人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_01.docx

CHAPTER1MANAGERSANDMANAGEMENT1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:ll.Tellwhomanagersareandwheretheywork.1-2.Definemanagemeni.1-3.DescribeWhalmanagersdo.1-4.Explainwhyit'simportanttostudymanagement.1-5.Describethefactorsthatarcreshapingandredefiningmanagement.ManagementMythMYTH:Onlythosewhowanttobemanagersneedotakeacourseinmanagement.TRUTH:AnyonewhoworksinanorganizationnotjustmanagerscangaininsightintohoworganizationsworkandIhebehaviorsoftheirbossandcoworkersbytakingacourseinmanagement.SUMMARYEveryoneseensiothinktheyknowwhalmakesagoodleader.Tlieythinkitiscommonsensebutyoudon,thavetobeamanager,oraspiretobeamanager,inordertogainsomethingfromamanagementcourse.TeaChinWTips:Getstudentstogivesomeexamplesofgoodmanagers.Askifitmattersifthemanagerisyoungorold.maleorfemale?Ismanagementnecessaryinnon-profitorganizationsandsmallcompanieslikeitisinR>r-pr<>fitandlargecompanies?I.WHOAREMANAGERS,ANDWHEREDOTHEYWORK?A. Introduction1. Managersworkinanorganization.2. AnorganizationisaUeliberalear11ngementofpeopleb11)ughttogetherIoaccomplishsomespecificpurpose.a)Yourcollegeoruniversityisanorganization.Soisafoolballteamandasorority.B. WhatThreeCharacteristicsDollOrganizationsShare?1. Evcrj,organizationhasapurposeandismadepofpeoplewhoarcgroupedinsomefashion.a) SeeExhibitI-I.b) Thisdistinctpurposeistypicallyexpressedintermsofagoalorsetofgoals.2. Purposesorgoalscanonlybeachievedthroughpeople.3. Allorganizationsdevelopasystematicstructurethatdefinesandlimitsthebehaviorofitsmembers.a)Developingastructurenayincludecreatingrulesandregulations,givingSOmeInenlberSSUPerVisOrycontrol,formingteams,etc.C. HowAreManagersDifferentfromNonmanagerialEmployees?1. Organizationalmembersfitintowocategories:nonnunagerialemployeesandmanagers.a) Nonmanagerialemployeesworkdirectlyonajobortaskandhavenooversightontheresponsibilityofothers.b) Managersdirecttheactivitiesofotherpeopleintheorganization.1) Customarilyclassifiedas(op.middle,orfirstline,theysupervisebothnonmanagerialemployeesandlower-levelmanagers.2) SeeExhibit1-2.3) Somemanagersalsohavenonmanagerialresponsibilitiesthemselves.2. Tliedistinctionbeiweennon-managersandmanagersisthatmanagershaveemployeeswhoreportdirectlytohem.FromthePasttothePresentThetermsmanagementormanagercomefromanumberofsources.Onesourcesaysthatthewordmanageroriginatedin1588todescribeoneWhomanages.Thespecificuseofthewordas“onewhoconductsahouseOrbUSinC於orpublicinstitution,issaidtohaveoriginatedin1705.AnothersourceSaySthattheorigin(1555-1565)isfromtheword'maneggiave',which11>eant“tohandleortrainhorses/1andwasaderivativeofthewordwhichisfromIhe1.alinwordforhand,11uuux.Thisoriginarosefromthewaythathorseswereguided,conlrolled,ordirectedwheretogo-byusingone'shand.ThewordsmanagementandmanagerarcmoreappropriateIotheearlyIwenlielhcentury.PcterDrucker,theIalemanagementwriter,studiedandWroIeaboutmanagementformorethan50years.Tlieword%management,wasfirstpopularizedbyFrederickWinslowTaylor.In1911.Taylor'sbook''PrinciplesofScientificManagenent,'waspublished.Itscontentswerewidelyembracedbymanagersaroundtheworld.Thebookdescribedthetheoryofscientificmanagement:theuseofscientificmethodstodefinethe4*onebestwayMforajobtobedone,liespentmorethantwodecadespassionatelypursuingthe*tonebestway“forsuchjobstobedone.Basedonhisgroundbreakingstudyofmanualworkersusingscienificprinciples,Taylorbecameknownasthe'ifathef'Ofscientificmanagement.Someofthesetechniquesliketheanalysisofbasicworkthatmustbeperfb11wdandtine-and-moionstudies,are*uillusedtoday.D. WhatTitlesDoManagersHave?1. Topmanagersarcresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers.a)Topmanagershavetitlesincludingvicepresident,managingdirector,chiefoperatingofficer,chancellor,etc.2. Middlemanagersrepresentlevelsofmanagementbetweenthefirst-Iinesupenisorandtopmanagement.a) Theymanageothermanagersandpossiblysomenonmanagerialemployees.b) ,heyareresponsiblefortranslatingthegoalssetbylopmanagementintospecificdetails.3. First-linemanagersareusuallycalledsupervisors,shiftmanagers,etc.a)Theyareresponsiblefordirectingtheday-lo-dayactivitiesofnonnunagerialemployees.4. Teamleadersareresponsibleformanagingandfacilitatingactivitiesofaworkteam,a)heytypicallyreporttoafirst-linemanager.VVHATISMANAGEMENT?1. Managementcanbedefinedastheprocessofgettingthingsdoneeffectivelyandefficiently,throughandwithotherpeople.a)Theterm"process,inthedefinitionrepresentstheprinar),activitiesmanagers)erform.2. Effectivenessandefficiencydealwithwhatwearedoingandhowwearedoingit.a) Efficiencymeansdoingthetaskrightandreferstotherelationshipbetweeninputsandoutputs.Managementisconcernedaboutminimizingresourcecostswhileachievingthedesiredoutput.b) Efteciivenessmeansdoingtheright(ask,andinanorganization.Ihattranslatesintogoalattainnwnt.¢)SeeExhibii1-3.3. Efficiencyandeffeclivenessareinterrelated.a) Il'sea