unit 2 the scope of management 刘 婷 [email protected]
TRANSCRIPT
ManagementManagement in all business and in all business and organizational activities is the act of organizational activities is the act of getting people together to getting people together to accomplish desired goals and accomplish desired goals and objectives using available resources objectives using available resources efficiently and effectively. efficiently and effectively.
Management Management comprises comprises planningplanning, , organizingorganizing, , staffingstaffing, , leadingleading or or directing, and directing, and controllingcontrolling an an organizationorganization (a group of one or more (a group of one or more people or entities) or effort for the people or entities) or effort for the purpose of accomplishing a goal. purpose of accomplishing a goal.
ResourcingResourcing encompasses the deploym encompasses the deployment and manipulation of human resourent and manipulation of human resources, financial resources, technological ces, financial resources, technological resources, and natural resources.resources, and natural resources.
Because organizations can be viewed as Because organizations can be viewed as systems, management can also be defined systems, management can also be defined as human action, including design, to as human action, including design, to facilitate the production of useful facilitate the production of useful outcomes from a system. This view opens outcomes from a system. This view opens the opportunity to 'manage' oneself, a pre-the opportunity to 'manage' oneself, a pre-requisite to attempting to manage others.requisite to attempting to manage others.
What is an organization? "Organization" is when yWhat is an organization? "Organization" is when you encounter difficulties, he said, could do nothinou encounter difficulties, he said, could do nothing; you encounter injustice, he said, to correctly deg; you encounter injustice, he said, to correctly deal with; in your legal rights are infringed, he said tal with; in your legal rights are infringed, he said to the overall situation; when you are being frameo the overall situation; when you are being framed, and he say you want to believe organizations; id, and he say you want to believe organizations; in need someone to make sacrifices, he said organn need someone to make sacrifices, he said organizations to test your time; when need someone to izations to test your time; when need someone to charge forward, he is here for you; in your succescharge forward, he is here for you; in your success, he said that the results of tissue culture .s, he said that the results of tissue culture .
组织是什么？“组织”就是在你遇到困难时，他说无能组织是什么？“组织”就是在你遇到困难时，他说无能为力；在你遇到不公时，他说要正确对待；在你的合法为力；在你遇到不公时，他说要正确对待；在你的合法权益受到侵害时，他说要顾全大局；在你受到诬陷时，权益受到侵害时，他说要顾全大局；在你受到诬陷时，他说你要相信组织；在需要有人做出牺牲时，他说组织他说你要相信组织；在需要有人做出牺牲时，他说组织考验你的时候到了；当需要有人冲锋陷阵时，他说是你考验你的时候到了；当需要有人冲锋陷阵时，他说是你的坚强后盾；在你取得成功时，他说是组织培养的结果。的坚强后盾；在你取得成功时，他说是组织培养的结果。
An An organizationorganization is a social is a social arrangement which pursues arrangement which pursues collective goals, controls its own collective goals, controls its own performance, and has a boundary performance, and has a boundary separating it from its environment. separating it from its environment.
Managerial goalsManagerial goals
Managerial structureManagerial structure
Managerial rolesManagerial roles
Managerial skillsManagerial skills
FranchiseFranchise generally means a right or p generally means a right or privilege. rivilege.
Franchising, a business method that inFranchising, a business method that involves licensing of trademarks and mevolves licensing of trademarks and methods of doing business, thods of doing business,
such as: such as:
chain storechain store(( 连锁店连锁店 )) retail outlets retail outlets which share a brand and central which share a brand and central management management
An exclusive rightAn exclusive right （专有权）（专有权） for example to sfor example to sell branded merchandise ell branded merchandise
media franchisemedia franchise （媒体专营权）（媒体专营权） ownership of townership of the characters and setting of a film, video game, boohe characters and setting of a film, video game, book, etc., particularly in North American usage k, etc., particularly in North American usage
Managerial goalsManagerial goals
GoalsGoals mission statementmission statement ObjectivesObjectives
Methods:Methods: DifferentiationDifferentiation Cost leadershipCost leadership FoucusFoucus
Managerial structureManagerial structure Management Management pyramidpyramid
Top managersTop managers strategic goalsstrategic goals Middle managersMiddle managers tactical objectivestactical objectives First-line managersFirst-line managers operational operational
objectivesobjectives
Managerial rolesManagerial roles
Interpersonal rolesInterpersonal roles
Informational rolesInformational roles
Decisional rolesDecisional roles
Managerial skillsManagerial skills
Interpersonal skillsInterpersonal skills
Technical skillsTechnical skills
Conceptual skillsConceptual skills
What is conceptual skills?What is conceptual skills?
Conceptual skills:Conceptual skills: The ability to think and to The ability to think and to
conceptualize about abstract conceptualize about abstract and complex situations. and complex situations.
It inculdes :It inculdes : Ability to use information to solve business prAbility to use information to solve business pr
oblems,oblems, Identification of opportunities for innovation,Identification of opportunities for innovation, Recognizing problem areas and implementinRecognizing problem areas and implementin
g solutions,g solutions, Selecting critical information from masses of Selecting critical information from masses of
data,data, Understanding of business uses of technology,Understanding of business uses of technology, Understanding of organization's business moUnderstanding of organization's business mo
del. del.
Technical skill for lower level managers Technical skill for lower level managers , is the most important,but for top mana, is the most important,but for top managers is the least important.gers is the least important.
Conceptual skills for top managers is thConceptual skills for top managers is the most important,but for lower-level mae most important,but for lower-level managers is least important.nagers is least important.
Interpersonal skills for top managers,mInterpersonal skills for top managers,middle managers or lower-level managers iddle managers or lower-level managers are very impotant.are very impotant.
Total Quality Management(TQM)Total Quality Management(TQM) is a is an integrative philosophy of managemen integrative philosophy of management for continuously improving the qualnt for continuously improving the quality of products and processes. ity of products and processes.
Since the late 1980s, firms around Since the late 1980s, firms around the world have launched the world have launched Total Total Quality ManagementQuality Management ( (TQMTQM) ) programs in an attempt to retain or programs in an attempt to retain or regain competitiveness in order to regain competitiveness in order to achieve customer satisfaction in the achieve customer satisfaction in the face of increasing competition from face of increasing competition from around the world in this era of around the world in this era of globalization. globalization.
TQM functions on the premise that TQM functions on the premise that the quality of the products and the quality of the products and processes is the responsibility of processes is the responsibility of everyone who is involved with the everyone who is involved with the creation or consumption of the creation or consumption of the products or services offered by the products or services offered by the organization. In other words, TQM organization. In other words, TQM capitalizes on the involvement of capitalizes on the involvement of management, workforce, suppliers, management, workforce, suppliers, and even customers, in order to meet and even customers, in order to meet or exceed customer expectations. or exceed customer expectations.
Key Elements of Key Elements of TQM:TQM:
Employee involvementEmployee involvement Customer focusCustomer focus Benchmarking Benchmarking Continuous ImprovementContinuous Improvement
Definition Definition
BenchmarkingBenchmarking is the process is the process of comparing one's business of comparing one's business processes and performance metrics processes and performance metrics to industry bests and/or best to industry bests and/or best practices from other industries. practices from other industries.
Benchmarking involves management Benchmarking involves management identifying the best firms in their identifying the best firms in their industry, or any other industry industry, or any other industry where similar processes exist, and where similar processes exist, and comparing the results and processes comparing the results and processes of those studied (the "targets") to of those studied (the "targets") to one's own results and processes to one's own results and processes to learn how well the targets perform learn how well the targets perform and, more importantly, how they do and, more importantly, how they do it.it.
Dimensions typically measured are quDimensions typically measured are quality, time and cost. ality, time and cost.
Improvements from learning mean doImprovements from learning mean doing things better, faster, and cheaper.ing things better, faster, and cheaper.
Origin Origin The term benchmarking was first used by The term benchmarking was first used by
cobblers to measure people's feet for shoes. cobblers to measure people's feet for shoes. They would place someone's foot on a They would place someone's foot on a "bench" and mark it out to make the pattern "bench" and mark it out to make the pattern for the shoes. Benchmarking is most used to for the shoes. Benchmarking is most used to measure performance using a specific measure performance using a specific indicator (cost per unit of measure, indicator (cost per unit of measure, productivity per unit of measure, cycle time productivity per unit of measure, cycle time of x per unit of measure or defects per unit of x per unit of measure or defects per unit of measure) resulting in a metric of of measure) resulting in a metric of performance that is then compared to performance that is then compared to others.others.
Procedures Procedures Identify your problem areas Identify your problem areas Identify other industries that have similar Identify other industries that have similar
processes processes Identify organizations that are leaders in Identify organizations that are leaders in
these areas these areas Survey companies for measures and Survey companies for measures and
practice practice Visit the "best practice" companies to Visit the "best practice" companies to
identify leading edge practicesidentify leading edge practices Implement new and improved business Implement new and improved business
practices practices
Benchmarking ,restructuring and stratBenchmarking ,restructuring and strategic alliance are called the three manaegic alliance are called the three management methods in 1990s( by Western gement methods in 1990s( by Western management scholars). management scholars).
Thank you !Thank you !