management

Definition

ManagementThedisciplinethatstudiesmanagementlaws,exploresmanagementmethods,constructsmanagementmodels,andachievesmaximummanagementbenefits.

Interpretation

Managementisacomprehensiveinterdisciplinarysciencethatsystematicallystudiesthebasiclawsandgeneralmethodsofmanagementactivities.Managementisproducedtomeettheneedsofmodernsocializedproduction.Itspurposeistostudyhowtoimprovethelevelofproductivitythroughrationalorganizationandallocationofhuman,financial,andmaterialfactorsunderexistingconditions.

Managementreferstotheprocessofactivitiesinwhichmanagersimplementplanning,organization,leadership,controlandotherfunctionsinaspecificenvironmenttointegratevariousresourcesoftheorganizationtoachievetheorganization'ssetgoals.Ithasthreemeanings:

(1)Managementisaconsciousandpurposefulactivitythatservesandobeysorganizationalgoals.

(2)Managementisacontinuousprocessofactivities.Theprocessofachievingorganizationalgoalsistheprocessbywhichmanagersperformfunctionssuchasplanning,organization,leadership,andcontrol.Becausetheseseriesoffunctionsareinterrelated,themanagementprocessisembodiedasacontinuousactivityprocess.

(3)Managementactivitiesarecarriedoutinacertainenvironment.Underopenconditions,anyorganizationisinanever-changingenvironment.Thecomplexenvironmenthasbecomeanimportantfactorindeterminingthesurvivalanddevelopmentofanorganization.

Historicaldevelopment

Factorymanagement

Classicalmanagementstage

Factorymanagementtheoryisbasedonscientificmanagement.Mainlyproductionmanagement,aimingtoimprovetheproductionefficiencyofthefactory.Scientificmanagementtargetseconomicpeopleandfollowstheprincipleofefficiencyfirst,emphasizingthatfactoriesshouldreplacetraditionalexperiencemanagementwithsystemmanagement,andworkersshouldusescientificmethodstoreplacetheiraccustomedworkingmethodsinthepast.ThisviewofefficiencywaspromotedbyEmersontoimproveefficiencybymeansoforganization,andwasfurtherpromotedbyCooktospreadefficiencyisminnon-industrialorganizations.

Withtheapplicationorpopularizationofstatisticalmethods,quantitativemodels,andcomputers,managementtheorywithproductionasitscorebegantodevelopinthedirectionofmanagementscience,resultingindecision-makingtheory,operationmanagement,systemtheory,andcontroltheory.Theformationofthesetheorieshaslaidasolidfoundationforthedevelopmentofmanagement.Therearemanyoverlappingviewsbetweendecisiontheoryandprocesstheory,andthecombinationofthetwoprovidesatheoreticalbasisfororganizationaldecision-making;operationmanagementextendsthecontentofmanagementfromproductionmanagementtobusinessmanagement;andsystemtheoryandcyberneticsareusedasanalyticaltoolstopromoteTheoveralldevelopmentofmanagement.

Intheprocessoftransformingworkers’personalefficiencyintoorganizationalefficiency,Fayol’sorganizationalmanagementtheoryandWeber’sadministrativeorganizationtheorysupplementedthescientificmanagementtheory,formingaclassicalorganizationtheory.Fayol’sviewsonmanagementprinciplesweresummarizedbyErwickintoeightprinciples,andtheprinciplesonmanagementfunctionswerefurtherdevelopedbyGulickintoatheoryofsevenfunctions(planning,organization,personnel,command,coordination,reporting,andbudgeting).ThebureaucracyproposedbyWeberhasalwaysbeenregardedasanecessaryformoforganization.

OrganizationalManagement

ContemporaryManagementStage

Mayo’sHawthorneExperimentcanbesaidtobeawatershedinthehistoryofmanagement.Onthebasisofsocialassumptions,Mayobelievesthattheneedformoneyisonlypartoftheneedsthatworkerswanttomeet,andmostoftheneedsofworkersareemotionalcomfort,safety,harmony,andbelonging.Sincepeopleareakindofsocialperson,andthereareinformalorganizationswithinformalorganizations,managementmustfocusonsocialandhumanskills,andstrikeabalancebetweentheeconomicneedsofformalgroupsandthesocialneedsofinformalgroups,Andshouldpayattentiontointerpersonalrelationships.Thus,thetheoryofinterpersonalrelationscameintobeing.

Butthereisanextremeviewinthetheoryofinterpersonalrelations,whichregardsinterpersonalrelationsasends,notmeans.Accordingtothisview,aslongasgoodinterpersonalrelationshipsareestablishedandmaintained,theincreaseinproductivityisanaturalthing.Thisextremeviewofinterpersonalrelationsconfusesthestartingpointandpurposeofmanagement.Inordertorestorethelogicalstartingpointofmanagement,thebehavioralsciencetheorydevelopedfromthetheoryofinterpersonalrelationshasconductedanin-depthdiscussionofhumannaturealongthetwolevelsoftheindividualandthegroup.Maslowregardspeopleasmature,self-fulfillingpeople.McGregor’sSuperYtheorycombinestheperspectivesofeconomicmanandsocialman.Herzberg’stwo-factortheoryandSkinner’sreinforcementtheory,Froome'sExpectationTheory,etc.analyzedtheprocessofhumanpsychologicalactivity.Atthegrouplevel,LuYin’sgroupdynamicstheoryanalyzesthegroupbehaviorofinformalorganizations.Inaddition,Tannenbaum'sleadershipbehaviorcontinuumtheoryandLikert'sfour-systemmodelofleadershipdiscussedleadershipbehaviorandleadershiptypes.

Duringthedevelopmentofinterpersonalrelationstheoryandbehavioralsciencetheories,researchonconflictsbetweenorganizations,groups,andindividualshasalsodevelopedrapidly.Thefusionofconflictresearchandbehaviorresearchhascontributedtotheembryonicformofmodernorganizationmanagementtheory,andtheorganizationtheoryestablishedonthisbasiscoversthetheoryofinterpersonalrelations.Follett’sconstructivediscourseonconflictviewsorganizationasacollaborativesystem,andaccordinglybelievesthatorganizationmanagementshouldnotonlyfocusontheconstructionofinterpersonalrelationships,butalsothestateofcooperationbetweenemployees;moreover,thiskindofcollaborationshouldbeAcontinuousprocess.Onthisbasis,Follettproposedparticipatorymanagement.UndertheinfluenceofMayo,Follettandothers,Barnardintroducedtheperspectiveofsocialsystemsintoformalorganizationalresearch,andmadeanewinterpretationofpowerandauthority,treatingorganizationsasasocialsystem,notasWebersaid.Bureaucracy.Intermsofthespecificmethodsoforganizationmanagement,Aguiris’personalitymanagement,McGregor’shumanitymanagement,Likert’sresearchongroupinteractionandadaptivebehavior,andThompson’ssystematicresearchmethodsfororganizationsallcomplementandextendthetraditionalprocesstheory.,AndDrucker'spracticalmanagementthinkinghasmadeahugecontributionespeciallyonhowtoimprovetheoverallefficiencyoftheorganization.ThepublicationofDrucker’s"ManagementPractice"marksthatmanagementhasofficiallyenteredthedevelopmentstageofmodernmanagementtheory.Inparticular,thegoalmanagementtheoryproposedbyDruckeralreadyincludestheparticipatorymanagementandself-managementofpost-modernmanagementthought.control.

Inter-organizationalmanagement

Modernmanagementstage

Asthetheoryoforganizationalmanagementmatures,scholarshavenoticed:AlthoughmanagementLearninghasbeenbuiltontheassumptionofhumannatureofsocialpeople,butemployeesareconfinedtoasingleorganizationandtreatedasorganizationalpeople.Withthecontinuousdevelopmentoftheknowledgeeconomy,peoplehavebecomethecarrierofknowledge,knowledgemanagementhasbecomeparticularlyimportant,andknowledgeandskillshavebecomethecoreissuesofmanagement.Undertheinfluenceofpost-modernphilosophy,managementisalsodevelopingtowardspost-modernism.Enterpriseemployeesarenotjustsimplymanagedpersons,butalsoself-managers.Inthefaceofcomplexorganizationalsituations,anymanagementmodeldoesnothavetheso-calleduniversalapplicability,whichrequiresmanagementtousedifferentsocialhistoricalfactorstoinvestigatemoreeffectivemanagementmethodsindifferentcontexts.Peopleareregardedassymbolicanimals,andmanagementhasalsobeguntoemphasizehumanirrationalitywhiledenyinghumanrationality,thusformingthepostmodernmanagementtheory.Thetheoryofcorporateculturetreatspeopleasculturalpeople.Themanagementtheoryatthisstageabandonedthetraditionalrationalviewofhumannature,andadvocatedtoimproveorganizationalefficiencybygivingfullplaytothesubjectiveinitiativeofpeople.Therefore,humannaturehasbeenfullyliberated,andeveryoneshouldbecometheirownmasterandseektheirowncomprehensivedevelopment.

Inthepostmodernera,single-organizationresearchisgraduallybeingreplacedbybusinessecosystemresearch.Thenetworkhasbrokenthespatialscopeoftheoriginalorganization,forcingscholarstoredefinetheboundariesoftheorganization.Therefore,networktheoryhasbecomearepresentativetheorytoexplaintherelationshipbetweenorganizations,andsomecomplexorganizationsarealsocallednetworkorganizations.Inthenewcompetitiveenvironment,theenterpriseitselfisacollectionofmultiplerelationshipsandisembeddedinahugenetwork.Inter-organizationalrelationshipscanhelpcompaniesbreakthroughtheconstraintsoftheirownboundaries,continuouslyinteractwithexternalorganizationsandtheenvironment,andobtainresourcestheylackfromtheoutside,soastobuildtheirowncompetitiveadvantagesatrelativelylowcost.Theacademicandbusinesscirclesarealsopayingmoreandmoreattentiontotheissueofinter-organizationalrelationshipmanagement.MorganandHunterhaveputforwardfivebasicconditionsfornetworkorganizationmanagement.Theyaretoselectsuitablestrategicpartnersandmaintaingoodpartnerships,establishascientificcreditmanagementsystembetweenpartners,establishaneffectiveconflictmanagementsystem,Cultivatethecorecompetitivenessoftheenterpriseandformaunifiedvalueandcommongoal.Ganradibelievesthatwhenselectingpartnersandestablishinglong-termcooperativerelationships,companiesshouldfollowthethreeprinciplesofcompatibility,capabilityandcommitment,theso-called3Cprinciples.Inthespecificresearchontherelationshipbetweenorganizations,scholarshaveexploredtherelationshipbetweenorganizationsfromfourperspectives:resource-basedview,knowledge-basedview,sociallogicview,andlearningtheory.Inaddition,thescholarsalsosummarizedthemarket-basedmanagementcontrolmodel,thebureaucraticmanagementcontrolmodel,andthetrust-basedcontrolmodel,andconstructedaninter-organizationalmanagementcontrolsystemfromthreeaspects:markettransactions,contractterms,andsocialrelations.

Developmenttrend

TherapiddevelopmentofmodernscienceandtechnologyhasledtoprofoundchangesinmanagementThescientificresearchpresentsthefollowingdevelopmenttrends:

First,thestatusofmanagementinthescientificsystemwillbefurtherimproved.Becausepeopleareincreasinglyawarethatmanagementisnotonlyanindispensableelementthatdeterminesthedevelopmentofacountry'sproductivity,butalsotheprimarycomponentofmodernproductivity.Managementeducationwillbecomemorecommon,andtheimportantroleofmanagementwillbemorefullymanifested.

Second,thetheorizingandphilosophizingtrendofmanagementdevelopment.Throughoutthedevelopmenthistoryofmanagement,frommanagementactivitiestomanagement,frommanagementtoprinciplesofmanagement,fromprinciplesofmanagementtophilosophyofmanagement,thisshowsthathumanbeingshavedeepenedtheirunderstandingofmanagement,whichisalsothegeneraltrendofmanagementtheorydevelopment..Thetheorizingtrendofmanagementismanifestedintherecognitionandsummaryofthecommonlawsofvarioustypesofmanagement,andgeneralgeneralizationandabstractionoftheselaws.Thephilosophicaltrendofmanagementismanifestedinthehighestlevelofinvestigationandexplanationofmanagementfromaphilosophicallevel,andthecommunicationbetweenmanagementandphilosophyfinallyenablesthecompleteestablishmentofgeneralmanagement.

Third,thedevelopmentofthenewbranchofmanagementwillbemorerapid.Animportantfeatureofthedevelopmentofmanagementisthedevelopmentofthebranchofmanagement.Associalandeconomicactivitiesarefacingtremendousstructuralchanges,theworldeconomywillundergoqualitativechangesinthe21stcentury.Managementworkwillhavetosolvemanynewissues,suchasthemanagementofknowledgecapitalintheeraofknowledgeeconomy,theconstructionandmanagementofinformationsharingsystems,theinnovationofhumancapitalmanagement,andneworganizationalstructuressuchaslearningorganizations,strategicalliances,andvirtualThemanagementofnewformsoforganizationsuchasenterprises,andthemanagementoforganizationaladaptabilityinamorecomplexsocialandeconomicenvironment,willformsomenewbranchesofmanagement,whichwillflourishyoungmanagement.Thedevelopmentofmanagementsciencetodayhasshownsuchtrends.

Fourth,managementwillbemorecloselyintegratedwitheconomics,psychology,sociology,andmathematics.Managementitselfisacomprehensivediscipline.Inadditiontothecontinuouspromotionofinnovationinmanagementpractice,anotherimportantdrivingforceisthedevelopmentofotherrelateddisciplines.Amongthem,thelatestachievementsinthedevelopmentofeconomics,psychology,sociology,mathematicsandotherdisciplinesareallobtainedinmanagementresearch.了用。Theapplication.Today,thesedisciplinescloselyrelatedtomanagementaredevelopingveryrapidly.Itcanbepredictedthatinthefuturemanagementmethodswilllearnmorefromthedevelopmentofthesedisciplinesandshowthecharacteristicsofcloserintegrationwiththedevelopmentofthesedisciplines.

Fifth,managementresearchwillfocusmoreonpeople-orientedcharacteristics.Intheeraofknowledgeeconomy,whatdeterminesthefutureanddestinyofenterprisesandcountrieswillincreasinglydependonthequantityandqualityoftalents.Therefore,studyinghowtofullydevelophumanintelligenceandphysicalstrengthwillbecomeamoreimportanttaskofmanagement.Inparticular,thestudyofpeopleasacarrierofknowledgewillbemoreprominent.

Sixth,thecombinationoftheoryandpracticeiscloser.Themostpowerfuldrivingforceforthedevelopmentofmanagementisthepracticeofmanagement.Withthedevelopmentofsocialproductivity,changesinsocialorganizationstructureandinnovationinmanagementactivities,moreresearchobjectsandcaseswillbeprovidedforthedevelopmentofmanagement,andnewmanagementtheorieswillbeformedonthisbasis.Inaddition,inordertoimprovetheefficiencyofmanagementandavoiderrorsinmanagement,peoplewillplacemoremanagementundertheguidanceofscientifictheories.Moreandmorepeoplepayattentiontomanagementtheory.Itisnotonlyscientificresearchthatwillattractmoretheorists’interest,butmanagementworkerswillpaymoreattentiontotheroleofmanagementtheoryandbemoreconsciouslyguidedbymanagementtheory.Undertakemanagementwork.Itisnotdifficulttoinferfromthisthattheintegrationofmanagementandmanagementpracticewillbecloser.

Basicfunctions

Planning

Planningperformanceistheprocessofestablishinggoalsandclarifyingthenecessarystepstoachievethem,includingmeasuringopportunities,establishinggoals,andformulatinggoalstoachievethem.Thestrategicplan,theformationofaspecificactionplanforcoordinatingvariousresourcesandactivities,etc.Toputitsimply,planningistosolvetwobasicproblems:Thefirstiswhattodo,andthesecondishowtodoit.Allothertaskssuchasorganizationmustbecarriedoutaroundthegoalsandplansdeterminedbytheplan,soplanningistheprimaryfunctionofmanagement.

Organization

Organizationistheprocessofdivisionofdepartments,assignmentofrights,andcoordinationofworkintheorganizationinordertoeffectivelyachievethegoalssetbytheplan.Itisanaturalextensionofplanning,includingthedesignoforganizationalstructure,theestablishmentoforganizationalrelationships,theallocationofpersonnel,andorganizationalchanges.

Leadership

Leadershipistheprocessbywhichmanagersusetheirpowerandprestigetoexertinfluence,guideandmotivateallkindsofpersonneltoworkhardtoachievetheirgoals.Whenamanagermotivateshissubordinates,directstheactionsofhissubordinates,choosesthemosteffectivecommunicationchannel,orresolvesdisputesamongmembersoftheorganization,heisengagedinleadership.Theleadershipfunctionhastwomainpoints:·First,strivetodoagoodjoboftheorganization;·Second,strivetomeetthepersonalneedsofthemembersoftheorganization.Thecoreanddifficultyofleadershipistomobilizetheenthusiasmofmembersoftheorganization.Itrequiresleaderstousescientificmotivationaltheoriesandappropriateleadershipmethods.

Control

Controlworkincludesestablishingcontrolobjectives,measuringactualperformance,conductingdifferenceanalysis,andtakingcorrectivemeasures.Itisalsoafunctionthatcannotbeignoredinmanagementactivities.Theabovefourfunctionsareinterrelatedandmutuallyrestrictive.Amongthem,planningistheprimaryfunctionofmanagementandthebasisoforganization,leadershipandcontrolfunctions;organization,leadershipandcontrolfunctionsareimportantlinksandnecessarymeansofeffectivemanagement,whicharethemainfunctionsofplanningandTheguaranteefortherealizationofthegoalistounifyandcoordinatethesefouraspectstoformanoverallprocessofrelatedandcontinuousmanagementactivitiesinordertoensurethesmoothprogressofthemanagementworkandthecompleterealizationoftheorganizationalgoals.

Disciplinarycharacteristics

General

Managementisthestudyofmanagementactivitiesandmanagementlawsfromtheperspectiveofgeneralprinciplesandgeneralconditions,anddoesnotinvolvemanagementbranchesThestudyofbusinessandmethods;managementisthebasictheoreticalsciencethatstudiesthecommonprinciplesinallmanagementactivities.Whetheritis"macroprinciples"or"microprinciples",itneedstheprinciplesofmanagementasabasisforlearningandresearch,managementScienceisthecommonfoundationofvariousspecificorspecializedmanagementdisciplines;

Comprehensive

Fromtheperspectiveofmanagementcontent,managementsciencecoversawiderangeoffields,anditrequiresdifferenttypesofmanagementdisciplines.Themanagementpracticeabstractlysummarizesuniversallysignificantmanagementideas,managementprinciples,andmanagementmethods.Fromtheperspectiveofvariousfactorsthataffectmanagementactivities,inadditiontobasicfactorssuchasproductivity,productionrelations,andsuperstructures,therearealsonaturalfactors,socialFactors,etc.,fromtheperspectiveoftherelevanceofmanagementdisciplinestootherdisciplines,itiscloselyrelatedtoeconomics,sociology,psychology,mathematics,computerscience,etc.Itisaverycomprehensivediscipline.

Practical

Thetheoriesandmethodsprovidedbymanagementarethesummaryandrefinementofpracticalexperience.Atthesametime,managementtheoriesandmethodsmustservepracticeinordertoshowmanagementtheoryAndthepowerfulvitalityofthemethod.

Sociality

Themanagementsubjectandmanagementobjectthatconstitutethemainfactorsofthemanagementprocessarethemostviablepeopleinsociety,whichdeterminesthesocialityofmanagement;atthesametime,managementisveryimportant.Toalargeextent,ithasthecharacteristicsofproductionrelations,sothereisnosuper-classmanagement,whichalsoreflectsthesocialnatureofmanagement.

Historic

Managementisthesummary,sublationanddevelopmentofmanagementpractices,managementthoughtsandmanagementtheoriesofpredecessors.Itcutsoffhistoryanddoesnotunderstandpredecessors’theoriesofmanagementexperience.Summarizingandmanaginghistorymakesitdifficulttounderstand,graspandapplymanagementsciencewell.

Researchcontent

Startingfromthedualityofmanagement,itfocusesonthestudyofmanagementfromthreeaspects:

1)Fromtheaspectofproductivity:ResearchonhowtorationallyconfiguretheorganizationPeople,finances,andmaterialsaretheissuesthatmakeeachelementfullyplayarole;theissueofhowtorationallyusevariousresourcesaccordingtotherequirementsoftheorganization'sgoalsandtheneedsofthesocietytoobtainthebesteconomicandsocialbenefits.

2)Fromtheaspectofproductionrelations:studyhowtocorrectlydealwiththerelationshipbetweenpeopleintheorganization;studyhowtoestablishandimprovetheorganizationandvariousmanagementsystems;studyhowtomotivatetheorganizationMembers,soastomaximizetheenthusiasmandcreativityofallparties,andservetoachieveorganizationalgoals.

3)Fromthesuperstructure:studyhowtoadapttheinternalenvironmentoftheorganizationtoitsexternalenvironment;studyhowtomaketheorganization’srulesandregulationsconsistentwiththesuperstructureofsociety’spolitics,economy,law,andethicsInordertomaintainnormalproductionrelationsandpromotethedevelopmentofproductivity.

Researchmethods

Functionalistparadigm

Focusonthestudyofobjectivefactsandsocialproducts,takeobjectivelyexistingsocialphenomenaasthestartingpointforresearch,andattachimportancetothescientificstudyofsociallawsTogeneralize,trytofindthecorrelationorcausalitybetweensocialphenomena;onthepremiseofacknowledgingtheexistenceofanexternalworldwithspecificvalues,beliefs,normsandroles,focusontheactualcontentitselforessence;paymoreattentiontotheexpressionofobjectivityinsteadIndicativeexpressionsstrivetocomplementandexplainthemeaningofspecificindicativeexpressionsinordertogeneralizetheresults;payattentiontothegenerality,universalityorregularityoftheresearchedobject.

Includes:confirmationismandfalsificationism.

Interpretiveparadigm

Useintuitivejudgmentandpersonalinsighttoacquireknowledge.Itfocusesonpersonalsubjectivefeelingsandbelievesthatsocialphenomenaareactuallypersonalsubjectiveexperiences.Therefore,studythingswithpersonalsensesandconscience,focusingontheentitiescreatedbysociety,anddiscussingpersonalsubjectiveexperiences,manifestedmeaningsandlanguageinterpretations.Theobjectanalyzedbythisviewisthesignsandphenomenaintheorganization,anditdoesnotbelievethatthereisnoneedtofindtheobjectiveorganizationrulesthatactuallyexist,andthedescriptionparadigmplaysaroleinexpressionorperformance.Therefore,thisperspectivewillfocusontheindividual'sinnerworld,cognitivemethods,andtheentitiesconstructedbyeveryone.

Includes:experienceorcaselaw,contingencylaw,sociologicallaw,andeconomiclaw.

Humanisticparadigm

Recognizesthevalueanddignityofhumanbeings,regardshumansasameasureofeverything,ortakeshumannature,humanfinitudeandhumaninterestsasthethemeAnymanagementparadigm.Thehumanisticparadigmemphasizesthathumanpotentialisthemostimportantresourceorcapitalthatmanagementcandevelop.Managementisequaltopeople,andpeoplecandevelopthemselves.

Includes:PsychologicalLaw,EthicsLaw.

Structuralistparadigm

Alsoknownasthenormativeparadigm,itemphasizesthemethodofacquiringnewknowledgecharacterizedbyobjectivity,standardizationandgenerality.Theresearchgoalofthenormativeparadigmistoanswerthequestionof"whatshould"or"shouldbe",andstrivetobuildanormativetheoreticalsystemandconceptualframework.

Includes:inductivemethod,deductivemethod,normalmethod,andsystematicmethod.

Theoreticalmodel

TheFiveForcesModel

ThePorterFiveForcesmodelbringstogetheralargenumberofdifferentfactorsinasimplemodeltoanalyzeanindustry’sBasiccompetitivesituation.Thefivepowermodelidentifiedfivemainsourcesofcompetition,namelythebargainingpowerofsuppliersandbuyers,thethreatofpotentialentrants,thethreatofsubstitutes,andfinally,competitionbetweencompaniesinthesameindustry.

Competitivestrategy,inasense,isderivedfromacompany’sdeepunderstandingofthelawofcompetitionthatdeterminestheattractivenessoftheindustry.Inanyindustry,whetheritisdomesticorinternational,whetheritproducesproductsorprovidesservices,thelawofcompetitionwillbereflectedinthesefivecompetitiveforces.Therefore,Porter'sfiveforcesmodelisastrategicanalysistoolthatcompaniesoftenusewhenformulatingcompetitivestrategies.

Two-factortheory

Thetwo-factortheorybelievesthattherearetwomainfactorsthatcausepeopletoworkmotivation:oneishealthcare,andtheotherismotivation.Theso-calledhealthcarefactorsarethosethatcausedissatisfactionamongemployees.Theirimprovementcanrelievethedissatisfactionofemployees,buttheycannotsatisfyemployeesandstimulatetheirenthusiasm.Theymainlyincludeenterprisepolicies,administrativemanagement,wages,laborprotection,worksupervision,andthehandlingofvariouspersonnelrelations.Becausetheyareonlypreventiveandonlyplayaroleinmaintainingthestatusquoofwork,theyarealsocalled"maintenancefactors".Theso-calledmotivatingfactorsarethosefactorsthatmakeemployeesfeelsatisfied.Onlytheirimprovementcanmakeemployeesfeelsatisfied,givethemhigherincentives,mobilizeenthusiasm,andimprovelaborproductivity.Theymainlyincludejobperformanceopportunities,thefunofthejobitself,thesenseofaccomplishmentatwork,theexpectationforfuturedevelopment,thesenseofresponsibilityinthejob,andsoon.

Two-factortheoryisaimedatsatisfyinggoals.Thehealthcarefactoristosatisfypeople'srequirementsforexternalconditions;themotivatingfactoristosatisfypeople'srequirementsforworkitself.Theformerisindirectsatisfaction,whichcancausepeopletobeinternallymotivated;thelatterisdirectsatisfaction,whichcancausepeopletobeinternallymotivated.Therefore,thetwo-factortheorybelievesthatinordertomobilizepeople'senthusiasm,itisnecessarytoworkhardontheword"satisfaction".

Expectationtheory

Expectationtheoryisalsocalled"valence-means-expectationtheory",whichisatheoryofmanagementpsychologyandbehavioralscience.Thistheorycanbeexpressedas:agitationpower=expectedvalue×potency.ItisthemotivationtheoryputforwardbythefamousNorthAmericanpsychologistandbehavioralscientistVictorFroomin"WorkandMotivation"in1964.Expectationtheoryreflectstherelationshipbetweenneedsandgoalsbasedonthreefactors.Tomotivateemployees,employeesmustbeclear:(1)workcanprovidethemwithwhattheyreallyneed;(2)whattheywantisperformanceLinkedtogether;(3)Aslongastheyworkhard,theycanimprovetheirperformance.

Inthisformula,excitementpowerreferstotheintensityofmobilizingpersonalenthusiasmandstimulatingtheinternalpotentialoftheperson;theexpectedvalueisthedegreeofconfidenceinreachingthegoalbasedonpersonalexperiencejudgment;valenceisthegoalthatcanbeachievedvs.satisfactionThevalueofpersonalneeds.Theformulaofthistheorystates:thesizeofaperson'senthusiasmismobilizeddependsontheproductofexpectedvalueandvalence.Inotherwords,thegreateraperson’sgraspofthegoal,thehighertheestimatedprobabilityofreachingthegoal,thestrongerthemotivationandthegreatertheenthusiasm.Inleadershipandmanagement,theapplicationofexpectationtheorytomobilizetheenthusiasmofsubordinatesisuseful.Certainly.

SWOTanalysismethod

SWOTanalysismethodisalsocalledsituationanalysismethodoradvantageanddisadvantageanalysismethod,whichisusedtodeterminethecompany'sowncompetitiveadvantage(strength),competitivedisadvantage(weakness),Opportunity(opportunity)andthreat(threat),soastoorganicallyintegratethecompany'sstrategywiththecompany'sinternalresourcesandexternalenvironment.Thatis,basedontheinternalandexternalcompetitiveenvironmentandsituationanalysisundercompetitiveconditions,themaininternaladvantages,disadvantages,andexternalopportunitiesandthreatsthatarecloselyrelatedtotheresearchobjectarelistedthroughinvestigation,andarrangedinamatrixform,andthenusedTheideaof​​systemanalysisistoanalyzevariousfactorsbymatchingeachother,anddrawaseriesofcorrespondingconclusions,andtheconclusionsusuallyhaveacertaindecision-makingnature.

Usingthismethod,itispossibletoconductacomprehensive,systematic,andaccuratestudyofthesituationinwhichtheresearchobjectislocated,soastoformulatecorrespondingdevelopmentstrategies,plans,andcountermeasuresbasedontheresearchresults.

Mainpurpose

Managementisthestudyofhowtoorganizeandallocatehuman,financial,materialandotherfactorstoimprovethelevelofproductivityundertheexistingconditions;itisasocialorganizationInordertoachievetheexpectedgoals,thecoordinationofhuman-centeredactivities.

Inageneralsense,itistodesign,build,andmaintainanenvironment,includingtheinternalandexternalenvironmentoftheorganization,byadoptingcertainspecificmethodsandmeasures,sothatallmanagementobjectsareinaspecificenvironmentInordertoachievecoordinatedandorderlyactivities.

Academicfaction

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Representatives

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Researchinstitutions

Domesticinstitutionsh3>

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Foreigninstitutions

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Sub-discipline

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