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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 assembled to
accomplish some specific purpose (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, disseminator, 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
Conceptuals
kills
Theabilitytothink&conceptualize
about abstract&complex situations concerning the
organization
Innovation
Doing things differently, exploring new
territory, and taking risks.
Sustainability
-
a
company’s
ability
to
achieve
its
business
goals
and
increase
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
Believed that the practice of
management was distinct from other organizational
functions
Developed
principles of management that applied to all
organizational situations
Max Weber
Developed a theory of authority based
on an ideal type of organization (bureaucracy)
Emphasized rationality, predictability,
impersonality, technical competence, and
authoritarianism
Organizational
Behavior (OB)
study of actions of
people at work; p r the most important asset of an
org
System -
a
set of interrelated and interdependent parts
arranged in a manner that produces a unified
whole.
Closed 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 those
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 intensely 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
?
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
-<
/p>
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 use 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
oneself 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 subsequent
information.
?
Selective Perception
Bias
selecting,
orging&
interpreting events based on the
decision maker’s biased perceptions.
?
Confirmation
Bias
seeking out information that
reaffirms past choices while discounting
contradictory information.
?
Framing Bias
- selecting and
highlighting certain aspects of a situation while
ignoring other aspects.
?
Availability Bias
- losing
decision-making objectivity by focusing on the
most recent events.
?
Representation Bias
-
drawing analogies and seeing identical situations
when none exist.
?
Randomness Bias
- creating
unfounded meaning out of random events.
?
Sunk Costs
Errors
forgetting that current actions
cant influence past events&relate only to future
consequences.
?
Self-Serving Bias
- taking
quick credit for successes 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
those 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 setting mutually
agreed-upon goals&using those 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
encompasses
strategic
planning,
implementation,
and
evaluation.
?
SWOT analysis
-
an analysis of the
organization’s strengths, weaknesses,
oppor
tunities, and threats.
?
Core
competencies
-
the
organization’s major value
-creating
capabilities that determine its competitive
weapons.