罗宾斯管理学英语读书笔记

罗宾斯管理学英语读书笔记

　　chapter 1 Introduction to management and

　　organizations

　　who are managers

　　A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished.

　　How do we define who managers are

　　we have first-line managers, the lowest level of management ,manage the work of nonmanagerial employees who typically are involved with producing the organization’s products or servicing the organization’s customers. First-line managers often have the title of supervisor, but they may also called shift managers, district managers, department managers, office managers, or even foreperson. middle managers include all levels of management between the first level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as regional manager, project leader, plant manager, or division manager. At or near the upper levels of the organizational structure are the top managers, who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairperson.

　　what is management

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

　　Efficiency refers to getting the most output from the least amount of inputs.

　　Effectiveness is often described as doing things right, that is, not wasting resources.

　　what do managers do

　　management researchers have, after many years of study, developed three specific categorization schemes to describe what managers do: functions, roles, and skills. management functions

　　Planning: managers define goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.

　　organizing: managers are responsible for arranging and structuring work to accomplish the organization’s goals.

　　Leading: managers motivate subordinate, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues.

　　controlling: managers have to monitor, compare and correct everything that is deviating. management roles

　　The term management roles refers to specific categories of managerial behavior.

　　Interpersonal roles are roles that involve people and other duties that are ceremonial symbolic in nature. The three interpersonal roles include figurehead, leader, and liaison.

　　Informational roles involve collecting, receiving, and disseminating information. The three informational roles are monitor, disseminator, and spokesperson.

　　Decisional roles entail making decisions or choices. The four decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator.

　　management skills

　　Technical skills are the job-specific knowledge and techniques needed to proficiently perform specific tasks. These skills tend to be more important for lower-level managers because they typically are managing employees who are suing tools and techniques to produce the organization’s products or service the organization’s customers.

　　Human skills involve the ability to work well with other people both individually and in a group. Because managers deal directly with people, these skills are essential and equally important at all levels of management.

　　conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. Using these skills, managers must see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment.

　　How the manager’s job is changing

　　what is an organization

　　An organization is a deliberate arrangement of people to accomplish some specific purpose.

　　Becoming a manager

　　1． Keep up with current business news.

　　2． Read books about good and bad examples of managing.

　　3． Remember that one of the things good managers do is discover what is unique about each

　　person and capitalize on it.

　　4． Keep in mind the simple advice of the late Peter Drucker, who has been called the most

　　influential management thinker of the twentieth century: management is about people.

　　5． work on your soft skills—work ethic, communications, information gathering, and people

　　skills. These are what employers cite as the most important factors for getting jobs.

　　6． observe managers and how they handle people and situations.

　　7． Talk actual managers about their experiences—good and bad.

　　8． Get experience in managing by taking on leadership roles in student organizations.

　　9． Start thinking about whether you’d enjoy being a manager.