-管理概述.ppt

* * * * Most experts on the subject of management endorse the concept of four basic interdependent management functions. Planning consists of several elements: defining an organization’s goals, establishing a strategy to achieve them, and developing a structure to coordinate goal achievement activities. Organizing includes determining what tasks will be done, who will do them, how the tasks will be grouped, who will report to whom, and where decisions will be made. Leading involves motivating employees, directing the activities of others, selecting effective communication channels, and resolving conflicts. Controlling includes monitoring the organization’s performance, comparing it with previously set goals, and correcting deviations to keep the organization on course. * * * * * We can categorize organizational members in two ways. Operatives work directly on a job or task and have no responsibility for overseeing the work of others. Managers direct the activities of other people in the organization. Usually classified as top, middle, or first-line, managers supervise both operative and lower-level managers. First-line managers supervise the day-to-day activities of operative employees. Middle managers represent the level of management between first-line managers and top management. These managers translate the goals of top management into specific details that lower-level managers can perform. Top managers make decisions about the direction of the organization and set policies that affect all organizational members. * In the 1960s, Henry Mintzberg concluded that managers perform ten roles that can be grouped around three themes: interpersonal relationships, information transfer, and decision making. Managers perform three types of interpersonal roles: ? Figureheads perform ceremonial or symbolic roles. ? Leaders train, motivate, and discipline employees. ? Liaisons contact external information sources. Managers perform three types of informational roles