•First-line Managers - Individuals who manage the work of non-managerial employees.
•Middle Managers - Individuals who manage the work of first-line managers.
•Top Managers Individuals whoresponsible formaking org-wide decisions&establishing plans&goals that affect the entire org.
•Organization - A deliberate arrangement of people asmbled to accomplish some specific purpo (that individuals independently could not accomplish alone).
•Effectiveness“Doing the right things”Attaining organizational goals
•Efficiency“Doing things right”Getting the most output for the least inputs
•Interpersonal roles Figurehead, leader, liaison
•Informational roles Monitor, disminator, spokesperson
•Decisional roles Entrepreneur, disturbance handler, resource allocator, negotiator
•Technical skills Knowledge and proficiency in a specific field
•Human skills The ability to work well with other people
•Conceptualskills Theabilitytothink&conceptualize about abstract&complex situations concerning the organization •Innovation
•Doing things differently, exploring new territory, and taking risks.
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•Sustainability -a company’s ability to achieve its business goals and increa long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies.
•The theory of scientific management
•Using scientific methods to define the “one best way” for a job to be done:
•Putting the right person on the job with the correct tools and equipment
•Having a standardized method of doing the job
•Providing an economic incentive to the worker
•Henri Fayol
spud•Believed that the practice of management was distinct from other organizational functions北京2013中考录取分数线
•Developed principles of management that applied to all organizational situations
•Max Weber
•Developed a theory of authority bad on an ideal type of organization (bureaucracy)
新东方英语口语视频•Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism
•Organizational Behavior (OB) study of actions of people at work; p r the most important ast of an org
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•System - a t of interrelated and interdependent parts arranged in a manner that produces a unified whole.•Clod systems
•Are not influenced by and do not interact with their environment (all system input and output is internal)
•Open systems
•Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments
•Environmental Uncertainty - the degree of change and complexity in an organization’s environment.•Environmental Complexity - the number of components in an organization’s environment and the extent of the organization’s knowledge about tho components.
•Stakeholders - any constituencies in the organization’s environment that are affected by an organization’s decisions and actions.
•Organizational Culture - The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.
•Strong Cultures - Organizational cultures in which key values are intenly held and widely shared.
•做决定八步骤①确定问题所在。问题是指事物当前状态与理想状态间的差异。②确定决策标准。决策标准是指在制定决策时什么因素是相关的。③给标准分配权重。衡量标准的分量以确定它们在决策中要考虑的先后顺序。④提出备选方案。列出可以解决问题的可行备选方案。⑤分析备选方案。根据标
准评价每个备选方案。⑥选择备选方案。从备选方案中选择最好的一个方案⑦实施决策方案。将决策方案付诸实施。⑧评价决策效果。判断问题是否被解决
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Decision criteria are factors that are important (relevant) to resolving the problem
•Rational Decision-Making - describes choices that are logical and consistent while maximizing value.
•Bounded Rationality - decision making that’s rational, but limited (bounded) by an individual’s ability to process information.
•Satisfice - accepting solutions that are “good enough.”
决策分析技术-乐观准则，悲观准则，后悔准则
最大最大(max-max)准则找出每种行动的最好结果，再从最好结果中找一个更好的做为选择:
最大最小(max-min)准则找出每种行动的最坏结果, 再从最坏结果中找一个最好的做为它的选择:
最小机会损失准则( min-max)也称最小最大后悔准则，它利用机会成本的概念来进行决策。决策首先要计算机会损失(后悔值) 矩阵; 机会损失的概念是，当一个事件发生时，由于你没有选择最优决策而带来的收入损失•Intuitive decision- making Making decisions on the basis of experience, feelings, and accumulated judgment.
•Programmed Decision - a repetitive decision that can be handled by a routine approach.
•Non-programmed Decisions - unique and nonrecurring decisions that require a custom-made solution.
•Structured Problems - straightforward, familiar, and easily defined problems.
•Unstructured Problems problems that are new or unusual and for which information is ambiguous or incomplete.
•Linear Thinking Style - a person’s tendency to u external data/facts; the habit of processing information through rational, logical thinking.
•Nonlinear Thinking Style - a person’s preference for internal sources of information; a method of processing this information with internal insights, feelings, and hunches.
•Heuristics - using “rules of thumb” to simplify decision making.
•Overconfidence Bias - holding unreal istically positive views of onelf and one’s performance.
•Immediate Gratification Bias - choosing alternatives that offer immediate rewards and avoid immediate costs.
•Anchoring Effect - fixating on initial information and ignoring subquent information.
•Selective Perception Bias lecting, orging&interpreting events bad on the decision maker’s biad perceptions.
•Confirmation Bias eking out information that reaffirms past choices while discounting contradictory information.
•Framing Bias - lecting and highlighting certain aspects of a situation while ignoring other aspects.
•Availability Bias - losing decision-making objectivity by focusing on the most recent events.
•Reprentation Bias - drawing analogies and eing identical situations when none exist.
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•Randomness Bias - creating unfounded meaning out of random events.
•Sunk Costs Errors forgetting that current actions cant influence past events&relate only to future conquences.
•Self-Serving Bias - taking quick credit for success and blaming outside factors for failures.
•Hindsight Bias mistakenly believing that an event could have been predicted once the actual outcome is known •Formal planning Specific goals covering a specific time period Written and shared with organizational members •Planning Defining the organization’s goals Establishing an overall strategy for achieving tho goals
•Developing plans for organizational work activities
•Strategic Plans Establish the organization’s overall goals Seek to position the organization in terms of its environment Cover extended periods of time
•Operational Plans Specify the details of how the overall goals are to be achieved Cover a short time period
MBO-management by objective a process of tting mutually agreed-upon goals&using tho goals to evaluate employee performance Specific performance goals are jointly determined by employees and managers.
Progress toward accomplishing goals is periodically reviewed.
Rewards are allocated on the basis of progress towards the goals.
•Strategic management - what managers do to develop the organization’s strategies.
•Strategies - the plans for how the organization will do what it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals.
•Business model - how a company is going to make money.
•Strategic management process - a six-step process that encompass strategic planning, implementation, and evaluation.
•SWOT analysis - an analysis of the organization’s strengths, weakness, oppor tunities, and threats.
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•Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
•Corporate strategy - an organizational strategy that determines what business a company is in or wants to be in, and what it wants to do with tho business.
•Stability strategy - a corporate strategy in which an organization continues to do what it is currently doing. •Renewal strategy - a corporate strategy designed to address declining performance.
•Strategic Business Unit(SBU)the single independent biz of a org that formulate their own competitive strategies. •BCG matrix strategy tool that guides resource allocation decisions on the basis of market share & growth rate of SBUs. •Competitive strategy - an organizational strategy for how an organization will compete in its business(es). •Competitive advantage - what ts an organization apart; its distinctive edge.
•Strategic flexibility - the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision was a mistake.
•Organizational Structure - the formal arrangement of jobs within an organization.
•Chain of Command - the continuous line of authority that extends from upper levels of an organization to the lowest levels of the organization—clarifies who reports to whom.
•Span of Control - the number of employees who can be effectively and efficiently supervid by a manager. •Centralization- the degree to which decision making is concentrated at upper levels in the organization. •Decentralization - when an organization relegates decision making to managers who are clost to the action. •Formalization - the degree to which jobs within the organization are standardized and the extent to which employee behavior is guided by rules and procedures.275,
•Matrix Structure - an organizational structure that assigns specialists from different functional departments to work on one or more projects
•Boundaryless Organization- an organization who design is not defined by, or limited to, the horizontal, vertical, or external boundaries impod by a predefined structure
tss•Virtual Organization- an organization that consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.
•Motivation - the process by which a person’s efforts are energized, directed, and sustained toward a
ttaining a goal.•Two-factor theory (motivation-hygiene theory) - the motivation theory that claims that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.
•Hygiene factors - factors that eliminate job dissat isfaction, but don’t motivate.
•Motivators - factors that increa job satisfaction and motivation.
•Need for achievement (nAch) - the drive to succeed and excel in relation to a t of standards.
•Need for power (nPow) - the need to make others behave in a way that they would not have behaved otherwi.•Need for affiliation (nAff) - the desire for friendly and clo interpersonal relationships.头屑多的原因
•Goal-tting theory - the proposition that specific goals increa performance and that difficult goals, when accepted, result in higher performance than do easy goals.
•Self-efficacy - an individual’s belief that he or she is capable of performing a task.
•Job design - the way tasks are combined to form complete jobs.
•Job scope - the number of different tasks required in a job and the frequency with which tho tasks are repeated. •Job enlargement - the horizontal expansion of a job that occurs as a result of increasing job scope.
•Task significance - the degree to which a job has a substantial impact on the lives or work of other people. •Autonomy - the degree to which a job provides substantial freedom, independence, and discretion to the individual in scheduling work and determining the procedures to be ud in carrying it out.
•Feedback - the degree to which carrying out w ork activities required by a job results in the individual’s reception of direct and clear information about his or her performance effectiveness.
•Relational perspective of work design - an approach to job design that focus on how people’s tasks and jobs are increasingly bad on social relationships.
prejudice•Proactive perspective of work design - an approach to job design in which employees take the initiative to change how their work is performed.
•High-involvement work practices -work practices designed to elicit greater input or involvement from
workers. •Referents - the persons, systems, or lves against which individuals compare themlves to asss equity. •Distributive justice - perceived fairness of the amount and allocation of rewards among individuals.
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•Leader - Someone who can influence others and who has managerial authority.
•Leadership - What leaders do; the process of influencing a group to achieve goals.
•Legitimate power The power a leader has as a result of his or her position.
•Coercive power The power a leader has to punish or control.
•Reward power The power to give positive benefits or rewards.
•Expert power The influence a leader can exert as a result of his or her experti, skills, or knowledge.
•Referent power The power of a leader that aris becau of a person’s desirable resources or admired personal traits.
•Credibility (of a Leader)
•The asssment of a leader’s honesty, competence, and ability to inspire by his or her followers
•Control process - a three-step process of measuring actual performance, comparing actual performance against a standard, and taking managerial action to correct deviations or inadequate standards.
•Range of variation - the acceptable parameters of variance between actual performance and the standard. •Immediate corrective action - corrective action that corrects problems at once in order to get performance back on track.
•Basic corrective action - corrective action that looks at how and why performance deviated before correcting the source of deviation.
•Performance - the end result of an activity.
•Organizational performance - the accumulated results of all the organization’s work activities.
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•Productivity - the amount of goods or rvices produced divided by the inputs needed to generate th
at output. •Organizational effectiveness - a measure of how appropriate organizational goals are and how well tho goals are being met.
•Feed forward control - c ontrol that takes place before a work activity is done.
•Concurrent control - control that takes place while a work activity is in progress.
•Balanced scorecard - a performance measurement tool that examines more than just the financial perspective. •Management information system (MIS) - a system ud to provide management with needed information on a regular basis.
•Benchmarking - the arch for the best practices among competitors or non-competitors that lead to their superior performance.
•Benchmark - the standard of excellence to measure and compare against.
•Employee theft - any unauthorized taking of company property by employees for their personal u.
•Service profit chain - the rvice quence from employees to customers to profit.
•Corporate governance - the system ud to govern a corporation so that the interests of corporate owners are protected.
