管理学完整课件.ppt

Click to edit Master title style,,Click to edit Master text styles,,Second level,,Third level,,Fourth level,,Fifth level,,,,*,MANAGEMENT: A GLOBAL PERSPECTIVE,Weihrich and Koontz,Introduction,What is management (P.4),Management is the process of designing and maintaining an environment in which individuals,,working together,in groups,,efficiently,accomplish,selected aims,.,,Some Definitions,Productivity,,is the output–input ratio within a time period with due consideration for quality.,,Effectiveness,is the achievement of objectives.,,Efficiency,is the achievement of the ends with the least amount of resources (time, money, etc.).,Managing: Science or Art? (P.10),Managing as practice is an,art,; the organized knowledge underlying the practice may be referred to as a,science,.,What Do Managers Do?,Fayol:,,Katz:,,Mintzberg:,Fayol: Managerial Function,Managers carry out the managerial functions of,planning, organizing, leading, controlling,.,Katz: Managerial Skills,Technical,- knowledge of and proficiency in a certain specialized field,,Human,- ability to work well with other people both individually and in a group,,Conceptual,- ability to think and to conceptualize about abstract and complex situations,Mintzberg: the Managerial Roles,Interpersonal roles,,Figurehead,挂名首脑,,Leader,领导者,,Liaison,联络者,,Informational roles,,Recipient,接收者,,Disseminator,传播者,,Spokesperson,发言人,,Decision roles,,Entrepreneur,企业家,,Disturbance handler,危机处理者,,Resource allocator,资源配置者,,Negotiator,谈判者,,Chapter 1,Management: Science, Theory, and Practice,Scientific Management (P.12),Replacing rules of thumb with science.,,Obtaining harmony, rather than discord, in group action.,,Achieving cooperation of human beings, rather than chaotic individualism.,,Working for maximum output, rather than restricted output.,,Developing all workers to the fullest extent possible for their own and their company’s highest prosperity.,4 of the 14 Principles by Fayol,Authority and responsibility,,Unity of command,,Scalar chain,,Esprit de corps,,Hawthorne Studies,Background,,Location: Hawthorne plant,,Objective,,to determine the effect of illumination and other working conditions on workers and their productivity,Illumination Experiment,Two groups:,,Experimental group: the lighting conditions were manipulated or changed,,Controlling group: the lighting was never changed,,Result:,,productivity improved when illumination was either increased or decreased.,Hawthorne Effect,The phenomenon, arising basically from people being noticed.,Chapter 2. Management and Society: The External Environment, Social Responsibility, and Ethics,,The Organization and Its External Environment,Arguments for Social Involvement,Public expectations,,Better social environment: long-run profits,,Discourage further government regulation and intervention,,Balance of responsibility and power,,Interdependent system,,Stockholder interests,,Problems can become profits,,Public image,,Novel ideas,,Possession of resources,,Superiority of prevention over cures,,Arguments Against Social Involvement,Violation of profit maximization,,Dilution of purpose,,Costs,,Too much power,,Lack of skills,,Lack of accountability,,Lack of universal support,,Ethical Theories,The,utilitarian theory,suggests that plans and actions should be evaluated by their consequences.,,The,theory based on rights,holds that all people have basic rights.,,The,theory of justice,demands that decision makers be guided by fairness and equity, as well as impartiality.,Definition of Whistle-Blowing,Whistle-blowing is making known to outside agencies what are considered unethical company practices.,MANAGEMENT: A GLOBAL PERSPECTIVE,Weihrich and Koontz,Chapter 3. Global, Comparative, and Quality Management,,Country Alliances and Economic Blocs,,Members,,NAFTA,,ASEAN,,Mercosur,Comparative Management,France,,Le Plan,and the,Cadre,,,Germany,,Authority and Codetermination,,Korea,,Chaebol and Inhwa,,,Japanese Management,,Lifetime Employment,,Seniority System,,Decision Making in Japan,,Behaviors in Different Cultures (Hofstede),Individualism,,Large power distance,,Uncertainty tolerance,,Masculinity,,Long-term orientation,,Collectivism,,small power distance,,Uncertainty avoidance,,Femininity,,short-term orientation,Gaining Competitive Advantage through Quality Management,Traditional quality management gurus,,Dr. Deming,,Dr. Juran,,,Phil Crosby,,Other Quality Approaches and Awards,Malcolm Baldrige National Quality Award,established by the U.S. Congress in 1987,,ISO 9000,, pioneered by the Europeans,,European Quality Award,given by the European Foundation,MANAGEMENT: A GLOBAL PERSPECTIVE,Weihrich and Koontz,Chapter 4. Essentials of Planning and Managing by Objectives,,,,Definition of Planning,Planning,involves selecting,missions,and,objectives,and the,actions,to achieve them; it requires,decision making,, that is, choosing from among alternative future courses of action.,,Relationship of planning and controlling: Siamese twins,The purpose of controlling is to achieve the objective or plan.,,Some types such as budget, policy, rule and procedure are part of planning and controlling.,,Contents of Plans,What is our business?,我是谁,,Mission or Purpose,,What should our business be in the future?,我要到哪里去,,Vision or Goals,,What are our values ?,,Values,我的处世原则是什么,,How can we achieve our goals?,,,Strategies,我如何到那里去,,,,,Types of Plans,Plans can be classified as:,,1. Missions or purposes,,2. Objectives or goals,,3. Strategies,,4. Policies,,5. Procedures,,6. Rules,,7. Programs,,8. Budgets,,,Socio-economic purpose,,Mission,,Overall objectives of the organization,,More specific overall objectives (e.g., in key result areas),,Division objectives,,Department and unit objectives,,Individual objectives,Hierarchy of objectives,,( P. 100),Benefits of MBO,Improve managing through results-oriented planning.,,Clarify organizational roles, structures, and the delegation of authority.,,Motivate employees,,Facilitate effective controlling, measuring of results, and implementation of corrective actions.,Failures of MBO,Difficulty of setting verifiable goals,,Danger of inflexibility,,Emphasis on short-run goals,,Self management and control are difficult to certain people.,,,,,,MANAGEMENT: A GLOBAL PERSPECTIVE,,Weihrich and Koontz,Chapter 5. Strategies, Policies, and Planning Premises,,,,Definition of Strategy and Policies,Strategy,is the determination of the,mission,(or the fundamental purpose) and the basic long-term,objectives,of an enterprise, and the adoption of,courses of action,and,allocation of resources,necessary to achieve these aims.,,Industry Analysis,The competition among companies,,The threat of new companies entering the market,,The possibility of using substitute products or services,,The bargaining power of suppliers,,The bargaining power of buyers or customers,TOWS Matrix,Business Portfolio Matrix,Business Portfolio Matrix,BCG Matrix: Boston Consulting Group,,Two dimensions,,Relative competitive position (market share),,Business growth rate,,Four positions,,Question marks: requires investment,,Stars: have opportunities for growth and profit,,Cash cows: well-established in the market, produce at low cost, but with limited potential,,Dogs: not profitable, should be disposed of,,Hierarchy of Company Strategies,Corporate-level strategy,.,Executives craft the overall strategy for a diversified company.,,Business strategies,are developed usually by the general manager of a business unit.,,Functional strategies,.,The aim is to support the business and corporate strategies.,,Business Strategies,Overall cost leadership strategy,,Differentiation strategy,,Focus strategy,MANAGEMENT: A GLOBAL PERSPECTIVE,Weihrich and Koontz,Chapter 6. Decision Making,Decision Making,Decision making,is the selection of a course of action from among alternatives.,,Herbert Simon,,Management is synonymous with decision-making.,,Complete Rationality,Decisions are value-maximizing choices within specified constraints.,,People seldom achieve complete rationality as:,,Decisions are for future, and the future involves uncertainties.,,It is difficult to recognize all the alternatives.,,The consequence of each alternative is not always predictable.,,Limited, or “Bounded,” Rationality,Satisficing,is picking a course of action that is satisfactory or good enough under the circumstances.,,It is not necessary to pursue perfection or maximizing.,,Decision-making Under Uncertainty,Maxi-max choice – optimistic,,maximizing the maximum possible payoff,,Maxi-min choice – pessimistic,,maximizing the minimum possible payoff,,Mini-max - minimize the maximum “regret”,MANAGEMENT: A GLOBAL PERSPECTIVE,Weihrich and Koontz,Part 3 Organizing,Definition of Organization,Organization,implies a formalized intentional structure of roles or positions.,Formal Organization,Formal organization,pertains to the,intentional structure of roles in a formally-organized enterprise.,Informal Organization,The,informal organization,is a network of interpersonal relationships that arise when people associate with each other.,Horizontal Division: Department,The,department,designates a distinct area, division, or branch of an organization.,Vertical Division,Organizational Levels,,Determines the number of levels and managers in an organization,,Span of Management,,Flat organization,,Cone organization,Contrasting Spans Of Control,,,,,1,2,,3,4,,5,6,,7,Organizational Level,,Members at Each Level,Span of 4,,Operatives = 4,096,,Managers (levels 1-6) = 1,365,Span of 8,,Operatives = 4,096,,Managers (levels 1-4) = 585,1,,4,16,,64,256,,1,024,4,096,,1,,8,64,,512,4,096,,Departmentation (Chapter 8),,--,The basis by which jobs are grouped  together,,Function: most widely employed,,Geography,,Customer,,Product,Traditional Organizational Design,Simple structure,,Functional structure,,Divisional structure,,Divisional Structure,Origin:,1924 GM Alfred Sloan,,Characteristics,:,,Decentralization: each division has autonomy of operation.,,Profit center,,Parent corporation provides support services,Modern Organizational Structure,Matrix organization,,Strategic business units (SBU),,Virtual organization,,Boundary-less organization,,,Matrix Structure,Strategic Business Units,Strategic Business Units,Criteria of being an SBU,,Have its own mission, distinct from others,,Have definable groups of competitors,,Prepare its own integrative plans,,Manage its own resources in key areas,,Be of an appropriate size,,,The Virtual Organization,A rather loose concept of a group of independent firms or people that are connected often through information technology.,,Outsource,,Virtual company, virtual(open) university, virtual hospital,Boundaryless Organization,Jack Welch, former CEO at GE (General Electric), stated his vision for the company as a boundaryless company, an “open, anti-parochial environment, friendly toward the seeking and sharing of new ideas, regardless of their origin.”,,The purpose was to remove barriers between the various departments as well as between domestic and international operations.,Definition of Reengineering,,“The,fundamental,rethinking and,radical,redesign of business,processes,to achieve,dramatic,improvements in critical contemporary measures of performance, such as cost, quality, service, and speed.”,,The underlined words are considered key aspects of reengineering by Hammer and Champy.,Key Aspects of Reengineering,Fundamental rethinking,of what the organization is doing and why.,,Radical redesign,of the business processes.,,Aim for,dramatic results.,,,Careful analysis of,business processes,.,Authority and Power,,Power,is the ability of individuals or groups to induce or influence the beliefs or actions of other persons or groups.,,Authority,is the right in a position to exercise discretion in making decisions affecting others.,Different Bases of Power,Legitimate power,,Expert power,,Referent power,,Reward power,,Coercive power,,,Authority,Line authority,,Staff authority,,Functional authority,Decentralization Vs Centralization,Decentralization,is the tendency to disperse decision‑making authority in an organized structure.,,Centralization,is the tendency to restrict delegation of decision making. A high degree of authority is held at or near the top.,Advantages of Decentralization,Managers have more freedom and independence in decision making.,,Setting up profit centers.,,Development of general managers.,,Adapt to fast-changing environment.,Limitations of Decentralization,Difficult to have a uniform policy.,,Lose some control by upper-level managers.,,Lack of qualified managers.,,,MANAGEMENT: A GLOBAL PERSPECTIVE,Weihrich and Koontz,Part 4 Staffing,Definition of Staffing,Staffing,,is filling, and keeping filled, positions in the organization structure.,,Pareto Principle,80/20 principle,,,Compensation,,and,,Benefits,Career,,Development,Performance,,Management,Human,,Resource,,Planning,Recruitment,Derecruitment,Selection,Identification and selection,,of competent employees,Orientation,Training,Adapted and competent,,employees with up-to-date,,skills and knowledge,Competent employees who,,are capable of sustaining high,,performance over the long term,Environment,Environment,Selection, Placement, and Promotion,,In the,selection approach,, applicants are sought to fill a position with rather specific requirements.,,In the,placement approach,, the strengths and weaknesses of the individual are evaluated, and a suitable position is found or even designed.,,Promotion,is a move within the organization to a higher position that has greater responsibilities and requires more advanced skills.,The Peter Principle,Managers tend to be promoted to the level of their incompetence.,,Specifically, if a manager succeeds in a position, this very success may lead to a promotion to a higher position, often one requiring skills that the person does not possess.,,Techniques of Building Learning Organizations,Systems thinking,系统思维,,Personal mastery,自我超越,,Mental models,改善心智模式,,A shared vision,共同愿景,,Team learning,团队学习,MANAGEMENT: A GLOBAL PERSPECTIVE,,Weihrich and Koontz,,Chapter 14. Human Factors and Motivation,,Definition of Leading,Leading is the process of influencing people so that they will contribute to organizational and group goals.,,Leading Vs. Managing,Power,,Managers: authority,,Leaders: authority and other power,,Ability,,All managers should ideally be leaders.,,Not all leaders have the ability to be an effective managers, such as the ability to plan, organize, and control.,,What is Motivation?,Motivation,is a general term applying to the entire class of drives, desires, needs, wishes, and similar forces.,,McGregor,’,s Theory X,Theory X,,Average human beings have an inherent dislike of work and will avoid it if they can.,,Average human beings prefer to be directed, avoid responsibility, with little ambition, want security above all.,,Most people must be coerced, directed, and threatened with punishment to get them to work hard.,,McGregor,’,s Theory Y,Theory Y,,The expenditure of physical and mental effort in work is as natural as play or rest.,,A majority of people exercise their imagination, ingenuity, and creativity.,,Self-direction and self-control instead of external control and threat of punishment.,Maslow,’,s Hierarchy of Needs,Alderfer's ERG Theory,,ERG theory has three categories:,,existence needs (similar to Maslow,’,s basic needs),,relatedness needs (pertaining to satisfactorily relating to others),,growth needs,(referring to self-development, creativity, growth, and competence),,One may be motivated by needs on several levels at the same time.,Herzberg,’,s Motivation‑Hygiene Theory,,Hygiene factors: Dissatisfiers,,Motivators: Satisfiers,Herzberg,’,s Motivation‑Hygiene Theory,The Expectancy Theory of Motivation,Vroom holds that people will be motivated to do things to reach a goal if they believe in the worth of that goal and if they can see that what they do will help them in achieving it.,Force = Valence x Expectancy,,Force,is the strength of a person,‘,s motivation,.,激励力度,,Valence,is the strength of an individual,‘,s preference for an outcome.,效价,,Expectancy,is the probability that a particular action will lead to a desired outcome.,期望值,Simplified Expectancy Model,Individual,,Effort,Individual,,Performance,A,Organizational,,Rewards,B,Individual,,Goals,C,A,= Effort-performance linkage,B,= Performance-reward linkage,C,= Attractiveness,97,Equity Theory,Equity theory refers to an individual,’,s subjective judgment about the fairness of the reward he or she gets, relative to the inputs,,in comparison with the rewards of others.,,,Outcomes by person A Outcomes by person B,,---------------------------- = ----------------------------,,Inputs by person A Inputs by person B,Skinner,’,s Reinforcement Theory,Reinforcement Theory,,behavior is solely a function of its consequences,,behavior is externally caused,,Positive reinforcement (praise),,Negative reinforcement (punishment),McClelland's Needs Theory of Motivation,Need for,affiliation,: being loved, avoid the pain of being rejected by a social group.,,Need for,achievement,: intense desire for success, fear of failure.,,Need for,power,: influence and control,,MANAGEMENT: A GLOBAL PERSPECTIVE,,,Weihrich and Koontz,Chapter 15. Leadership,Defining Leadership,,Leadership is the art or process of,influencing,people so that they will strive willingly and enthusiastically toward the achievement of group goals.,,Leadership Theories,Trait approach,,Leadership styles,,based on use of authority,,based on the Management Grid,,leadership as a continuum,,Fiedler’s Contingency Approach,,House’ Path-Goal Approach,,Transactional Vs. transformational leader,,Trait Approaches to Leadership,“great man” theory: leaders are born, not made,(P. 400),,To identify leader traits in various ways,,Leader traits,- characteristics that might be used to differentiate leaders from non-leaders,,might be used as a basis for selecting the “right” people to assume formal leadership positions,Leadership Styles Based on Use of Authority,Autocratic leader,,Democratic, or participative, leader,,Free-rein leader,Leadership Styles Based on Use of Authority,The Management Grid,,Robert Blake & Jane Mouton,,The grid dimensions:,,Concern for production,,Concern for people,,Fiedler's Contingency Approach to Leadership,,Fiedler Model,,matching the,leader’s style,and the degree to which the,situation,permits the leader to control and influence,,P = f (S, S),,P: performance,,(S,S): leadership style, situation,*,Findings Of The Fiedler Model,,Category,,Leader-Member,,Relations,,,Task Structure,,,Position Power,I II III IV V VI VII VIII,Good Good Good Good Poor Poor Poor Poor,,,High High Low Low High High Low Low,,,Strong Weak Strong Weak Strong Weak Strong Weak,Favorable,Unfavorable,Moderate,Good,Poor,,Performance,Relationship,,Oriented,Task,,Oriented,The Path‑Goal Approach to Leadership Effectiveness,,Robert House,,The main function of the leader is to clarify and set goals with subordinates, help them find the best path for achieving the goals, and remove obstacles.,,The Path‑Goal Approach,,Functions of,,the leader,Characteristics,,of subordinates,Leader,,behavior,Work,,environment,Motivated,,subordinates,Effective,,organization,The Path‑Goal Approach,,Leader behavior,,Supportive leadership,,Participative leadership,,Instrumental leadership,,Achievement-oriented leadership,The Path‑Goal Approach,,Characteristics of subordinates,,Locus of Control,,Experience,,Perceived Ability,The Path‑Goal Approach,,Work environment,,,Formal Authority System,,Task Structure,,Work Group,Path-Goal Theory,,Environmental,Contingency Factors,,,Task Structure,Formal Authority System,Work Group,Leader,Behavior,,,Directive,Supportive,Participative,Achievement oriented,Outcomes,,Performance,Satisfaction,Subordinate,Contingency Factors,,Locus of Control,E。