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management
A mind map about management, including decision-making, organization, leadership, etc. The introduction is detailed and the description is comprehensive. I hope it will be helpful to those who are interested!
Edited at 2023-12-03 19:20:55
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management
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- Outline
management
introduction
Research objects of management
Individual activities and group activities
General organizations and business organizations
management research system
The emergence and development of management
Ancient Chinese management thought
Early Management Thoughts of the Western Factory System
Robert Owen---Utopian Socialist
Adam Smith---Classical Economist
Charles Babbage
The bud and development of modern management
Taylor---"Father of Scientific Management"
Fayol
Weber---"Father of Organization Theory"
Mayo--Hawthorne Experiment---Behavioral Science
Koontz---"The Jungle of Management Theory"
The significance and methods of learning management
The significance of studying management
Understand the rules
Rational analysis, intuitive judgment
guide practice
Theoretical guidance for studying and researching management
Marxism
Study and research scientific thinking in management
Strategic thinking, historical thinking, dialectical thinking, innovative thinking, bottom line thinking
Basic methods of learning and researching management
Link theory with practice
Summary
The connotation and essence of management
Connotation: decision-making, organization, leadership, control, innovation
Essence: coordination
Basic principles and methods of management
Principles: humanistic principle, system principle, efficiency principle, moderation principle
Basic methods: rational analysis and intuitive judgment
Basic tools: rights (direct norms, hard), organizational culture (guidance, soft)
The era background of management activities---globalization, informatization and marketization
The historical evolution of management theory
Scientific management research
Taylor: The central issue of scientific management theory is to improve labor productivity
Improve working methods
differential piece rate system
Strengthen enterprise management
General Management Studies
Fayol: Operations includes management, technology, commerce, finance, security, accounting
Fayol: Management activities include: planning, organizing, directing, coordinating, and controlling
Research on Bureaucratic Organizations
Weber: The ideal bureaucratic organizational system (through offices or positions)
Types of rights: traditional power, charisma power, legal power
modern management school
Koontz: The Jungle of Management Theory
Systematic and contingency research on management thinking
A systems view of management thinking: Barnard
The contingency view of management thinking: adapting to circumstances
Decision-making and coordination research on the nature of management
Research on decision-making of the essence of management: Simon---The essence of management is decision-making
Criteria for decision-making: Satisfactory replaces optimal
A coordinated study of the nature of management
Research on techniques and methods of management analysis: Quantitative technical background - Koontz: School of Management Science (Quantitative School of Management/Operations Research School)
contemporary management theory
Convergence theory-organizational forms are becoming more and more similar
Enterprise Reengineering Theory--Business Process Reengineering-Hammer/Qianpi
decision making
Decision-making and decision-making process
Decisions and their tasks
The concept and elements of decision-making: Decision-making refers to the analysis and judgment process of selecting a plan among multiple alternatives in order to achieve a certain goal.
Elements of decision-making (tangible elements/intangible elements)
Decision-making subject (core elements)
decision-making system
Decision plan
organizational goals
organizational uncertainty
Decision-making and planning: mutual penetration and close connection
Decision-making functions and tasks
decision making function
organizational level
Establish clear direction for the organization
individual level
Motivate organizational members
decision-making tasks
external environment perspective
Allow the organization to flexibly adapt to changes in the external environment
intra-organizational perspective
Adjust and optimize the organizational management system
Types and Characteristics of Decisions
type of decision
According to the controllability of the environment
deterministic decision making
risky decisions
Uncertain decision-making
based on decision problems
programmed decision-making
unprogrammed decision making
According to the decision-making body
individual decision making
group decision making
Characteristics of decision-making
Purpose
feasibility
Dynamic
Wholeness
creativity
Decision-making process and influencing factors, criteria
Decision-making process model: identify problems, diagnose causes, determine goals, develop alternatives, evaluate alternatives, implementation and monitoring
Factors influencing decision-making: organizational environment, organizational history, organizational culture, characteristics of decision-makers
decision criteria
Guidelines for improving decision-making efficiency and effectiveness
Principle of importance, principle of accuracy, principle of flexibility
Criteria for selecting decision-making options under uncertainty
Optimism criterion, pessimism criterion, equal probability criterion, minimum regret criterion
Environmental analysis and rational decision-making
Elements of the organization’s internal and external environment
Classification of environment
general or macro environment
economic environment
technical environment
social environment
political and legal environment
natural resources environment
specific or microenvironment
customer
supplier
competitor
regulatory agency
strategic alliance partners
internal environment of organization
physical environment
cultural environment
Common methods of environmental analysis
General environmental analysis methods
PEST analysis method
Specific environmental analysis methods
Michael Porter: Five Forces Model
Comprehensive analysis method of internal and external environment
SWOT analysis
Analytical methods for environmental changes
Script method (scenario analysis method)
Rational decision-making and irrational decision-making
Rational decision-making (scientific decision-making)
Theoretical basis of rational decision-making
Simon's criterion of "satisfactory" instead of "optimal"
Basic content of rational decision-making
Behavioral decision-making (bounded rational decision-making)
Behavioral decision-making representative model
DHS model
HS model
BHS model
irrational decision making
Progressive Decision Model
Steady, reliable, and progressive development
Political coordination decision-making model
coordination
Leadership collective decision-making model
leader, leadership group
The opposition between value rationality and instrumental rationality
Instrumental rationality: means
Value rationality: power itself
decision making method
Decision Background Research Methods
Analysis of the nature of decision-making background (decision-making background is unstable)
Holistic and Comprehensive
Complexity
turbulence
Uncertainty model of decision context
Analysis steps for decision-making background
Activity generation method
5W2H method
Brainstorming
Delphi method
forced contact laws
Select evaluation methods for activity plans
decision tree method
opportunity evaluation framework
Implementation and adjustment of decisions
Planning to implement decisions
The nature and characteristics of plans
Plan is the planning and arrangement of the organization's goals and ways to achieve them in the future.
Importance/universality
Types and functions of plans
type
strategic, tactical and operational plans
Long-term, medium-term and short-term plans
Comprehensive, professional and project plans
effect
The starting point for managers to direct
Standards for managers to exercise control
Means to reduce future uncertainty
Tools to improve efficiency and effectiveness
Basis for motivating staff morale
Planning process and methods
process
Set planning goals
Assess the gap between current status and goals
Predict future situations
Make plans
Implement and summarize plans
method
rolling planning method
Go into the concrete, go into the brothel far away from the general
project planning techniques
plan review techniques
Gantt chart
Processes and methods for advancing plans
management by objectives
The meaning of management by objectives
Basic point
P110
Features
Implement participatory management
Focus on work results rather than work behavior itself
Emphasis on self-control of organizational members
Establish a systematic goal system
Types of management by objectives
Fully decomposed goal management
Semi-decomposed goal management
The process of management by objectives
Goal setting and development stages
Goal implementation stage
Outcome evaluation stage
Comments on management by objectives
advantage
limitation
PDCA cycle
The connotation system of PDCA cycle
Plan (P), Implement (D), Check (C), Improve (A)
Features
Large ring within small ring
rising cycle
comprehensive cycle
Key: A (Improvement) Phase
Implementation steps of PDCA cycle
budget management
The connotation of budget management
Digitalization plan
Types of budget management
operating budget management
Investment budget management
financial budget management
budgeting methods
zero-based budgeting
Decision tracking and adjustment
The connotation of decision tracking and adjustment
Principles of decision tracking and adjustment
The principle of combining scientificity and comprehensiveness
The principle of combining relativity and systematicity
The principle of combining command and authorization
The principle of combining comparability and operability
The principle of combining tasks and relationships
Decision tracking and adjustment procedures and methods
organize
organizational design
Tasks and influencing factors of organizational design
organizational design tasks
Static organizational structure design
functional design
Department design
hierarchical design
Dynamic organizational operation system design
Communication system design
Management specification design
Incentive design
Factors influencing organizational design
environment
strategy
technology
scale
organizational development stage
"Organizational Life Cycle"
generate
growing up
Mature
decline
regeneration
Principles of Organizational Design
goal consistency principle
Principles of division of labor and collaboration
Effective management of range principles
The principle of parity of powers and responsibilities
Flexible Economic Principles
organizational structure
organizational structure concept
The meaning of organizational structure
Contents of organizational structure
Mechanical organization and organic organization
mechanistic organization
Features
stable, stiff
Applicable conditions
organic organization
Features
Loose and flexible
Applicable conditions
form of organizational structure
Line organization
Features
The earliest and simplest
advantage
Easy to set up
Clear rights and responsibilities
Conducive to the orderly operation of the organization
shortcoming
Low level of specialization
Lack of horizontal communication
High demands on managers
Functional organization (staff organization, staff organization)
advantage
High degree of specialization
Reduce stress on managers
Helps reduce management costs
shortcoming
lack of coordination
Unclear responsibilities
Not conducive to the cultivation of generalist managers
line functional organization
advantage
Combining unified command and professional management
Can effectively reduce the burden on managers
shortcoming
Coordination becomes more difficult
Undermining the autonomy of subordinates
Reduce the ability to adapt to the environment
Reduce decision-making efficiency
Increase management costs
divisional organization
advantage
Helps managers focus on strategic planning and decision-making
Conducive to cultivating generalists
Improve the organization's ability to adapt to the environment
shortcoming
Duplicate organization settings lead to increased management costs
Easily breeds egotism
matrix organizational structure
advantage
shortcoming
Evolutionary Trends in Organizational Structure
Flat
Flexibility
Borderless
Virtualization
organizational integration
Integration of formal and informal organizations
Hierarchical integration
Integration of line and staff
Staffing
Staffing tasks, work content and principles
Staffing tasks
Identifying suitable candidates for organizational positions
Promote the effective performance of organizational structure and functions
Fully develop and tap human resources within the organization
Promote the comprehensive and free development of people
Staffing work content
Determine the organization’s staffing needs
Matching the right people to the organization
Develop and implement personnel training plans according to organizational requirements
Staffing Principles
meritocracy
Programming and standardization principles
The principle of selecting people according to the situation and using tools according to their talents
The principle of using people according to their talents and their strengths
dynamic balance principle
Personnel selection
Source of personnel
people within the organization
people outside the organization
Criteria for personnel selection and recruitment
Match personnel skills with job responsibilities
Match the personality of the personnel with the characteristics of the position
Align people values with organizational values
Ways and methods of personnel selection and recruitment
Personnel evaluation
Functions and elements of personnel evaluation
Function
elements
Professional ethics
Work attitude (diligence)
Ability to work
work performance
Personnel evaluation methods
Work procedures for personnel evaluation
Personnel training and development
Personnel training function
Training can improve the overall quality of organizational members
Training is conducive to the construction of organizational culture
Training can improve organizational capabilities
Personnel training tasks
Prepare human resources for the implementation of organizational strategy
Disseminate organizational knowledge and culture, strengthen knowledge management and organizational culture construction
Help organization members grow
Create a good organizational environment
Personnel training methods
group Culture
Organizational Culture Overview
The concept and classification of organizational culture
concept
Classification
Classification according to the inherent characteristics of organizational culture
Classification according to the influence of organizational culture on organizational members
Classification according to the scope covered by organizational culture
Classified by concentration of power
Classification by configuration of culture, strategy and environment
characteristics of organizational culture
Spirituality
Systematic
relative stability
Integration
Factors influencing organizational culture
external factors
Internal factors
The composition and function of organizational culture
constitute
Material layer (surface culture)
Institutional level (middle-level culture)
Spiritual layer (core culture)
Function
Guidance function
Cohesion function
Incentive and constraint functions
radiation function
Adaptation function
Counter-functions of organizational culture
barriers to change
barriers to diversity
Barriers to M&A
Organizational culture shaping
Choose values
Choosing values is the first task in shaping a good organizational culture
strengthen identification
Refine and freeze
Consolidate and improve
lead
general theory of leadership
The connotation and characteristics of leadership
Leadership and Management
Sources of leadership power
reward power
coercive power
legal authority
Reference rights
expert power
Three elements of leadership
leader
led
situation
Leadership and Leaders
leader trait theory
leader behavior theory
Dictatorship and Democracy
Ohio State University Research
Michigan State University Research
management grid theory
leader team theory
Leaders and the led
situational leadership model
leader-member exchange theory
leadership role theory
Mintzberg
Leadership and Situation
Federer's Contingency Leadership Theory
House’s Path—Purpose Leadership Theory
Cultural background and leadership
excitation
Motivational basis
Human behavior process and characteristics
Human nature hypothesis and its development
Economic Man Hypothesis (Theory X)
Social Man Hypothesis (Interpersonal Theory)
Self-actualizing person hypothesis (theory Y)
Complex Man Hypothesis (Super-Y Theory)
Incentive mechanism
motivation theory
behavioral basis theory
process motivation theory
equity theory
expectancy theory
goal setting theory
behavioral reinforcement theory
Motivational methods
work incentives
job enlargement act
job enrichment
job rotation
Achievement incentives
material incentives
Mental stimulation
Comprehensive incentives
communicate
control
innovation