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Chapter 1 Managers and Management 管管管管管管 PART I: Introduction
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Chapter 1 Managers and Management 管理者與管理 Managers and Management 管理者與管理 PART I: Introduction.

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Page 1: Chapter 1 Managers and Management 管理者與管理 Managers and Management 管理者與管理 PART I: Introduction.

Chapter 1

Managersand Management

管理者與管理

Managersand Management

管理者與管理

PART I: Introduction

Page 2: Chapter 1 Managers and Management 管理者與管理 Managers and Management 管理者與管理 PART I: Introduction.

Management─Managers and Management Dr. 吳明泉 2008 1–2

Learning Objectives 學習目標 :1. Managers vs. operative employees

2. Definition and processes of Management

3. Essential roles performed by managers. 管理者主要的角色

4. Manager’s job 都是 generic 一樣的嗎?5. Four general skills necessary for becoming a

successful manager.

6. The value of studying management.

7. 相關學科: humanities and social science courses

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Management─Managers and Management Dr. 吳明泉 2008 1–3

一隻蛇與一隻兔子在森林中的叉路相撞, 兩人爭吵一陣後竟發現 ,彼此都是個瞎子,便惺惺相惜了起來。

蛇泣道:「我從小就沒了父母, 連水中的倒影也看不見,到現在我還不曉得我是什麼動物。」

「我也是耶!」 兔子也感傷的說:「我也不知道自己長什麼樣子 ..... 」 一陣長談,蛇想出了一個點子 ,它向兔子道:「我想到了, 我門彼此觸

摸對方,告訴對方是什麼動物好嗎?」 兔子興奮的大叫 : 「 好啊好啊好啊,我終於可以知道我是什麼動物了!」 蛇說 :「我先來 !!」 接著他便把小白兔捲起來 .... 「嗯! 你有溫暖

的身體, 毛茸茸的身子, 長長大大的耳朵,尖尖的鼻子, 健壯的後腿,還有一小條尾巴,末端還附一個小毛球 .... 」

「我知道了!!」 蛇高興的大喊: 「你是隻小白兔!!」 知道身世的兔子大喜 :「該我了 ,該我了 !!」 便蹦蹦跳跳到了蛇的身邊 , 開始用鼻子觸摸 ..... 「嗯? 哇 !! 你是個冷血動物, 臉皮跟身子皮都很厚,還有黏黏噁心的外

表,嘖嘖!有長長可以到處鑽的身體,但是竟然沒有肩膀 .............. 哇靠 ! 頭小小的沒什麼腦袋,嘴巴竟是全身最大的器官 ......

天啊!!嘴巴裡有毒牙!!你老師的!! 還有分叉的舌頭!!」 兔子突然大怒跳開:「你他媽的竟然是個公司主管 !!」

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Management─Managers and Management Dr. 吳明泉 2008 1–4

When the body was first made, all the parts wanted to be Boss.當一個身體剛完成的時候,所有的器官想要當這身體的老大。The brain said, I should be Boss because I control the whole bodys responses and

functions.頭腦就說;我應該當老大,因為我支配著整個身體的運作,反應跟功能。The hands said, We should be the Boss because we do all the work and earn all the money. 接著手就說了;我應該當老大因為都是我在做事賺錢。And so it went on and on with the heart, the lungs and the eyes until finally the asshole

spoke up.所以這樣的爭執就一直繼續著,心臟,肺臟跟眼睛也加入爭執,最後屁眼(英譯:白癡)也說話要當老大!

All the parts laughed at the idea of the asshole being the Boss.所有的器官一同取笑屁眼想當老大,So the asshole went on strike, blocked itself up and refused to work.屁眼一氣之下,將自己塞起來,不爽,罷工去了Within a short time the eyes became crossed, the hands clenched, the feet twitched, the

heart and lungs began to panic and the brain fevered.心肺也開始失去功能,在很短的時間內,眼睛、手腳就開始不聽使喚,Eventually they all decided that the asshole should be the Boss, so the motion was passed.最後,大家還是決議讓屁眼當老大,All the other parts did all the work while the Boss just sat and passed out the shit!所以 , 當所有的器官都在做事時 , 就老大坐著拉屎(英譯:說屁話)Moral of the story: You don' t need brains to be a Boss - any asshole will do.這故事告訴你:想當老大根本不需要大腦!任何白癡都可以當!

Page 5: Chapter 1 Managers and Management 管理者與管理 Managers and Management 管理者與管理 PART I: Introduction.

Management─Managers and Management Dr. 吳明泉 2008 1–5

Managers And Where Do They Work?• Organization

A systematic arrangement of people brought together to accomplish some specific purpose; applies to all organizations—for-profit as well as not-for-profit organizations.

Where managers work (manage).• Common characteristics 特徵

Goals 目的Structure 結構People 人

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Management─Managers and Management Dr. 吳明泉 2008 1–6

Common Characteristics of Organizations

Exhibit 1.1

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Management─Managers and Management Dr. 吳明泉 2008 1–7

People Differences•Operatives 作業(基層)人員

People who work directly on a job or task and have no responsibility for overseeing the work of others.

•ManagersIndividuals in an organization who

direct 指揮 the activities of others.

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Management─Managers and Management Dr. 吳明泉 2008 1–8

Organizational Levels 組織層級

Exhibit 1.2

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Management─Managers and Management Dr. 吳明泉 2008 1–9

Identifying Managers

• First-line managers 第一線管理者Supervisors responsible for directing the

day-to-day activities of operative employees

• Middle managers 中階管理者Individuals at levels of management

between the first-line manager and top management

• Top managers 高階管理者Individuals who are responsible for making

decisions about the direction of the organization and establishing policies that affect all organizational members

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Management─Managers and Management Dr. 吳明泉 2008 1–10

•ManagementThe process of getting things done,

effectively and efficiently, through and with other people

Efficiency 效率doing the thing correctly 把事情作好 ; refers

to the relationship between inputs and outputs; seeks to minimize resource costs ,強調方法

Effectiveness 效能doing the right things 做對的事 ; goal

attainment 強調方向

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Management─Managers and Management Dr. 吳明泉 2008 1–11

Efficiency vs.Effectiveness

Exhibit 1.3

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Management─Managers and Management Dr. 吳明泉 2008 1–12

Management Process Activities

Exhibit 1.4

Management process:planning, organizing, leading, and controlling

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Management─Managers and Management Dr. 吳明泉 2008 1–13

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Management─Managers and Management Dr. 吳明泉 2008 1–14

Management Processes

•Planning 規畫Includes defining goals, establishing

strategy, and developing plans to coordinate activities

•Organizing 組織Includes determining what tasks

to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made

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Management─Managers and Management Dr. 吳明泉 2008 1–15

Management Processes (cont’d)• Leading

Includes motivating employees, directing the activities of others, selecting the most effective communication channel, and resolving conflicts

• ControllingThe process of monitoring performance,

comparing it with goals, and correcting any significant deviations

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Management─Managers and Management Dr. 吳明泉 2008 1–16

Mintzberg’s Managerial Roles

• InterpersonalFigureheadLeaderLiaison

• InformationalMonitorDisseminatorSpokesperso

n

• DecisionalEntrepreneurDisturbance

handlerResource allocatorNegotiator創業家困擾處理者資源分配者談判者

Exhibit 1.5Source: The Nature of Managerial Work (paperback) by H. Mintzberg. Table 2, pp. 92–93. Reprinted by permission of Pearson Education Inc., Upper Saddle River, New Jersey.

頭臉人物領導者連絡人

監控者傳播者發言人

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Management─Managers and Management Dr. 吳明泉 2008 1–17

Is The Manager’s Job Universal?

•Level in the organization

•Profit versus not-for-profit organization

•Size of organization

•Management concepts and national borders

•Making decisions and dealing with change.

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Management─Managers and Management Dr. 吳明泉 2008 1–18

Distribution of Time per Activityby Organizational Level

Exhibit 1.6Source: Adapted from T. A. Mahoney, T. H. Jerdee, and S. J. Carroll, “The Job(s) of Management.” Industrial Relations 4, no. 2 (1965), p. 103.

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Management─Managers and Management Dr. 吳明泉 2008 1–19

Exhibit 1.7

Importance of Managerial Roles in Small and Large Businesses

Source: Adapted from J. G. P. Paolillo, “The Manager’s Self Assessments of Managerial Roles: Small vs. Large Firms,” American Journals of Small Business, January–March 1984, pp. 61–62.

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Management─Managers and Management Dr. 吳明泉 2008 1–20

General Skills for Managers

• Conceptual 概念 skillsA manager’s mental ability to coordinate all of the

organization’s interests and activities• Interpersonal 人際關係 skills

A manager’s ability to work with, understand, mentor, and motivate others, both individually and in groups

• Technical 技術 skillsA manager’s ability to use the tools, procedures,

and techniques of a specialized field• Political 政治 skills

A manager’s ability to build a power base and establish the right connections

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Management─Managers and Management Dr. 吳明泉 2008 1–21

Specific Skills for Managers

Controlling the organization’s environment and its resources.

Organizing and coordinating.

Handling information.

Providing for growth and development.

Motivating employees and handling conflicts.

Strategic problem solving.

•控制組織環境與其資源

•組織與協調•處理資訊•提供成長與發展•激勵員工與處理衝突

•策略性的問題解決

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Management─Managers and Management Dr. 吳明泉 2008 1–22

How Much Importance Does The Marketplace Put On Managers?

• Good (effective) managerial skills are a scarce commodity.Managerial compensation packages are

one measure of the value that organizations place on them.

Management compensation reflects the market forces of supply and demand.Management superstars, like superstar athletes in

professional sports, are wooed with signing bonuses, interest-free loans, performance incentive packages, and guaranteed contracts.

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Management─Managers and Management Dr. 吳明泉 2008 1–23

Why Study Management?

• Interest in improving the way organizations are managed.Better organizations are, in part, the

result of good management.•To manage or to be managed.

Gaining an understanding of the management process provides the foundation for developing management skills and insight into the behavior of individuals and the organizations.

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Management─Managers and Management Dr. 吳明泉 2008 1–24

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Management─Managers and Management Dr. 吳明泉 2008 1–25

How Does Management Relate To Other Disciplines?

AnthropologyAnthropology

EconomicsEconomics PhilosophyPhilosophy

Political SciencePolitical Science PsychologyPsychology

SociologySociology

ManagementManagement

人類學 經濟學 哲學 政治學 心理學 社會學

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Management─Managers and Management Dr. 吳明泉 2008 1–26

Homework 1

1.完成個案研究分組(每組 5-6 人),並選出一小組長。

2.由小組共同討論如何運用第一章所述之四大管理程序─規畫、組織、領導、控制─來協助小組長進行本學期的個案研究。

3.記錄討論結果(手寫或打字)於上課時繳交。

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管理學歷史演進

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Management─Managers and Management Dr. 吳明泉 2008 1–28

管理學歷史演進The Pre-modern Era

Ancient massive construction projectsEgyptian pyramidsGreat Wall of China

Michelangelo, the manager.

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Management─Managers and Management Dr. 吳明泉 2008 1–29

Adam Smith’s Contribution To The Field Of Management 亞當斯密• Wrote the Wealth of Nations (1776)

Advocated the economic advantages that organizations and society would reap from the division of labor: Increased productivity by increasing each worker’s

skill and dexterity.Time saved that is commonly lost in changing

tasks.The creation of labor-saving inventions and

machinery.

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Management─Managers and Management Dr. 吳明泉 2008 1–30

The Industrial Revolution 工業革命

• Machine power began to substitute for human powerLead to mass production of economical

goods• Improved and less costly transportation systems became availableCreated larger markets for goods.

• Larger organizations developed to serve larger marketsCreated the need for formalized

management practices.

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Management─Managers and Management Dr. 吳明泉 2008 1–31

Classical 古(經)典學派 Contributions

•Scientific management 科學管理 theoristsFredrick W. Taylor, Frank and Lillian

Gilbreth, and Henry Gantt

•General administrative 行政管理 theoristsHenri Fayol and Max Weber

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Management─Managers and Management Dr. 吳明泉 2008 1–32

Scientific Management

• Frederick W. TaylorThe Principles of Scientific Management (1911)

Advocated the use of the scientific method to define the “one best way” for a job to be done

Believed that increased efficiency could be achieved by selecting the right people for the job and training them to do it precisely in the one best way.

To motivate workers, he favored incentive wage plans.

Separated managerial work from operative work.

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Management─Managers and Management Dr. 吳明泉 2008 1–33

科學管理•科學管理是對人力運用的一種哲學與態度,它所追求的是經由作業層級,減少浪費及無效率,以最少的努力獲取最大的產出。經由 Taylor的著作及專業諮詢,他成為推廣科學管理的主要代表性人物。

1. 發展工作設計的科學方法,取代陳舊的經驗法則。2. 以科學方法甄選、訓練及發展員工。3. 結合科學的甄選及員工發展方法來設計工作,只要員

工能瞭解改變的理由、可預見因而增加收入,會降低對改變的抗拒。

4. 工作劃分,造成管理階層與員工間的相互依賴。若彼此間存在著相互依賴性,則自然伴隨合作關係。

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Management─Managers and Management Dr. 吳明泉 2008 1–34

•Frank and Lillian GirbrethBricklaying efficiency improvementsTime and motion studies (therbligs) 動

素•Ganntt

Incentive compensation systems 獎金制度

Gantt chart for scheduling work operations 甘特圖

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Management─Managers and Management Dr. 吳明泉 2008 1–35

Administrative Management 行政管理Writers who developed general theories of what managers do and what constitutes good management practiceHenri Fayol (France)

Fourteen Principles of Management: Fundamental or universal principles of management practice

Max Weber (Germany)Bureaucracy: Ideal type of organization

characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships

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Management─Managers and Management Dr. 吳明泉 2008 1–36

Fayol’s Fourteen Principles of Management

• Division of work

• Authority

• Discipline

• Unity of command

• Unity of direction

• Subordination of the individual

• Remuneration

• Centralization

• Scalar chain

• Order

• Equity

• Stability of tenure of personnel

• Initiative

• Esprit de corpsEXHIBIT HM–2

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Fayol 的十四項「管理原則」1. 分工   工作專業化的觀念。2. 權威   職位的正式授權 vs. 個人授權。3. 紀律   基於服從及尊敬。4. 命令統一   每一位員工僅能從一位上司處接獲命令。5. 指揮統一   同一作業團隊僅有一位領導者、一份計畫,相同的目標。6. 個人利益置於全體利益之下   當個人與團體有利益衝突時,說服當事人

拋棄個人利益。7. 報酬   薪資支付的形式決定於許多因素。8. 集權   集權的程度決定於情境及正式的溝通管道。9. 授權階級鏈  顯示授權的層級關係及正式的溝通管道。10. 秩序  確保每一件事情都能就定位。11. 公平  起因於仁慈及公正。12. 人事穩定  需要有條理的人事規劃。13. 自動自發  在所有的工作上均需要發揮各人的熱忱及活力。14. 團隊精神  強調在組織中塑造和諧一致的氣氛。

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Weber’s Ideal Bureaucracy

•Division of Labor 分工•Authority Hierarchy 職權層級•Formal Selection 正式選任•Formal Rules and Regulations 典章制度• Impersonality 公私分明•Career Orientation 生涯導向

EXHIBIT HM–3

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Human Resources 人力資源 Approach

•Robert OwenClaimed that a concern for

employees was profitable for management and would relieve human misery.

•Hugo MunsterbergCreated the field of industrial

psychology—the scientific study of individuals at work to maximize their productivity and adjustment.

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Human Resources Approach

•Mary Parker Follett Recognized that organizations could

be viewed from the perspective of individual and group behavior.

•Chester BarnardSaw organizations as social systems

that require human cooperation. Expressed his views in his book The

Functions of the Executive (1938).

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Hawthorne Studies

•A series of studies done during the 1920s and 1930s that provided new insights into group norms and behaviorsHawthorne effect

Social norms or standards of the group are the key determinants of individual work behavior.

•Changed the prevalent view of the time that people were no different than machines.

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霍桑實驗與人際關係學派的興起

•在經濟大恐慌後,有更多的關注重點開始放置於瞭解員工及員工需求上。自 1924至 1932年由 Elton Mayo領導的「霍桑研究」特別重視工作裡的人際關係,以及工作的心理與社會層面。

•在這些實驗中,研究人員改變了許多變數如薪資、休息時間及每天工作時數等,但所獲得的結論與照明度實驗一樣 ── 產量的增加與環境因素並沒有很明顯的關係。

•除了物理環境因素外,尚有其他影響員工的生產力。員工在工作中會對心理及社會條件做出反應,這些條件包含非正式團體的壓力、個人的認知,以及決策的參與等。

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Human Relations Movement

•Based on a belief in the importance of employee satisfaction—a satisfied worker was believed to be a productive worker.

•Advocates were concerned with making management practices more humane.Dale CarnegieAbraham MaslowDouglas McGregor

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The Quantitative 計量 Approach

•Operations research 作業研究(management science 管理科學 )Evolved out of the development of

mathematical and statistical solutions to military problems during World War II.

Involves the use of statistics, optimization models, information models, and computer simulations to improve management decision making for planning and control.

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Social Events That Shaped Management Approaches

• Classical approachDesire for increased efficiency of labor

intensive operations

• Human resources approachThe backlash to the overly mechanistic

view of employees held by the classicists.The Great Depression.

• The quantitative approachesWorld War II

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The Process 程序 Approach• Management theory jungle (Harold Koontz)

The diversity of approaches to the study of management—functions, quantitative emphasis, human relations approaches—each offer something to management theory, but many are only managerial tools.

• Planning, leading, and controlling activities are circular and continuous functions of management.

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The Systems 系統 Approach• Defines a system as a set of interrelated and interdependent parts arranged in a manner that produces a unified wholeClosed system : a system that is not

influenced by and does not interact with its environment

Open system: a system that dynamically interacts with its environment

Stakeholders: any group that is affected by organizational decisions and policies

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The Organization and its Environment

EXHIBIT HM–4

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The Contingency 權變 Approach

•The situational approach to management that replaces more simplistic systems and integrates much of management theory

•Four popular contingency variablesOrganization sizeRoutineness of task technologyEnvironmental uncertaintyIndividual differences