管理学 Management 要点.docx

管理学 Management 要点.docx

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管理学Management要点

Chap1Introductiontomanagementandorganization

•Manager

ØSomeonewhoworkswithandthroughotherpeoplebycoordinatingandintegratingtheirworkactivitiesinordertoaccomplishorganizationalgoals.

Efficiency:

dingthethingsright

Effectiveness:

doingtherightthings

Whatdomanagersdo:

Planning:

defininggoals,establishingstrategy

Organizing:

determiningwhatneedstobedone,howitwillbedone,andwhoistodoit

Leading:

directingandmotivatingallinvolvedpartiesandresolvingconflicts

Controlling:

monitoringactivitiestoensurethattheyareaccomplishedasplanned

Classifyingmanagers:

•First-lineManagers

ØAreatthelowestlevelofmanagementandmanagetheworkofnon-managerialemployees.

•MiddleManagers

ØManagetheworkoffirst-linemanagers.

•TopManagers

ØAreresponsibleformakingorganization-widedecisionsandestablishingplansandgoalsthataffecttheentireorganization.

•ManagementRolesApproach

ØInterpersonalroles

vFigurehead,leader,liaison

ØInformationalroles

vMonitor,disseminator,spokesperson

ØDecisionalroles

vDisturbancehandler,resourceallocator,negotiator

•SkillsApproach

ØTechnicalskills

vKnowledgeandproficiencyinaspecificfield

ØHumanskills

vTheabilitytoworkwellwithotherpeople

ØConceptualskills

vTheabilitytothinkandconceptualizeaboutabstractandcomplexsituationsconcerningtheorganization

▪Chapter3OrganizationalCultureandtheEnvironment:

TheConstraints

TheManager:

OmnipotentorSymbolic?

▪Omnipotent全能的ViewofManagement

Theviewthatmanagersaredirectlyresponsibleforanorganization’ssuccessorfailure.

▪SymbolicViewofManagement

Theviewthatmanagershaveonlyalimitedeffectonsubstantiveorganizationaloutcomesbecauseofthelargenumberoffactorsoutsidetheircontrol.

Realitysuggestsasynthesis

▪OrganizationalCulture

ØAsystemofsharedmeaningsandcommonbeliefsheldbyorganizationalmembersthatdetermines,inalargedegree,howtheyacttowardseachother.

ØValues,symbols,rituals,myths,andpractices

Strongversusweakculture

Strongculture:

orgsinwhichthekeyvaluesareintenselyheldandwidelyshared.

Socialization:

theprocessthatadaptsemployeestotheorganization’sculuture.

Howemployeeslearnculture

Stories,ritual仪式典礼materialsymbols,language,

▪SourcesofOrganizationalCulture

ØTheorganization’sfounder

■Visionandmission（IBM）

ØPastpracticesoftheorganization

■Thewaythingshavebeendone

ØThebehavioroftopmanagement

▪ContinuationoftheOrganizationalCulture

ØRecruitmentoflike-mindedemployeeswho“fit”

Socializationofnewemployeestohelpthemadapttotheculture

DefiningtheExternalEnvironment

▪ExternalEnvironment

ØTheforcesandinstitutionsoutsidetheorganizationthatpotentiallycanaffecttheorganization’sperformance.

▪ComponentsoftheExternalEnvironment

ØSpecificenvironment:

externalforcesthathaveadirectandimmediateimpactontheorganization.

ØGeneralenvironment:

broadeconomic,socio-cultural,political/legal,demographic,technological,andglobalconditionsthatmayaffecttheorganization.

Thegeneralenvironmentisthebroadexternalconditionsthatmayaffecttheorganization.

StakeholderRelationships

▪Stakeholders

ØAnyconstituenciesintheorganization’sexternalenvironmentthatareaffectedbytheorganization’sdecisionsandactions

▪WhyManageStakeholderRelationships?

ØItcanleadtoimprovedorganizationalperformance.

ØIt’sthe“right”thingtodogiventheinterdependenceoftheorganizationanditsexternalstakeholders.

Chapter4ManaginginaGlobalEnvironment

▪Hofstede’sframeworkforassessingcultures（p.90）

ØPowerdistance:

ameasureoftheextenttowhichasocietyacceptstheunequaldistributionofpowerininstitutionsandorgs.权力距离

ØIndividualismversuscollectivism个人主义集体主义

Individualism:

thedegreetowhichpeopleinacountryprefertoactasindividuals.

Collectivism:

asocialframeworkinwhichpeopleexpectothersintheirgroupstolookafterthemandtoprotectthem.

ØQuantityoflifeversusqualityoflife

Quantityoflife:

thedegreetowhichvaluessuchasassertiveness,theacquisitionofmoneyandmaterialgoods,andcompetitionprevail.

Qualityoflife:

anationalcultureattributethatemphasizesrelationshipsandconcernforothers.

ØUncertaintyavoidance不确定性规避

Thedegreetowhichpeopletolerateriskandpreferstructuredoverunstructuredsituations.

ØLong-termversusshort-termorientation

Anationalcultureattributethatemphasizesthefuture,thrift,andpersisitence.

Chapter5Socialresponsibilityandmanagerialethics

WhatIsSocialResponsibility?

●TwoOpposingViewsofSocialResponsibility

●Classicalview-management’sonlysocialresponsibilityistomaximizeprofits

●MiltonFriedman-managers’primaryresponsibilityistoservetheinterestsofthestockholders（ownersofthecorporation）.

▪doing“socialgood”addstothecostofdoingbusiness

▪costshavetobepassedontoconsumers

●TheSocioeconomicView（社会经济学）

●Management’ssocialresponsibilitygoesbeyondmakingprofitstoincludeprotectingandimprovingsociety’swelfare.

FromObligationtoResponsivenesstoResponsibility

●SocialObligation（legalitybased）

●Theobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnothingmore.

●SocialResponsiveness（selfwillingnessbased）

●Thecapacityofafirmtoadapttochangingsocietalconditionsthroughthepracticaldecisionsofitsmanagersinrespondingtoimportantsocialneeds.

●SocialResponsibility（servicescopebased）

Afirm’sobligationsasamoralagentextendsbeyonditslegalandeconomicobligations,tothepursuitoflong-term

ManagerialEthics

●EthicsDefined

●Therulesandprinciplesthatdefinerightandwrongconduct.（asystemofvaluesandbeliefs）——ethics

●Businessethicsrelatetohowabusinessorganizationconductsitsaffairs

●Bothpersonalandbusinessethicsvaryamongpeople,situationsandcultures

●Managerialethicsarestandardsofbehaviorthatguidemanagersintheirwork

FourViewsofEthics

●Theutilitarianview：

ethicaldecisionsaremadeonthebasisoftheiroutcomesorconsequences

●Therightsview：

Concernedwithrespectingandprotectingindividuallibertiesandprivacy.

●Thetheoryofjusticeview：

Organizationalrulesareenforcedfairlyandimpartiallyandfollowalllegalrulesandregulations.

●Theintegrativesocialcontractstheory：

decisionsshouldbebasedonempirical完全根据经验的andnormative标准化的factors

FactorsThatAffectEthicalandUnethicalBehavior——stageofmoraldevelopment

Chapter6decisionmaking:

theessenceofthemanager’sjob

MakingDecisions:

Rationality,BoundedRationality,andinstitution.

Rationaldecisionmaking:

describesthechoicesthatareconsistentandvalue-maximizingwithinspecifiedconstraints.

Assumptionsofrationality理性假设

Boundedrationality有限合理性

Satisficing:

acceptanceofsolutionsthatare“goodenough”

Escalationofcommitment:

anincreasedcommitmenttoapreviousdecisiondespiteevidencethatItmayhavebeenwrong.

Roleofinstitution直觉的作用

ProblemsandDecisions

•StructuredProblems——ProgrammedDecision

Straightforward,familiar,andeasilydefinedproblems.

Arepetitivedecisionthatcanbehandledbyaroutineapproach.（policy,procedure,rule）

•UnstructuredProblems——NonprogrammedDecisions

Problemsthatareneworunusualandforwhichinformationisambiguousor

incomplete.

Auniquedecisionthatrequiresacustuom-madesolution.

Integration

CHAPTER7FOUNDATIONSOFPLANNING

◆Typesofplanning

—Informal:

•notwrittendown,short-termfocus;specifictoanorganizationalunit.（都在脑子里）

—Formal:

●written,specific,andlong-termfocus,involvessharedgoalsfortheorganization.

Wemeanformalplanninginthisbook.

◆StrategicPlans策略规划——plansthatapplytoehentireorganization,establishtheorganization’soverallgoals,andseektopositiontheorganizationintermsofitsenvironment.

◆OperationalPlans操作规划——plansthatspecifythedetailsofhowtheoverallgoalsaretobeachieved.

Long-TermPlans——planswithatimeframebeyondthreeyear.

Short-TermPlans——planscoveringoneyearofless.

SpecificPlans特殊性计划——plansthatareclearlydefinedandthatleavenoroomforinterpretation.

DirectionalPlans方向性计划——plansthatareflexibleandthatsetoutgeneralguidelines.

Single-useplan——aone-timeplanspecificallydesignedtomeettheneedsofauniquesituation.

Standingplans——ongoingplansthatprovideguidanceforactivitiesperformedrepeatedly.

ApproachestoEstablishingGoals

◆TraditionalGoalSetting目标设定理论

◆ManagementByObjectives（MBO）

MBO的要素:

目标明确Goalspecificity

目标必須是可以测量和评估的具体目标

◆參与式决策participativedecisionmaking

管理者和员工共同设定目标，決定如何达成目标。

◆时限清楚anexplicitperformance/evaluationperiod

每个目标都必須在預定的时间內达成

◆绩效回馈feedback

提供员工进度回馈，以达成具体目标。

Criticismsofplanning

1）planningmaycreaterigidity

2）planscan’tbedevelopedforadynamicenvironment.

3）Formalplanscan’treplaceinstitutionandcreativity.

Chapter8StrategicManagement

StrategicManagement:

thesetofmanagerialdecisionsandactionsthatdeterminesthelong-runperformanceofanorg.

Whyisstrategicmanagementimportant?

1.Itresultsinhigherorganizationalperformance.

2.Itrequiresthatmanagersexamineandadapttobusinessenvironmentchanges.

3.Itcoordinatesdiverseorganizationalunits,helpingthemfocusonorganizationalgoals.

4.Itisverymuchinvolvedinthemanagerialdecision-makingprocess.

TheStrategicManagementProcess

Step1:

identifyingtheorg’scurrentmission,objectivesandstrategies

Step2:

extern