Fundamentals of Management Notes

I. Management Functions (The first to systematically and explicitly analyze management functions was the French management scholar Henri. Fayolle.)

(a) planning (what to do) activity conditions research; making business decisions; preparation of action plans.

(ii) Organization (how to do) design organization; staffing; organizational change.

(iii) Leadership (by what)

(iv) Control (how to do it better and how well)

Second, the development of the management function: the second half of the 20th century began, the decision-making, innovation and coordination functions are valued.

Third, the type of management: according to the public **** field and non-public **** field and its main form of organization, divided into public **** management and business management.

(a) public **** management is based on the public **** organization, the use of public **** power for the realization of the interests of public **** management activities.

Characteristics: 1. public **** interests as the realization of the goal; 2. public **** organization as a basis; 3. public **** management is the process of using public **** power;

4. exclusivity (a kind of public **** services, products borne by a department); 5. accept the public supervision.

In China, NGOs are divided into institutions and public **** service intermediary organizations.

(ii) business management: enterprises are organizations that produce and serve for profit, and focus on individual interests in their activities as corporate entities.

Characteristics: 1. single goal that is profitable; 2. enterprise management is competitive; 3. typical economic rationality; 4. power from the ownership of the means of production and entrusted with the right to operate.

Section III: Managerial Responsibilities and Skills

I. Types of roles: interpersonal, information transfer, and decision-making roles.

Hierarchy: top, middle, and lower level managers.

Field classification: general managers, professional managers (such as personnel, sales)

Second, with skills

(a) technical functions. The use of a specialized field of work related procedures, technical knowledge ability.

(ii) Interpersonal skills. Ability to communicate and coordinate.

(iii) Conceptual skills. Ability to generalize insight decision-making judgment.

Section IV Management Environment

I. Environmental change for the survival and development of the organization to provide the opportunity to think; and some kind of adverse threat to the survival of the environment.

Three major categories of environment: (a) general, macro-environment: political, socio-cultural, economic, technological, natural environment in five areas.

(ii) specific micro-environment: existing competitors research, potential competitors, substitutes manufacturers, users, suppliers.

(iii) the internal environment of the organization

Two methods of environmental analysis: 1. The method of identifying the degree of environmental uncertainty (U.S.. Duncan), from two aspects to identify the organization's environmental factors: stability (static) - - instability (dynamic); the second is the degree of complexity: simple - - complex level to derive the evaluation model.

2. Comprehensive analysis of the internal and external environment: external: opportunities (O), threats (T); internal: strengths (S), weaknesses (W).

Chapter II Decision Making

Section I. Overview of Decision Making

I. The Nature of Decision Making

Decision making when the decision maker in order to achieve a certain decision-making purposes, the use of scientific theories, methods and tools. Developed a number of action plans, to make a judgmental choice, to be implemented until the goal is achieved. Simply put, it is from more than two options to choose a process.

From a systematic point of view, management decision-making is composed of decision-making body, decision-making object, decision-making theory and method, decision-making information and decision-making results and other elements of an organic whole.

Second, the classification of decision-making

1. According to the different degrees of decision-making goals marketing, divided into strategic and tactical decision-making.

2. According to the different degrees of repetition of decision-making problems, can be divided into procedural and non-procedural decision-making.

3. According to the controllable degree of decision-making conditions, divided into deterministic decision-making, risk-based decision-making, uncertainty decision-making.

In addition, according to the number of objectives, can be divided into single-objective decision-making and multi-objective decision-making; according to the nature of the problem to be solved, the original/tracking decision-making; duration: long-term/medium-term/short-term decision-making; decision-maker's hierarchy: high-level/medium/basic level decision-making; method of thinking: empirical/reasoning decision-making; the number of options available: switching/knob decision-making.

Decision-making principles: the principle of satisfaction, the principle of system, the principle of information, the principle of prediction, the principle of comparative preference, feedback, and the principle of benefit.

Third, the basic steps of decision-making

1. Problem identification and diagnosis; 2. Determination of the goal; 3. Development of alternatives; 4. Selection of the program

Fourth, the main methods of decision-making

(a) Deterministic decision-making methods - break-even point method

According to the comprehensive analysis of the relationship between the volume of business, costs, profits and the mutual constraints. According to the volume of business, costs, profits, the relationship between the mutual constraints of the comprehensive analysis, used to predict profits, control costs of a mathematical analysis method. Break-even point as a boundary, sales greater than the balance point for profit, less than the loss.

(ii) Risk-based decision-making method ---- decision tree method

Faced with two or more states of nature, estimate the probability of each state and take decisions. Estimate objective and subjective probabilities.

(C) Uncertainty-type decision-making methods

When the probability of emergence is not clear, including the conservative method (pessimistic, small in the big), risky method (optimistic, big in the big), compromise method.

Section II forecast

I. Meaning: that is, based on the past and present, anticipate and speculate on the future of the development of things.

Forecasting and decision-making relationship: 1. Forecasting the development of the first from the need to make decisions, the goal is to provide a reasonable basis for decision-making; 2. Decision-making problems to be solved is the problem of forecasting to solve the problem of predicting the content of the decision will be with the decision-making of the different needs of change.

Forecasting procedures: 1. predetermined forecasting objectives; 2. collection and analysis of relevant information; 3. selection of forecasting methods; 4. evaluation of forecasting results;

5. preparation of forecasting reports.

Second, the main methods of forecasting

According to the nature of the forecast itself, the forecast can be divided into qualitative and quantitative methods.

(a) qualitative forecasting method, also known as qualitative judgment method

1. expert survey method (expert personal survey method, expert meeting survey method)

2. Delphi method: according to the systematic procedures, the use of anonymous publication of the views of the experts shall not be discussed among them, and after many rounds of survey experts on the questionnaire proposed by the issue of the views of the experts, and repeatedly solicited modifications to arrive at a more consistent As a result of the forecast.

(B) quantitative forecasting method, also known as analytical calculation method or statistical forecasting method

1. Time series method. An economic variable such as historical sales data, arranged in chronological order to extend the expected future trend.

2. Causal forecasting. According to historical data, to find out the cause and effect relationship between the predictor and other factors, the establishment of mathematical model prediction.

Section III Decision Making and Psychology

I. Common psychological effects in decision making

Psychological effects are mostly manifested in the bias of recognizing things that have a negative effect, and a correct understanding of them can help improve decision making.

Psychological effects include: halo effect (halo effect); first cause effect (head effect); proximate cause effect; herd effect; stereotype effect; contrast effect; projection effect; also includes the band effect, yellow light effect, news effect, carol effect.

Second, the psychological pressure in decision-making

(a) the manifestation of psychological pressure:

tend to avoid conflict (want to achieve a certain goal and do not want to pay a certain price, but the two can not be realized at the same time and the inner contradiction of the situation)

double tend to conflict (the two or even more benefits want, and can not be achieved at the same time the ambivalence of psychology)

Double avoidance conflict (both options do not like but must choose one of the ambivalence)

(ii) reverse psychology: the attitude of the recipient and the direction of persuasion is completely opposite to the direction of the persuasive psychology of the persuasive positively obstructed

1 over-limit reaction. The avoidance response that occurs after the organism overly accepts a certain stimulus.

2 Self-worth protection reversal. When persuasion affects self-worth, people will engage in self-worth protection and rebel.

3 Prohibited Fruit Reversal. Instead of prohibiting for a good reason, it stimulates a stronger desire to explore.

(C) the duration of psychological stress

1 panic stage, the pressure to come when not yet adapted to produce anxiety, panic and depression.

2 resistance stage, the psychological slowly calm, gradually adapt.

3 exhaustion stage, such as the pressure is not relieved, the ability to adapt to the exhaustion, frustration, helplessness, despair.

(D) factors affecting psychological pressure

1. the degree of difficulty in achieving the decision-making goals; 2. the complexity of the problem; 3. the consequences of decision-making on the decision-maker's personal stake; 4. the size of the decision-making risk; 5. the size of the pressure of time; 6. decision-making, such as failure to achieve the goal of the magnitude of the room for manoeuvre; 7. the decision-making goals of the number and the degree of mutual conflict; 8. decision-making environmental changes The degree of decision-making environment changes; 9. Decision-makers how much experience; 10. Group decision-making in the degree of decentralization of responsibility.

Section IV Group Decision Making

I. The meaning of group decision making and its advantages and disadvantages

Meaning: also known as collective decision making, refers to the decision made by more than two people. Including leadership group decision-making and group participation in decision-making.

Advantages and disadvantages: Advantages: 1. Provide complete information; 2. Produce more programs; 3. Increase the acceptability of decision-making; 4. Improve the legitimacy of decision-making. Disadvantages: 1. consumes a long time; 2. cannot avoid minority rule; 3. succumbs to pressure; 4. unclear responsibilities.

Second, participation in decision-making refers to the general members of the organization to participate in decision-making to influence decision-making through a certain organizational system.

Advantages: 1. Employees feel valued; 2. Employees get accurate information directly from the company or department; 3. Employees take decisions as their immediate responsibility; 4. Employees develop their own visionary skills; 5. Decision-making drives work.

Disadvantages: Each group member has different levels of knowledge, cognitive ability, practical experience, then the size of motivation is different, things are not their own. To prevent the leadership arbitrariness and small group consciousness, to prevent mistakes are not responsible for everyone.

Third, the basic selection of group decision-making rules

Selection of rules is the decision-making group to select the final decision-making program procedures and methods. Typically: unanimity, consensus, majority, hierarchical decision (the highest ranking person to decide). There are also Condorcet criteria (two by two comparison), Borda count (each alternative in order to score, the higher wins), vote in favor of the system, the positive and negative voting method (each program to vote for more positive wins)

Section V. Preparation of the plan

First, the plan: that is, the action of the pre-design, which is guided by the decision-making objectives, based on the prediction of the work of the way to achieve the objectives of a specific arrangement of an activity. Make specific arrangements for an activity. The planning process is the organization of the decision-making process.

Second, the type of plan and role

(a) the type of plan

Long-term plan and short-term plan; business plan, financial plan and personnel plan; strategic plan and tactical plan; specific plan and guiding plan; program plan and non-program plan.

(ii) the role and significance of the plan

1. plan is a coordinated process; 2. plan can reduce uncertainty; 3. can reduce overlap and wasteful activities; 4. plan to set up goals and standards in order to control.

Third, the preparation of the program: estimate the opportunity? Setting goals? Determine the prerequisites for the program? Develop alternative programs? Evaluation and selection of programs? Preparation of a backup plan or contingency plan? Develop a derivation plan? Budget.

Fourth, rolling plan method

Rolling plan method according to? near fine far coarse? The principle of a certain period of time to develop a plan, and then in accordance with the implementation of the plan and environmental changes, adjustments and revisions to future plans, and move backward period by period, the short-term plan and the medium-term plan combined with a planning method. More realistic, long and short-term plans to connect with each other, increase the flexibility of the plan to improve organizational resilience.

Chapter III Organization

Section I. Overview of the organization

I. The concept and characteristics of the organization

The organization has a static and dynamic points. Static organization refers to a certain environment, two or more individuals in order to achieve *** with the goal of combining the organic whole or group of people to act in concert with the social entity unit; dynamic sense of the organization refers to a certain goal around, set and establish organizational structure, arrange the positions of group members, determine their responsibilities, authority and their interrelationships, so as to make it have a high efficiency of the group's management practices or management process. Therefore, from the perspective of the intrinsic nature of the organization and the basic attributes, the organization is a static sense of the organic whole or crowd of social entities and dynamic sense of the organic unity of the organizational behavior or organizational process.

Organizational characteristics are: consistency of purpose; unity of principle; integration of resources; collaborative activities; systematic structure.

Second, the types of organizations

According to the degree of establishment and formalization, divided into formal and informal organizations.

According to the degree of flexibility and adaptability, mechanical organizations (bureaucratic-administrative organizations) and organic organizations (adaptive organizations).

Third, the functions of the organization

Organizations have the functions of integration, cohesion, service, management, and motivation.

Section II: Organizational Design

Organizational designers managers to design organizational activities and organizational structure to achieve the goals of the organization.

Five principles: unity of purpose, division of labor, streamlining and efficiency, reciprocity of authority and responsibility, and the principle of dynamic adaptation.

Factors affecting organizational design are mainly four factors: environment, strategy, technology and organizational structure.

Second, the content of organizational design

Analysis and design of functions and positions; departmentalization and departmental design; analysis and design of management ranges and management levels; design of decision-making systems; design of horizontal coordination and linkage; design of organizational behavioral norms; design of control systems; planning for organizational change and organizational development.

Section III: Organizational Structure

I. Common types of organizational structure are:

1. Linear organizational structure: each manager has direct managerial authority over his or her direct subordinates; each person can only report to a direct superior; supervisors have absolute managerial authority or complete managerial authority within their jurisdiction.

2. Functional organizational structure: also called multilinear organizational structure, is when the staff department has the right to direct orders to the linear manager when the formation of the organizational structure.

3. Linear - functional staff type: take the advantages of both established, the vast majority of organizations use this form of organizational structure.

4. Division system organization: refers to the establishment of independent business autonomy under the headquarters of the division to carry out management of a form of organizational structure.

5. Matrix organizational structure: a form of organizational structure that combines departments divided by function and groups divided by project or task into a matrix.

6. Virtual network organizational structure: the type of organizational structure formed by a lean core organization through the establishment of a network of business relationships based on contracts.

Second, the development trend of organizational structure

1. Flat organizational structure. Management amplitude expansion, management level reduction trend, conducive to the transfer of information.

2. Virtualization. Only the most critical and competitive functions of the organization are retained, and other functions are virtualized.

3. Networking. Alliance, chain, internal networking, information transfer network.

4. Flexibility. Not set up a fixed and formal organizational structure.

5. Diversification. According to the specific environment and goals to build different types of organizational structure.

6. Separation of structures. A number of small organizations within the large organization.

Section IV Staffing

I. Staffing refers to the management activities of managers in accordance with the number and requirements of the duties specified in the organizational structure, the appropriate and effective selection of the required personnel, assessment and training, and create conditions to promote their development.

The process of equipping:1. formulate organizational goals and processes according to the internal and external environment; 2. determine the number and type of managers; 3. recruitment, selection and training, performance evaluation.

Principles of staffing: economic efficiency, meritocracy, selecting people for the job, applying talent to the job, standardizing the system, and promoting the principle of development.

Second, the selection and recruitment of managers

(a) selection and recruitment criteria

1. high political quality; 2. good moral character; 3. the appropriate level of business knowledge; 4. good decision-making ability; 5. strong organizational and coordination skills; 6. rich in innovation; 7. physical and mental health qualities

(b) selection and recruitment process

1. Plan; 2. job analysis; 3. release of recruitment information; 4. collection of relevant information; 5. testing and screening; 6. formal employment of personnel

Third, the evaluation of management personnel:

Moral qualities, work ability, work attitude, work performance, work characteristics of the five aspects of the assessment to be evaluated.

Fourth, the role of management training

1. Can change the managerial concept of management, implantation of new ideas of management. 2. Further improve the management level of management. 3.

3. Enhance the operational efficiency of the organization. 4. Enhance the competitiveness of the organization. 5. Can increase the management knowledge and experience of potential managers. 6. Increase the sense of identity and a sense of belonging.

Training content: business skills, management theory, management skills, communication skills and psychological quality training.

Section V. Organizational culture

First, the concept and characteristics of organizational culture

Organizational culture is the organization in the process of long-term survival and development of the formation of the organization is unique to the organization, and for the majority of members of the organization **** the same follow the highest goals, standards of value, basic beliefs and norms of behavior, and the sum of their activities in the organization to reflect.

Characteristics of organizational culture: intangibility; practice; uniqueness; inheritance; plasticity.

Second, the structure and type of organizational culture

refers to the components of organizational culture and their interrelationships, which consists of the material layer of culture, the institutional layer of culture and the spiritual layer of culture of the ternary structure.

Material: the organization's name, logo, building environment, flag, living facilities, souvenirs and so on. Spirit: organizational goals, beliefs, value standards, professional ethics and spirit.

Types: college-type (for newcomers); club-type (adaptation, loyalty, seniority); baseball team-type (encouraging risky innovation); fortress-type (focusing on survival)

Third, the function of the organizational culture

guidance, cohesion, motivation, constraints, and radiation function.

Fourth, the content of organizational culture

Explicit content: organizational symbols, working environment, rules and regulations, management behavior.

Hidden content: organizational philosophy, values, ethics, organizational spirit, organizational literacy. Aesthetic awareness, organizational psychology, management mindset and so on.

Influential factors: political system, economic system, socio-cultural science and technology and productivity development level, industry technical and economic characteristics, the geographical location of the organization, the characteristics of the organization's basic staff, the organization's historical tradition. In addition, foreign cultures, leadership styles, organizational scale will also affect the formation and development of organizational culture.

CHAPTER 4 LEADERSHIP

SECTION 1 LEADERSHIP AND LEADERS

I. MEANING OF LEADERSHIP AND LEADERSHIP

Managerial scholars on the definition of leadership. Leadership as a management function is the process of guiding and influencing people to make efforts and contributions to achieve organizational and group goals. And the leader is the person who carries out this behavior.

Difference between a leader and a manager:

Managers are people at all levels of authority in a formal organization who are responsible for their authority or unit. Managers are appointed and have the legal right to reward and punish. Leaders, on the other hand, may be appointed by the formal organization or may simply arise naturally within the group. Leaders have a much greater ability to influence the behavior of their subordinates than formal authority affords them. Of course, effective managers are also effective leaders.

Second, the components of leadership

The components of leadership include: power or influence; understanding and motivation of people; and the creation of an organizational climate and culture.

Third, the art of leadership

The essential difference between the art of leadership and the art of power is mainly manifested in the following: the purpose of the two, try to try the standard, the way of activity and the actual effect is different.

Fourth, the quality of the leader

The meaning and characteristics of the quality of the leader

The quality of the leader refers to the external manifestation of the physiological and psychological characteristics of the human being. The so-called quality of leadership refers to the comprehensive assessment of the moral, intellectual and physical factors gradually formed by the leader on the basis of certain innate endowment of the victory characteristics, through acquired learning, education and practical exercises.

The quality of leaders is characterized by comprehensiveness, epoch, dynamism and hierarchy.

Representative quality theories in the history of management

(1) British scholars Earwick believes that the basic qualities that leaders should have include: self-confidence, personality, vitality, potential, judgment.

(2) Stogenti, through investigation, summarized the qualities of a leader include: ① 5 physical characteristics, such as energy, appearance, body, age, weight. ② 4 kinds of intellectual characteristics, such as decisiveness, fluent speech, extensive knowledge. ③16 personality traits, such as adaptability, aggressiveness, idiosyncrasy, self-confidence, independence, extroversion, and insightfulness. ④ 6 work-related traits, such as responsibility, commitment, perseverance, initiative, persistence, and concern for people. ⑤ 9 social characteristics, such as competence, cooperation, integrity, honesty, and skill in ****ing with people.

(3) Princeton University, the United States of America, Paul Moore put forward a leader should have 10 conditions, quite representative. These 10 conditions are: spirit of cooperation, decision-making ability, organizational skills, good at authorization, good at strain, dare to seek new, the courage to take responsibility, dare to take risks, respect for them, high moral character.

The basic quality structure of the leadership of public **** management: