Chapter 1 Managers and Managing
第 1 章 管理者和管理
Describe what management is, why management is important, what managers do, and how managers use organizational resources efficiently and effectively to achieve organizational goals.
描述什么是管理、为什么管理很重要、管理者做什么以及管理者如何有效地利用组织资源来实现组织目标。
Distinguish among planning, organizing, leading, and controlling (the four principal managerial tasks), and explain how managers’ ability to handle each one affects organizational performance.
区分计划、组织、领导和控制(四项主要管理任务),并解释管理者处理每一项的能力如何影响组织绩效。
Differentiate among three levels of management, and understand the tasks and responsibilities of managers at different levels in the organizational hierarchy.
区分三个级别的管理,并了解组织层次结构中不同级别的经理的任务和职责。
Distinguish among three kinds of managerial skill, and explain why managers are divided into different departments to perform their tasks more efficiently and effectively.
区分三种管理技能,并解释为什么管理者被划分为不同的部门以更有效地执行任务。
Discuss some major changes in management practices today that have occurred as a result of globalization and the use of advanced information technology (IT).
讨论当今管理实践中的一些重大变化,这些变化是由于全球化和高级信息技术 (IT) 的使用而发生的。
Discuss the principal challenges managers face in today’s increasingly competitive global environment.
讨论管理者在当今竞争日益激烈的全球环境中面临的主要挑战。
Keyword: Organizations, Manager, Managerment, Resources, Organizational Performance, Efficiency, Effectiveness, Planning, Organizing, Leading, Controlling, Managerial Roles, Department, First-line manager, Middle managers, Top managers, Conceptual Skills, Human Skills, Technical Skills, Core Competency, Restructuring, Outsourcing, Empowermrnt, Innovation, Turnaround Management
关键词: 组织, 管理者, 管理者, 资源, 组织绩效, 效率, 有效性, 规划, 组织, 领导, 控制, 管理角色, 部门, 一线经理, 中层管理者, 高层管理者, 概念技能, 人际技能, 技术技能, 核心竞争力, 重组, 外包, 赋权, 创新, 周转管理
What is manage?
什么是管理?
Finding effective ways for managers to manage in organizations
寻找管理者在组织中的有效管理.
Organizations 组织
Organizations are collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired future outcomes.
组织是人们的集合,他们一起工作并协调他们的行动以实现各种目标或期望的未来结果。
All managers work in organizations.
所有经理都在组织中工作。
Managers 管理者
Managers are the people responsible for supervising the use of an organization’s resources to meet its goals.
经理是负责监督组织资源使用以实现其目标的人员。
Regardless of how we view managers, they all share important characteristics.
无论我们如何看待经理,他们都有重要的特征。
First, they all work in organizations.
首先,他们都在组织中工作。
Second, they are the people responsible for supervising and making the most of an organization’s human and other resources to achieve its goals.
其次,他们是负责监督和充分利用组织的人力和其他资源来实现其目标的人。
They must have an understanding of the organization, finance, communication, and the specific market.
他们必须了解组织、财务、沟通和特定市场。
Management 管理
管理管理
Management includes the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficiently.
管理包括规划、组织、领导和控制人力和其他资源,以有效和高效地实现组织目标。
It involves both problem-solving and decision-making.
它涉及解决问题和决策。
Management is about the organization – how to focus tasks.
管理是关于组织的 – 如何集中任务。
Mangers are about motivating and inspiring their subordinates.
经理是关于激励和启发他们的下属的。
Resources 资源
资源 资源
Include assets such as:
包括以下资产:
People and their skills, know-how, and experience.
人员及其技能、专业知识和经验。
Machinery.
机械。
Raw materials.
原材料。
Computers and information technology.
计算机和信息技术。
Patents, financial capital, and loyal customers and employees.
专利、财务资本以及忠诚的客户和员工。
Achieving High Performance: A Manager’s Goal
实现高绩效:经理的目标
Organizational performance 组织绩效
A measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals
衡量管理者如何高效地利用可用资源来满足客户并实现组织目标
One of the most important goals that organizations and their members try to achieve is to provide some kind of good or service that customers value or desire.
组织及其成员试图实现的最重要目标之一是提供客户重视或渴望的某种商品或服务。
It takes a balance of the quality needs of customers against the pressure to be cost-effective.
它需要在客户的质量需求与成本效益的压力之间取得平衡。
Efficiency 效率
效率 效率
A measure of how well or how productively resources are used to achieve a goal
衡量资源用于实现目标的程度或生产力
衡定一定目标下,资源被利用情况和产出能力的尺度。
衡定一定目标下,资源被利用情况和产出能力的尺度。
Effectiveness 效果
A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals
衡量组织所追求的目标的适当性以及组织实现这些目标的程度的指标
衡量组织所追求目标的适宜性和组织目标实现程度的一个尺度
Efficiency, Effectiveness, and Performance in an Organization
组织中的效率、有效性和绩效
Efficiency, Effectiveness, and Performance in an Organization
组织中的效率、有效性和绩效
Organizational performance is a measure of how efficiently and effectively managers
组织绩效是衡量管理者效率和效果的指标
use available resources to satisfy customers and achieve organizational goals.
利用可用资源来满足客户并实现组织目标。
Organizational performance increases in direct proportion to increases in efficiency and effectiveness.
组织绩效的提高与效率和有效性的提高成正比。
Why Study Management?
为什么选择 Study Management?
The more efficient and effective use of scarce resources that organizations make of those resources, the greater the relative well-being and prosperity of people in that society.
组织对稀缺资源利用得越有效,该社会中人们的相对福祉和繁荣就越大 。
Helps people deal with their bosses and coworkers
帮助人们与老板和同事打交道
Opens a path to a well-playing job and a satisfying career
开辟通往一份好工作和令人满意的职业的道路
Individuals generally learn through personal experience or the experiences of others.
个人通常通过个人经验或他人的经验来学习。
The economic benefits of becoming a good manager are also impressive. In the United States, general managers earn a median wage of $99,310 with a projected growth rate in job openings of 5 % to 9% between now and 2026.
成为一名优秀的经理的经济利益也令人印象深刻。在美国,总经理的工资中位数为 99,310 美元,预计从现在到 5 年,职位空缺的增长率为 9% 至 2026%。
Learning management principles can help you make good decisions in nonwork contexts.
学习管理原则可以帮助您在非工作环境中做出正确的决策。
Because managers decide how to use many of a society’s most valuable resources, they directly impact the well-being of a society and the people in it. Understanding what managers do and how they do it is of central importance to understanding how a society creates wealth and affluence for its citizens.
因为管理者决定如何使用社会中最宝贵的资源,所以他们直接影响到社会和其中人们的福祉。了解管理者做什么以及他们如何做,对于了解一个社会如何为其公民创造财富和富裕至关重要。
Studying management reveals how to understand other people at work and make decisions and take actions that win the attention and support of the boss and coworkers, solve conflicts between them, achieve team goals, and, thus, increase performance.
学习管理揭示了如何理解工作中的其他人,并做出决策并采取行动赢得老板和同事的关注和支持,解决他们之间的冲突,实现团队目标,从而提高绩效。
Four Task of Management
管理的四大任务
Planning
规划:
Choose appropriate organizational goals and courses of action to best achieve those goals.
选择适当的组织目标和行动方案,以最好地实现这些目标。
Organizing
组织:
Establish task and authority relationships that allow people to work together to achieve organization goals.
建立任务和权限关系,使人们能够协同工作以实现组织目标。
Leading
主导:
Motivate, coordinate, and energize individuals and groups to work together to achieve organizational goals.
激励、协调和激励个人和团体共同努力实现组织目标。
Controlling
控制:
Establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals
建立准确的衡量和监控系统,以评估组织实现其目标的程度
4.Steps in the Planning Process
4.规划过程中的步骤
Deciding which goals the organization will pursue
决定组织将追求的目标
Deciding what strategies to adopt to attain those goals
决定采用哪些策略来实现这些目标
Deciding how to allocate organizational resources.
决定如何分配组织资源。
Managers identify and select appropriate organizational goals and develop strategies for how to achieve high performance.
管理者确定和选择适当的组织目标,并制定如何实现高绩效的战略。
The outcome of planning is a strategy, a cluster of decisions about what goals to pursue, what actions to take, and how to use resources to achieve goals.
规划的结果是一种策略,是关于追求什么目标、采取什么行动以及如何使用资源来实现目标的一系列决策。
Planning strategy is complex and difficult, especially because planning is done in the midst of uncertainty, when the result is unknown, so that either success or failure is a possible outcome of the planning process.
规划策略是复杂和困难的,特别是因为规划是在不确定性中完成的,当结果未知时,因此成功或失败都是规划过程的可能结果。
5.Organizing
5.组织
Organizing involves grouping people into departments according to the kinds of job-specific tasks they perform.
组织涉及根据人员执行的特定工作任务的类型将人员分组到部门中。
Managers lay out lines of authority and responsibility
管理者布置了权力和责任线
Decide how best to organize resources, particularly human resources
决定如何最好地组织资源,尤其是人力资源
Organizing 组织
组织组织
Structuring working relationships so organizational members interact and cooperate to achieve organizational goals
构建工作关系,以便组织成员互动和合作以实现组织目标
Managers deciding how best to organize resources, particularly human resources
管理者决定如何最好地组织资源,尤其是人力资源
Organizing people into departments according to the kinds of job-specific tasks they perform lays out the lines of authority and responsibility
根据人们执行的特定工作任务的类型将他们组织到部门中,从而划分了权力和责任线
Organizational structure 组织结构
组织结构 组织结构
A formal system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals
一个正式的任务和报告关系系统,用于协调和激励组织成员,以便他们共同努力实现组织目标
The outcome of organizing is the creation of an organizational structure, a formal system of task and reporting relationships that coordinates and motivates members so they work together to achieve organizational goals.
组织的结果是创建一个组织结构,一个正式的任务和报告关系系统,协调和激励成员,以便他们共同努力实现组织目标。
6.Leading
6.领先
Leading 领导
Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in achieving organizational goals
阐明清晰的愿景,激励和赋能组织成员,使他们了解自己在实现组织目标中的作用
An organization’s vision is a short, succinct, and inspiring statement of the organization’s future state
组织的愿景是对组织未来状态的简短、简洁和鼓舞人心的陈述
Leadership involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups
领导力 i涉及经理利用他们的权力、个性、影响力、说服力和沟通技巧来协调人员和团队
It revolves around encouraging all employees to perform at a high level
它围绕着鼓励所有员工发挥高水平
Outcome of leadership is highly motivated and committed workforce
领导层的结果是积极进取和敬业的员工队伍
Controlling
控制
Controlling 控制
控制
Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance
评估组织实现其目标的情况并采取行动来维持或提高绩效
Managers monitor performance of individuals, departments, and the organization as a whole to determine if they are meeting performance standards
经理监控个人、部门和整个组织的绩效,以确定他们是否达到绩效标准
The outcome of the control process is the ability to measure performance accurately and regulate organizational efficiency and effectiveness.
控制过程的结果是能够准确衡量绩效并调节组织效率和有效性。
Managers must decide which goals to measure.
管理者必须决定要衡量哪些目标。
Managerial Roles Identified
确定的管理角色
Levels and Skills of Managers
管理者的级别和技能
Department 部门
部门 部门
A group of managers and employees who work together and possess similar skills or use the same knowledge, tools, or techniques
一组一起工作并拥有相似技能或使用相同的知识、工具或技术的经理和员工
First-line managers (often called supervisors)
一线经理(通常称为主管)
基层管理者(通常称为主管) 监督
Responsible for the daily supervision of the nonmanagerial employees
负责非管理人员的日常监督
Middle managers 中层管理者
Supervises first-line managers
监督一线经理
Responsible for finding the best way to use resources to achieve organizational goals
负责寻找利用资源实现组织目标的最佳方式
为了改进管理效果,中层管理者要评估组织所追求的目标是否恰当,并向高层管理者建议改变目标的方法。
Top managers
高层管理人员高层管理者
Responsible for the performance of all departments
负责各部门的绩效
Establish organizational goals
建立组织目标
Decide how different departments should interact
决定不同部门应如何交互
Monitor how well middle managers in each department use resources to achieve goals
监控每个部门的中层管理人员利用资源实现目标的能力
They have cross-departmental responsibility.
他们承担跨部门的责任。
The chief executive officer (CEO) is a company’s most senior and important manager, the one all other top managers report to. The term chief operating officer (COO) often refers to the top manager who is being groomed to take over as CEO.
首席执行官 (CEO) 是公司最高级和最重要的经理,所有其他高层经理都向他汇报。首席运营官 (COO) 一词通常是指被培养接任 CEO 的高层经理。
Together the CEO and COO are responsible for developing good working relationships among the top managers of various departments; usually these top managers have the title “vice president.”(副总裁)
CEO和COO共同负责在各部门的高层管理人员之间建立良好的工作关系,通常这些高层管理人员有“副总裁”的头衔。(副总裁)
The relative importance of planning, organizing, leading, and controlling—the four principal managerial tasks—to any particular manager depends on the manager’s position in the managerial hierarchy.
计划、组织、领导和控制这四项主要管理任务对任何特定管理者的相对重要性取决于管理者在管理层次结构中的地位。
10.Managerial Skills
10.管理技能
Conceptual skills 概念技能
The ability to analyze and diagnose a situation and distinguish between cause and effect
分析和诊断情况并区分因果关系的能力
Top managers require the best conceptual skills because their primary responsibilities are planning and organizing.
高层管理者需要最好的概念技能,因为他们的主要职责是规划和组织。
Formal education and training are important in helping managers develop conceptual skills.
正规教育和培训对于帮助管理者发展概念技能非常重要。
Human skills 人际技能
The ability to understand, alter, lead, and control the behavior of other individuals and groups
理解、改变、领导和控制其他个人和群体行为的能力
The ability to communicate, to coordinate, and to motivate people, and to mold individuals into a cohesive team, distinguishes effective from ineffective managers.
沟通、协调和激励员工的能力,以及将个人塑造成一个有凝聚力的团队的能力,是有效管理者与低效管理者之间的区别。
These skills can be learned through education and training, as well as through experience.
这些技能可以通过教育和培训以及经验来学习。
Technical skills 技术技能
Job-specific skills required to perform a particular type of work or occupation at a high level
在高水平上执行特定类型的工作或职业所需的特定工作技能
The array of technical skills managers need depends on their position in their organizations.
管理者需要的技术技能范围取决于他们在组织中的职位。
Managers and employees who possess the same kinds of technical skills typically become members of a specific department.
拥有相同类型技术技能的经理和员工通常会成为特定部门的成员。
Core competency 核心竞争力
Specific set of departmental skills, abilities, knowledge and experience that allows one organization to outperform its competitors
特定的部门技能、能力、知识和经验,使一个组织能够超越其竞争对手
Skills for a competitive advantage
获得竞争优势的技能
Outsourcing 外包
外包
Contracting with another company, usually in a low-cost country abroad, to perform a work activity the company previously performed itself
与另一家公司签订合同,通常在国外的低成本国家/地区,以执行公司以前自己进行的工作活动
Outsourcing increases efficiency by lowering operating costs and freeing up money and resources that can now be used in more effective ways.
外包通过降低运营成本和释放现在可以以更有效方式使用的资金和资源来提高效率。
Restructuring 重组
重组 重组
Downsizing an organization by eliminating the jobs of large numbers of top, middle, and first-line managers and nonmanagerial employees
通过裁减大量高层、中层和一线经理和非管理人员的工作来缩小组织规模
Involves simplifying, shrinking, or downsizing an organization’s operations to lower operating costs
涉及简化、缩减或缩小组织的运营规模以降低运营成本
Restructuring can reduce the morale of remaining employees
重组会降低剩余员工的士气
Empowerment 授权
Empowerment involves giving employees more authority and responsibility over how they perform their work activities.
赋权包括赋予员工更多的权力和责任来决定他们如何执行工作活动。
Self-managed team 自我管理团队
A group of employees who assume collective responsibility for organizing, controlling and supervising their own work activities.
承担组织、控制和监督自身工作活动的集体责任的一组员工。
Challenges for Management in a Global Environment
全球环境中管理的挑战
Five major challenges stand out for managers in today’s world:
当今世界,管理者面临五大挑战:
Building a competitive advantage
建立竞争优势
Maintaining ethical standards
维护道德标准
Managing a diverse work force
管理多元化的员工队伍
Utilizing new information systems and technologies
利用新的信息系统和技术
Practicing global crisis management
实践全球危机管理
Building Competitive Advantage
建立竞争优势
Competitive advantage 竞争优势
竞争优势
Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors
一个组织超越其他组织的能力,因为它比竞争对手更高效、更有效地生产所需的商品或服务
Innovation 创新
创新 创新
The process of creating new or improved goods and services or developing better ways to produce or provide them
创造新的或改进的商品和服务,或开发更好的生产或提供它们的方法的过程
The four building blocks of competitive advantage are superior
竞争优势的四个组成部分是卓越的:
Efficiency
效率
Quality
质量
Speed, flexibility, and innovation
速度、灵活性和创新
Responsiveness to customers
对客户的响应能力
Increasing efficiency
提高效率
Reducing the quantity of resources used to produce goods or services
减少用于生产商品或服务的资源数量
Increasing Quality
提高质量
Improving the skills and abilities of the workforce
提高员工的技能和能力
Introducing total quality management
全面质量管理简介
Increasing speed, flexibility, and innovation
提高速度、灵活性和创新
How fast a firm can bring new products to market
公司将新产品推向市场的速度
How easily a firm can change or alter the way they perform their activities
公司改变或更改其开展活动的方式的难易程度
Turnaround Management
周转管理
Turnaround management 重建管理
Creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company’s resources to allow it to survive and eventually prosper
使用新的规划和组织方法为陷入困境的公司创建新的愿景,以更好地利用公司的资源,使其能够生存并最终繁荣
13. Maintaining Ethical and Socially Responsible Standards
13.维持道德和社会责任标准
Managers are under considerable pressure to make the best use of resources.
管理者在充分利用资源方面承受着相当大的压力。
Too much pressure may induce managers to behave unethically and even illegally.
太大的压力可能会诱使管理者做出不道德甚至非法的行为。
14.Managing a Diverse Workforce
14.管理多元化的员工队伍
To create a highly trained and motivated workforce, managers must establish human resource management (HRM) procedures that are legal and fair and do not discriminate against organizational members.
为了培养一支训练有素、积极进取的员工队伍,管理人员必须建立合法、公平且不歧视组织成员的人力资源管理 (HRM) 程序。
15.Utilizing New Technologies
15.利用新技术
An efficient and effective IT system may improve an organization’s performance.
高效且有效的 IT 系统可以提高组织的绩效。
16.Practicing Global Crisis Management
16.实践全球危机管理
Create teams to facilitate rapid decision- making and communication.
创建团队以促进快速决策和沟通。
Establish the organizational chain of command and reporting relationships necessary to mobilize a fast response.
建立动员快速响应所需的组织指挥链和报告关系。
Recruit and select the right people to lead and work in such teams.
招募并选择合适的人来领导和在这样的团队中工作。
Develop bargaining and negotiating strategies to manage the conflicts that arise.
制定讨价还价和谈判策略来管理出现的冲突。
The causes of global crises or disasters fall into two main categories:
全球危机或灾难的原因分为两大类:
Natural causes—crises that arise because of natural causes, including hurricanes, earthquakes, famines, and diseases.
自然原因 — 由于自然原因而引起的危机,包括飓风、地震、饥荒和疾病。
Human causes—human-created crises result from factors such as industrial pollution, poor attention to worker and workplace safety, global warming, and the destruction of the natural habitat or environment, and geopolitical tensions and terrorism.
人为原因 — 人为造成的危机是由工业污染、对工人和工作场所安全关注不足、全球变暖、自然栖息地或环境破坏、地缘政治紧张局势和恐怖主义等因素造成的。
Summary and Review
总结与回顾
LO1-1 WHAT IS MANAGEMENT?
LO1-1 什么是管理?
A manager is a person responsible for supervising the use of an organization’s resources to meet its goals. An organization is a collection of people who work together and coordinate their actions to achieve a wide variety of goals. Management is the process of using organizational resources to achieve organizational goals effectively and efficiently through planning, organizing, leading, and controlling. An efficient organization makes the most productive use of its resources. An effective organization pursues appropriate goals and achieves these goals by using its resources to create goods or services that customers want.
经理是负责监督组织资源使用以实现其目标的人。组织是一群人一起工作并协调他们的行动以实现各种各样的目标。管理是通过规划、组织、领导和控制,利用组织资源有效和高效地实现组织目标的过程。高效的组织最有效地利用其资源。一个有效的组织追求适当的目标,并通过利用其资源创造客户想要的商品或服务来实现这些目标。
LO1-2 ESSENTIAL MANAGERIAL TASKS
LO1-2 基本管理任务
The four principal managerial tasks are planning, organizing, leading, and controlling. Managers at all levels of the organization and in all departments perform these tasks. Effective management means managing these activities successfully.
四个主要的管理任务是计划、组织、领导和控制。组织的所有级别和所有部门的经理都执行这些任务。有效的管理意味着成功地管理这些活动。
LO1-3, 1-4 LEVELS AND SKILLS OF MANAGERS
LO1-3, 1-4 管理者的级别和技能
Organizations typically have three levels of management. First-line managers are responsible for the day-to-day supervision of nonmanagerial employees. Middle managers are responsible for developing and utilizing organizational resources efficiently and effectively. Top managers have cross- departmental responsibility. Three main kinds of managerial skills are conceptual, human, and technical. The need to develop and build technical skills leads organizations to divide managers into departments according to their job-specific responsibilities. Top managers must establish appropriate goals for the entire organization and verify that department managers are using resources to achieve those goals.
组织通常具有三个管理级别。一线经理负责非管理员工的日常监督。中层管理人员负责高效和有效地开发和利用组织资源。高层管理人员承担跨部门责任。三种主要类型的管理技能是概念、人力和技术。发展和构建技术技能的需求导致组织根据经理的工作特定职责将经理划分为多个部门。高层管理人员必须为整个组织建立适当的目标,并验证部门经理是否正在使用资源来实现这些目标。
LO1-5 RECENT CHANGES IN MANAGEMENT PRACTICES
LO1-5 管理实践的近期变化
To increase efficiency and effectiveness, many organizations have altered how they operate. Managers have restructured and downsized operations and outsourced activities to reduce costs. Companies are also empowering their workforces and using self-managed teams to increase efficiency and effectiveness. Managers are increasingly using IT to achieve these objectives.
为了提高效率和有效性,许多组织已经改变了他们的运营方式。经理们重组和缩小了运营规模,并将活动外包以降低成本。公司还为其员工赋能,并使用自我管理的团队来提高效率和有效性。管理者越来越多地使用 IT 来实现这些目标。
LO1-6 CHALLENGES FOR MANAGEMENT IN A GLOBAL ENVIRONMENT
LO1-6 全球环境中管理的挑战
Today’s competitive global environment presents many interesting challenges to managers. One of the main challenges is building a competitive advantage by increasing efficiency; quality; speed, flexibility, and innovation; and responsiveness to customers. Other challenges include behaving in an ethical and socially responsible way toward people inside and outside the organization, managing a diverse workforce, utilizing new technologies, and practicing global crisis management.
当今竞争激烈的全球环境给管理者带来了许多有趣的挑战。主要挑战之一是通过提高效率、质量、速度、灵活性和创新以及对客户的响应能力来建立竞争优势。其他挑战包括以合乎道德和社会责任感的方式对待组织内外的人员、管理多元化的员工队伍、利用新技术以及实施全球危机管理。