首页 罗宾斯管理学读书笔记一

罗宾斯管理学读书笔记一

举报
开通vip

罗宾斯管理学读书笔记一罗宾斯管理学读书笔记一Chapter1IntroductiontomanagementandorganizationsWhoaremanagers?Amanagerissomeonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.Howdowedefinewhomanagersare?Wehavefirst-linemanagers,thelowestlevelofmanagement,m...

罗宾斯管理学读书笔记一
罗宾斯管理学读书笔记一Chapter1IntroductiontomanagementandorganizationsWhoaremanagers?Amanagerissomeonewhocoordinatesandoverseestheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.Howdowedefinewhomanagersare?Wehavefirst-linemanagers,thelowestlevelofmanagement,managetheworkofnonmanagerialemployeeswhotypicallyareinvolvedwithproducingtheorganization'productsorservicingtheorganizationscustomers.First-linemanagersoftenhavethetitleofsupervisor,buttheymayalsocalledshiftmanagers,districtmanagers,departmentmanagers,officemanagers,orevenforeperson.Middlemanagersincludealllevelsofmanagementbetweenthefirstlevelandthetopleveloftheorganization.Thesemanagersmanagetheworkoffirst-linemanagersandmayhavetitlessuchasregionalmanager,projectleader,plantmanager,ordivisionmanager.Atorneartheupperlevelsoftheorganizationalstructurearethetopmanagers,whoareresponsibleformakingorganization-widedecisionsandestablishingtheplansandgoalsthataffecttheentireorganization.Theseindividualstypicallyhavetitlessuchasexecutivevicepresident,president,managingdirector,chiefoperatingofficer,chiefexecutiveofficer,orchairperson.Whatismanagement?Managementinvolvescoordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompletedefficientlyandeffectively.Efficiencyreferstogettingthemostoutputfromtheleastamountofinputs.Effectivenessisoftendescribedasdoingthingsright,thatis,notwastingresources.Whatdomanagersdo?Managementresearchershave,aftermanyyearsofstudy,developedthreespecificcategorizationschemestodescribewhatmanagersdo:functions,roles,andskills.ManagementfunctionsPlanning:managersdefinegoals,establishstrategiesforachievingthosegoals,anddevelopplanstointegrateandcoordinateactivities.Organizing:managersareresponsibleforarrangingandstructuringworktoaccomplishtheorganization'goals.Leading:managersmotivatesubordinate,helpresolveworkgroupconflicts,influeneeindividualsorteamsastheywork,selectthemosteffectivecommunicationchannel,ordealinanywaywithemployeebehaviorissues.Controlling:managershavetomonitor,compareandcorrecteverythingthatisdeviating.Managementroles'productsorThetermmanagementrolesreferstospecificcategoriesofmanagerialbehavior.Interpersonalrolesarerolesthatinvolvepeopleandotherdutiesthatareceremonialsymbolicinnature.Thethreeinterpersonalrolesincludefigurehead,leader,andliaison.Informationalrolesinvolvecollecting,receiving,anddisseminatinginformation.Thethreeinformationalrolesaremonitor,disseminator,andspokesperson.Decisionalrolesentailmakingdecisionsorchoices.Thefourdecisionalrolesareentrepreneur,disturbaneehandler,resourceallocator,andnegotiator.ManagementskillsTechnicalskillsarethejob-specificknowledgeandtechniquesneededtoproficientlyperformspecifictasks.Theseskillstendtobemoreimportantforlower-levelmanagersbecausetheytypicallyaremanagingemployeeswhoaresuingtoolsandtechniquestoproducetheorganizationservicetheorganization'customers.Humanskillsinvolvetheabilitytoworkwellwithotherpeoplebothindividuallyandinagroup.Becausemanagersdealdirectlywithpeople,theseskillsareessentialandequallyimportantatalllevelsofmanagement.Conceptualskillsaretheskillsmanagersusetothinkandtoconceptualizeaboutabstractandcomplexsituations.Usingtheseskills,managersmustseetheorganizationasawhole,understandtherelationshipsamongvarioussubunits,andvisualizehowtheorganizationfitsintoitsbroaderenvironment.Howthemanager'jobischangingChangesChangingtechnology(digitization)IncreasedsecuritythreatsIncreasedemphasisonorganizationalandmanagerialethicsIncreasedcompetitivenessImpactofchangesShiftingorganizationalboundariesVirtualworkplacesMoremobileworkforceFlexibleworkarrangementsEmpoweredemployeesRiskmanagementWorklife-personallifebalaneeRestructuredworkplaceDiscriminationconcernsGlobalizationconcernsEmployeeassistaneeRedefinedvaluesRebuildingtrustIncreasedaccountabilityCustomerserviceInnovationGlobalizationEfficiency/productivityWhatisanorganization?Anorganizationisadeliberatearrangementofpeopletoaccomplishsomespecificpurpose.BecomingamanagerKeepupwithcurrentbusinessnews.Readbooksaboutgoodandbadexamplesofmanaging.Rememberthatoneofthethingsgoodmanagersdoisdiscoverwhatisuniqueabouteachpersonandcapitalizeonit.KeepinmindthesimpleadviceofthelatePeterDrucker,whohasbeencalledthemostinfluentialmanagementthinkerofthetwentiethcentury:managementisaboutpeople.Workonyoursoftskills—workethic,communications,informationgathering,andpeopleskills.Thesearewhatemployersciteasthemostimportantfactorsforgettingjobs.Observemanagersandhowtheyhandlepeopleandsituations.7.Talkactualmanagersabouttheirexperiences—goodandbad.8.Getexperienceinmanagingbytakingonleadershiprolesinstudentorganizations.9.Startthinkingaboutwhetheryou'enjoybeingamanager..
本文档为【罗宾斯管理学读书笔记一】,请使用软件OFFICE或WPS软件打开。作品中的文字与图均可以修改和编辑, 图片更改请在作品中右键图片并更换,文字修改请直接点击文字进行修改,也可以新增和删除文档中的内容。
该文档来自用户分享,如有侵权行为请发邮件ishare@vip.sina.com联系网站客服,我们会及时删除。
[版权声明] 本站所有资料为用户分享产生,若发现您的权利被侵害,请联系客服邮件isharekefu@iask.cn,我们尽快处理。
本作品所展示的图片、画像、字体、音乐的版权可能需版权方额外授权,请谨慎使用。
网站提供的党政主题相关内容(国旗、国徽、党徽..)目的在于配合国家政策宣传,仅限个人学习分享使用,禁止用于任何广告和商用目的。
下载需要: 免费 已有0 人下载
最新资料
资料动态
专题动态
is_808969
暂无简介~
格式:doc
大小:14KB
软件:Word
页数:0
分类:
上传时间:2020-07-18
浏览量:1