Management Prof. Wang Bing College of Public Administration [email protected] 15327259146.
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Transcript of Management Prof. Wang Bing College of Public Administration [email protected] 15327259146.
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contents
• Part one, introduction– Chapter 1, introduction to management and organization– Chapter 2, management yesterday and today
• Part two, defining the manager’s terrain– Chapter 3, organizational culture and environment: the constrain
ts– Chapter 4, managing in a global environment– Chapter 5, social responsibility and manageiral ethics
• Part three, planing– Chapter 6, decision making: the essence of the manager’s job– Chapter 7, foundations of planning– Chapter 8, strategic management– Chapter 9, planning and techniques
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• Part four, organizing– Chapter 10, organizational structure and design– Chapter 11, communication and information technolo
gy– Chapter 12, human resource management– Chapter 13, managing change and innovation
• Parter five, leading– Chapter 14, foundations of behavior– Chapter 15, understanding groups and teams– Chapter 16, mativating employees– Chapter 17, leatership
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• Part six, controlling– Chapter 18, foundation of control– Chapter 19, operations and value chain
management
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In-text learning aids
• Learning outline, learning review, and learning summary
• Thinking about management issues• Working together: team-based exercise• Thinking critically about ethics• Ethical dilemma exercise• Case application and question• Key tems• Think more about China• Differentiate public and private management
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Chapter 1introduction to management and
organization
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Universality of management
• Anybody– They may be under the age of 18 or over 80.
They run large corporations as well as entrepreneurial start-ups.
• Any organizations– They are found in government departments,
hospitals, small businesses, non-for-profit agencies, museums, schools, and even nontraditional organizations as political campaigns and consumer cooperatives.
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Who are managers?
• Managers and nonmanagerial employees.
• Manager: someone who coordinats and oversees the work of other people so that organizational goals can be accomplished.
• A manager’s job is not about personal achievement----it is about helping others do their work.
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Managerial level
Nonmanagerial employees
First-line manager
middle manager
Top
manager
Give me a example in your class, university, government.
Coordinating and oversee. But management does not mean that managers can do what they want anytime, anywhere, or in any way.
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Effectiveness and efficiency
Resource Usage
Low waste
Goal attainment
High attainment
management
Good management: profit, cost, market occupation, growth, etc. how about government?
Doing the things right.
Doing the right things.
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Management functions
Planning Organizing Leading Controlling
What did your monitor do these functions?
Any other functions?
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Management roles
• Interpersonal – Figurehead– Leader– Liaison
• Informational– Monitor– Disseminator– Spokesperson
• Decisional– Entrepreneur– Disturbance handler– Resource allocator– Negotiator
Can you give me some examples when you were monitor or minister, or as an observer?
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Management skill
• Technical skills– Job-specific knowledge and techniques.
• Human skills – Work well with other people.
• Conceptual skills– Think and conceptualize about abstract and complex
situations.
• Do you have these skills? Who has these skills? Think about Mao Zedong, Deng Xiaoping, or some one you know well?
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How the manager’s job is changing?
• Changing technology (digitization).• Increased security threats.• Increased emphasis on ethics.• Increased competitiveness.
• Can you give me some examples and your undersdanding?
• Are there any special features for China?
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Organization
Distinct purposeDeliberatvie
structure
People
From small to big: family, class, college, university, restaurant, company, local and central government, …
Are there any managenment for an individual?
Are passengers in a bus an organization?
Difference between for-profit and non-profit-organization.
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The changing organization• Traditional organization
– Stable– Inflexible– Job-focused– Work is defined by job positions– Individual oriented– Permanent jobs– Command-oriented– Managers always make decision– Rule-oriented– Relatively homogeneous workforc
e– Workdays defined as 9-5– Hierarchical relationships– Work at oranizational facility durin
g specific hours
• Contemporary organization– Dynamic– Flexible– Skill-focused– Work is defined in terms of tasks to b
e done– Team-oriented– Temporary jobs– Involvenment-oriented– Employee participate in decision mak
ing– Customer-oriented– Diverse workforce– Workdays have no time boundaries– Lateral and networked relationships– Work anywhere, anytime
Can you give me some example in this college?
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Why study management? Importance!!!
• Universality of management and organization– All size– All type– All level– All area
• Reality of work• Rewards and challenges
• Howerer, these does NOT mean that anybody need to be a manager.
• Management ≠ success.