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MindMap Gallery Organizational management

Organizational management

University Business Administration Comprehensive Examination Study Notes Mind Map.

Edited at 2019-04-16 06:57:11

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Organizational management

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Outline

Organizational management

individual

conventional wisdom

economic man

social person

administrator

complex person

Basic Features

Behavior

Current business status

direction

Solve what to do and why

Depends on choice, decision

Purpose

Knowledge

way of thinking

strength

Address work motivation

Depends on mental strength, effort level

emotion

study

future business development

study

Features

Learning by practice

imitative nature of learning

There is a tendency to stabilize and finalize

psychological energy

The psychological force that makes people aware of their own needs and subjectivity and drives people to take appropriate actions

Learning and psychological energy are in a mutually reinforcing relationship, and there is a strong correlation between the two.

Formal and informal organizations

formal organization

A system of behaviors or forces that are consciously coordinated by two or more people

elements

willingness to collaborate

Common goal

information communication

Formal channels and rules

Organizational structures and systems

effect

mutual basis, mutual conditions

Formal organizations create conditions for the formation of informal organizations

Formal organizations create conditions for the long-term existence and development of informality

informal organization

A system of multiple psychological factors that are unconsciously systematized and typed by two or more individuals.

feature

No clear structure or form, poor recognizability

The essence lies in the coordination between people

Focus on the psychological and irrational aspects of people's contact with each other

Through the invisible and subtle influence of feelings, emotions, personality traits and other factors, personal character is often the guiding factor

relation

Organization is the unity of formal organization and informal organization

Formal organizations and informal organizations are two sides of the same organization. They are conditions for each other and co-exist in the same organization.

The essence of organization can only be understood in two unified senses

The degree of integration between formal and informal organizations reflects the actual situation of the organization

Organization is the unity of formal and informal aspects

The theory of formal organization and informal organization distinguishes the scientific and rational parts of the organizational management process, and provides means and methods for specifically distinguishing and grasping different management issues. The formal aspect is often associated with the technical, regular, inevitable, and general parts of the organizational management process, while the informal aspect is more closely related to personality, psychological characteristics, ways of thinking, local culture, values, and other personal and personalized aspects. Partially related.

The idea of the formal and informal sides of an organization reveals the most basic fact that organizational management is important, finds the core of the problem, and provides a powerful weapon for understanding and grasping the actual organizational management process.

manage

Conscious coordination behavior in an organization that maintains the continuation and development of collective collaborative behavior

Management is the special organ of the organization

The essence of management is coordination

Management coordination is conscious coordination

Management is the behavior that maintains the continued development of body collaboration

Function

Organizational goal setting and transformation

Establish and maintain information communication system

ensure necessary activities

lead

organizational balance

balance within the organization

The link from individual behavior to collective collaborative behavior, the balance between individuals and the organization as a whole.

The balance of incentives and contributions

The incentives provided by the organization to individuals to satisfy individual needs and influence individual motivation must be greater than or equal to the individual's contribution to the organization

Achieved through various functional activities such as organizational structure design, staffing, institutionalized management, motivation, leadership, and corporate culture education.

Influencing factors

Personal needs, motivations and standards

The allocation process of incentives

organizational efficiency

Balance between organization and environment

Organizations are biological organisms that survive and develop in their environment. Organizations do not simply passively adapt to the environment; there is room for initiative.

Can make choices about environmental factors within a certain range

Can create or influence the environment to a certain extent

Foundation

The organization must adapt to the environment and it is impossible for the environment to satisfy the organization

depending on

Adaptability of organizational goals to environmental conditions

Goal achievement level

Coordination of various organizational elements

Coordination between the main aspects of the collaboration process

internal balance of the organization

Organizational balance is the unity of internal and external balance

When incentives and contributions are balanced, the organization obtains a higher degree of effort from its members, which helps achieve a balance between the organization and the environment. The organization has high efficiency and a high degree of balance between the organization and the environment. It can also accumulate resources and create conditions for achieving internal balance.

Organizational balance is the balance between the formal organization and all constraints and influencing factors inside and outside the organization

organizational dynamic balance

Looking at problems from a developmental and changing perspective, all relevant factors inside and outside the organization are changing. Organizational balance is not a one-time thing that can be achieved overnight. When environmental conditions inside and outside the organization change, the original balance is broken, and a new balance needs to be established based on the changed situation.

The organization itself has the power to tip the balance. The objective differences, contradictions, and conflicts that exist in an organization are themselves a destructive force for balance. At the same time, the development of the organization will also break the original balance.

The key is to deal with the contradiction between stability and change

In the process of organizational survival and development, with the improvement of the degree of internal and external balance, there is a tendency to be programmed, typed, modeled and stabilized.

The results of the improvement of the internal and external balance of the organization and the improvement of management level indicate that the organization has reached a certain new level in management around strategic goals in a certain period.

This tendency toward programming, typing, patterning, and stabilization lurks the danger of losing environmental sensitivity, losing vitality, and being unable to adjust itself as the environment changes. How to strike a balance between stability and innovation, daily normal operation and management and phased changes is the most difficult aspect.

The realization of dynamic balance requires a systematic and contingency concept, and we must use a comprehensive, developmental, and changing perspective to view and deal with issues in the development of enterprise organizations.

relation

Organizational balance forms the basis of organizational management. The necessity of management comes from the need for the survival and development of the organization and from the requirement to achieve organizational balance.

Organizational balance is also the starting point and final destination of management.