管 理 學(MANAGEMENT)

交通大學 管理學院 運輸與物流管理學系

任維廉 William

Feb. 2014

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. Managers do matter to organization. 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.

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WHO ARE MANAGERS?

First-line Managers

Individuals who manage the work of non-managerial employees.

Middle Managers

Individuals who manage the work of first-line managers.

Top Managers

Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.

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CLASSIFYING MANAGERS

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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 Low resource waste

Effectiveness 效能“Doing the right things”

Attaining organizational goals High goal attainment

討論： doing the right things right.

－ doing a few right things right －

MANAGERIAL CONCERNS

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Approaches: 群盲摸象，以簡御繁1. 功能 (function), process, content

* 區分 Management VS. Business functions

2. 角色 (role) 3. 技巧 (skill)4. Others, e.g., Attitude: Believes, Action, Guts, Ethics

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Function (POLC)

Skill (THC……) Role (IID……)

Management

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FUNCTIONAL APPROACH Henri Fayol, Harold Koontz

PlanningDefining goals, establishing strategies to achieve goals,

developing plans to integrate and coordinate activities.

OrganizingArranging and structuring work to accomplish

organizational goals.

LeadingWorking with and through people to accomplish goals.

ControllingMonitoring, comparing, and correcting work.

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MANAGEMENT ROLES APPROACH Henry Mintzberg

Interpersonal rolesFigurehead, leader, liaison

Informational rolesMonitor, disseminator, spokesperson

Decisional rolesEntrepreneur, Disturbance 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 CSIS

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

survival.

Social mediaManagers Forms of electronic communication through which users

create online communities to share ideas, information, personal messages, and other content.

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:

*responsible for creating a productive work environment

*receive recognition and status in organization and community

*receive appropriate compensation in form of salaries, bonuses, and stock options

Challenges:

*can be a thankless job

*may entail clerical type duties

* managers also spend significant amounts of time in meetings and dealing with interruptions

*managers often have to deal with a variety of personalities and have to make do with limited resources

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(1.6 How Study Management? )1. COME TO CLASS, 2.READ THE BOOK,

3. DO YOUR ASSIGNMENT: 1~10 組

1. Case study: a manager’s dilemma

2. Thinking critically about ethics dilemma

3. Skills exercise

4. Team exercise

5. To be a manager (Internet-based exercise)

Do your assignment: 1~4 組

1. Case study: a manager’s dilemma (p.28)

(1) Identify and articulate business problems

(2) Gather and analyze information applicable

(3) Identify and apply an appropriate tool for solving problems.

2. Thinking critically about ethics (p.46)

(1) Identifies Dilemma.

(2) Considers Stakeholders

(3) Analyzes Alternatives and Consequences32

Do your assignment: 5~10 組

3. Skill exercise: political skill (p.47)

4. Team exercise: characteristics of good managers (p.47)

5. To be a manager (Internet-based exercise) : 5 master managers (p.47)

Bill Gates, Warren Buffett, Steve Jobs, David Ogilvy, Richard Branson, Louis Gerstner, Andrew Grove, Jack Welch, Larry Page, Elon Musk (p.35), 謝家華 (Zappos, p.91), 豐田章男 (Akio Toyoda, p.75), 平井一夫 , 柳井正 , 李健熙 , 李嘉誠 , 柳傳志 , 任正非 , 張瑞敏 , 馬雲 , 張忠謀 , 施振榮 , 郭台銘 , 張榮發 , 戴勝益 ……

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回 顧

1. Explain why managers are important to organizations.

2. Tell who managers are and where they work.

3. Describe the functions, roles, and skills of managers.

4. Describe the factors that are reshaping and redefining the manager’s job.

5. Explain the value of studying management.

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manager first-line managers middle managers top managers

management efficiency Effectiveness

planning organizing leading controlling

interpersonal roles informational roles decisional roles

technical skills human skills conceptual skills

organization

TERMS TO KNOW

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 Top

Manager’s Job

3.0 percent

4.2 percent

N/A

N/A

N/A2.6 percent

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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. Strategy

2. Structure

3. System

4. Skill

5. Style

6. Staff

7. Shared Value

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