unit1 Modern management movement1

1、LOGOModern Management Movement管理學(xué)專業(yè)管理學(xué)專業(yè)英語(yǔ)英語(yǔ)LOGOOutlinesOutlines approaches to modern managementapproaches to modern management123456 Process approach System approach Contingency approach Strategic management approach Japanese style management approach Excellence approach LOGOOutlinesOutlines framew

2、ork of the modern management movementframework of the modern management movement123 Classical theory Behavioral theory Quantitative theory4Systems and Contingency Management theoryLOGOvHarod Koontz vManagement jungle theoryvVariances in the process approach Process Approach LOGO Process Approach Def

3、ining goals establishing strategy, and developing plans to coordinate activitiesDetermining what needs to be done, how it will be done, and who is to do itMotivating, leading, and any other actions involved in dealing with peopleMonitoring activities to ensure that they are accomplished as planned L

4、ead toAchieving the organizations stated purposesProcess approach proposed by Fayol LOGO System Approach Two basic types focus on production and efficiencyClosed system not influenced by and do not interact with their environment e.g. Taylors scientific management, Webers bureaucratic theory, etc. O

5、pen system recognize and respond to their environment e.g. human relations school, organizational development, etc.LOGO System Approach v Von Bertalanffyv “system” connected parts joined to form a whole in which the coordinated and combined effect of the subsystems creates synergy Internal behavior

6、people inside organizations perform their individual and group tasks External behavior integrates organizational transactions with other organizations and institutions LOGO System Approach Distinct purposeDeliberatestructurePeople organizationClosed system routine tasks task specialization class spe

7、cification chain of command formal hierarchySpan of 8Employees=512Managers( level 1-3)=73LOGOFudan University System Approach systemenvironmentenvironmentOpen system non-routine task performance interaction between staff and employees both vertically and horizontally prestige is externalized (reputa

8、tion, knowledge)The organization takes resources (inputs) from the larger system (environment), and returns them to the environment in changed form (outputs)LOGO Contingency Approach v Simplistic principles are incompletev Contingency approach is proposed by organizational theorists (Lawrence, Lorsc

9、h and Schein)v Contingency management stresses the need for appraisal and analysis of the entire managerial environment within the organization.v Contingency approach promotes organizational effectivenessLOGOIt sets centers on the best contingency playThere is an appropriate pattern for relationship

10、s which exists for organizationsAgreement exists between organizations and their internal and external environments, and between the management system and its various components. Contingency Approach ThreePrincipleSetsLOGO Strategic management Approach LOGOInternalExternalUtilizeImproveOpportunities

11、CSR awarenessFavorable policies and environmentTechnological advantageAdvantage in marketing channelsCompatibility abilityLong-established company with significant experience in marketing and good relationship with manufacturers.Have not yet fully taken the large immature emerging Asian market. Cros

12、s-industry advantageGovernment price ceilingsSynergyWeak regional portabilityExpansion barrierMonitorEliminateThreats100% of the shareholders in 3 European countries and majorities in other European countries.Low fees for calls made outside the home country）voice usage.Earning rate of primary busine

13、ss too highEffect of international financial crisisCompetition pressureIncompatibility with local communication standardsHard to differentiate different firmsStrengthWeakness CASE1: SWOT analysis on DIZZ companyanalysis on DIZZ companyLOGO Strategic management Approach Strategic management involves

14、four basic components:(1) environmental scanning;(2) strategy formulation;(3) strategy implementation;(4) evaluation and control.e.g. Porters 5 competitive forces analysisLOGO Strategic management Approach v Von Neumann and Morgenstern they defined strategy as a series of actions taken by a corporat

15、ion which are decided on according to the particular situation v Drucker describes strategy as a means of analyzing the present situation and changing it if necessaryv Chandler strategy is that it determines the basic long-term goals of a corporationv Ansoff examined strategy, from a programmatic an

16、d analytic approachv Hofer and Schendelv Mintzberg strategy as a mediating force between an organization and its environmentLOGO Japanese-style management Approach v Deming,1950, introduced a comprehensive management system which is the model for Japanese-style management, or total quality managemen

17、t (TQM)v TQM uses statistics to analyses variability in production processes in order to improve the product quality continuouslyLOGO Strategic management Approach Juranthe first to deal with the broad management features of quality, which distinguishes him from those who advocate specific technique

18、s, statistical or otherwise. He included three basic steps to progress:LOGO Strategic management Approach vCrosby concept of zero defects quality is conformance to requirements and it can only be measured by the cost of non-conformance three components than can be used by orgznizations to prevent non-conformances-determination, education and implementation.vOuchi Theory Z corporations generated close relationships with their employees and even made long-term employme