Management
Prof. Wang Bing
College of Public Administration
wbyf@mail.hust.edu.cn
15327259146
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
constraints
– 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
• Part four, organizing
– Chapter 10, organizational structure and design
– Chapter 11, communication and information
technology
– 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
• Part six, controlling
– Chapter 18, foundation of control
– Chapter 19, operations and value chain
management
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
Chapter 1
introduction to management and
organization
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.
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.
Managerial level
Top
manager
middle manager
First-line manager
Nonmanagerial employees
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.
Effectiveness and efficiency
Doing the
things right.
Resource
Usage
Goal
attainment
Low
waste
High
attainment
Doing the
right things.
management
Good management: profit, cost, market occupation, growth, etc.
how about government?
Management functions
Planning
Organizing
Leading
What did your monitor do these functions?
Any other functions?
Controlling
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?
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?
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?
Organization
Distinct purpose
Deliberatvie
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.
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
workforce
– Workdays defined as 9-5
– Hierarchical relationships
– Work at oranizational facility
during specific hours
•
Contemporary organization
–
–
–
–
–
–
–
–
–
–
–
–
–
Dynamic
Flexible
Skill-focused
Work is defined in terms of tasks to
be done
Team-oriented
Temporary jobs
Involvenment-oriented
Employee participate in decision
making
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?
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.