管理学复习资料ManagerSomeone who coordinates and oversees the work of other people so that organizational goals can beaccomplished.First-line manager, middle manager and top manager. (concepts & difference)First-line ManagersManagers at the lowest level of the organization that manage the work of nonmanagerial employees.Middle ManagersManagers between the first level and the top level of the organization who manage the work of first-linemanagers.Top ManagersManagers at or near the upper levels of the organization structure who are responsible for makingorganization-wide decisions and establishing the goals and plans that affect the entire organization.基层管理者(First-line manager)通常称为监工。
在制造工厂中，基层(或最低层)管理者可能被称为领班。
在运动队中，这项职务是由被称为教练的人担任的。
中层管理者(middle manager)可能享有部门或办事处主任、项目经理、单位主管、地区经理、系主任、主教，或部门经理的头衔。
高层管理者(top manager)处在或接近组织最高领导位置的管理者的头衔，通常有诸如总裁、副总裁、校长、总监、总经理、首席执行官或者董事会主席。
The four contemporary functions of management:Planning: Defining goals, establishing strategies, and developing plans to coordinate activitiesOrganizing: Arranging work to accomplish organizational goals.Leading: Working with and through people to accomplish goals.Controlling: Monitoring, comparing, and correcting the work计划、组织、领导和控制10 managerial roles developed by Mintzberg. （英文版在p11）Interpersonal roles: Figurehead, Leader, LiaisonInformational roles: Monitor, Disseminator, SpokespersonDecisional roles: Entrepreneur, Disturbance handler, Resource allocator, NegotiatorOrganizational cultureThe shared values, principles, traditions, and ways of doing things that influence the way organizational members act .组织文化:共有的价值体系。
在每个组织中，都存在着随时间演变的价值观、信条、仪式、神话及实践的体系或模式，这些共有的价值观在很大程度上，决定了雇员的看法及对周围世界的反应。
当遇到问题时，组织文化通过提供正确的途径来约束雇员行为，并对问题进行概念化、定义、分析和解决。
Programmed decisions & nonprogrammed decisionsProgrammed decisions : A repetitive decision that can be handled by a routine approach. Nonprogrammed decisions : A unique that requires a custom-made solution.程序化决策(Programmed decision)它是能够运用例行方法解决的重复性决策。
程序化决策变成了依据先例的决策，管理者仅须按别人在相同情况下所做的那样做，经理只需求助于一个系统化的程序、规则或政策就可以了。
非程序化决策(Nonprogrammed decisions)这些决策是独一无二的，是不重复发生的。
当管理者面临结构不良问题或新出现的问题时，是没有事先准备好的解决方法可循的。
它需要一种定式的反应。
Purposes of planning●Provides direction to managers and nonmanagers alike.●Reduces uncertainty by forcing managers to look ahead, anticipate change ,considerthe impact of change, and develop appropriate responses.●Minimizes waste and redundancy.●Establishes the goals or standards used in controlling计划可以给出方向，减小变化的冲击，使浪费和冗余减至最少，以及设立标准以利于控制。
Strategic managementWhat managers do to develop the organization’s str ategies.The steps in the strategic management process.Step 1: Identifying the organization’s current mission, goals, and strategiesStep 2: Doing an external analysisStep 3: Doing an internal analysisStep 4: Formulating strategiesStep 5: Implementing strategiesStep 6: Evaluating ResultsPS：Steps 2 and 3 combined are called a SWOT analysis. (Strengths, Weaknesses, Opportunities, and Threats)DepartmentalizationThe basis by which jobs are grouped together.The concept of product departmentalization, advantages and disadvantagesOrganic and mechanistic organizationOrganic organization : An organizational design that’s highly adaptive and flexible .Mechanistic organization :An organizational design that’s rigid and tightly controlled.Contingency factors that influence organizational design●Degree of environmental uncertainty●Technology use by the organization●Organizational structure follows strategy.●Size of the organization●Overall strategy of the organization●Strategy Frameworks:InnovationCost minimizationImitation●Strategy and Structure●Size and Structure●Technology and Structure●Environmental Uncertainty and StructureCommunicationThe transfer and understanding of meaning.Communication process: (The Process of Interpersonal Communications)●Explain all the components of the communication process.●List the communication methods managers might use.●Describe nonverbal communication an how it takes place.●Explain the barriers to effective interpersonal communication and how to overcome them.Encoding, decodingEncoding : Converting a message into symbol.Decoding : Retranslating a sender’s messageNonverbal communication & body languageNonverbal Communication:Communication transmitted without words.Body language:Gestures, facial configurations, and other movements of the body that convey meaning.Verbal intonation:An emphasis given to words or phrases that conveys meaning.Human resource management processActivities necessary for staffing the organization and sustaining high employee performance.●Ensuring that competent employees are identified and selected.●Providing employees with up-to-date knowledge and skills to do their jobs.●Ensuring that the organization retains competent and high-performing employees who arecapable of high performance.Human resource planningEnsuring that the organization has the right number and kinds of capable people in the right places and at the right times.HR planning consists of 2 steps :1. Assessing current human resources2. Meet future HR needsJob descriptions and job specificationsJob Description :A written statement that describes a job.Job Specification :A statement of the minimum qualifications that a person must possess to perform a given job successfully.Traditional training methods●On-the-job :Employees learn how to do tasks simply by performing them, usually after an initial introduction to task.●Job rotation :Employees work at different jobs in a particular area, getting exposure to a variety of tasks.●Mentoring and coaching●Experiential exercises●Workbooks/manuals●Classroom lecturesManaging change●Organizational Change●Characteristics of ChangeManaging change is an integral part of every manager’s job.Internal and external force of changeMotivationThe process by which a person’s efforts are energized, directed, and sustained t oward attaining a goal.Theory X:The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.Theory Y:The assumption that employees are creative, enjoy work, seek responsibility, and can exerciseself-direction.Maslow’s hierarchy of needs theoryPhysiologicalSafety NeedsSocial NeedsEsteem NeedsSelf-ActualizationLeadershipThe process of influencing a group to achieve goals.Managers and leaders (difference)The University of Iowa studies (laissez-faire, democratic, autocratic)Identified three leadership styles:Autocratic style:A leader who tended to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation.Democratic style:A leader who tended to involve employees in decision making delegate authority, encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees.Laissez faire style:A leader who generally gave the group complete freedom to make decisions and complete the work in whatever way it saw fit.Research findings: mixed resultsNo specific style was consistently better for producing better performanceEmployees were more satisfied under a democratic leader than an autocratic leader.。