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Section 1. Definition Of Management Section 2. Three Levels Of Manager Hierarchy Section 3. Basic Attitudes Of Managers Section 4. Cross-function Management Section 5. Management Function Section 6. Business Function
Section 7. Skills And Roles For Managers
Section 8. Truth, Goodness And Beauty Of Management
(1.1) MANAGERIAL WISDOM: GOAL
Hiking in a mountain, two friends saw a tiger running towards them. One of them squatted down to tighten his shoelaces immediately. The other one laughed at him, "Do you think you can run faster than the tiger?" The friend replied, "No. I don't need to run faster than a tiger. I only have to run faster than you.“ People can find their foothold everywhere with the support of reasoning. The purpose of business administration is leading the organization, enterprise or individual to achieve the desired goal or objective of the organization, enterprise or individual.
Although they work hard. Managers accomplish their goals successfully by virtue of management. 4 . Their goal was changed to be saving their own lives and competing with each other when the tiger appeared. Goal changes as time or environment changes. This is what Taiwanese often say:‖you are working hard with sweat dropping while others blaming you a lot with spit spraying‖. They miss the point in working and life and in consequence waste time. money and other resources. energy. You will be less competitive unless you switch your goal swiftly in competition. Many people cannot figure out the goal in competition.REMARK People should have goals in life while managers should have goals in business. It's more important to work with brain power (force above your shoulder) than brutal force (physical labor). they are still blamed by others. two friends went mountain hiking for their friendship and healthy. Originally.
6 . game rules and regulation standard operation procedures. management is the base for personal living and organization's existence in business. and statement of work) and invisible norms (culture. The process of approaching this highest state is to use reasonable logic and thinking to reduce the weakness and defect of the organization or enterprise gradually. In other words.PREFACE Management is to use visible norm (standard. custom and tradition) to put the systematic and institutionalized management into practice. principles. discipline.
There are eighteen chapters in this book. which have been separated into three subcategories: Cross-function (top) management Business function Management function 7 .
REMARK 9 .
7) Corporate culture. 3) Quality. 11 . 5) Just in time delivery. 2) Communication.PART ONE This presents the cross-function (top) management in seven chapters as: 1) Decision making and Problem analysis. 6) Strategy management. 4) Cost.
as follows: 1) Planning. 3) Leading. 5) Control 12 . 2) Organization. 4) Motivation.PART TWO Part two (management function) has five chapters.
2) Marketing management.PART 3 Part three (business function) interprets the connotative meaning of enterprise function with: 1) Production and operation management. 3) Human resources and administration management. 4) Research and development management 5) Financial management. 13 .
SECTION 1 Definition Of Management 14 .
At the beginning. including Microsoft to seek for a disk operation System for their personal computers. Bill Gates made his fortune from Microsoft Corporation. an operating system used on IBM personal computer. Bill Gates. LIFETIME MANAGEMENT Per Forbes' investigative report on global billionaire in July. the DOS system was called Q-DOS and was not developed by Microsoft. He owned US$90 billion net assets in1999.MANAGERIAL WISDOM(1. but they didn't contact Seattle Computer. which set up its leading position by MS-DOS. but Seattle Computer Products. CEO of Microsoft. US$49 billion more than what he owned in 1998. 15 . became "The World's Richest People" for the third time. who worth $90 billion. IBM contacted a lot of software companies. 1999.2) ONE TIME LUCKY. The speed of wealth accumulation is world's number one.
000 from his father. Bill revised Q-DOS and renamed it to be MS-DOS.2) MANAGERIAL WISDOM CONT. then licensed to IMB. who was a senior partner of a Seattle Law Firm.(1. Bill Gates was a university sophomore and also a player of Seattle Computer Community. 16 . Bill Gates went to Seattle Computer and indicated the attempt of purchasing the rights of Q-DOS from the executive director. The executive director agreed to sell it to Bill due to capital shortage. He borrowed US$50. He knew that Seattle Computer had developed a disk operation system. At that time.
However. It's lucky that Seattle Computer didn't hear of IBM questioning the operation system but IBM contacted Bill Gates. 17 . Even luckier.REMARK Is Bill Gates really lucky? Absolutely. it's incorrect to attribute the later successful of Microsoft to good luck. His father was a director of IBM. Bill is familiar to Seattle Computer's system and he has a rich enough father who can lend US$50.000 to him.
REMARK CONT. 18 . crisis consciousness and understanding of the demand of market and customers as well as the good management capacity. The speed of capital decline is also world's number one. Microsoft achieved success on the teamwork.8 billion in 2002. breakthrough and also the wholehearted devotion. innovation. MS-DOS only get off to a good start for Microsoft but it cannot assure that Microsoft continuously enjoy the world's successful it owned. Bill Gates owned US$90 billion in 1990. but US$52. Bill Gates was the world's richest man from 1995 through to 2007 and he was overtaken by Stock King Buffett in 2008.
They are the lighting rod who can make work smoothly executed (Peters & Waterman). A manager is an excellent communicator and value creator. 19 .1. Management is the art of getting things done through people (Mary Parker Follett). Management is making workers more productive (Peter Drucker).1 MANAGEMENT Use resources to accomplish its goal. The verb manage comes from the Italian ―maneggiare‖ (to handle — especially a horse).
1.converting resources to advantages in competition A sheep. ―I got it. But be reminded that I’m not scolded by you. but the roof beneath your feet.2 ENTERPRISE RESOURCE Managerial Wisdom--.‖ 20 . ―You bastard! You ate my family and my friends!‖ The wolf looked at the sheep. standing on a roof. scolded a wolf.
But if you are unable to use these resources. can create yourself competitive edge. it is the same as being without them. intelligence and ingenuity. communication skills. good looks. or your own language competence.REMARKS Using of resources you own such as your parents’ wealth. wealth and popularity. etc. and your own skills. stature. position and status. physical strength. 21 .
1.2 ENTERPRISE RESOURCE Man Machine Materials Money Management 22 .
Without professional manager with specialty and sense of mission. wealth. language. talents and wisdom. machines. and other resources such as employees.REMARKS Personal health is . manager is  of enterprise. Without health. public relation. others such as fame. 23 . ability. Thinking in another way. life would be back to zero. more resource aggregation of organization or enterprise would have the same fate of . and we can’t take anything away after die. money. etc as succeeding . money and management is the succeeding . material.
SECTION 2 Three Levels Of Manager Hierarchy 24 .
―Prentice. ―Prentice. it’s not the flag fluttering. old monk smiled and said. but wind blowing. there is a fluttering flag in the front. said with smile. WIND BLOWING AND MIND SURGING Three people. middle age monk and young monk were walking in the environs.‖ Hearing that. ―Master. monk pointed to the front flag and said. but your mind surging. Grand-master.(1. it’s not the flag fluttering or wind blowing.4) MANAGERIAL WISDOM: THREE REFLECTION LEVELS OF FLAG FLUTTERING.old monk. Grandprentice.‖ Young Middle age monk had a look.‖ 25 .
Young monk (first-line manager) only saw the problems and presentation; Middle age monk (middle manager) had cognized cause and learned the reason behind the problems. However, the old monk (top manager) had been in philosophy level.
Manager in higher level should have enough thoughts and concepts of high level to lead a company.
Many people criticize that ―changing a position will also change the head‖ which is a bad way. However, when employees are promoted to manager from supervisors, not any C.E.O would like them still keep supervisors’ way of thinking and work methods without any improvement.
2.1 TOP MANAGERS
Top managers should: emphasize on conceptual skills and must have the entire, comprehensive and all-round macro-views.
act as the basis of the directions of organizations and enterprises and major policies of strategy.
must completely rely on their wisdom to make many decisions without adequate information. have a sense of mission and ideals and adhere to the principles.
be responsible for the performance of the whole company.
specializing in production and operations. but also have the communication function linking the preceding with the following and responsibilities of sharing cares and burdens each other and solving the difficulties. binds the managers of the organization with first-line cadres closely. marketing. therefore.2. personnel. 29 .2 MIDDLE MANAGERS Middle managers: are responsible officers of professional department with professional knowledge. they should not only have accumulated departmental professional knowledge. research and development. finance and other management work.
such as section supervisor. chief and team leader 30 . have better professional competence than operation staff in the aspects of mastering performance of machines. operation techniques and production schedule. supervision and control.3 FIRST-LINE MANAGERS (SUPERVISORS) Supervisors: are workers responsible for the implementation of field direction.2. job titles usually do not have the name of manager.
active and competitive for personality.5)MANAGERIAL WISDOM: COMPANY IS A ZOO The employees of the company can be divided according to the individual personality: 1. but he is the best staff for sale representative and marketing. not easy to compromise and thus is unwilling to be controlled by others tend to create frictions and conflicts with others. liking challenges and adventure.Tiger type highly-dominant person. with strong confidence. acts on the initiative and arbitrarily.(1. would like to master the whole situation do not like to maintain the status quo. 31 .
3. act following the prescribed routine. eloquent with strong persuasive capability. 32 . active in interpersonal relationships with highly expressive quality hence are rather popular and welcomed by people.2. gentle. but sometimes they are over-cautious. stable and meek. and have strong persistence and high degree of adaptability. Koala type are of high durability. and attach great importance to selfpackaging and propaganda. Peacock type are optimistic with great passion.
act systematically. Owl type are conservative but respect for institutional ethics.Chameleon type the strongest in strength is the main personality trend of a person are of moderate temperament and have strong sociality ability. 5. emphasize on the details and have strong analysis capability and strong initiative. cannot tolerate mistakes and are perfectionists requiring that everything should be strictly acted.4. 33 . can adjust their roles depending on the requirements of circumstances.
. People of peacock type engage in advertising work. People of tiger type engage in marketing work. No matter how strong the koala will be trained for. Every job has its own unique characteristics. Therefore. People of koala type engage in administrative work. it is difficult to win the tiger. People of owl type engage in the accounting and financial work people of chameleon type engage in public relations work. The personality is particularly important for training professional managers. the basic personality of the managers should be aware when34 selecting the managers.
However. that is to make every employee within the company display their abilities. feeling the bones.The company should be able to appoint the talents in right positions. The vertical (power) division of the company is based on hierarchy the horizontal (professional) division of the company is in accordance with personality. which has scientific basis. it is different from practicing palmistry and facial features. the applicable job for everyone is different due to its personality properties and the attitude expressed. However. while 35 . Purple Star astrology and other fortune-telling methods. This is method of practicing features of person in management.
SECTION 3 Basic Attitude Of Managers 36 .
The dedication that she has learned is that any work has the more ideal condition and higher quality for pursuit. while the meaning and values of work lie in that people engaging in the work can focus on the work and explore its fun.(1. When cleaning the toilets. After cleaning the closet-stool each time. ―Could I pick up a cup of water from here and drink it?‖ 37 . she always asks herself.6) MANAGERIAL WISDOM: RESPECT-WORK ATTITUDE Seiko Noda went to work at Imperial Hotel of Tokyo during the summer vacation: the work she was assigned is to clean the toilets at the five-star hotel. she did not take it as pains and considers it as the place for self-cultivation and promotion.
the female student without hesitation picks up a cup of water from the closet-stool. 38 . but she proudly says. which she has cleared and drinks it in the face of everyone. when the managers examine the trainer. This movement has shocked all people present. she is the employee who is the most excellent and promotes fastest in Imperial Hotel before the age of 37. ―The closet-stool cleared by me are so clean that the water in them can be drunk!‖ The manager believes that this female student is the talent worth recruiting! After graduation.(1. she entered the Imperial Hotel and works there. and becomes the Postmaster General of the Cabinet of Japan.6) MANAGERIAL WISDOM The holidays ending. appointed by Prime Minister Junichiro Koizumi. After the year of 37. she enters politics. With this dedication spirit.
39 . The attitude you act determines the performance of your work. Your attitude determines the happiness of your life and the achievements of your career.REMARK The attitude you treat people determines the degree you are respected by others. People who have the courage to challenge the traditions and yourself are the real warriors.
1 SIGNIFICANCE OF ATTITUDE Attitude reflects subjective feelings of a person to someone and /or something. 40 . Attitude has very strong cognitive part. Matters by the likes and dislikes to specific affairs and the held durable positive or negative (external behavior) to people. and usually is supported by strong reason meanwhile including strong emotional considerations. Therefore. things and matters.3. attitude is the integration of sense and behavior perception by others.
initiative. for example. passive or selfish. b) Negative attitude: if the worker is pessimistic. complaint is the least productive. enterprising. keeping smile. making all-out efforts and keeping fit with exercise. then he will be welcomed wherever he works. then he will not be welcomed wherever he works. making people feel warm. Attitude can be divided into: a) Positive attitude: if the worker has the attitude of optimism. 41 . distractive and backward attitude.
managers are most concerned about the attitudes relating to work.2 WORK ATTITUDE OF MANAGERS The attitude of managers can be illustrated by XY theory (details in Chapter 10 of this book). In practice.3. which mainly are: Organization commitment b) Job involvement c) Job satisfaction. a) 42 .
please refer to rule #1. Workplace rule 1: Boss is always right Workplace rule 2: If boss was wrong.7)MANAGERIAL WISDOM : THE RULE FOR SUCCESS OF 3A IN WORK In private enterprise or governmental organization.(1. and action are the only way to success for individual work. aim. which are explained as follows: 1) Attitude: Self-motive. 43 . positive and confident attitude in work can exchange for trust and affirmation. workers who join the business should be sure to memorize the following two rules in workplace. attitude. In addition.
president of Asea Brown Bover Company with employees over 100. 2) Aim: Focus on the achievement of the goals.MANAGERIAL WISDOM CONT. 5% depends on decision-making and 95% depends on action‖. Most of the supervisors determine your level of effort and your contribution to the company in accordance with the work results and performance. 44 . 3) Action: Percy Barnevk.000 says. ―For success.
Every manager should always remember the rules for success of 3A in mind so that the effects of You can count on me. For example, for job candidates of start in life, your attitude determines whether you are employed or not; in work attitude, the taboo of managers is No idea. The taboo of subordinates is It does not matter. And the successful employees believe that hard work is done for the duty but not is passively forced to do.
Managers of successful enterprises usually can tolerant some small errors in work, but faults in ethics and conducts are absolutely not allowed. Nor the same mistakes are allowed to make twice.
(1.9)MANAGERIAL WISDOM: MODEST REFERS TO
BOWING ONE’S HEAD AND THE HEAD WILL NOT
BE TOUCHED BREAKS
Franklin, a well-known American scientists and famous politicians, goes to visit an elder when young. When he passes from the gate of the house of the elder, he hits to the top of the door accidentally, and he shouts due to the pains as if seeing stars! At this time, the elder says to Franklin, ―Is it painful? It does not matter! This is your biggest gain for you to see me today!‖ The elder strikes the head for Franklin, and simultaneously says, ―If you want to live in this world in peace, happiness and success, you must often bow your head, and then head broken cannot occur.‖ After listening to this sentence, Franklin keeps in mind, hence he treat people with courtesy and is modest, and also sticks to honest principle. Finally, he becomes the famous statesman.
Russo says, ―The reason why people make mistakes is not because they do not understand, but because they claim to understand all.‖ People in life will surely encounter setbacks. The important is how you face it. A person who wants to perform great works must humbly accept the advice of others, but not should be overly self-assured and impenetrably thickheaded. How could a proud and stubborn person or without listening to the advice be welcomed?
The most famous wrestling champion in the 1960s in Japan Rikidozan beat all the Japanese without opponents who can threat him, so he was immodest and self-congratulation; However, he was too arrogant, in the street a knife pierced into his stomach by a boy and he died after the disease struck in. Person can have confidence, but must not be proud, which must be kept in mind! Pride goes before a fall!
In the case of safe conscience.3 THE THEORY OF COGNITIVE DISSONANCE The theory of cognitive dissonance is the theory about attitude change that was put forward by the social psychologist L. the attitude will also be maintained unchanged if the attitude is inconsistent with behaviors. the problem of cognitive dissonance will produced. Festinger in 1957. 48 .3. that is to say that ideal does not match with the reality. This theory holds that in most cases. its cognitive component (view) is consistent with behavior. for the attitude that people treat something.
SECTION 4 Cross-function (Top) Management 49 .
hence he treat people with courtesy and is modest. he becomes the famous statesman 50 . goes to visit an elder when young. he hits to the top of the door accidentally. a well-known American scientists and famous politicians. happiness and success. and also sticks to honest principle.9 MANAGERIAL WISDOM: MODEST REFERS TO BOWING ONE’S HEAD AND THE HEAD WILL NOT BE TOUCHED BREAKS Franklin. ―Is it painful? It does not matter! This is your biggest gain for you to see me today!‖ The elder strikes the head for Franklin. and simultaneously says. and then head broken cannot occur. When he passes from the gate of the house of the elder. you must often bow your head. and he shouts due to the pains as if seeing stars! At this time. ―If you want to live in this world in peace.‖ After listening to this sentence. Finally.1. Franklin keeps in mind. the elder says to Franklin.
but not should be overly selfassured and impenetrably thickheaded. 51 . The important is how you face it.REMARK Russo says. ―The reason why people make mistakes is not because they do not understand. A person who wants to perform great works must humbly accept the advice of others.‖ People in life will surely encounter setbacks. but because they claim to understand all.
52 . cost and delivery period. Each functional department (production. Research & Development and finance) has many responsibilities of cross-function management.CROSS FUNCTION MANAGEMENT Enterprise is for commercial purposes. sales. etc. such as quality. so making profits is the fundamental goal of the survival of enterprise. Enterprise is cross-function management (also called top management functions). human resources. The goals of each cross-function management must be completed by many functional departments together. while these goals for cross-function management must cross the barriers of departments by functional department of the enterprise and can be achieved by joint efforts.
CROSS FUNCTION MANAGEMENT The task of top managers is to support all operating functional activities to make the company operate smoothly. 53 . Cross-function (top) management committee should be composed of top managers and its task is to establish crossfunctional goals and methods to achieve these goals In addition. cost and delivery goals by the development of product. the effects on quality. The goals of cross-function (top) management should be set well before the departmental goals are determined. sales and other matters should be explored. equipment. production.
management functions and business functions are required decision-making.4. Chapter 2 of this book will use examples to explain rational decisions-making steps. which is a set of practical decision-making (Group decision-making) methods that managers have to learn. Managers are decision makers.1 RATIONAL DECISION MAKING AND PROBLEM ANALYSIS Destiny is decision-making including cross-function (top) management. 54 .
4. Use the communication method of non-verbal language to illustrate the meaning of body language. horizontal and upward formal organizational communication and grapevine of informal communication channels. illustrate the organizational communication.2 COMMUNICATION Communication is the source of the vitality of organization. tone and distance. speaking and writing. that is. from the course of interpersonal communication. use communication method of spoken language illustrates the expression and acceptance of the manners of listening. 55 . Finally. downward.
etc. statistical control chart.3 QUALITY Quality is the most important factor to make the company competitive advantage and customers satisfaction. Prevention cost. and total quality control. appraisal cost and failure cost are used to illustrate quality cost Finally the importance of specifications and standards are stated. The quality system is illuminated by quality control circle. 56 .4.
Chapter 6 of this book discusses just-in-time management and the material requiring. introduces the important management approaches in the aspect of in-time delivery speed and reducing costs in some countries. all the efforts become meaningless due to the delivery cannot perform in time. 57 .5 JUST-IN-TIME MANAGEMENT AND TIME MANAGEMENT When delivery cannot be made in time. The orders received by Sales Department and the products manufactured by Production Department. the efforts of individual departments are a waste.4.
―Why do you try to make friends with them? It is not right to do that! You should find a way to destroy them‖. He questioned. ―When they become my friends.10) Managerial Wisdom : Strategy of destroying the enemy A friend of members of Congress frankly criticize Lincoln’s attitude towards opposite Congressmen.6 STRATEGIC MANAGEMENT (1. President Lincoln moderately and wisely said. don’t I destroy the enemies?‖ 58 .4.
Do you have enemies? Change your concept. and someway the enemies can become friends. if you win in quarrel. If you win the truth (sophistry) but lose the feelings (friendship). then your mood will become better and life path will become increasingly extensive. The resistance can be turned into assistance power which is a win-win. When the enemy becomes the friend. If you can change your mental attitude. 59 .REMARK One should treat others as one would like to be treated. then it is not worth the candle. you have not only destroyed one enemy but also have a good friend. you may also not feel good.
60 . analyzing the opportunities and threats controlled by external environment of SWOT analysis. business department strategies and functional strategies are determined by the understanding of the strengths and weaknesses owned inside the enterprise. Strategic management is the brightest jewel for Western management crown. Company strategies.6 STRATEGIC MANAGEMENT Explore the causes for the success or failure of enterprise organization to determine how to do best.4.
7 CORPORATE CULTURE Culture is the naturally formed common values and behavior norms in the long term as well as the standards or habits of right and wrong.4. rituals. 61 . actual symbol and language. Chapter 8 of this book has important instructions of the types and molded methods of corporate culture. The staffs study corporate culture through stories.
SECTION 5 Management Function 62 .
The young man is more fluctuated and upset. ―Can I kiss you?‖ It can be seen that his girlfriend’ face is lowered down. ―You only say.(1. Snapped! a slap is given in the face of the young man. He suddenly musters up his courage and asks. ―Can I kiss you?‖ The girl is seen to raise her head with her face flushed. he plucks up his courage again and asks. Facing the tough and embarrassing atmosphere. Both are silent for a while. eyes are closed and two spots of color flies to her cheeks. Finally the young man musters up his courage once again and asks for the third time. Over some time. he even does not know where to put his hands and feet. The girl angry says. a young man gently pulls his girlfriend’ waist into his arms and talks love. a dead dog!‖ 63 . ―Can I kiss you?‖ His girlfriend looks frontage straightly and does not reply with bowing the head. and the young man is upset. The minutes tick away. but dare not do.11) MANAGERIAL WISDOM: IMMEDIATE ACTION In a remote and quiet corner of a park.
64 .REMARK After thinking things through. one should grasp the opportunity and implement immediately because immediate action usually is the guarantee of success. Many people lie between the major events that cannot be accomplished and the little things that are disdained to do. then finally nothing is accomplished.
procedures. ―I think therefore I am‖ is the principle of planning.5.1 PLANNING (P) If you fail to plan. Planning makes all staff know about where is the future of the company and carry things out after knowing about specific direction and goal. 65 . and it is included among everything done by each manager. Planning is the uppermost management function for managers. regulations. rules made by planning are the standard that should be obeyed together by all staff. plans. Goals. you plan to fail. strategies.
2 DOING. EXECUTING OR DIRECTING (D) Manager should try all means to ensure all staff obey the standard made according to planning and doing it coping with company’s resources. Perseverance will prevail. master comes from training. Maintain ―I work hard therefore I am good‖ as the principle of doing. Inventor Edison once said that ―Genius is one percent talent and ninety-nine percent of perspiration‖. 66 .5.
DOING a)Organization and authority Key points of it include how to properly divide the organization into sub. b)Human resources and administration (HR&A) is the key factor deciding whether an organization or enterprise is competitive. how should sub-units cooperate with each other and how to make the organization structure strong.units. response promptly and skillful. c)Leadership and motivation Any manager of an enterprise organization should be the leader as well. 67 . how to properly authorize organization levels.
3 SEEING AND CONTROLLING (S) An organization can be effectively operated only through a proper control system to maintain the principle ―control goal achievement‖. Control system supplies information that managers need to know about the actual progress of the plan and to analyze and correct unexpected things.5. One should learn a lesson and avoid making the same mistake again. it is the same principle as ―Lightning never strikes in the same place twice”. 68 .
for example. Modify the plan. promotion etc. Finally ―seeing‖ is to give award to those who can finish work on time. 69 . praise. Profit comes from execution.4 DESCRIPTION OF MANAGEMENT FUNCTION BASED ON PDS CYCLE “Plan‖ is manager’s wisdom to reason considering the goal and execution method of company. it has to be completed through ―doing‖. bonus. replace the principal. add resource input or change activities if necessary for those who fail to finish work on time. because no company can gain profit only through planning. No matter how perfect the planning is.5.
SECTION 6 Business Function 70 .
She said ―Actually I could have chosen not to do this. in order to make a good job for her role as a granny.12)MANAGERIAL WISDOM: COMMITMENT Once there is a Japanese actress. but I had to so that I could make a promise to myself that I am serious.(1. voice and facial expression. she asked a dentist to pull out all her beautiful teeth and wear artificial teeth in order to make her look like a granny from mouth.‖ 71 .
They will try each means to solve difficulties. which is a necessity for success. They will never find an excuse for themselves. sometimes that is unchangeable: sacrifice is a necessity for breakthrough.REMARK Managers have the strong desire for success. It might be very safe to repeat walking on a foregone way. because one who devotes into something wholeheartedly can have a bright future and a successful destiny. 72 . They do not fear of sacrifice.
execution and control of production (refer to Chapter 14 for details). material management. production planning. 73 .1 PRODUCTION AND OPERATION MANAGEMENT Production activity is also called manufacturing management and operation management including visible goods and invisible service. production management. A significant events related with production and work management include plant lay-out. Key point of production and operation management is planning. quality management. inventory management etc. purchasing management.6.
6.2 MARKETING MANAGEMENT Marketing management of a business means all activities related with transform distribution and supplied service. price. place and promotion (called 4P for short). Marketing activity including products. doing and seeing. Chapter 15 of this book aims to explain marketing and put emphasis on marketing planning. 74 .
Chapter 16 of this book talks about methods for recruiting. 75 . selecting. machine. It is the focus of HR&A management. management.3 HUMAN RESOURCE AND ADMINISTRATION (HR&A) Human is the vital factor that decides whether a business can be successful and whether it can gain profit or not. Business together with capital. etc is governed and dominated by human.6. nurturing. raw material. using and retention talents.
product development.6. 76 . Products has their own lifecycles as human. technology implementation and innovation. Chapter 17 of this book mainly talks about business research and development including basic theory research. Product will be sooner or later to enter decline period.4 RESEARCH AND DEVELOPMENT Whether a business has a future or not? Whether a business can exist and develop permanently or not? It depends on new goods and new technologies. Lag in technology may make a business lose competitive ability because of added cost or poor quality.
‖ Business functions are like a human’s hands. A company cannot run without capital. a nose and touch. If any function does not work.6. feet. but without money you can do nothing. eyes.5 FINANCIAL MANAGEMENT Capital is like blood of a business. There is an old saying goes like this ―Money is not everything. even enter a no-return road and cause bankrupt. 77 . the business will not continue operating like a link of a chain breaks. each function cooperates with each other so that a business can operate flexibly to avoid risks and seek profit.
SECTION 7 Skills And Roles Requirements For Managers 78 .
Elephants are very powerful so that they can move lots of things.(1.13) MANAGERIAL WISDOM: NEW CONCEPT BREAK THROUGH Elephants in circus are all trained when they are young. calf elephants’ strength is weak. 79 . Because After a long time calf elephants will become law-abiding knowing that it is useless to struggle. they cannot pull stakes even though they have tried many times. Calf elephants then grow up into elephants. they can make lots of performance in circus. but they are still law-abiding to be tied to stakes when performance is over. Calf elephants are tied to stakes because they are naughty and playful.
Maybe there is no obvious resistance. Stake is the restrictions interfering personal potential. Even though there are thousands of words. but fear caused by personal past experience. it is not profound as a factor. They are restricted by their own concepts. People will then become conversant and do not dare bring forth new ideas. 80 .REMARK Elephants are powerful enough to move stakes. but they will think it is impossible to move stakes because of their past experiences.
c) Conceptual skills The managers should think about the operational abilities of entire organization or enterprise in comprehensive. b) Interpersonal skills It means the ability to live together with others and to promote the entire group to cooperate well.7. long-term and all-around way 81 .1 SKILLS THAT MANAGERS HAVE TO OBTAIN a) Technical skills It means professional knowledge and experience needed for. from grass-roots level staff promoted in the application of operations or business.
2 THE ROLES OF MANAGERS 7.7. Liaison role: To establish and maintain interpersonal relationship in and outside. training and assign tasks to subordinates. are representatives of Leadership role: Managers encourage its subordinates including selecting.1 Communication coordinators role Figurehead role: Managers organizations or enterprises.2. a good 82 .
2. Spokesman role: Managers are representatives of these departments which means that may be internal. 83 . such as high-level managers report salary increases or reaction conditions of the department.2 Information transmission role Monitor role: Much of routine or non-routine information are sent to the administrators of information receptionist and collector so that they can know about all-around conditions of the company and the opportunities and threats. Disseminator role: To gather information from both inside and outside and convey it to persons of organizations or enterprises who need to receive it.7.
Resource allocator role: Decide how to allocate the financial resources and non-financial resources within the organization or enterprise. Disturbance handler role: Managers should be able to handle important or non-routine problems.2. Negotiator role: Hold important and non-routine negotiations with other organizations or individuals.7. 84 .3 Decision maker Entrepreneur role: managers should have ambition as entrepreneurs or designers.
THE ROLE OF MINIZIBOGE ADMINISTERS No Communication Information coordinators role transmission role Figurehead role Leadership role Monitor role Disseminator role Decision maker 1 2 Entrepreneur role Disturbance handler role Resource allocator role Negotiator role 3 Liaison role Spokesman role 4 85 .
a little bit more magnanimous and further farsighted having a little bit more sweet. 86 . A little bit more smiles 2. A little bit faster 4. A little bit more respect 3.15)MANAGERIAL WISDOM: SELF MANAGEMENT Four better ways of improving good habits of oneself: 1. class. You can develop your own point of philosophy such as a little bit more earlier time (10 minutes) for going to meeting. etc. A little bit more open-minded Remark Too many people want to succeed. work and appointment. which require careful pondering.(1. brave and simple. but only a few people are willing to endure hardships. school.
Betterment And Art 87 .SECTION 8 Management Is Science.
study shadowboxing (taijiquan). a character of the martial arts novels written by Jin Yong. then shadowboxing is considered to learn. action and control.16)MANAGERIAL WISDOM: NO TRICKS BETTER THAN TRICKS When Wuji Chang. but can skillfully and smoothly apply management concepts in thinking. Do not just apply the management skills. 88 . his master –Sanfeng Zhang wants him to forget the moves.(1. and when the moves are fluent with ease. Remark To learn management is to put the correct concepts deeply into mind and become a part of work and life.
calculus. 89 .8. chemistry. systems. mathematics. psychology.1 SCIENCE Truth is the spirit of science. Finds out the coherence and relationships in confusion with objective. rational. etc. physiology. standards. etc. astronomy. intelligence and doing things no more than that should be done manner. such as physics. Management is calm without emotion. written regulations. and rules of games.
It leans to something done that should be done for willpower in psychology and is in the pursuit of maximizing the corporate profits with rational thinking and reasonable logic to be able to maintain the survival of enterprise as its basis.2 BETTERMENT (IMPROVEMENT) Betterment: emphasizes on the pragmatic spirit of practice. and gains and losses. 90 . advantages and disadvantages.8. Takes advantage of the environment to reduce the cost and pursue efficiency and take continuous improvement and creating benefits as goal.
is humanized.8. but do not care about logic. is things are done no more than those should be done in subjective emotion. It is exactly two different dimensions with the scientific spirit of seeking truth for everything. Artists emphasize on personal subjective intentions and feelings.3 ART Artistry belongs to the philosophical spirit of art. 91 . highly value savor and interpersonal relationships. idealistic and emotional irrational feelings.
BETTERMENT AND ARTISTRY AS BASIC SPIRIT OF MANAGEMENT OF ENTERPRISE Benefit 92 .TAKING BENEFIT AS CORE AND TRUTH.
cost & delivery Regulations. prospective decisionmaking 93 . long range.Available Long term (unchanged) Principles. move and control Short term (changed constantly) Everyone is different 6. AND ART Science 1.Spirit Science seeks the truth(Scientist) Do things no more than that should be done Law objective Betterment For the profits. BETTERMENT.Core opinion Pursuing performance.2 REAL SIGNIFICANCE OF MANAGEMENT PHILOSOPHY OF SCIENCE. feelings.Practice Decrease.TABLE 1. thinking. quality. making money & winning Middle term (elastic) Spirit. systems. success. ideal. rules 5.Communication Everyone is the same (absolutely and definitely) Machinery( figure) Different based on ethnicity (relatively with values) Function (thinking) Satisfaction (people’s minds) Lead communication brand 8. regulations. improvement. Implementation.Society 4. the more the better (Entrepreneur) Do things that should be done Reason: Practical Artistry Arts seek beauty (Artist) 2.People 7.Goal Do things no more than should be done Feeling: objectives 3.
Managers should firstly talk about law (truth: objective. then talk about improvement (betterment: moral. which is the second S (seeing) of SDS cycle and a part of control. The feelings of customers are the feelings of the enterprise and the ideals of customers are the Ideals of the enterprise. the needs and satisfaction of the customers are considered as key points. improvement. In management. requirements. The manufacturers provide values and quality as primary axis to satisfy the needs of customers. procedures and standards). and finally talk about feeling (artistry: subjective and experience). amelioration). 94 .
THE END OF CHAPTER 1. 95 .
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