Management

Management一、Term1.management: involves coordinating and overseeing the work activities of others so that their activities areaccomplished efficiently and effectively2.management function:(1)Planning: defining goals, establishing strategies for achieving those goals, and developing plans tointegrate and coordinate activities.(2)Organizing: arranging and structuring work to accomplish organizational goals.(3)Leading: working with and through people to accomplish organizational goals.(4)Controlling: monitoring, comparing and correcting work performance.3.management skills:(1)Technical skills: job-specific knowledge and technique needed to proficiently perform work tasks.(2)Human skills: the ability to work well with other people individually and in a group.(3)Conceptual skills: the ability to think and to conceptualize about abstract and complex situation.4.Why management is important for leaders?Answer: Because successful management usually brings the organization efficiency and effectiveness.(Efficiency: doing things right or getting the most output from the least amount of input; effectiveness: doing the things right or doing those work activities that will help the organization to reach its goals.)5.Scientific management: the use of scientific method to define the “the one best way” for a job tobe done.6.Talor’s scientific management principles:(1)Develop a science for each element of an individual’s work.(2)Scientifically select and then train, teach and develop the workers.(3)Heartily cooperate with workers so as to ensure that all work is done in accordance with the principlesof the science that has been developed.(4)Dividing work responsibility almost equally between management and workers. Management does allwork for which is better suited than the workers.bor division: jobs broken down into simple, routine and well-defined task.8.The Hawthorne Studies: A series of studies during 1920s and 1930s that provided new insights into individualand group behavior. It dramatically affected management beliefs about the role of people in organizations, leading to a new emphasis on human behavior factor in management.Conclusion: social norms or group standards were the key determinants of individual work behavior.anizational culture: the share value, principles, traditions, and ways of doing things that influence theway organizational members act.10.Dimensions of organizational culture: attention to detail, outcome orientation, team orientation,aggressiveness, stability, innovation and risk taking.11.The four basic organizational types:(1)Multinational corporation(跨国公司) is any type of international company that maintains operationsin multiple counties.(2)Multidomestic corporation(多国公司) decentralizes management and other decisions in the homecountry.(3)Global company(全球公司) centralizes its management and other decisions in the home country.(4)Transnational or borderless organization used an arrangement that eliminates artificial geographicbarriers.12.PEST analysis: stands for “political, economic, social, and technological analysis” and describes a frameworkof micro-environmental factors used in the environmental scanning component of strategic management. 13.What’ s Hofstede’ s five dimensions of national culture:(1)Individualistic: people look after their own ad family interests.Collectivistic: people expect group to look after and protect them.(2)High power distance: accepts wide differences in power, great deal of respect for those in authority.Low power distance: plays down inequalities.(3)High uncertainty avoidance: threatened with ambiguity and experience high level of anxietyLow uncertainty avoidance: comfortable with risks, tolerant of different behavior and opinions.(4)Achievement: values such as assertiveness, acquiring money and goods, and competition prevail(5)Long-term orientation: people look to the future and value thrift and persistence short-term orientation:people value traditional and the past.14.Social obligation: a firm’s engaging in social actins because of its obligation to meet certain economic andlegal responsibilities.15.Social responsibility: a business’ intention, beyond its legal and economic obligations, to do the right thingsand act in ways that are good for society.16.Social responsiveness: a firm’s engaging in social actions in response to some popular social need.17.Decision making: the essence of management18.Decision-making process:Identifying a problem; identifying the decision criteria;Allocating weights to the criteria; developing alternatives;Analyzing alternatives; selecting an alternativeImplement the alternative; evaluating decision effectiveness19. The changing process:unfreezing-changing-refreezing20. Certainty: a situation in which a decision maker can make accurate decisions because all outcomes are knownRisk: a situation in which the decision maker is able to estimate the likelihood o certain outcomesUncertainty: a situation in which a decision maker has neither certainty nor reasonable probability estimates available21.Goals: desired outcomes or strategies(stated goals and real goals)Plans: documents that outline how goals are going to be met.(strategic plans,operationalplans,long-term plans,short-term plans,specific plans)22. Strategic management: what managers do to develop an organization’s strategies.23. Why is strategic management important?Reason:(1) it can make a difference in how well an organization performs;(2) managers in organizations of all types and sizes face continually changing situation(3) organizations are complex and diverse24. Strategic management process:(1)identifying the organization’s current mission, goals, and strategies.(2)Doing an external analysis(3)Doing an internal analysis(4)Formulating strategies(5)Implementing strategies(6)Evaluating results25. Corporate strategy: specifies what business a company is in or wants to be in and what itwants to do with those business.(growth strategies/stability strategies/renewal strategies)Competitive strategy: a strategy for how an organization will compete in its business.Functional strategy: strategies used by an organization’s various functional departments tosupport the competitive strategy.26. BCG Matrix: A strategy tool that guides resource allocation decisions on the basis of marketshare an growth rate of SBU.(strategic business units 战略业务单元)27. Michael Porter’S 5 force model:(1)Threat of new entrants:how likely is it that new competitors will come into the industry?(2)Threat of substitutes:how likely is it that other industries’ products can be substitutedfor our industry’ s products.(3)Bargaining power of buyers: how much bargaining power do buyers have?(4)Bargaining power of suppliers: how much bargaining power do suppliers have?(5)Current rivalry(现有的竞争者): how intense is the rivalry among current industryCompetitor28. Organizing: arranging and structuring work to accomplish an organization’s goals.(1)chain of command: the line of authority extending from upper organizational levels tothe lowest levels, which clarifies who reports to whom.(2) span of control: the number of employees a manger can efficiently and effectivelyManage.(3) centralization: the degree to which decision making is concentrated at upper levels ofthe organization(4)decentralization: the degree to which level employees provided input or actually makeDecisions.29. Traditional organizational structure:(1)simple structure: an organizational design with low departmentalization,wide span of control, centralized authority, and little formalization.(2)Functional structure: an organization design that group together similar or related occupational specialties.(3)Divisional structure: an organizational structure made up of separate semiautonomous units or divisions. Contemporary organizational structure:(1)team structure:an organizational structure in which the entire organization is made up of work groups or teams(2)Matrix structure:an organizational structure that assigns specialists from different functional departments to work on one or more projects.(3)Project structure:an organizational structure in which employees continuously work on projects.(4)Boundaryless organization:an organization whose design is not defined by or limited to the horizontal, vertical, and external boundaries imposed by a predefined structure.(5)Virtual organization: an organization that consist of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.30.Human resources: is the set of individuals who make up the workforce of an organizationbusiness sector or an economyanizational change: any alteration of people, structure, or technology in an organizationThree types of change: structure, technology, people32. Leader: a person who can influence others and who has managerial authority.Leadership: a process to influencing a group to achieve goals.33. Innovation: the process of turning creative ideas into useful products or work methods.34. Motivation: refers to the process by which a person’s efforts are energized, directed, andsustained toward attaining a goal.35. Two-factor theory: Herzberg’s motivation theory,which proposes that intrinsic factors arerelated to job satisfaction and motivation, whereas extrinsic factors areassociated with job dissatisfaction.36. Expectancy theory: the theory that an individual tends to act in a certain way, based on theexpectation that the act will be followed by a given outcome and on theattractiveness of that outcome to the individual.37.Four type of leader model:(1)T r a n s a c t i o n a l L e a d e r s h i p:L e a d e r s w h o g u i d e o r m o t i v a t e t h e i r f o l l o w e r s i n t h e d i r e c t i o n o f e s t a b l i s h e dg o a l s b y c l a r i f y i n g r o l e a n d t a s k r e q u i r e m e n t s.(2)T r a n s f o r m a t i o n a l L e a d e r s h i p:L e a d e r s w h o i n s p i r e f o l l o w e r s t o t r a n s c e n d t h e i r o w ns e l f-i n t e r e s t s f o r t h e g o o d o f t h e o r g a n i z a t i o n b y c l a r i f y i n g r o l e a n d t a s k r e q u i r e m e n t s.L e a d e r s w h o a l s o a r e c a p a b l e o f h a v i n g a p r o f o u n d a n d e x t r a o r d i n a r y e f f e c t o n t h e i rf o l l o w e r s(3)C h a r i s m a t i c L e a d e r s h i p:A n e n t h u s i a s t i c,s e l f-c o n f i d e n t l e a d e r w h o s e p e r s o n a l i t y a n da c t i o n s i n f l u e n c e p e o p l e t ob e h a v e i nc e r t a i n w a y s.(4)V i s i o n a r y L e a d e r s h i p:A l e a d e r w h o c r e a t e s a n d a r t i c u l a t e s a r e a l i s t i c,c r e d i b l e,a n da t t r a c t i v e v i s i o n o f t h e f u t u r e t h a t i m p r o v e s u p o n t h e p r e s e n t s i t u a t i o n38.The Fiedler Model: Fiedler contingency model,a leadership theory which proposed that effective group performance depended on the proper match between a leader’s style and the degree to which the situation allowed the leader to control and influence.39.managing power for leaders:(1)legitimate power:the power a leader has as a result of his or her position in an organization(2)coercive power:the power a leader has to punish or control(3)reward power:the power a leader has to give positive rewards(4)expert power:power that’s based on expertise, special skills, or knowledge.(5)referent power:power that arises because of a person’s desirable resources or personal traits40. Three types of control:(1)Feedforward control:control that takes place before a work activity is done.(2)Concurrent control: control that takes place while a work activity is in progress.(3)Feedback control: control that take place after a work activity is done.二．Case writing:what strategic management is important for enterprise?Offer case to supportyour opinion.Reason:(1) it can make a difference in how well an organization performs;(2) managers in organizations of all types and sizes face continually changing situation(3) organizations are complex and diverse。