罗宾斯管理学双语教学讲稿1.docVIP

one 1. INTRODUCTION. The concept of management and managers is introduced in this chapter. Five questions are addressed: A. Who are managers? B. What is management? C. What do managers do? D. What is an organization, and how is the concept of an organization changing? E. Why study management? 2. WHO ARE MANAGERS? The changing nature of organizations and work has blurred the clear lines of distinction between managers and non-managerial employees. Many workers’ jobs now include managerial activities. Definitions used in the past no longer work. How do we define a manager? A manager is an organizational member who works with and through other people by coordinating their work activities in order to accomplish organizational goals. However, keep in mind that managers may have other work duties not related to integrating the work of others. Managers can be classified by their level in the organization, particularly for traditionally structured organizations (those shaped like a pyramid). (See Exhibit?1.1) First-line managers are the lowest level of management. They’re often called supervisors. Middle managers include all levels of management between the first-line level and the top level of the organization. Top managers include managers at or near the top of the organization who are responsible for making organization wide decisions and establishing the plans and goals that affect the entire organization. 3. WHAT IS MANAGEMENT? Management refers to the process of coordinating and integrating work activities so that they’re completed efficiently and effectively with and through other people. The process refers to the ongoing functions or primary activities engaged in by managers. Coordinating others’ work activities is what distinguishes a manager’s job from a non-managerial one. Efficiency is getting the most output from the least amount of inputs, the goal of which is to minimize resource costs. (See Exhibit 1.2.) Effectiveness is completing activities so