Management 1&2 (HRM 211/212 Spring 2018) 管理学 Planning 计划. Leading 领导

Transcription

1 1 Management 1&2 (HRM 211/212 Spring 2018) 管理学 Planning 计划 Organising 组织 Leading 领导 Controlling 控制 Please bring a notebook and pen to every meeting, and be ready to write down anything you really want to remember!

2 2 Course Instructor & Office Hours Lecturer: Clemens Hofmeister Transfer Abroad Undergraduate Programme Henan University of Technology Office: Room Office Hours: Monday - Friday 11.30am 12.00pm I am always available both before and after class. Additional appointments can be arranged individually. Please me in advance and join our Wechat-group!

3 3 Times and Rooms (05-30 March 2018) HRM 211/212 Monday 8.30am 11.30am (Location: 4239) Tuesday 8.30am 11.30am (Location: 4239) Wednesday 8.30am 11.30am (Location: 4239) Thursday 8.30am 11.30am (Location: 4239) Friday 8.30am 11.30am (Location: 4239) Tutorials HRM 211/212 Monday 2.30pm 3.30pm (Location: 6146) Tuesday 2.30pm 3.30pm (Location: 6146) Wednesday 2.30pm 3.30pm (Location: 6146) Thursday 2.30pm 3.30pm (Location: 6146) Friday 2.30pm 3.30pm (Location: 6146)

4 4 Reading Robbins, S., et al. (2017); Management; 14th edition; Pearson Education Limited (ISBN: ) Please note: The textbook will form a foundation of the course but there will be some material covered in the course that is not in the text.

5 5 Supplementary Reading Kinicki, A. (2017), Management: A Practical Introduction, 8th edition, McGraw-Hill (ISBN: )

6 6 Online Course Materials ( 下载区 ) Lecture notes and presentations as well as copies of the course book and selected readings will be available in the University Library and can be downloaded here:

7 7 Assessment Attendance: Students must attend 75% of lectures given in English for 211 and 212 to be eligible for assessment of Management 1 & 2. Management 1: 2,500-word written assignment [100% of 211; 50% when scores are combined: 211 (50%) (50%)] Management 2: 2 hour Final Exam [100% of 212; 50% when scores are combined: 211 (50%) (50%) ] Regular attendance at course meetings, tutorials and related events is expected of all students! No extra-credit projects will be given at any time during the course! Exam Date Final Exam 30 March 2018 (8.30am) Part A (20 Marks): Multiple Choice Questions; Part B (40 Marks): Application Questions; Part C (40 Marks): Short Answer Questions.

8 8 Grading Scale Percentage Classification % Pass, 1st Class 60 69% Pass, 2nd Class Upper Division 50 59% Pass, 2nd Class Lower Division 40 49% Pass, 3rd Class 0 39% FAIL

9 9 Classroom Back-channel Chat

10 10 Required Readings --- Coursebook Sections: (pp ) Management History Module (pp )

11 Chapter 1: The Exceptional Manager What You Do & How You Do It 11

12 12 Qualities & Characteristics of a Good Manager? Steve Jobs 彭蕾 马化腾 Indra Nooyi 马云 田文化 Elon Musk Pep Guardiola

13 13 Learning Objectives After completing this chapter, students will be able to: Tell who managers are and where they work. Know how to manage your time. Explain why managers are important to organisations. Describe the functions, roles, and skills of managers. Develop your skill at being politically aware. Describe the factors that are reshaping and redefining the manager s job. Explain the value of studying management.

14 14 Who is a Manager? Someone who coordinates and oversees the work of other people so that organisational goals can be accomplished!

15 15 Levels of Management In traditionally structured organisations, managers can be classified as first-line, middle, or top.

16 16 Classifying Managers First-Line Managers: manage the work of nonmanagerial employees Middle Managers: manage the work of first-line managers Top Managers: responsible for making organisationwide decisions and establishing plans and goals that affect the entire organisation

17 17 Where do managers work? Organisation: A deliberate arrangement of people to accomplish some specific purpose

18 18 Characteristics of Organisations The three common characteristics of organisations: distinct purpose, deliberate structure, and people.

19 19 Why are managers important? Organisations need their managerial skills and abilities now more than ever Managers are critical to getting things done Managers do matter to organisations

20 20 What do managers do? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

21 21 Efficiency and Effectiveness Efficiency: doing things right getting the most output from the least amount of input Effectiveness: doing the right things attaining organisational goals

22 22 Efficiency and Effectiveness in Management Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organisational goals.

23 23 Management Functions Planning: Defining goals, establishing strategies to achieve goals, and developing plans to integrate and coordinate activities Organising: Arranging and structuring work to accomplish organisational goals Leading: Working with and through people to accomplish goals Controlling: Monitoring, comparing, and correcting work

24 Four Functions of Management 24

25 25 Mintzberg s Managerial Roles and a Contemporary Model of Managing Roles: specific actions or behaviours expected of and exhibited by a manager Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision-making

26 26 Types of Roles Interpersonal Figurehead, leader, liaison Informational Monitor, disseminator, spokesperson Decisional Entrepreneur, disturbance handler, resource allocator, negotiator

27 27 What types of skills do managers need? Technical skills Knowledge and proficiency in a specific field Human skills The ability to work well with other people Conceptual skills The ability to think and conceptualise about abstract and complex situations concerning the organisation

28 Skills needed at different managerial levels 28

29 Important Managerial Skills 29

30 Important changes facing managers 30

31 31 Focus on the customer Without customers, most organisations would cease to exist Managing customer relationships is the responsibility of all managers and employees Consistent, high-quality customer service is essential

32 32 Focus on technology Managers must get employees on board with new technology Managers must oversee the social interactions and challenges involved in using collaborative technologies

33 33 Focus on social media Social media: forms of electronic communication through which users create online communities to share ideas, information, personal messages, and other content

34 34 Focus on innovation Innovation: exploring new territory, taking risks, and doing things differently

35 35 Focus on sustainability Sustainability: a company s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies

36 36 Focus on the employee Treating employees well is not only the right thing to do, it is also good business

37 37 The Universality of Management The reality that management is needed in all types and sizes of organisations, at all organisational levels, in all organisational areas, and in organisations no matter where located

38 Universal Need for Management 38

39 39 The reality of work When you begin your career, you will either manage or be managed.

40 40 Challenges of being a manager Can be a thankless job May entail clerical type duties Managers also spend significant amounts of time in meetings and dealing with interruptions Managers often have to deal with a variety of personalities and have to make do with limited resources

41 41 Rewards of being a manager Responsible for creating a productive work environment Recognition and status in your organisation and in the community Attractive compensation in the form of salaries, bonuses, and stock options

42 Rewards and challenges of being a manager 42

43 43 Review Learning Objective 1.1 Tell who managers are and where they work: Managers coordinate and oversee the work of other people so that organisational goals can be accomplished. Managers work in an organisation, which is a deliberate arrangement of people to accomplish some specific purpose.

44 44 Review Learning Objective 1.2 Explain why managers are important to organisations: Organisations need their managerial skills and abilities in uncertain, complex, and chaotic times. Managers are critical to getting things done in organisations. Managers contribute to employee productivity and loyalty.

45 45 Review Learning Objective 1.3 (1 of 3) Describe the functions, roles, and skills of managers: Management involves coordinating and overseeing the efficient and effective completion of others work activities. The four functions of management include planning, organising, leading, and controlling.

46 46 Review Learning Objective 1.3 (2 of 3) Mintzberg s managerial roles include: Interpersonal, involve people and other ceremonial/symbolic duties (figurehead, leader, and liaison) Informational, collecting, receiving, and disseminating information (monitor, disseminator, and spokesperson) Decisional, making choices (entrepreneur, disturbance handler, resource allocator, and negotiator)

47 47 Review Learning Objective 1.3 (3 of 3) Katz s managerial skills include: Technical (job-specific knowledge and techniques) Human (ability to work well with people) Conceptual (ability to think and express ideas)

48 48 Review Learning Objective 1.4 Describe the factors that are reshaping and redefining the manager s job: Managers must be concerned with: Customer service because employee attitudes and behaviours play a big role in customer satisfaction Technology as it impacts how things get done in organisations Social media because these forms of communication are becoming important and valuable tools in managing Innovation because it is important for organisations to be competitive Sustainability as business goals are developed Employees in order for them to be more productive

49 49 Review Learning Objective 1.5 Explain the value of studying management: The universality of management managers are needed in all types and sizes of organisations The reality of work you will manage or be managed Significant rewards and challenges

50 Chapter 1: Management History 50

51 51 Learning Objectives After completing this chapter, students will be able to: Describe some early management examples. Explain the various theories in the classical approach. Discuss the development and uses of the behavioural approach. Describe the quantitative approach. Explain various theories in the contemporary approach.

52 52 Early Management The Egyptian pyramids and the Great Wall of China are proof that projects of tremendous scope, employing tens of thousands of people, were completed in ancient times.

53 53 Job specialisation In 1776 Adam Smith published The Wealth of Nations Division of labour (job specialisation): the breakdown of jobs into narrow and repetitive tasks

54 54 Industrial Revolution Industrial revolution: a period during the late eighteenth century when machine power was substituted for human power, making it more economical to manufacture goods in factories than at home.

55 Major approaches to management 55

56 56 Classical Approach Classical approach: first studies of management, which emphasised rationality and making organisations and workers as efficient as possible

57 57 Scientific Management Scientific management: an approach that involves using the scientific method to find the one best way for a job to be done

58 Taylor s Scientific Management Principles 58

59 59 Frank and Lillian Gilbreth Therbligs: a classification scheme for labelling basic hand motions

60 60 General Administrative Theory General administrative theory: an approach to management that focuses on describing what managers do and what constitutes good management practice

61 61 Henri Fayol Principles of management: fundamental rules of management that could be applied in all organisational situations and taught in schools

62 Fayol s 14 Principles of Management (1 of 2) 62

63 Fayol s 14 Principles of Management (2 of 2) 63

64 64 Max Weber Bureaucracy: a form of organisation characterised by division of labour, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships

65 Characteristics of Weber s Bureaucracy 65

66 66 Behavioural Approach Organisational behaviour (OB): the study of the actions of people at work

67 Early Organisational Behaviour Advocates 67

68 68 Hawthorne Studies Hawthorne studies: a series of studies during the 1920s and 1930s that provided new insights into individual and group behaviour

69 69 Quantitative Approach Quantitative approach (management science): the use of quantitative techniques to improve decisionmaking

70 70 Total Quality Management Total quality management (TQM): a philosophy of management that is driven by continuous improvement and responsiveness to customer needs and expectations

71 What is Quality Management? 71

72 72 Contemporary Approaches System: a set of interrelated and interdependent parts arranged in a manner that produces a unified whole Closed systems: systems that are not influenced by and do not interact with their environment Open systems: systems that interact with their environment

73 Organisation as an Open System 73

74 74 Contingency Approach Contingency approach: a management approach that recognises organisations as different, which means they face different situations (contingencies) and require different ways of managing

75 Popular Contingency Variables 75

76 76 Review Learning Objective 1.1 Describe some early management examples: Early examples of management practice include the construction of the Egyptian pyramids and the Great Wall of China. One important historical event was the publication of Adam Smith s Wealth of Nations, in which he argued the benefits of division of labour (job specialisation). Another was the industrial revolution, where it became more economical to manufacture in factories than at home.

77 77 Review Learning Objective 1.2 Explain the various theories in the classical approach: Frederick W. Taylor The Gilbreths Henri Fayol Max Weber

78 78 Review Learning Objective 1.3 Discuss the development and uses of the behavioural approach: Early advocates of OB The Hawthorne Studies

79 79 Review Learning Objective 1.4 Describe the quantitative approach: The quantitative approach Total quality management (TQM)

80 80 Review Learning Objective 1.5 Explain various theories in the contemporary approach: Systems approach Contingency approach