Management

Prof. Wang Bing

College of Public Administrationwbyf@mail.hust.edu.cn

15327259146

contents

• Part one, introduction– Chapter 1, introduction to management and organization– Chapter 2, management yesterday and today

• Part two, defining the manager’s terrain– Chapter 3, organizational culture and environment: the constrain

ts– Chapter 4, managing in a global environment– Chapter 5, social responsibility and manageiral ethics

• Part three, planing– Chapter 6, decision making: the essence of the manager’s job– Chapter 7, foundations of planning– Chapter 8, strategic management– Chapter 9, planning and techniques

• Part four, organizing– Chapter 10, organizational structure and design– Chapter 11, communication and information technolo

gy– Chapter 12, human resource management– Chapter 13, managing change and innovation

• Parter five, leading– Chapter 14, foundations of behavior– Chapter 15, understanding groups and teams– Chapter 16, mativating employees– Chapter 17, leatership

• Part six, controlling– Chapter 18, foundation of control– Chapter 19, operations and value chain

management

In-text learning aids

• Learning outline, learning review, and learning summary

• Thinking about management issues• Working together: team-based exercise• Thinking critically about ethics• Ethical dilemma exercise• Case application and question• Key tems• Think more about China• Differentiate public and private management

Chapter 1introduction to management and

organization

Universality of management

• Anybody– They may be under the age of 18 or over 80.

They run large corporations as well as entrepreneurial start-ups.

• Any organizations– They are found in government departments,

hospitals, small businesses, non-for-profit agencies, museums, schools, and even nontraditional organizations as political campaigns and consumer cooperatives.

Who are managers?

• Managers and nonmanagerial employees.

• Manager: someone who coordinats and oversees the work of other people so that organizational goals can be accomplished.

• A manager’s job is not about personal achievement----it is about helping others do their work.

Managerial level

Nonmanagerial employees

First-line manager

middle manager

Top

manager

Give me a example in your class, university, government.

Coordinating and oversee. But management does not mean that managers can do what they want anytime, anywhere, or in any way.

Effectiveness and efficiency

Resource Usage

Low waste

Goal attainment

High attainment

management

Good management: profit, cost, market occupation, growth, etc. how about government?

Doing the things right.

Doing the right things.

Management functions

Planning Organizing Leading Controlling

What did your monitor do these functions?

Any other functions?

Management roles

• Interpersonal – Figurehead– Leader– Liaison

• Informational– Monitor– Disseminator– Spokesperson

• Decisional– Entrepreneur– Disturbance handler– Resource allocator– Negotiator

Can you give me some examples when you were monitor or minister, or as an observer?

Management skill

• Technical skills– Job-specific knowledge and techniques.

• Human skills – Work well with other people.

• Conceptual skills– Think and conceptualize about abstract and complex

situations.

• Do you have these skills? Who has these skills? Think about Mao Zedong, Deng Xiaoping, or some one you know well?

How the manager’s job is changing?

• Changing technology (digitization).• Increased security threats.• Increased emphasis on ethics.• Increased competitiveness.

• Can you give me some examples and your undersdanding?

• Are there any special features for China?

Organization

Distinct purposeDeliberatvie

structure

People

From small to big: family, class, college, university, restaurant, company, local and central government, …

Are there any managenment for an individual?

Are passengers in a bus an organization?

Difference between for-profit and non-profit-organization.

The changing organization• Traditional organization

– Stable– Inflexible– Job-focused– Work is defined by job positions– Individual oriented– Permanent jobs– Command-oriented– Managers always make decision– Rule-oriented– Relatively homogeneous workforc

e– Workdays defined as 9-5– Hierarchical relationships– Work at oranizational facility durin

g specific hours

• Contemporary organization– Dynamic– Flexible– Skill-focused– Work is defined in terms of tasks to b

e done– Team-oriented– Temporary jobs– Involvenment-oriented– Employee participate in decision mak

ing– Customer-oriented– Diverse workforce– Workdays have no time boundaries– Lateral and networked relationships– Work anywhere, anytime

Can you give me some example in this college?

Why study management? Importance!!!

• Universality of management and organization– All size– All type– All level– All area

• Reality of work• Rewards and challenges

• Howerer, these does NOT mean that anybody need to be a manager.

• Management ≠ success.