The invisible hand: market economy

Advantages of division of labor

Improve efficiency

Reduce salary expenses

Improper use of labor

Workers are unwilling to work or work too much

Enterprise production organization and management are unreasonable

Improve working methods

Improve allocation methods

Improve production organization

Tradition: precedent or practice

personal charm

Legal type: combined with legal provisions

Purposive rationality (instrumental rationality)

value rationality

Value rationality and instrumental rationality are opposites

emotional rationality

Workers are "social beings"

There are informal organizations in enterprises

Increased productivity depends on work attitude and relationships with people around you

New type of managers

behavioral science management theory

judge

choice

Decision Bias: Descriptive Decision Model

Overconfidence and biased self-attributions

Different mechanisms of action

intuitive bias

An organization is a collaborative system

Three elements of collaboration system

Manager functions

basic building blocks of an organization

basic form of organizational structure

Leader role theory: ten roles of managers (overall, leader is the most prominent)

Division of labor and coordination

The sum of division of labor and coordination methods

Debugging each other

direct supervision

Standardization of work procedures

Outcome or output standardization

Technology and knowledge standardization

Standardization

status

point of view

in conclusion

Characters: Husse, Blanchard

point of view

Conclusion: Effective leaders should match their leadership style to the maturity of their followers

Ohio State University: Kaman's first

Effective leadership combines work behaviors, relationship behaviors, and the maturity of those being led

Character: House

Basics: Expectancy Theory

theoretical proposition

leadership behavior

Characteristics of subordinates

environmental factors

conclusion proposition

The subject needs differentiation

Differences in organizational styles

degree of control adaptability

Progressive nature of goal setting

Technology – Effectiveness

System - in line with social system

Compulsion: Law

imitate

social norms

Three mechanisms of the system

position, centralization, command

Management efficiency and good performance

Poor decision-making, lack of initiative, dependence

Supervision is effective, but the mood is bad

Groups led, self-leadership, empowerment

Motivating and improving capability structure

Resource flow is slow, decision-making speed is reduced, and resource costs are increased

most effective

Trust of the led, club style, decentralization

defining dimensions

caring dimension

High can lead to high performance and high satisfaction

It is most efficient to consider only one-dimensional simple patterns

Production-focused: low output, low satisfaction

Employee-centric: high output

1,9 Country Club

9,1 mission type

1,1 deficiency type

9,9 team type

5,5 intermediate type

Self-interested, not isolated

Pursuing profit maximization

Only purpose: pursuit of personal gain

The means and content will change, but the nature remains the same

Individual: If, then

Group: between people

"The Theory of Human Motivation" first published

A comprehensive explanation of "Motivation and Personality"

Human needs are divided into five types from low to high

Low-level external implementation, high-level internal implementation

Low satisfaction and high emergence

What has been realized does not disappear and exists in the form of overlapping waves.

Unsatisfied and motivating

contribute

limitations

"Achieving Society"

"Inspiring Economic Achievement"

high level needs

Characteristics of people with high need for achievement

The need for achievement is not innate but acquired

The need for achievement is a more internalized need and is the main driver of high performance.

Practical significance (enlightenment)

limitations

"Work and Personality"

Satisfaction and dissatisfaction are completely separate

Dissatisfaction - working environment or external factors - hygiene factors

Satisfaction - work itself or work content - motivating factors

Health care can only eliminate dissatisfaction, and motivating factors are the key to mobilizing enthusiasm.

contribute

limitations

Mobilizing and sustaining employee motivation begins with attention to hygiene factors to prevent dissatisfaction

Only motivating factors will increase employee satisfaction

Satisfaction depends on relative rewards

The comparison of relative rewards is reflected in both horizontal and vertical aspects.

Reference objects for comparison: other people, institutions, self

Relative reward outcomes can create feelings of fairness or unfairness

The sense of fairness is a subjective psychological feeling

In actual work, self-investment > other people's investment and other people's reporting > self-reporting

Contribution: Proposed the concept of relative reward

limitations

Leverage a sense of fairness to mobilize motivation

Management behavior must follow the principle of fairness

M=V*E

High is high

The motivation process deals with three relationships

Contribution: Analysis of various contingency factors and demonstrated the choice with the greatest utility

limitation

Managers identify needs and provide time and equipment

Set incentive terms slightly higher than actual capabilities

clarity of purpose

goal difficulty

Clarity of goals and responsibilities

target acceptance

Purpose

Way

Prescribe the right medicine

clearly stated

timely feedback

Ignore people's inner psychological processes

Ignoring human factors and subjective initiative