MANAGEMENT

Week !
有效地追求组织织⽬标致⾼
,

Rh san
agemesf :
the i
pursuif of n e
andorganizational goals efficiemtly effectivllybyintegrating
work of people through planning organizing leading and controllingme
, , ,

organitesourses
ations

iciemcyusffecliveness
达到
of
fficienCy atfaiming tHe organisation
'
;
goals
means or
:

ways
s

usr resouries
costeffective 成本效益⾼
wisely amd
,

itfectivemess the results

goalssor of
:
,

toachieve the organisation

mak the decisionsg ' s
goals .

Foun Type Management Fumctiom 1 Proless ( P O 1 c )

plamming setting goals

:
and
ceciding how to achieve them
-

goals

strategies
'

orgamizing
: arra lasks
peopleandotherresourcesto accomplishthe
workging
-

tasKS

ersources

to work hard to achiere the organization s goals

'

leadingimotiv ating directing people

-

people
'

team

and
sontrolling momiforing perfor manse taking corractive actiom nerded
'

: as .

resulf
-

outpruf
 toBm & magers

middlemanagerg
-

first -

limemamagers
3
managemen
type levels of \ 、 mon -

Bersomnel
mamageria]

'

top managers (
eg
: (FO , ( E0 ,
C0 O , president managing , cirector )

make long term ecisioms aboutthe overall direction of the

organization
确⽴
labilisy
tmeobjectives policies and
strategies 「
,

√~
σ
.

o
,

( eg : managers cirecfor of centre ) =

middle
or ~
0

man
agers ,

implement 实施 thepoliciesaadplansofthefop
managerypervise
,

监督
.
linemanagers
and
协情
coo ' dinate the activities of the fist -
rN
first line mamagers ( : supervisors feam leader assistant
eg manager
.
-

, ,

make short term decisions

operating
-

directing the
daily tasks of garial personnel
-

non -
mana ,

work to another
employ do not supervise
the ,

3 tuypeof
organization
←

profit orgamizatiom
.

make protit sbyofferingprodusts

servicesan
'

money or ,

non- profit organ ication ( eg : st ,

john , Publiv hospital , public universities )
iffer but not make
serrices a profit
-

omutual -

Benefif
organization leg political parties harapan : :
labour unions and clubs )
,

advance members i'terest 提升成利益品

 鑫
☆
萧
o
瞌
ofmanagerialroles
types
interpersonal roles
必
~
交流
workunits
managers interast with people thcir
si andoutside
,

.
3
intarpersonalolesarefigurehead,leade
liaisonhil
and
piolis
Interpersonal
1 ,

Figurehead Role 物⻆⾊ : perform symboli'c tasks that represent the

organization .

2 .
Leadership Role o
主⻆⾊ responsible
:
for the actions of
your
subordinates 对下属的为负责⾏
罐 軃
hiaison Role 联缩⻆⾊ develop alliancesthafwillhlp you
'
3
organication s goals
:
,
achieve your .

informational roles
.

mamagers receive and cormmunicate imformatiom with other people

'

3 informational roles are monitor disseminators and spokesperson

.

, .

Rol
Informational

1 . MOnitor Role 监控⻆⾊ :

should alerfforusefulinformation .

2 Bisseminator Role
.
传播⻆⾊ : disseminate important inform ation to
employee , as via email and

meetings
3 .

Spokesperson Role :⾔⼈⻆⾊发 As a diploml 外交察 , must puf best face on the activities

of work umit or org anization to people outside it

decisional roles

managers use information to make cecisions to solve problem or take advantage

of
oppontunities .

4 decisionalare
roles antrepreneur, cistursance handler ⼲扰处理
-

resource all ocator and negotiator .

Roles
Decisional
1 .

tintreprenuer ROle 企业家⻆⾊ :

managen should encourage shange and innovation ,

2 .
Disturbance Handler Role :

fixing problems ,

3 ,
Negotiaton ROlC 炎
之判者⻆⾊ working
:
with people inside and autside the org anization
to
accomplish
goals ,

A Resource
. Allocation Role 资源分配⻆⾊ : settingpriorities 优先顺序 ,aboutthe use of resoures ,
3 type PrincipalSkills Managers
Meed

.
Te ( hnical Skills ( first
) line mamagen

o
job specific
-
know ledge is meeded to perfors well in a specialized field ,

first sine
oeg mannager accounting supervison
: -
-

概念
.

Conceptual skills ( to p manager )

a
ability to think
analytically and visualize an
orgunization .

cneif finance officen CLE 0 )

aeg :
top mamager
-

.
Human Skills imiddle manager )
合作

cooper ation with other people

to work well in
abil
ity
"
.

eg
: bothsuper vison aMd ( EO works with otners .
主管和 CEO 都与⼈合作其他

,
 week 2

praicew
ManagementThought
Erolation of f

1 \
Historicul Perspectives contemprary Pespetives
( ) ( 了

lassical Behavioural System contingency

vieupoint viewpoint
7

ViewBoint viewpoint

1 . Classical viewpoint
-

people are rational

i .
Scienfific
Management ( 4 principles of sciene)
to improve
productivnty of individual worlers
,
.

Frederick
l o W r .
Tay
Gilbret
Frank lillian

4
principles of sliene (setby Talor)
1 .
evalkate a taskby scientifically
unnesessary steps
rexuce
s

co not sensel rule of thumb

rely on comm on
-

2with
.
curefully select
workers the
sabilit right
choose the mostsuitable qualified candidates to
1
-

out the specific tasks

carny .

3 . Give traning
t and inentives 0 workers

standardize method of working

.
-

muti themate hith rewares to follow

theguide ways
-

4 USe scientitic method to

.
plan the work method
-

breakdown a
jub into basic physical motion .

find the best

performing combinations
-

.
Nianagement
Administrative
the total swhole
managing organization
-

Wober(coneptofbureau( ra< y
}
.
Max 加给有知识 ,能⼒ ,经验的上位

( four managenctionfument : PoLc )

.
Henri Fayol

controlonthebasisof
Bureducracy refer to the exercise of
kmowledge ,

atherthan ⽽不是 favoritism 偏坦的裁决

expertise or experiences ,
uling by or

personconnections
or
family
5 bureaucvatic features

1 双⼒等级划粉是位职
detined
. hierarchy of authonty 按 ,

organizalional chart show the relative rank ofPositions .

只⼈樾

a Formal ulesand
.

procedures
handbooksand standard operating
procedure
-

labor is civided withlear definitions of

3 .

authority 权⼒ and specillized .

4 Personmalaveselectedandpromotedbased ⼈员选拔和晋是以
onqualification
资格为础基的

5 .
carvers based on ment value
performanceor
-

get reward on
good performance .
2 .
Beha rioural riewpoint :
Understand human behauour ard motirale employee
i .

sarly Behaviorism

Hugo Munsterberg
-

Mary
ParkerFolletf
.

5.ton
Mayo
-

Munsterberg ways) Munstermerg studies

- 3
ugo
study jobs and determine whicts people are best suited to specific jobs
-

identifythepsyhological conditions
-

mofivate to akieveorganiration' s
-
create
manageent strategies that can lmployle
goals .

Mary Parken FolleftCony one femde) olet studies

.
"

G
organization sBould become more democratic ⺠主
)
organization should operated as communities 交流 (feamwork , working together
'
-

onflitsshonidberesolvedby
interactui4h cach other
≡
,

-
workers must control the work process with knowreageheir ,

k ;(ton
Mayo Hantyorne Effeuy

tlow employee worked harder :

recaived attentioned 多关注受到更

-

manager take care about their welfave 福利

attention to them
pay special
-
,
 ii Human Relations Movement
.

的⽣⼒产⼯⼈
better numan relation movement could impore worker procuctivity
-

Masiow
Abramam

DouglasMEGregor
o

Abraham
Maslow
"

Hierarchy of Needs
Physiological Safety , ,
Social , Esteem 尊敬 ,
Self -
Actualiration 我实现⼀⾃

m
实现梦想
Acualication
gelf
Malking a
reality of dream

Needs

respecf and admiration

Satety eeds secunty requirement

-

requivement
。

-
basic for
Pnysiclogical nNeeds
Surrival

MEGregor
Douglas
Y
Tmeory X and
Tmeory
-

How managen view mployele

the

X
Theory
:

pessimistic 悲观
negative vilw of workers
-

consiaered totone resistant to

nateworsisview
wonker
a re change 不想改变 to beirresponsible
-

Theoryy :

optimistic 观乐
ofwokers
- Bositiveriew
-
in this view
,
Workerdreconsiceredto
capableheofacepting responsibility能够承担责任 ,

self contol ,
self direction
-

,
 ∵

3 .

Confemporary Viempoint
i ,

SysfemViewpoim
to achieve
set if interrelated parfs that operate together a common purBose
-

systim
4parls of a

1 .
input
information
quip mentandmaterials
-

people money, , ,

2 . tramsformational Prosess

capabilitidsinmanagementandtehnology
-

3 .

CutpuL
,

imployle satisfaton ,
protitorIUss ,procut
servicesor

1. FeedBalss

theoutputsironmentction
of theto ,

open & losedsystem

2 Closed System
Opan system
1
.

liftle interation
interat
-

contin
ally
-

rece liflle
feedbackes
very
-

rec ' ves

feedbackufficient
igmore feedback

ii .

Cotingency Viwpoiny
case
by case
-
- -

sepends onsituation
-
 Week 3
dacide hon to ahieve thhm
setting goals
agcertaintybyformulatingfaturecoursesofaction resulfs
wpth
Planning Loping to ahiere
specified
:
.

plaming
Benefits of

b check b Think ahead

progress deneers

b eg : lou planse eg plannedBro

:

scopewith
coordinate
Phojeit
activities
1 event planning lg sudden
unurtanity
changes
:
eg :

tusotoni 3

3 state
Uncertainty
wWhentheenvironment isconsidered unpredictable
-

eginture ,
ecomomic conditioms

Effecf
UnUrfainty of
7

-
when the affecfs enironentalhangumpredictable
are

of natural
eg effet
;
changes cconomisfet
,of
hanges

s Response Uncertaity
whes the lon of decision are uncertail
sequerves a
-

eg hide wardrobe 防空洞 produstion

in
during cantnquake Usenewmaterials
: ,
week 4