《管理導(dǎo)論》研究生課件ch 1 introduction

1、1 Introduction of Management 2Whos Yanan Song？Assistant ProfessorPhD from Xian Jiaotong UniversityMajor Areacorporate competiveness and Strategic IssuesInternatioanl tradeForeign labour and immigrationIssues in banking industry；Asian currency integration3下次課打印遞交CV 個人介紹（附靚照打印即可）name姓名 previous major

2、and college name本科畢業(yè)院校及專業(yè)English level英語水平title of your Bachelor final project and methodology本科畢業(yè)論文題目及研究方法interests in research and others興趣：研究及其他information you hope to get from this course希望從本課程獲取的信息4course objectivesEstablishing the framework of managementUnderstanding the theories and key infor

3、mation of management issuesUnderstanding the international managementFamiliar with the frontier issues in managementLearning to analyzing the real phenomenon with management theories& Improving the management skillsfarmiliar with research methodology & Improving the writing skills5Course OutlinePart

4、 1: The Framework and Methodology of management Part 2: Review of basic knowledge in management and frontier issues6Form of TeachingLecturing, Case discussion Paper reading & presenting&writingAssessment MethodAttendance 10 %Case PaperDiscussion 20 %Paper presenting 10%Group Project 10 %Final Examin

5、ation 50 % Total 100%7Special Requirementsname boards for case discussion1 point for deliver each of your opinions during case discussion warning letter in the mid-term for no participationT letter for attendance rate 30%adress list (name, email) from whole class1-78world major journal in management

6、 issues1Academy of Management Review. http:/2 California Management Review. http:/3 Decision Science. http:/dsj/index.htm4 Journal of Management. http:/. 5 Management Science. http:/ 6 Organization Science. http:/orgsci/ 7 Strategic Management Journal. http:/ major journal in International BusinessJ

7、ournal of International EconomicsJournal of International Business StudiesWorld Economy International Trade Journal10chinas major journal in management issues8管理科學(xué)學(xué)報 http:/ 9 管理世界 http:/ 10 經(jīng)濟(jì)研究 http:/ 11 中國管理科學(xué) http:/ 12 南開管理評論 http:/ 13 金融研究 http:/ 14 會計研究 http:/ 15 數(shù)量經(jīng)濟(jì)技術(shù)經(jīng)濟(jì)研究 http:/ 16 科研管理 http:

8、/ .11Periodicals Networkshttp:/.mo/library/databases.jspAcademic Search Premier-ASP (EBSCOhost) Business Source Complete - BSC (EBSCOhost) SSRN (Social Science Research Network)ScienceDirect 中文期刊篇目索引影像系統(tǒng) (臺灣地區(qū)) 中國知網(wǎng) (CNKI)系列電子資料庫 港澳期刊網(wǎng) 12pre-testFinishing the test in classNot Graded-Take it easy！Try

9、 to recall what you have learntTry to find what you should learnRead any of the book/textbook about Management with the four major functions 13Review of Basic Knowledge in ManagementPart 114About the HypothesisHypothesis of Economic ManHypothesis of Social ManHypothesis of Policymakers HumanityHypot

10、hesis of Complex man15Hypothesis of Economic Manperfectly rational person who, by always thinking marginally, maximizes his or her economic welfare and achieves the equilibrium16Classical Management TheoryScientific management VS Rule of thumb-Frederick Taylor earliest attempts to apply science to t

11、he engineering of processes differences in productivity between workers, which were driven by various causes, including differences in talent, intelligence, or motivations. understanding why and how these differences existed and how best practices could be analyzed and synthesized, propagated to the

12、 other workers via standardization of process steps. precise procedures developed after careful study of an individual at work , one best way to do any given task 17Hypothesis of Social Mansocial relationshipsatisfactionsocial identity18 Hawthorne Experiments(MAYO) conducted between 1924 and 1932 at

13、 Western Electric Companys Hawthorne Works in Chicagothe most important social science experiment ever conducted in an industrial settingILLUMINATION TESTS as lighting was increased, productivity would too. RELAY-ASSEMBLY TESTS to evaluate the effect rest periods and hours of work would have on effi

14、ciency. to answer a series of questions concerning why output declined in the afternoon: Did the operators tire out? Did they need brief rest periods? What was the impact of changes in equipment? What were the effects of a shorter work day? What role did worker attitudes play? BANK-WIRING TESTS to o

15、bserve and study social relationships and social structures within a group. Conclusion confirmed the complexity of group relations and stressed the expectations of the group over an individuals preference19The Human Resources theoryfocuses on human behavior Mary Parker Follett (18681933) managers jo

16、b was to harmonize and coordinate group efforts. Theory X and Theory Y (Douglas McGregor,1960) employees are inherently lazy and will avoid work workers need to be closely supervised employees will show little ambition and will avoid responsibility-employees may be ambitious and self-motivated and e

17、xercise self-control possess the ability for creative problem solving, but their talents are underused in most organizations20Hypothesis of Policymakers Humanitylimited rationalityuncertaintypursue the satisfactary solution instead of optimal solution21Decision theoryHerbert Alexander Simon (June 15

18、, 1916 February 9, 2001)Any decision involves a choice selected from a number of alternatives, directed toward an organizational goal or subgoal. Realistic options will have real consequences consisting of personnel actions or non-actions modified by environmental facts and values. The task of ratio

19、nal decision making is to select the alternative that results in the more preferred set of all the possible consequences. This task can be divided into three required steps:the identification and listing of all the alternatives; the determination of all the consequences resulting from each of the al

20、ternatives; and the comparison of the accuracy and efficiency of each of these sets of consequences22Hypothesis of Complex manMcClellands Achievement MotivationMcClelland proposed that human motivation comprises of three dominant needs:The need for achievement (n-Ach)The need for power (n-Pow)The ne

21、ed for affiliation (n-Aff)The subjective importance of each need varies from individual to individual. the need for achievement is a key human motive, which responds to, and is a product of, personal experience and cultural background rather than inherited characteristics.A persons motivation and ef

22、fectiveness in certain job functions are influenced by these three needs.232425Methodology of management Empirical or Case approach Human Behaviour ApproachSocial System Approach Decision Theory Approach Management Science Approach Systems Approach Contingency or Situational Approach Operational App

23、roach 26Empirical or Case approach ThemeThe management is considered a study of managers in practice or a close study of past managerial experiences .Featuresa study of managerial experiences and can be taught best by case method. Managerial experience can be passed from one practitioner to another

24、or to students of management for continuity in the knowledge of management. a study of successes and failures in the application of management techniques by managers Theories of management can be developed by studying large number of experiences because generalizations can be possible LimitationsSin

25、ce based on cases and past experiences, it has not contributed anything fundamental to the development of management as a discipline because of contradictions in various management experiences.The proposition that a successful technique applied in the past will be good for future is untenable. 1) Ma

26、nagement is not based on precedents 2) Situations can not be exactly identical.27Human Behavior Approach2829Systems Approach 30Social System Approach3132Decision Theory Approach 3334Management Science （Mathematical）Approach 3536Contingency or Situational Approach 37Operational Approach 3839What is M

27、anagement?Management The planning, organizing, leading, and controlling of human and other resources to achieve organizational goals effectively and efficientlyOrganizationsCollections of people who work together and coordinate their actions to achieve a wide variety of goals1-3940Management Functio

28、nsManagement functionclassicalnowadays計劃 planning 計劃 planning組織 organizing 用人 staffing 組織 organizing指導(dǎo) directing指揮 commanding 領(lǐng)導(dǎo) leading領(lǐng)導(dǎo) leading 協(xié)調(diào) coordinating 溝通 communicating激勵 motivating代表 representing監(jiān)督 supervising 控制 controlling檢查 checking控制 controlling 創(chuàng)新 innovating 創(chuàng)新 innovating41Four Task

29、s of Management1-41Figure 1.242PlanningPlanning Process of identifying and selecting appropriate goals and courses of action1-4243OrganizingOrganizing structuring working relationships so organizational members interact and cooperate to achieve organizational goals.Organizational Structure A formal

30、system of task and reporting relationships that coordinates and motivates organizational members so that they work together to achieve organizational goals1-4344LeadingLeading Articulating a clear vision and energizing and enabling organizational members so they understand the part they play in atta

31、ining organizational goals1-4445ControllingControlling Evaluating how well an organization is achieving its goals and taking action to maintain or improve performanceThe outcome of the control process is the ability to measure performance accurately and regulate efficiency and effectiveness1-4546Is

32、The Managers Job Universal? 1-46Figure 1.447How to change from a good staff to a good managerHigh performance as a staff = high performance as a manager？How do successful managers allocate their time?1-47Tradition managementcommunicationHuman resourcessocial networkOrdinary Successfulefficient48Is T

33、he Managers Job Universal? 1-48Figure 1.549Science VS PhilosophyPhilosophyEffective thinking in seeking solutions to certain kinds of problemsManagerial philosophy Basis for solution of business problemsChinese/Japanese managerial philosophyWorld top 500s life span:40-42 yearsJapanese companies:30 y

34、earsChinese companies: 7.02How about Germany? 50Philosophy of Matsushita and tap waterMatsushita-founder of PanasonicThe core philosophy of tap water, according to Panasonics own, is always serve the public, that is, through the rich and increasing peoples material life has been the stability and we

35、ll-being. providing people with great convenienceBefore and after the outbreak of World War II, many Japanese enterprises in order to survive and the military have formed a consortium, had to produce military staffs. Matsushita is with great courage to take risks to provide products for ordinary and

36、 to improve peoples living standards-creating better quality and cheaper prices of goods as his duty51Chinese managerial philosophy儒(Confucianism):仁( Humaneness),Y (義, Righteousness or Justice),L (禮, Propriety or Etiquette),Zh (智, Knowledge),Xn (信, Integrity).道(Taoism):action through non-action, nat

37、uralness, simplicity, spontaneity, and the Three Treasures: compassion, moderation, and humility.法、墨、兵人文(humanity)、倫理(ethics)、中庸( Doctrine of the Mean) the goal of the mean is to maintain balance and harmony from directing the mind to a state of constant equilibrium. 孫子兵法-The Art of Warhttp:/wiki/The_Art_of_War明清商幫“儒”“商”（Confucian merchants）結(jié)合：a perfect unification of merchant, scholar and social activist52Basis for managerial philosophy53Science VS PsychologyPsychologyscientific study of human or animal mental functions and behaviors Managerial Psychologythe effe