The World of Innovative Management
创新管理的世界

Rapid Environmental Shifts
环境的快速变化

- Technology advancements like AI, social media, and mobile apps are driving change.
- 人工智能、社交媒体和移动应用程序等技术进步正在推动变革。

- The economy is shifting to being knowledge-based.
——经济正在转向知识型经济。

- Virtual and remote work is on the rise.
- 虚拟和远程工作正在兴起。

- Global market forces and cybercrime are growing concerns.
- 全球市场力量和网络犯罪日益受到关注。

- Expectations in the workplace are evolving.
- 工作场所的期望正在不断变化。

Management Competencies for Today’s World
当今世界的管理能力

- Management focuses on achieving organizational goals effectively and efficiently through planning, organizing, leading, and controlling resources.
- 管理侧重于通过规划、组织、领导和控制资源，有效且高效地实现组织目标。

- Modern managers empower their teams and focus on the future.
- 现代管理者赋予团队权力并着眼于未来。

What Do Managers Do?
经理做什么？

- Set objectives: Establish goals and outline tasks to achieve them.
- 设定目标：设定目标并概述实现目标的任务。

- Organize: Break down tasks and assign them to team members.
- 组织：分解任务并将其分配给团队成员。

- Motivate and communicate: Foster teamwork, make decisions on promotions, and ensure clear communication.
- 激励和沟通：培养团队合作，做出晋升决策，并确保清晰的沟通。

- Measure: Evaluate performance against goals.
- 衡量：根据目标评估绩效。

- Develop people: Recognize and enhance the value employees bring.
- 发展人才：认识并提升员工带来的价值。

Organizational Performance
组织绩效

- Effectiveness: Achieving organizational goals.
- 有效性：实现组织目标。

- Efficiency: Using the least resources to meet these goals.
- 效率：使用最少的资源来实现这些目标。

- High performance: A balance of efficiency and effectiveness.
- 高性能：效率和效果的平衡。

Management Skills
管理技能

- Managers need technical, human, and conceptual skills, which are applied differently at different levels of management.
- 管理者需要技术、人力和概念技能，这些技能在不同的管理级别上有不同的应用。

Management Types
管理类型

- Vertical structure:
- 立式结构：

- Top managers: Oversee the whole organization.
- 高层管理者：监督整个组织。

- Middle managers: Handle business units and departments.
- 中层管理人员：负责业务部门和部门。

- Project managers: Lead temporary projects.
- 项目经理：领导临时项目。

- First-line managers: Supervise production and services.
- 一线管理人员：监督生产和服务。

- Horizontal structure:
- 卧式结构：

- Functional managers: Lead departments with a single task.
- 职能经理：领导部门执行单一任务。

- General managers: Oversee multiple departments with various functions.
- 总经理：监督具有不同职能的多个部门。

Transition to Management
过渡到管理

- The shift from being an individual performer to a manager is challenging and requires building teams and networks.
- 从个人执行者到管理者的转变具有挑战性，需要建立团队和网络。

Time Management
时间管理

- Learning to manage time is one of the biggest challenges for new managers, requiring strategies to achieve more with better results.
- 学习管理时间是新管理者面临的最大挑战之一，需要制定策略以实现更多、更好的结果。

Manager Roles (Mintzberg’s Managerial Roles)
经理角色（明茨伯格的管理角色）

- Informational roles: Gathering and sharing information, monitoring, and being a spokesperson.
- 信息角色：收集和共享信息、监控并担任发言人。

- Interpersonal roles: Building relationships, being a figurehead, leading teams, and acting as a liaison.
- 人际角色：建立关系、充当傀儡、领导团队以及充当联络人。

- Decisional roles: Initiating changes, handling conflicts, allocating resources, and negotiating on behalf of the team.
- 决策角色：发起变革、处理冲突、分配资源以及代表团队进行谈判。

Managing in Small Businesses
小型企业管理

- Entrepreneurs take on multiple roles, especially promoting the business, with a focus on being a spokesperson.
- 企业家承担多重角色，尤其是推广业务，重点是成为代言人。

Managing in Nonprofits
非营利组织管理

- Nonprofit managers focus on social impact and need to keep costs low, while success is measured through intangible results like public health improvements.
- 非营利组织管理者关注社会影响，需要保持低成本，而成功是通过公共卫生改善等无形成果来衡量的。