Introduction to Management Notes

The definition and nature of management

Management is the most basic means for human beings to organize groups and social activities, whether it is as large as a country or as small as a group of two people. All social activities are inseparable from management. The reason why people form groups is to survive and improve their lives, so that their lives become more colorful and meaningful. However, the collaborative behavior proposed requires concerted action, so that collaborative behavior is management.

Functions of Management

The analysis of management functions helps us better understand the concept of management. Management is the process by which managers accomplish work goals through others or with others. This The functions of process management can be divided into four aspects: planning, organization, leadership and control.

The development of management

Judging from the history and content of the development of management theory, it can be roughly divided into three stages: classical management theory, interpersonal theory and modern management theory.

Taylor’s scientific management

①Separation of management functions and operational functions

Taylor believes that in order to improve production efficiency, the separation of management functions and operational functions must be implemented . The main tasks of the management function are: 1. Conduct investigations and studies to provide scientific basis for quotas and operating methods; 2. Develop scientifically based work quotas and standardized operating methods and tools; 3. Formulate plans and order implementation; 4. Compare standards and plans with actual conditions for effective control. Workers cannot choose their own work content and work methods. They must obey the orders and arrangements of managers.

②Practice scientific management

Taylor believes that it is necessary to use scientific methods to replace rough behavioral estimates, that is, to use precise scientific research and scientific knowledge to replace past personal judgments. All management issues should be...

1. Work quota system

2. "First-class worker" system

3. Incentive payment system

4. Standardization system

5. Management by exception system

③The essence of management is to develop productivity

The essence of scientific management is an ideological revolution

Scientific management is to create a big revolution in the thinking of both labor and capital, so that both parties no longer regard the distribution of surplus as a top priority, but shift their attention to increasing surplus, so that the amount of surplus becomes large enough for both parties. Then argue about how to distribute it. The essence of this management thought is to develop productivity.

Fayol’s 14 management principles

① Emphasis on the principle of interpersonal relationships

1. Individual interests are subordinate to overall interests.

2. Fairness

3. Personnel stability

4. Initiative spirit

5. Unity

② Emphasis on the principle of production efficiency

③Emphasis on the principle of administrative management

1. Rights and responsibilities

2. Discipline

3. Unification Command

4. Unified command

5. Centralization and decentralization

6. Hierarchy

7. Remuneration

8. Order

5 principles for improving movements

1. Minimize the type, quantity and direction changes of movements, and shorten the length of movements;

2. Strive to reduce fatigue caused by movements;

3. Make movements habitual and natural;

4. Establish certain standards for various movements, and provide correct education in advance;

5. Pay full attention to actions to improve product quality.

Gantt bar chart

He uses lines to clearly express the order, time, quantity, and who will complete the work, etc., thus improving the planning of the work.

Entrepreneurship is the process by which an individual—whether a sole proprietorship or within an organization—tracks and captures opportunities, independent of the resources he or she controls at the time.

Innovation management refers to the management of innovation activities.

People, talents and materials are the three indispensable resources for an organization. The shortage of material resources will still be a basis for the survival and development of the organization.

The four functions of planning, organization, leadership, and control are interrelated and indivisible as a whole.

The goal principle emphasizes three characteristics of the goal

①The outstanding characteristics of the goal

②The ability to publicly explain

③The goal has duality

The role of goals

1. Specify the direction of management

2. Stimulate the potential of members

3. Promote management effectiveness

4. Improve the management foundation

Types of goals

External goals.

Internal goals

1. Corporate positioning and its relationship with competitors

2. Employee interests

3. Investment The interests of investors

Management by objectives

The so-called management by objectives (MBO) is to manage "objectives", that is, to manage according to objectives. This is P. Drucker's simple explanation of management by objectives.

Evaluation of achievements

1. Self-evaluation of personal achievements by target implementers

2. Guidance from superiors on evaluation work

3. Comprehensive evaluation of the assessment team

4. Rewards and summary

Tasks of goal management

1. Clear goals and be specific

2. Clarify the order of goals

Reflection of social responsibility

Corporate responsibility to the public

Social responsibility pressure on managers

Pressure from laws and regulations

Pressure from costs

Systematic thinking

Actions in strategic aspects

Actions in the legal field

Production and operation actions

Marketing actions

Accounting actions

Financing actions

Summary

Social responsibility is the foundation of demand for an organization, and enterprises are no exception. An enterprise is first a social organization and secondly an economic organization. Today, in the 21st century, managers must understand the importance of social responsibility and use a positive work attitude to allow companies to assume their social responsibilities. It is not enough for enterprises to pursue economic performance alone; they must also contribute to social interests. Enterprises participate in social activities to fulfill their economic and legal obligations, which is only the social basis for their existence. Corporate social responsibility also includes the moral strength to pursue beneficial contributions to society and not harm social interests. Two views on social responsibility: the classical view believes that the social responsibility of management is to maximize profits, and the socioeconomic view believes that the responsibility of management is not only to pursue profit maximization, but also to contribute to protecting and increasing social wealth. Enterprises to society The responsibilities of enterprises to the public are reflected in the protection of resources and the environment, ensuring social prosperity and common prosperity, providing more employment opportunities for the society, and promoting scientific and technological progress. The enterprise's responsibility to the government is to support the government's public affairs, abide by laws and regulations, and do practical things. The responsibility of enterprises to investors is to implement their investment returns, and they must not engage in false or deceptive behavior or cause losses to social resources. The company's responsibility to its employees is to protect their interests and create a fair, just, safe and hygienic environment for them. An enterprise's responsibility to customers is to provide high-quality products and services to satisfy customers. An enterprise's responsibility to its competitors is to be fair, orderly, and not engage in vicious competition.

Socially responsible management behavior should have a systematic guiding ideology and be able to integrate management activities in strategy, law, production operations, marketing, accounting, financing and other aspects with the goal of social interests, so as to achieve the long-term success of the enterprise. There are four different views on corporate management ethics: utilitarian view, rights view, justice theory view and social contract integration theory.

Summary

The primacy and penetration of planning work determines its primary position among the four major functions. The role of planning work is reflected in pointing out the direction of the organization, reducing risks, improving efficiency and effectiveness of work, and supporting control activities. Planning work is affected by conditions external to the organization (social, economic, technological, etc.) and internal to its own conditions. The planning process includes eight steps: clarifying organizational positioning, predicting development opportunities, defining planning goals, clarifying prerequisites, formulating alternatives, selecting programs, formulating derived plans and preparing budgets. The evaluation of the results of the planned work plan - the planned plan should be examined from the perfection characteristics of the planned work and the planned plan, but the degree of contribution of the implementation of the planned plan to the organizational goals should also be evaluated. The latter can further study the application of cost-effectiveness analysis methods when quantitative development is difficult.

Overview of decision-making problems

①Three types of decision-making problems

1. Strategic decision-making

2. Management decision-making

3. Business decision-making

4. Decision-making plan

Decision-making plan

Establish goals and clarify problems

Summary

The concept of organizational culture includes: codes of conduct, group norms, dominant values, philosophical thinking, game rules, skills, thinking and language habits, tacit understanding, symbols of consistency, etc. Organizational culture determines organizational values ??and organizational behavior based on values. Although all organizations have a culture, not all cultures have the same impact on organizational members. The greater the degree to which organizational members accept and tolerate the organization's basic values, the stronger the impact of organizational culture.

Cultural differences are one of the most important issues facing managers in today's developing world. As cross-cultural organizations become more common, managers must face the troubles cultural differences bring to their work. The four dimensions proposed by Hofstede to identify national culture are: individualism and collectivism; rights differences; power differences; uncertainty avoidance; quantity and quality of life. This helps managers better understand national cultural differences and improve their management activities.

Summary

Organizational stability is relative, while change is absolute. There is almost no such thing as a static organization. In addition to external factors, changes in the age and size of the enterprise are the more direct causes of changes in the organization and its structure, and there are certain regularities of evolution and change that will occur at different stages of organizational growth. Different crises and corresponding directions of change. The purpose of organizational change is to improve and increase efficiency; there are two main reasons for organizational change. The trend of changes in corporate organizational structure is from rigid to soft, from mechanical organization to organic organization.

Plan work procedures

Clarify organizational positioning

Recognize development opportunities

Members’ dependence on the group

Group Scale

Other factors

Group conflict

The main causes of conflict are: 1. Quality of personnel 2. Competition for resources 3. Value conflict 4. Role Difference 5. Struggle for rights 6. Unclear responsibilities 7. Value differences 8. Organizational changes 9. Organizational climate 10. Age or gender differences 11. Information communication retardation 12. Unfair rewards.

Summary

People’s behaviors vary greatly, but they have certain rules. The formula proposed by Kurt Lewin shows that human behavior is affected by the "internal factors" of the individual itself and the comprehensive factors of its surrounding environment.

To be able to control and predict the behavior of organizational members, leadership behavior must regard studying and mastering the laws of human behavior as an important part of the work.

Human behavior is governed by motivation, and motivation is caused by needs. Therefore, organizational managers must study a series of motivation theories surrounding needs, motivations, and human behavior. Because human individuals do not simply function in organizations. Managers must have some research on group behavior and organizational behavior. It is necessary to study and use various factors that affect group behavior in organizations such as group norms, group pressure, herd behavior, group cohesion, and group conflict to serve the goals of the organization. Research on formal group behavior in organizations focuses on role (description, assignment, acceptance), conflict (assignment, acceptance, people) and pressure.

Natural fading

Escape is a process

Punishment

Punishment is a coercive and threatening result.

Summary

Motivation issues are one of the important contents in the study of leadership functions. The motivation theories that can be used for reference are roughly divided into four types.

Content-based motivation theory

Process-based motivation theory

Reinforcement theory

Comprehensive motivation theory

Classical Leadership Trait Theory

1. C.A.Gibb

2. R.M.Stogdill

3. F.E.Fiedler

Modern Leadership Trait Theory

1. R.M.Stogdill

2. E.E.Ghiselli

The American business community believes that corporate leaders should possess ten conditions:

1 .Spirit of cooperation

2. Decision-making ability

3. Organizational ability

4. Good at delegation

5. Good at adapting to changes

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6. Dare to be responsible

7. Dare to seek innovation

8. Dare but take risks

9. Respect others

10. Moral superman

Research in the Japanese business community believes that corporate leaders should possess ten moral qualities and ten abilities:

1. Sense of mission

2. Responsibility

3. Reliability

4. Positivity

5. Enterprising

6. Honesty

7. Patience

8. Fairness

9. Enthusiasm

10. Courage

The ten abilities are:

1. Thinking and decision-making ability

2. Planning ability

3. Judgment ability

4. Creativity

5. Insight ability

6. Persuasion ability

7. Understanding people

8. Problem-solving ability

9 . Cultivate the abilities of subordinates

10. Ability to mobilize enthusiasm

The four qualities of successful people

1. Intelligence. Leaders have higher intelligence than followers.

2. Be smooth and have a broad vision. Leaders are more emotionally mature than others, are well-informed, and have a wider range of interests and knowledge.

3. Intrinsic motivation is the driving force for success. Generally speaking, leaders always want to make a difference. When they accomplish one goal, they will look for another. This drive to keep making progress and pursue higher goals is inherent in successful leaders and is not inspired by others.

4. Care and respect others. Leaders work productively with others in a variety of situations, respect others, and recognize that to accomplish goals and tasks, they must care for all members of the collaborative effort.

Behavioral Theory of Leadership

Summary

Leadership is a kind of behavior and influence that can guide and motivate people to achieve organizational goals under certain conditions. The process of achieving organizational goals. A leader is a person who implements the leadership influence process. Leaders cannot exist in isolation, they must be followed by leaders. For this reason, the influence of leadership can be divided into two categories: rights and non-rights. The former is mandatory, while the latter is natural. The key to effective leadership is to increase non-rights influence.

The theory of leadership traits believes that leadership is a dynamic process. The traits and characteristics of leaders are gradually formed in this dynamic practice and can be cultivated through training and cultivation. Research on leadership behavior theory suggests that there are differences in leadership behaviors between highly effective leaders and ineffective leaders. Research on leadership behavior patterns is divided into two categories. One type studies the tendency of leadership behavior, that is, tends to focus on work or care for people; the other type studies leadership style, whether it is democratic or authoritarian. The contingency theory of leadership emphasizes "coordination", and its guiding idea is that the more leaders make their leadership behavior types consistent with the environmental conditions and leader needs, the more effectively they can achieve personal goals and organizational goals. The reasonable structure of the leadership team is a guarantee that affects whether organizational leaders can make full use of their talents and exert collective strength. Its structure includes age structure, knowledge structure, functional structure, quality structure and professional structure.

Summary

Management communication is an important basis for organizational managers to make decisions and implement decision-making plans. It is also an important factor in whether managers can become leaders. To organize interpersonal communication within an organization well, it is necessary to grasp the six elements of the communication process as a prerequisite. Interpersonal communication within an organization includes formal communication and informal communication. The former is communication through formal organizational procedures, and the latter is communication that does not follow formal organizational procedures, affiliations, and hierarchical series. Both types of communication have their pros and cons, and leaders can learn from each other's strengths when using them.

There are bound to be various obstacles in interpersonal communication, mainly due to differences in understanding, information itself, and environmental interference. Barriers in interpersonal communication will affect the implementation of managers' intentions, the search for information (including quality and quantity) when making judgments and decisions, and the unity of members within the organization and the healthy development of the organization. Improving interpersonal communication is something that every manager must pay attention to and do personally. They must strive to express the communicated information accurately and concentrate the energy of both parties communicating. As a leader, you must constantly change your identity during communication, maintain and create a good communication atmosphere, so that decisions are less likely to make mistakes and the implementation of decisions is correct and smooth, so that you can effectively perform leadership functions and achieve organizational goals.

Summary

To effectively control the organization, managers must understand the factors that can be controlled in the control work and plan the most reasonable combination of control factors required for a certain control activity. Use reasonable control methods to achieve control goals. It is most critical to establish a well-organized control system to carry out control work.

1. Control efforts often focus on one of the following aspects; personnel, finance, operations, information and the overall performance of the organization, or it can be a combination of certain aspects.

2. Commonly used control methods are: budget control, financial ratio control, audit control, statistics and chart control.

3. An effective control system should be an information system that is accurate, economical, moderately controlled, mandatory exceptions, and the control standards are comprehensive. Furthermore, effective control systems can point the way to correcting problems.

4. Control has a positive and negative side. Dysfunction occurs when controls cause people's behavior to deviate from the direction of the organization.