Asking for an explanation of Wednesday's management terms and economic methods

1. Explanation of terms.

Management refers to the process by which an organization rationally allocates and coordinates relevant resources through various functional activities in order to achieve goals that cannot be achieved by individuals.

The management objects are related resources, that is, all resources that can be called including human resources. The resources that can be called upon usually include raw materials, personnel, funds, land, equipment, customers and information.

Morality usually refers to the rules or principles used to distinguish right from wrong.

There are two types of information that are not worth obtaining by managers: 1: The benefits of information are higher, but the cost of obtaining them is also higher; 2: The cost of obtaining information is low, but the benefits are lower. The key to information evaluation is to estimate in advance the benefits and acquisition costs of information, that is, conduct a cost-benefit analysis.

Decision-making refers to the process of selecting and adjusting the direction, content and method of relevant activities in a certain period of time in the future by an organization or individual in order to achieve a certain goal.

The volume-cost-profit analysis method is also called capital-guaranteed analysis or break-even analysis method. It is a method that provides a basis for decision-making by examining the relationship between output, cost and profit, as well as the law of profit and loss changes.

Social Responsibility---If a company not only assumes legal and economic obligations but also assumes the obligation to "pursue long-term goals that are beneficial to society", we say that the company has social responsibility .

Management span, also known as organizational span, refers to the number of superior supervisors in an organization who can directly and effectively command and lead subordinates.

Organizational level---Due to the decreasing nature of organizational tasks, a certain level is formed from the highest-level direct supervisor to the lowest-level specific staff. This level is called the organizational level.

Organizational change means that the organization promptly adjusts the elements and their relationships in the organization according to changes in the internal and external environment to adapt to the requirements of the organization's future development.

The so-called contingency organizational design refers to thinking and designing organizations from a system dynamic perspective. It requires the organization to be viewed as an open organizational system that is closely related to the external environment.

Decentralization refers to the dispersion of decision-making and command authority to lower management levels in an organizational hierarchy system.

Koontz believes that management by objectives is a comprehensive management system that uses a systematic approach to combine many key management activities and consciously aim to achieve organizational goals and personal goals effectively and efficiently. .

From an organization-wide perspective, concrete human needs into issues of practical concern to employees - two-factor theory

Needs hierarchy theory - starting from the social and cultural system, Classifying human needs, seeking the motivation efficiency of management objects by providing a framework for satisfying needs, is called the need hierarchy theory.

Authorization is when an organization grants certain rights or authorities to subordinates in order to enjoy internal power and motivate employees to work hard.

Performance evaluation refers to a formal system in which an organization regularly inspects, evaluates and measures the work behavior and performance of individuals or groups.

Organizational culture is the sum of the values, group consciousness, work style, behavioral norms and ways of thinking with the characteristics of the organization that are formed in the long-term practical activities of the organization and are generally recognized and followed by the members of the organization. .

Motivation refers to the psychological process that induces, activates, promotes, guides and guides behavior toward a certain goal.

Incentive refers to the activity or process that affects people's intrinsic needs or motivations, thereby strengthening, guiding and maintaining behavior.

Communication refers to the process of transmitting or exchanging understandable information or ideas among two or more people. The entire management process is related to communication.

Strategy refers to the overall goal that determines and affects the nature and fundamental direction of an organization's activities, as well as the paths and methods to achieve this overall goal.

Authority refers to the decision-making power granted within the organization to guide the activities and behaviors of subordinates. Once these decisions are issued, subordinates must obey them.

A plan is a pre-arrangement of actions to achieve the goals determined by the decision.

Control is to measure the completion of the plan according to the plan standards and correct the deviations in the execution of the plan to ensure the realization of the plan objectives, or to appropriately modify the plan to make the plan more suitable for the actual situation.

Brainstorming method

The rolling planning method is a method that organically combines short-term plans, medium-term plans and long-term plans, and is revised regularly according to the implementation of the plan and changes in the environment. A method of planning for the future and moving forward period by period.

Principles of organizational design:

1. The principle of unified command; 2. The principle of span of control (P133); 3. The principle of equal rights and responsibilities; 4. The principle of flexible economy.

Career planning means that employees can continuously develop themselves at different stages of life by planning career goals and the means to achieve them based on their own abilities and interests.

Career development means that during the development of the organization, the organization should dynamically adjust the career needs of employees according to the changing requirements of the internal and external environment, so that each employee's abilities and interests can match the needs of the organization.

Risk-based decision-making is also called random decision-making. In this type of decision-making, there is more than one state of nature. The decision-maker cannot know which state of nature will occur, but he can know how many states of nature there are and how each state of nature will occur. The probability of a state occurring.

Strategic plans refer to plans that are applied to the entire organization to set overall goals for the organization over a long period of time in the future (usually more than 5 years) and to seek the organization's position in the environment.

A tactical plan refers to a plan that specifies the details of how to achieve an overall goal. It needs to address the action plans of specific departments or functions of the organization in various short periods of time in the future.

Centralization refers to a certain degree of centralization of decision-making power at higher levels in an organizational system.

Decentralization refers to the degree to which decision-making authority is dispersed among lower management levels in an organizational system.

Positive reinforcement is to reward those behaviors that are in line with organizational goals, so that these behaviors can be further strengthened, thus conducive to the achievement of organizational goals.

Negative reinforcement is to punish those behaviors that are not in line with the organizational goals, so that these behaviors will weaken or even disappear, thereby ensuring that the achievement of the organizational goals is not interfered with.

Leadership is the process of commanding, leading, guiding and encouraging subordinates to work hard to achieve goals.

A leader must have three elements: (1) A leader must have subordinates or followers; (2) A leader must have the ability to influence followers; (3) The purpose of leadership is to influence subordinates Achieve corporate goals.

Feedforward control: Control carried out before the start of enterprise production and operation activities. The purpose is to prevent problems from occurring rather than remedy them when they occur.

Synchronous control: also known as on-site control or process control, refers to the guidance and supervision of people and things in the activities after the business process begins.

Feedback control: also known as outcome control or post-event control, refers to a summary of the resource utilization status and results of the current period after the production and operation activities of a period have ended.

The rolling planning method is a plan that organically combines short-term plans, medium-term plans and long-term plans. Based on the implementation of the plan and changes in the environment, the future plan is regularly revised and moved forward period by period. Develop methods.

2. Short answer questions

1. What ten roles did Henry Mintzberg find that managers play?

Answer: These ten roles can be classified into three major categories: interpersonal roles, information roles and decision-making roles.

Interpersonal roles include representatives, leaders, and liaisons

Information roles include supervisors, communicators, and spokespersons

Decision-making roles include entrepreneurs , conflict manager, resource allocator, negotiator role

2. According to the research of Robert Katz (Katz, 1974), what three types of skills do managers need to possess?

Answer: Interpersonal Skills: The ability to use the processes, routines, techniques, and tools of the professional area one supervises

Relationship Skills: The ability to successfully deal with and communicate with others Ability

Conceptual skills: the ability to generate new ideas and process them, and the ability to abstract relationships

3. What is the content of the plan (including "5W1H")?

Answer: What——What to do? Goals and content.

Why——Why do it? reason.

Who——Who will do it? personnel.

Where——Where to do it? Place.

When——When to do it? time.

How——How to do it? Ways and means.

Staffing principles in human resources planning

Answer: (1) The principle of selecting people based on circumstances. The so-called selecting people based on circumstances refers to the selection of people based on the actual requirements of the vacant positions and the work. Select various types of personnel who meet the standards. This is the first principle of staffing in human resource management.

(2) The principle of using equipment according to aptitude. The so-called using equipment according to aptitude refers to arranging work with different requirements based on people's different abilities and qualities.

(3) Principle of employing people based on their strengths. Employing people based on their strengths means not seeking perfection when employing people. Managers should focus on giving full play to people’s strengths.

(4) The principle of dynamic balance of personnel, the balance of people, work and abilities

Sources and methods of employee recruitment

1. Sources of employee recruitment:

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a. External recruitment: Select employees from outside the organization who meet the requirements of the vacant positions according to the standards and procedures established by the organization.

Advantages of external recruitment: ① Has a rare "external competitive advantage";

② Helps calm and ease tensions between internal competitors;

③It can transport fresh blood and fresh air to tissues.

Limitations: ① The external recruiter lacks an in-depth understanding of the organization;

② The organization lacks an in-depth understanding of the external recruiter;

③ The external hire’s behavior has had a negative impact on the organization There is a blow to employee motivation.

b. Internal promotion: refers to that after the abilities and qualities of internal members of the organization have been fully confirmed, they are entrusted with positions with greater responsibilities and higher positions than the original ones to fill the gaps in the organization due to development or other reasons. and vacant management positions.

Advantages of internal promotion: ① Helps mobilize employees’ work enthusiasm;

② Helps attract external talents;

③ Helps ensure correct selection and recruitment Sex;

④ It will help the selected candidates to start work quickly.

Disadvantages: ① It may lead to the occurrence of "inbreeding" within the organization;

② It may cause conflicts among colleagues.

Procedures and methods of employee recruitment

a. Develop and implement recruitment plan

b. Preliminary selection of candidates

c .Assess the knowledge and abilities of those who pass the preliminary selection

d. Select employees for recruitment

e. Evaluate and provide feedback on the effectiveness of recruitment

Performance evaluation Function: a. Provides an important reference for optimal decision-making

b. Provides important support for organizational development

c. Provides a useful "mirror" for employees

d. To determine the basis for improving employees’ work remuneration

e. To provide a basis for employee potential evaluation and related personnel adjustments

Steps in performance evaluation:< /p>

a. Determine specific performance evaluation objectives;

b. Determine the person responsible for evaluation;

c. Evaluate performance;

d. Publish the evaluation results and exchange evaluation opinions;

e. Based on the evaluation conclusions, record the conclusions of the performance evaluation.

The significance of career development:

a. Ensure that the organization obtains the talents it needs

b. Increase the attractiveness of the organization to retain talents

c. Provide opportunities for growth and development for members of the organization

d. Reduce employees’ sense of imbalance and frustration

Methods for effective career management:< /p>

1. Choose your first job carefully

2. Strive to master the balance at work

3. Express yourself at the right time

4. Be good at maintaining a good relationship with your superiors

5. Maintain a certain degree of fluidity

What is the basic idea of ??management by objectives?

a. Enterprise tasks must be transformed into goals, and enterprise managers must lead subordinates through these goals to ensure the realization of the overall enterprise goals.

b. Management by objectives is a procedure that enables managers at all levels in an organization to jointly set common goals, responsibility for results, and measure their contributions.

c. The sub-goals of each enterprise manager or member are the requirements of the overall enterprise goal and their contribution to the overall enterprise goal.

d. Organization members are managed through goals, and use goals as the basis for self-management and self-control.

e. Assessment, rewards and punishments are based on sub-goals.

The process of goal management

1. Set goals: including the overall goals of the organization, the sub-goals of each department, and the responsibilities corresponding to the goals.

2. Clarify the role of the organization: each goal and sub-goal has a responsible person

3. Execute goals: use certain resources to carry out appropriate activities according to the goals.

4. Evaluation results: It is the basis for implementing rewards and punishments, opportunities for communication, and means of self-control and self-motivation, including mutual evaluation between superiors, subordinates and peers.

5. Implement rewards and punishments: Rewards and punishments are one of the contents of goal management, a means of motivation, and a prerequisite for better implementation of new goals.

6. Set new goals: the beginning of another cycle

The following management system proposed by Taylor

1: Propose scientific operating methods for workers, In order to make rational use of working hours and improve efficiency

2: Implement a differential piece rate system in the wage system

3: Scientifically select, train and improve workers

4: Develop scientific process procedures and fix them in the form of documents to facilitate promotion

5: Separate management and labor, calling management work planning functions and workers’ labor called execution functions

Representative work - "Principles of Scientific Management" in 1911

Evaluation of the "Taylor System"

1: It broke through the traditional and backward empirical management methods and incorporated scientific It introduced the field of management and created a set of specific scientific management methods, creating a new situation for management practice.

2: Scientific management methods and scientific operating procedures have improved production efficiency, promoted the development of production areas, and adapted to the needs of the development of the capitalist economy in this period.

3: The separation of management functions and executive functions. Some people in the enterprise began to specialize in management work, which gave the creation and development of management theory a practical basis.

4: Taylor regards people as pure "economic man", so that workers can be squeezed to the maximum extent in terms of physical strength and skills.

Defects:

The Taylor system was developed to meet the needs of historical development. It is also limited by historical conditions and personal experience. The problems involved in its scientific management are relatively small. , the content of management is relatively narrow, and the financial, sales, human resources and other aspects of the enterprise are not involved.

Fayol's contribution:

Fayol is recognized as the first management scientist to summarize and elaborate on general management theory

"Industrial Management" and General Management"

Theoretical contributions are mainly reflected in his division of management functions and induction of management principles.

(1) Basic activities of enterprises and five functions of management

(2) 14 principles of management:

1: Division of labor 2: Power and Responsibility 3: Discipline 4: Unified command

5: Unified leadership 6: Individual employees must obey the whole 7: Personnel remuneration must be fair

8: Centralization 9: Hierarchical chain 10: Order 11: Fairness

12: Personnel stability 13: Initiative 14: Collective spirit

The main contents of the Hawthorne experiment led by Mayo

Answer: Hawthorne The original intention of the Sang experiment was to try to find ways to improve labor productivity by improving external factors such as working conditions and environment. From 1924 to 1932, four stages of experiments were conducted: lighting experiments, relay assembly worker group experiments, large-scale interviews, and research on terminal board wiring studios. However, the test results were unexpected: regardless of whether the working conditions (light intensity, length of rest time, factory temperature, etc.) were improved or eliminated, the output of the experimental group and the non-experimental group continued to rise; in the experiment, piece-rate wages had an impact on production. When looking at the influence of efficiency, we found that there is a tacit understanding within the production group. Most workers intentionally limit their output, otherwise they will be ignored and excluded by the group. Incentive wages do not maximize workers' performance as traditional management theory believes. Improve production efficiency; in a large-scale interview experiment that lasted two years, employees were able to talk about their ideas without restraint and vent their frustrations. As a result, their attitudes changed and productivity was improved accordingly. Since then, the nine-year study of the Hawthorne Experiment truly opened the door to the study of human behavior in organizations.

(1) Workers are social beings, not economic beings

(2) There are informal organizations in enterprises.

(3) Productivity mainly depends on the worker's work attitude and his relationship with the people around him.

What are the structure and functions of organizational culture?

Answer: According to the basic definition of culture as "reflecting the sum of material wealth and spiritual wealth created by human beings", organizational culture should be composed of It consists of material culture layer, behavioral culture layer, institutional culture layer and spiritual culture layer.

l. Integration function: Organizational culture establishes mutual trust and dependence between members and the organization by cultivating the sense of identity and belonging of organizational members, so that individuals and the entire organization can be organically integrated. Form a relatively stable cultural atmosphere and condense into an invisible synergy, thereby stimulating the subjective initiative of organizational members and working hard for the organization's common goals.

2. Adaptation function. Organizational culture can fundamentally change employees' old value concepts and establish new value concepts to adapt to the changing requirements of the organization's external environment.

3. Guidance function. As a group's common values, organizational culture is only a soft intellectual constraint. It continuously penetrates and internalizes personal values ??through the organization's common values, causing the organization to automatically generate a set of self-regulation mechanisms to A referential culture leader organizes behaviors and activities.

4. Develop functions. The cultural precipitation formed by the organization in the continuous development process will be continuously updated and optimized with the development of practice through countless radiations, feedbacks and reinforcements, pushing the organizational culture from one height to another.

5. Continuous function. The formation of organizational culture is a complex process. Once the organizational culture is formed, it will have its own historical continuity and continue to play its due role, and will not disappear immediately due to personnel changes in the organization's leadership.

The role of organizational culture?

1. Incentive function: The incentive function of organizational culture is to comprehensively play the role of various incentive methods such as goal incentives, leadership behavior incentives, competition incentives, reward and punishment incentives, etc.

2. Guidance function: Organizational culture determines the value orientation of members to a large extent and determines the common goals of members

3. Normative function: Organizational culture An important feature is to provide a set of codes of conduct based on the needs of the overall interests of the organization, and to regulate the behavior of all members of the organization through a series of forms.

4. Cohesion: Organizational culture can cultivate employees' sense of organizational unity. Organizational culture tells members that the interests, image and future of the organization are closely related to employees.

5. Stabilizing effect: Organizational culture is relatively stable. Once organizational culture is patterned, it has a strong stabilizing effect.

What are the principles for decision-making?

Answer: Decision-making follows the principle of satisfaction, not the principle of optimality. To achieve optimal decision-making, it is necessary

(1) to easily obtain all information related to decision-making.

(2) to truly understand the value of all information and control all possibilities accordingly plan.

(3) Accurately anticipate the future execution results of each plan.

In practice, these conditions of the optimal principle are often restricted, mainly reflected in:

(1) It is difficult for organizations to collect all information that reflects all external situations.

(2) For the limited information collected, the ability of decision makers to utilize is also limited. This double limitation determines that enterprises can only formulate a limited number of action plans.

(3) Any plan needs to be implemented in the future. People's ability to understand and influence the future is limited, and there may be a very important difference between the current predicted future situation and the actual future situation.

1: Types of decision-making

(1) Long-term decision-making and short-term decision-making

1: Long-term decision-making: refers to the long-term and overall situation of the future development direction of the organization Major decisions, also known as "long-term strategic decisions" such as: the choice of investment direction

2: Short-term decisions: short-term strategic means adopted to achieve long-term strategic goals. Also known as "short-term tactical decisions" such as: material reserves, resource allocation in production, etc.

(2) Strategic decisions, tactical decisions and business decisions

1: Strategic decisions: Decisions involving the long-term development and long-term goals of the organization, with long-term and directional nature, such as: organization Determination of goals and policies

2: Tactical decision-making: Also known as "management decision-making", it is a decision-making that is implemented within the organization and is a specific decision-making process in the strategy implementation process.

3: Business decisions: Decisions made in daily life to improve production efficiency and work efficiency only have a partial impact on the organization.

(3) Collective decision-making and individual decision-making

(4) Initial decision-making and follow-up decision-making

The initial decision-making is a zero-point decision-making before the relevant activities have been carried out. decisions under circumstances. Tracking decisions are non-zero point decisions

(5) Programmed decision-making and non-programmed decision-making

1: Programmed decision-making: involves those recurring, "routines" of daily management "Problem"

2: Non-programmed decision-making: involves those "exceptional problems" that occur by chance and have an unknown nature and structure and have a significant impact

(6) Deterministic decision-making , Uncertain decision-making, Risk-based decision-making

1: Deterministic decision-making: refers to decisions made under certain and controllable conditions. In decision-making, each option has only one certain outcome, and which option is ultimately chosen depends on a direct comparison of the results of the options

2: Risk-based decision-making: - "Random decision-making". In this kind of decision-making, there are multiple outcomes of the decision. The decision-maker does not know which outcome will occur, but the probability of each outcome is known.

3: Uncertain decision-making: refers to decisions made under unstable conditions. In an uncertain decision, the decision maker does not know how many outcomes will occur, nor what the probability of each outcome is.

2: Characteristics of decision-making

1: Purpose: any decision contains the determination of goals

2: Feasibility: every decision-making plan has Certain feasibility

3: Selectivity: The key to decision-making is choice. Without choice, there is no decision-making

4: Satisfaction: The principle of decision-making is "satisfaction" rather than "the best" Excellent”

5: Process: a: The decision-making in the organization is not a single decision but the synthesis of a series of decisions

b: In this series of decisions, each decision It is a process in itself

6: Dynamics: The dynamics of decision-making are related to the process

Behavioral decision-making theory

Theoretical premise: Not only factors that influence decision-makers to make decisions There are economic factors, as well as human behavioral manifestations such as attitudes, emotions, experiences and motivations, etc. "bounded rationality" standards and "satisfaction" principles

Main content - a. People are boundedly rational; b. Decision makers are easily affected by perceptual biases in identifying and discovering problems, and decision-making is intuitive; c. Decision makers can only understand a limited number of alternatives; d. Decision makers' attitude towards risk is the first priority ; e. The principle of decision-making is satisfaction or reasonableness rather than optimal; f. Decision-making is a cultural phenomenon (differences between Eastern and Western decision-making)

Types of plans

1: Long-term Plans and short-term plans

Long-term plans: describe the development direction and policies of the organization in the longer term, and draw a blueprint for the long-term development of the organization

Short-term plans: specifically stipulate the location of the organization Each department is currently in a short period of time, especially in the recent period

Two: business plan, financial plan, personnel plan

From the functional space classification, plans can be divided into It is divided into business plan, financial plan and personnel plan.

Three: Strategic Plans, Tactical Plans

Strategic plans: refer to those applied to the overall organization, setting overall goals for the organization for a long period of time in the future (usually more than 5 years) and plans that seek the organization's position in the environment

Tactical plans: refers to plans that specify the details of how to achieve overall goals, which need to address specific departments or functions of the organization in various short periods of time in the future Action plan

Four: Specific plan, guiding plan

Concrete plan: has clearly defined goals and no ambiguity.

Guiding plans: stipulate some general guidelines and principles of action, giving actors greater freedom of disposal

Five: procedural plans, non-procedural plans

Strategic plan: refers to a plan applied to a specific organization to set overall goals for the organization in the long term (more than 5 years) and seek the organization's position in the environment

Factors that affect the scope of management

1: The working ability of the manager and the managed

2: The content and nature of the worka: The management level of the supervisorb: The similarity of the work of subordinates

c: The degree of perfection of the plan d: The number of non-management things

3: Working conditions a: The deployment of assistants b: The deployment of information means

c: Work Proximity of location

4: Working environment

What are the specific manifestations of corporate social responsibility?

Answer: 1. Enterprise’s responsibility to the environment

1. Enterprises should play a leading role in environmental protection, especially in promoting the application of environmental protection technology; 2. Enterprises should Taking "green products" as the main object of research and development; 3. Enterprises must manage the environment (sustainable development)

2. Enterprises' responsibilities to employees: 1. Do not discriminate against employees; 2. Regularly or irregularly Regularly train employees; 3. Create a good working environment; 4. Other measures to treat employees well

3. Enterprise responsibilities to customers: 1. Provide safe products; 2. Provide correct product information; 3. Provide after-sales service; 4. Provide necessary guidance; 5. Give customers the right to make independent choices

4. Enterprise responsibilities towards competitors: 1. Do not suppress competition or engage in malicious competition; 2. Cooperate in competition and compete in cooperation; 3. Scale economies and scale benefits; 4. Small and medium-sized enterprises jointly create brands

5. Enterprises’ responsibilities to investors: 1. Bring attractive products to investors A strong return on investment; 2. Report financial conditions to investors in a timely and accurate manner

6. Enterprises’ responsibilities to the communities where they are located: 1. Provide employment opportunities; 2. Transfer a portion of profits through appropriate means Give back to the community; 3. Participate in community welfare activities; 4. Fulfill other obligations

Achievement of effective communication

1. There are generally the following guidelines for overcoming communication obstacles: A. Clear communication importance of communication, treat communication correctly; B. Cultivate the art of "listening"; C. Create a small environment of mutual trust and conducive to communication; D. Shorten the information transmission chain; E. Establish a special committee to regularly strengthen communication between superiors and subordinates ; F. Non-management working group; G. Strengthen parallel communication and promote horizontal communication.