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management

This is a mind map about management, including organizational design, Decision-making and decision-making process, introduction to management, The historical evolution of management theory, etc.

Edited at 2024-02-17 15:31:36

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Chapter 1 Introduction to Management
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MA Engineering Management Introduction to Management
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management

organizational design

Tasks and influencing factors of organizational design

5. Factors influencing organizational design:

Environment (general environment: the political, economic, social and cultural environment that has an indirect impact on organizational activities, task environment: the environment directly related to organizational activities, including government, industry associations, partners, suppliers, customers, competitors, etc.)

Strategy (development stage: quantity expansion stage, regional development stage, vertical alliance stage, product diversification stage. Type: single field and industry, centralization, diversification, decentralization)

Stages of development (generation, growth, maturity, decline, regeneration)

Technology (single piece small batch production technology, mass production technology, process production technology).

Scale (degree of regulation, degree of centralization, complexity, personnel structure)

1. Connotation: The overall design of the organizational system, based on the horizontal and vertical division of management activities according to the organizational goals, forming an organizational framework and integrating it through departmentalization.

2. The tasks of organizational design: design a clear organizational structure, plan the functions and authorities of each department, determine the scope of activities of functional authorities, staff authorities, and line authorities in the organization, and finally prepare job descriptions.

6. Principles of organizational design: the principle of consistency of goals, the principle of division of labor and collaboration, the principle of effective management, the principle of equal rights and responsibilities, and the principle of flexible economy.

4. Organizational operation system design: communication system design, management specification design, and incentive design.

3. Organizational structure design: functional design, department design, hierarchical design.

organizational structure

4. Form of organizational structure

Linear organization: simple to set up, with clear rights and responsibilities, which is conducive to the orderly operation of the organization. The level of specialization is low, there is a lack of horizontal communication, and the requirements for managers are high.

Functional organization: a high degree of specialization, which reduces the pressure on managers and helps reduce management costs. Lack of coordination and unclear responsibilities are not conducive to the cultivation of generalist managers.

Line-functional organization: The combination of unified command and professional management can effectively reduce the burden on managers. Coordination is difficult, which damages the autonomy of subordinates, reduces the ability to adapt to the environment, reduces decision-making efficiency, and increases management costs.

Divisional organization: It helps managers focus on strategic planning and decision-making, cultivates generalists, and improves the organization's ability to adapt to the environment. Duplicate organizational settings lead to increased management costs and can easily breed departmentalism.

Matrix organization: strong mobility, clear goals, reasonable personnel structure, innovation through heterogeneous groups and smooth communication. Poor stability, multiple leaders, and unequal power and responsibilities.

3. Mechanical organization and organic organization:

Characteristics: High degree of specialization based on functions, rigid positions and authorities, information concentration at the top, vertical command and information transmission, loyalty to the organization and obedience to superiors, emphasis on inherent knowledge.

Applicable conditions: The environment is relatively stable. Tasks are clear and durable, and decisions can be programmed. The technology is relatively unified and stable. Follow regular activities with efficiency as the main goal. The enterprise is larger in scale.

Characteristics: Specialization based on knowledge and experience. Flexible duties and permissions. Dispersion and sharing of information. Horizontal communication and information transfer. Loyalty to work and technology. Emphasis on absorbing external wisdom.

Applicable conditions: The environment is highly uncertain. Tasks are diverse and changing, making programmed decision-making impossible. Technology is complex and varied. There are many non-routine activities that require strong innovation capabilities. The organization is smaller.

The mechanical organization has a stable and rigid structural form, and the main goal pursued is efficiency in stable operation.

Organic organization: a loose, flexible and highly adaptable structure.

1. Meaning: It is a framework system formally established in an organization and used to decompose, combine and coordinate work tasks.

2. Content: decomposition of work tasks, task combination, organization and coordination

Decision-making and decision-making process

Decisions and their tasks

Concepts and elements of decision-making

1. The concept of decision-making: Decision-making in the narrow sense is a behavior, which is making a choice among several courses of action. Decision-making in a broad sense is a process that includes all activities that must be performed before making the final choice.

2. Elements of decision-making: decision-making subject, decision-making system, decision-making plan, organizational goals, and uncertainty situations.

Types and Characteristics of Decisions

1. Types of decision-making: deterministic decision-making, risk-based decision-making, uncertain decision-making (classification of the degree of environmental controllability); programmed decision-making, non-programmed decision-making (classification of decision-making problems); individual decision-making, group decision-making (the degree of controllability of the environment) Classification).

Decision-making process and influencing factors

1. Decision-making process: identify problems, diagnose causes, determine goals, formulate alternatives, evaluate, select plans, implement and supervise.

Environmental analysis and rational decision-making

1. Rational decision-making content: The decision-maker faces an important problem; the various purposes, values or goals that guide the decision-maker to make a decision are clear; various alternative options for dealing with the problem are considered by the decision-maker; The decision-maker investigates the results of each alternative option; each option and its possible consequences can be compared with other options; the decision-maker adopts the option that maximizes the realization of its purpose.

2. The link of rational decision-making: clarify and define the problems faced; analyze all goals and objectives and their order of importance; find all possible courses of action; predict and evaluate all possible results of each plan; compare each plan to achieve the goals and objectives degree; choose the plan that can maximize the realization of goals and objectives.

3. Behavioral decision-making: DHS model: Decision-makers emphasize overconfidence and biased self-attribution. Overestimating the accuracy of the information sent by private information and underestimating the signal sent by public information; when events are consistent with the decision-maker's actions, the decision-maker attributes his or her high ability; when events are inconsistent with the decision-maker's actions, the decision-maker Some attributed it to external noise.

HS model: The actors are divided into news observers and momentum traders. The former makes predictions based on the information obtained about future values, while the latter relies entirely on past price changes.

BHS model: When people conduct trial and error, they form wrong rules of thumb and bring about other errors.

decision making method

Activity program evaluation methods: quantitative evaluation method and qualitative evaluation method. Financial evaluation methods and non-financial evaluation methods. Dynamic evaluation methods and static evaluation methods.

Activity generation and evaluation methods: 5W2H method, brainstorming method, Delphi method, forced contact method.

Evaluation methods for selecting activity plans: decision tree method, opportunity evaluation framework.

general theory of leadership

Leadership and Situation

Path-goal leadership theory (Robert House):

Whether a leader's behavior is accepted and satisfied by followers depends on the extent to which followers view it as a source of immediate gratification or as a tool that will bring satisfaction. Whether the leader's behavior is motivating depends on the extent to which this behavior makes the satisfaction of subordinates' needs dependent on effective work performance, and this behavior provides the necessary coaching, guidance, support and support for subordinates to achieve effective work performance. award.

Directive, supportive, participative and achievement oriented.

When subordinates' task structures are ambiguous, leader path-goal-clear directive behaviors will increase subordinates' satisfaction. When the task structure of subordinates is clear and clear, the leader's path-directive behavior with clear goals will make subordinates dissatisfied and be resisted as excessive control, so it will not have a motivating effect. The higher the subordinates' self-perceived task-related abilities, the less favorable the leader's path-goal-clear directive behavior will be. When subordinates participating in decision-making have strong personal characteristics (high degree of internal control, high degree of independence, etc.) and the task structure is ambiguous, participative leadership is more satisfying to subordinates. Achievement-oriented leader behavior is most motivating when followers have moderate or high achievement motivation. When work group members have task-related knowledge and experience, coordination of uncertain work among them will be conducive to the achievement of group goals. When followers' tasks or work environments are dangerous, monotonous, stressful, or frustrating, supportive leadership behaviors can increase followers' ability to cope with unpleasant aspects of the job by improving leader-follower relationships and self-confidence, reducing job stress and anxiety, and compensating for unpleasant aspects of the job. effort and satisfaction. The subordinates' tasks are diverse and interdependent, team norms are not well developed in the peer organization, and close supervision and path-directed behavior with clear goals will increase satisfaction and performance.

Contingency leadership theory (Fred Fiedler): The effectiveness of an organization depends on the interaction of two variables: the leader's style (task-oriented, relationship-oriented), the favorable situation (leader-member relationship: subordinates The degree of respect and trust in the leader, task structure: the specific work or characteristics of the work that needs to be completed, position power: the power associated with the leadership position).

Leader-member exchange theory: There are different leadership styles for different subordinates. Leaders divide subordinates into insiders and outsiders. People in the circle receive more resources from the leader and give the leader more work in return. Outsiders have a lower quality relationship with the leader, receive fewer resources, and give the leader less work in return. Stages of relationship building: role discovery, role development, role realization.

Leaders and the led

behavioral theory of leadership

Dictatorship and Democracy: Kurt Lewin: Autocratic type (power comes from position, human beings are lazy by nature, so centralized management is needed) Democratic type (power comes from the group he leads, people can lead themselves after receiving incentives, so Delegated management should be adopted to encourage subordinates to participate in decision-making.) Laissez-faire type (the source of power and the trust of the leader, people can find appropriate ways to complete the work, so only a club-style leadership method should be adopted to give subordinates full freedom to do their best. make decisions).

Management grid theory: Country club management: (less concerned with production, more concerned with people, creating a pleasant and satisfying work atmosphere.) Task-based management (highly concerned with production, little concerned with people, in order to achieve production goals, Force people to complete necessary tasks.) Poor management (little care for production and people.) Team management (combine a high level of concern for production with a high level of concern for people.) Intermediate management (for Production and care for people are modest).

Ohio State University: Dimensions of regulation, dimensions of care. Prescriptive dimension (leaders establish and structure their own and their followers' roles to achieve organizational goals). Caring dimension (leaders trust and respect subordinates and expect to establish warm and harmonious interpersonal relationships with subordinates).

Michigan State University: Leadership behavior is divided into two dimensions (production-centered, employee-centered)

Robert Tannenbaum and Warren Schmidt: Continuum (Leadership Behavior)

The connotation and characteristics of tie

Leadership and management: different scope of authority (leadership is part of management), different sources of power (management’s power comes from the organizational structure, leadership’s power comes from position or individual) and different main functions (management is to maintain order and achieve expected plans; Leadership brings change), with different ways of exerting it (management implements plans through micro aspects, leadership motivates members to complete tasks through delegation) Characteristics of leaders and managers (leaders are more passionate and imaginative; managers are more rational and realistic)

Sources of leadership power: reward power (the power to reward others), coercive power (the power to punish), statutory power (the statutory and recognized formal power for specific positions and roles), referent power (derived from the leader’s personal Characteristics, including behavior, charisma, experience, background, etc.), expert power (generated from the leader’s personal professional knowledge or skills).

Three elements of leadership: leader, led, and situation.

Implementation and adjustment of decisions

The nature and characteristics of plans

The role of plans: Plans are the starting point for managers to command, plans are the standards for managers to implement control, plans are means to reduce future uncertainty, and plans are tools to improve efficiency and effectiveness. Plans are the basis for motivating personnel morale.

The process of planning: formulating planning goals, estimating the gap between the current situation and goals, predicting future conditions, formulating plans, implementing and summarizing plans.

The essence of a plan: A plan is a blueprint for the future of an organization. It is the planning and arrangement of the organization's goals and ways to achieve them in the future.

Planning methods: rolling planning method, project planning technology, plan review technology, Gantt chart.

Processes and methods for advancing plans

The meaning of management by objectives: It is a management method or management system that encourages organizational members to actively participate in the formulation of work goals, exercise self-control at work, and consciously complete work tasks.

Characteristics of management by objectives: implement participatory management, focus on work results rather than work behavior itself, emphasize the self-control of organizational members, and establish a systematic goal system.

The process of goal management: goal formulation and development stage (investigation and research, goal development, responsibility determination and authorization), goal implementation stage (consulting and guidance, follow-up inspection, coordination and balance), results evaluation stage (evaluating work, implementing rewards and punishments, summarizing experience and lessons) ).

Types of goal management: fully decomposed goal management, semi-decomposed goal management.

excitation

motivation theory

process motivation theory

Behavioral Reinforcement Theory:

The principle of reinforcement: Different reinforcement measures need to be taken according to the different needs of the reinforcement objects. The expected work performance should be clearly defined and expressed. Provide timely feedback on work performance, and inform actors of work results immediately through certain forms and channels.

Classification of reinforcement: positive reinforcement, negative reinforcement, punishment, and natural extinction.

Types of reinforcement and how well they work

Equity theory: Whether people are satisfied with remuneration is a process of social comparison. The degree of satisfaction depends not only on absolute remuneration, but also on relative remuneration. People's comparison of relative rewards is reflected in two aspects: horizontal comparison (people compare their own relative rewards with the relative rewards of others) and vertical comparison (people compare their current relative rewards with their past relative rewards). The results of relative remuneration comparisons will cause people to have a sense of fairness or unfairness, and the sense of unfairness will cause people to feel psychological tension and imbalance. The sense of fairness is a subjective psychological feeling and a direct psychological experience in which people's fairness needs are satisfied. In actual work, people tend to overestimate their own input and the income of others, and underestimate their own income and the input of others.

Expectancy theory: People are motivated to do something to achieve the goals set by the organization when they expect that their actions will bring about a set outcome for the individual and the outcome is personally attractive. Only when the valence is high and the expectations are high, the motivation will be high. The motivation process must handle three relationships: the relationship between effort and performance, the relationship between performance and rewards, and the relationship between rewards and satisfaction of needs.

Goal setting theory: The impact of goals on people's effort depends on four aspects: goal clarity, goal difficulty, goal responsibility clarity, and goal acceptance. In the process of achieving goals, the level of job performance depends on organizational support and the individual employee's abilities and personality characteristics. After the goals are achieved, employees should receive satisfactory intrinsic and extrinsic rewards.

Hierarchy of Needs Theory (Abraham Maslow): Human needs are divided into five types from low to high: physiological needs, safety needs, social needs, esteem needs, and self. After the lower levels are satisfied, the higher levels will appear. Human needs develop from low levels to high levels. Needs at each level are interdependent and evolve in overlapping waves.

Two-factor theory (Herzberg): Satisfactory and dissatisfactory factors do not belong to the same category. The factors that make people dissatisfied are often the external environment (hygiene factors). The factors that make people satisfied belong to the job itself or the content of the job (motivating factors). Hygiene factors can only eliminate dissatisfaction, while motivational factors are the key to mobilizing people's enthusiasm.

Achievement needs theory: People's high-level needs are divided into achievement needs, power needs, and affinity needs. The main characteristics of people with high achievement needs: strong ambition, the courage to take responsibility, and the courage to seek ways to solve problems. Achievement needs to be affected by the combined effects of environment, education, and practice. Achievement needs are more internalized needs and are the main driving force leading to high performance in national enterprises.

Introduction to Management

The connotation of management

1. Connotation: Management is the process in which managers use relevant knowledge, technology and methods to make decisions, organize, lead, control and continuously innovate organizational activities in order to effectively achieve organizational goals.

Characteristics: The purpose of management is to effectively achieve the organization’s predetermined goals; the subject of management is managers who have specialized knowledge and use specialized techniques and methods to carry out specialized activities; the objects of management are organizational activities and their participating elements; Management is a comprehensive process that includes multiple stages and multiple tasks.

2. Nature: Management is the management of people or people's behavior; the essence of management is the coordination of people's behavior; the scientific and artistic nature of management; the natural and social attributes of management.

3. Managers: senior managers (overarching goals and strategies of the organization); middle managers (implementing senior managers and supervising lower-level managers); lower-level managers (assigning specific staff to subordinates).

The historical evolution of management theory

classical management theory

3. Research on bureaucratic organization

Ideal Bureaucratic Organizational System: The day-to-day activities required by the goals of an administratively controlled organization are assigned as formal responsibilities; the authority to perform duties is delegated in a stable manner, and there are officials who can control and adopt certain methods. Strict restrictions are imposed by means of coercion; there are provisions for the normal and continued performance of duties to exercise corresponding powers, and only those who meet the conditions according to general regulations are employed.

Types of power: traditional power, charisma power, legal power.

1. Scientific management theory: Improve working methods, and train workers according to work requirements (improve operating methods to improve work efficiency and rationally utilize working hours. Standardize working environment and working conditions.) Improve distribution methods and implement a differential piece-rate wage system. Improve production organization and strengthen enterprise management (set up a planning department in the enterprise to separate planning functions and execution functions. Implement a functional foreman system. Carry out exception management).

2. General Management Studies: Business (Fayol): Management, Technology, Business, Finance, Security, Accounting. Management functions (planning, organizing, directing, coordinating, controlling). Management principles: division of labor, power and responsibility, discipline, unified command, unified leadership, personal interests subordinate to overall interests, personnel remuneration, concentration, hierarchy, order, fairness, personnel stability, initiative spirit, unity of personnel.

behavioral science, interpersonal theory