管理学完整课件

1、MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and KoontzIntroduction1What 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. 2Some DefinitionsProductivity is the outputinput ratio

2、 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.). 3Managing: Science or Art? (P.10)Managing as practice is an art; the organized knowledge underlyin

3、g the practice may be referred to as a science. 4What Do Managers Do? Fayol:Katz:Mintzberg:5Fayol: Managerial FunctionManagers carry out the managerial functions of planning, organizing, leading, controlling.6Katz: Managerial SkillsTechnical - knowledge of and proficiency in a certain specialized fi

4、eldHuman - ability to work well with other people both individually and in a groupConceptual - ability to think and to conceptualize about abstract and complex situations7Mintzberg: the Managerial Roles Interpersonal rolesFigurehead 挂名首脑Leader 领导者Liaison 联络者Informational rolesRecipient 接收者Disseminat

5、or 传播者Spokesperson 发言人Decision rolesEntrepreneur 企业家Disturbance handler 危机处理者Resource allocator 资源配置者Negotiator 谈判者8Chapter 1 Management: Science, Theory, and Practice9Scientific Management (P.12)Replacing rules of thumb with science.Obtaining harmony, rather than discord, in group action.Achieving

6、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 companys highest prosperity.104 of the 14 Principles by FayolAuthority and responsibilityUnity of com

7、mandScalar chainEsprit de corps 11Hawthorne Studies BackgroundLocation: Hawthorne plantObjectiveto determine the effect of illumination and other working conditions on workers and their productivity12Illumination ExperimentTwo groups:Experimental group: the lighting conditions were manipulated or ch

8、angedControlling group: the lighting was never changedResult: productivity improved when illumination was either increased or decreased.13Hawthorne EffectThe phenomenon, arising basically from people being noticed.14Chapter 2. Management and Society: The External Environment, Social Responsibility,

9、and Ethics15The Organization and Its External Environment16Arguments for Social InvolvementPublic expectationsBetter social environment: long-run profitsDiscourage further government regulation and interventionBalance of responsibility and powerInterdependent systemStockholder interestsProblems can

10、become profitsPublic imageNovel ideasPossession of resourcesSuperiority of prevention over cures17Arguments Against Social InvolvementViolation of profit maximizationDilution of purposeCostsToo much powerLack of skillsLack of accountability Lack of universal support18Ethical TheoriesThe utilitarian

11、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.19Definition of Whistle-BlowingWhistle-blow

12、ing is making known to outside agencies what are considered unethical company practices. 20MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and KoontzChapter 3. Global, Comparative, and Quality Management 2122Country Alliances and Economic Blocs Members NAFTAASEANMercosur23Comparative ManagementFranceLe Pla

13、n and the Cadre GermanyAuthority and Codetermination KoreaChaebol and Inhwa24Japanese Management Lifetime Employment Seniority System Decision Making in Japan25Behaviors in Different Cultures (Hofstede)IndividualismLarge power distanceUncertainty toleranceMasculinity Long-term orientationCollectivis

14、msmall power distanceUncertainty avoidanceFemininityshort-term orientation26Gaining Competitive Advantage through Quality ManagementTraditional quality management gurusDr. DemingDr. Juran Phil Crosby 27Other Quality Approaches and Awards Malcolm Baldrige National Quality Award established by the U.S

15、. Congress in 1987 ISO 9000, pioneered by the EuropeansEuropean Quality Award given by the European Foundation 28MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and KoontzChapter 4. Essentials of Planning and Managing by Objectives29Definition of PlanningPlanning involves selecting missions and objectives

16、and the actions to achieve them; it requires decision making, that is, choosing from among alternative future courses of action.30Relationship of planning and controlling: Siamese twinsThe purpose of controlling is to achieve the objective or plan.Some types such as budget, policy, rule and procedur

17、e are part of planning and controlling.31Contents of PlansWhat is our business? 我是谁Mission or PurposeWhat 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32Types of PlansPlans can be classified as: 1. M

18、issions or purposes2. Objectives or goals3. Strategies4. Policies5. Procedures6. Rules7. Programs8. Budgets 33Socio-economic purposeMissionOverall objectives of the organizationMore specific overall objectives (e.g., in key result areas)Division objectivesDepartment and unit objectivesIndividual obj

19、ectives Hierarchy of objectives ( P. 100)34Benefits of MBOImprove managing through results-oriented planning.Clarify organizational roles, structures, and the delegation of authority. Motivate employeesFacilitate effective controlling, measuring of results, and implementation of corrective actions.3

20、5Failures of MBODifficulty of setting verifiable goals Danger of inflexibility Emphasis on short-run goalsSelf management and control are difficult to certain people.36MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and KoontzChapter 5. Strategies, Policies, and Planning Premises37Definition of Strategy an

21、d PoliciesStrategy 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.38Industry Analysis The competition among companiesThe threat of

22、new companies entering the marketThe possibility of using substitute products or servicesThe bargaining power of suppliersThe bargaining power of buyers or customers39TOWS Matrix40Business Portfolio Matrix 41Business Portfolio MatrixBCG Matrix: Boston Consulting GroupTwo dimensionsRelative competiti

23、ve position (market share)Business growth rateFour positionsQuestion marks: requires investmentStars: have opportunities for growth and profitCash cows: well-established in the market, produce at low cost, but with limited potentialDogs: not profitable, should be disposed of42Hierarchy of Company St

24、rategiesCorporate-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.43Business StrategiesOverall cost

25、leadership strategyDifferentiation strategyFocus strategy44MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and KoontzChapter 6. Decision Making 45Decision MakingDecision making is the selection of a course of action from among alternatives.Herbert SimonManagement is synonymous with decision-making.46Comple

26、te RationalityDecisions 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 predicta

27、ble.47Limited, or “Bounded,” RationalitySatisficing is picking a course of action that is satisfactory or good enough under the circumstances. It is not necessary to pursue perfection or maximizing.48Decision-making Under UncertaintyMaxi-max choice optimisticmaximizing the maximum possible payoffMax

28、i-min choice pessimisticmaximizing the minimum possible payoffMini-max - minimize the maximum “regret”49MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and KoontzPart 3 Organizing50Definition of OrganizationOrganization implies a formalized intentional structure of roles or positions. 51Formal Organization

29、 Formal organization pertains to the intentional structure of roles in a formally-organized enterprise.52Informal Organization The informal organization is a network of interpersonal relationships that arise when people associate with each other. 53Horizontal Division: DepartmentThe department desig

30、nates a distinct area, division, or branch of an organization.54Vertical DivisionOrganizational Levels Determines the number of levels and managers in an organizationSpan of Management Flat organizationCone organization555657Contrasting Spans Of Control1234567Organizational LevelMembers at Each Leve

31、lSpan of 4Operatives = 4,096Managers (levels 1-6) = 1,365Span of 8Operatives = 4,096Managers (levels 1-4) = 5851416642561,0244,09618645124,09658Departmentation (Chapter 8) - The basis by which jobs are grouped togetherFunction: most widely employed GeographyCustomerProduct59Traditional Organizationa

32、l DesignSimple structureFunctional structureDivisional structure60Divisional StructureOrigin: 1924 GM Alfred SloanCharacteristics: Decentralization: each division has autonomy of operation.Profit centerParent corporation provides support services61Modern Organizational StructureMatrix organization S

33、trategic business units (SBU)Virtual organizationBoundary-less organization62Matrix Structure 63Strategic Business Units 64Strategic Business UnitsCriteria of being an SBUHave its own mission, distinct from othersHave definable groups of competitorsPrepare its own integrative plansManage its own res

34、ources in key areasBe of an appropriate size65The Virtual Organization A rather loose concept of a group of independent firms or people that are connected often through information technology. OutsourceVirtual company, virtual(open) university, virtual hospital66Boundaryless OrganizationJack Welch,

35、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 bet

36、ween domestic and international operations. 67Definition 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 cons

37、idered key aspects of reengineering by Hammer and Champy. 68Key Aspects of ReengineeringFundamental rethinking of what the organization is doing and why. Radical redesign of the business processes.Aim for dramatic results. Careful analysis of business processes.69Authority and Power Power is the abi

38、lity 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. 70Different Bases of Power Legitimate power Expert powerReferent powerReward power Coercive power7

39、1AuthorityLine authority Staff authorityFunctional authority72Decentralization Vs Centralization Decentralization is the tendency to disperse decisionmaking authority in an organized structure. Centralization is the tendency to restrict delegation of decision making. A high degree of authority is he

40、ld at or near the top.73Advantages of DecentralizationManagers have more freedom and independence in decision making.Setting up profit centers.Development of general managers.Adapt to fast-changing environment.74Limitations of DecentralizationDifficult to have a uniform policy.Lose some control by u

41、pper-level managers.Lack of qualified managers. 75MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and KoontzPart 4 Staffing76Definition of StaffingStaffing is filling, and keeping filled, positions in the organization structure.77Pareto Principle80/20 principleCompensationandBenefitsCareerDevelopmentPerfor

42、manceManagementHumanResourcePlanningRecruitmentDerecruitmentSelectionIdentification and selectionof competent employeesOrientationTrainingAdapted and competentemployees with up-to-dateskills and knowledgeCompetent employees whoare capable of sustaining highperformance over the long termEnvironmentEn

43、vironment78Selection, 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 i

44、s a move within the organization to a higher position that has greater responsibilities and requires more advanced skills. 79The 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 promoti

45、on to a higher position, often one requiring skills that the person does not possess. 80Techniques of Building Learning OrganizationsSystems 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81MANAGEMENT: A GLOBAL PERSPECTIVEWeihrich and KoontzChapter 14. Hu

46、man Factors and Motivation 82Definition of LeadingLeading is the process of influencing people so that they will contribute to organizational and group goals.83Leading Vs. ManagingPowerManagers: authorityLeaders: authority and other powerAbilityAll managers should ideally be leaders.Not all leaders

47、have the ability to be an effective managers, such as the ability to plan, organize, and control.84What is Motivation?Motivation is a general term applying to the entire class of drives, desires, needs, wishes, and similar forces. 85McGregors Theory XTheory XAverage human beings have an inherent dis

48、like 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.86McGregors Theory YTheory YThe expenditure of phy

49、sical 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.87Maslows Hierarchy of Needs88Alderfers ERG Theory ERG theory has three catego

50、ries:existence needs (similar to Maslows 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.89Herzbergs MotivationHygiene Theor

51、y Hygiene factors: DissatisfiersMotivators: Satisfiers 90Herzbergs MotivationHygiene Theory91The 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 ac

52、hieving it. 92Force = Valence x Expectancy Force is the strength of a persons motivation. 激励力度Valence is the strength of an individuals preference for an outcome. 效价Expectancy is the probability that a particular action will lead to a desired outcome. 期望值93Simplified Expectancy ModelIndividualEffort

53、IndividualPerformanceAOrganizationalRewardsBIndividualGoalsCA= Effort-performance linkageB= Performance-reward linkageC= Attractiveness9494Equity Theory Equity theory refers to an individuals subjective judgment about the fairness of the reward he or she gets, relative to the inputs, in comparison w

54、ith the rewards of others. Outcomes by person A Outcomes by person B - =-Inputs by person A Inputs by person B 95Skinners Reinforcement TheoryReinforcement Theorybehavior is solely a function of its consequencesbehavior is externally causedPositive reinforcement (praise)Negative reinforcement (punis

55、hment)96McClellands 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 control97MANAGEMENT: A GLOBAL PERSPECTIVE,Weihrich and KoontzChapter

56、15. Leadership 98Defining Leadership Leadership is the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals. 99Leadership TheoriesTrait approachLeadership styles based on use of authoritybased on the Management Gridleaders

57、hip as a continuumFiedlers Contingency ApproachHouse Path-Goal ApproachTransactional Vs. transformational leader100Trait Approaches to Leadership“great man” theory: leaders are born, not made (P. 400)To identify leader traits in various waysLeader traits - characteristics that might be used to diffe

58、rentiate leaders from non-leadersmight be used as a basis for selecting the “right” people to assume formal leadership positions101Leadership Styles Based on Use of Authority Autocratic leader Democratic, or participative, leader Free-rein leader102Leadership Styles Based on Use of Authority103The M

59、anagement Grid Robert Blake & Jane MoutonThe grid dimensions:Concern for production Concern for people104105Fiedlers Contingency Approach to Leadership Fiedler Model matching the leaders style and the degree to which the situation permits the leader to control and influenceP = f (S, S) P: performanc

60、e (S,S): leadership style, situation106* Findings Of The Fiedler ModelCategoryLeader-MemberRelationsTask StructurePosition PowerI II III IV V VI VII VIIIGood Good Good Good Poor Poor Poor Poor High High Low Low High High Low LowStrong Weak Strong Weak Strong Weak Strong WeakFavorableUnfavorableModer