Management Prof. Wang Bing College of Public Administration [email protected] 15327259146.

17
Management Prof. Wang Bing College of Public Administration [email protected] 15327259146

Transcript of Management Prof. Wang Bing College of Public Administration [email protected] 15327259146.

Page 1: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

Management

Prof. Wang Bing

College of Public [email protected]

15327259146

Page 2: Management Prof. Wang Bing College of Public Administration wbyf@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

Page 3: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

• 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

Page 4: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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

management

Page 5: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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

Page 6: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

Chapter 1introduction to management and

organization

Page 7: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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.

Page 8: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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.

Page 9: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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.

Page 10: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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.

Page 11: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

Management functions

Planning Organizing Leading Controlling

What did your monitor do these functions?

Any other functions?

Page 12: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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?

Page 13: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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?

Page 14: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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?

Page 15: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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.

Page 16: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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?

Page 17: Management Prof. Wang Bing College of Public Administration wbyf@mail.hust.edu.cn 15327259146.

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.