管 理 學(MANAGEMENT)

交通大學 管理學院 運輸科技與管理學系任維廉 WilliamFeb. 2012

管 理 學第一章 管理與組織之基礎簡介First, make yourself a reputation for being a creative genius.

Second, surround yourself with partners who are better than you.

Third, leave them to get on with it.

—David Ogilvy

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What is manager, management, organization?

定義最難！完整版好？精簡版好？MBA? EMBA?Master of Business Administration英文版 textbook ？

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綱 要1.1 Why are Managers Important?1.2 Who are Managers? Where do they Work? 1.3 What Do Managers Do?1.4 How is the Manager’s Job Changing?1.5 Why Study Management? (1.6 How Study Management? )

1.1 WHY ARE MANAGERS IMPORTANT?

1. Organizations need their managerial skills and abilities more than ever in these uncertain, complex, and chaotic times.

2. Managerial skills and abilities are critical in getting things done.

3. The quality of the employee/supervisor relationship is the most important variable in productivity and loyalty.

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1. 定義 (definition)2. 層級 (pyramid level)

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討論 : 1. 分科：產銷人發財（企業功能） 2. CEO (Chief Executive Officer)

3. The Peter Principle

Non-managerial

Top

Middle

First-line

1.2 WHO ARE MANAGERS?

升遷哲學（一） by 好友 廣平兄 基層爬升靠努力， 中階突圍憑關係， 高來高去是政治， 下台背影須美麗。

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The Peter Principle: Why things always go wrong?

In a hierarchy, every employee tends to rise to his level of incompetence.

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Peter’s Corollary

In time, every post tends to be occupied by an employee who is incompetent to carry out its duties.

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1. 原因： ...... always reward good work with promotion to a more senior job, and rarely punish bad work with demotion.

2. 有何負面影響？對員工個人，對組織。 3. 解決之道？員工個人，組織。

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升遷哲學（二） 參考柳傳志的說法

基層爬升：責任感，中階突圍：上進心，層峰考量：企圖心，下台背影仍須美麗。

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類比： 明星 or 導演 ? 千里馬 or 伯樂 ? 專精一技之長 or 整合者 ( 通才 )? 將帥無能，累死三軍 ?

定義： 1. 針對顧客需要，整合公司資源及人才，（提出新 方向）創造價值的人。

2. Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. 12

WHO ARE MANAGERS?

First-line ManagersIndividuals who manage the work of non-managerial

employees.

Middle ManagersIndividuals who manage the work of first-line

managers.

Top ManagersIndividuals who are responsible for making

organization-wide decisions and establishing plans and goals that affect the entire organization.

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CLASSIFYING MANAGERS

Women in Managerial Positions Around the World

Women in Management

Australia 41.9 percent Canada 36.3 percent Germany 35.6 percent Japan 10.1 percent Philippines 57.8 percent United States 50.6 percent

Women in TopManager’s Job

3.0 percent4.2 percentN/AN/AN/A2.6 percent

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WHERE DO MANAGERS WORK? ORGANIZATION!

An Organization DefinedA deliberate arrangement of people to accomplish

some specific purpose (that individuals independently could not accomplish alone).

Common Characteristics of OrganizationsHave a distinct purpose (goal), 獨特目的 Composed of people, 由人組成 Have a deliberate structure, 精巧結構 比較： firm, industry, business

THE CHANGING ORGANIZATION Traditional organization: *stable, inflexible, *work is defined by job positions, permanent jobs, *individual-oriented, command-oriented, rule- oriented……

Contemporary organization: *dynamic, flexible, *work is defined in terms of tasks to be done, temporary jobs, *team-oriented, involvement-oriented, customer-oriented……

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What is Management? 定義最難！ 溝通協調：整合團隊，連結資源 做人做事，分工合作 群策群力，以竟事功 更精簡的？ 由人視事

1.3 WHAT DO MANAGERS DO?

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WHAT IS MANAGEMENT?Definition:

1. Getting things done through and with people.

2. coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

* I’m the best! Vs. We are the best!

Efficiency 效率“Doing things right”

Getting the most output for the least inputs

Effectiveness 效能“Doing the right things”

Attaining organizational goals

討論： doing the right things right.

－ doing a few right things right －

MANAGERIAL CONCERNS

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Approaches:1. 功能 (function), 程序 (process)2. 角色 (role) 3. 技巧 (skill)4. Others

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Content (POLC)

Skill– Political skills– Negotiating– Listening

Attitude– Believes– Action – Guts– Ethics

Management

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FUNCTIONAL APPROACH Henri Fayol, Harold Koontz Planning

Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.

OrganizingArranging and structuring work to accomplish

organizational goals. Leading

Working with and through people to accomplish goals. Controlling

Monitoring, comparing, and correcting work.

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MANAGEMENT ROLES APPROACH Henry Mintzberg

Interpersonal rolesFigurehead, leader, liaison

Informational rolesMonitor, disseminator, spokesperson

Decisional rolesDisturbance handler, resource allocator, negotiator

Q. Are you a thinker or doer?A. Both. 1. reflection (thinking), 2. action (doing).* 演什麼像什麼。

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SKILLS APPROACH Robert Katz

Technical skillsKnowledge and proficiency in a specific field

Human skillsThe ability to work well with other people

Conceptual skillsThe ability to think and conceptualize about abstract

and complex situations concerning the organization

EXHIBIT 1-7: IMPORTANT MANAGERIAL SKILLS

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SKILLS NEEDED AT DIFFERENT MANAGEMENT LEVELS: 由技入道

1.4 HOW IS THE MANAGER’S JOB CHANGING? Changing Technology (Digitization) Increased Emphasis on Organizational and Managerial

Ethics Increased Competitiveness Increased Security Threats

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THE INCREASING IMPORTANCE OF CIS

Customers: the reason that organizations existDelivering consistent high quality customer service

is essential for survival.

Innovation: Doing things differently, exploring new territory, and taking risks

Managers should encourage employees to be aware of and act on opportunities for innovation.

Sustainability a company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.

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討論：1. 為何這麼多人申請 Harvard MBA? EDP?2. 「非線性」的人生

1.5 WHY STUDY MANAGEMENT?

1. Universality of Management: The reality that management is needed.

2. The reality of work: Employees either manage or are managed.

3. Rewards and challenges of being a manager.

「非線性」的人生1. 直線型人生旅程： 求學，工作，結婚，生子，養育，退休。

2. 「非線性」的人生階段： 出現反反覆覆的循環。

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UNIVERSAL NEED for MANAGEMENT

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REWARDS AND CHALLENGES OF BEING A MANAGER Rewards: *create a work environment in which organizational members can work to the best of their ability, *receive recognition and status in organization and community, *receive appropriate compensation in form of salaries, bonuses,

and stock options…… Challenges: *do hard work, *often have to make do with limited resources, * how to deal with a variety of personalities, success depend on

others’ work performance……31

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(1.6 How Study Management? )1. Come to class, 2.Read the book, 3. Do your assignment: 5 組1. Case study: a manager’s dilemma (p.32)

2. Thinking critically about ethics dilemma (p.49)

3. Skills exercise: Political skill (p.50)

4. Team exercise: characteristics of good managers (p.50)

5. To be a manager (p.50)

5 Master Managers, Internet-based exercise:

Bill Gates, Warren Buffett, 李嘉誠，蔡鴻圖，郭台銘，張忠謀，施振榮， David Ogilvy ( 奧美廣告 ) , Charles Schwab ( 嘉信理財 ), Richard Branson ( 維京航空 ), Louis Gerstner (IBM), Jack Welch (GE), 松下幸之助，王雪紅

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討論：學習管理有捷徑？1. Peters, T. J. & Waterman, R.H., In search of excellence, 八個共同特徵2. Pascale, R.T. & Athos, A.G., The art of Japanese

management, 七S架構3. Grove, A. S., High output management, 生產，槓桿，組織，激勵4. 其他：中譯本，華人企業管理， computer game, role

play……

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1. 傾向行動 2. 接近顧客3. 給員工自主 4. 透過人員參與提高生產力5. 公司正派，管理者主動投入問題6. 做內行事 7. 組織結構單純，幕僚少8. 嚴守核心價值，其餘則放手鼓勵創新

八個共同特徵

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七 S 架構1. Strategy2. Structure3. System4. Skill5. Style6. Staff7. Shared Value

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回 顧1. 定義： organization, management

2. 區分： first-line, middle, top manager

3. Management VS. Business functions

4. Interpersonal, Informational, Decisional roles

5. Technical, Human, Conceptual skills

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manager first-line managers middle managers top managers management efficiency effectiveness planning organizing leading controlling

management roles interpersonal roles informational roles decisional roles technical skills human skills conceptual skills organization universality of management

TERMS TO KNOW