Let others know exactly what to do and let them use the best and most economical method to do it. The main purpose of management should be to maximize the prosperity of the employer and to maximize the prosperity of each employee.

Management is the process of planning, organizing, directing, coordinating, controlling, etc. activities

Fundamentals of Management Definition

Management is the achievement of organizational goals through the efforts of others

Three points

1978 Nobel Prize Winner in Economics

The management process is decision-making

Emphasize the importance of decision-making

Equating management with decision-making

Management is a professional function based on performance responsibility

Management is a professional job, and like other technical jobs, it has its own proprietary skills, methods, tools and techniques

The process of planning, organizing, leading and controlling the resources owned by an organization - human, financial, material and information resources - in an effective manner under a specific environment to achieve organizational goals.

Management is the behavior of an organization. An organization is made up of more than one person; the organization has a common goal

The objects of management are human resources, funds, materials, information and other resources.

The effectiveness of management lies in making full use of various resources to achieve organizational goals with the least consumption

The functions are planning, organizing, leading, controlling, and innovating

The main body of management is the manager. There are managers at different levels and departments in an organization, but they all perform the above-mentioned management functions. The systematic execution of management functions embodies the entire process of management.

Basic point

social attributes (particularity)

Natural attributes (common characteristics of management)

Manager's ability = scientific knowledge, management art and experience accumulation. Only by combining the three can we achieve management initiative and success. The glue of the combination is practice, that is, elevating experience into theory and using theory to guide practice.

Scientific nature of management

The art of management

Planning (primary function)

organize

lead

control

innovation

Plan, organize, direct, coordinate, control

planning, organizing, staffing, leading, controlling

System principle (leadership function)

Humanistic principles

benefit principle

ethical principles

Any organization exists in a certain environment. On the one hand, the environment provides necessary conditions for organizational activities, and on the other hand, it restricts organizational activities.

(Root cause) The environment is constantly changing, there is no static environment

political and legal environment

economic environment

science and technology environment

Social and cultural environment

natural environment

Porter's Five Forces Model

Representative (nominal head)

leader

Contact person

spokesman

communicator

listener

entrepreneur

Negotiator

Chaos Master (Conflict Manager)

resource allocator

Technical skills

conceptual skills

interpersonal skills

Management tools

The main purpose of management is to guide management practice activities

The content involved is quite extensive

There are too many factors that affect management effectiveness

"Input" cannot be completely equal

Human psychological factors are difficult to measure accurately

Governance

Therapeutics

family governance

Therapeutics

The traditional and complete system of social division of labor, rules and regulations, and ethical norms established for the needs of governing the country, as well as the behavioral concepts and humanistic spirit that run through it.

The idea of ​​employing people that is inseparable from self-cultivation

Thoughts on management philosophy

Confucian management thought

Taoist school management thought

Legalist school management thought

Military school management thought

organization theory thought

Production and management ideas

Thinking about employing people

Systems engineering thinking

military management thought

political management thought

A centralized autocratic regime in which the pharaoh is the supreme ruler

The prime minister who assisted the pharaoh combined the titles of "Supreme Judge, Prime Minister, Minister of Archives, Minister of Industry" and other titles, and was in charge of the country's judicial and administrative affairs. However, the military power was directly controlled by the Pharaoh, and the prime minister did not concurrently perform military affairs.

The first practitioner of management span

Code of Hammurabi

Homeric

military democracy

The Greeks recognized that applying agreed methods at a prescribed rate maximized output

Use music to determine time, and use flutes and wind instruments to determine actions.

Result: Increased throughput and reduced waste and exhaustion

thinker

Functional organizational form establishes a centralized hierarchical system of hierarchical management

The origin of the word "fascist"

The relationship between the government and the factory is one of control and authorization

The government issues clear production tasks to factories

The management inside the factory is already quite good

Must rely on the masses

Leaders must maintain cohesion within the organization

Leaders must have a strong will to survive

Leaders must have noble moral character and extraordinary abilities

Adam Smith, The Wealth of Nations, 1776

Charles Babbage

Summarize

father of scientific management

"Principles of Scientific Management" 1911

Establish work quotas

Choose first-class workers

Implement standardized management

Implement an incentive pay system

Separation of planning and execution

Implement the principle of exception

There must be a "spiritual revolution" on the part of both workers and employers

Elevating management from experience to science in history

Optimization thinking that emphasizes efficiency

A hard-working spirit that values ​​practice

scientific method of research

Treat people as economic people who simply pursue money

Only focusing on technical factors and not on human and social factors

Categories of corporate activities and personnel capability structure

Fourteen Principles of Management

Five major functions

The analysis of general management principles and the five major functions of management provides a scientific theoretical framework for management science.

Later generations introduced management into the classroom based on the framework

He has made outstanding contributions to classical organization theory and is known as the "Father of Organization Theory"

Representative works

Hierarchy, authority and administration (including clear rules, defined work tasks and discipline) are the basis of all social organizations

three kinds of authority

The basis of an ideal organizational form

It is a supplement to the theories of Taylor and Fayol, and has had a great influence on subsequent management scientists, especially organizational theorists.

"The Functions of Managers" 1938

An organization is an activity or force formed by the conscious coordination of two or more people

The most important factor is managers

Organizations are divided into formal organizations and informal organizations

theoretical significance

integrated management theory

Mayo

Roethlisberger

Lighting test

welfare test

conversation test

Group Test (Patchboard Wiring Studio)

Workers are "social beings" rather than "economic beings"

Productivity mainly depends on the employee's work attitude and his relationship with the people around him

There are informal organizations in enterprises

Created an era of emphasis on human factors in management

Correction complements and develops classical management theory

laid the foundation for behavioral science

Opened up new areas for the development of management thought

Pointed out the direction for changes in management methods

can only be used as a management philosophy

It is biased to overemphasize the role of worker morale in organizational efficiency.

Research methods are not scientific

Herzberg

Maslow

Developed based on the management ideas of Fayol (the founder of the school)

Management is a process: planning, organizing, leading, controlling and other functions

The school of human behavior evolved

Core: around relationships

Differentiated from the crowd relations school

Concerned about the behavior of people in the group

Based on sociology, anthropology and social psychology

Focus on the study of various group behavior patterns

Basic ideas (research management experience)

representative figure

MBO goal management

Through coordination between subsystems, the overall optimization of the organization's large system can be achieved

Herbert Simon and James March

Main research object: decision-making

Decision-making runs through the entire management process

Management is decision-making

Satisfaction Principle, Not Optimization Principle

Think of management as a digital model and process

Closely related to decision theory

Enterprise management must adapt to changes in the internal and external conditions of the enterprise

Super Theory Y

Henry Mintzberg

manager role

Refers to the process by which a person or organization selects an appropriate plan or strategy among many plans and implements it in order to achieve a certain goal, purpose or attempt.

Decision-making is an active process. Decision-making is only a part of decision-making and cannot represent the full meaning of decision-making.

Scientific decision-making

Decision-making behavior exists throughout the management process

decision maker

Decision object

information

Decision Theory and Methods

Decision goal

The five elements are interdependent and interact with each other and are in a decision-making system. Accurately and comprehensively grasping the basic elements of decision-making is conducive to decision-makers making reasonable and scientific decisions.

Strategic Decision

management decisions

business decisions

high-level decision-making

mid-level decision-making

Grassroots decision-making

programmed decision-making

unprogrammed decision making

Under the guidance of correct theories, scientific methods are used to foresee, analyze and infer the development trends and future conditions of objective things on the basis of analyzing various historical data and realistic situations.

the term

scope

nature

content

Avoid one-sidedness in decision-making and improve feasibility

Avoid wasting opportunities and improve the timeliness of decision-making

Conducive to the scientificity, rigor and stability of decision-making

inseparable

Decisions are guided and based on the information provided by forecasts

Forecasting is the prerequisite for decision-making and has a great impact on decision-making.

Detailed, comprehensive and accurate forecasts are necessary before making decisions

Qualitative decision-making methods

Government policy forecasts

Science and technology development forecast

market prediction

Resource forecast

Material basis for scientific decision-making

We must use scientific theories as guidance and apply scientific methods, and act in strict accordance with the laws of human thinking, natural laws and social and economic laws.

Practical and feasible, proceed from reality

Systematism is one of the important features of modern decision-making

Pay attention to cause and effect relationships and the development of things

Practice to test decisions

Keep decisions scientific

Fully promote democracy and listen to different opinions

Adhere to the mass line

Adhere to collective decision-making

Taylor, the father of scientific management, proposed

Decision-making is based on optimization calculations and under ideal conditions, selecting an optimal solution to achieve the goal from all or all available options.

It is difficult to do and has great limitations in practice.

Simon, founder of the Decision Management School

Under the existing conditions, pursue a satisfactory result and only require a limited goal that can be satisfied when making decisions.

Koontz

pertinence principle

concretization principle

feasibility principle

feasibility

Completeness

mutual exclusivity

Whether it can achieve the goals of corporate decision-making

Is it conducive to the realization of social goals?

Whether it is mixed with personal goals

Reasonably determine evaluation criteria

preferred decision-making solution

Prepare a plan for implementing decisions

Establish an accountability system headed by decision-makers

feedback adjustment

Track decisions

In the form of a symposium in a relaxed environment, free communication among experts can lead to intellectual collisions in the mind, thereby generating new intellectual sparks, continuously focusing and refining the experts' arguments, and forming a collective decision-making method that optimizes or satisfies the plan.

The purpose is to create an environment of free and unrestrained thinking, induce the resonance and chain reaction of creative thinking, and generate more creative thinking.

The collective judgment of experts who conduct surveys and research, and their opinions are solicited anonymously through several rounds of correspondence

Features

shortcoming

Anonymous, honest and fast

Lack of the rich information conveyed by face-to-face verbal communication

linear programming method

value analysis

decision table analysis

decision tree method

maximin decision making

prisoner's dilemma

Specific action plans formulated using scientific methods to achieve certain goals

A continuous process of predicting the future, determining goals, deciding policies, and selecting plans, in order to use existing resources economically, effectively grasp future development, and obtain maximum organizational results.

A plan is a result, it is a description of a future course of action

Planning is a process that is mainly related to the future. The purpose of planning itself is to strive to achieve maximum organizational results in the future.

5W1H

An action guide for what an organization should do and how it should be done

Fundamental attributes of evaluation plans and planner levels

short term plan

medium term plan

long term plan

comprehensive plan

local plan

Project Plan

purpose or purpose

target strategy strategy

Policies

program

rule

Budget

directive plan

guiding plan

Strategic Planning (High)

Management Plan (medium)

Work plan (basic)

Pay attention to constraints or hidden dangers

Both tangible and intangible factors need to be considered

Measure programs from an overall benefit perspective

Formulate policy

auxiliary program

digital plan

Important criteria for evaluating plans

social layer

organizational level

personal level

Use a systematic approach to integrate key management activities

Convert the overall goals of the organization into goals for organizational units and members

By implementing them layer by layer and taking assurance measures, we can achieve them effectively and efficiently.

Establish a goal system

Level-by-level authorization

Management of goal implementation process

Outcome evaluation

advantage

shortcoming

Able to clearly show the time sequence and interrelationships of various projects in the entire project, and point out the key links and routes to complete the task.

Can optimize project schedule and resource utilization

Can evaluate in advance the possibility of achieving goals

Easy to organize and control

organization

organizational structure

Systematic activities in which people consciously, consciously and purposefully coordinate the behaviors of two or more people, generally refers to organizational work or organizational functions

economic organization

administrative organization

Integrate the organization

model sustaining organization

degree of benefit

According to nature

for-profit organization

non-profit organization

formal organization

informal organization

No functional organization

Managers at all levels personally handle production, technology, sales, finance and other matters and perform all management functions

Simple organization

Communicate quickly

Concentration of power

unity of command

vertical link

Clear responsibilities and powers

Lack of division of management functions

Corporate administrative leaders need to be more versatile

The organization sets up several intelligent management departments according to the division of labor.

Each functional department has the right to issue orders and instructions to subordinates within its own business scope.

In addition to obeying the command of superior line leaders, subordinate departments are also under the leadership of multiple functional departments

Adapt to the requirements of more complex modern activities and detailed division of management work

Give full play to the role of professional management of functional agencies and the expertise of professional managers

Allow it to concentrate on solving the company's major, directional issues

Multiple leaders

hinder unified command

Meticulous division of labor and clear responsibilities

The boundaries of department responsibilities are clear, making it easy to establish a job responsibility system

Able to overcome the leader's limited range of personal knowledge

Enhanced organizational adaptability to environmental changes

Functional departments are prone to conflicts and frictions

It makes managers only pay attention to the cultivation of business knowledge and abilities related to themselves and ignore the cultivation of the ability to deal with overall and key issues, which is not conducive to the cultivation of high-level management talents in enterprises.

Sloan, President of General Motors Corporation (1924)

A business unit is a department within an organization that has independent products and markets, independent responsibilities and interests.

Decentralized management, "centralized decision-making, decentralized management"

Senior management retains the power to make investment decisions, fund allocation, and supervision and inspection of business units, and uses profit indicators to control business units.

Separating policy formulation and daily management helps the top leadership get rid of daily administrative affairs and focus on the company's strategic decision-making and long-term planning.

Decentralize decision-making power, enhance the sense of responsibility of business unit leaders, and enhance the flexibility and adaptability of business operations

Conducive to training and cultivating managers

Conducive to organizing specialized production and realizing collaboration within business units

The number of management levels and personnel increases, management agencies overlap, and management costs rise.

Operate independently and have a certain competitive relationship with each other

Easily prone to egotism and individualism

Concentrate outstanding talents to form technical advantages

Overcome the difficulties in vertical and horizontal information communication and strengthen cooperation among various functional departments

Flexible and flexible, speeding up product development or completing order tasks

Institutional stability is poor, and temporary ideas may easily arise, which may affect work responsibility.

It solves the problem of an organization that is too large and difficult to manage, retains the advantages of unified leadership of the linear functional system, and attracts the characteristics of the business unit system that is conducive to mobilizing the enthusiasm, initiative and creativity of each unit.

Conducive to improving organizational efficiency

It is difficult to clarify the clear tasks of each simulated business unit, and it is difficult to assess

Insufficient decentralization of power, insufficient leadership power, heavy responsibilities, and limited decision-making

There is a lack of information communication

Product Division

Regional Profit Center

Professional functional departments

Greatly reduce management levels and reduce management costs

Enable enterprises to focus more on developing advantageous business activities

Realize the integration of business resources in operations around the world

Enhanced the ability to integrate corporate resources

Keep the central organization highly flexible

It is difficult to implement tight control over manufacturing activities, and there are risks to internal control and product quality

Including design innovations that are easily stolen

Break down departmental boundaries and delegate decision-making power

common forms

category

The management process of generating positions and further grouping them on the basis of

Department is an organizational unit responsible for certain management intelligence

Provide basis for departmental authority allocation

By function

By product

by region

Other division methods

Definition: refers to the number of subordinates directly managed by a leader

Management level: the various organizational levels from the highest level of management to the lowest level of management, which are essentially manifestations of the vertical division of labor within the organization.

The level of management is affected by the size of the organization and the span of management

When the scope of management remains unchanged, the larger the scale of the organization, the more levels of management. The scale of the organization is directly proportional to the level of management.

When the size of the organization remains unchanged, the greater the management span, the fewer the management levels. The management span is inversely proportional to the management level.

basic organizational structure

Work ability of supervisors and subordinates

Content and nature of work

working conditions

working environment

The principle of leanness and efficiency

Determination of management span is an important prerequisite for management level

Shangzhongji

Line Functions and Chain of Command

Staff powers

Functional authority

Correctly handle the relationship between the three types of authority

Centralized characteristics

Decentralization characteristics

measure sign

The severity of the consequences of the decision

Consistency requirements for policies within the organization

size of organization

organizational history

Manager's guiding ideology

Whether the control technology and means are perfect

The dynamic nature of the organization and the stability of authority

The influence of environmental factors

Centralization

decentralization

A process in which superior managers entrust a task for which they are solely responsible to subordinates and delegate certain powers to subordinates, so that subordinates can exercise their powers and assume corresponding responsibilities under certain supervision.

process

According to the situation, people are authorized according to their ability.

absolute responsibility

The principle of matching rights and responsibilities

Grading principle

proper control

No over-level authorization is allowed

A group of people engaged in performing some aspect of management intelligence

Brainstorm ideas

Represent the interests of all parties

Avoid too much concentration of power

coordinating role

higher cost

Compromise

delay time

Segregation of Duties

one person or a few people dominate

Permissions and scope should be clear

The scale should be appropriate

The selection of committee members must be appropriate

The resolution needs to be reviewed

technological change

structural change

personnel change

thaw

change

refreeze

personal resistance

group resistance

organizational resistance

external environment resistance

education and communication

Participate and invest

Provide convenience and support

Negotiation and rewards

Manipulation and co-optation

express or implied compulsion

A written document that sets forth the objectives, scope, responsibilities, skill requirements, working conditions, and relationships of a job with other jobs

Refers to what conditions can a person have to hold this job (position)

Understand the current talent status of the organization

Compare, predict, and determine the organization's future management personnel needs based on the organization's development status and goals.

advantage

shortcoming

advantage

shortcoming

Intelligence, professional skills, career interests, personality, physical examination, management approval

Provide a basis for determining the remuneration of managers

Provide basis for personnel adjustments

Provide basis for training of managers

Helps identify problems in the organization

Performance indicators should be objective

Performance appraisal methods must be feasible

The time for performance appraisal should be appropriate

Feedback on performance appraisal results

self-assessment

Superior performance appraisal

Mass performance appraisal

examination method

grade recording method

contrast method

temporary acting position

Achievement

that power

Belong

propose

main content

suggestion

effort-performance link

The performance-reward link

attraction

Simplified mode (main content)

Create conditions to increase employee income

Satisfy one's desire to publish innovations

Satisfy one's desire to create value

Give a person a sense of belonging

satisfy one's desire for freedom

Appreciate people's efforts

Satisfy people's desire for new experiences

Respect personality

Participate in control

Compensation and rewards

increased responsibility

Implement appropriate and flexible concessions for individuals and groups

Promotion of position and status

Heartfelt praise and praise

Social activities

The entire process of delivering certain information to a specific object and obtaining expected feedback

Communication is the bridge between the organization and the external environment

Communication is a means of organizing and coordinating all aspects of activities and achieving scientific management

Communication is the basic way for leaders to motivate subordinates and perform leadership functions.

Communication helps satisfy employees’ psychological needs and improves interpersonal relationships

oral communication

written communication

The process of exchanging information and communicating through body, posture, tone of voice, spatial distance, etc.

Provide a framework for interpreting content

Often used to repeat, emphasize, adjust, or even replace verbal communication

feature

Downward communication

Upward communication

The exchange of information between parallel organizations or between people at the same level within an organization

Communication between members at different levels and not directly affiliated

Conducive to accelerating the flow of information, promoting understanding, and coordinating efforts to achieve organizational goals

Information transmission through channels clearly defined by the organization

Free transmission and exchange of information outside formal channels

Without organizational supervision, people’s true thoughts and motivations can often be revealed

Easy to distort, difficult to ensure the accuracy of information

Features

The obvious leader, the middleman plays the role of leadership, control and coordination

Control network is an effective way to strengthen organizational control, compete for time, and compete for speed.

closed control structure

The degree of centralization of the organization and the degree of prediction by leaders are low, there are not many smooth channels, members in the organization have relatively consistent satisfaction, and organizational morale is high

open system