管理讲座

管理讲座 沈超红中南大学　管理学教授浙江大学　管理学博士清华大学　　访问学者中南大学创业与企业成长研究中心　主任 Tel: 13007428818 Shen5386@zju.edu.cn

Contents 1The Changing Paradigm of Management 2 Decision-Making 3 Organization Structure and Design 4 Communication and Leadership 5 Motivation 6 Management Based on Research Evidence

1.1 Current Trends and Issues Time : quick economy (CIMS) space: globalization factor: l, l, c, k E T P M 1).Environment 2).Task: change, diversity 3).People: education diversity ethics Bi-model workforce O

4). Management Stimulating innovation and change (A.B mice) Delegation Re-engineering Downsizing Social responsibility and entrepreneur spirit Virtual organization (The nature of the firm, Coase,1937) Learning organization (competence model)

1.2 The changing paradigm of management The traditional paradigm The newly emerging paradigm 1).The purpose of management is to control and limit people. 2). Seek stability and efficiency 3). Use rules and regulations 4). Design a top-down hierarchy to direct people 5). Achieve bottom- line results 1).The purpose of management is to harness people. 2). Share information and power 3). Find shared vision, norms and values 4). Encourage teamwork, colla- boration and participation 5). Achieve top-line effectiveness

2 Decision-Making 2.1. Certainty 2.2. Risk 2.3. Uncertainty Three Cases

2.2. Risk Expected Revenues×Probability=Alternative EVENT Heavy snowfall Normal snowfall Light snowfall × 0.3 × 0.5 × 0.2 $255,000 362,500 70,000 $850,000 725,000 350,000 $687,500

CHASE MANHATTAN’S RESPONSE CA1 CA2 CA3 13 14 11 9 15 18 24 21 15 18 14 28 2.3. Uncertainty PAYOFF MATRIX (in millions of Dollars) CITIBANK MARKETING STRATEGIES S1 S2 S3 S4

S1 S2 S3 S4 11 7 17 15 6 10 0 0 13 6 7 0 2.3. Uncertainty REGREC MATRIX (in millions of Dollars) CITIBANK MARKETING STRATEGIES CHASE MANHATTAN’S RESPONSE CA CA CA

2.4 Decision-Making Theory 2.4.1 期望值理论（Expected Value Theory） 2.4.2 期望效用理论(Expected Utility Theory) 2.4.3 展望理论(Prospect Theory)

3 Organization Structure and Design 3.1 Why do we need organizing? －distinguishing activities －making authority and responsibility clear －improving decision--making －be easy to communicate and control Once an organization’s goals and plans have been determined, managers must develop an effective structure that facilitate their accomplishment

广告公司的组织结构 总经理执行副总经理客户管理副总经理制造分公司副总经理市场分公司副总经理客户经理顾客A 客户经理顾客B 客户经理顾客C 新闻媒介研究商品报纸杂志制作文字艺术电视电台制作

3.2 Building the vertical dimension of organization • Unity of Command -The Classical View -The Contemporary view • Authority and Responsibility -To equate authority and responsibility -Operating responsibility - Ultimate responsibility • Span of Control • Centralization and Decentralization

3.3Building the horizontal dimension of organizations • Division of labor • Departmentalization -Functional Departmentalization -Product Departmentalization -Customer Departmentalization -Geographic Departmentalization -Process Departmentalization

3.4 Applications of Organization Design • Simple Structure • The Bureaucracy • The Matrix Structure • Team-based structure • The Virtual Organization • The Boundaryless Organization (the automobile industry)

4.1 Communication(1) • definition of communication (2hours) - Communication is the process by which information is exchanged and understood by two or more people. - Communication means to “Share” – not “to speak” or “to write”.

4.1 Communication(2) • The communication process Noise understanding meaning encode channel decode receiver Sender Feedback Which stage is most important in communication? ①a humor story ②a battle ③send a letter ④Internet

4.1 Communication(3) • Control • motivation • emotion expression • Exchange information

Channel richness Information medium Best for Leanest Channel * Face to face talk * Telephone * Electronic mail * Memos, letters * Fliers, bulletins general reports Best for novel, ambiguous, difficult Messages Best for routine clear, simple messages 4.1 Communication(4) • Choice of communication channel Richest

4.1 Communication(5) • Communication in teams

4.1 Communication(6) • High- Context Cultures –What is not said may be more significant than what is said. • High • Context Chinese • Korean • Japanese • Vietnamese • Arab • Greek • Spanish • Italian • English • North American • Swiss • Low German • Context • Low-context cultures-They rely essentially on words to convey meaning.

5.1 Contingency Theories High Supporting Coaching Degree of communication with staff Delegating Directing High Low Degree of directing staff High medium low Job-related Experience, motivation of staff

6.Management Based on Research Evidence 6.1 何谓基于研究证据的管理 6.2 基于研究证据的管理理性何在 6.3 基于研究证据管理为何重要 6.4 基于研究证据的管理为何有效 6.5 实施基于研究证据管理的困难 “如果我们拿起任何一本书，例如，关于神学或学院形而上学的著作。让我们问一下，它包含任何涉及量或数的抽象推理吗？没有。它包含任何涉及事实和存在的经验的推理吗？没有。那就将它付之以炬，因为它含有的不过是诡辩和幻想。”---休谟

6.1 何谓基于研究证据的管理 • “基于研究证据的管理”是一种观察、认识与解决管理问题的基本方式 • 研究证据的特征：－重复发生的概率。比较系统的研究所获得的证据一般经验证据,守株待兔（ABC车5000个样本的调查结果,与兄弟的用车经历) －两类证据：大E(Evidence)，如：︱F(-x)︱>︱F(x)︱小e(evidence)，如：Taylor（1911），搬运生铁的实验，铁铲标准化实验 —“基于研究证据的管理” 基于大E，或基于小e的管理

6.2 基于研究证据的管理理性何在 • 只有事实才能告诉我们什么是可行的，什么是不可行的。 • 传统依据的可错性－基于经验的管理的可错性归纳逻辑，（样本不足）结论不可靠隐含条件边际问题错误归因－基于理论的管理的可错性隐含条件（外部效度、生态效度）边际问题 • 试探性，修正机制

6.3 基于研究证据管理为何重要 • 钱德勒（Chandler, 1957),现代工商企业的重要标志：大规模生产、大规模销售。（威胜电子） • 企业做大的基础－肯德基与麦当劳，与个人特质无关的、标准化的、可复制的生产与管理方法－中餐，没有达到标准化、精确化（如，放盐少许，这个“少许”是不精确的）的程度 • 企业做强的基础－质量要稳定－不断地开发出质量稳定的新产品 • 管理者不断进化的途径－大E、小e量的增长－范式的转变、世界观的转变、－胜任力的提高

管理问题b 溯因推理ai (ai→b) 基于ai→b的方案j 绩效反馈2 反馈1 图1 基于研究证据管理的概念模型 6.4 基于研究证据的管理为何有效 • 管理的实践性相匹配－科学性，实验自由落体实验与数学传统Birthday Guess ，事实支持与精确表述－权变性，不同组织不同问题，利用客观规律的效果与人有关，开发出不同方案（元技能） • 内在逻辑却与管理本质相匹配－科学性，溯因推理ai (ai→b)，绩效检验，反馈校正－权变性，问题b确定，方案开发

6.5实施基于研究证据管理的困难 • 因果关系难以发现－时空跨度－多因一果－无意识决策 • 管理者主客观原因－不必, 管理者的提升中，绩效提高的权重，关系的权重－不愿，管理者失去按意志行事的自由－不能，缺乏元技能

管理讲座

管理讲座

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