The short answer questions for the exam in May this year have the original questions of the after-school exercises, so the short answer questions in each chapter have been sorted out one after another, hoping to be helpful to the majority of test takers.
1-1【Management】What is management? What properties does it have?
A: Management is the most basic concept in management, management refers to a specific time and space, through planning, organization, leadership, control and other activities to coordinate all available resources, to achieve the individual or organization of the established and standard process. Where: a specific space-time is a necessary condition for management; Achieving goals is the fundamental purpose of management; Coordinating resources is the essence of management.
Management has a duality, that is, natural attributes and social attributes, management is also scientific and artistic, while management is also dynamic and innovative.
1-2 [Management] What is the function of management? What is the relationship between them?
A: The four functions of management: planning, organization, leadership, and control.
(1) The planning function is a kind of advance planning for future activities, including studying the conditions of activities, making decisions, and preparing plans;
(2) The organizational function is to stipulate the reasonable division of labor and cooperation relationship between the members of the organization in their work, including the design of organizational structure, staffing, organizational operation, and organizational supervision;
(3) The leadership function is the process in which managers use the power given by the organization to direct, influence and motivate the members of the organization to work hard to achieve their goals, including command, coordination, and motivation;
(4) The control function is a management work activity to ensure that all aspects of the organization can operate according to the predetermined requirements and achieve the organizational goals, mainly to formulate standards, find deviations, and issue correction instructions.
1-3 [Management] Briefly describes the management ideas of ancient China and the West.
Answer: Traditional Chinese management ideas sprouted in the Xia, Shang and Zhou Dynasties, arose in the pre-Qin period, flourished in the Spring and Autumn Period and the Warring States, fixed in the Han and Tang Dynasties, stopped in the Song and Yuan Dynasties, flourished in the Ming and Qing Dynasties, and declined in the late Qing Dynasty.
Traditional Chinese management thinking is divided into macro-management governance and micro-management. Governing science adapted to the needs of a centralized feudal state; On the basis of production development and economic operation, the study of governance and life is gradually accumulated through the practice of officials and the people. The main points of traditional Chinese management thinking can be summarized as follows: follow the "tao", emphasize people, people, and keep faith
Sharp weapons, truth-seeking, countermeasures, thrift, rule of law.
Western management thought has mainly gone through four stages that can be roughly divided into four stages. The first stage is the early stage of management thinking. It arose before the end of the 19th century; The second stage is the classical management theory stage. The third stage is the theoretical stage of behavioral science. The fourth stage is the stage of modern management theory.
1-4 [Management] What are the main contents of the scientific management theory proposed by Taylor?
A: Improving labor productivity is the central issue of scientific management theory, and it is also the basic starting point for Taylor to establish scientific management theory.
Taylor's scientific management theory is summarized from three aspects: managers, requirements for workers, and the construction of management systems and systems.
From the perspective of the requirements for managers, scientific management theory is embodied in the four principles of scientific management.
(1) Scientific study of every movement of the worker's operation, as an alternative to the old method of experience alone.
(2) Scientifically select workers and train and educate them to grow.
(3) To cooperate intimately with the workers in order to ensure that all work is carried out in accordance with the scientific principles that have been formed.
(4) There is almost equality between management and workers in terms of work and duties.
From the perspective of the requirements for workers. Scientific management theory is embodied in the principle of operation management. (Operation management principles include quota management and operation standardization)
From the perspective of the construction of the management system, scientific management theory is embodied in the principle of functionalization, the incentive wage system and the principle of exception.
1-5 [Management] What is the main content of Fayol's general management theory?
A: The main contents of Fayol's general management theory are:
1. Corporate activities
Fayol believes that the concept of management and management are different The connotation of management is broader than management The entire activity of a business consists of the following six basic activities.
(1) Technical activities: refers to the production, creation and processing of enterprises.
(2) Commercial activities: refers to the purchase, sale and exchange of enterprises.
(3) Financial activities: refers to the work of enterprises to raise and make the most appropriate use of capital.
(4) Safety activities: refers to the work of enterprises to protect enterprise property and personnel.
(5) Accounting activities: refers to the company's property inventory, balance sheet, cost, statistics and other work.
(6) Management activities: refers to planning, organizing, directing, coordinating and controlling.
In these six basic activities, management activities are in the core position, that is, the enterprise itself needs to be managed, and other basic activities of enterprises also need to be managed.
2. Manage the five functions (planning, organization, command, coordination and control)
(1) Planning: Predict the relevant events and formulate a work programme based on the prediction results.
(2) Organization: Provide a structure for various labor, materials, personnel and other resources.
(3) Command: The art of leadership that makes the organization act to achieve its goals.
(4) Coordination: Connect and reconcile all activities and forces to keep the various departments of the organization consistent.
(5) Control: Check the plan and instructions according to the actual implementation.
3. 14 principles of effective management
(1) Division of Labor (2) Power and Responsibility (3) Discipline (4) Unified Command (5) Unified Leadership (6) Personal interests are subordinated to overall interests, and overall interests are greater than the sum of individual interests. (7) Reasonable remuneration (8) Centralization and decentralization (9) Hierarchical chain (10) Order (11) Fairness (12) Personnel stability (13) Innovative spirit (14) Team spirit
Fayol highly summarized and summarized people's understanding of the theory and practice of management work at that time, basically completed the framework of management theory, clarified the basic concept of management, the basic connotation and characteristics of management work, and laid the foundation for the in-depth development of management science theory. Later generations called him the "father of the management process".
1-6 [Management] Briefly describes the main arguments of Maslow's hierarchy of needs theory.
A: Maslow put forward the hierarchy of needs theory, which divides people's needs into five categories: physiological needs, safety needs, security needs, social and belonging needs, respect needs and self-actualization needs, and arranges them into certain levels according to their importance and order.
Maslow's hierarchy of needs theory has an important role in stimulating workers' initiative and creativity and improving labor productivity. However, Maslow's hierarchy of needs also has certain limitations, such as he only reveals the interrelationship between needs, motivations and behaviors, and does not propose specific ways to motivate people's behavior; The hierarchy of human needs is also only a mechanical arrangement without taking into account their diversity.
1-7 [Management] Briefly describes the main management theories of the two stages of the modern management theory jungle and the new development of contemporary management theory.
A: The jungle stage of modern management theory mainly includes the following 8 theories:
(1) Management process school: also known as management function school, management school, management program school, the most famous representative figure is Harold. Koontz and Cyril O'Connell, the masterpiece is their co-authored Management. Mainly: "What managers do and how to do these jobs well"
(2) Empiricist school: also known as the case school. The essence of management is a practice, not in knowing but in doing, and the main idea of the empiricist school embodies the only authority is the result. The main embodiment: the definition of management, the definition of management tasks, the emphasis on organizational structure, and the proposed target management method
(3) Decision theory school: Management is decision-making, representative herbert Simon, Simon replaced the "optimal" principle with the principle of "satisfaction".
(4) Systems management school: This theory was most prevalent in the 1960s, which applied system theory, cybernetics, information theory, etc. to the management of organizations such as industrial and commercial enterprises. Representative figures are Custer in the United States and others. Purpose: In order to solve the problem of the efficiency of the organization as a whole, disadvantages: slightly insufficient and slightly weakened in solving the specific problems of management.
(5) Social technology systems school: the organization is both a social system and a technical system, and attaches great importance to the importance of technical systems, believing that technical systems are the intermediaries between organizations and the environment. Represented by Trist of England and his colleagues.
(6) Management science school: also known as the quantitative school, representative: Harvard University School of Business Administration, to solve the management decision-making problems of complex systems, you can use the electronic computer as a tool, use various mathematical methods to quantitatively analyze management problems, and seek the best planning solution to achieve the goals of the enterprise. Many problems still need to be combined qualitatively and quantitatively. Only the combination of qualitative and quantitative organics is the most effective method.
(7) Information center school: The information center school advocates that managers should be regarded as an information center, and management theory should be formed around this concept. Representative figures include Levitt, Shannon and Weaver in the United States
(8) School of Change Theory: "Change" means to respond to expediency. Its representative figures are Qiandler, Lusance, Federer, House and others. It emphasizes that in the management, it is necessary to adapt to the internal and external conditions of the organization, and seek the most appropriate management mode for different specific conditions. Disadvantages: There are also some deficiencies in the weight theory that focus on the surface structure characteristics of the organization, not deepening enough, and the sample is too small.
The new development of contemporary management theory includes the following 5 major theories
(I) Strategic management theory: In the 1960s, the American Ansoff took the lead in proposing the concept of strategic management, Andoff was a generation of grandmasters and was revered as the "originator of strategic management"
Strategic management theory is divided into three schools, namely:
1. School of Strategic Planning - 1960s, Anthony, Ansoff and Andrews San'an paradigms, representative analytical methods are: SWOT model, Boston matrix and its deformation tool.
2. Environmental adaptation school - In the 1970s, the representative figures of the environmental adaptation school were Mintzberg, Quinn, Simon, Lindbrom and others. Representative analysis methods include SMFA method and script analysis method.
3. Industrial organization school - in the early 1980s, the representative figure was the American management scientist Michael Porter, the core idea is: the industry is the most direct source of enterprise experience, and the structure of each industry determines the scope of corporate competition, thus determining the potential profit level. It is still an immature discipline, and a unified research paradigm has not yet been formed
(2) Corporate culture theory: the five major functions of corporate culture are cohesion function, guidance function, incentive function, constraint function and radiation function
(III) Core competitiveness theory: The central idea is that core technology or ability is the fundamental decision of the success or failure of the enterprise, rather than just focusing on short-term profit targets, representative figures: Professor Praharad and Professor Gary Hammel. Core competitiveness mainly has the characteristics of uniqueness, value and malleability
(4) Enterprise reengineering theory: Enterprise reengineering, also known as "enterprise process reengineering" "business process reengineering (BPR), the founder of the theory, the former MIT professors Mike Hammer and James Champpi, enterprises must abandon the established operating model and working methods, take the work process as the center, redesign the operation, management and operation of the enterprise.
(V) Learning Organization Theory: The core of learning organization theory is "system dynamics", founder: Professor Forrest of the Massachusetts Institute of Technology. The keys to a learning organization are: self-transcendence, improving mental models, building a common vision, team learning, and systems thinking.
1-8 [Management] Briefly describes the main contents of the seven basic principles of management.
Answer: (1) System principle: Any organization is composed of people, money, things, time, information, etc., and is a complete system. (The characteristics of the system are: collective, hierarchical, correlation)
(2) Humanistic principle: As the name suggests, it is a people-oriented principle, that is, a person-centered or people-centered management concept. The main point of the principle of humanism: First, respect people, to recognize that employees are the main body of the enterprise, employees are the core force of enterprise operation, without employees, there is no enterprise. The second is to rely on people, the key to effective management and construction is the active participation of employees, give full play to the subjective initiative, and can achieve more effective management results. The third is to develop people, modern management can make the individual get the most perfect development, personal development is susceptible to the influence of the acquired environment, so it can also be shaped and changed. Fourth, for the sake of people, management is to serve people.
(3) Principle of responsibility: Management is the process of pursuing efficiency and effectiveness. In order to complete the established production or business tasks, managers need to assign work tasks to each employee, determine each person's position on the basis of reasonable division of labor, and clearly stipulate the tasks that each position should undertake. Therefore, the division of labor is reasonable and the responsibilities are clear: the determination of responsibilities is based on a reasonable division of labor. Without a division of labor, there will be vague responsibilities, chaotic management, and reasonable job design and authorization
(4) Energy level principle: refers to the implementation of effective management, it is necessary to establish a reasonable energy level structure in the organization, and in accordance with certain standards, the management object is placed in the corresponding energy level structure.
(5) Benefit principle: The basic goal of modern management is to obtain the best management benefits and achieve better social benefits.
(6) Information principle: Information, as an important resource of the organization, is the basis and foundation of modern management, and information technology has become the core technology of modern enterprises. The three elements of the management information system are simplified and described as follows: the system point of view, mathematical methods, and computer applications, which are the main features of the management information system.
(7) The principle of moderation: Good management requires managers to grasp the problem of good degree when dealing with various contradictions within the organization and coordinating various relationships. In the choice of management width, neither too large nor too small; In the distribution of power, neither completely centralized nor absolutely decentralized, it is necessary to find the most appropriate point between the two extremes, carry out appropriate management, and achieve a moderate combination.