2500-word reading notes of freshman management course

Chapter I Managers and Management. Who is the manager?

(1) manager: a person who directs the activities of others in an organization. They have all kinds of titles.

(2) Operators: non-management personnel who directly engage in a certain job or task and have no responsibility to supervise others' work.

(3) Organization: refers to an entity composed of people with a clear system structure. (4) Classification of managers: grass-roots managers, middle managers and senior managers. Second, what is management, what managers do 1, the definition of management.

(1) management: the process of making activities more effective with or through others. This process is embodied in the plan.

, organization, leadership and control functions into basic activities.

(2) Efficiency: It only involves the relationship between input and output, and it involves minimizing the number of people who complete activities. (Method) Effect: It is related to the completion of activities, that is, to the realization of goals. (result)

The relationship between the two: management is not only related to achieving the objectives of activities, but also related to completing activities as efficiently as possible. Most low-level managers

Numbers are achieved because of inefficiency and ineffectiveness, or at the expense of efficiency.

2. Management function.

(1) Plan: determine objectives, formulate objectives, formulate strategies, formulate sub-plans and coordinate activities. (2) Organization: Decide what needs to be done, how to do it and who will do it. (3) Leadership: guide and motivate all participants to resolve conflicts. (4) Control: Make a short visit to the activity to ensure that the activity is completed as planned. 3. The role of the manager (Henry Penzberg)

(1) Manager Role: refers to a specific category of management behavior. ① Interpersonal relationships: nominal leaders, leaders and contacts. ② It involves information transmission: listeners, communicators and spokespersons. ③ Involved in decision-making: entrepreneurs, chaos drivers and negotiators. (2) the relationship between the role of managers and the traditional management function theory:

① Functional approach is still the most effective way to conceptualize managers' work. ② The role of managers is essentially the same as the four functions. 4. Effective managers and successful managers. (Fred Lucens) ① Successful managers (managers who are promoted fastest) emphasize network relationship activities; And effective managers (the best performance

Managers) emphasize communication.

(2) the importance of the relationship between the two: this result points out that social and governance skills are very important for the promotion in the organization [from the traditional

Management, communication, human resource management, network contact activists] With the promotion of the level, they are engaged in more planning, organization and control work.

And less leadership.

5. The universality of managers' work.

① Management has some general attributes: First, no matter which level of an organization, all managers perform four functions. The only difference is that the importance attached to each function varies with the position of managers in the hierarchical structure.

No matter what type of organization, in most cases, the work of managers is the same. Third, managers are engaged in the same work on the basic scale in small organizations and large organizations, and the difference is only in degree and emphasis.

The same, as well as the specific practices and the time spent are different. For-profit organizations: there are clear general indicators to measure-profit, etc. nonprofit

Sex: There is no clear general index. Small enterprises: strengthen the contact with the outside world, the managers are versatile and versatile, and deal with all levels.

Management work. Large enterprises: Formal enterprises are better than small enterprises.

Third, why do you want to study management? Improving the management style of the organization is related to everyone's vital interests. (1) For those who are eager to become managers, learning management can gain basic knowledge and help them become managers.

Effective managers.

(2) For those who do not intend to engage in management, they can learn about the behavior of superiors and the internal operation of the organization.

Chapter II Evolution of Management I. Historical Background

Before the 20th century, the main contribution in management was 1. The construction of Egyptian pyramids and Roman churches.

2. Adam Smy's work on division of labor: It will be broken down into some single important tasks to improve workers' skills.

Skill and proficiency

3. Industrial Revolution: Improving Efficiency

2. Diversification period (the first half of the 20th century) 2. 1 Overview:

1. Scientific management: from the perspective of how to improve workers' productivity. Representative: Taylor. Gilbreth. gunter

2. Integrated management: care about the whole organization and find out how to apply the management principles of the whole organization and make them effective.

Representative figures: Fa Yueer and Weber.

3. Human resource management methods: pay attention to human resource management.

Quantitative method: use numerical or statistical techniques to improve the decision-making of resource allocation.

4. Management process: scientific management (1880s)- behavioral science (1920s)- management science (1950s).

2.2 Scientific management:

2.2- 1 Taylor's four aspects: 1 Make a scientific analysis of all the components of the work and replace the old operation methods with scientific methods. Scientifically select and employ people and carry forward the enterprising spirit of workers. Cooperate with others in a scientific way. Managers and workers have their own responsibilities.

Specific steps: working environment analysis-task analysis-formulating working standards, and selecting employee-management personnel configuration.

Cooperate, supervise and finish the work.

Explanation: analysis of working environment: what is the job, who will do it and what the manager will do. Task analysis content: any job assigned according to job needs and workers' skills. 2.2-2 Frank and Gilbreth (studying time and movement): using action photography to study the movement of hands and bodies.

Explanation: The simplest and most effective way to work without increasing the labor intensity of workers. Function: 1 Promote the improvement of machinery and equipment;

2 measure the labor efficiency of workers through standard time and time comparison; 3. Standard time can be used as the basis for rewarding wages; 4. As the basis for formulating standard labor costs and various plans;

2.2-3 Gantt Chart: Y coordinate indicates planned work and completed work, and X coordinate indicates past time.

This function can make the management know about the plan and take necessary actions in time to ensure the project is completed on time.

2.2-4 Scientific management is meaningful only when many people are engaged in a labor-intensive work procedure.

2.2.5 Historical evaluation and scientific management: it is possible to increase productivity by 300%+; From a feeling-based activity, it has developed into a

A complex scientific discipline; Improve the living standards of the whole country; 2.3 General management

Fa Yueer: He thinks that management is an activity, which involves all the similarities and differences of human control and coordination.

It includes five functions: planning, organizing, directing, coordinating and controlling. (The first one defined management as five major functions). Note: In the later understanding (in Rui Mingjie's book), it is considered that these five types are actually the basis for eliminating uncertain lines in management.

Means, because if they are, then other management activities can also be regarded as management functions, such as information collection. )

2.4 Human resource management methods

1. Early advocates: Owen and Barnard.

The traditional view of authority: decline must be subordinate to the superior, established from the top, and then run through the whole organization. Authoritative acceptance point of view: authority comes from the willingness of subordinates to accept. 2. Hawthorne's research (now we call it behavioral science) People are social people;

Factors affecting work efficiency: the enthusiasm of workers, interpersonal relationships in family, society and organization; Money is not the only determinant, but feelings have a great influence; Grass-roots management should attach importance to interpersonal relationships and communicate with workers more; Informal groups affect employees' behavior and have an impact on employees;

Function: Because people attach importance to human factors, people begin to actively seek ways to improve job satisfaction and morale. 2.3 interpersonal movement