Chapter 1 Managers and Management1College of Public Management SCAULearning Outcomes Explain what are meant by the term manager and management. Describe the four primary processes of management. Summarize the essential roles performed by managers. Describe the four general skills necessary for becoming a successful manager. Describe the value of studying management. Identify the relevance of popular humanities and social science courses to management practices.2College of Public Management SCAUThread5 W Who are managers? Where do they work? What is management? What do managers do? Why should we study management?3College of Public Management SCAUWho are managersDefinition Manager Individuals in an organization (组织)who direct the activities of others. Any examples? Common characteristics? (sex, age, nationality, race, education background etc.)4College of Public Management SCAUWhere do they work?Organization A systematic arrangement of people brought together to accomplish some specific purpose.GoalsABStructurePeople5College of Public Management SCAUWhat is management?Definition Management refers to the process of getting things done, effectively and efficiently, through and with other people. (Stephen P. Robbins often group under three primary headings: interpersonal relationships, transfer of information, and decision making.Mintzburgs 10 Managerial Roles (The nature of managerial work, 1980) Interpersonal Figurehead, Leader, Liaison Informational Monitor, Disseminator, Spokesperson Decisional Entrepreneur, Disturbance hander, Resource allocator, Negotiator8College of Public Management SCAUManagerial Roles- FigureheadThe most basic and simple role. Managers usually stand for the organization, so they have to undertake corresponding responsibilities like signing files, holding board meeting. - Leader Why manager need to motivate and direct employees? Because work is done by collaboration of employees, managers have to bring together personal needs and organizational objectives in order to develop. - LiaisonManagers are those who maintain network through formal and informal channels. 9College of Public Management SCAUManagerial Roles- MonitorWhat kind of information do monitors receive? internal business resource allocator role implies that managers have the right to make decisions. 11College of Public Management SCAUWhat do managers do? Skills and competencies General skills - Conceptual skills refer to the mental ability to analyze and diagnose complex situation Discuss As recently reported, Japanese companies are retrieving from the houseware market which used to bring them huge profits, like producing television, fridge, air-conditioner, wash machine etc What they are heading for next step is to export knowledge through consultant agent and infrastructures for public use such as oil mining, electric railroad facilities to developing countries. Why? Imagine your are manager of a Japanese company producing television, what reasons could prompt you to change?12College of Public Management SCAUSkills and competencies- Interpersonal skills encompass the ability to work with, understand, mentor, and motivate other people, both individually and in groups. Discuss Ben is the accounting manager in a supermarket. When he arrived at his office this morning, he was asked to join the board meeting, and the general issue was to discuss the possibility of opening a new supermarket in another city. State the possible situations Ben would apply his interpersonal skills after meeting. 13College of Public Management SCAUSkills and competencies- Technical skills refer to abilities to use the tools, procedures, and techniques of a specialized field Discuss Ben Accounting manager James Sales manager in Lenovo Adam General Mandy Badminton coach Christ City mayor Etc.14College of Public Management SCAUSkills and competencies- Political skills relate to the ability to enhance ones position, build a power base, and establish the right connections. Discuss Christ, the city mayor, how would he get promotions? -Achievements -Connections15College of Public Management SCAUSkills and competenciesSpecific skills (p14)Controlling the organizations environment and its resources Organizing and coordinating Handling information Providing for growth and development Motivating employees and handling conflicts Strategic problem solving16College of Public Management SCAUSkills and competenciesManagement competencies P14-1517College of Public Management SCAUWhy should we study management?Reasons for U.S companies failure? (investigation results by Dun and Bradstreet, Inc., 1981)Reasons for U.S companies failure Percentage of failureReasons for failure44%Incapability of managers17%Lack of management knowledge16%Lack of experience15%Unfamiliar with industry1%Oversight1%Cheat or disaster6%Unknown reasons18Colle