管理學(xué)（Management,8th）（美）斯蒂芬.P.羅賓斯/瑪麗.庫爾特1管理學(xué)（Management,8th）（美）斯蒂芬.P.羅賓Chapter1INTRODUCTIONTOMANAGEMENTANDORGANIZATIONS管理和組織導(dǎo)論

2Chapter1INTRODUCTION2Learningoutline(學(xué)習(xí)要點(diǎn))whoaremanagers?explainhowmanagersdifferfromnonmanagerialemployees.Discusshowtoclassifymanagersinorganizations.whatismanagement?DefinemanagementExplainwhyeefficiency（效率）andeffectiveness（效果）areimportanttomanagement.Whatdomanagersdo?Describethebasicmanagementfunctions（管理職能）.ExplainMintzberg’smanagerialroles（角色）.DescribeKatz’sthreeessentialskills（技能）andhowtheimportanceofthesethreeskillschangesdependingonmanagers’jobs.3Learningoutline(學(xué)習(xí)要點(diǎn))whoareLearningoutline(學(xué)習(xí)要點(diǎn))Whatisanorganization?Describethecharacteristicsofanorganization.Explainhowtheconceptofanorganizationischanging.WhystudyManagement?Explaintheuniversityofstudyingmanagement.Discusswhyanunderstandingofmanagementisimportantevenifyoudon’tplantobeamanager.Describetherewardsandchallengesofbeingamanager.4Learningoutline(學(xué)習(xí)要點(diǎn))Whati一.WhoAreManagers?Manager（管理者）someonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoals。1.與他人一起工作；2.協(xié)調(diào)；3.實(shí)現(xiàn)組織目標(biāo)。changingnatureoforganizationsandworkhasblurredtheclearlinesofdistinctionbetweenmanagersandnon-managerialemployees。管理者與非管理者的界限，不再象傳統(tǒng)那么清晰了。5一.WhoAreManagers?Manager（管理WhoAreManagers?(cont.)ManagerialTitles（管理頭銜）First-linemanagers-managetheworkofnon-managerialindividualswhoaredirectlyinvolvedwiththeproductionorcreationoftheorganization’sproducts；一線管理者。Middlemanagers-allmanagersbetweenthefirst-linelevelandthetopleveloftheorganizationmanagethefirst-linemanagers；中層管理者。Topmanagers-responsibleformakingorganization-widedecisionsandestablishingtheplansandgoalsthataffecttheentireorganization；高層管理者，簡稱高管。6WhoAreManagers?(cont.)ManagOrganizationalLevels管理層次Non-managerialEmployeesTopManagersMiddleManagersFirst-lineManagers7OrganizationalLevels管理層次Non-m二.WhatIsManagement?Management（管理）theprocessof

coordinatingworkactivitiessothattheyarecompletedefficientlyandeffectivelywithandthroughotherpeople。elementsofdefinitionProcess-representsongoingfunctionsorprimaryactivitiesengagedinbymanagers。Coordinating

-distinguishesamanagerialpositionfromanon-managerialone。8二.WhatIsManagement?ManagemeWhatisManagement?(cont.續(xù))Management(cont.)elementsofdefinitionEfficiency

-gettingthemostoutputfromtheleastamountofinputs（投入-產(chǎn)出最大化），效率“doingthingsright”正確地做事。concernedwithmeansEffectiveness

-completingactivitiessothatorganizationalgoalsareattained（合目的性），效果“doingtherightthings”做正確的事。concernedwithends9WhatisManagement?(cont.續(xù))MEfficiencyandEffectivenessinManagementResourceUsageEfficiency(Means)GoalAttainmentEffectiveness(Ends)LowWasteHighAttainmentManagementStrivesFor:Lowresourcewaste(highefficiency，高效率)Highgoalattainment(higheffectiveness，高效果)10EfficiencyandEffectivenessi三.WhatDoManagersDo?3.1ManagementFunctionsandProcessmostusefulconceptualizationofthemanager’sjobPlanning-defininggoals,establishingstrategiesforachievingthosegoals,anddevelopingplanstointegrateandcoordinateactivities。計(jì)劃Organizing

-determiningwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaremade。組織Leading-directingandmotivatingallinvolvedpartiesanddealingwithemployeebehaviorissues。領(lǐng)導(dǎo)Controlling-monitoringactivitiestoensurethattheyaregoingasplanned?？刂?1三.WhatDoManagersDo?3.1ManaWhatDoManagersDo?(cont.)3.1ManagementFunctionsandProcess(cont.)Managementprocesssetofongoing（持續(xù)）decisionsandworkactivitiesinwhichmanagersengage（從事）astheyplan,organize,lead,andcontrol。managerialactivitiesareusuallydoneinacontinuousmanner。12WhatDoManagersDo?(cont.)3.WhatDoManagersDo?(cont.)3.2ManagementRoles

specificcategoriesofmanagerialbehaviorInterpersonal

-involvepeopleanddutiesthatareceremonialandsymbolicinnature；Informational-receiving,collecting,anddisseminating（分配）information；Decisional

-revolvearoundmakingchoices。emphasisthatmanagersgivetothevariousrolesseemstochangewiththeirorganizationallevel。13WhatDoManagersDo?(cont.)3.EXHIBIT1.4:MINTZBERG’SMANAGERIALROLES

（明茨伯格的管理角色理論）P10圖表EXHIBIT1.414EXHIBIT1.4:MINTZBERG’SMANAGWhatDoManagersDo?(cont.)3.3ManagementSkills（管理技能）Technical

-knowledgeofandproficiencyinacertainspecializedfield。專業(yè)技能。Human-abilitytoworkwellwithotherpeoplebothindividuallyandinagroup。人際技能。Conceptual-abilitytothinkandtoconceptualizeaboutabstractandcomplexsituations。概念技能。15WhatDoManagersDo?(cont.)3.EXHIBIT1.5:SKILLSNEEDEDATDIFFERENTMANAGEMENTLEVELS16EXHIBIT1.5:SKILLSNEEDEDATHowtheManager’sJobisChangingManagershavealwayshadtodealwithchangestakingplaceinsideandoutsidetheorganization.

這些變化包括：數(shù)字技術(shù)，安全威脅，組織和管理倫理，日益加劇的競爭（see,14）2.Themostsignificantchangesimpactonthemanagersjobaretheincreasingimportanceofcustomersandinnovation.

最重要的兩個因素是：顧客重要性和創(chuàng)新的重要性。17HowtheManager’sJobisChangHowtheManager’sJobisChanging3.Importanceofcustomerstothemanager’sjob

Everyorganizationneedscustomers.

Withoutcustomers,mostorganizationswouldceasetoexist.4.Importanceofinnovationtothemanager’sjob

Nothingismoreriskythannotinnovating.Thisisrightforallorganizations,whethertheyarehigh-techortraditionalones.

管理者需要創(chuàng)造一種鼓勵創(chuàng)新的工作氛圍和企業(yè)文化。18HowtheManager’sJobisChang四.WhatIsAnOrganization?Organization:adeliberatearrangementofpeopletoaccomplishsomespecificpurposeelementsofdefinitioneachorganizationhasadistinctpurposeeachorganizationiscomposedofpeopleallorganizationsdevelopsomedeliberatestructure19四.WhatIsAnOrganization?OrgWhatIsAnOrganization?

Exhibit1-9

CharacteristicsofOrganizationDistinctpurposeDeliberatestructurePeople20WhatIsAnOrganization?

Exhi四.WhatIsAnOrganization?組織的變化：today’sorganizationshaveadopted:flexibleworkarrangementsopencommunicationsgreaterresponsiveness（響應(yīng)）tochangesEXHIBIT1-10:THECHANGINGORGANIZATION（變化中的組織）21四.WhatIsAnOrganization?組織的2222WhyStudyManagement?5.1UniversalityofManagementmanagementisneededinalltypesandsizesoforganizationsatallorganizationallevelsinallworkareasinorganizationsinallcountriesaroundtheglobe.managementfunctionsmustbeperformedinallorganizationsconsequently,haveavestedinterest(極大的利益和興趣)inimprovingmanagement23WhyStudyManagement?5.1UnivEXHIBIT1-11:UNIVERSALNEEDFORMANAGEMENT（對管理的普遍需要）24EXHIBIT1-11:UNIVERSALNEEDFWhyStudyManagement?5.2Therealityofwork

youwilleitherbemanagerorbemanaged.

ifyouwanttobeamanager,managementprovideyouthebasistobuildyoumanagementskills;

ifyoudon’tbeamanager,

youarestilllikelytohavetoworkwithmanagers.25WhyStudyManagement?5.2TheWhyStudyManagement?(cont.)5.3RewardsofBeingaManageDoyouwanttobemanager?

Mostpeoplewillsay:yes!Then,whydoyouwanttobeamanager?whatthebenefitsare?whatthechallengesare?

Answerthesetwoquestions,pleasesee,P.19.26WhyStudyManagement?(cont.)5Chapterone:TheEnd本章內(nèi)容：over!Questions,please!27Chapterone:TheEnd本章內(nèi)容：overChapter1:SUMMARY

第一章總結(jié)1.Managerissomeonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoals.Thechangingnatureoforganizationsandworkhasalteredtheroleofmanagers.Theclearlineofdistinctionbetweenmanagersandnomanagerialemployeeshavebeenblurred.

管理者是通過協(xié)調(diào)他人的工作，與這些人一起工作，并通過他們,來實(shí)現(xiàn)組織目的的人。組織和工作的變動性已經(jīng)改變了管理者的角色。管理者和非管理人員之間（原本）清晰的界限已經(jīng)模糊。理解和翻譯關(guān)鍵：第一句，其中定語從句比較長，by狀語短語予以提前；常見錯誤：nature,性質(zhì)，而不是本質(zhì)。28Chapter1:SUMMARY

第一章總結(jié)1.ManagChapter1:SUMMARY

第一章總結(jié)2.Managementistheprocessofcoordinatingworkactivitiessothey’recompletedefficientlyandeffectivelywithandthroughotherpeople.

管理是協(xié)調(diào)工作活動的過程，（在這個過程中，管理者）與他人一起并通過他們，使工作有效率和有效果地完成。理解和翻譯的關(guān)鍵：

so….,引導(dǎo)的結(jié)果從句，這里的“they”是指：workactivities常見錯誤：

Management，是管理，不是“管理學(xué)”

efficientlyandeffectively:不能簡單地說：有效；必須說“有效率和有效果”；workactivities：工作中的活動，簡稱工作，不是“積極性”。29Chapter1:SUMMARY

第一章總結(jié)2.ManagChapter1:SUMMARY

第一章總結(jié)3.Efficiencyreferstogettingthemostoutputfromthelestinputs.Effectivenessisconcernedwithcompletingactivitiessothatorganizationalgoalsareattained.Efficiencyisconcernedwiththemeansofgettingthethingsdoneandeffectivenessisconcernedwiththeends.

效率指以最小（少）的投入獲得最大的產(chǎn)出。效果指完成工作以使組織目標(biāo)實(shí)現(xiàn)。效率關(guān)注做事的方法,而效果關(guān)注做的結(jié)果。理解和翻譯關(guān)鍵：

refers,concernedwith,是近意詞；attain:實(shí)現(xiàn)，達(dá)到；不是“完成means方法、手段、工具,ends，結(jié)果、目的”。30Chapter1:SUMMARY

第一章總結(jié)3.EfficChapter1:SUMMARY

第一章總結(jié)4.Planninginvolvesdefininganorganization’sgoalsandestablishingstrategiesandplanstoachievethosegoals.Organizingincludesdesigningastructuretocarryouttheplans.Leadinginvolvesmotivatingsubordinating，communicatingeffectively,anddealingwithemployeebehaviorissues.

計(jì)劃包括確定組織的(各種)目標(biāo),制定實(shí)現(xiàn)這些目標(biāo)的戰(zhàn)略和計(jì)劃.組織包括設(shè)計(jì)執(zhí)行這些計(jì)劃的(組織)機(jī)構(gòu)。領(lǐng)導(dǎo)涉及激勵下屬,對個人和團(tuán)隊(duì)（施加）影響,有效溝通,處理員工行為問題.理解和翻譯關(guān)鍵：沒有大的問題;主要錯誤：

defining：界定，確定；不是“定義”；Strategies：策略，戰(zhàn)略；這里主要指：戰(zhàn)略，不是策略Communicating:溝通，不是通訊。31Chapter1:SUMMARY

第一章總結(jié)4.PlChapter1:SUMMARY

第一章總結(jié)4（續(xù)）Finally,controllingincludesmonitoring,comparing,andcorrectingtheorganization’sperformance.Theprocessofmanagementreferstotheideathatmanagementconsistsofasetofongoingdecisionsandactionsinwhichmanagersengageastheyplan,organize,leadandcontrol.

最后是控制,包括對組織業(yè)績的監(jiān)督、比較和糾正。管理過程是指這樣一種觀念：管理由一系列持續(xù)不斷的決策和行動組成，在這個過程中，管理者開展計(jì)劃、組織、領(lǐng)導(dǎo)和控制工作。理解和翻譯的關(guān)鍵：從句的正確理解。常見問題：performance：業(yè)績ongoing：持續(xù)進(jìn)行decisionsandactions：做出決策并采取行32Chapter1:SUMMARY

第一章總結(jié)4（續(xù)）FinChapter1:SUMMARY第一章總結(jié)

5.Hery.Mintzbergconcludedthatmanagersperform10differentrolesorbehaviors.Heclassifiedthemintothreesets.Onesetisconcernedwithinterpersonalrelationships(figurehead,leader,liaison).Thesecondisrelatedtothetransferofinformation(monitor,disseminator,spokesperson).thethirdsetdealswithdecisionmaking(entrepreneur,disturbancehandler,resourceallocator,negotiator).亨利.明茨伯格（歸納）認(rèn)為，管理者扮演10種不同角色或者說行為。他把這些角色分為3組：第一組是有關(guān)人際關(guān)系方面的（首腦、領(lǐng)導(dǎo)者、聯(lián)絡(luò)者），第二組是與信息傳遞有關(guān)（監(jiān)督者、信息分發(fā)者、發(fā)言人），第三組與決策有關(guān)（企業(yè)家，混亂處理者、資源分配者和談判員）。常見問題：Spokesperson：發(fā)言人，不是代言人。Entrepreneur：企業(yè)家（冒險家）Disturbance：混亂（局面），不是“騷亂”。33Chapter1:SUMMARY第一章總結(jié)

5.HeChapter1:SUMMARY

第一章總結(jié)6.RobertKatzidentifiedthreeskillsmanagersneed:technical,human,conceptual.Heshowedthattherelativeimportanceoftheseskillsvariedaccordingtothemanagementlevelwithintheorganization.

羅伯特.卡茨識別出三種管理者需要的技能：專業(yè)技能、人際技能和概念技能。他認(rèn)為，組織中管理層次不同，這些技能的相對重要性也不一樣。理解翻譯的關(guān)鍵：

variedaccordingto，隨…變化而變化常見錯誤：Level:不是水平，是層次或等級34Chapter1:SUMMARY

第一章總結(jié)6.RoberChapter1:SUMMARY

第一章總結(jié)7.Thesystemsperspectivecanbeusedtodescribewhatamanagerdoesbecauseorganizationsareopensystemswithinterrelatedandinterdependentparts.Withinthis“system”,managerscoordinatethevariousworkactivitiessothattheorganizationcanmeetitsgoals.系統(tǒng)觀能夠用來描述管理者的工作。因?yàn)榻M織就是一個相互聯(lián)系和相互依賴的部分組成的開放系統(tǒng)。在這個“系統(tǒng)”中，管理者協(xié)調(diào)不同的工作（和活動），以便組織能實(shí)現(xiàn)其目標(biāo)。理解和翻譯關(guān)鍵：

becauseorganization….,這個原因從句。Sothat….,結(jié)果從句，以便于；從而使常見誤解：open（system）,開放（系統(tǒng)），不是公開；perspective,這里指看問題的角度，通常就用“…觀”Interdependent：相互依賴，相互依存。不是independent獨(dú)立35Chapter1:SUMMARY

第一章總結(jié)7.TheChapter1:SUMMARY

第一章總結(jié)8.Thecontingencyperspective(sometimescalledthesituationalapproach)isreflectionofthefactthatorganizationsaredifferentandfacethedifferentcircumstances(contingencies);thus,theymayrequiredifferentwaysofmanaging.

權(quán)變觀（有時也稱為情景管理方法）反映了這樣一個事實(shí)：組織不同，面臨的情勢不同；因而，他們需要不同的方法來管理。理解和翻譯的關(guān)鍵：

reflectionofthefactthat…，這個從句的正確理解Contingency：這個單詞的正確表達(dá)，在這里是：權(quán)變，不是“臨時”。常見錯誤：Contingency：應(yīng)該是：權(quán)變，情景.不是：臨時、暫時等。circumstances(contingencies)，情景，環(huán)境，形勢36Chapter1:SUMMARY

第一章總結(jié)8.ThecChapter1:SUMMARY

第一章總結(jié)9.Anorganizationisadeliberatearrangementofpeopletoaccomplishsomespecificpurpose.Organizationsarebecomingmoreopen,flexible,andresponsivetochanges.

組織是一個為了實(shí)現(xiàn)某個特定的目標(biāo)，對人員所做的精心安排。組織正變得更加開放、靈活，（能）更快地對變化做出反應(yīng)。理解和翻譯關(guān)鍵：

deliberatearrangementofpeopleto：特別這個“TO”狀語，與前面的關(guān)系。這里，根據(jù)中文習(xí)慣，狀語前移。常見錯誤：

組織：是對人的一種安排，但是需要人沒有翻譯正確。open,開放，不是公開responsivetochanges；許多人翻譯為：對環(huán)境的敏感性。但是，這里不僅敏感，特別強(qiáng)調(diào)快速反應(yīng)。37Chapter1:SUMMARY

第一章總結(jié)9.AnoChapter1:SUMMARY

第一章總結(jié)10.It’simportanttostudymanagementbecauseitisuniversal,therealityofworkisthatyouwilleithermanageorbemanaged,andtherearerewardsandchallengesinbeingamanager.因?yàn)楣芾矸浅Ｆ毡?，在?shí)際工作中，你不是管理者就是被管理者，而且要想成為管理者不僅有（高的）報酬還有挑戰(zhàn)，所以學(xué)習(xí)管理很重要。理解和翻譯的關(guān)鍵：either…..or;不是….就是….because….，后面所有的東西都是學(xué)習(xí)的理由。38Chapter1:SUMMARY

第一章總結(jié)10.It’本章全部結(jié)束39本章全部結(jié)束39管理學(xué)（Management,8th）（美）斯蒂芬.P.羅賓斯/瑪麗.庫爾特40管理學(xué)（Management,8th）（美）斯蒂芬.P.羅賓Chapter1INTRODUCTIONTOMANAGEMENTANDORGANIZATIONS管理和組織導(dǎo)論

41Chapter1INTRODUCTION2Learningoutline(學(xué)習(xí)要點(diǎn))whoaremanagers?explainhowmanagersdifferfromnonmanagerialemployees.Discusshowtoclassifymanagersinorganizations.whatismanagement?DefinemanagementExplainwhyeefficiency（效率）andeffectiveness（效果）areimportanttomanagement.Whatdomanagersdo?Describethebasicmanagementfunctions（管理職能）.ExplainMintzberg’smanagerialroles（角色）.DescribeKatz’sthreeessentialskills（技能）andhowtheimportanceofthesethreeskillschangesdependingonmanagers’jobs.42Learningoutline(學(xué)習(xí)要點(diǎn))whoareLearningoutline(學(xué)習(xí)要點(diǎn))Whatisanorganization?Describethecharacteristicsofanorganization.Explainhowtheconceptofanorganizationischanging.WhystudyManagement?Explaintheuniversityofstudyingmanagement.Discusswhyanunderstandingofmanagementisimportantevenifyoudon’tplantobeamanager.Describetherewardsandchallengesofbeingamanager.43Learningoutline(學(xué)習(xí)要點(diǎn))Whati一.WhoAreManagers?Manager（管理者）someonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoals。1.與他人一起工作；2.協(xié)調(diào)；3.實(shí)現(xiàn)組織目標(biāo)。changingnatureoforganizationsandworkhasblurredtheclearlinesofdistinctionbetweenmanagersandnon-managerialemployees。管理者與非管理者的界限，不再象傳統(tǒng)那么清晰了。44一.WhoAreManagers?Manager（管理WhoAreManagers?(cont.)ManagerialTitles（管理頭銜）First-linemanagers-managetheworkofnon-managerialindividualswhoaredirectlyinvolvedwiththeproductionorcreationoftheorganization’sproducts；一線管理者。Middlemanagers-allmanagersbetweenthefirst-linelevelandthetopleveloftheorganizationmanagethefirst-linemanagers；中層管理者。Topmanagers-responsibleformakingorganization-widedecisionsandestablishingtheplansandgoalsthataffecttheentireorganization；高層管理者，簡稱高管。45WhoAreManagers?(cont.)ManagOrganizationalLevels管理層次Non-managerialEmployeesTopManagersMiddleManagersFirst-lineManagers46OrganizationalLevels管理層次Non-m二.WhatIsManagement?Management（管理）theprocessof

coordinatingworkactivitiessothattheyarecompletedefficientlyandeffectivelywithandthroughotherpeople。elementsofdefinitionProcess-representsongoingfunctionsorprimaryactivitiesengagedinbymanagers。Coordinating

-distinguishesamanagerialpositionfromanon-managerialone。47二.WhatIsManagement?ManagemeWhatisManagement?(cont.續(xù))Management(cont.)elementsofdefinitionEfficiency

-gettingthemostoutputfromtheleastamountofinputs（投入-產(chǎn)出最大化），效率“doingthingsright”正確地做事。concernedwithmeansEffectiveness

-completingactivitiessothatorganizationalgoalsareattained（合目的性），效果“doingtherightthings”做正確的事。concernedwithends48WhatisManagement?(cont.續(xù))MEfficiencyandEffectivenessinManagementResourceUsageEfficiency(Means)GoalAttainmentEffectiveness(Ends)LowWasteHighAttainmentManagementStrivesFor:Lowresourcewaste(highefficiency，高效率)Highgoalattainment(higheffectiveness，高效果)49EfficiencyandEffectivenessi三.WhatDoManagersDo?3.1ManagementFunctionsandProcessmostusefulconceptualizationofthemanager’sjobPlanning-defininggoals,establishingstrategiesforachievingthosegoals,anddevelopingplanstointegrateandcoordinateactivities。計(jì)劃Organizing

-determiningwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaremade。組織Leading-directingandmotivatingallinvolvedpartiesanddealingwithemployeebehaviorissues。領(lǐng)導(dǎo)Controlling-monitoringactivitiestoensurethattheyaregoingasplanned?？刂?0三.WhatDoManagersDo?3.1ManaWhatDoManagersDo?(cont.)3.1ManagementFunctionsandProcess(cont.)Managementprocesssetofongoing（持續(xù)）decisionsandworkactivitiesinwhichmanagersengage（從事）astheyplan,organize,lead,andcontrol。managerialactivitiesareusuallydoneinacontinuousmanner。51WhatDoManagersDo?(cont.)3.WhatDoManagersDo?(cont.)3.2ManagementRoles

specificcategoriesofmanagerialbehaviorInterpersonal

-involvepeopleanddutiesthatareceremonialandsymbolicinnature；Informational-receiving,collecting,anddisseminating（分配）information；Decisional

-revolvearoundmakingchoices。emphasisthatmanagersgivetothevariousrolesseemstochangewiththeirorganizationallevel。52WhatDoManagersDo?(cont.)3.EXHIBIT1.4:MINTZBERG’SMANAGERIALROLES

（明茨伯格的管理角色理論）P10圖表EXHIBIT1.453EXHIBIT1.4:MINTZBERG’SMANAGWhatDoManagersDo?(cont.)3.3ManagementSkills（管理技能）Technical

-knowledgeofandproficiencyinacertainspecializedfield。專業(yè)技能。Human-abilitytoworkwellwithotherpeoplebothindividuallyandinagroup。人際技能。Conceptual-abilitytothinkandtoconceptualizeaboutabstractandcomplexsituations。概念技能。54WhatDoManagersDo?(cont.)3.EXHIBIT1.5:SKILLSNEEDEDATDIFFERENTMANAGEMENTLEVELS55EXHIBIT1.5:SKILLSNEEDEDATHowtheManager’sJobisChangingManagershavealwayshadtodealwithchangestakingplaceinsideandoutsidetheorganization.

這些變化包括：數(shù)字技術(shù)，安全威脅，組織和管理倫理，日益加劇的競爭（see,14）2.Themostsignificantchangesimpactonthemanagersjobaretheincreasingimportanceofcustomersandinnovation.

最重要的兩個因素是：顧客重要性和創(chuàng)新的重要性。56HowtheManager’sJobisChangHowtheManager’sJobisChanging3.Importanceofcustomerstothemanager’sjob

Everyorganizationneedscustomers.

Withoutcustomers,mostorganizationswouldceasetoexist.4.Importanceofinnovationtothemanager’sjob

Nothingismoreriskythannotinnovating.Thisisrightforallorganizations,whethertheyarehigh-techortraditionalones.

管理者需要創(chuàng)造一種鼓勵創(chuàng)新的工作氛圍和企業(yè)文化。57HowtheManager’sJobisChang四.WhatIsAnOrganization?Organization:adeliberatearrangementofpeopletoaccomplishsomespecificpurposeelementsofdefinitioneachorganizationhasadistinctpurposeeachorganizationiscomposedofpeopleallorganizationsdevelopsomedeliberatestructure58四.WhatIsAnOrganization?OrgWhatIsAnOrganization?

Exhibit1-9

CharacteristicsofOrganizationDistinctpurposeDeliberatestructurePeople59WhatIsAnOrganization?

Exhi四.WhatIsAnOrganization?組織的變化：today’sorganizationshaveadopted:flexibleworkarrangementsopencommunicationsgreaterresponsiveness（響應(yīng)）tochangesEXHIBIT1-10:THECHANGINGORGANIZATION（變化中的組織）60四.WhatIsAnOrganization?組織的6122WhyStudyManagement?5.1UniversalityofManagementmanagementisneededinalltypesandsizesoforganizationsatallorganizationallevelsinallworkareasinorganizationsinallcountriesaroundtheglobe.managementfunctionsmustbeperformedinallorganizationsconsequently,haveavestedinterest(極大的利益和興趣)inimprovingmanagement62WhyStudyManagement?5.1UnivEXHIBIT1-11:UNIVERSALNEEDFORMANAGEMENT（對管理的普遍需要）63EXHIBIT1-11:UNIVERSALNEEDFWhyStudyManagement?5.2Therealityofwork

youwilleitherbemanagerorbemanaged.

ifyouwanttobeamanager,managementprovideyouthebasistobuildyoumanagementskills;

ifyoudon’tbeamanager,

youarestilllikelytohavetoworkwithmanagers.64WhyStudyManagement?5.2TheWhyStudyManagement?(cont.)5.3RewardsofBeingaManageDoyouwanttobemanager?

Mostpeoplewillsay:yes!Then,whydoyouwanttobeamanager?whatthebenefitsare?whatthechallengesare?

Answerthesetwoquestions,pleasesee,P.19.65WhyStudyManagement?(cont.)5Chapterone:TheEnd本章內(nèi)容：over!Questions,please!66Chapterone:TheEnd本章內(nèi)容：overChapter1:SUMMARY

第一章總結(jié)1.Managerissomeonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoals.Thechangingnatureoforganizationsandworkhasalteredtheroleofmanagers.Theclearlineofdistinctionbetweenmanagersandnomanagerialemployeeshavebeenblurred.

管理者是通過協(xié)調(diào)他人的工作，與這些人一起工作，并通過他們,來實(shí)現(xiàn)組織目的的人。組織和工作的變動性已經(jīng)改變了管理者的角色。管理者和非管理人員之間（原本）清晰的界限已經(jīng)模糊。理解和翻譯關(guān)鍵：第一句，其中定語從句比較長，by狀語短語予以提前；常見錯誤：nature,性質(zhì)，而不是本質(zhì)。67Chapter1:SUMMARY

第一章總結(jié)1.ManagChapter1:SUMMARY

第一章總結(jié)2.Managementistheprocessofcoordinatingworkactivitiessothey’recompletedefficientlyandeffectivelywithandthroughotherpeople.

管理是協(xié)調(diào)工作活動的過程，（在這個過程中，管理者）與他人一起并通過他們，使工作有效率和有效果地完成。理解和翻譯的關(guān)鍵：

so….,引導(dǎo)的結(jié)果從句，這里的“they”是指：workactivities常見錯誤：

Management，是管理，不是“管理學(xué)”

efficientlyandeffectively:不能簡單地說：有效；必須說“有效率和有效果”；workactivities：工作中的活動，簡稱工作，不是“積極性”。68Chapter1:SUMMARY

第一章總結(jié)2.ManagChapter1:SUMMARY

第一章總結(jié)3.Efficiencyreferstogettingthemostoutputfromthelestinputs.Effectivenessisconcernedwithcompletingactivitiessothatorganizationalgoalsareattained.Efficiencyisconcernedwiththemeansofgettingthethingsdoneandeffectivenessisconcernedwiththeends.

效率指以最?。ㄉ伲┑耐度氆@得最大的產(chǎn)出。效果指完成工作以使組織目標(biāo)實(shí)現(xiàn)。效率關(guān)注做事的方法,而效果關(guān)注做的結(jié)果。理解和翻譯關(guān)鍵：

refers,concernedwith,是近意詞；attain:實(shí)現(xiàn)，達(dá)到；不是“完成means方法、手段、工具,ends，結(jié)果、目的”。69Chapter1:SUMMARY

第一章總結(jié)3.EfficChapter1:SUMMARY

第一章總結(jié)4.Planninginvolvesdefininganorganization’sgoalsandestablishingstrategiesandplanstoachievethosegoals.Organizingincludesdesigningastructuretocarryouttheplans.Leadinginvolvesmotivatingsubordinating，communicatingeffectively,anddealingwithemployeebehaviorissues.

計(jì)劃包括確定組織的(各種)目標(biāo),制定實(shí)現(xiàn)這些目標(biāo)的戰(zhàn)略和計(jì)劃.組織包括設(shè)計(jì)執(zhí)行這些計(jì)劃的(組織)機(jī)構(gòu)。領(lǐng)導(dǎo)涉及激勵下屬,對個人和團(tuán)隊(duì)（施加）影響,有效溝通,處理員工行為問題.理解和翻譯關(guān)鍵：沒有大的問題;主要錯誤：

defining：界定，確定；不是“定義”；Strategies：策略，戰(zhàn)略；這里主要指：戰(zhàn)略，不是策略Communicating:溝通，不是通訊。70Chapter1:SUMMARY

第一章總結(jié)4.PlChapter1:SUMMARY

第一章總結(jié)4（續(xù)）Finally,controllingincludesmonitoring,comparing,andcorrectingtheorganization’sperformance.Theprocessofmanagementreferstotheideathatmanagementconsistsofasetofongoingdecisionsandactionsinwhichmanagersengageastheyplan,organize,leadandcontrol.

最后是控制,包括對組織業(yè)績的監(jiān)督、比較和糾正。管理過程是指這樣一種觀念：管理由一系列持續(xù)不斷的決策和行動組成，在這個過程中，管理者開展計(jì)劃、組織、領(lǐng)導(dǎo)和控制工作。理解和翻譯的關(guān)鍵：從句的正確理解。常見問題：performance：業(yè)績ongoing：持續(xù)進(jìn)行decisionsandactions：做出決策并采取行71Chapter1:SUMMARY

第一章總結(jié)4（續(xù)）FinChapter1:SUMMARY第一章總結(jié)

5.Hery.Mintzbergconcludedthatmanagersperform10differentrolesorbehaviors.Heclassifiedthemintothreesets.Onesetisconcernedwithinterpersonalrelationships(figurehead,leader,liaison).Thesecondisrelatedtothetransferofinformation(monitor,disseminator,spokesperson).thethirdsetdealswithdecisionmaking(entrepreneur,disturbanceh