管理學(xué)原理課件英文版

ThePrincipleofManagement

Chapter1ManagerandManagementWhat’stheorganizationWhoaremanagers?Whatismanagement?Whatdomanagersdo?Whatskillsshouldsuccessfulmanagerspossess?Definition:

Anorganizationisasystematicarrangementofpeoplebroughttogethertoaccomplishsomespecificpurpose.

What’stheorganization?ThreecommoncharacteristicsoftheorganizationOrganizationpurposeEveryorganizationhasitsdistinctpurpose,whichistypicallyexpressedintermsofagoalorsetofgoals.PeopleOrganizationsaremadeupofpeople.Makingagoalintorealityentirelydependsonpeople’sdecisionsandactivitiesintheorganization.

StructureAllorganizationsdevelopasystematicstructurethatdefinesandlimitsthebehaviorofitsmembers.Chapter1ManagerandManagementWhat’stheorganizationWhoaremanagers?Whatismanagement?Whatdomanagersdo?Whatskillsshouldsuccessfulmanagerspossess?Managers&operativeemployeesManagers----------individualsinanorganizationwhodirecttheactivitiesofotherpeople.Operatives----------peoplewhoworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.OrganizationalLevelTopmanagersMiddle-linemanagersFirst-linemanagersOperativesResponsibilityTitleDirectingtheday-to-dayactivitiesofoperativessupervisorsTranslatingthegoalssetbytopmanagementintospecificdetailsthatlower-levelmanagerscanperformdepartmentoragencyhead/projectleader/unitchief/districtmanager/dean/bishop/divisionmanagerMakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers.vicepresident/president/chancellor/chiefoperatingofficer/chiefexecutiveofficer/chairpersonoftheboardChapter1ManagerandManagementWhat’stheorganizationWhoaremanagers?Whatismanagement?Whatdomanagersdo?Whatskillsshouldsuccessfulmanagerspossess?Whatismanagement?

Definition

Theterm

management

referstotheprocessofgettingthingsdone,effectivelyandefficiently,throughandwithotherpeople.

Severalcomponentsinthisdefinitionneeddiscussion.Theseareterms

process,effectively,andefficiently.

Efficiency&Effectiveness

Efficiency

meansdoingthetaskcorrectlyandreferstotherelationshipbetweeninputsandoutputs.Managementisconcernedwithminimizingresourcecosts.

Effectiveness

meansdoingtherightthings.Inanorganization,thattranslatesintogoalattainment.

MeansEndsEfficiencyEffectivenessResourceusageGoalattainmentLowGoalsHighwasteattainmentEfficiency&Effectiveness

Chapter1ManagerandManagementWhat’stheorganizationWhoaremanagers?Whatismanagement?Whatdomanagersdo?Whatskillsshouldsuccessfulmanagerspossess?Managementprocesses/managementfunctionsManagementrolesArethereanydifferencesindifferentmanagers’jobs?ManagementFunctionsPlanningOrganizingLeadingControlling1.Defininggoals1.Determining1.DirectingMonitoring2.Establishingwhatneedsto2.Motivatingactivitiestostrategydoneallinvolvedensurethat3.Developing2.Howitwillpartiestheyaresubplansbetodone3.Resolvingaccomplishedcoordinate3.whoistodoconflictsasplannedactivitiesitResultinginAchievingtheorganization’sstatedpurposeManagementprocesses/managementfunctionsManagementrolesArethereanydifferencesindifferentmanagers’jobs?ManagementRoles

Mintzbergconcludedthatmanagersperform10differentbuthighlyinterrelatedroles.These10rolescanbegroupedunderthreeprimaryheadings:

InterpersonalrelationshipThetransferofinformationDecisionmakingInterpersonalRelationship

Thispartencompassesthreeroles:Role

Description

IdentifiableActivitiesFigureheadSymbolichead;obligedtoperformanumberofroutinedutiesofalegalorsocialnatureGreetingvisitors;signingdocuments

Leader

Responsibleforthemotivationandactivationofemployees;responsibleforstaffing,training,andassociateddutiesPerformingvirtuallyallactivitiesthatinvolvesubordinates

Liaison

Maintainsself-developednetworkofoutsidecontactsandinformerswhoprovidefavorsandinformation

Acknowledgingmail;performingotheractivitiesthatinvolveoutsiders

Thetransferofinformation

Theinformationalrolesalsoincludethreeroles:RoleDescriptionIdentifiableActivitiesMonitor

EmergesasnervecenterofinternalandexternalinformationaboutInformation.

Readingperiodicalsandreports;maintainingpersonalcontact.

Disseminator

Transmitsinformationreceivedfromotheremployeestomembersoftheorganization.

Holdinginformationalmeeting;makingphonecallstorelayinformation.

SpokespersonTransmitinformationtooutsidersonorganization’splan,policies,actions,results,etc.

Holdingboardmeeting;givinginformationtothemedia.

DecisionMaking

Thedecisionalrolesincludefourroles:RoleDescriptionIdentifiableActivitiesEntrepreneurSearchesfordevelopmentopportunitiesinthedynamicenvironmentandinitiates“improvementprojects”tobringaboutchange.Designingandinitiatingchangeswithintheorganization.Disturbancehandler

Responsibleforcorrectiveactionwhenorganizationfacesimportantdisturbances.

Takingcorrectiveactioninnonroutinesituations.

Resourceallocator

Responsiblefortheallocationoforganizationalresourcesofallkinds.Performinganyactivitythatinvolvesbudgetingandtheprogrammingofemployees’work.

NegotiatorResponsibleforrepresentingtheorganizationatmajornegotiations.

Participatinginnegotiationswithotherparties.

Managementprocesses/managementfunctionsManagementrolesArethereanydifferencesindifferentmanagers’jobs?

DifferencesinDifferentManagers’Jobs

LevelintheorganizationTypeoftheorganizationSizeoftheorganizationLevelintheOrganization

Thedifferencesintheirjobsareofdegreeandemphasisbutnotofactivities’property.Wecanseethefollowingfigure.15%PlanningOrganizing24%Controlling10%Leading51%Leading36%Planning18%Organizing33%Controlling13%Planning28%Controlling14%Leading22%Organizing36%First-LevelManagersMiddle-LevelManagersTopManagers

DistributionofTimeperActivitybyOrganizationLevelTypeoforganization

--------------profitversusnot-for-profitThemostimportantismeasuringperformance.Profit,orthe“bottomline”,actsasanunambiguousmeasureoftheeffectivenessofabusinessorganization,buttheisnosuchuniversalmeasureinnot-for-profitorganizations.Makingaprofitisnottheprimaryfocusforthe“owners”ofnot-for-profitorganizationsSizeoftheOrganization

HighModerateLowEntrepreneurFigureheadLeaderSpokespersonDisseminator

ImportanceofRoles

RolesPlayedbyManagersRolesPlayedbyManagersinSmallFirmsinLargeFirmsResourceallocatorLiaisonMonitorDisturbancehandlerNegotiatorEntrepreneurImportanceofManagerialRolesinSmallandLargeBusinessChapter1ManagerandManagementWhat’stheorganizationWhoaremanagers?Whatismanagement?Whatdomanagersdo?Whatskillsshouldsuccessfulmanagerspossess?Whatskillsshouldsuccessfulmanagerspossess?

GeneralskillsConceptualskillsInterpersonalskillsTechnicalskillsPoliticalskillsSpecificskills

Controllingtheorganization’senvironmentanditsresourcesOrganizingandcoordinatingHandlinginformationProvidingforgrowthanddevelopmentMotivatingemployeesandhandlingconflictsStrategicproblemsolvingPracticesUnderstandthetermmanagement,efficiencyandeffectiveness?Identifytheprimaryresponsibilitiesofthethreelevelsofmanagers.Whatfourfunctionsandtenrolesareperformedbymanagers?Whatdifferencesexistindifferentmanagers,ifconsideringlevel,type,sizeintheorganization?Whatarefourgeneralskillsthatasuccessfulmanagershouldpossess?ChapterTwoTheDevelopmentofManagementTheory

Uptothe20thcentury(premodernera)Adamsmith’scontributiontothefieldofmanagementIndustrialrevolution’sinfluenceonmanagementpractices

Intheearly20thcenturyScientificmanagementGeneraladministrativetheoryThehumanresourcesapproachThequantitativeapproach

Fromthelater20thcenturytothepresentTheprocessapproachThesystemsapproachThecontingencyapproachAdamSmith’sContributiontotheFieldofManagement

Thegeneralpopularitytodayof

jobspecializationisundoubtedlyduetoSmith’sviewaboutdivisionoflabor.Divisionoflaboristhebreakdownofjobsintonarrow,repetitivetasks.IndustrialRevolution’sInfluenceonManagementPractices

IndustrialRevolutionhasoriginatedinlate-18th-centuryGreatBritain,andcrossedtheAtlantictoAmericabytheendoftheCivilWar.Becauseof

the

IndustrialRevolution,machinepowerwasrapidlysubstitutedforhumanpower,whichmadeiteconomicaltomanufacturegoodsinfactories.Withthedevelopmentofbigorganizations,aformaltheorytoguidemanagersrunningtheseorganizationsefficientlyandeffectivelywasneeded.ChapterTwoTheDevelopmentofManagementTheory

Uptothe20thcenturyAdamsmith’scontributiontothefieldofmanagementIndustrialrevolution’sinfluenceonmanagementpractices

Intheearly20thcenturyScientificmanagementGeneraladministrativetheoryThehumanresourcesapproachThequantitativeapproach

Fromthelater20thcenturytothepresentTheprocessapproachThesystemsapproachThecontingencyapproachScientificManagement

FrederickTaylor(弗雷德里克?泰勒)

FrederickTaylorwascalledasthefatherofScientificmanagement.Hisbook

ThePrinciplesofScientificmanagement

waspublishedin1911.Immediately,itscontentsbecamewidelyacceptedbymanagersthroughouttheworld.

BackgroundofThatTimeTherewerenoclearconceptsofresponsibilitiestoworkersandmanagers.Noeffectivework

standardsexisted.Managementdecisionswerebasedonhunchandintuition.Workerswereplacedonjobswithlittleornoconcernformatchingtheirabilitiesandaptitudeswiththetasksrequired.Managersandworkersconsideredthemselvestobeincontinualconflict—anygainbyonewouldbeattheexpenseoftheother.Taylor’sFourPrinciplesofManagement

Developascientificwayforeachelementofanindividual’swork,whichreplacestheoldrule-of-thumbmethod.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththescientificwaythathasbeendeveloped.Divideworkandresponsibilityalmostequallybetweenmanagersandworkers.Managerstakeoverallworkforwhichitisbetterfittedthantheworkers.ChapterTwoTheDevelopmentofManagementTheory

Uptothe20thcenturyAdamsmith’scontributiontothefieldofmanagementIndustrialrevolution’sinfluenceonmanagementpractices

Intheearly20thcenturyScientificmanagementGeneraladministrativetheoryThehumanresourcesapproachThequantitativeapproach

Fromthelater20thcenturytothepresentTheprocessapproachThesystemsapproachThecontingencyapproach

GeneralAdministrativeTheory

HerialFayol’scontributions

Hearguedthatmanagementwasanactivitycommontoallhumanundertakingsinbusiness,ingovernment,andeveninthehome.

Hestated

14principlesofmanagement—fundamentaloruniversaltruths.MaxWeber’scontributions

Weberdevelopedatheoryofauthoritystructuresanddescribedorganizationalactivityonthebasisofauthorityrelations.Hedescribedanidealtypeoforganizationthathecalledabureaucracy,characterizedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships.Fayol’s14PrinciplesofManagementDivisionofWorkAuthorityDisciplineUnityofCommandUnityofDirectionSubordinationofIndividualIntereststotheGeneralInterestRemuneration

Centralization9.ScalarChain10.Order11.Equity12.StabilityofTenureofPersonnel13.Initiative14.EspritdecorpsWeber’sIdealBureaucracyDivisionoflaborAuthorityhierarchyFormalselectionFormalrulesandregulationsImpersonalityCareerorientationChapterTwoTheDevelopmentofManagementTheory

Uptothe20thcenturyAdamsmith’scontributiontothefieldofmanagementIndustrialrevolution’sinfluenceonmanagementpractices

Intheearly20thcenturyScientificmanagementGeneraladministrativetheoryThehumanresourcesapproachThequantitativeapproach

Fromthelater20thcenturytothepresentTheprocessapproachThesystemsapproachThecontingencyapproachTheHumanResourcesApproach

HawthorneStudiesHumanRelationsMovement

DaleCarnegie(戴爾?卡內(nèi)基)AbrahamMaslow（亞伯拉罕?馬斯洛）

DouglasMcGregor（道格拉斯?麥格雷戈）

BehaviorScienceHawthorneStudies

Time:1924—theearly1930sPlace:HawthorneplantintheWesternElectricCompanyDesigner:WesternElectricindustrialengineersEltonMayoandhisassociatesMayo’sFinding:

Behaviorandsentimentsarecloselyrelated.Groupinfluencessignificantlyaffectindividualbehavior.Groupstandardsestablishindividualworkeroutput.Moneyislessafactorindeterminingoutputthanaregroupstandards,groupsentiments,andsecurity.ChapterTwoTheDevelopmentofManagementTheory

Uptothe20thcenturyAdamsmith’scontributiontothefieldofmanagementIndustrialrevolution’sinfluenceonmanagementpractices

Intheearly20thcenturyScientificmanagementGeneraladministrativetheoryThehumanresourcesapproachThequantitativeapproach

Fromthelater20thcenturytothepresentTheprocessapproachThesystemsapproachThecontingencyapproachTheQuantitativeApproachWhatarequantitativeapproaches?

Thequantitativeapproachtomanagement,sometimesreferredtoasoperationsresearch(OR)ormanagementscience.Itincludesapplicationsofstatistics,optimizationmodels,informationmodels,andcomputersimulations,linearprogramming,andsoon,whichcanbeusedtosolvemanagementproblems.TheQuantitativeApproachHowhavetheycontributedtocurrentmanagementpractice?

Ingeneral,thequantitativeapproacheshavecontributeddirectlytomanagementdecisionmaking,particularlytoplanningandcontroldecisions.ThinkingProblemsWhatstimulatedtheclassicalapproach(scientificmanagementandgeneraladministrativetheory)?Whatstimulatedthehumanresourceapproach?Whatstimulatedthequantitativeapproach?ChapterTwoTheDevelopmentofManagementTheory

Uptothe20thcenturyAdamsmith’scontributiontothefieldofmanagementIndustrialrevolution’sinfluenceonmanagementpractices

Intheearly20thcenturyScientificmanagementGeneraladministrativetheoryThehumanresourcesapproachThequantitativeapproach

Fromthelater20thcenturytothepresentTheprocessapproachThesystemsapproachThecontingencyapproachTheSystemsApproachWhat’sthesystemapproach?Twobasictypesofthesystem:closedandopen

Closedsystemsarenotinfluencedbyanddonotinteractwiththeirenvironment.Incontrast,anopensystemdynamicallyinteractswithitsenvironment.AnorganizationisanopensystemTheoperatingmodelinorganizationalsystemsWhat’stheSystemApproach?

Thesystemapproachdefinesasystemasasetofinterrelatedandinterdependentpartsarrangedinamannerthatproducesaunifiedwhole.Societiesaresystemsandso,too,arecomputers,automobiles,organizations,andanimalandhumanbodies.AnOrganizationIsanOpenSystem

Anorganizationisasystemthatinteractswithanddependsuponitsenvironment.

Organization’sstakeholders:anygroupthatisaffectedbyorganizationaldecisionsandpolicies.Themanager’sjobistocoordinateallstakeholderstoachievetheorganization’sgoals.Organizationalsurvivaloftendependsonsuccessfulinteractionswiththeexternalenvironment.

TheOperatingModelinOrganizationalSystemInputTransformationOutputFeedbackChapterTwoTheDevelopmentofManagementTheory

Uptothe20thcenturyAdamsmith’scontributiontothefieldofmanagementIndustrialrevolution’sinfluenceonmanagementpractices

Intheearly20thcenturyScientificmanagementGeneraladministrativetheoryThehumanresourcesapproachThequantitativeapproach

Fromthelater20thcenturytothepresentTheprocessapproachThesystemsapproachThecontingencyapproach

FourPopularContingencyVariables:

OrganizationsizeRoutinenessoftasktechnologyEnvironmentaluncertaintyIndividualdifferencesPractices

What’stheTaylor’sfourprinciplesofmanagement?What’sthe14-principlesofmanagement?What’stheMayo’sFinding?Whatarestakeholders?Whatcriticalcontingencyvariableshaveorganizations?Chapter3Environmentand

ManagementThechangingeconomyGlobalizationEmphasisontechnologySocialresponsibilityandmanagerialethicsHowdoorganizationsmakethecustomerking?ThreeWavesofSocialDevelopmentAgriculture(uptothe1890s)

Duringtheagriculturalwave,individualsweretheirownbossesandwereresponsibleforperformingavarietyoftasks.

Industrialization(about1900tothe1960s)

Peoplelefttheirfieldsandmovedintoformalorganizations.Massproduction,specializedjobs,andauthorityrelationshipsbecamethemodeofoperation.Itgaverisetoanewgroupofworkers—theblue-collarindustrialworkers.

Informationtechnology(beginninginthe1970s)

Theinformationagehassignificantlyreducedlow-skilled,blue-collarjobsinmanufacturing,butithascreatedabundantopportunitiesforeducatedandskilledtechnicalspecialists,professionals,andotherknowledgeworkers.Chapter3Today’sEnvironmentManagersFacing

ThechangingeconomyGlobalizationEmphasisontechnologySocialresponsibilityandmanagerialethicsHowdoorganizationsmakethecustomerking?GlobalizationFormsofglobalization(Internationalization)StagesofgoingglobalUnderstandingdifferentculturesFormsofInternationalization

MultinationalCorporations(MNCs)

Multinationalcorporationsmaintainsignificantoperationsintwoormorecountriessimultaneouslybutarebasedinonehomecountry.TransnationalCorporations(TNCs)

Transnationalcorporationsmaintainsignificantoperationsinmorethanonecountrysimultaneouslyanddecentralizesdecisionmakingineachoperationtothelocalcountry.BorderlessOrganization

Borderlessorganizationisamanagementstructureinwhichinternalarrangementsthatimposeartificialgeographicbarriersarebrokendown.StagesofGoingGlobalStageⅠPassiveResponseStageⅡInitialOvertEntryStageⅢEstablishedInternationalOperationsExportingtoforeigncountriesHiringforeignRepresentationorContractingwithForeignmanufacturesLicensing/franchisingJointventuresForeignsubsidiaryFourDimensionsofNationalCultureIndividualismversuscollectivismPowerdistanceUncertaintyavoidanceQuantityversusqualityoflifeChapter3Today’sEnvironmentManagersFacing

ThechangingeconomyGlobalizationEmphasisontechnologySocialresponsibilityandmanagerialethicsHowdoorganizationsmakethecustomerking?EmphasisonTechnology

Technologyandtechnologicaladvances

Technologyincludesanyequipment,tools,oroperatingmethodsthataredesignedtomakemoreefficient.Technologicaladvancesinvolvetheintegrationoftechnologyintoaprocessforchanginginputsintooutputs.

E-commerce

E-commerceinvolvesanycomputertransactionthatoccurswhendataareprocessedandtransmittedovertheInternet.Itincludesthreemodels:

BtoB,BtoC,CtoC.TechnologyalteringwaysofjobsTechnologyAlteringWaysofJobsIThasenhancedamanager’sabilitytomoreeffectivelyandefficientlyperformthefourprimaryactivitiesassociatedwithamanager’sjob.WiththewideapplicationofIT,worksitestendtobedecentralized.Managersaremeetingtwoofbiggestchallenges:

EffectivelycommunicatingwithindividualsinremotelocationsEnsuringobjectivesattainmentChapter3Today’sEnvironmentManagersFacing

ThechangingeconomyGlobalizationEmphasisontechnologySocialresponsibilityandmanagerialethicsHowdoorganizationsmakethecustomerking?SeveralConceptsRelatedtoSocialResponsibility

Socialresponsibility

Socialresponsibilityisabusinessfirm’sobligation,beyondthatrequiredbythelawandeconomic,topursuelong-termgoalsthataregoodforsociety.

Socialobligation

Socialobligationistheobligationofabusinesstomeetitseconomicandlegalresponsibilitiesandnomore.Itisthefoundationofabusiness’ssocialinvolvement.

Socialresponsiveness

Socialresponsivenessreferstothecapacityofafirmtoadapttochangingsocietalconditions.SocialobligationSocialresponsibilitySocialresponsivenessManagerialethics

Ethics

Definition:Ethicscommonlyreferstoasetofrulesorprinciplesthatdefinerightandwrongconduct.

ThreeviewsofEthics

Utilitarianviewofethics(道德的功利觀)Rightsviewofethics（道德的權(quán)利觀）

Theoryofjusticeviewofethics（道德的公正觀理論）

Codeofethics

Codeofethicsisaformaldocumentthatstatesanorganization’sprimaryvaluesandethicalrulesitexpectsmanagersandoperativeemployeestofollow.Example:

“我認(rèn)為我們的汽車不應(yīng)該賺這么驚人的利潤(rùn)，合理的利潤(rùn)完全正確，但是不能太高。我主張最好用合理的小額利潤(rùn)，銷售大量的汽車。。。。。因?yàn)檫@樣可以讓更多的人買得起，享受使用汽車的樂趣；還因?yàn)檫@樣可以讓更多的人就業(yè)，得到不錯(cuò)的工資。這是我一生的兩個(gè)目標(biāo)。”福特，1916“福特用大家買得起的T型車改變了美國(guó)人的生活方式，主要是靠從1908年到1916年間把汽車的價(jià)格降低了58%。當(dāng)時(shí)福特的訂單超過生產(chǎn)能力，本來可以提高車價(jià)的。而且同一時(shí)期，他大膽采用工人日工資5美元的制度，大約是業(yè)界標(biāo)準(zhǔn)薪資的兩倍，使產(chǎn)業(yè)界又驚又氣?！闭浴痘鶚I(yè)長(zhǎng)青》P68Chapter3Today’sEnvironmentManagersFacing

ThechangingeconomyGlobalizationEmphasisontechnologySocialresponsibilityandmanagerialethicsHowdoorganizationsmakethecustomerking?SeveralCriticalActivities

ContinuousimprovementsinqualityWorkprocessengineeringDownsizing(layoff)FlexibleandrapidresponsesystemTheimportanceofempowermentContinuousImprovementsinQuality

—

TQMOriginalidea

Deming

emphasizedtheuseofstatisticstoanalyzevariabilityinproductionprocessestocreateuniformqualityandpredictablequantityofoutput.

TQM(totalqualitymanagement)

TQM

isaphilosophyofmanagementthatisdrivenbycustomerneedsandexpectationsandthatiscommittedtocontinuousimprovement.ComponentsofTotalQualityManagement

IntensefocusonthecustomerConcernforcontinuousimprovementImprovementinthequalityofeverythingtheorganizationdoesAccuratemeasurementEmpowermentofemployeesWorkprocessengineering(BPR)Radicalorquantumchangeinanorganization

流程再造是對(duì)分工理論的挑戰(zhàn)，傳統(tǒng)的組織設(shè)計(jì)將工作過程分解為不同的可重復(fù)操作的任務(wù)，實(shí)行以任務(wù)為導(dǎo)向的管理。BPR強(qiáng)調(diào)，在現(xiàn)時(shí)代由于3C作用，以任務(wù)為導(dǎo)向的管理已經(jīng)過時(shí)，組織應(yīng)該從根本上對(duì)業(yè)務(wù)流程過程進(jìn)行再思考和再設(shè)計(jì)，進(jìn)行業(yè)務(wù)流程重構(gòu)，以提高對(duì)顧客的服務(wù)效率和服務(wù)質(zhì)量，并取得競(jìng)爭(zhēng)優(yōu)勢(shì)。DownsizingDownsizingreferstoanactivityinorganizationsdesignedtocreateamoreefficientoperationthroughextensivelayoffs.Itisnotblind.Downsizingmustlinkstaffinglevelstoorganizationalgoals,whichiscalledrightsizing.UnderstandingReasonsoflayoffAdvantagesanddisadvantagesMethodsContingentworkforce:

workerswhoareavailableforhireonanas-neededbasis,includingpart-timeemployees,temporaryemployeesandcontractworkers.Coreemployees:

thesmallgroupoffull-timeemployeesofanorganizationwhoprovidesomeessentialjobtasksfortheorganization.FlexiblestaffarrangementWhytheorganizationalemphasisoncontingentemployees?

Havingalargenumberofpermanentfull-timeemployeeslimitsmanagement’sabilitytoreact.Organizationsthatrelyheavilyoncontingentworkerswillhavegreaterflexibilitybecauseworkerscanbeeasilyaddedortakenoffasneeded.ThinkingProblem

Whatissuesdocontingentworkerscreateformanagers?

TheImportanceofEmpowering

Empoweringistheredesigningofjobsinordertoincreasethedecision-makingdiscretionofwork.Reasons:Theneedforquickdecisionsbythosepeoplewhoaremostknowledgeableabouttheissues.Thelargelayoffsinthemiddle-managementrankshaveleftmanymanagerswithconsiderablymorepeopletosupervisethantheyhadinthepast.Study&Practices

Whatstagesenterprisesexperienceintheprocessofglobalization?UnderstandHofstede’sculturaldimensionWhysocialresponsibilityandethicsisimportantforanorganization?UnderstandTQMWhytheorganizationalemphasisoncontingentemployees?Whyempoweringisimportantinthistime?Chapter5Decisions-making

Thedecision-makingprocessTherationalmodelThecommonerrorsinthedecision-makingTypesofproblems,decisionsandlevelintheorganizationDecision-makingstylesMaking-decisioningroups

Exhibit5-1TheDecision-MakingProcessIdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightsTocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementation