[人力资源管理]Behavioural Skills for Business.ppt
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1、2008.9,Hu Weihua,Behavioural Skills for Business,Hu Weihua Department of Economics IMNU 2008.9,商务行为技巧,2008.9,Hu Weihua,Lecturer Information : Name: 胡伟华 E-mail: Tel:13948416869,Welcome to enter this unit ! come on !,2008.9,Hu Weihua,Course Syllabus,Introduction to the unit Section 1-The role of the m
2、anager Section 2-Leadership Section 3-Influencing skills Section 4-Conflict in the workplace Section 5-Assertiveness Section 6-Negotiation Section 7-Problem solving and decision making Section 8-Time management Section 9-Meetings and briefings Section 10-Stress management,2008.9,Hu Weihua,The purpos
3、e of this unit: To allow you to be able to explain what managerial behaviour in organisations involves . To analyse the behavioural skills that managers need in order to manage their own behaviour and to deal with others . To recognize the skills that managers need in order to behave effectively in
4、situations that arise within a dynamic business evironment.,Introduction to the Unit(1),2008.9,Hu Weihua,The outcomes of this unit : Outcome 1 Analyse the main aspects of managerial behavior in organisations Outcome 2 Analyse behavioral skills used by managers Outcome 3Analyse techniques used by man
5、agers to manage themselves and others.,Introduction to the Unit(2),2008.9,Hu Weihua,lets begin the unit learning,2008.9,Hu Weihua,The role of the manager,Section 1,2008.9,Hu Weihua,After studying this section, you should be able to : Explain the concept of the management Identify and explain the rol
6、e of managers,Learning objectives,2008.9,Hu Weihua,What is management and who is manager in your own opinion ?,Discussion,2008.9,Hu Weihua,1.1 The definition of management and manager,1.1.1 Management : one or more managers individually and collectively setting and achieving goals by exercising rela
7、ted functions and utilizing various resources.,Functions: planning, organising, staffing, leading, Controlling and so on,Resources: information, materials, money, people and so on,2008.9,Hu Weihua,1.1.2 Manager :People who allocate and oversee the use of resources.,1.1 The definition of management a
8、nd manager,2008.9,Hu Weihua,1.2 Early definition of the role of managers,Figure 1-1 Time line of management thought,1760 1800 1840 1860 1900 1920 1940 1960 1980 2000,Classical Schools,Behavioural School,Quantitative School,Systems School,contingency School,2008.9,Hu Weihua,The classical management t
9、heory originated during Englands Industrial Revolution,which began in the late 1700s with the invention of reliable steam-powered machinery. The classical management theory focused on finding the “one best way ” to perform and manage tasks.,2008.9,Hu Weihua,1.2.1 Classical Scientific SchoolFrederick
10、 Taylor(1856-1915) (the Father of Scientific Management) Taylors contributions: To develop a science of management To select workers scientifically To educate and train workers scientifically To create cooperation between management and labor To give close supervision to workers To introduce the pie
11、ce-rate system for worker pay,1.2 Early definition of the role of managers,2008.9,Hu Weihua,1.2.2 Classical Administration School Henry Fayol(1841-1925) Henry Fayol :a French Industrialist, is the first person credited with writing about the role of managers.,1.2 Early definition of the role of mana
12、gers,2008.9,Hu Weihua,Henry Fayols contributions: Defined management as consisting of five main activities: Planning Organising Commanding Co-ordinating controlling,1.2 Early definition of the role of managers,2008.9,Hu Weihua,Henry Fayols contributions: Identified 14principles of management: Specia
13、lisation/division of labour Authority with responsibility Discipline Unity of command Unity of direction Subordination of individual interests Remuneration,1.2 Early definition of the role of managers,2008.9,Hu Weihua,Henry Fayols contributions: Identified 14principles of management: Centralisation
14、Chain/line of authority Order Equity Lifetime jobs (for good workers) Initiative Esprit de corps,1.2 Early definition of the role of managers,2008.9,Hu Weihua,What do you think might have been some of the consequences (advantages/disadvantages) of applying the ideas of the Classical School?,Discussi
15、on,2008.9,Hu Weihua,Advantages: The Classical School emphasised having clear rules and levels of authority; People knew where they fitted into an overall structure; Increased productivity Disadvantages: People might become bored if they carried out the same task all the time; The initiative and crea
16、tivity of workers might not have been developed; This approach could lead to inflexibility as people may have only known their own job and , in times of change, might have found it difficult to adapt.,2008.9,Hu Weihua,There has been much debate since the time of Fayol as to what managers actually do
17、. Although theorists may define what managers should do, the reality of what they do is very different. In fact , managers are driven by deadlines ,continual interruptions and a rush of information. It is important that understand what manager should and should not do.,1.3 Management Roles-Henry Min
18、tzberg,2008.9,Hu Weihua,Henry Mintzberg is a famous professor and management researcher of Canada. He identified 10 roles of managers , and groups them into three categories in 1975 after many years research : Interpersonal Informational Decisional,2008.9,Hu Weihua,Interpersonal Roles : A managers i
19、nterpersonal roles are the result of the position he or she holds in management. There are three roles: Figurehead role: Liaison role: Leader role :,2008.9,Hu Weihua,As head of a work unit , a manager routinely performs certain ceremonial duties of legal and social nature. Question : Who can give ex
20、amples that a manager performs Figurehead Role?,2008.9,Hu Weihua,In addition to superiors and subordinates, managers interact with others. peer-level managers in other departments, staff specialists , other departments employees, and suppliers and clients.,2008.9,Hu Weihua,As a leader, a manager cre
21、ates the environment , works to improves employees performance and reduces conflicts, provides feedback, and motives subordinates.,2008.9,Hu Weihua,Informational roles The informational roles link all managerial work together. There are three roles : Monitor role Disseminator role Spokesperson role,
22、2008.9,Hu Weihua,Monitor role means manager seeks and receives wide variety of special information to develop thorough understanding of the organization and environment.,2008.9,Hu Weihua,Disseminator means transmits information received from outsiders or subordinates to members of the organisation.,
23、2008.9,Hu Weihua,Spokesperson role, the manager transmits orgenisations information to outsiders.,These information may be about organisations plan, polices, actions, results, and so on. In this occasion, manager serves as expert on organisations industry.,2008.9,Hu Weihua,Decisional roles The uniqu
24、e access to information places the manager at the centre of organisational decision making. There are four decisional roles: Entrepreneur Disturbance handler Resource-allocator Negotiator,2008.9,Hu Weihua,In the entrepreneur role, the manager initiates change to improve the work units operation. In
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