演講人：日期：管理概論英文IntroductiontoManagementManagementTheoriesPlanningandDecisionMakingOrganizingandStaffingDirectingandLeadingCommunicationandInterpersonalSkillsforManagers目錄01IntroductiontoManagementManagementistheprocessofplanning,organizing,leading,andcontrollingresourcestoachieveorganizationalgoalsItinvolvesthecoordinationofhuman,financial,physical,andinformationresourcesManagementisbothanartandascience,requiringcreativeproblem-solvingandtheapplicationofprovenprinciplesandtechniquesDefinitionandNatureofManagementEffectivemanagementiscrucialforthesuccessofanyorganization,asitensuresthatresourcesareusedeffectivelyandgoalsareachievedGoodmanagementcanleadtoincreasedproductivity,employeesatisfaction,andcustomerloyaltyManagementalsoplaysakeyroleinstrategicplanninganddecisionmaking,helpingorganizationstoadapttochangingmarketconditionsandseenewopportunitiesImportanceofManagementThefourbasicfunctionsofmanagementareplanning,organizing,leading,andcontrollingPlanninginvestmentssettinggoals,developingstrategies,andallocatingresourcesOrganizingreferencestothestructuraldesignoftheorganizationandtheallocationoftasksandresponsibilitiesLeadinginvestmentsmotivatingandinspiringemployees,followingteams,andprovidingguidanceandsupportControllinginvestmentsmonitoringperformance,assessmentresults,andtakingcorrectiveactionasneeded0102030405ManagementFunctionsandProcesses02ManagementTheoriesEmphasisonefficiencyandproductivityClassicmanagementtheoryfocusesonimprovingworkprocessestomaximizeefficiencyandproductivityThisisofteninvolvingbreakingdowntasksintosmaller,moremanageablestepsandstandardizingworkproceduresHierarchicalstructuresClassicmanagementtheorytypicallyadvocatesforaclearhierarchyofauthoritywithinorganizations,withwelldefinedrolesandresponsibilitiesforeachlevelofmanagementScientificmanagementThisapproach,pioneeredbyFrederickTaylor,emphasizestheuseofscientificmethodstostudyworkprocessesanddeterminethemosteffectivewaystoperformtasksClassicManagementTheoryBehavioralmanagementtheoryrecognizestheimportanceofhumanfactorsintheworkplace,suchasmotivation,communication,andgroupdynamicsThistheoryemphasizestheneedtoconsideremployeesatisfactionandmoralinordertoachieveorganizationalgoalsItsuggeststhathappyandengagedemployeesaremoreproductiveandlessliketoleavetheorganizationBehavioralmanagementtheoryalsoemphasizestheimportanceofleadershipstylesandhowtheycaninfluenceemployeebehaviorandperformanceFocusonhumanfactorsEmployeesatisfactionandmoralLeadershipstylesBehavioralManagementTheoryModernmanagementtheorytakesasystemsapproachtoorganizations,viewingthemascomplexsystemsmakeupofinterconnectedpartsthatmustworktogethertoachieveoverallgoalsThistheoryrecognizesthatorganizationsmustadapttochangingenvironmentsandcontinuouslyinnovatetoremaincompetitiveItemphasizestheneedforflexibilityandresponsivenesstoexternalchangesModernmanagementtheoryalsoconsiderstheneedsandinterestsofmultiplestakeholders,includingemployees,customers,suppliers,andthecommunityItsuggeststhateffectivemanagementrequiresbalancingtheneedsofthesedifferentgroupsSystemsapproachEmphasisonchangeandinnovationStakeholdermanagementModernManagementTheory03PlanningandDecisionMakingPlanninginvolvessettinggoals,determiningstrategies,andallocatingresourcestoachievethosegoalsNatureofPlanningPlanningprovidesdirection,reducesuncertainty,andguaranteesthatorganizationalresourcesareusedeffectivelyandeffectivelyPurposeofPlanningWithoutplanning,organizationsmaylakefocusanddirection,leadingtowastedresourcesandmissedopportunitiesImportanceofPlanningNatureandPurposeofPlanning要點(diǎn)三TypesofPlansStrategicplans,operationalplans,projectplans,andcontingencyplansarecommontypesofplansusedinorganizations0102PlanningProcessTheplanningprocesstypologicallyinvolvesidentifyinggoals,assessingcurrentsituation,developingstrategies,allocatingresources,andmonitoringprogressInvolvementofStakeholdersStakeholderssuchasemployees,customers,suppliers,andshareholdersshouldbeinvolvedintheplanningprocesstoensuretheirneedsandexpectationsareconsidered03TypesofPlansandPlanningProcessDecisionMakingProcessThedecisionmakingprocessinvolvesidentifyingproblemsoropportunities,gatheringinformation,generatingalternatives,evaluatingalternatives,selectingacourseofaction,andimplementingthedecisionDecisionMakingProcessandTechnologiesTypesofDecisionsRoutinedecisions,strategicdecisions,planneddecisions,andnonplanneddecisionsarecommontypesofdecisionsmadeinorganizationsDecisionMakingTechnologiesDecisionmakingtechnologiessuchasdecisionsupportsystems,expertsystems,andartificialintelligencecanassistmanagersinmakinginformedandeffectivedecisionsImportanceofEthicalDecisionMakingEthicaldecisionmakingguaranteesthatdecisionsarefair,just,andrelevantofallstakeholdersinvolvedDecisionMakingProcessandTechnologies04OrganizingandStaffingNatureandPurposeofOrganizingOrganizingallowsforthedivisionoflabor,whereemployeesspecializeinspecifictasks,leadingtoincreasedefficiencyandproductivityFacilitatingspecializationOrganizingguaranteesthatresourcessuchaspeople,time,andmoneyareallocatedinawaythatsupportstheachievementoforganizationalgoalsAllocatingresourceseffectivelyItinvolvescreatingastructurethatdefinesroles,responsibilities,andrelationshipsamongemployees,whichhelpsindecisionmakingandcoordinationEstablishingahierarchyFunctionalstructureGroupsemployeesbasedontheirfunctionsorspecialties,suchasmarketing,finance,oroperationsDivisionalstructureOrganizethecompanyintosmall,selfcontainedunitsthatareresponsibleforaspecificproduct,service,orgeographicareaMatrixstructureCombinesfunctionalanddivisionalstructures,withemployeesreportingtobothafunctionalmanagerandadivisionalmanagerFlatvs.tallstructuresFlatstructureshavelowerlevelsofmanagementandwiderspansofcontrol,whiletallstructureshavemorelevelsandlowerspansofcontrolOrganizationalStructureandDesign0102RecruitmentAttractingpotentialcandidatesthroughjobpostings,socialmedia,andotherchannelsSelectionAssessingcandidates'qualifications,skills,andfitforthejobthroughinterviews,tests,andotherassessmentmethodsOnboardingOrientingnewemployeestotheorganization,itsculture,policies,andproceduresTraininganddevelopmentProvidingemployeeswiththeskillsandknowledgetheyneedtoperformtheirjobseffectivelyandgrowwithintheorganizationPerformancemanagementEvaluatingemployees'performance,providingfeedback,andsettinggoalsforimprovement030405StaffingProcessandHumanResourceManagement05DirectingandLeadingDirectingistheprocessofguidingandcoveringtheworkofotherstoachieveorganizationalgoalsItinvolvessettingclearexpectations,providingresourcesandsupport,andmonitoringprogressThepurposeofdirectingistoensurethatemployeesunderstandwhatisrequiredofthemandaremotivatedtoperformattheirbestNatureandPurposeofDirectingLeadershipstylesrefertothedifferentapproachesleadersusetoguideandmotivatetheirteamsEffectiveleadersadapttheirstylestotheneedsofthesituationandtheindividualstheyareleadingCommonleadershipstylesincludeautocratic,democratic,laissezfair,andtransformationalLeadershipbehaviorsincludesettinggoals,providingfeedback,delegatingresponsibility,andfollowingcollaborationLeadershipStylesandBehaviorsMotivationistheprocessofinspiringemployeestoworktowardsorganizationalgoalsCommunicationisessentialforeffectivedirectingandleading,asitallowsleaderstounderstandexpectations,providefeedback,andresolveconflictsGoodcommunicationalsofocusesontrustandopenness,whicharecriticalforbuildingstrongteamsItcanbeachievedthroughrewards,recognition,jobdesign,andbycreatingapositiveworkenvironmentMotivationandCommunicationintheWorkplace06CommunicationandInterpersonalSkillsforManagersFacilitiesunderstanding01GoodcommunicationskillshelpmanagersgatherinformationclearlyandensureitisunderstoodbyteammembersBuildstrust02Effectivecommunicationfanstrustbetweenmanagersandtheirteam,leadingtobettercollaborationandteamworkEnhancesdecisionmaking03Clearcommunicationguaranteesthat