What is management?

Management is a science that systematically studies the basic laws and general methods of management activities. Management was developed to meet the needs of modern socialized mass production. Its purpose is to study how to improve the level of productivity through reasonable organization and allocation of human, financial, material and other factors under existing conditions. Management is a comprehensive interdisciplinary subject.

Overview: Management activities have existed since the emergence of people, and at the same time management ideas have gradually emerged. In fact, whether in the East or the West, we can find wonderful discussions on management ideas by ancient philosophers.

Modern Management

The birth of modern management is based on Frederick Winslow Taylor’s famous book "Principles of Scientific Management" (1911) ) and H. Fayol's famous book "Industrial Management and General Management" (1916) as symbols. Since the birth of management in the modern sense, management has made great progress and development. Management researchers, management learners, management writings, etc. have all increased exponentially, showing that as a young discipline The discipline is full of vitality and prosperity. Entering the 21st century, with the progress of human civilization, management still needs to vigorously develop its content and form. The so-called management refers to the managers in the organization who coordinate the activities of others through the implementation of planning, organization, staffing, leadership, control and other functions. It is an activity process in which others work with themselves to achieve established goals. Modern management - systems management, involving theories such as behavioral science, systems engineering, comprehensive relationship flow management, etc. Among them, decision theory, game theory and operations research are in the socio-economic and It has a wide range of uses in fields such as business management and military strategy. Management Basics 1. Management Concept Management is to know exactly what others are asked to do and to enable them to do it in the best way. (Taylor) Management is an activity process composed of planning, organization, command, coordination and control functions as elements. (Fayol) Management is a professional function based on responsibility for performance. (Drucker) Management is decision-making. (Simon) Management refers to the process of exerting influence on a system based on the objective laws inherent in the system, so that the system presents a new state. (Systems theorist) Management is a human-centered coordination activity in social organizations in order to achieve established goals. (Multiple Wednesdays)

1. Definition of management:

In a specific environment, through behavioral activities such as planning, organizing, leading and controlling, the resources owned by the organization are effectively managed. The process of integration to achieve organizational goals. Purpose of management: The purpose of management in any field is to achieve management goals "more effectively", that is, to pursue the best efficiency and effects, so that the organization can accomplish as many expected and required purposes as possible with as few resources as possible.

2. Management functions

Functions refer to "activities" and "behaviors", that is, various basic activities and their functions. The "Five Functions" theory was first proposed by Henry Fayol of France, and later came the "Three Functions School", the "Four Functions School", the "Seven Functions School" and so on. Generally speaking, the management functions are divided into: planning, organization, command, coordination, control, motivation, personnel, resource mobilization, communication, decision-making, and innovation. Our country is macroscopically divided into four aspects: planning, organization, leadership, and control. (1) Planning function refers to the provision and arrangement of future activities. It is the primary function of management. Before the work is implemented, specific contents and steps are drawn up in advance, which include forecasting (analyzing the environment), decision-making (making decisions) and making plans (preparing action plans). (2) Organizational function organization refers to the organization according to certain procedures in order to achieve the established goals. Multi-level positions set up according to rules and procedures and their authority and responsibility role structure with corresponding personnel affiliations. l refers to the combination and classification of various necessary business activities in order to achieve organizational goals, granting necessary powers to various business managers, and stipulating the coordination relationship between top, bottom, left and right. l Including setting up necessary institutions, determining the scope of responsibilities of various functional agencies, rationally selecting and allocating personnel, stipulating the powers and responsibilities of leaders at all levels, formulating various rules and regulations, etc. l It is necessary to handle the management level and management width (direct jurisdiction number of subordinates). The relationship between formal organizations and informal organizations should also be properly handled, and the latter should be "avoided confrontation and utilized" (3) Leadership function The leadership function mainly refers to how managers guide organizational members to act when the organizational goals and structure are determined. Achieve organizational goals. People who realize their ideas through others (1) Motivate subordinates; (2) Guide others' activities; (3) Choose communication channels; (4) Resolve conflicts among members. (4) The control function is to supervise and inspect various activities of the organization according to established goals and standards, and to promptly correct execution deviations so that work can be carried out according to the plan, or to appropriately adjust the plan to ensure the realization of the planned goals. Control is important because it is the last link in the management chain.

3. Duality of Management

“All large-scale direct social labor or collective labor requires more or less command to coordinate individual activities. And perform various general functions produced by the movement of the total production-different from the movement of independent organs of this totality." ("The Complete Works of Marx") "All direct production processes have the process form of social integration, rather than appearing independent. Wherever producers work independently, there will inevitably be supervisory labor and command labor." ("The Complete Works of Marx") (1) The natural attributes of management: It is caused by socialization, is related to socialized large-scale production, and is also related to human beings Directly related to the immediate characteristics of the activity. (2) Social attributes of management: It is determined by social production relations and social systems. (3) The significance of the duality of management: 1. It helps to correctly absorb and learn from foreign advanced management theories and management methods. 2. It helps to summarize and absorb the essence of ancient Chinese management thought. 3. Conducive to the investigation and research of China’s current management practices

4. Is management a science or an art?

(How do you understand the relationship between science and art in management? relationship? ) The knowledge system of management is a science with clear concepts, categories, universal principles, etc. Management as a practice is an art. It is an innovative ability and skill for managers to deal with problems flexibly on the basis of understanding objective laws. Management is the unity of science and art.

5. Objects of management

Manpower: educating people, selecting people, and employing people. Financial strength: generating wealth, gathering wealth, and using wealth. Material resources: procurement, storage, supply, distribution. Time: Reasonably allocated. Space: subject areas, technical service projects. Information: collection, analysis, utilization and feedback.

6. Management methods

(1) The meaning of administrative management methods: relying on the authority of administrative organizations, using administrative means such as instructions, regulations, regulations and orders, and executing decisions from superiors according to the administrative system A method of carrying out management activities layer by layer at lower levels. Characteristics: Authoritative, mandatory, stable, specific, class-based (2) Legal management method Meaning: It is a method of management using legal norms and various behavioral rules similar to legal norms. Characteristics: class, general, normative, mandatory. (3) Economic management method Meaning: refers to the method of using economic leverage and economic means to manage in accordance with the requirements of objective laws. Characteristics: interests, diversity, class. (4) The meaning of the consulting management method: in order to solve certain social problems, economic problems or certain scientific and technological problems (including health and health), it uses the knowledge, intelligence, experience and experience of experts to provide scientific basis for decision-making departments A management method for plans, programs, and opinions. Features: targeted, comprehensive and timely. (5) Ideological work methods The main methods of ideological work: (1) Ideological education and enlightenment of consciousness. (2) Set an example and a typical demonstration. (3) Use public opinion to form a healthy social atmosphere. (4) Study reasonable needs and do the work first. The main methods of ideological work: (1) Speech report. (2) Discussion. (3) Talk individually. (4) Various cultural activities. (5) Visits. (6) Competition.

7. Managers

(1) Managers and operators Operators: those who directly manufacture products or provide services in a certain position or task and do not have the responsibility to supervise the work of others responsibility. Manager: A person responsible for planning, organizing, leading, and controlling human, financial, physical, and information resources in an organization. Managers use others to complete work, make decisions, allocate resources, and guide the behavior of others to achieve work goals. (2) Classification of managers 1. Managers at different levels, senior managers, middle managers, grassroots managers 2. Managers in different fields, marketing managers, financial managers, production and operation managers, personnel managers, administrative managers Other types Managers

8. Management skills (T.H.C skills)

Technical Skills: the ability to apply specialized knowledge and skills. Human Skills: The ability to interact with, understand, and motivate others. Conceptual Skills: The mental ability to analyze and diagnose complex situations.

9. The role of managers

(1) Interpersonal role: (1) The role of prominent figures. (2) Leadership role; (3) Liaison role. (2) Information role: (1) Listener (2) Communicator (3) Spokesperson (3) Decision-maker role: (1) Entrepreneur (2) Dispute mediator (3) Resource allocator (4) Negotiator

10. The "success" and "effectiveness" of managers

Successful managers: managers who are promoted quickly in the organization.

Effective Manager: A manager whose performance is both qualitative and quantitative, and whose subordinates are satisfied and supported. Traditional Management: Decision-making, planning, and control. Internal communication: exchanging daily information and handling paperwork. Human resources management: motivation, enforcing discipline, handling conflicts, personnel work and training, etc. Network connections: social activities, political activities, and connections with outsiders.

Cultivation goals

Strictly speaking, management does not have its own independent goals. Management is just an organ in the organization and exists to serve the organization. Rather than managing for the sake of managing, it should be managed to achieve the goals of the organization. Therefore, the goals of management are linked to the goals of the organization. In summary, management is to promote the effective use of resources by an organization to achieve organizational goals.

Cultivation goals

Strictly speaking, management does not have its own independent goals. Management is just an organ in the organization and exists to serve the organization. Rather than managing for the sake of managing, it should be managed to achieve the goals of the organization. Therefore, the goals of management are linked to the goals of the organization. In summary, management is to promote the effective use of resources by the organization to achieve the goals of the organization

The prescriptive nature of management The prescriptive nature of management refers to the research content of the discipline of management. The stipulation of management science depends on the stipulation of the research object of management science, that is, what is the research object of management science? Harold Koontz (H Koontz, "Management"): Comparison of five business management models. The target model of future business management is based on the institutionalized management model and appropriately absorbs and utilizes some aspects of other management models. some useful factors. Why do you say this? Because institutionalized management is relatively "cruel", it is indeed beneficial to appropriately introduce some family relationships, friendship relationships, and warm relationships. Sometimes it is even possible to appropriately deal with conflicts and interest relationships in management in a random manner and "dilute" the rules, because institutionalization is too rigid. The well-known headhunter Fenghuo identifies five management models: 1. Family management model. This management model makes use of a very important function of family blood relations, that is, the cohesion function, that is, it attempts to use the cohesive function of family blood relations to Realize the management of enterprises. Historically, this family-friendly business management model has indeed played a good role in a company's entrepreneurial period. However, when an enterprise develops to a certain level, especially when it develops into a large enterprise, this family-friendly enterprise management model will soon cause problems. Because the cohesive function of family kinship used in this management model will be transformed from its cohesive function into an internal friction function, this management model should be replaced by other management models. my country's family-friendly business management model has almost 99% positive impact on enterprises during the entrepreneurial period, but when the enterprise leaps past the entrepreneurial period, its negative impact on the enterprise is also almost 99%. This management model only exists because our country's credit system and legal system are still very imperfect, which makes people afraid to hand over their assets to people who are not related to them, so they have to adopt this family management model. . 2. Friendly management model This management model is also of positive significance in the start-up stage of the enterprise. This model is very cohesive when money is low, when buddies are able and willing to go out of their way to protect their friends. However, when the company develops to a certain scale, especially when the company's profits increase to a certain level, the friendship between buddies will fade away. Therefore, if the company does not adjust this management model as soon as possible with the development, it will inevitably lead to the company's rapid decline or even decline. Bankruptcy. There is a private enterprise in our country called "Wantong". It was founded as a friendly enterprise by five like-minded people at the beginning. At that time, everyone could live on their own merits, and entrepreneurs did not care about money at all. However, when Wantong got its first big profit, the five people started to have friction. At that time, Vantone's larger shareholder was named Feng Lun. He wanted to continue to adhere to this management model and develop the company. He organized the founders of the company to read "Water Margin" to let everyone remember the lessons of disbandment and split, but the result was not solved in the end. Problem, a few people had to disband the company and abandon this friendly management model. Later, Wantong incubated several companies as the entrepreneurs started their own businesses. 3. Warmth management model This management model emphasizes that management should mobilize more of the inner role of human nature. Only in this way can the enterprise develop rapidly. It is right to emphasize the human touch in an enterprise, but it cannot be regarded as the main principle of the enterprise management system. The principle of human touch and the principles of corporate management are principles in different categories. Therefore, over-emphasis on the human touch is not only detrimental to the development of the enterprise, but the enterprise will often lose control in the end and even go bankrupt. Some people always like to talk about warmth and conscience in business management. They think that if a person as a business manager thinks carefully about the people being managed, then the people being managed will definitely have good rewards, that is, hard work, In this way, the enterprise will develop better. It can be seen that the warm-hearted management model actually wants to use the principle of conscience in friendship to handle management relationships in the enterprise. In the relationship of economic interests, it is difficult to talk clearly about the so-called conscience.

In terms of economic theory, conscience is actually an ethical and standardized return method of economic benefits in the form of human touch. Therefore, if we talk about conscience and human nature in general, without touching on interest relationships, and without talking about mutual benefits, it will actually be very difficult for the people being managed to do their jobs well, and ultimately the enterprise will fail. Management is not just about warmth, but first of all, the definition of interest relationships. Some people are naturally affectionate and tend to be soft-hearted in defining interest relationships. However, in corporate management, the definition of interest relationships is "cold and ruthless". "Not ruthless" is not acceptable. Only those who are "unrelenting" in the face of various interest relationships, especially those who can "look down" when defining interest relationships, can become professional managers. For example, if someone cries when he is laid off, and a manager becomes soft-hearted and unprincipledly pities the laid-off person and lets him take up the job, then it is entirely possible that this person will not become a professional manager. 4. Randomized management model Randomized management model manifests itself in two forms in reality: one is autocratic management in private enterprises. The reason why authoritarian management is regarded as a kind of randomized management is because some private enterprise entrepreneurs are very authoritarian. He has the final say, and he can change any rules and regulations at any time. His words are principles and rules, so this kind of management is random management. Another form is administrative intervention that occurs in state-owned enterprises, that is, government agencies can intervene in the business activities of a state-owned enterprise at will, which ultimately leads to very random management of the enterprise. It can be seen that this management model is either manifested as autocratic management in private enterprises, or as excessive administrative intervention by the government in enterprises in the state-owned enterprise system. The collapse of many private enterprises today is the inevitable result of the implementation of this randomized management model. Because if the entrepreneur says something wrong, others can’t correct it. Even if the entrepreneur makes a wrong decision, others can’t change it. In the end, the company can only go to a dead end. 5. Institutionalized management model The so-called institutionalized management model refers to promoting enterprise management according to certain established rules. Of course, this kind of rule must be a contractual rule recognized by everyone, and at the same time, this kind of rule must be symmetrical between duties and rights. Therefore, the target model of future enterprise management is to be based on the institutionalized management model and appropriately absorb and utilize certain useful factors from several other management models. Why do you say this? Because institutionalized management is relatively "cruel", it is indeed beneficial to appropriately introduce some family relationships, friendship relationships, and warm relationships. Sometimes it is even possible to appropriately deal with conflicts and interest relationships in management randomly and "dilute" the rules, because institutionalization is too rigid. If it is not properly "softened", it will not be easy to handle. After all, the main objects to be managed are people, and people are not ordinary objects. People have various thoughts and have initiative, so it is completely institutionalized. Neither does management. Appropriately absorb some of the advantages of other management models and synthesize them into a hybrid enterprise management model. It might be better to do this. This is probably the most common-sense conclusion drawn by everyone in China over the past decade or so when it comes to the choice of corporate management models. ——"The purpose of this book is to clarify the basic knowledge of business theory and management science." In other words, Koontz believes that the research objects of management are business theory and management science, or that management is a combination of these two parts. J. H. Donelly (Fundamentals of Management): - "Discuss the management process in relation to a single to-be-determined (albeit quite widespread) case. We will discuss limited resources ( Including the power of others) management to expand our discussion", that is, management theory is the study of the management of limited resources. Ronald Coase (the founder of new institutional economics, "The Nature of the Firm") - "Business means predicting and operating by signing new contracts and using the price mechanism. Management means simply responding to price changes. , and rearrange the factors of production under its control. "Professor Ronald Coase's definition of operation and management is from the perspective of contract and price response, but it grasps the essence of management: that is, operation is dealing with the market. Use the price mechanism to benefit your own products and services in the market. Management is a process within an organization of how to allocate the organization's limited resources using an administrative order mechanism to obtain the best allocation efficiency; management does not deal with the market, although it must respond to prices in the market to a certain extent. If we follow Coase's definition, then management should take such a prescriptive management as the research object. In this way, the research scope of management should be two major aspects: the organization itself includes the dynamic mechanism of the organization, the structure and operation of the organization, etc.; the various management methods and methods that rely on the administrative mechanism to operate within the organization include the integrity of resource allocation Systems approach and various functional approaches to local problems. In fact, most famous management books and textbooks, although their chapter arrangement, writing style, and viewpoint adoption have their own characteristics, basically focus on these two aspects. In fact, Harold Koontz and The same is true for Cyril O'Donnell's "Management".

Definition of management: The discipline that studies and explores the structure, process, methods, and methods of organization and resource allocation within the organization. It is an applied theoretical discipline and the most basic discipline among the management disciplines. Such a regulation of management was originally the view of the American management community. Scholars in other countries such as Germany and Japan do not think so. When they limit management to enterprises, they believe that management should also include business. , so there was a theory of business management, and then there was a term for business management in our country. In modern times, the more popular management theories mainly include: organization, control, leadership, and innovation

Schools and composition of management

1. Schools of management Management was born in the early 20th century With the efforts of theoretical researchers and practitioners, both theory and practice have shown unprecedented prosperity, with schools emerging one after another, new theories and new ideas constantly emerging, and talents emerging in large numbers. Harold Koontz once wrote two famous papers, "On the Jungle of Management Theory" (1961) and "Revisiting the Jungle of Management Theory" (1980), which provided a fascinating review of the management field before 1980. He has made an incisive summary and analysis of his theories and propositions. He believes that by 1980, management has developed at least a dozen schools of thought, typical ones include: classical school, behavioral school, social systems school, decision theory school, systems management school, empiricism school, contingency theory school, management Science school, organizational behavior school, socio-technical systems school, manager role school, business management school, etc. 2. The research content of each school. Although these schools each have their own views on management and their own theoretical propositions, in terms of content, they do not exceed three major contents: organization, management methods and operations. ? Taylor, the representative figure of scientific management principles, can essentially be attributed to a management style or method, because people's scientific work and collaboration and the study of the relationship between people's incentives and efficiency are actually the development of corresponding management methods. ? Classical organizational theory is the typical organizational research results of Fayol and Weber. ?Representatives of the behavioral science school include E. Mayo, A.H. Maslow, D. MeGregor, K. Lewin and J.S. Mouton. Mouton) and others, some of them study interpersonal relationships, some study the relationship between human needs and behavior, some explore human nature and corresponding management issues, and some study informal organizational issues in formal organizations and the two-factor model and management Methods, methods, etc. The former can be attributed to the dynamic process of the organization, and the latter can be attributed to the discussion of people-oriented management methods. The research results of C.I. Barnard, a representative figure of the social systems school, are nothing more than looking at how organizations operate effectively from the perspective of the role of managers in the organization. H.A Simon (1978 Nobel Prize winner in economics), a representative figure of the school of decision theory, believes that decision-making is implemented in the entire process of management. Management is decision-making, organization is decision-making, and organizations are composed of individuals who are decision-makers. system. However, a comprehensive review of his works shows that, except for the above-mentioned views on organization, the rest mainly developed a scientific method system for decision-making. The research contents of contingency theory school, management science school, etc. are nothing but scientific methods and methods of organization and management within organizations. The business management school specializes in the study of business theory and management issues in business. 3. Research methods adopted by various schools. From another perspective, although there are many schools of management theory in the 20th century, in fact, from the perspective of analytical methods, each school has its representative figures’ customary disciplinary analysis methods to analyze management. Conduct research. The behavioral science school uses typical psychological knowledge and behavioral analysis methods to study organizations, informal organizations, and interpersonal relationships in organizations; the systems management school uses system theories and perspectives to examine business organizations and analyze the structure of organizations; representatives of the empiricist school The characters are P. Drucker, E. Dale, etc. Their research methods are empirical and case analysis, and their objects are directly organizations and management issues in organizations. The mathematical analysis method of the School of Management Science and the analysis method of group psychology of the School of Organizational Behavior According to the above analysis, management in a narrow sense mainly consists of two parts: organizational research and management method research; management in a broader sense also includes research in the business field. Research in this area is related to economics. The evolution of these three aspects in the past 50 years has basically followed the following path.

3. Evolution path of various schools of management (l) Evolution path of organizational theory research: Classical organization theory (classical theory, 1920s) - Organizational behavior (organizational behavior, 40s) - Organization (socio-technical system, 1960s) )——Leadership science (manager role, 1970s)——Organizational culture (corporate culture in 1980s)——? (1990s) (2) The evolution path of research on management methods and methods: scientific management theory (Taylor in the 1920s) - behavioral science (Mayo in the 1930s) - management science theory (Berfa in the 1950s) - decision-making theory ( Simon in the 1960s) - Production management, information management methods (7Os-80s) -? (90s) (3) Evolution path of business theory research: manufacturer theory (20s) - industrial organization (Bain, 1940s) - marketing (Kotler 1960s) - consumer theory (70s) )——Strategy (Strategic Management) (Porter in the 1980s)——? (In the 1990s) In the evolution path of the above three aspects, the progress of management in the 1990s was blank. This does not mean that there was no progress in the above three aspects of management in the 1990s, but it is difficult to summarize the progress of management in the 1990s. classification, and then fill in the gaps in the above three aspects. However, you can still give it a try, such as "Corporate Reengineering" by M. Hammer and J. Champy in the field of management methods; "The Fifth" by P. M. Senge in the field of organization theory. Xiang Cultivation". In the field of business management theory research, Gary Hamel and C. K. Prahalad's "Competitive Future" and M. E. Porter's "National Competitive Advantage".

Employment Direction

Looking at today's society, those eye-catching figures are either from the political world or the business world, and most commercial companies on the market also provide opportunities for management talents to display their talents. stage. Commercial enterprises vary in size and have different needs for management talents. Large enterprises pay more attention to the overall perspective and coordination of managers, while small and medium-sized enterprises pay more attention to the comprehensive talents of managers. Graduates of various management majors can find their own position in commercial enterprises based on the characteristics of their major. For example, educational administration corresponds to school administration and education management, business administration majors correspond to the middle management department, human resources management majors correspond to the HR department, accounting majors correspond to the financial settlement department, and company *** The corresponding positions for the management major are assistants and secretaries, and the corresponding position for the engineering management major is the corresponding planning department.