上海海事大学管理学重点考点总结.doc

Chapter1 Manager and Managing 1Organization:People working together and coordinating their actions to achieve specific goals.2Managers:Jones-Managers are the people responsible for supervising the use of an organizations resources to meet its goals.Management:the process of using organizational resources to achieve the organizations goals by planning,organizing,leading,and rontrolling.3Essential Managerial Function:Planning,Organizing,Leading,Controlling4Efficiency :make good/poor use of resource Effectiveness:choose the right/wrong goals to pursue( and make high performence)5Hierarchical Classification(分层的等级制)：Top Managers,middle Managers,First-line Managers,Non-management6Managers and Management functions: Top managers:1Planning,2Organizing,3Leading,4Controlling,middle managers:3412,first-line managers:4321(按职能比例由大到小)710roles and 3 broad role categoriesInterpersonal role:figurehead,leader,liaison(联络)Informational role:monitor,disseminator,spokespersonDecisional Role：entrepreneur,disturbance handler,resource allocator,negotiator8Three primary skills 1Conceptual Skills：Think strategically to take the broad, long-term view；Analyze and diagnose a situation and to distinguish between cause and effect. 2Technical Skills：Job specific knowledge and techniques required to perform an organizational role 3Human Skills：To understand, alter, lead, and control the behavior of other individuals and groups.Skill type needed by manager level：top manager to non-management:123;1=2,3;2,1=3;312Chapter2 The evolution of management theory1 19世纪40年代：Scientific Management Theory早期管理思想 19世纪末20世纪初：Administrative Management Theroy古典管理:泰勒，韦伯，法约尔 20世纪初：Behavior Management Theory，Management Science Theory，Systems ApproachContingency Approach，Total Quality Management行为管理：梅奥，巴尔德 21世纪：Organizational Environment Theory现代管理思想2Taylors 4 Principles to increase efficiency：1，study the way the job is performed now and determine new ways to do it.2,codity（编纂）the new method into rules.3,selet workers whose skills match the rules set in step2.4,establish a fair level of performance and pay for higher performance.3Bureaucratic System(官僚体系):A Bureaucracy should have:Written rules,Hierarchy(等级制度) of Authority,System of taskrelationships,Fair evaluation and reward4Fayols administrative management thoeryAchievement:1Fayol identified 14 principles of the management process2Fayol set up 4 primary functions of management 14 principles：1Division of labor劳动分工2、Authority and Responsibility权责对等3、Discipline纪律严明4、Unity of Command统一指挥5、Unity of Direction统一领导6、Subordination of the individual to the general interest个人利益服从集体利益7、Remuneration of personnel报酬8、Centralization集权9、Line of authority等级链10、Order秩序11、Equity公平12、Stability of personnel人员稳定13、Initiative首创性14、Esprit de corps团结精神5The Hawthorne Studies:Experiment:1Worker productivity was measured at various levels of light illumination.2the workers enjoyed the attention they received as part of the study and were more productive.Hawthorne Effect:1social norms,group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives.2managers must understand the workings of the informal roganization,the system behavioral rules and norms that emerge in a group.6Theory X & Theory Y-Douglas McGregor (19061964)Theory x:Employee is lazy;Managersmust closely supervise;Create strict rules & defined rewards and punishmentTheory Y:Employee is not inherently lazy;Must create work setting to build initiative;Provide authority to workers7Contingency Theory(权变理论)Crucial message is that there is no one best way to organizeStable environment=mechanistic:low cost；Changing environmentChapter 3 Managing The Organizational Environment1organizational environment:is set of forces and conditions outside the organizations boundaries that have the potential to affect the way the roganization operates.Task Environment is set of forces and conditions that originate with suppliers, distributors, customers, and competitors. Suppliers:the individuals and companies that provide an organization with input resources that it needs to produce goods and services. Customers:The individuals and groups that buy the goods and services that an organization produces. Distributors:The organizations that help other organizations sell their goods or services to customers. Competitors:Organizations that produce goods and services similar to a particular organizations goods and services. Economies of scale(Economies of scale are the cost advantages associated with large operations. );Brand loyalty-Create barrier to entry-Competitors2The Industrial Life CycleBIRTH:Early stage of an industrys evolution GROWTH:Rapid growth of customer demand;More and more new organizations enter into the market, increasing the level of competitionSHAKEOUT:At end of growth, there is a slowing customer demand;Competitor rivalry increases, prices fall;Least efficient firms fail and leave industryMATURITY:Customer demand growth is slow;Relationships between suppliers, distributors more stable;Industry dominated by a few, large firmsDECLINE:Final stage in the evolution of an industry ;Falling demand for the product;Prices fall and , weaker firms leave the industry3General Environment-Forces have profound impact on the firm.Managers usually cannot impact or control these Economic Forces:National economic and regional economic condition affect an organization. Technological Forces：Skills & equipment used in design, production and distribution. Socio-cultural Forces社会文化力量：Result from changes in the social structure or national culture of society. Demographic人口 Forces：Result from changes in population. P olitical and Legal Forces：Result from changes in the political arena. Global Forces：Result from changes in international relationships between countries.Chapter4The Manager as a Decision Maker1Decision making:Decision making:Process by which managers respond to opportunities and threats by analyzing options, and making decisions about goals and courses of actionTypes of Decision Making:Programmed Decision Making;Non-Programmed Decision MakingThe high management level a manager on, the more non-programmed decision he should make2Steps in the Decision Making Process:1Recognize need for a decision2Frame the problem3Generate & assess alternatives4Choose among alternatives5Implement chosen alternative6Learn from feedback-1 对应解释 1Managers must first realize that a decision must be made2Managers must develop feasible alternative courses of action3What are the advantages and disadvantages of each alternative4Managers rank alternatives and decide.5Managers must now carry out the alternative6Managers should consider what went right and wrong with the decision and learn for the future3Typical Cognitive Biases Source(典型认知偏差来源)Prior Hypothesis：Make decision based on prior beliefRepresentativeness：Make decision based on small sample or single caseIllusion of Control：Make decision based on overestimate abilityEscalating Commitment：Ignore adverse evidence and increase investment4Group Decision and its methodsAdvantage：reduce cognitive biases,call on combined skills,and abilities,ensure successfully implementDisadvantage:longer decision making process,the danger of groupthink Delphi Technique :high amount of solutions,high quality of solutions,low cost,low decision making speed,low human relationship conflict,low teamwork. Nominal Group Technique:high amount of solutions,high quality of solutions,low cost,mid decision making speed,mid human relationship conflict,mid teamwork. Brainstorming:mid amount of solutions,mid quality of solutions,low cost,mid decision making speed,low human relationship conflict,high teamwork.Chapter5The Manager as a Planner and Strategist1Planning:Planning is the process used by managers to identify and select goals and courses of action for the organization.2Formulating Strategy3SWOT Analysis:A planning to identify:Organizational Strengths and Weaknesses.Environmental Opportunities and Threats.Identify an organizations strength and weakness=identify potential opportunities and threats in enviornment=determining stratrgies.Formulating Corporate-level Strategies:Developing a plan of action maximizing long-run value(1)concentration on a single business:Concentrating resources in one business or industry;Can become very strong, but can be risky.(2)diversification:Expanding operations into a new business or new industryRelated and Unrelated Diversification(3)international expansion:Choosing the appropriate way to compete internationally Global strategy & Multi-domestic strategy.(4)vertical integration:Involving in producing its own inputs or distributing and selling its own outputs,Backward & Forward vertical integrationFormulating Business-level Strategies:A plan to gain a competitive advantage in a particular market or industryFormulating Functional-level Strategies:A plan of action to improve the ability of an organizations departments to create valuebChapter6 Managing Organizational Structure1Organizational structure:Formal system of task and job reporting relationships that determines how employees use resources to achieve organizational goalsAuthority:The person who occupies a position has its formal authority as long as he or she in that position.Power:Abilities to influence other personsSpan of Control:The number of workers a manager directly managesHierarchy of Authority:Describes the command chain relative to authority from top to bottomInfluencing factors:Managers abilities,Subordinators abilities,Standardization of task,Job condition,Task environment 2Determinants of organizational structureContingencyFactors:Strategy,Environment,Technology,Humanresources=organizational structure=company performanceStrategy comes earlier than structure,different strategies require the use of different structures.Environment and Structure:Mechanistic structure:The number of departments is small CentralizationOrganic structure:Team work ,Relative decentralization,The number of department is large3Types of organizational structure:Functional Structure:Design organizational structure according to function Divisional Structure:Design organizational structure according to division-Product structure,Geographic structure,Customer structureMatrix Structure:Managers group people and resources in two ways simultaneously: by function and by productNetwork StructureChapter7 Leadership and Human resource management1Leadership:The process where a person exerts influence over others and inspires, motivates and directs their activities to achieve goals.2Personal Leadership Style:The specific ways in which a manager chooses to influence other people.3 Trait Model:Leaders must have certain personal qualities that set them apart from other persons:intelligence,knowledge and expertise,dominance,high-energy,telerance for stress,intergrity and honesty,maturity.4The Behavior Model:Effective leader pay attentions both to structure initiation and consideration5external and internal recruitment:Ecternal:managers look outside the firm for people who have not worked at the firm before.=access to a potentially large applicant pool=many new jobs have specific skill needs.relative high costs of external recruitment.Internal:positions filled within the ernal recruiting has several benefits.=managers likely already know the candidates,internal advancement can motivate employees.=workers know the firmsvulture,may not have new ideas.6types of performance appraisal:trait appraisals,behavior appraisals,r