A beginner's perspective and overview of the fundamental concepts of management in a business and non-business environment. Good for 1-day training for non-business majors.

1. Principles & Concepts of
Management (EBBA-PCM)

2. Module Requirements
• Face-to-face seminar
• Videos
• Case Study
• Class Discussion
• 40 Multiple-Choice Questions (Assessment)

3. Why Study Management?
• We all have a vested interest in improving the
way organizations are managed.
A good organization means it is well-managed
• You will eventually manage or be managed
Gaining an understanding of the management
process provides the foundation for developing
management skills and insight into the behavior
of individuals and the organization.

4. 1–4
Who Are Managers?
A manager is someone
who works with and
through other people by
coordinating their work
activities in order to
accomplish
organizational goals

5. Where Do They Work?
Managers work in Organizations.
• Organization 组织
 A systematic arrangement of people brought
together to accomplish some specific purpose;
applies to all organizations.
ALL organizations have 3 similar characteristics:
a) They have a purpose and goal(s)
b) They have structure
c) They employ people

6. Levels of Managers
• First-line Managers
 Supervisors responsible for
directing the day-to-day activities
of operative employees
• Middle Managers
 Individuals at levels of
management between the first-
line manager and top
management
• Top Managers
 Individuals who are responsible
for making decisions about the
direction of the organization and
establishing policies that affect
all organizational members

7. 1–7
What is Management?
• Management 管理
Is the process of getting things done, effectively
and efficiently, through and with other people
Efficiency 效率
Doing the thing correctly; refers to the
relationship between inputs and outputs;
seeks to minimize resource costs
Effectiveness 效用
Doing the right things; goal attainment

8. What Is It Like to Be a Manager?
Managerial Activities
- Long hours
- Most time spent in oral
communication
- Characterized by variety,
fragmentation, and
brevity
- Fast paced and require a
high energy level to be
successful
Managers give up the right
to:
- Be one of the gang
- Put your self-interest
first
- Ask others to do things
you wouldn’t do
- Vent your frustrations
- Resist change

9. Let’s watch this video & discover
management skills!
© 2008 Prentice Hall, Inc. All rights reserved. 1–9

10. How should one improve management
skills?
© 2008 Prentice Hall, Inc. All rights reserved. 1–10

11. MANAGEMENT LEVELS AND TIME SPENT
ON FUNCTIONS
Plan. Organ. Lead. Control.
Top 28% 36% 22% 14%
Middle 18% 33% 36% 13%
Lower 15% 24% 51% 10%

12. Katz’s General Skills
for Managers
Conceptual
Skills
Political
skills
Interpersonal
skills
Technical
skills
Skills of Successful Managers

13. General Skills Defined
• Conceptual Skills 概念技能
The Mental ability to analyze and diagnose complex
situations
• Interpersonal Skills 人际交往能力
Ability to work with, understand, mentor and
motivate others, both individually and in groups
• Technical Skills 技术技能
Ability to use the tools, procedures and techniques
of a specialized field
• Political Skills 政治技巧
Ability to build a power base and establish the right
connections

14. Mintzberg’s Management Roles
管理中的作用

15. • FIGUREHEAD: the manager
performs ceremonial and
symbolic duties as head of
the organization;
• LEADER: fosters a proper
work atmosphere and
motivates and develops
subordinates;
• LIASION: develops and
maintains a network of
external contacts to gather
information
Interpersonal Role

16. • MONITOR: gathers
internal and external
information relevant to
the organization;
• DISSEMINATOR:
transmits factual and
value based information
to subordinates;
• SPOKESPERSON:
communicates to the
outside world on
performance and
policies.
Information Processing Role

17. • ENTREPRENEUR: designs
and initiates change in the
organization;
• DISTURBANCE HANDLER:
deals with unexpected events
and operational breakdowns;
• RESOURCE ALLOCATOR:
controls and authorizes the
use of organizational
resources;
• NEGOTIATOR: participates in
negotiation activities with
other organizations and
individuals.
Decision Making Role

18. The Four Functions of Management

19. What is “planning”? 规划
• A basic management function involving formulation of
one or more detailed plans to achieve optimum balance
of needs or demands with the available resources.
19
Questions you ask about planning
• Do you plan everyday about what you are going to do
when you wake up?
• Do you plan when to go on holiday?
• What is the MOST exciting thing about PLANNING?
• What is the MOST HORRIBLE thing about
PLANNING?
Why do we need to plan?
• Planning provides direction to managers & non-
managers
• Planning reduces uncertainty 减少不确定性
• Planning reduces overlapping and wasteful
activities 减少重叠和浪费活动
• Planning establishes goals or standards used in
controlling 建立在控制使用的目标或标准

20. What does planning involve?
• Defining goals 确定目标
• Establishing a strategy for achieving those
goals 建立战略实现这些目标
• Developing comprehensive plans to integrate
and coordinate the work required to achieve
the goals 制定全面的计划，以整合和协调，以
实现这些目标所需的工作

21. Does Mr. Bean ever plan?

22. The Coverage of Planning

23. Decision-Making
• Decision-Making 决策
 A set of eight steps that includes identifying a
problem, selecting a solution based on a decision
criteria, and evaluating the effectiveness of the
solution
• Problem 问题
 A discrepancy between an existing and a desired
state of affairs
• Decision Criteria 判定标准
 Factors that are relevant in a decision

24.  What shall we do if business continues to be bad?
 If we need to cut cost in our business, which areas can
we start to reduce or cut?
 Do we start retrenching staff now?
 Where do we get our business supplies from?
 Should we borrow from the bank to finance our business?
 How should we advertise and promote our products?
Everyday Planning Decisions

25. The Decision-Making Process
8 STEPS

26. The 4 Decision-Making Styles
1. Directive Decision Making : They have a low tolerance
for ambiguity and are efficient, rational, and logical in
their way of thinking. They focus on the short term and
are quick to make decisions, usually resulting in a
decision that has been made with minimal information
and not carefully analyzing other alternatives.
2. Analytical Decision Making : They have greater
tolerance to ambiguity. They are careful decision
makers that like to be well informed and thoroughly
assess their options. They usually have the ability to
adapt or cope with unique and challenging situations.

27. 3. Conceptual Decision Making : They are generally very
broad in their approach and consider all available
alternatives. They are long-term oriented and are
usually capable of formulating creative solutions to
problems.
4. Behavioral Decision Making : People with a
behavioural decision-making style work well with
others, are open to suggestions, and are concerned
about the achievements of their team. They generally
try to avoid conflict and place importance on their
acceptance by others.

28. Organizing 组织
• Organizing is the process of creating a structure
that supports the achievement of the
organization’s objectives. (组织是创造一个有助
于实现组织的目标结构的过程。)
• An organizational structure (组织结构) is how
jobs are divided, grouped and coordinated within
an organization

29. What are the major elements of
organizational structure?
1. Work Specialization
2. Departmentalization
3. Chain of Command
4. Span of Control
5. Centralization and Decentralization
6. Formalization

30. Work Specialization 工作分工
• The degree to which tasks are divided into
separate jobs
• Individuals specialize in doing part of a job
rather than the entire job

31. Departmentalization 部门化
• Functional 实用
 Grouping jobs by
functions performed
• Product 产品
 Grouping jobs by
product line
• Geographical 地域
 Grouping jobs on the
basis of territory or
geography
• Process 过程
 Grouping jobs on the
basis of product or
customer flow
• Customer 顾客
 Grouping jobs by type
of customer and
needs

32. Chain of Command 指挥链
• A continuous line of authority
 Extending from upper echelons of the organization to the
lowest levels
 Clarifies who reports to whom

33. Span of Control 控制范围
• The number of subordinates a manager can
supervise effectively and efficiently
• Span of control determines the levels and number of
“managers” in an organization
• Span of control is also affected by:
Skills and abilities of the manager and employees
Characteristics of the work being done

34. Example: Span of control
NARROW
WIDE

35. Centralization &
Decentralization
• Centralization 集权
Degree to which decision making
is concentrated at a single point
Usually upper levels of
management
• Decentralization 分权
Decision making authority is
handed down to lower levels in
the organization

36. Formalization vs. Empowerment
• Formalization 形式化
Degree to which jobs
are standardized &
employee’s rely on
rules and procedures
• Employee empowerment
员工授权
Giving more decision
making authority to
employees

37. In conclusion, organizational
design teaches us :
• How we are grouped according to our expertise
• People doing the same work are grouped
together
• In the group, they know who is their leader and
manager, their colleagues and supporters
• They know how many of them are grouped
under one leader
• Who makes the decisions
• What rules they need to follow, what areas they
are allowed to make their own decisions

38. Organization Design
Applications
• Simple Structure 简单结构
Is low in specialization and formalization but
high in centralization.
• Functional Structure 功能结构
Has similar and related occupational specialties
that are grouped together.
• Divisional structure 分工结构
Is made up of self-contained units.

39. Simple Structure Functional Structure

40. 40
Divisional Structure

41. Other Organizational Structures
• Matrix Structure
 Is comprised of specialists from functional
departments who are assigned to work on one or
more projects led by a project manager.
• Team-Based Structure
 Consists entirely of work groups or teams.
• Boundary-less Organization
 Is not defined or limited by boundaries or categories
imposed by traditional structures.

42. Matrix Structure
Team-Based
Structure

43. Managers, Leaders and Leadership
• Managers are persons whose influence on others
is limited to the appointed managerial authority of
their positions to reward and punish.
• Leader (领导者)- Someone who can influence
others and who has managerial authority.
• Leadership (领导) - What leaders do; the process
of influencing a group to achieve goals.
Ideally, all managers should be leaders.

44. How do you tell a leader from an
ordinary person?

45. The 5 Leadership Theories
• #1: The Great Man theory
• “Leaders are born, not made”
You either have it or don’t
have it at birth.
• Only ‘great people’ can be
leaders and there aren’t many
of them in the world.
But sometimes, its hard to know who is born
with leadership characteristics....

46. • Attempts to list and define the
special characteristics, skills
and personality a likely leader
should possess.
• Example:
- intelligence 智力
- Physical features 物理特性
- Self-confidence 自信心
- Fairness 公平
- Objectivity 客观性
#2: The trait theory 领导特质理论

47. #3: The style theory of Leadership行为理论
Autocratic Style 专制的领导
•a leader dictates policies and procedures, decides
what goals are to be achieved, and directs and
controls all activities without any meaningful
participation by the subordinates.
•This leader has full control of the team leaving low
autonomy within the group.
•The group is expected to complete the tasks
under very close supervision while unlimited
authority is granted to the leader.
•Subordinate's responses to the orders given are
either punished or rewarded.

48. Democratic Style 民主领导
•The democratic leadership style consists of the
leader sharing the decision-making abilities with
group members by promoting the interests of the
group members and by practicing social equality.
•This style of leadership encompasses discussion,
debate and sharing of ideas and encouragement of
people to feel good about their involvement.
#3: The style theory of Leadership行为理论

49. Laissez-Faire Style 自由放任的领导
•The laissez-faire leadership style is where all the
rights and power to make decisions is fully given
to the worker.
•The laissez-faire style is sometimes described as
a "hands off" leadership style because the leader
delegates the tasks to their followers while
providing little or no direction to the followers
#3: The style theory of Leadership行为理论

50. Are these leadership styles fixed for
everything in management?

51. #4 : The Contingency Theory Of
Leadership 应急管理理论
• There is NO FIXED style of Leadership
• Leadership styles are very much based on the
following elements:
- the relationship between leaders and
their followers (领导者和追随者之间的关系)
- The task structure 任务的结构
- the position power of the leader or the
members. (谁拥有更多的权力 - 领导人或成员？)

52. Different Situations require different
leadership
• In a war, lives of many people are at stake.
Leaders need to protect their own and kill all
those who do not follow their leadership
• In emergencies, leaders need people to obey
and follow their instructions to the letter. If
you do not follow the rules, you will be
penalized
• In competition, leaders have strategies to
execute to WIN. Failure to follow the strategy
will cause you to be expelled (解雇) from the
team.

53. • Argues that successful leadership is achieved by
selecting the right leadership style which is
contingent on the level of the followers’ readiness
• Acceptance: leadership effectiveness depends on
whether followers accept or reject a leader
• Readiness: the extent to which followers have the
ability and willingness to accomplish a specific
task
• Leaders must relinquish control over and contact
with followers as they become more competent.
#5 : The Situational Leadership Theory

54. Situational Leadership Theory
• Four stages of follower
readiness:
 R1: followers are
unable and unwilling
 R2: followers are
unable but willing
 R3: followers are able
but unwilling
 R4: followers are able
and willing

55. Situational Leadership Theory
• Creates four specific leadership styles
incorporating Fiedler’s two leadership
dimensions:
Telling: high task-low relationship leadership
Selling: high task-high relationship leadership
Participating: low task-high relationship
leadership
Delegating: low task-low relationship
leadership

56. Leaders have power – they need to know
how to manage Power
• Legitimate power 合法的
权力
• The power a leader
has as a result of his
or her position.
• Coercive power 强制力
• The power a leader
has to punish or
control.
• Reward power 奖励功率
• The power to give
positive benefits or
rewards.
• Expert power专家权力
• The influence a
leader can exert as a
result of his or her
expertise, skills, or
knowledge.
• Referent power参照性
权力
• The power of a
leader that arises
because of a
person’s desirable
resources or admired
personal traits.

57. Building Trust: The Essence of
Leadership
Deterrence-
based Trust
Identification-
based Trust
Types of Trust
Knowledge-
based Trust

58. Groups & Teams
• a group (群体)is a number of individuals forming
a unit for a reason or cause,
• a team (团队) is a collection of accomplished
people coming together for a common goal that
needs completion.

60. Types Of Work Teams
• Functional Team
 A work team composed of a
manager and the employees in his
or her unit and involved in efforts to
improve work activities or to solve
specific problems within particular
functional unit
• Problem-Solving Team
 5 to 12 hourly employees from the
same department who meet each
week to discuss ways of improving
quality, efficiency, and the work
environment

61. • Quality Circle
 8 to 10 employees and supervisors who
share an area of responsibility and who
meet regularly to discuss quality problems,
investigate the causes of the problem,
recommend solutions, and take corrective
actions but who have no authority
• Self-Managed Work Team
 A formal group of employees that operates
without a manager and is responsible for a
complete work process or segment that
delivers a product or service to an external
or internal customer

62. • Cross-Functional Work Team
 A team composed of employees
from about the same hierarchical
level but form different work
areas in an organization who are
brought together to accomplish a
particular task
• Virtual Team
 A physically-dispersed team that
uses computer technology to
collaborate without concern for
distance, space, or time in order
to achieve a common goal.

63. How does a team “get together”?
• We start off by looking at a ‘group’ of individuals
that have been assigned to work together on a
project or task....

64. Dr. Bruce Tuckman
• In 1965, Dr. Tuckman theorized that
in order to build a team, a group of
people tasked to work together
would require to go through at least
5 stages of development.
• Tuckman theorized that these
phases are all necessary and
inevitable in order for the team to
grow, to face up to challenges, to
tackle problems, to find solutions, to
plan work, and to deliver results.

65. The Stages Of Team Development
• Stage 1: Forming
 The team experiences
uncertainty about its
purpose, structure, and
leadership.
• Stage 2: Storming
 Intragroup conflict
predominates within the
group
• Stage 3: Norming
 Close relationships
develop and group
members begin to
demonstrate
cohesiveness.
• Stage 4: Performing
 The team develops a
structure that is fully
functional and accepted by
team members.
• Stage 5: Adjourning
 The team prepares for its
disbandment.

66. Communicating in an organization
• Communication - the transfer and understanding
of meaning.
Transfer means the message was received in a
form that can be interpreted by the receiver.
Understanding the message is not the same as the
receiver agreeing with the message.
• Interpersonal Communication - communication
between two or more people in order to connect
• Organizational Communication - all the patterns,
networks, and systems of communications within
an organization.

67. Functions of Communication
• Control
 Formal and informal communications act to control
individuals’ behaviors in organizations.
• Motivation
 Communications clarify for employees what is to be
done, how well they have done it, and what can be done
to improve performance.
• Emotional Expression
 Social interaction in the form of work group
communications provides a way for employees to
express themselves.
• Information
 Individuals and work groups need information to make
decisions or to do their work.

68. The Italian Man who went to Malta
(一个意大利人在马耳他)

69. What you heard….and what the other
person meant….
• I want two piece
(我要两片吐司)
• Son of a bitch(王八蛋)
• I want a fork (叉子)
• A sheet (bedsheet)
(床单)
• Peace be on you (安息)
• I want to piss (我要小便)
• Son of a beach (出生海
滩)
• F**k (他妈的)
• Shit (狗屁)
• Piss on you (小便 你 上
面)

70. The Communication Process

71. Communication Process Terms
• Encoding
 The conversion of a
message into some
symbolic form
• Message
 A purpose to be
conveyed
• Channel
 The medium by which a
message travels
• Decoding
 A receiver’s translation
of a sender’s message
• Feedback
 The degree to which
carrying out the work
activities require by a
job results in the
individual’s obtaining
direct and clear
information about the
effectiveness of his her
performance

72. Methods of Communication

73. Barriers to Effective Communication
Filtering
Selective perception
Information overload
Emotions
Language
Gender
National Culture
(selecting parts which you feel may be
communicated whilst cutting out the rest)
(Listening only to the parts that make
sense to you)
(Too much information at one go)
(Your mood determines your reaction)
(Direct/prior translation required)
(Guy-to-guy, girl-to-girl, guy-to-girl)
(Different approaches to communication)

74. A failure to communicate....WHY?

75. Overcoming Barriers to Effective
Communication
Use feedback
Simplify language
Listen actively
Constrain emotions
Watch nonverbal cues
(this tells people if you have got the
message)
(use 'layman' terms)
(hearing to 'pick out the key points')
(listen 'openly' and with no
inhibitions)
(match words with gestures)

76. Control 监督
• Controlling - the process of
monitoring, comparing, and
correcting work
performance.
• The Purpose of Control
 To ensure that activities are
completed in ways that lead to
the accomplishment of
organizational goals.

77. Why Is Control Important?
• As the final link in management functions:
 Planning 规划
Controls let managers know whether their goals and
plans are on target and what future actions to take.
 Empowering employees 使员工
Control systems provide managers with information
and feedback on employee performance.
 Protecting the workplace 保护工作
Controls enhance physical security and help
minimize workplace disruptions.

78. What is the Control Process? 监督过程
• Control process - a three-step process of
measuring actual performance, comparing actual
performance against a standard, and taking
managerial action to correct deviations or
inadequate standards.

79. The Control Process
• The Process of Control
1. Measuring (测量) actual performance
2. Comparing (比较) actual performance against a
standard
3. Taking action to correct deviations (纠正偏差) or
inadequate standards

80. Measuring: How and What
We Measure
• Sources of
Information (How)
Personal
observation
Statistical reports
Oral reports
Written reports
• Control Criteria (What)
 Employees
Satisfaction
Turnover
Absenteeism
 Budgets
Costs
Output
Sales

81. Comparing Actual Performance
Against the Standard
• Determining the degree of variation (变动)
between actual performance and the standard
• Range of variation - the acceptable parameters
(参数) of variance between actual performance
and the standard.

82. Taking Managerial Action
• Immediate corrective action (立即采取纠正行
动) - corrective action that corrects problems at
once in order to get performance back on track.
• Basic corrective action (基本纠正措施)-
corrective action that looks at how and why
performance deviated before correcting the
source of deviation.

83. Types of Control
• Feed forward
control 前馈控制-
control that takes
place before a work
activity is done.
• Concurrent control
并发控制- control that
takes place while a
work activity is in
progress.

84. Types of Control (cont.)
• Feedback control 反馈控
制- control that takes
place after a work activity
is done.

85. Types of Control