The research object of management science is management activities and management processes.
The research methods of management lay particular stress on empirical analysis, normative analysis, case analysis (which can also be classified as empirical analysis), chart analysis, econometrics and system analysis. In other words, analysis is a very important method! !
Question 2: What are the characteristics of management? It is general, comprehensive, historical and practical.
1 Bachelor of Management is a comprehensive discipline, covering all aspects of astronomical geography. It has no profound theory and uses economic analysis as a tool. Economics is used for thinking. )
2. Management is a practical subject. Many consulting companies consult domestic companies and often go abroad to find a similar case and then copy it. Say it's somebody else's success, so can you. They think this situation is universal, but it is not. Because different cultures have completely different effects on different systems. Moreover, what consulting companies do is icing on the cake. They will look at your culture, prospects and so on, and make a good company better, not bad. The former president of UFIDA said that if you go to erp, you will die. If you don't go to erp, you will die because it costs money. I don't know much about erp, and I don't understand this sentence. The consultant said that he is only a mentor, not a decision maker, so he will give you a lot of data, analysis reports and so on. As for how to face it, it's up to you to choose.
3. Incorrect management. There is no absolute black and white, good and bad, all of which are impure, and many places are blurred.
4. Management is both science and art, and it is a soft science.
Characteristics of modern management science
1, emphasizing systematization and overall consideration. Organization is a system and a subsystem of a larger system. We should understand the problem from a holistic perspective and prevent one-sidedness. This is very important, similar to what I said once. ) looking at the problem alone will make the decision mutate. If the financial requirements for reimbursement require invoices and signatures, and sales sometimes cannot provide invoices or meet the signature requirements, it is necessary to balance and consider the interests of both parties. There are many such examples, such as the requirements of actual construction and the idealization of technology, some sales strategies and compensation in the process of project implementation, etc. )
2. Pay attention to human factors, that is, consider sociality more. We should study and explore people's needs, and try our best to meet people's needs under certain conditions, so as to ensure that all members of the organization, Qi Xin, work together and make conscious contributions to the organization. Many foreign companies also include companies such as Huawei. They come on business trips according to the stars, and food and drink according to the quota. If you have more, you can make up for it yourself, while private houses are generally based on 200 and 300, and catering is based on invoices. The quota is also fixed, which is much more rigid than foreign companies. Paying attention to human factors can fully mobilize enthusiasm, and performance appraisal sometimes fails to assess the efforts of managers. For example, the manager of KFC during the bird flu.
3. Pay attention to the role of informal organizations. Under the premise of not violating the organizational principles, giving full play to the positive role of informal organizations is conducive to achieving organizational goals. If someone has a good relationship with the top. (:) In the past, there was a team on the Ford production line, which assembled quickly, but they usually took an hour off after working for two hours, because they could not exceed the workload of other teams too much. If you can finish 10 in one hour, and others only have 8, then you can only finish 8, otherwise it is hostile. The influence of informal organization on output reaches more than 20%.
4. Widely apply advanced management methods and theories. Supervisors at all levels must use modern scientific and technological means to promote the improvement of management level. Nowadays, many enterprise executives are fluent in foreign languages, clear-headed, wise and sensitive, and good at learning. Advanced things are introduced immediately, but they are often not well operated. This fully shows that management is really complicated, and advanced and shaped things may not be suitable for your own enterprise. It is the right way to know the enterprise realistically and then choose the applicable system. )
5. Strengthen information work and set up CIO. Managers should use modern technology to establish management information system, effectively, timely and accurately transmit and use information, and promote management modernization. Building a website can promote yourself, and establishing an internal management platform can improve the cohesion of the company and reduce operating costs. (But now many enterprises regard informatization as a slogan. Although they have established websites and internal management platforms, their management has not changed much, and even increased the cost. Electronic notification is often sent once, which is good for the park. I stopped the internet yesterday, and there was no paper, only mass mail. Paperless office is no longer a slogan for two years, but a habitual determination that cannot be changed after all. Thaksin shinawatra, CEO of Thailand, used the company management system to manage the country, requiring every cabinet member to work electronically or resign, which reduced the operating expenses by 6 ... >; & gt
Question 3: What are the characteristics of management skills? First, the six abilities that an excellent manager should possess.
1) communication skills. In order to understand the interaction of employees in the organization and listen to the voices of employees, a manager needs to have good communication skills, of which "being good at listening" is the most important. Only in this way can subordinates not alienate themselves from Germany or dare to put forward constructive suggestions and requirements. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and * * *.
2) Coordination ability. Managers should be sensitive to the emotions of their subordinates and establish channels for persuasion and venting. Don't wait until the opposition deepens and the contradictions expand before rushing to deal with them. In addition, managers should resolutely solve serious conflicts or contradictory events that may expand the opposite. Even when the situation is unclear, we should take immediate measures to cool down and use appropriate and effective strategies to resolve conflicts immediately after we understand the situation. As long as we master the preemptive right and the initiative to eliminate contradictions, any form of opposition can be easily solved.
3) decision-making and execution ability. In the democratic era, although there are many things suitable for collective decision-making, managers often have to make independent decisions, including allocating work, coordinating manpower and solving employee disputes. This often tests the decision-making ability of managers.
4) Planning and integration ability. Managers' planning ability focuses not on short-term strategic planning, but on long-term planning. In other words, a good manager must have a vision, have a vision, can't see the present but can't see the future, and let employees know the company's vision in time, so as not to let employees lose their way. Especially in decision-making and planning, we should properly use the integration ability, effectively use the wisdom of subordinates and existing resources, and avoid manpower waste.
5) Control ability. There is a saying: "A leader will not set up an enterprise, but he will set up an organization to set up an enterprise." According to this statement, the premise of being a manager is to be able to build a team in order to further establish an enterprise. But no matter how complicated and changeable the role of managers is, winning the trust of employees is the first condition.
6) Training ability. Managers must be eager to have a strong work team, therefore, cultivating outstanding talents has become an important task for managers.
Second, how can managers improve team leadership?
1) to build the core team of the enterprise
To develop, an enterprise needs a stable and reliable core team, which is commonly called "team building". As an enterprise leader, building an excellent core team is the first priority and an important embodiment of leadership. A strong core team can promote the improvement of corporate leadership.
2) Select core team members
How to build this team well, the first thing that business leaders have to face is the choice of core team members. From the source, there are two ways: internal training and external recruitment. Whether they are brought up by themselves or hired, the core team members should have different levels and specialties, so that members can learn from each other and cooperate with each other to obtain "1+1>; 2 "effect. If everyone has similar expertise, ability and experience in a core team, it means that the whole team has less expertise in many other important places, which leads to the "short board" of management.
When selecting team members, besides complementary professional knowledge, ability and experience, we should also consider the development stage of the enterprise. Enterprises are at different stages of development and have different requirements for core team members. In the start-up period, the core members of the team are generally less, ranging from three to four people to more than ten people. At this time, we should choose classmates, friends, alumni or fellow villagers who are familiar with each other, which is conducive to the rapid formation of the centripetal force and cohesion of the team. For example, Shanghai Fosun High-tech Group, one of the three major private enterprises in China, has a five-member entrepreneurial team who all graduated from Fudan University and are familiar with each other. At the beginning of their business, they were able to make a reasonable division of labor according to each member's ability and characteristics, formed a core team with strong combat effectiveness, and created the myth that the net assets of 10 were nearly 10 billion. When the enterprise develops to a certain stage, the core members should not be limited to the personnel in the initial stage, but should be balanced in cultural background and knowledge structure, otherwise it will not only affect the development speed of the enterprise, but also lay a fatal hidden danger for the long-term development of the enterprise.
3) Establish a trust relationship
The correct selection of core team members is only the basis of team building. It is necessary to ensure that these core members can think wholeheartedly and work wholeheartedly ... >>
Question 4: What are the characteristics of learning management? Which major is better in management? 20-point management belongs to a branch of organization theory, involving a wide range, and the most important thing is good logical thinking.
Question 5: What are the basic characteristics of management?
(1) Duality of management: The production process includes the production of material materials and the reproduction of production relations, so the management of production process has duality: the natural attribute associated with productivity and the social attribute associated with production relations.
(2) Scientific and artistic nature of management: Management is a knowledge system composed of a series of concepts, principles, principles and methods, which embodies the scientific nature of management activities. The method is to emphasize the practicality of management. Without practice, there is no art. ..
(3) Universality and purpose of management: Management is ubiquitous in various activities, which determines the universality of management. Management is a conscious and purposeful cooperative activity of human beings, which is carried out in order to achieve the established goals of the organization. This is the purpose of management.
Question 6: What are the management characteristics of an organization? An organization is a formal and stable structure, consisting of two or more people, who have specific goals and certain resources, and maintain a certain structure of power and responsibility. The characteristics of an organization can be summarized as three points: (1) having clear goals. No goal is not an organization, just a group of people. The goal is the product of the combination of the desire of the organization and the external environment, so the purpose of the organization is not infinite, but influenced and restricted by the environment, which includes the material environment and the social and cultural environment. With a goal, the organization can determine the direction. (2) There are resources. This kind of resources mainly includes five categories: people, money, things, information and time. (3) A certain power and responsibility structure. This power and responsibility structure is characterized by clear hierarchy, clear task undertaker and equal power and responsibility.
Question 7: What are the characteristics of management principles? I objectivity 1. Management principle is the essence of management and the expression of its target management (primitive: primitive and fundamental; Reason and law) 2. Management should conform to and apply principles, that is to say, adapt to and apply laws. Two. Universal 1. Management principle is a universal and regular conclusion based on summing up experience. 2, the original sea can not be subjective. In fact, there are many unsolved mysteries in the world, but they cannot be summarized as laws or principles, otherwise it will violate the characteristics of management principles. Third, the stability 1, the management principle is relatively stable (to be long). 2, the principle is not static (due to changes in the external environment, such as eggs and chickens). Fourth, the systematic characteristics of systematic management principle mainly mean that management principle is an organic whole composed of four elements: systematic principle, benefit principle, people-oriented principle and responsibility principle.
Question 8: What are the characteristics of managers? The first is restraint. Generally speaking, sticking to principles with a strong attitude may simply solve the problem, but it may also make things worse. Therefore,
Excellent managers choose restraint.
The second is modesty. Managers are realists and will not increase the importance of their efforts or their chances of success. Their attitude is modest.
The third is perseverance. They often face difficult battles, in which their strength is relatively weak, so the struggle of managers is more like a long-term war than a glorious cavalry charge.
The fourth is Ming Rui's insight. He can find opportunities that others can't find and see problems that others can't see.
The fifth is system execution, which can be managed from a systematic point of view and solved by a systematic method.
The sixth is charisma, which can make employees consciously attach themselves to him and become role models, coaches and even idols for employees.
The seventh is the sense of responsibility. A manager who has no sense of responsibility, like a child who is not growing up, is always worrying.
Eighth, we should dare to take responsibility, otherwise we will only escape and shirk responsibility when encountering problems, which will make our subordinates feel chilling.
The ninth is the ability to coordinate and organize. Managers are faced with horizontal and vertical departments and their own teams. Without good coordination and organizational skills, they can't give full play to the best energy of the team.
The tenth is tolerance. It is inevitable for managers to manage subordinates with distinct personalities, shortcomings and mistakes. Tolerance is particularly important for the cohesion of the team and the growth of subordinates.
Question 9: What are the characteristics of the strategy in management? The characteristics of strategy in management science are
From the perspective of strategic management, systematicness can include three stages, namely, strategic design, strategic implementation and strategic evaluation. Strategic design refers to putting forward the main tasks of the organization's business, confirming the external opportunities and threats of the organization, determining the internal strengths and weaknesses of the organization, establishing long-term goals, forming a number of alternative strategies, and choosing operational strategic policies. Strategic design issues include deciding what kind of business an organization wants to expand, what kind of business to give up, how to make effective use of existing resources, whether to expand or diversify, whether to enter the international market, whether to merge enterprises or control joint ventures, and how to avoid being annexed by competitors. Strategic implementation is the second stage of strategic management, which is usually called the action stage of strategic management. The implementation of the strategy requires an organization to establish annual goals, formulate corresponding policies, motivate employees and effectively allocate resources to ensure the implementation of the established strategy. The implementation of the strategy includes forming a strategic support culture, creating an effective organization, adjusting the market, compiling the budget, developing and utilizing the information support system, and mobilizing the enthusiasm of every employee to participate in the strategy implementation. Strategic evaluation is the last stage of strategic management. The evaluation of strategic planning is to constantly modify the changing objectives in the process of strategic implementation, because external and internal environmental factors usually change. Evaluation includes reviewing and evaluating external and internal factors as the basis for strategic policy selection, judging the results of strategic implementation, and striving to take correct actions to solve unexpected problems in the implementation process. Fundamentally speaking, the importance of evaluation is that success today does not mean continued success tomorrow, and there will be various problems behind success. Experience shows that complacent institutions are doomed to die. The three stages of strategic management are complementary and integrated. Strategic design is the basis of strategic implementation, and strategic implementation is the basis of strategic evaluation, which in turn provides experience and lessons for strategic design and implementation. The three-stage system design and connection can ensure the overall benefit and the best effect. Scientifically speaking, in the strategic design stage, due to the limited resources of each organization, what kind of strategies and tactics provided by strategists will be more suitable for a certain enterprise or organization and achieve the best benefits. This requires putting forward the market share of specialized products of an institution or enterprise, the possibility and feasibility of developing research technology, and determining the long-term competitive advantage from a scientific and accurate perspective. Experience shows that the decision-making with high success rate has scientific basis, and the success or failure of decision-making is related to the rise and fall of an enterprise or institution. From the stage of strategic evaluation, how to scientifically and objectively judge the achievements and shortcomings in the process of strategic implementation is of great significance to the determination of the future development goals of an enterprise or institution. With the continuous development of information expressway, the decision of strategic management depends more and more on the accuracy of information sources. Scientific and accurate analysis process is of great significance to the implementation of the strategy. If the design goal is not based on a more scientific basis, such a goal is doomed to be impossible to achieve. Art management experts agree that the implementation of strategy is the most difficult stage in the process of strategic management, which requires employees to have strict discipline and the spirit of commitment and sacrifice. Successful strategy implementation is closely related to managers' ability to mobilize employees' enthusiasm. The key to this ability lies in the artistry of managers, not in their scientificity, that is, the role of art is greater than that of science. The strategy is well designed, because the interpersonal relationship is not well coordinated or ideal, and such strategic management is equal to no strategy. The implementation of the strategy involves directors, employees and managers in the organization. Every supervisor and department directly answers the question, "What is our task in implementing the organizational strategy?" "How to do a good job for the organization and the enterprise?" The implementation of the strategy is to encourage managers and employees of the whole organization to be proud of their work and advocate the spirit of unity and struggle for goals between managers and employees. The word "relative stability strategy" itself means pointing out the goal in advance, which is ahead of time. In the actual management life, the strategy needs to be stable and cannot be constantly changed, otherwise it will make the development of the cause, the management of enterprises and the management of the country chaotic, thus bringing unnecessary losses to enterprises, institutions or the country. Another manifestation of stability is that strategic decision-making has invested a lot of money and manpower, and their work has guiding significance. Objectively speaking, this stability should be relative, because the strategic management process is based on the organization's ability to continuously monitor internal and external trends and trends. Strategic adjustment should mainly strengthen the social environment ... >>
Question 10: What are the characteristics of management? Management has the following four basic characteristics:
1. Duality of management
Management has natural and social attributes. The natural attribute of management refers to the characteristics that management has to effectively guide labor and organize social productivity: it reflects the requirements of cooperative labor itself in the process of socialized mass production. The social attribute of management refers to the characteristics of supervising labor and maintaining production relations. It reflects the will of the possessor of the means of production in a certain social form, serves a certain economic base, and is influenced and restricted by a certain social system and production relations. Learning and mastering the duality of management is conducive to a deeper understanding of the essence of management, drawing on advanced foreign management ideas and methods, combining with reality and adapting to local conditions to apply what they have learned.
2. Management of science and art..
The scientific nature of management lies in that the process of management activities can be measured by the results of management activities, and it has effective research methods and steps to analyze and solve problems. The artistry of management lies in the practicality of management. In practice, give full play to the creativity of managers, adjust measures to local conditions and create conditions for effective management.
The scientificity and artistry of management complement each other, and the predictable and measurable contents in management can be measured by scientific methods; However, some perceptual problems and reflections of some internal characteristics in management cannot be estimated by theoretical analysis or logical reasoning, but can be evaluated by management art. The most effective management art comes from the understanding of the management principles on which it is based and rich practical experience.
3. Universality of management
The universality of management shows that management activities are cooperative activities, involving all corners of human society and closely related to people's social activities, family activities and various organizational activities. From the collective activities of division of labor and cooperation for survival, management came into being. The universality of management determines its scope.
4. The * * * identity of the manager or the task of the manager.
The task of management is to design and maintain a system, so that people working in this system can achieve the predetermined goals with as little expenditure as possible (including manpower, material resources, financial resources, time and information). The basic functions of managers and managers are the same, including planning, organization, staffing, guidance and leadership, and control. Managers at different levels have different emphases when performing these functions. For example, high-level supervisors (such as the director of hospital nursing department) pay more attention to the planning function than grass-roots supervisors (such as the head nurse in the ward), but they all need to create an environment for the collective so that people can achieve their goals through hard work, which is their common task.