedwithminimizingresourcecosts. Effectivenessmeansdoingtherightthings.Inanorganization,thattranslatesintogoalattainment.MeansEndsEfficiencyEffectivenessResourceusageGoalattainmentLowGoalsHighwasteattainmentEfficiency&EffectivenessChapter1ManagerandManagement What’stheorganization Whoaremanagers? Whatismanagement? Whatdomanagersdo? Whatskillsshouldsuccessfulmanagerspossess? Managementprocesses/managementfunctions Managementroles Arethereanydifferencesindifferentmanagers’jobs?ManagementFunctionsPlanningOrganizingLeadingControlling1.Defininggoals1.Determining1.DirectingMonitoring2.Establishingwhatneedsto2.Motivatingactivitiestostrategydoneallinvolvedensurethat3.Developing2.Howitwillpartiestheyaresubplansbetodone3.Resolvingaccomplishedcoordinate3.whoistodoconflictsasplannedactivitiesitResultinginAchievingtheorganization’sstatedpurpose Managementprocesses/managementfunctions Managementroles Arethereanydifferencesindifferentmanagers’jobs?ManagementRolesMintzbergconcludedthatmanagersperform10differentbuthighlyinterrelatedroles.These10rolescanbegroupedunderthreeprimaryheadings: Interpersonalrelationship Thetransferofinformation DecisionmakingInterpersonalRelationshipThispartencompassesthreeroles: Role Description IdentifiableActivities Figurehead Symbolichead;obligedtoperformanumberofroutinedutiesofalegalorsocialnature Greetingvisitors;signingdocuments Leader Responsibleforthemotivationandactivationofemployees;responsibleforstaffing,training,andassociatedduties Performingvirtuallyallactivitiesthatinvolvesubordinates Liaison Maintainsself-developednetworkofoutsidecontactsandinformerswhoprovidefavorsandinformation Acknowledgingmail;performingotheractivitiesthatinvolveoutsidersThetransferofinformationTheinformationalrolesalsoincludethreeroles: Role Description IdentifiableActivities Monitor EmergesasnervecenterofinternalandexternalinformationaboutInformation. Readingperiodicalsandreports;maintainingpersonalcontact. Disseminator Transmitsinformationreceivedfromotheremployeestomembersoftheorganization. Holdinginformationalmeeting;makingphonecallstorelayinformation. Spokesperson Transmitinformationtooutsidersonorganization’splan,policies,actions,results,etc. Holdingboardmeeting;givinginformationtothemedia.DecisionMakingThedecisionalrolesincludefourroles: Role Description IdentifiableActivities Entrepreneur Searchesfordevelopmentopportunitiesinthedynamicenvironmentandinitiates“improvementprojects”tobringaboutchange. Designingandinitiatingchangeswithintheorganization. Disturbancehandler Responsibleforcorrectiveactionwhenorganizationfacesimportantdisturbances. Takingcorrectiveactioninnonroutinesituations. Resourceallocator Responsiblefortheallocationoforganizationalresourcesofallkinds. Performinganyactivitythatinvolvesbudgetingandtheprogrammingofemployees’work. Negotiator Responsibleforrepresentingtheorganizationatmajornegotiations. Participatinginnegotiationswithotherparties. Managementprocesses/managementfunctions Managementroles Arethereanydifferencesindifferentmanagers’jobs?DifferencesinDifferentManagers’Jobs Levelintheorganization Typeoftheorganization SizeoftheorganizationLevelintheOrganizationThedifferencesintheirjobsareofdegreeandemphasisbutnotofactivities’property.Wecanseethefollowingfigure.15%PlanningOrganizing24%Controlling10%Leading51%Leading36%Planning18%Organizing33%Controlling13%Planning28%Controlling14%Leading22%Organizing36%First-LevelManagersMiddle-LevelManagersTopManagersDistributionofTimeperActivitybyOrganizationLevelTypeoforganization--------------profitversusnot-for-profitThemostimportantismeasuringperformance.Profit,orthe“bottomline”,actsasanunambiguousmeasureoftheeffectivenessofabusinessorganization,buttheisnosuchuniversalmeasureinnot-for-profitorganizations.Makingaprofitisnottheprimaryfocusforthe“owners”ofnot-for-profitorganizationsSizeoftheOrganizationHighModerateLowEntrepreneurFigureheadLeaderSpokespersonDisseminatorImportanceofRolesRolesPlayedbyManagersRolesPlayedbyManagersinSmallFirmsinLargeFirmsResourceallocatorLiaisonMonitorDisturbancehandlerNegotiatorEntrepreneurImportanceofManagerialRolesinSmallandLargeBusinessChapter1ManagerandManagement What’stheorganization Whoaremanagers? Whatismanagement? Whatdomanagersdo? Whatskillsshouldsuccessfulmanagerspossess?Whatskillsshouldsuccessfulmanagerspossess?Generalskills Conceptualskills Interpersonalskills Technicalskills PoliticalskillsSpecificskills Controllingtheorganization’senvironmentanditsresources Organizingandcoordinating Handlinginformation Providingforgrowthanddevelopment Motivatingemployeesandhandlingconflicts StrategicproblemsolvingPractices Understandthetermmanagement,efficiencyandeffectiveness? Identifytheprimaryresponsibilitiesofthethreelevelsofmanagers. Whatfourfunctionsandtenrolesareperformedbymanagers? Whatdifferencesexistindifferentmanagers,ifconsideringlevel,type,sizeintheorganization? Whatarefourgeneralskillsthatasuccessfulmanagershouldpossess?e*ChapterTwoTheDevelopmentofManagementTheory Uptothe20thcentury(premodernera) Adamsmith’scontributiontothefieldofmanagement Industrialrevolution’sinfluenceonmanagementpractices Intheearly20thcentury Scientificmanagement Generaladministrativetheory Thehumanresourcesapproach Thequantitativeapproach Fromthelater20thcenturytothepresent Theprocessapproach Thesystemsapproach ThecontingencyapproachAdamSmith’sContributiontotheFieldofManagement ThegeneralpopularitytodayofjobspecializationisundoubtedlyduetoSmith’sviewaboutdivisionoflabor. Divisionoflaboristhebreakdownofjobsintonarrow,repetitivetasks.IndustrialRevolution’sInfluenceonManagementPractices IndustrialRevolutionhasoriginatedinlate-18th-centuryGreatBritain,andcrossedtheAtlantictoAmericabytheendoftheCivilWar. BecauseoftheIndustrialRevolution,machinepowerwasrapidlysubstitutedforhumanpower,whichmadeiteconomicaltomanufacturegoodsinfactories. Withthedevelopmentofbigorganizations,aformaltheorytoguidemanagersrunningtheseorganizationsefficientlyandeffectivelywasneeded.ChapterTwoTheDevelopmentofManagementTheory Uptothe20thcentury Adamsmith’scontributiontothefieldofmanagement Industrialrevolution’sinfluenceonmanagementpractices Intheearly20thcentury Scientificmanagement Generaladministrativetheory Thehumanresourcesapproach Thequantitativeapproach Fromthelater20thcenturytothepresent Theprocessapproach Thesystemsapproach ThecontingencyapproachScientificManagementFrederickTaylor(弗雷德里克•泰勒)FrederickTaylorwascalledasthefatherofScientificmanagement.HisbookThePrinciplesofScientificmanagementwaspublishedin1911.Immediately,itscontentsbecamewidelyacceptedbymanagersthroughouttheworld.BackgroundofThatTime Therewerenoclearconceptsofresponsibilitiestoworkersandmanagers. Noeffectiveworkstandardsexisted. Managementdecisionswerebasedonhunchandintuition. Workerswereplacedonjobswithlittleornoconcernformatchingtheirabilitiesandaptitudeswiththetasksrequired. Managersandworkersconsideredthemselvestobeincontinualconflict—anygainbyonewouldbeattheexpenseoftheother.Taylor’sFourPrinciplesofManagement Developascientificwayforeachelementofanindividual’swork,whichreplacestheoldrule-of-thumbmethod. Scientificallyselectandthentrain,teach,anddeveloptheworker. Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththescientificwaythathasbeendeveloped. Divideworkandresponsibilityalmostequallybetweenmanagersandworkers.Managerstakeoverallworkforwhichitisbetterfittedthantheworkers.ChapterTwoTheDevelopmentofManagementTheory Uptothe20thcentury Adamsmith’scontributiontothefieldofmanagement Industrialrevolution’sinfluenceonmanagementpractices Intheearly20thcentury Scientificmanagement Generaladministrativetheory Thehumanresourcesapproach Thequantitativeapproach Fromthelater20thcenturytothepresent Theprocessapproach Thesystemsapproach ThecontingencyapproachGeneralAdministrativeTheory HerialFayol’scontributionsHearguedthatmanagementwasanactivitycommontoallhumanundertakingsinbusiness,ingovernment,andeveninthehome.Hestated14principlesofmanagement—fundamentaloruniversaltruths. MaxWeber’scontributionsWeberdevelopedatheoryofauthoritystructuresanddescribedorganizationalactivityonthebasisofauthorityrelations.Hedescribedanidealtypeoforganizationthathecalledabureaucracy,characterizedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships.Fayol’s14PrinciplesofManagement DivisionofWork Authority Discipline UnityofCommand UnityofDirection SubordinationofIndividualIntereststotheGeneralInterest Remuneration Centralization9.ScalarChain10.Order11.Equity12.StabilityofTenureofPersonnel13.Initiative14.EspritdecorpsWeber’sIdealBureaucracy Divisionoflabor Authorityhierarchy Formalselection Formalrulesandregulations Impersonality CareerorientationChapterTwoTheDevelopmentofManagementTheory Uptothe20thcentury Adamsmith’scontributiontothefieldofmanagement Industrialrevolution’sinfluenceonmanagementpractices Intheearly20thcentury Scientificmanagement Generaladministrativetheory Thehumanresourcesapproach Thequantitativeapproach Fromthelater20thcenturytothepresent Theprocessapproach Thesystemsapproach ThecontingencyapproachTheHumanResourcesApproach HawthorneStudies HumanRelationsMovementDaleCarnegie(戴尔•卡内基)AbrahamMaslow（亚伯拉罕•马斯洛）DouglasMcGregor（道格拉斯•麦格雷戈） BehaviorScienceHawthorneStudies Time:1924—theearly1930s Place:HawthorneplantintheWesternElectricCompany Designer:WesternElectricindustrialengineersEltonMayoandhisassociates Mayo’sFinding: Behaviorandsentimentsarecloselyrelated. Groupinfluencessignificantlyaffectindividualbehavior. Groupstandardsestablishindividualworkeroutput. Moneyislessafactorindeterminingoutputthanaregroupstandards,groupsentiments,andsecurity.ChapterTwoTheDevelopmentofManagementTheory Uptothe20thcentury Adamsmith’scontributiontothefieldofmanagement Industrialrevolution’sinfluenceonmanagementpractices Intheearly20thcentury Scientificmanagement Generaladministrativetheory Thehumanresourcesapproach Thequantitativeapproach Fromthelater20thcenturytothepresent Theprocessapproach Thesystemsapproach ThecontingencyapproachTheQuantitativeApproach Whatarequantitativeapproaches?Thequantitativeapproachtomanagement,sometimesreferredtoasoperationsresearch(OR)ormanagementscience.Itincludesapplicationsofstatistics,optimizationmodels,informationmodels,andcomputersimulations,linearprogramming,andsoon,whichcanbeusedtosolvemanagementproblems.TheQuantitativeApproach Howhavetheycontributedtocurrentmanagementpractice?Ingeneral,thequantitativeapproacheshavecontributeddirectlytomanagementdecisionmaking,particularlytoplanningandcontroldecisions.ThinkingProblems Whatstimulatedtheclassicalapproach(scientificmanagementandgeneraladministrativetheory)? Whatstimulatedthehumanresourceapproach? Whatstimulatedthequantitativeapproach?ChapterTwoTheDevelopmentofManagementTheory Uptothe20thcentury Adamsmith’scontributiontothefieldofmanagement Industrialrevolution’sinfluenceonmanagementpractices Intheearly20thcentury Scientificmanagement Generaladministrativetheory Thehumanresourcesapproach Thequantitativeapproach Fromthelater20thcenturytothepresent Theprocessapproach Thesystemsapproach ThecontingencyapproachTheSystemsApproach What’sthesystemapproach? Twobasictypesofthesystem:closedandopenClosedsystemsarenotinfluencedbyanddonotinteractwiththeirenvironment.Incontrast,anopensystemdynamicallyinteractswithitsenvironment. Anorganizationisanopensystem TheoperatingmodelinorganizationalsystemsWhat’stheSystemApproach?Thesystemapproachdefinesasystemasasetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole.Societiesaresystemsandso,too,arecomputers,automobiles,organizations,andanimalandhumanbodies.AnOrganizationIsanOpenSystem Anorganizationisasystemthatinteractswithanddependsuponitsenvironment.Organization’sstakeholders:anygroupthatisaffectedbyorganizationaldecisionsandpolicies.Themanager’sjobistocoordinateallstakeholderstoachievetheorganization’sgoals. Organizationalsurvivaloftendependsonsuccessfulinteractionswiththeexternalenvironment.  TheOperatingModelinOrganizationalSystem*ChapterTwoTheDevelopmentofManagementTheory Uptothe20thcentury Adamsmith’scontributiontothefieldofmanagement Industrialrevolution’sinfluenceonmanagementpractices Intheearly20thcentury Scientificmanagement Generaladministrativetheory Thehumanresourcesapproach Thequantitativeapproach Fromthelater20thcenturytothepresent Theprocessapproach Thesystemsapproach ThecontingencyapproachFourPopularContingencyVariables: Organizationsize Routinenessoftasktechnology Environmentaluncertainty IndividualdifferencesPractices What’stheTaylor’sfourprinciplesofmanagement? What’sthe14-principlesofmanagement? What’stheMayo’sFinding? Whatarestakeholders? Whatcriticalcontingencyvariableshaveorganizations?Chapter3Today’sEnvironmentManagersFacing Thechangingeconomy Globalization Emphasisontechnology Socialresponsibilityandmanagerialethics Howdoorganizationsmakethecustomerking?ThreeWavesofSocialDevelopment Agriculture(uptothe1890s)Duringtheagriculturalwave,individualsweretheirownbossesandwereresponsibleforperformingavarietyoftasks. Industrialization(about1900tothe1960s)Peoplelefttheirfieldsandmovedintoformalorganizations.Massproduction,specializedjobs,andauthorityrelationshipsbecamethemodeofoperation.Itgaverisetoanewgroupofworkers—theblue-collarindustrialworkers. Informationtechnology(beginninginthe1970s)Theinformationagehassignificantlyreducedlow-skilled,blue-collarjobsinmanufacturing,butithascreatedabundantopportunitiesforeducatedandskilledtechnicalspecialists,professionals,andotherknowledgeworkers.Chapter3Today’sEnvironmentManagersFacing Thechangingeconomy Globalization Emphasisontechnology Socialresponsibilityandmanagerialethics Howdoorganizationsmakethecustomerking?Globalization Formsofglobalization(Internationalization) Stagesofgoingglobal UnderstandingdifferentculturesFormsofInternationalization MultinationalCorporations(MNCs)Multinationalcorporationsmaintainsignificantoperationsintwoormorecountriessimultaneouslybutarebasedinonehomecountry. TransnationalCorporations(TNCs)Transnationalcorporationsmaintainsignificantoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountry. BorderlessOrganizationBorderlessorganizationisamanagementstructureinwhichinternalarrangementsthatimposeartificialgeographicbarriersarebrokendown.StagesofGoingGlobalStageⅠPassiveResponseStageⅡInitialOvertEntryStageⅢEstablishedInternationalOperationsExportingtoforeigncountriesHiringforeignRepresentationorContractingwithForeignmanufacturesLicensing/franchisingJointventuresForeignsubsidiaryFourDimensionsofNationalCulture Individualismversuscollectivism Powerdistance Uncertaintyavoidance QuantityversusqualityoflifeChapter3Today’sEnvironmentManagersFacing Thechangingeconomy Globalization Emphasisontechnology Socialresponsibilityandmanagerialethics Howdoorganizationsmakethecustomerking?EmphasisonTechnology TechnologyandtechnologicaladvancesTechnologyincludesanyequipment,tools,oroperatingmethodsthataredesignedtomakemoreefficient.Technologicaladvancesinvolvetheintegrationoftechnologyintoaprocessforchanginginputsintooutputs. E-commerceE-commerceinvolvesanycomputertransactionthatoccurswhendataareprocessedandtransmittedovertheInternet.Itincludesthreemodels:BtoB,BtoC,CtoC. TechnologyalteringwaysofjobsTechnologyAlteringWaysofJobs IThasenhancedamanager’sabilitytomoreeffectivelyandefficientlyperformthefourprimaryactivitiesassociatedwithamanager’sjob. WiththewideapplicationofIT,worksitestendtobedecentralized. Managersaremeetingtwoofbiggestchallenges: Effectivelycommunicatingwithindividualsinremotelocations EnsuringobjectivesattainmentChapter3Today’sEnvironmentManagersFacing Thechangingeconomy Globalization Emphasisontechnology Socialresponsibilityandmanagerialethics Howdoorganizationsmakethecustomerking?SeveralConceptsRelatedtoSocialResponsibility SocialresponsibilitySocialresponsibilityisabusinessfirm’sobligation,beyondthatrequiredbythelawandeconomic,topursuelong-termgoalsthataregoodforsociety. SocialobligationSocialobligationistheobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnomore.Itisthefoundationofabusiness’ssocialinvolvement. SocialresponsivenessSocialresponsivenessreferstothecapacityofafirmtoadapttochangingsocietalconditions.SocialobligationSocialresponsibilitySocialresponsivenessManagerialethics EthicsDefinition:Ethicscommonlyreferstoasetofrulesorprinciplesthatdefinerightandwrongconduct. ThreeviewsofEthicsUtilitarianviewofethics(道德的功利观)Rightsviewofethics（道德的权利观）Theoryofjusticeviewofethics（道德的公正观理论） CodeofethicsCodeofethicsisaformaldocumentthatstatesanorganization’sprimaryvaluesandethicalrulesitexpectsmanagersandoperativeemployeestofollow.Example:“我认为我们的汽车不应该赚这么惊人的利润，合理的利润完全正确，但是不能太高。我主张最好用合理的小额利润，销售大量的汽车。。。。。因为这样可以让更多的人买得起，享受使用汽车的乐趣；还因为这样可以让更多的人就业，得到不错的工资。这是我一生的两个目标。”福特，1916 “福特用大家买得起的T型车改变了美国人的生活方式，主要是靠从1908年到1916年间把汽车的价格降低了58%。当时福特的订单超过生产能力，本来可以提高车价的。而且同一时期，他大胆采用工人日工资5美元的，大约是业界标准薪资的两倍，使产业界又惊又气。”摘自《基业长青》P68Chapter3Today’sEnvironmentManagersFacing Thechangingeconomy Globalization Emphasisontechnology Socialresponsibilityandmanagerialethics Howdoorganizationsmakethecustomerking?SeveralCriticalActivities Continuousimprovementsinquality Workprocessengineering D