管理学原理PPT

100% 63% 56% 40% 30% 20%
有效批评的技巧
批评的必要性 批评的明确性 批评的适当性 重事不重人 重人不重己
Effective negotiation skills
Research your opponent Begin with a positive overture Address problems; not personalities Pay little attention to initial offers Emphasize winwin solutions Be open to accepting thirdparty assistance
Discussion 讨论
Mintzberg’s roles 明茨伯格角色论
Interpersonal 人际关系
Figurehead
Leader
Liaison
形象首脑：
接待访问者;签署法律文件
领导者：
激励下属;调配和培训人员
联络者：
维护外部形象;提供信息
问题
What is different roles between top level manager and middle or lower level manager
Stewardship principle Business; acting as a
public trustee; should consider the interests of all who are affected by business decisions and policies Ways are stakeholder approach to corporate strategic planning; optimum longrun profit rather than shortrun profit; enlightened selfinterest attitude
Important concepts 主要概念
Process approach:
based on planning; organizing; leading; controlling
Systems approach:
closed and opened systems; organization is influenced by and does interact with its environment
Fundamentals of management
管理学原理
How to Learn Management
munication each other Group discussion Textbook Testing and examination
Chapter 1
manager and management
第一章
管理者与管理
Importanttion
Three mon characteristics:
Purpose Member Systematic structure
What is management
Three mon factors: Process People Effective and efficient
1950年：戴明在日本的讲演—质量控制就是节约成本 1961年：通用总监菲根鲍姆的 全面质量管理 1974年：中东石油危机
质量模式的出现
全过程控制的体系 QC小组：工人的参与;体现劳动者人的价值 消费者的权益：体现市场的适应性;产品 组织 制度 文化模式 1962年;肯尼迪提出消费者的四大权利：安全 知情 选择 表达 是一种价值观的改变 是对生活质量 对人性和人的权利的追求
feedback
message
Noise and distortion
Culture distortion Information lack Emotional instability
Tired out Stupid words
Others
交流中的信息流失
信息传达层次
剩余信息量
董事会书面指令 副总裁接到指令 产品总监接到指令 部门经理接到指令 团队领导接到指令 员工接到指令
Chapter 7
The change of manager’s idea in 1900
Two principles : Charity and Stewardship
Charity principle Business should give
voluntary aid to society’s needy persons and groups Ways are philanthropic foundations; private initiatives to solve social problems
你能帮助解决这个难题吗 提升了他的职务;没有给予奖励;取消了申报奖励制度
Chapter 2
the change face of management
第二章
管理的变化
Important concepts
Civilization waves
agricultural industrial information next Biotech or others
Topic 4
munication
沟通及其技巧
Explain: what is munication
The transferring and understanding the meaning
Not only convey; but also convey and received If a tree falls in a forest and no one hears it; does it make any noise Not only agreement; but also understanding each other
日本管理专家新江滋生建议稍稍改变一 下操作程序：
每次从弹簧盒里取出两个弹簧放进一个 小盘内;再从小盘中取出弹簧装入开关;若 装配后盘内留有弹簧;工人便能立即意识 到发生漏装;予以纠正
质量保证了;效率却下降了;你认为值得吗
Assessment by yourself 自我评估
Describe your organization
Discussion 讨论
1961年;日本松下的山田电器厂遇到了一 个开关质量难题 实际上;这个开关的装配 操作很简单：从装有许多弹簧的盒内每 次取出两个装入开关;再装上按钮 让山田 厂长困惑的是;无论采取什么质量管理方 法;都不能使工人避免偶尔忘记装入弹簧
你能帮助山田厂长解决这个难题吗
Answering 答案
Efficiency Effectiveness Successful
Important concepts 主要概念
Managers
Individuals in an organization who direct the activities of others
Operatives
People who work directly on a job or task and have no responsibility for overseeing the work of others
discussion
Globalization Ethnocentrism parochialism
Differences
Social responsibility Social obligation
Business activities to improve society
- Economic growth and efficiency - Education - Employment and training - Civil rights and equal opportunity - Urban renewal and development - Pollution abatement - Conservation and recreation - Culture and art - Medical care
The difference between interpersonal munication and organizationwild munication
How does the munication process work
noise sender encoding channel decoding receiver
1993年;摩托罗拉中国天津寻呼机厂生产线的调谐工序 时常出现漏调和重调现象 美国标准设置的工序是：
工人们自己组成团队改变了工序：
问题
这是流程再造 它会带来组织和观念再造 用什么观念和方法对待效益 量还是
质 用什么观念和方法对待人 控制还是
理解和参与
What is TQM
规模模式向质量模式的转化：
Contingency approach:
Based on intuitively logical and variable situations
解决变化中的难题
激励制度往往会发生效能递减趋势;特别是在环境发生 迅速变化的今天更是这样 在某一中;以前的激励不能发 生有效的作用了;于是;试行了申报激励的制度 一位会计 向申报了奖励：他将在1993年12月实施;而在1994年2月 发生支付的一项款记入了1993年12月的账上;为减少了 300多万元的增值税支出 因而申请按规定奖给他30万元 于是;领导层对此申报产生了争论;到底该不该奖励
Who is intrapreneur
销售部经理：确定正确的销售战略;制定 切实可行的销售计划;安排好销售人员;完 成了销售任务;实现了销售目标
培训部经理：确定了培训计划;安排了培 训人员;实现了培训目标;组织培训人员研 究改革思路和方案;与培训干部共同讨论 生产计划;管理制度
Discussion：reengineering
Question
How does an organization go global
Stage 2
Stage 1 export
Hire foreign representatives Contract with foreign business
Stage 3
Licensing Jointventure Branch process
- Government
discuss
Hofstede ‘s culture variables
Individualism and collectivism Power distance Uncertainty avoidance Quantity of life and quality of life
question
Do you think there are other culture differences between western countries and China
Important concept
Manager and entrepreneur
Intrapreneur
创新管理者
思考
质量问题仅仅是管理 能够解决的吗
testing
Describe the culture different between Yunnan and Guangdong; and the effect to manager’s behavior at least 1000 words in English
What kinds of manager role did you have played in your organization
Do you often find confusion of manager roles in your organization
Why Do you think it is reasonable