文本内容:
Manager---in uncertain,complex,and chaotictimes.Manager Nonmanagerialemployees]Organizational memberswho workeddirectly ona jobor taskand hadno onereporting tothem.A manage^is someonewho coordinatesand overseesthe workof otherpeople sothat organizational goals canbe accomplished.In traditionalstruclured organizations
1.1First-line managers]Managers atthe lowestlevel ofthe organizationthat managethe workof nonmanagerialemployees whoare involvedwith productingthe organizationsproducts orservicing the organizations customers.
2.1Middle managers]Managers betweenthe firstlevel andthe toplevel ofthe organizationwho managethe workof first-line managers.
3.1Top managers]Managers ator nearthe upperlevels oftheorganizationstructure whoare responsiblefor makingorganization-wide decisionsand establishinggoals andthe plansthat affectthe entireorganization.Management Managementis whatmanagers do.Management Coordinatingand overseeingthe work activities ofothers sothat theiractivities arecompleted efficientlyand effectively.Management involvesthe efficientand effectivecompletion oforganizational work activities.Efficiency]refers togetting themost outputfrom theleast amountof inputs.“doing thingsright H-not wastingresources.Effectiveness]is thoseworkactivitiesthat willhelp theorganization reachits goal.“doing theright thingsn—doing thoseworkactivitiesthat willhelp theorganization reachits goals.What managersdo…functioiiq roleand skill
1.Function HenriFayol:five functions-planning,organizing,commanding,coordinating,and controlling.Planning fimction|involves defininggoals,establishing strategiesfor achievingthose goals,and developingplans tointegrate andcoordinate activities.Organizing fimction|involves arrangingand srtucturingwork to accomplish theorganizations goals——determine whattasks areto bedone,who isto dothem,how thetasks areto begrouped,who reportsto whom,and wheredecisions areto bemade.Leading functiii|involves workingwith andthrough people toaccomplishorganizationalgoals---motivate subordinates,help resolvework groupconflicts,influence individualsor teamsas theywork,select themost effectivecommunication channel,or dealin anyway withemployee behaviorissues.Controlling involvesmonitoring,comparing,and correctingwork performance--To ensurethat goalsare beingmet andthat workis beingcompleted asit shouldbe.
2.Roles Managementroles|refer tospecific categoriesof managerialbehavior.Interpersonal roles|are rolesthat involvepeople andother dutiesthat areceremonial andsymbolic innature——figurehead,leader andliaison Informationalroles|involve collecting,receiving,and disseminatinginformation——monitor,disseminator andspokesperson.Decisional roles|revolve aroundmaking choices---entrepreneur,disturbance handler,resource allocator,and negotiator.
3.Management skillsRobert L.Katz Technicalskills]job-specific knowledgeand techniquesneeded toproficiently performspecific tasks.Lower-level ManagersHuman skills]the abilityto workwith otherpeople individuallyand ina group.Middle ManagersConceptual skills]the abilityto thinkand toconceptualize aboutabstract andcomplex situations.Top ManagersHow theManagers Jobis Changing1Changing technologydigitization2Increased securitythreats3Increased emphasison organizationaland managerialethics
4.Increased competitivenessthe increasingim rtanceof:customers and innovation Whatis anorganization Anorganization isa deliberatearrangement ofpeopletoaccomplish somespecific purpose.Three charactersDistinct purpose,Composed ofpeople,Some deliberatestructure Insummary,|organizatim Refersto anentity thathas adistinct purpose,includes peopleor members,and hassome typeof deliberatestructure.Universality ofmanagement!The realitythat managersis neededin alltypes andsizes oforganizations,at allorganizational levels,in aooorganizational areas,andinorganizations inall countriesaround theglobe.。