Outlines

——approachestomodernmanagement123456Processapproach

Systemapproach

Contingencyapproach

Strategicmanagementapproach

Japanesestylemanagementapproach

Excellenceapproach

FudanUniversityOutlines

——frameworkofthemodernmanagementmovement123ClassicaltheoryBehavioraltheoryQuantitativetheory4systemsandcontingencymanagementtheoryFudanUniversityHarodKoontz

ManagementjungletheoryVariances

intheprocessapproachFudanUniversityProcessApproach

FudanUniversityProcessApproach

PlanningOrganizingLeadingControllingDefininggoalsestablishingstrategy,anddevelopingplanstocoordinateactivitiesDeterminingwhatneedstobedone,howitwillbedone,andwhoistodoitMotivating,leading,andanyotheractionsinvolvedindealingwithpeopleMonitoringactivitiestoensurethattheyareaccomplishedasplanned

LeadtoAchievingtheorganization’sstatedpurposesProcessapproachproposedbyFayol

FudanUniversitySystemApproach

Twobasictypes——focusonproductionandefficiency※Closedsystem

notinfluencedbyanddonotinteractwiththeirenvironment

e.g.Taylor’sscientificmanagement,Weber’sbureaucratictheory,etc.※

Opensystemrecognizeandrespondtotheirenvironmente.g.humanrelationsschool,organizationaldevelopment,etc.FudanUniversitySystemApproach

VonBertalanffy“system”

connectedpartsjoinedtoformawholeinwhichthecoordinatedandcombinedeffectofthesubsystemscreatessynergyInternalbehavior

peopleinsideorganizationsperformtheirindividualandgrouptasksExternalbehavior

integratesorganizationaltransactionswithotherorganizationsandinstitutions

FudanUniversitySystemApproach

DistinctpurposeDeliberatestructurePeople

organizationClosedsystem

routinetaskstaskspecializationclassspecificationchainofcommandformalhierarchy1864512Spanof8Employees=512Managers(level1-3)=73FudanUniversitySystemApproach

systemenvironmentenvironmentOpensystem★non-routinetaskperformance

★interactionbetweenstaffandemployeesbothverticallyandhorizontally

★prestigeisexternalized(reputation,knowledge)Theorganizationtakesresources(inputs)fromthelargersystem(environment),andreturnsthemtotheenvironmentinchangedform(outputs)FudanUniversityContingencyApproach

SimplisticprinciplesareincompleteContingencyapproachisproposedbyorganizationaltheorists(Lawrence,LorschandSchein)Contingencymanagementstressestheneedforappraisalandanalysisoftheentiremanagerialenvironmentwithintheorganization.ContingencyapproachpromotesorganizationaleffectivenessItsetscentersonthebestcontingencyplayThereisanappropriatepatternforrelationshipswhichexistsfororganizationsAgreementexistsbetweenorganizationsandtheirinternalandexternalenvironments,andbetweenthemanagementsystemanditsvariouscomponents.FudanUniversityContingencyApproach

ThreePrincipleSetsStrategicmanagementisconcernedprimarilywiththedecision-makingprocessandactionswhichdetermineanorganization’slong-runperformanceItemphasizesmonitoringandevaluatingexternalandinternalenvironmentalopportunitiesandcontrolsinviewofanorganization’sstrengthsandweaknesses(case1:SWOT)FudanUniversityStrategicmanagementApproach

FudanUniversity

InternalExternalUtilizeImproveOpportunitiesCSRawarenessFavorablepoliciesandenvironmentTechnologicaladvantageAdvantageinmarketingchannelsCompatibilityabilityLong-establishedcompanywithsignificantexperienceinmarketingandgoodrelationshipwithmanufacturers.HavenotyetfullytakenthelargeimmatureemergingAsianmarket.Cross-industryadvantageGovernmentpriceceilingsSynergyWeakregionalportabilityExpansionbarrierMonitorEliminateThreats100%oftheshareholdersin3EuropeancountriesandmajoritiesinotherEuropeancountries.Lowfeesforcallsmadeoutsidethehomecountry）voiceusage.EarningrateofprimarybusinesstoohighEffectofinternationalfinancialcrisisCompetitionpressureIncompatibilitywithlocalcommunicationstandardsHardtodifferentiatedifferentfirmsStrengthWeakness

CASE1:SWOT

analysisonDIZZcompanyFudanUniversityStrategicmanagementApproach

Strategicmanagementinvolvesfourbasiccomponents:(1)environmentalscanning;(2)strategyformulation;(3)strategyimplementation;(4)evaluationand

control.e.g.Porter’s5competitiveforcesanalysisFudanUniversityStrategicmanagementApproach

VonNeumannand

Morgensterntheydefinedstrategyasaseriesofactionstakenbyacorporationwhicharedecidedonaccordingtotheparticularsituation

DruckerdescribesstrategyasameansofanalyzingthepresentsituationandchangingitifnecessaryChandlerstrategyisthatitdeterminesthebasiclong-termgoalsofacorporationAnsoffexaminedstrategy,fromaprogrammaticandanalyticapproachHoferandSchendelMintzbergstrategyasamediatingforcebetweenanorganizationanditsenvironmentStrategicmanagementApproach

Deming,1950,introducedacomprehensivemanagementsystemwhichisthemodelforJapanese-stylemanagement,ortotalqualitymanagement(TQM)TQMusesstatisticstoanalysesvariabilityinproductionprocessesinordertoimprovetheproductqualitycontinuouslyFudanUniversitystructuredannualimprovements1majortrainingprograms2uppermanagementleadership3FudanUniversityStrategicmanagementApproach

Juranthefirsttodealwiththebroadmanagementfeaturesofquality,whichdistinguisheshimfromthosewhoadvocatespecifictechniques,statisticalorotherwise.Heincludedthreebasicstepstoprogress:StrategicmanagementApproach

Crosby

conceptofzerodefects

qualityisconformancetorequirementsanditcanonlybemeasuredbythecostofnon-conformance

threecomponentsthancanbeusedbyorgznizationstopreventnon-conformances---determination,educationandimplementation.OuchiTheoryZcorporationsgeneratedcloserelationships