上海海事大學(xué)管理學(xué)重點(diǎn)考點(diǎn)總結(jié)

ChapterlManagerandManaging[Organization:Peopleworkingtogetherandcoordinatingtheiractionstoachievespecificgoals.2Managers:Jones---Managersarethepeopleresponsibleforsupervisingtheuseofanorganization'sresourcestomeetitsgoals.Management:theprocessofusingorganizationalresourcestoachievetheorganization'sgoalsbyplanning,organizing,leading,androntrolling.3EssentialManagerialFunction:Planning,Organizing,Leading,ControllingdEfficiency:makegood/pooruseofresourceEffectiveness:choosetheright/wronggoalstopursue（andmakehighperformence）5HierarchicalClassification（分層的等級制）：TopManagers,middleManagers,First-lineManagers,Non-management6ManagersandManagementfunctions:Topmanagers:1Planning,2Organizing,3Leading,4Controlling,middlemanagers:3412,frst-linemanagers:4321（按職能比例由大到?。?10rolesand3broadrolecategoriesInterpersonalrole:figurehead,leader,liaison（聯(lián)絡(luò)）Informationalrole:monitor,disseminator,spokespersonDecisionalRole:entrepreneur,disturbancehandler,resourceallocator,negotiator8Threeprimaryskills[ConceptualSkills：Thinkstrategicallytotakethebroad,long-termview；Analyzeanddiagnoseasituationandtodistinguishbetweencauseandeffect.2TechnicalSkills：Jobspecificknowledgeandtechniquesrequiredtoperformanorganizationalrole3HumanSkills：Tounderstand,alter,lead,andcontrolthebehaviorofotherindividualsandgroups.Skilltypeneededbymanagerlevel:topmanagertonon-management:123;1=2,3;2,1=3;312Chapter2Theevolutionofmanagementtheory19世紀(jì)40年代：ScientificManagementTheory早期管理思想19世紀(jì)末20世紀(jì)初：AdministrativeManagementTheroy古典管理:泰勒，韋伯，法約爾世紀(jì)初：BehaviorManagementTheory，ManagementScienceTheory，SystemsApproachContingencyApproach，TotalQualityManagement行為管理：梅奧，巴爾德世紀(jì)：OrganizationalEnvironmentTheory現(xiàn)代管理思想2Taylor's4Principlestoincreaseefficiency:1，studythewaythejobisperformednowanddeterminenewwaystodoit.2,codity（編纂）thenewmethodintorules.3,seletworkerswhoseskillsmatchtherulessetinstep2.4,establishafairlevelofperformanceandpayforhigherperformance.3BureaucraticSystem（官僚體系）:ABureaucracyshouldhave:Writtenrules,Hierarchy（等級制度）ofAuthority,Systemoftaskrelationships,Fairevaluationandreward4Fayol'sadministrativemanagementthoeryAchievement:IFayolidentified14principlesofthemanagementprocess2Fayolsetup4primaryfunctionsofmanagement14principles：1Divisionoflabor勞動(dòng)分工2、AuthorityandResponsibility權(quán)責(zé)對等3、Discipline紀(jì)律嚴(yán)明4、UnityofCommand統(tǒng)一指揮5、UnityofDirection統(tǒng)一領(lǐng)導(dǎo)6、Subordinationoftheindividualtothegeneralinterest個(gè)人利益服從集體利益7>Remunerationofpersonnel報(bào)酬8>Centralization集權(quán)9、Lineofauthority等級鏈10、Order秩序11、Equity公平12、Stabilityofpersonnel人員穩(wěn)定13、Initiative首創(chuàng)性14、Espritdecorps團(tuán)結(jié)精神5TheHawthorneStudies:Experiment:1Workerproductivitywasmeasuredatvariouslevelsoflightillumination.2theworkersenjoyedtheattentiontheyreceivedaspartofthestudyandweremoreproductive.HawthorneEffect:1socialnorms,groupstandardsandattitudesmorestronglyinfluenceindividualoutputandworkbehaviorthandomonetaryincentives.2managersmustunderstandtheworkingsoftheinformalroganization,thesystembehavioralrulesandnormsthatemergeinagroup.6TheoryX&TheoryY--DouglasMcGregor(1906~1964)Theoryx:Employeeislazy;Managersmustcloselysupervise;Createstrictrules&definedrewardsandpunishmentTheoryY:Employeeisnotinherentlylazy;Mustcreateworksettingtobuildinitiative;Provideauthoritytoworkers7ContingencyTheory(權(quán)變理論)CrucialmessageisthatthereisnoonebestwaytoorganizeStableenvironment=>mechanistic:lowcost；ChangingenvironmentChapter3ManagingTheOrganizationalEnvironment[organizationalenvironment:issetofforcesandconditionsoutsidetheorganization'sboundariesthathavethepotentialtoaffectthewaytheroganizationoperates.TaskEnvironmentissetofforcesandconditionsthatoriginatewithsuppliers,distributors,customers,andcompetitors.Suppliers:theindividualsandcompaniesthatprovideanorganizationwithinputresourcesthatitneedstoproducegoodsandservices.Customers:Theindividualsandgroupsthatbuythegoodsandservicesthatanorganizationproduces.Distributors:Theorganizationsthathelpotherorganizationsselltheirgoodsorservicestocustomers.Competitors:Organizationsthatproducegoodsandservicessimilartoaparticularorganization'sgoodsandservices.Economiesofscale(Economiesofscalearethecostadvantagesassociatedwithlargeoperations.);Brandloyalty-->Createbarriertoentry---Competitors2TheIndustrialLifeCycleBIRTH:Earlystageofanindustry'sevolutionGROWTH:Rapidgrowthofcustomerdemand;Moreandmoreneworganizationsenterintothemarket,increasingthelevelofcompetitionSHAKEOUT:Atendofgrowth,thereisaslowingcustomerdemand;Competitorrivalryincreases,pricesfall;LeastefficientfirmsfailandleaveindustryMATURITYCustomerdemandgrowthisslow;Relationshipsbetweensuppliers,distributorsmorestable;Industrydominatedbyafew,largefirmsDECLINE:Finalstageintheevolutionofanindustry;Fallingdemandfortheproduct;Pricesfalland,weakerfirmsleavetheindustry3GeneralEnvironment-Forceshaveprofoundimpactonthefirm.ManagersusuallycannotimpactorcontroltheseEconomicForces:Nationaleconomicandregionaleconomicconditionaffectanorganization.TechnologicalForces:Skills&equipmentusedindesign,productionanddistribution.Socio-culturalForces社會文化力量：Resultfromchangesinthesocialstructureornationalcultureofsociety.Demographic人口Forces：Resultfromchangesinpopulation.PoliticalandLegalForces:Resultfromchangesinthepoliticalarena.GlobalForces:Resultfromchangesininternationalrelationshipsbetweencountries.Chapter4TheManagerasaDecisionMaker[Decisionmaking:Decisionmaking:Processbywhichmanagersrespondtoopportunitiesandthreatsbyanalyzingoptions,andmakingdecisionsaboutgoalsandcoursesofactionTypesofDecisionMaking:ProgrammedDecisionMaking;Non-ProgrammedDecisionMakingThehighmanagementlevelamanageron,themorenon-programmeddecisionheshouldmake2StepsintheDecisionMakingProcess:1Recognizeneedforadecision2Frametheproblem3Generate&assessalternatives4Chooseamongalternatives5Implementchosenalternative6Learnfromfeedback-->1對應(yīng)解釋1Managersmustfirstrealizethatadecisionmustbemade2Managersmustdevelopfeasiblealternativecoursesofaction3Whataretheadvantagesanddisadvantagesofeachalternative4Managersrankalternativesanddecide.5Managersmustnowcarryoutthealternative6Managersshouldconsiderwhatwentrightandwrongwiththedecisionandlearnforthefuture3TypicalCognitiveBiasesSource（典型認(rèn)知偏差來源）PriorHypothesis:MakedecisionbasedonpriorbeliefRepresentativeness：MakedecisionbasedonsmallsampleorsinglecaseIllusionofControl：MakedecisionbasedonoverestimateabilityEscalatingCommitment：Ignoreadverseevidenceandincreaseinvestment4GroupDecisionanditsmethodsAdvantage:reducecognitivebiases,calloncombinedskills,andabilities,ensuresuccessfullyimplementDisadvantage:longerdecisionmakingprocess,thedangerofgroupthinkDelphiTechnique:highamountofsolutions,highqualityofsolutions,lowcost,lowdecisionmakingspeed,lowhumanrelationshipconflict,lowteamwork.NominalGroupTechnique:highamountofsolutions,highqualityofsolutions,lowcost,middecisionmakingspeed,midhumanrelationshipconflict,midteamwork.Brainstorming:midamountofsolutions,midqualityofsolutions,lowcost,middecisionmakingspeed,lowhumanrelationshipconflict,highteamwork.Chapter5TheManagerasaPlannerandStrategistIPlanning:Planningistheprocessusedbymanagerstoidentifyandselectgoalsandcoursesofactionfortheorganization.2FormulatingStrategy3SWOTAnalysis:Aplanningtoidentify:OrganizationalStrengthsandWeaknesses.EnvironmentalOpportunitiesandThreats.Identifyanorganizationsstrengthandweakness=>identifypotentialopportunitiesandthreatsinenviornment=>determiningstratrgies.FormulatingCorporate-levelStrategies:Developingaplanofactionmaximizinglong-runvalue(1)concentrationonasinglebusiness:Concentratingresourcesinonebusinessorindustry;Canbecomeverystrong,butcanberisky.(2)diversification:ExpandingoperationsintoanewbusinessornewindustryRelatedandUnrelatedDiversification(3)internationalexpansion:ChoosingtheappropriatewaytocompeteinternationallyGlobalstrategy&Multi-domesticstrategy.(4)verticalintegration:Involvinginproducingitsowninputsordistributingandsellingitsownoutputs,Backward&ForwardverticalintegrationFormulatingBusiness-levelStrategies:AplantogainacompetitiveadvantageinaparticularmarketorindustryFormulatingFunctional-levelStrategies:Aplanofactiontoimprovetheabilityofanorganization'sdepartmentstocreatevaluebManagingOrganizationalStructure[Organizationalstructure:FormalsystemoftaskandjobreportingrelationshipsthatdetermineshowemployeesuseresourcestoachieveorganizationalgoalsAuthority:Thepersonwhooccupiesapositionhasitsformalauthorityaslongasheorsheinthatposition.Power:AbilitiestoinfluenceotherpersonsSpanofControl:ThenumberofworkersamanagerdirectlymanagesHierarchyofAuthority:DescribesthecommandchainrelativetoauthorityfromtoptobottomInfluencingfactorsManagers'abilities,Subordinators'abilities,Standardizationoftask,Jobcondition,Taskenvironment2DeterminantsoforganizationalstructureContingencyFactors:Strategy,Environment,Technology,Humanresources=>organizationalstructure=>companyperformanceStrategycomesearlierthanstructure,differentstrategiesrequiretheuseofdifferentstructures.EnvironmentandStructure:Mechanisticstructure:ThenumberofdepartmentsissmallCentralizationOrganicstructure:Teamwork,Relativedecentralization,Thenumberofdepartmentislarge3Typesoforganizationalstructure:FunctionalStructure:DesignorganizationalstructureaccordingtofunctionDivisionalStructure:Designorganizationalstructureaccordingtodivision--Productstructure,Geographicstructure,CustomerstructureMatrixStructure:Managersgrouppeopleandresourcesintwowayssimultaneously:byfunctionandbyproductNetworkStructureLeadershipandHumanresourcemanagement[Leadership:Theprocesswhereapersonexertsinfluenceoverothersandinspires,motivatesanddirectstheiractivitiestoachievegoals.2PersonalLeadershipStyle:Thespecificwaysinwhichamanagerchoosestoinfluenceotherpeople.3TraitModel:Leadersmusthavecertainpersonalqualitiesthatsetthemapartfromotherpersons:intelligence,knowledgeandexpertise,dominance,high-energy,teleranceforstress,intergrityandhonesty,maturity.4TheBehaviorModel:Effectiveleaderpayattentionsbothtostructureinitiationandconsideration5externalandinternalrecruitment:Ecternal:managerslookoutsidethefirmforpeoplewhohavenotworkedatthefirmbefore.=>accesstoapotentiallylargeapplicantpool=>manynewjobshavespecificskillneeds.relativehighcostsofexternalrecruitment.Internal:ernalrecruitinghasseveralbenefits.=>managerslikelyalreadyknowthecandidates,internaladvancementcanmotivateemployees.=>workersknowthefirm'svulture,maynothavenewideas.6typesofperformanceappraisal:traitappraisals,behaviorappraisals,resultsappraisals.Chapter8Leaders