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1、The Principle of Management主讲人：朱苏丽武汉理工大学管理学院工商管理系Stephen P.Robbins其人： Stephen P.RobbinsStephen P.Robbins在亚利桑在亚利桑那大学获得博士学位，曾就职于壳牌石油公司和雷诺那大学获得博士学位，曾就职于壳牌石油公司和雷诺金属公司，他先后任教于美国多数大学。罗宾斯博士金属公司，他先后任教于美国多数大学。罗宾斯博士长期从事管理学研究，他的管理学长期从事管理学研究，他的管理学与与组织行为组织行为学学是全世界通用的经典教材，我们目前使用的他的是全世界通用的经典教材，我们目前使用的他的这本教科书现为美国这本教
2、科书现为美国800800多所大学和世界各地上百所多所大学和世界各地上百所大学及工商管理学院大学及工商管理学院采用。采用。Textbook:Stephen P.Robbins; David A.DeCenzo/著 Fundamentals of Management授课形式：双语教学References: 1. 美斯蒂芬.P.罗宾斯著；管理学（第四版）；中国人民大学出版社。 2.程国平，刁兆峰主编；管理学原理；武汉理工大学出版社。 3.周三多，陈传明，鲁明泓编著；管理学原理与方法（第三版）；复旦大学出版社。Chapter 1 Manager and Management Whats the or
3、ganization Who are managers? What is management? What do managers do? What skills should successful managers possess? Definition: An organization is a systematic arrangement of people brought together to accomplish some specific purpose. Whats the organization?Three common characteristics of the org
4、anizationOrganizationpurposeEveryorganizationhasitsdistinctpurpose,whichistypicallyexpressedintermsofagoalorsetofgoals.PeopleOrganizationsaremadeupofpeople.Makingagoalintorealityentirelydependsonpeoplesdecisionsandactivitiesintheorganization. StructureAllorganizationsdevelopasystematicstructurethatd
5、efinesandlimitsthebehaviorofitsmembers.Chapter 1 Manager and Management Whats the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? Managers & operative employeesManagers- individuals in an organization who direct the activities o
6、f other people. Operatives -people who work directly on a job or task and have no responsibility for overseeing the work of others. Organizational LevelTopmanagersMiddle-linemanagersFirst-line managersOperativesResponsibilityTitleDirecting the day-to-day activities of operativessupervisorsTranslatin
7、g the goals set by top management into specific details that lower-level managers can performdepartment or agency head/ project leader/ unit chief/district manager/dean/bishop/division managerMaking decisions about the direction of the organization and establishing policies that affect all organizat
8、ional members.vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the boardChapter 1 Manager and Management Whats the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? What is mana
9、gement? Definition The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently. Efficiency & EffectivenessEfficiency means do
10、ing the task correctly and refers to the relationship between inputs and outputs. Management is concerned with minimizing resource costs. Effectiveness means doing the right things. In an organization, that translates into goal attainment. Means Ends Efficiency EffectivenessResourceusageGoalattainme
11、ntLow Goals Highwaste attainmentEfficiency & EffectivenessChapter 1 Manager and Management Whats the organization Who are managers? What is management? What do managers do? What skills should successful managers possess? Management processes / management functions Management roles Are there any diff
12、erences in different managers jobs?Management FunctionsPlanning Organizing Leading Controlling1.Defining goals 1.Determining 1.Directing Monitoring2.Establishing what needs to 2.Motivating activities to strategy done all involved ensure that3.Developing 2.How it will parties they are subplans be to
13、done 3.Resolving accomplished coordinate 3.who is to do conflicts as planned activities itResulting inAchieving the organizationsstated purpose Management processes / management functions Management roles Are there any differences in different managers jobs?Management Roles Mintzberg concluded that
14、managers perform 10 different but highly interrelated roles. These 10 roles can be grouped under three primary headings: Interpersonal relationship The transfer of information Decision makingInterpersonal Relationship This part encompasses three roles:Role Description Identifiable Activities Figureh
15、eadSymbolic head; obliged to perform a number of routine duties of a legal or social nature Greeting visitors; signing documents Leader Responsible for the motivation and activation of employees; responsible for staffing, training, and associated duties Performing virtually all activities that invol
16、ve subordinates Liaison Maintains self-developed network of outside contacts and informers who provide favors and information Acknowledging mail; performing other activities that involve outsiders The transfer of information The informational roles also include three roles:Role DescriptionIdentifiab
17、le Activities Monitor Emerges as nerve center of internal and external information about Information. Reading periodicals and reports; maintainingpersonal contact. Disseminator Transmits information received from other employees to members of the organization. Holding informational meeting; making p
18、honecalls to relay information. Spokesperson Transmit information to outsiders on organizations plan, policies, actions, results, etc. Holding board meeting; giving information to the media. Decision Making The decisional roles include four roles:RoleDescriptionIdentifiable ActivitiesEntrepreneur Se
19、arches for development opportunities in the dynamic environment and initiates “improvement projects” to bring about change.Designing and initiating changes within the organization.Disturbance handler Responsible for corrective action when organization faces important disturbances. Taking corrective
20、action in nonroutine situations. Resource allocator Responsible for the allocation of organizational resources of all kinds.Performing any activity that involves budgeting and the programming ofemployees work. Negotiator Responsible for representing the organization at major negotiations. Participat
21、ing in negotiations with other parties. Management processes / management functions Management roles Are there any differences in different managers jobs?Differences in Different Managers Jobs Level in the organization Type of the organization Size of the organizationLevel in the Organization The di
22、fferences in their jobs are of degree and emphasis but not of activities property. We can see the following figure.15% PlanningOrganizing24%Controlling10%Leading51%Leading36%Planning18%Organizing33%Controlling13%Planning28%Controlling14%Leading22%Organizing36%First-Level ManagersMiddle-Level Manager
23、sTop ManagersDistribution of Time per Activity by Organization LevelType of organization -profitversusnot-for-profitThe most important is measuring performance. Profit, or the “bottom line”, acts as an unambiguous measure of the effectiveness of a business organization, but the is no such universal
24、measure in not-for-profit organizations. Making a profit is not the primary focus for the “owners” of not-for-profit organizationsSize of the OrganizationHighModerateLowEntrepreneurFigureheadLeaderSpokespersonDisseminator Importance of Roles Roles Played by Managers Roles Played by Managers in Small
25、 Firms in Large FirmsResource allocatorLiaisonMonitorDisturbance handlerNegotiatorEntrepreneurImportance of Managerial Roles in Small and Large BusinessChapter 1 Manager and Management Whats the organization Who are managers? What is management? What do managers do? What skills should successful man
26、agers possess? What skills should successful managers possess? General skills Conceptual skills Interpersonal skills Technical skills Political skillsSpecific skills Controlling the organizations environment and its resources Organizing and coordinating Handling information Providing for growth and
27、development Motivating employees and handling conflicts Strategic problem solvingPractices Understand the term management , efficiency and effectiveness?Identify the primary responsibilities of the three levels of managers.What four functions and ten roles are performed by managers?What differences
28、exist in different managers, if considering level, type, size in the organization?What are four general skills that a successful manager should possess?Chapter Two The Development of Management TheoryUp to the 20th century (premodern era)v Adam smiths contribution to the field of managementvIndustri
29、al revolutions influence on management practices In the early 20th centuryvScientific managementvGeneral administrative theoryvThe human resources approachvThe quantitative approach From the later 20th century to the presentvThe process approachvThe systems approachvThe contingency approachAdam Smit
30、hs Contribution to the Field of ManagementThe general popularity today of job specialization is undoubtedly due to Smiths view about division of labor.Division of labor is the breakdown of jobs into narrow, repetitive tasks. Industrial Revolutions Influence on Management Practices Industrial Revolut
31、ion has originated in late-18th-century Great Britain, and crossed the Atlantic to America by the end of the Civil War. Because of the Industrial Revolution, machine power was rapidly substituted for human power, which made it economical to manufacture goods in factories. With the development of big
32、 organizations, a formal theory to guide managers running these organizations efficiently and effectively was needed. Chapter Two The Development of Management TheoryUp to the 20th centuryv Adam smiths contribution to the field of managementvIndustrial revolutions influence on management practices I
33、n the early 20th centuryvScientific managementvGeneral administrative theoryvThe human resources approachvThe quantitative approach From the later 20th century to the presentvThe process approachvThe systems approachvThe contingency approachScientific Management Frederick Taylor(弗雷德里克弗雷德里克泰勒泰勒) Fred
34、erick Taylor was called as the father of Scientific management. His book The Principles of Scientific management was published in 1911. Immediately, its contents became widely accepted by managers throughout the world.Background of That TimeThere were no clear concepts of responsibilities to workers
35、 and managers. No effective work standards existed. Management decisions were based on hunch and intuition.Workers were placed on jobs with little or no concern for matching their abilities and aptitudes with the tasks required. Managers and workers considered themselves to be in continual conflicta
36、ny gain by one would be at the expense of the other.Taylors Four Principles of ManagementDevelop a scientific way for each element of an individuals work, which replaces the old rule-of-thumb method.Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the work
37、ers so as to ensure that all work is done in accordance with the scientific way that has been developed.Divide work and responsibility almost equally between managers and workers. Managers take over all work for which it is better fitted than the workers. Chapter Two The Development of Management Th
38、eoryUp to the 20th centuryv Adam smiths contribution to the field of managementvIndustrial revolutions influence on management practices In the early 20th centuryvScientific managementvGeneral administrative theoryvThe human resources approachvThe quantitative approach From the later 20th century to
39、 the presentvThe process approachvThe systems approachvThe contingency approach General Administrative Theory Herial Fayols contributions He argued that management was an activity common to all human undertakings in business, in government, and even in the home. He stated 14 principles of management
40、fundamental or universal truths. Max Webers contributions Weber developed a theory of authority structures and described organizational activity on the basis of authority relations. He described an ideal type of organization that he called a bureaucracy, characterized by division of labor, a clearly
41、 defined hierarchy, detailed rules and regulations, and impersonal relationships. Fayols 14 Principles of Management1.Division of Work 2.Authority 3.Discipline 4.Unity of Command 5.Unity of Direction6.Subordination of Individual Interests to the General Interest 7.Remuneration 8.Centralization9. Sca
42、lar Chain10. Order11. Equity12. Stability of Tenure of Personnel13. Initiative14. Esprit de corpsWebers Ideal Bureaucracy Division of labor Authority hierarchy Formal selection Formal rules and regulations Impersonality Career orientationChapter Two The Development of Management TheoryUp to the 20th
43、 centuryv Adam smiths contribution to the field of managementvIndustrial revolutions influence on management practices In the early 20th centuryvScientific managementvGeneral administrative theoryvThe human resources approachvThe quantitative approach From the later 20th century to the presentvThe p
44、rocess approachvThe systems approachvThe contingency approachThe Human Resources Approach Hawthorne Studies Human Relations Movement Dale Carnegie(戴尔卡内基) Abraham Maslow（亚伯拉罕马斯洛） Douglas McGregor（道格拉斯麦格雷戈） Behavior ScienceHawthorne StudiesTime: 1924the early 1930sPlace: Hawthorne plant in the Western
45、 Electric CompanyDesigner: Western Electric industrial engineers Elton Mayo and his associatesMayos Finding: v Behavior and sentiments are closely related.v Group influences significantly affect individual behavior.v Group standards establish individual worker output.v Money is less a factor in dete
46、rmining output than are group standards, group sentiments, and security. Chapter Two The Development of Management TheoryUp to the 20th centuryv Adam smiths contribution to the field of managementvIndustrial revolutions influence on management practices In the early 20th centuryvScientific managemen
47、tvGeneral administrative theoryvThe human resources approachvThe quantitative approach From the later 20th century to the presentvThe process approachvThe systems approachvThe contingency approachThe Quantitative ApproachWhat are quantitative approaches? The quantitative approach to management, some
48、times referred to as operations research (OR) or management science. It includes applications of statistics, optimization models, information models, and computer simulations, linear programming, and so on, which can be used to solve management problems.The Quantitative Approach How have they contri
49、buted to current management practice? In general, the quantitative approaches have contributed directly to management decision making, particularly to planning and control decisions.Thinking Problems What stimulated the classical approach (scientific management and general administrative theory)? Wh
50、at stimulated the human resource approach? What stimulated the quantitative approach?Chapter Two The Development of Management TheoryUp to the 20th centuryv Adam smiths contribution to the field of managementvIndustrial revolutions influence on management practices In the early 20th centuryvScientif
51、ic managementvGeneral administrative theoryvThe human resources approachvThe quantitative approach From the later 20th century to the presentvThe process approachvThe systems approachvThe contingency approachThe Systems ApproachWhats the system approach?Two basic types of the system: closed and open
52、 Closed systems are not influenced by and do not interact with their environment. In contrast, an open system dynamically interacts with its environment.An organization is an open systemThe operating model in organizational systemsWhats the System Approach? The system approach defines a system as a
53、set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Societies are systems and so, too, are computers, automobiles, organizations, and animal and human bodies.An Organization Is an Open SystemAn organization is a system that interacts with and depends upon
54、 its environment. Organizations stakeholders:any group that is affected by organizational decisions and policies. The managers job is to coordinate all stakeholders to achieve the organizations goals.Organizational survival often depends on successful interactions with the external environment.The O
55、perating Model in Organizational SystemInputTransformationOutputFeedbackChapter Two The Development of Management TheoryUp to the 20th centuryv Adam smiths contribution to the field of managementvIndustrial revolutions influence on management practices In the early 20th centuryvScientific management
56、vGeneral administrative theoryvThe human resources approachvThe quantitative approach From the later 20th century to the presentvThe process approachvThe systems approachvThe contingency approachFour Popular Contingency Variables:Organization sizeRoutineness of task technologyEnvironmental uncertain
57、tyIndividual differencesPracticesWhats the Taylors four principles of management?Whats the 14-principles of management?Whats the Mayos Finding?What are stakeholders?What critical contingency variables have organizations? Chapter 3 Todays Environment Managers Facing The changing economy Globalization
58、 Emphasis on technology Social responsibility and managerial ethics How do organizations make the customer king? Three Waves of Social Development Agriculture (up to the 1890s) During the agricultural wave, individuals were their own bosses and were responsible for performing a variety of tasks. Ind
59、ustrialization (about 1900 to the 1960s) People left their fields and moved into formal organizations. Mass production, specialized jobs, and authority relationships became the mode of operation. It gave rise to a new group of workersthe blue-collar industrial workers. Information technology (beginn
60、ing in the 1970s) The information age has significantly reduced low-skilled, blue-collar jobs in manufacturing, but it has created abundant opportunities for educated and skilled technical specialists, professionals, and other knowledge workers.Chapter 3 Todays Environment Managers Facing The changi
61、ng economy Globalization Emphasis on technology Social responsibility and managerial ethics How do organizations make the customer king? Globalization Forms of globalization (Internationalization)Stages of going globalUnderstanding different culturesForms of InternationalizationMultinational Corpora
62、tions (MNCs) Multinational corporations maintain significant operations intwoormorecountriessimultaneouslybutarebasedinonehomecountry.Transnational Corporations (TNCs) Transnational corporations maintain significant operations inmore than one country simultaneously and decentralizesdecisionmakingine
63、achoperationtothelocalcountry.Borderless Organization Borderless organization is a management structure in whichinternalarrangementsthatimposeartificialgeographicbarriersarebrokendown.Stages of Going GlobalStagePassive ResponseStageInitial Overt EntryStageEstablished International OperationsExportin
64、g to foreign countriesHiring foreign Representation or Contracting withForeign manufacturesLicensing/franchisingJointventuresForeignsubsidiaryFour Dimensions of National Culture Individualism versus collectivism Power distance Uncertainty avoidance Quantity versus quality of lifeChapter 3 Todays Env
65、ironment Managers Facing The changing economy Globalization Emphasis on technology Social responsibility and managerial ethics How do organizations make the customer king? Emphasis on TechnologyTechnology and technological advances Technology includes any equipment, tools, or operatingmethods that a
66、re designed to make more efficient.Technological advances involve the integration oftechnologyintoaprocessforchanginginputsintooutputs. E-commerce E-commerce involves any computer transaction thatoccurswhendataareprocessedandtransmittedovertheInternet.Itincludesthreemodels: BtoB,BtoC,CtoC.Technology
67、 altering ways of jobsTechnology Altering Ways of Jobs IT has enhanced a managers ability to more effectively and efficiently perform the four primary activities associated with a managers job. With the wide application of IT, work sites tend to be decentralized. Managers are meeting two of biggest
68、challenges :v EffectivelycommunicatingwithindividualsinremotelocationsvEnsuringobjectivesattainmentChapter 3 Todays Environment Managers Facing The changing economy Globalization Emphasis on technology Social responsibility and managerial ethics How do organizations make the customer king? Several C
69、oncepts Related to Social Responsibility Social responsibility Social responsibility is a business firms obligation, beyond that required by the law and economic, to pursue long-term goals that are good for society. Social obligation Social obligation is the obligation of a business to meet its econ
70、omic and legal responsibilities and no more. It is the foundation of a businesss social involvement. Social responsiveness Social responsiveness refers to the capacity of a firm to adapt to changing societal conditions. Managerial ethicsEthics Definition:Ethicscommonlyreferstoasetofrulesorprinciples
71、thatdefinerightandwrongconduct. Three views of Ethics Utilitarian view of ethics (道德的功利观道德的功利观) Rights view of ethics（道德的权利观）（道德的权利观） Theory of justice view of ethics （道德的公正观理论）（道德的公正观理论） Code of ethics Code of ethicsisaformaldocumentthatstatesanorganizationsprimaryvaluesandethicalrulesitexpectsmana
72、gersandoperativeemployeestofollow.Example: “我认为我们的汽车不应该赚这么惊人的利润，合理的利润完全正确，但是不能太高。我主张最好用合理的小额利润，销售大量的汽车。因为这样可以让更多的人买得起，享受使用汽车的乐趣；还因为这样可以让更多的人就业，得到不错的工资。这是我一生的两个目标。”福特，1916“福特用大家买得起的T型车改变了美国人的生活方式，主要是靠从1908年到1916年间把汽车的价格降低了58%。当时福特的订单超过生产能力，本来可以提高车价的。而且同一时期，他大胆采用工人日工资5美元的制度，大约是业界标准薪资的两倍，使产业界又惊又气。” 摘自基
73、业长青P68Chapter 3 Todays Environment Managers Facing The changing economy Globalization Emphasis on technology Social responsibility and managerial ethics How do organizations make the customer king? Several Critical Activities Continuous improvements in quality Work process engineering Downsizing (la
74、yoff) Flexible and rapid response system The importance of empowerment Continuous Improvements in QualityTQMOriginal ideaDeming emphasizedtheuseofstatisticstoanalyzevariabilityinproductionprocessestocreateuniformqualityandpredictablequantityofoutput. TQM (total quality management) TQMisaphilosophyof
75、managementthatisdrivenbycustomerneedsandexpectationsandthatiscommittedtocontinuousimprovement.Components of Total Quality Management Intense focus on the customer Concern for continuous improvement Improvement in the quality of everything the organization does Accurate measurement Empowerment of emp
76、loyees Work process engineering(BPR)Radical or quantum change in an organization 流程再造是对分工理论的挑战，传统的组织设计将工作过程分解为不同的可重复操作的任务，实行以任务为导向的管理。BPR强调，在现时代由于3C作用，以任务为导向的管理已经过时，组织应该从根本上对业务流程过程进行再思考和再设计，进行业务流程重构，以提高对顾客的服务效率和服务质量，并取得竞争优势。Downsizing Downsizing refers to an activity in organizations designed to cre
77、ate a more efficient operation through extensive layoffs. It is not blind. Downsizing must link staffing levels to organizational goals, which is called rightsizing.Understanding Reasons of layoff Advantages and disadvantages MethodsContingent workforce: workerswhoareavailableforhireonanas-neededbas
78、is,includingpart-timeemployees,temporaryemployeesandcontractworkers.Core employees: thesmallgroupoffull-timeemployeesofanorganizationwhoprovidesomeessentialjobtasksfortheorganization.Flexible staff arrangementWhy the organizational emphasis on contingent employees?Having a large number of permanent
79、full-time employees limits managements ability to react.Organizations that rely heavily on contingent workers will have greater flexibility because workers can be easily added or taken off as needed. Thinking Problem What issues do contingent workers create for managers? The Importance of Empowering
80、 Empowering is the redesigning of jobs in order to increase the decision-making discretion of work.Reasons:The need for quick decisions by those people who are most knowledgeable about the issues.The large layoffs in the middle-management ranks have left many managers with considerably more people t
81、o supervise than they had in the past.Study &PracticesWhat stages enterprises experience in the process of globalization?Understand Hofstedes cultural dimensionWhy social responsibility and ethics is important for an organization?Understand TQMWhy the organizational emphasis on contingent employees?
82、Why empowering is important in this time?Chapter 4 Foundation of PlanningWhats the planning of organizations?Management by objectivesThe strategic management processBenchmarking / ISO9000 series /six sigmaEntrepreneurship: a special case of strategic planning Whats the planning of organizations? The
83、 content of planning Advantages and disadvantages of planning Types of plans Planning Encompasses:Defining the organizations objectives or goals.Establishing an overall strategy for achieving those goals.Developing a comprehensive hierarchy of plans to integrate and coordinate activities.Advantages
84、of PlanningIt gives direction to managers and nonmanagers alike.Planning can reduce the impact of change. It minimize waste and redundancy. Planning establishes objectives or standards that facilitate control. Disadvantages of PlanningPlanning may create rigidity. Plans cant be developed for a dynam
85、ic environment. Formal plans cant replace intuition and creativity.Planning focuses managers attention on todays competition, not on tomorrows survival. Formal planning reinforces success, which may lead to failure. Exhibit 4-1 Types of PlansBreadthTime frameSpecificityFrequency of useStrategicLong
86、termDirectional Single useTacticalShort termSpecificStandingStrategic and Tactical Plans Strategic plans areplansthatapplytotheentire organization,establishtheorganizationsoverall objectives,andseektopositiontheorganizationintermsofitsenvironment.Tactical plans (sometimes referred to as operational
87、plans)specifythedetailsofhowtheoverallobjectivesaretobeachieved.Strategicandtacticalplansdiffer in three primary waystheir time frame, scope, and whether they include a known set of organizational objectives.Short-term and Long-term PlansShort-termplansareplansthatcoverless than one year.Long-termpl
88、ansareplansthatextendbeyond five years.Theirdifferenceslieinthe length of future commitmentsandthe degree of variabilityorganizationsface.Specific and Directional PlansSpecific plans have clearly defined objectives and leave no room for misinterpretation.Directional plans are flexible plans that set
89、 out general guidelines.Single-use and Standing Plans Single-use plans are used to meet the needs of particular or unique situation. Standing plans are ongoing, and provide guidance for repeatedly performed actions in an organization. Chapter 4 Foundation of PlanningWhats the planning of organizatio
90、ns?Management by objectivesThe strategic management processBenchmarking / ISO9000 series /six sigmaEntrepreneurship: a special case of strategic planning Management by Organization What is MBO? The common elements in a MBO program How does a manager set employee objectives? Potential problems What I
91、s MBO?MBO is a system in which specific performance objectives are jointly determined by subordinates and their supervisors, progress toward objectives is periodically reviewed, and rewards are allocated on the basis of that progress. Cascading of ObjectivesOverall organizational objectivesDivisiona
92、l objectivesDepartmental objectivesIndividual objectivesThe Common Elements in a MBO Program Goal specificity Participative decision making An explicit time period Performance feedback. How does a manager set employee objectives? Identify an employees key job tasks. Establish specific and challengin
93、g goals for each key task. Allow the employee to actively participate. Prioritize goals. Build in feedback mechanism to assess goal progress. Link rewards to goal attainment. Potential ProblemsEmployeestendtofocusonthegoalsbywhichtheywillbe judged.Specificgoalsencourageindividual achievementratherth
94、anateamfocus.Specificgoalsmayhaveatendencytolimitemployeespotentialanddiscourageeffortsforcontinuous improvement. Chapter 4 Foundation of PlanningWhats the planning of organizations?Management by objectivesThe strategic management processBenchmarking / ISO9000 series /six sigmaEntrepreneurship: a sp
95、ecial case of strategic planning Identify the organizations current mission, objectives, and strategiesAnalyze theenvironment Identify opportunities and threats Analyze the organizations resources Identify strengths andweaknesses Reassess the organizations mission and objectivesFormulate strategiesI
96、mplementstrategiesEvaluate resultsThe Strategic Management Process1.2.3.4.5.6.7.8.9.Environmental scanningreferstoscreeninglargeamountsofinformationtodetectemergingtrendsandcreateasetofscenarios.Competitive intelligence referstoaccurateinformationaboutcompetitorsthatallowsmanagerstoanticipatecompeti
97、torsactionsratherthanmerelyreacttothem.SWOT Analysis Opportunities arepositiveexternalenvironmentalfactors,andthreatsarenegativeones. Strengths areinternalresourcesthatareavailableorthingsthattheorganizationdoeswell. Weaknessesarethoseresourcesthatanorganizationlacksoractivitiesthatitdoesnotdowell.
98、Core competencyreferstoanyofthestrengthsthatrepresentuniqueskillsorresourcesthatcandeterminetheorganizationscompetitiveedge.OrganizationsresourcesOpportunitiesin theenvironmentOrganizations opportunities 1.The growth strategy A strategy in which an organization attempts too increase the level of its
99、 operates; can take the form of increasing sales revenue, number of employees, or market share. 2.The stability strategy A strategy that is characterized by an absence of significant change. 3.Retrenchment strategy A strategy is reducing its size, usually in an environment of decline. 4.Combination
100、strategy A strategy that is the simultaneous pursuit by an organization of two or more of growth, stability, and retrenchment strategies. Grand Strategies 1. Cost leadership strategy(low-cost producer) The strategy an organization follows when it wants to be the lowest-cost producer in its industry.
101、 2. Differentiation strategy The strategy an organization follows when it wants to be unique in its industry within a broad market. 3.Focus strategy The strategy an organization follows when it wants to establish an advantage in a narrow market segment.Competitive strategiesChapter 4 Foundation of P
102、lanningWhats the planning of organizations?Management by objectivesThe strategic management processBenchmarking / ISO9000 series /six sigmaEntrepreneurship: a special case of strategic planning Benchmarkinginvolvesthesearchforthebestpracticesamongcompetitorsornoncompetitorsthatleadtotheirsuperiorper
103、formance.Thebasicideaunderlyingbenchmarkingisthatmanagementcanimprovequalitybyanalyzingandthencopyingmethodsoftheleadersinvariousfields. ISO 9000 seriesarethestandardsdesignedbytheInternationalOrganizationforStandardization,thesestandardsreflectaprocesswhereby“independentauditorsattestthatacompanysf
104、actory,laboratory,orofficehasmetqualitymanagementstandards”. Six sigmaisaphilosophyandmeasurementprocessthatattemptsto“designin”qualityasaproductisbeingmade.Itisaprocessthatusesstatisticalmodels,coupledwithspecificqualitytools,highlevelsofrigor,andknow-howwhenimprovingprocesses. 是统计学中用来衡量一个总数里标准误差的统
105、计单位 。它可以是对企业每一项经营活动的度量。如：文件中的打印错误；在电话服务中心的等待时间； 发货延迟；停电；备件短缺等。 6 的六要素：的六要素：真诚以客户为中心由数据和事实驱动的管理方法流程的聚焦、管理和改进有预见的积极管理无边界的合作追求完美，容忍失误Chapter 4 Foundation of PlanningWhats the planning of organizations?Management by objectivesThe strategic management processBenchmarking / ISO9000 series /six sigmaEntrep
106、reneurship: a special case of strategic planning What is entrepreneurship? Entrepreneurship is a process by which individuals pursue opportunities, fulfilling needs and wants through innovation, without regard to the resources they currently control. The common characteristics of entrepreneursA high
107、 need for achievement; believing strongly that they can control their own destinies; and taking only moderate risks. How to write a business plan? Business plan is a document that explains the business founders vision and describes the strategy and operations of that business. How to write a busines
108、s plan?Understand grand strategies and competitive strategiesWhats SWOT analysis? What is its purpose? Whats the common elements in a MBO program? What we should avoid during the period of applying MBO?Study & PracticeChapter 5 Foundations of Decisions-makingThe decision-making processThe rational m
109、odelThe common errors in the decision-makingTypes of problems, decisions and level in the organizationDecision-making stylesMaking-decision in groups Exhibit 5-1 The Decision-Making ProcessIdentification of a problemIdentificationof decision criteriaAllocationof weights To criteriaDevelopment ofalte
110、rnativesAnalysis ofalternativesSelection of an alternativeImplementation of the alternativeEvaluation of decisioneffectivenessThe problem A single, All alternatives Preferences Preferences No time Final choiceis clear and well-defined and are clear are constant or cost will maximizeunambiguous goal
111、is to consequences and stable constraints economic be achieved are known exist payoffLeadtoRational Decision MakingExhibit 5-2 Assumptions of RationalityBounded RationalityThis is the behavior that people construct simplified models that extract the essential features from problems without capturing
112、 all of their complexities in order to decide rationally.Availability heuristic This is the tendency to base judgments on information that is readily available.Representative heuristic This is the tendency for people to base judgments of probability on things with which they are familiar.Escalation
113、of commitment It refers to an increased commitment to a previous decision despite negative informationExhibit 5-3 Types of Problems , Decisions and Level in the OrganizationLevel inorganizationIll-structuredType of problemWell-structuredTopLowerProgrammeddecisionsNonprogrammeddecisionsTypes of Probl
114、emsWell-structured problems are problems that are straightforward, familiar to the decision maker, and the goal is clear, the information about them are complete. Ill-structure problems are new, or unusual, and information about such problems is ambiguous or incomplete. Types of DecisionsProgrammed
115、decision is a repetitive decision that can be handle by a routine approach. (Procedure, rule, policy)Non-programmed decision is a decision that must be custom-made to solve unique and non-recurring problems. Exhibit 5-4 Decision-MakingHighLowRationIntuitiveAnalyticConceptualDirectiveBehavioralWay of
116、 ThinkingTolerance for AmbiguityThe Advantages and Disadvantages of Group Decision MakingMore complete informationMore alternativesIncreasing acceptance of a solutionIncreasing legitimacy and democracyAdvantagesTime-consumingMinority dominationPressures to conform (groupthink)Ambiguous responsibilit
117、yDisadvantagesSeveral Effective Ways of Group Decision-MakingBrainstorming This is an idea-generating process that encourages alternatives while withholding criticism.Nominal group technique This is a decision-making technique in which group members are physically present but operate independently.D
118、elphic technique This is a decision-making technique in which participants are specialist in some field, they are not necessary to assemble together, and required to write solution alternatives anonymously. Electronic meeting This is a type of nominal group technique in which participants are linked
119、 by computers.Study & PracticeHow to organize an effective meeting?Whats the actions of the bounded-rational decision maker?Whats the advantages and disadvantages of group decisions?Understand several important ways of group decisionChapter 6 Quantitative Decision-Making TechniquesPayoff Matrices De
120、cision TreesBreak-Even Analysis Payoff MatricesMaximax choice Optimistic decision, maximizing the maximum possible payoff Maximin choice Pessimistic decision , maximizing the minimum possible payoff Regret choice Minimizing the maximum regret Exhibit 6-1 Payoff Matrix for DiscoverDiscover Marketing
121、strategy Visas Response(in millions of $) CA1 CA2 CA3 S1 13 14 11 S2 9 15 18 S3 24 21 15 S4 18 14 28Exhibit 6-2 Maximax ChoiceDiscover Marketing strategy Visas Response(in millions of $) CA1 CA2 CA3 S1 13 14 11 14 S2 9 15 18 18 S3 24 21 15 24 S4 18 14 28 28MaxS428Exhibit 6-3 Maximin ChoiceDiscover M
122、arketing strategy Visas Response(in millions of $) CA1 CA2 CA3 S1 13 14 11 11 S2 9 15 18 9 S3 24 21 15 15 S4 18 14 28 14MinS315Exhibit 6-3 Regret ChoiceDiscover Marketing strategy Visas Response(in millions of $) CA1 CA2 CA3 S1 13(11) 14(7) 11(17) 17 S2 9(15) 15(6) 18(10) 15 S3 24(0) 21(0) 15(13) 13
123、 S4 18(6) 14(7) 28 (0) 7MaxS4 7Exhibit 6-4 Decision Trees=Decision point=Alternatives branch=Probability branch=Possible value=Outcome pointExhibit 6-4 Decision Tree and Expected Values for Renting a Large or Small Retail Space$240,000Rent12,000sq.ftRent20,000sq.ftStrong.70Strong.70Weak.30Weak.30$32
124、0,000$50,000$130,000Expected value(in 000s).70320+.3050=239Expected value(in 000s).70240+.30130=207Rent12,000sq.ftRent20,000sq.ftStrong.70Strong.70Weak.30Weak.30$320,000$50,000$130,000Add 4000$10,000No expansion1.01.0$300,000$240,0002 years8 yearsBreak-Even AnalysisThis is a technique for identifyin
125、g the point at which total revenue is just sufficient to cover total costs.Exhibit 6-5 The Break-Even AnalysisF(Total fixed cost)Revenues/costOutputS(Total revenue)OAC(Total cost)Variable costFixed costEBreak-even pointBQuestion:欲使利润达到E,产量应为多少？何谓边际贡献？ 增量生产所增加的利润，如果增加产量 则所带来的边际贡献为 为边际贡献率，即增加单位产量所增加的利
126、润是否处于亏损状态，就应该停产？如果 ，则即使亏损，生产也比停产有利如果 ，停产比生产亏得少Chapter 7 Basic Organization Design The elements of structureContingency variables affecting structureOrganization design applicationsOrganization culture The Elements of StructureWork specializationChain of commandSpan of controlAuthority and responsibi
127、lityCentralization versus decentralizationDepartmentalization Work SpecializationDefinition: Work specialization is a component of organization structure that involves having each discrete step of a job done by a different individual rather than having one individual do the whole job.Exhibit 7-1 Eco
128、nomies and Diseconomies of Work SpecializationHighLowHighLowWork SpecializationProductivityImpact from economies of specializationImpact from human diseconomiesExhibit 7-2 Chain of CommandCEOExecutive Vice PresidentPresidentExecutive Vice PresidentVicePresidentVicePresidentVicePresidentVicePresident
129、VicePresidentRegion1Region2Region3Region4Region5DistrictADistrictBDistrictCDistrictDDistrictEDistrictFDistrictGSpan of ControlDefinition It is the number of subordinates a manager can direct efficiently and effectively.Contingency VariablesThe level in the organizationThe quality of employeesSimilar
130、ity of employee tasksThe complexity of tasksThe physical proximity of employeesThe degree of standardization of work proceduresThe strength of the organizations value systemThe sophistication of the organizations MISThe preferred managing style of managersAnalyzing a case: 通用电气公司的韦尔奇在担任CEO期间，曾强制性地要求
131、通用电气公司的任何地方从一线员工到他本人之间不得超过5个层次。以家电事业部、销售部为例，从一线销售人员到公司总裁之间仅隔4个层次：公司总裁、家用电器事业部总裁、家电销售部总经理、30个地区家电销售经理、400个家电销售代表。通用电气的重型燃气轮机制造基地全场有2000多个职工，年销售收入达20亿美元。全厂由一位总经理负责，他下属几位生产线经历，如叶片生产线、装配线、调试线等，每个生产线经理直接面对100多工人。没有班组长、也没有工长、领班，更没有任何副职。问题：你认为通用公司这种宽幅度的管理方式有效吗？问题：你认为通用公司这种宽幅度的管理方式有效吗？ 为什么？为什么？ Authority an
132、d ResponsibilityDefinitionLine authority and staff authorityHow do authority and power differ?The types of powerAuthority: It is the rights inherent in a managerial position to give orders and expect subordinates to be obeyed.Responsibility:It is an obligation to perform assigned activities.Power: I
133、t is an individuals capacity to influence decisions.Line Authority and Staff AuthorityLine authority entitles a manger to direct the work of an employee.AmanagerwithlineauthorityhastherighttodirecttheworkofemployeesandtomakecertaindecisionswithoutconsultinganyoneStaff authority is used to support, a
134、ssist, and advise the holders of line authority. Whether a managers function is classified as line or staff depends on the organizations objectives.Exhibit7-3 Line Versus Staff AuthorityOtherExecutiveDirectorAssistant to theExecutive DirectorDirector of HumanResourcesDirector ofOperationsDirector of
135、PurchasingOtherdirectorsUnit 1ManagerUnit 2ManagerHumanresourcesOperations PurchasingOtherHumanresourcesOperations PurchasingLine authorityStaff authorityHow do authority and power differ?Authority is a part of the larger concept of power.Authority is a two-dimensional concept. Its scope of influenc
136、e is defined by the horizontal dimension; its greatness is defined by the vertical dimension. (Exhibit 7-4)Power is a three-dimensional concept. It includes not only the functional and hierarchical dimensions but also a third dimension called centrality. Power is made up of both ones vertical positi
137、on and ones distance from the organizations power core or center. (Exhibit 7-5) Exhibit 7-4 AuthorityChief ExecutiveOfficerFinanceAccountingMarketingProductionR&DHumanResourcesExhibit 7-5 PowerFinanceR&DHumanResourcesAccountingMarketingProductionThe power coreAuthoritylevelFunctionThe Types of Power
138、Coercive power: power on fear.Reward power: power based on the ability to distribute something that others value.Legitimate power: power based on ones position in the formal hierarchy.Expert power: power based on ones expertise, special skills, or knowledge.Reference power: power based on identifica
139、tion with a person who has desirable resources or personal traits.Centralization Versus DecentralizationCentralization is a function of how much decision-making authority is pushed down to lower levels in an organization; the more centralized an organization is, the higher is the level at which deci
140、sions are made.Decentralization refers to the pushing down of decision-making authority to lowest levels of an organization.Centralization-decentralization is not an either-or concept. Its a degree phenomenon. The Five Ways to DepartmentalizationFunctional departmentalizationProduct departmentalizat
141、ionCustomer departmentalizationGeographic departmentalizationProcess departmentalizationExhibit 7-6 Functional DepartmentalizationPlantManagerManager,EngineeringManager,AccountingManager,InformationSystemManager,HumanResourcesManager,PurchasingExhibit 7-7 Product DepartmentalizationPresidentVice Pre
142、sident,FuelsVice President,Lubricantsand WaxesVice President,chemicalsMarketingPlanning and EconomicSupply and DistributionManufacturingMarketingPlanning and EconomicSupply and DistributionManufacturingMarketingPlanning and EconomicSupply and DistributionManufacturingExhibit 7-8 Customer Departmenta
143、lizationDirectorof Sales Manager,RetailAccounts Manager,WholesalesAccounts Manager,GovernmentAccounts Exhibit 7-9 Geographic DepartmentalizationVice Presidentfor SalesSales Director,Western RegionSales Director,Southern RegionSales Director,MidwesternRegionSales Director,Eastern RegionExhibit 7-10 P
144、rocess departmentalizationMVADirectorValidationDepartmentmanagerLicensingDepartmentmanagerTreasuryDepartmentmanagerTwo Types of Organizational Structure Mechanistic organization(or bureaucracy) Ithasastructurethatishighinspecialization,formalization,andcentralization.Organic organization Ithasastruc
145、turethatislowinspecialization,formalization,andcentralization.Thistypeoforganizationisloose,flexible,andhighlyadaptive.Exhibit 7-11 mechanistic versus organic organizationMechanisticOrganicRigid hierarchical relationshipsFixed dutiesMany rulesFormalized communication channelsCentralized decision aut
146、horityTaller structuresCollaboration (both vertical and horizontal)Adaptable dutiesFew rulesInformal communicationDecentralized decision authorityFlatter structureFour Variables: Strategies Size Technology Environment Organization Design ApplicationsMechanistic form: Functional structureIt is an org
147、anization design by grouping similar and related occupational specialties together. (seeExhibit7-6)Divisional structureIt is an organization design made up of self-contained units or divisions.(seeExhibit7-7)Organic form: Simple structureIt is an organization that is low in specialization and formal
148、ization but high in centralization.(seeExhibit7-12)Matrix structureIt is an organization in which specialists from functional departments are assigned to work on one or more projects led by a project manager.(seeExhibit7-13)Team-based structure It is an organization that consists entirely of work gr
149、oups teams. Boundaryless organization It is an organization that is not defined or limited by boundaries or categories imposed by traditional structures. Exhibit 7-12 Simple StructureOwner&managersalespersonsalespersonsalespersonTeller purchaserExhibit 7-13 Matrix Structure Design Engineering Manufa
150、cturing Contract Administration Purchasing Human Resources AlphaprojectDesignGroupManufacturingGroupManufacturingGroupContractGroupPurchasingGroupHumanResources GroupBetaprojectDesignGroupContractGroupPurchasingGroupHumanResources GroupGammaprojectDesignGroupManufacturingGroupContractGroupPurchasing
151、GroupHumanResources GroupOmegaprojectDesignGroupManufacturingGroupContractGroupPurchasingGroupHumanResources GroupOrganization CultureDefinitionTen characteristics of organization cultureThe source of organizations culture How does culture influence structure?Definition: Organization culture is a sy
152、stem of shared meaning within an organization that determines, to a large degree, how employees act. Ten Characteristics of Organization CultureMember identityGroup emphasisPeople focusUnit integrationControlRisk toleranceReward criteriaConflict toleranceMeans-end orientationOpen-systems focusThe So
153、urce of Organizations CultureThe founders biases and assumptionsWhat the first employee learn subsequently from their own experiencesHow does culture influence structure?An organizations culture may have an effect on its structure, depending on how strong or weak the culture is.The stronger an organ
154、izations culture, the less managers needs to be concerned with developing formal rules and regulations.Practices:Describe advantages and disadvantages of functional and divisional structure.How do authority and power differ?Whats the boundaryless organization? How does a organization turn into be bo
155、undaryless?How does culture influence structure? Chapter 8 Managing Change and InnovationOrganizational changeOrganization developmentStress: The aftermath of organizational changeStimulating innovationOrganizational ChangeExternal and internal forces for changeThe content of organizational change a
156、nd change agentTwo views of the change processMember resistance to changeTechniques for reducing resistance to change External forcesMarketplace Technology Economical factors Political and legal factorsSocial and cultural factors Internal forcesStrategy adjustmentThe introduction of new equipment Th
157、e state of workforceEmployee attitude The Content of Organizational ChangeStructure Authority relationshipsCoordinating mechanismsJob redesignSpans of control+TechnologyWork processWork methodsEquipment +PeopleAttitudesExpectationsPerceptionsBehavior Change Agent Change agent is a person who initiat
158、es and assumes the responsibility for managing a change in organization. The change agent can be a manager or nonmanager, for example, an internal staff specialist or outside consultant.“Calm Water” Metaphor“Calm water” metaphor envisions the organization as a large ship making a predictable trip ac
159、ross a calm sea and experiencing an occasional storm. Exhibit 8-1 the Change Process UnfreezingChanging Refreezing Exhibit 8-2 Unfreezing the Equilibrium StateDriving forcesRestraining forcesTime Previous EquilibriumOptimal state“White-Water Rapids” Metaphor“White-water rapids” metaphor describes th
160、e organization as a small raft navigating a raging river with uninterrupted white-water rapids. This metaphor takes into consideration the fact that environments are both uncertain and dynamic. Exhibit 8-2 Why People Resist ChangeIndividual resistanceFear of losing something of valueFear of the unkn
161、ownBelief that changeIs not good for the organizationTechniques for Reducing Resistance to ChangeEducation and communicationParticipationFacilitation and support NegotiationManipulation and cooptationCoercion Organization development is an activity designed to facilitate planned, long-term organizat
162、ion-wide change that focuses on the attitudes and values of organizational members; essentially an effort to change an organizations culture. One of the fundamental issues behind OD is to foster an environment of communication and trust. Exhibit 8-3 Typical OD TechniquesSurvey feedbackSensitivitytra
163、iningIntergroupdevelopmentProcess consultationTeam buildingMore constructive human relationships in organizationStress: The Aftermath of Organizational ChangeWhat is stress?Stressors: causes of stressThe symptoms of stress How can stress be reduced?Stress is a dynamic condition in which an individua
164、l is confronted with an opportunity, constraint, or demand related to what he or she desires,and for which the outcome is perceived to be both uncertain and important.Exhibit 8-4 Major StressorsOrganizational factorsTask demandsRole demandsInterpersonal demandsOrganization structureLeadership styles
165、 Personal factorsPersonality typesFamily mattersFinancial problemsEnvironmental factorsEconomical uncertainty Political uncertaintyTechnology uncertaintyThe Symptoms of StressPhysiological symptomsPsychological symptomsBehavioral symptoms How can stress be reduced?Eliminate organizational stressorsE
166、mployee assistance programs(EAPs) EAPs are programs offered by organizations to help their employees overcome personal and health-related problems.Wellness program Wellness programs offered by organizations to help their employees prevent health problems.Littlematerial 在国外，长期以来流行一种名为员工帮助计划(Employee
167、Assistance Program的缩写简称为EAP)的服务。该计划通过专业人员对组织的诊断、建议，和对组织成员及其家属的专业指导、培训和咨询，旨在帮助解决组织成员及其家属的心理和行为问题，以维护组织成员的心理健康，提高其工作绩效，并改善组织管理。到现在，EAP已经发展成一种综合性的服务，其内容包括压力管理、职业心理健康、裁员心理危机、灾难性事件、职业生涯发展、健康生活方式、法律纠纷、理财问题、饮食习惯、减肥等等方面，全面帮助员工解决个人问题。解决这些问题的核心目的在于使员工在纷繁复杂的个人问题中得到解脱，减轻员工的压力，维护其心理健康。 Creativity and InnovationC
168、reativity means the ability to combine ideas in a unique way or to make unusual associations between ideas.Innovation is the process of taking a creative idea and turning into a useful product, service, or method of operation.Three Sets of Variables to Simulate InnovationStructural variablesCultural
169、 variablesHuman resource variablesOrganic structures positively influence innovation.Easy availability of plentiful resources is a key building block for innovation.Frequent interunit communication helps to break down possible barriers to innovation by facilitating interaction across departmental li
170、nes.Structural variablesAcceptance of ambiguityTolerance of the impracticalLow external controlsTolerance of riskTolerance of conflictFocus on ends rather than on meansOpen systems focusCultural variablesPromoting training and development of employeesOffering employees high job securityEncouraging i
171、ndividuals to become champions of changeHuman resource variablesPractices:What content can include organizational changes? What resistances exist in the organization during the process of the change?How should organizations and individuals deal with the negative effect of the stress?What should an i
172、nnovative culture be?Chapter 9 MotivationMotivation and individual needsEarly theories of motivationContemporary theories of motivationContemporary issues in motivationMotivation is the willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to sa
173、tisfy some individual need. Need is some internal state that makes certain outcomes appear attractive. Exhibit 9-1 The Motivation Process Unsatisfiedneed Tension Drives Search behavior SatisfiedneedReductionoftensionMaslows hierarchy of needs theoryMcGregors theory X and theory YHerzberg motivation-
174、hygiene theory Early Theories of MotivationExhibit9-2 Maslows Hierarcy of NeedsSelf-actualizationEsteem Social Safety Physiological Theory XTheory X offered by McGregor assumes that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform. It is a negative view
175、about people.A manager who view employees from a Theory X perspective believes:Employees inherently dislike work and, whenever possible, will attempt to avoid it.Because employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve desired goals.Employees will sh
176、irk responsibilities and seek formal direction whenever possible.Most works place security above all other factors associated with work and will display little ambition.Theory YTheory Y assumes that employees are creative, seek responsibility, and can exercise self-direction. It is a positive view a
177、bout people. A manager who view employees from a Theory Y perspective believes:Employees can view work as being as natural as rest or playMen and women will exercise self-direction and self-control if they are committed to the objectivesThe average person can learn to accept, even seek, responsibili
178、tyThe ability to make good decisions widely dispersed throughout the population and is not necessarily the sole province of managers. Herzberg Motivation-hygiene TheoryMotivation-hygiene Theory assumes that intrinsic factors are related to job satisfaction and extrinsic factors are related to job di
179、ssatisfaction.Exhibit 9-4 Herzberg Motivation-hygiene TheoryAchievementRecognitionWork itselfResponsibilityAdvancementGrowth SupervisionCompany policyRelationship with supervisorWorking conditionsSalaryRelationship with peersPersonal lifeRelationship with subordinatesStatusSecurity Motivators Hygien
180、e factorsExtremelySatisfied Neutral ExtremelyDissatisfiedExhibit 9-5 contrasting views of satisfaction-dissatisfaction Traditional viewSatisfaction Dissatisfaction Motivators Satisfaction No satisfactionHygiene factorsNo dissatisfactionDissatisfaction Herzbergs ViewContemporary Theories of Motivatio
181、nMcClellands three-need theoryEquity theoryJob characteristics model(JCM)Expectancy theoryIntegrating theories of motivationThree-needs theory recognizes that the need for achievement, power, and affiliation are major motives in work. Need for achievement: The drive to excel, to achieve in relation
182、to a set of standards, to strive to succeed.Need for power: The need to make others behave in a way that they would not have behaved otherwise.Need for affiliation: The desire for friendly and close interpersonal relationships.Exhibit 9-6 Equity Theory RelationshipPerceived ratio comparisonEmployees
183、 assessmentInequity (underrewarded)Equity Inequity(overrewarded)*Person A is the employee, and Person B is a relevant other or referent.Equity Theory PropositionsIf paid according to time, overrewarded employees will produce more than equitably paid employees. If paid according to quantity of produc
184、tion, overrewarded employees will produce fewer but higher-quality units than equitably paid employees.If paid according to time, underrewarded employees will produce less or poorer-quality output.If paid according to quantity of production, underrewarded employees will produce a large number of low
185、-quality units in comparison with equitably paid employees. JCMfive Core Job DimensionsSkill variety: the degree to which the job requires a variety of activities so the worker can use a number of different skills and talentsTask identity: the degree to which the job requires completion of a whole a
186、nd identifiable piece of work.Task significance: the degree to which the job affects the lives or work of other people.Autonomy: the degree to which the job provides freedom, independence, and discretion to the individual in scheduling the work and in determining the procedures to be used in carryin
187、g it out.Feedback: the degree to which carrying out the work activities required by the job results in the individuals obtaining direct and clear information about the effectiveness of his or her performance.Motivating Potential Score(MPS) autonomy feedbackExhibit 9-7 the Job Characteristics ModelCo
188、re jobdimensionsCriticalPsychologicalstatesPersonaland workoutcomesHigh internalwork motivationHigh-qualitywork performanceHigh-satisfactionwith the workLow absenteeismand turnoverSkill varietyTask identityTask significantExperiencedMeaningfulness of the workAutonomy Experiencedresponsibility forout
189、comes of the workFeedback Knowledge of theactual results of the work activitiesEmployee growth-needstrengthExpectancy theory states that an individual tends to act in a certain way on the basis of the expectation that the act will be followed by a given outcome and the attractiveness of that outcome
190、 to the individual.Exhibit 9-7 Simplified Expectancy TheoryABC=Effort-performance linkage=Performance-reward linkage=AttractiveIndividualeffortIndividualgoalsIndividual performance OrganizationalrewardABCExhibit 9-8 Integrating Theories of MotivationIndividualeffortTaskcomplexityIndividualperformanc
191、eOrganizationalrewardsIndividualgoalsObjectiveperformanceevaluationsystem Reinforcement DominantneedsEquityComparisonHigh nAch Ability PerformanceEvaluationcriteriaGoals direct behaviorContemporary Issues in MotivationWhat is the key to motivating a diverse workforce?Should employees be paid for per
192、formance or time on the job?How can managers motivate minimum-wage employees?Whats different in motivating professional and technical employees?How can flexible work options influence motivation?(compressed workweek, flextime work, job sharing, telecommuting )Practices:Explain the hierarchy of needs
193、 theory.What are motivation factor and hygiene factor? And what do they include?How do the five core dimensions in the JCM affect on employees psychological sates and work comes?Explain the key relationships in expectancy theory.Chapter 10 LeadershipManagers versus leadersTrait theories of leadershi
194、pBehavioral theories of leadershipContingency theories of leadershipContemporary leadership issues Leaders are people who are able to influence others and who possess managerial authority.Trait Theories of Leadership Trait theories of leadership search for traits or characteristics that differentiat
195、e leaders from nonleaders.Six Traits That Differentiate Leaders From nonleadersDriveDesire to lead Honesty and integritySelf-confidenceIntelligenceJob-relevant knowledge Behavioral Theories of LeadershipThe styles of leadershipTwo independent dimensions of leader behaviorsManagerial gridThe Styles o
196、f LeadershipAutocratic style of leadershipDemocratic style of leadershipLaissez-faire style of leadership Autocratic style of leadership : The term used to describe a leader who centralizes authority, dictates work method, makes unilateral decisions, and limits employee participation.Democratic styl
197、e of leadership: The term used to describe a leader who involves employees in decision making delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees. This style can be further classified in two ways: consultative and participative Laiss
198、ez-faire style of leadership: The term used to describe a leader who gives employees complete freedom to make decisions and to decide on work method. Two Dimensions of Leader BehaviorsOhio state universitys research: Initiating structure: the extent to which a leader defines and structures his or he
199、r role and the roles of employees to attain goals. Consideration: the extent to which a leader has job relationships characterized by mutual trust, respect for employees ideas, and regard for their feelings.University of Michigans research: Employee oriented: leaders emphasize interpersonal relation
200、s, take a personal interest in the needs of employees, and accept individual difference. Production oriented: leaders emphasize the technical or task aspects of a job, are concerned mainly with accomplishing tasks, and regards group members as a means to accomplishing goals. 123456789123456789Concer
201、n for productionConcern for peopleExhibit 10-1 the Managerial Grid1,9 country club management1,1 impoverished management9,1 task management 9,9 team management5,5 middle of the road managementContingency Theories of LeadershipFiedler modelPath-goal theorySituational leadershipLPC(least-preferred cow
202、orker questionnaire) This is a questionnaire that measures whether a person is task or relationship oriented. Three situational factors Matching the leaders style with the situationsLeader-member relations: The degree of confidence, trust, and respect subordinates have in their leader.Task structure
203、: The degree to which the job assignments of subordinates are structured or unstructured. Position power: The degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increase.Exhibit 10-2 the Findings of Fiedler Model Good Good GoodGood Poor P
204、oorPoorPoorHighHighLow LowHighHighLowLowStrongWeakStrongWeakStrongWeakStrongWeakPerformance Good Poor FavorableModerate Unfavorable Task-orientedRelationship-orientedCategory Leader-memberrelationsTask structurePosition powerExhibit 10-3 Path-goal Theory Leader behavior DirectiveSupportiveParticipat
205、iveAchievement oriented OutcomesPerformanceSatisfaction Environmental contingency factorsTask structureFormal authority systemWork group Employee contingency factorsLocus of control ExperiencePerceived abilityExhibit 10-4 Situational Leadership ModelHigh Relationship behaviorTask behaviorHigh Low R4
206、R3R2R1Able and willingAbleandunwillingUnable and willingUnableandunwillingHigh Low Moderate Follower readinessS4S1S2S3TellingSellingParticipatingDelegatingS1: high task and low relationshipS2: high task and high relationshipS3: high relationship and low taskS4: low relationship and low taskReadiness
207、referstotheextendwhichpeoplehavetheabilityandthewillingnesstoaccomplishaspecifictaskExhibit 10-5 Team LeadershipEffectiveTeam leadershipRoles Coaches Liaisons withExternal constituentsConflict managersTroubleshooters Chapter 11 CommunicationThe communication processThe means of communicationGrapevin
208、e Barriers to effective communicationHow can managers overcome communication barriers?Exhibit 11-1 the Communication Process Sender Encoding Channel Decoding Receiver Message Message Message Message feedbackNoise Noise Noise Noise Message Written communicationVerbal communicationNonverbal communicat
209、ionBarriers to Effective CommunicationFilteringSelective perceptionInformation overloadEmotionsLanguageCommunication apprehensionPhysical barriersOvercoming Barriers to Effective CommunicationUse feedbackSimplify languageListen activelyConstrain emotionsWatch nonverbal cuesPractice:What barriers exi
210、st to effective communication?How can managers overcome communication barriers? Chapter 12 Foundations of ControlWhat is control?Three approaches to control systemsThe control processTypes of controlQualities of an effective control systemContingency factors of controlControl is the process of monit
211、oring activities to ensure that they are being accomplished as planned and correcting any significant deviations.Market control is an approach to control that emphasizes the use of external market mechanisms such as price competition and market share.Bureaucratic control is an approach to control th
212、at emphasizes authority and relies on administrative rules, regulations, procedures, and policies.Clan control is an approach to designing control systems in which employee behaviors are regulated by the shared values, norms, traditions, rituals, beliefs, and other aspects of the organizations cultu
213、re. Exhibit 12-1 the Control Process Objectives Standard MeasureactualperformanceCompareactualperformancewith standardIs standardbeing attained?Is varianceacceptable?Is standardacceptable?RevisestandardDonothingDonothingIdentifycause of variationCorrectperformanceNoNoNoYes Yes Yes Three Steps:Measur
214、ing actual performanceComparing actual performance against a standardTaking managerial action to correct deviations or inadequate standards.How do managers measure?(means)Personal observationStatistical reportsOral reportWritten reportWhat do manager measure?(content)Control areas: information, oper
215、ations, finances, peopleQuantifiable criteriaSubjective measureExhibit 12-2 defining an acceptable range of variationAcceptableupper limitAcceptablelower limitStandard Acceptablerange ofvariation tt+1t+2t+3t+4t+5Do nothingCorrect the actual performance Immediate corrective action Basic corrective ac
216、tionRevise the standardExhibit 12-3 Types of Control Input Processes Output FeedforwardcontrolAnticipatesproblemsConcurrentcontrolCorrects problems as they happenFeedbackControlCorrects problemsafter they occurQualities of an effective control systemAccuracyTimelinessEconomyFlexibilityUnderstandabil
217、ityReasonable criteriaStrategic placementEmphasis on the exceptionMultiple criteriaCorrective actionExhibit 12-4 Contingency FactorsOrganization size Small Large Informal, personal, management by walking aroundFormal, impersonal, extensive rules and regulationPosition and levelHigh Low Many criteria
218、Few, easy-to-measure criteriaHighDegree of decentralizationLowIncreased number and breath of controlsReduced number of controlOrganizational cultureOpen and supportiveThreatening Informal, self-controlFormal, externally imposed controlsImportance of an activityHighLowElaborate, comprehensive control
219、sLoose, informal controlsPractices:Explain qualities of an effective control systemWhat managers who find discrepancies between actual performance and standard will do?TkWoZr%u(y+B3E6IaLdPgSkVnZq$u*x+A2E5H9LcOgRjVmYq!t*w-A1D5H8KcNfRiUmXp!s&w)z1D4G8JbNeQiTlXo#s%v)z0C4F7JaMePhTkWoZr%v(y0B3F6IaLdPgSkH9
220、LcOgRjVnYq$t*x-A2D5H8KcNfRjUmYp!t&w-z1D4G8JbNfQiUlXp#s&v)z0C4F7JbMeQhTlWo#r%v(y0B3F7IaMdPhSkWnZr$u(x+BlWo#r%v)y0C3F7IaMdPhSkWnZr%u(y+B3E6I9LdOgSjVnZq$u*x+A2E5H9KcOfRjVmYq!t*w-A1D5G8KbNfQiUmXp!s&w)z1C4G7JbMeQiTlXo#s%v)y0C3F7IaMePhTkWoZr%u(y+B3E6IaLdPgSkVnz0C4F7JaMePhTkWo#r%v(y0B3F6IaLdPgSkWnZr$u(x+B2
221、E6H9LcOgSjVnYq$t*x-A2D5H8KcNfRjUmYp!t&w-z1D4G8JbNfQiUlXp#s&v)z0C4F7JbMeQhTlWo#r%v(y0B3F7IaMdPhSkWnZr$u(x+BWo#r%v(y0C3F7IaMdPhSkWnZr$u(y+B3E6I9LdOgSjVn9KcOfRjVmYq!t*w-A1D5G8KbNfRiUmXp!s&w)z1C4G7JbNeQiTlXo#s%v)y0C3F7JaMePhTkWoZr%u(y+B3F6IaLdPgSkVnZq$u*x+B2E6H9LcOgRjVmYq!t*x-A2D5H8KcNfRiUmXp!t&w-z1D4G8
222、JbNeQiTlXo#s&v)z0C4F7JaMePhTkWo#r%v(y0lXp#s&v)z0C4F7JaMePhTnYq$t*x-A2D5H8KcOfRjUmYp!t&w-z1D4G8KbNfQiUlXp#s&v)z0C4G7J&w-z1D5G8KbNfQiUlXp#s&v)z1C4G7JbMeQhTlWo#r%v)y0C3F7IaMdPhSkWnZr%u(y+B3E6I9LdOgSjVnZq$u*x+A2E5H9KcOfRjUmYqcNfRiUmXp!s&w)z1C4G8JbNeQiTlXo#s%v)y0C4F7JaMePhTkWoZr%u(y0B3F6IaLdPgSkVnZq$u(x+
223、B2E6H9LcOgRjVmYq$t*x-A2D5H8KcNfRiUmXp!t&w-jVmYq$t*x-A2D5H8KcNfRiUmYp!t&w-z1D4G8JbPhSkWnZr$u(x+B2E6H9LdOgSjVnYq$t*x-A2D5H9u(x+B2E6I9LdOgSjVnYq$t*x-A2E5H9KcOfRjUmYp!t&w-A1D5G8KbNfQiUlXp#s&w)z1C4G7JbMeQhTlWo#s%v)y0C3F7IaMdPh3E6I9LdPgSkVnZq$u*x+A2E5H9LcOgRjVmYq!t*w-A1D5H8KcNfR4G8JbNeQiTlXo#s%v)z0C4F7JaM
224、ePhTkWoZr%v(y0B3F8KcNfRiUmYpLcOgRjVnYq$t*x-A2D5H8KcNfRjUmYp!t&w-z1D4G8MdPhSkWnZr$u(x+B2E6I9LdOgSjVnYq$t*x-A2E5Zr$uA1D5G8KbNfQiUlXp#s&w)z1C4G7JbMeQhTlWo#s%v)y0WoZr%u(y+B3E6I9LdPgSkVnZq$u*x+A2E5H9LcOgRlXo#s%v)y0C4p!s&w)z1D4G8JbNeQiTlXo#s%v)z0C4F7JaMePhTkWoZr%v(y0B3F6IaLdPgSkVnZr$u(x+B2E6H9LcOgRjVnYq$t
225、*x-A2D5H8KcNfRjUmYp!t&w-z1D4G8JbNfQiUlXp#s&vTlWo#r%v(y0B3F7IaMdPhSkWnZr$u(x+B3E6I9LdOgSjVnYq$t*x+A2E5H9KcQA1D5G8KbNfQiUmXp!s&w)z1C4G7JbMeQiTlXo#s%v)y0C3F7IaMRjVmYq!t*w-A1D5G8KcNfRiUmXp!s&w)z1C4G8JbNeQA2D5H8KcNfRkWoZr%v(y0B3F6IaLdz0C4F7JaMePhTkWo#r%v(y0B3F8KcNfRjUmYp!t&w-z1D4G8JbNfQiUlXp#s&v)z0C#r%v(
226、y0B3F7IaMdPhSkWnZr$u(x+B3E6I9LdOA2E5H9KcOfRjUmYq!t*w-A1D5G8KbNfQiUmXp!sy+B3E6I9LdOgSkVnZq$u*x+A2E5H9KcOgRjVmYKcNfRiUmXp!s&w-z1D4G8JbNeQiTlXo#s%v)z0C4F7JaMePhF6IaLdPgSkWnZr$u(x+B2E6H9LcOgRjVnYq$t*x-A2F7JbMeQhTlWo#r%v(iUlXp#s&v)z0C4I9LdOgSjVnYq$t*x+A2E5H9KcOfRjU8KbNfQiUlXp!s&w)z1C4G7JbMeQhTlXq$u*xhTkW
227、oZr%u(y+B3E6IaLdPgSkVnZq$u*x+A2E6H9LcOgRjVmYq!t*w-A2D5H8KcNfRiUmXp!s&w-z1D4G8JbNeQiTlXo$u(x+kWo#r%v(y0B3F6IaLdPgSkWnZr$u(x+B2E6H9LfQiUlXp#s&v)z0C4F7JbMeQhTlW8KdPhSkWnZr$u(x+B3E6I9LdOgSjVnYq$t*x+A2E5H9KcOfRjUmYp!t*w-A1D5G8KbNfQiUlXp!KcOfRjVmYq!t*wC3F7IaMdPhTkWoZr%u(y+B3E6I9LdPgSkVnZq$u*x+A2E5H9%u(y+B
228、3F6IaLdPgSkVnZq$u*x+B2E6JbNeQiTlXo#s&v)z0C4F7JaMePhTkWo#r%v(y0B3F6IaLdPgSkF7JaMePhTlWo#r%v(y0B3F6IcOfRjUmYp!t&w-z1D4G8KbNfQiUlX9KcOfRjUmYp!t&w-z1D5G8KbNfQiUlXp#s&v)z0E6I9LdOgSjVnYqaMdPhSkWoZr%u(y+B3E6I9LfRcOgRjVmYq!t*w-A2D5H8Kcz1D4G8JbNeQiTlXo#s&v)z0C4FdPhSkWnZr$u(x+B2E6H9LdQiUlXp#s&v)z0C4G7JbMeQhTl
229、Wo#r%v(yUlXp#s&v)z1C4G7JbMeQhTlWo#r%v)y2E5H9KcOfRjUmYq!t*w-A1D5G8KbNfQiUmXp!s&w)z1VmYq!t*w-A1D5G8KcNfRioZr%u(y+B3E6IaLdPgSkVnZq$u*x+A2E6H9LcOgRjVmYq!t*wgSkVnNeQiUlXp#s&v)z0C4F7JaMeQhTlWo#r%v(y0B3F6IaMdPhSkWnLdOgSjVnYq$t*x-A2E5H9KcOfRjUm(y+B3E6I9LdPgSkVnZq$uRjVmYq!t*w-A1D5H8KcNfRiUmXp!s&w)z1D4G8JbNeQ
230、iTlXo#s%v)z0C4F%v(y0B3F6IaLdPgSkVnZr$u(x+B2G8JbNeQiUlXp#s&v)z0C4F7JaMeQhTlWo#r%v(y0B3F6Ia&v)z0C4G7dOgSjVnYq$t*x-A2E5H9KcOfRjUmYKbNfQiUlXp!s&w)z1C4G7v)y0C3F7IaMdPhTkWoZr%u(yVnZq$u*x+A2E6H9LcOgRjVmYq!t*w-A1D5H8KcNfRiUmXp!s&w)z1D4G8JbNeQiTlXo#sePhTlWo#r%v(y0B3F6IaLdPhSkWnZr$u(x+B2E6H9LdOgSjVnYq$t*x-A2D
231、5H8KcOfRjUmYpNfQiUlXp#s&v)z1C4G7JbMeQhTlWo#r%v(y0C3F7IaMdPhSkKbNfQiUmXp!s&w)z1C4G7JbMeQiTlXo#s%v)y0CXp!s&w)z1C4G7JbNeQiTlXo#s%v)y0C3F7IaMePhTkWoZr%u(y+B3E6IaLdPgSkVnZq$u*x+A2E6H9LcOgRjVmYq!p!t&w-z1nYq$t*x-A2E5H9KcOfRjUmYp!t&w-A1D5G8KbNfQiUlXp#s&v)z1C4G7JbMeQhTlWo#r%v)y0C3F7IaMdPhSkWnZr%u(y+B3E6I9LdO
232、gSjVnZq$u*x+A2E5H9KcOfRB3E6I9LdPgSkVnZq$u*x+AYq!t*w-A1D5H8KcNfRiUmXp!s&w)z1D4G8JbNeQiTlXo#s%v)z0C4F7JaMePhTkWoZr%v(y0B3F6IaLdPgSkVnZr$u(x+B2E6H9LcOgRjVnYq$t*x-A2D5H8KcN+B2E6H9LcOgSjVnYq$t*x-A2D5H8KcOfRjU2EoZr%u(y+B3E6I9LdPgSkVnZq$u*x+A2E5H9LcOgRjVmYq!t*w-A1D5H8KcNfRiUmXp!s&w)z1D4G8JbNeQiTlXo#s%v)kWo
233、Zr%v(y0B3F6IaLdPgSkVnZr$u(x+B2Eo#r%v(y0B3F6IaLdPhSkWnZr$u(x+B2E6H9LdOgSjV9KcOfRjUmYp!t&w-z1D5G8KbNfQiUlXp#s&v)z1C4G7JbMeQhTlWo#r%v)y0C3F7IaMdPhSkWnZrMeQhTlWo#s%v)y0C3F7IaMdPhSkWoZB3F6IaLdPgSkVnZq$u(x+BWoZr%v(y0B3F6IaLdPgSkVnZr$u(x+B2E6H9LcOgRjVnYq$t*x-A2D5H8K6I9LdOgSjVnYq$u*x+A2E5H9KcOfRjUmYq!t*w-A1
234、D5G8KbNfQiUmXp!s&w)z1C4G7lXo#s%v)z0C4F7JaMePhTkWoZr%v(y0B3F6IaLdPgSkVnZq$gRjVnYq$t*x-A2D5H8KcNfRjUmYp!t&w-z1D4G8JbNeQiUlXp#s&v)z0C4F7JaMeQh3F7IaMdPhSkWnZr$u(y+B3E6I9LdOgSjVnYq$u*x+kWnZr%u2E5H9KcOgRjVmYq!t*w-A1D5G8KcNfRiUmXp!s&w)z1C4G8JbNeQiD5H8KcNfRiUmXp!s&w)z1D4IaLdPgSkF7JaMePhTkWoZr%v(y0B3F6IaLdPg
235、SkVnZr$u(x+B2E6H9LcOgRjVnYq$t*x-A2D5HNfRiUmXp!s&w-z1D4G8JbNeQiTlXo#s&v)z0C4F7JaM0B3F6IaLdPgSkWnZr$u(x+BlWo#r%v(y0B3F6IaMdPhSkWnZr$u(x+B2E6I9LdOgSjVnYq$t*x-A2E!t&w-A1D5G8KbNfQiUlXp#s&w)z1C4G7JbMeQhTlW8KbNfQiUlXp!s&w)z1C4G7JbMeQhTlWo#s%v)y0C3F7IaMdPhSkWoJbNeQiUlXp#s&v)z0C4F7JaMeQhTlWo#r%v(y0B3F6IaMdPhSkWnZr$u(x+B2E6I9LdOg0C39KcOfRjUmYp!t&w-A1D5G8Kb*x+A2E5H9KcOfRjUmYq!
