Management in depth talks and participatory discussions

Participatory teaching is an effective way for teachers and students to jointly create a democratic, harmonious and warm teaching atmosphere, so that students at different levels have opportunities to participate and develop, and it is a cooperative teaching method. Participatory teaching activities are student-centered, make full use of flexible, diverse, and intuitive teaching methods, encourage students to actively participate in teaching activities, and achieve the perfect integration of teaching and learning

1. The principle of maximum return value.

2. The principle of maximum and minimum returns.

3. The principle of eclecticism.

4. The principle of minimum and maximum regret value.

Management:It is a comprehensive interdisciplinary discipline that systematically studies the basic laws and general methods of management activities. Management science is produced to meet the needs of modern socialized large-scale production, and its purpose is:

Under the existing conditions, we should study how to raise the level of productivity through rational organization and allocation of human, financial, and material factors.

Main uses of management:Management is the study of how to improve the level of productivity through reasonable organization and allocation of human, financial, material and other factors under the existing conditions; It is a coordination activity carried out in a social organization centered on people in order to achieve the desired goals.

In a general sense, it is to design, create and maintain an environment, including the internal and external environment of the organization, by adopting some specific means and measures, so that all management objects can carry out activities in a coordinated and orderly manner in a specific environment.

Principle: the principle of combining the establishment of posts according to the matter and the establishment of posts according to the person, the principle of equal power and responsibility, and the principle of unity of orders.

There are many categories of decision-making, and the nature of the decision varies. What they have in common is the relatively basic decision-making steps, i.e., defining the problem, analysing the problem, formulating alternatives, finding the best solution, and making the decision effective. Each step can be considered a matter of principle.

Or you can talk about what decision you made.

1. Not true. There is a plan to have a goal, and without a goal you are like a fly without a head. As for not changing quickly, it is normal for there to be changes in the implementation of the plan, after all, we are not gods, and we should adjust the plan appropriately to deal with the change.

2. The money is not in place. To put it bluntly, it is less to give, people have a balance in their hearts, if you can't give the right benefits, then why should he serve you. Of course, there are many other reasons, such as the corporate environment, culture, and the efficiency of the enterprise.

3. For the first time, Hawthorne's experiment put the problem of interpersonal relations in industry in the first place, and reminded people to pay attention to the human factor when dealing with management problems, which has a great role in promoting the formation of management psychology. 4. Headless flies are self-defeating. 5. The plan is like a stack of lights, he will guide you to walk according to the predetermined trajectory and not deviate.

6. Organizational structure There are four basic ones, and the others are all deformed on this basis.

1 Functional: Advantages (1) Achieve economies of scale within the department (2) Promote the in-depth development of knowledge and skills (3) Promote the organization to achieve functional goals (4) It is most suitable for organizations with only one or a few products. Disadvantages: (1) Slow response to environmental changes, (2) Decision-making may be piled up at the top, overloading the hierarchical chain, (3) Poor horizontal coordination between departments, (4) Lack of innovation, and (5) Limited awareness of organizational goals.

2 Division: Advantages (1) Adapt to rapid changes in an uncertain environment (2) Product responsibility and clear touchpoints will satisfy customers (3) Achieve a high degree of cross-functional coordination (4) Enable each unit to adapt to different products, regions, and customers (5) Ideal for large organizations that offer multiple products. (6) Decentralization of decision-making.

Disadvantages: (1) Economies of scale within the department are lost, (2) Poor coordination between product precursors, (3) It is not conducive to the in-depth development of capabilities and the specialization of technology, and (4) It makes it difficult to integrate and standardize across product lines.

3 Matrix: Excellent (1) Obtain the coordination necessary to meet the dual needs of customers (2) Facilitate the flexible sharing of human resources across multiple product lines (3) Adapt to the needs of frequent changes and complex decision-making in an uncertain environment (4) Provide opportunities for the development of both functional and product skills (5) Ideal for medium-sized organizations with multiple product lines. Disadvantages: (1) Employees are faced with a dual relationship of authority, which is prone to confusion and confusion, (2) It means that employees need to have good interpersonal skills and receive intensive training, (3) It is time-consuming, and frequent meetings are required to coordinate and discuss conflict resolution, and (4) It is difficult for employees to be effective unless they understand this model and adopt a university-like rather than vertical relationship approach.

5) A lot of effort is needed to maintain the balance of power.

4 Horizontal type.

5 Mixed.

First: No, how can you talk about change without a plan? Second:

Everyone knows what the perfect attendance award means, but people still have to rest, right? The body is the capital of the revolution. Third:

Non-fourth: What is leadership? It is a role model for employees.

To be a good leader is to manage subordinates. Fifth: joint and several liability.

There is a close relationship between the quality of the plan and the functions. To put it simply, if you don't plan well, you can't do it well. Sixth:

Organizational results, there is organization, there is discipline, advantages: discipline. Cons:

I'm afraid of lack of discipline.

Proper performance management is what motivates people.

Performance management and incentive mechanisms.

In the performance management model, the incentive effect plays a very important role, and the incentive effect depends on the product of the target valence and the expected value. The goal valence refers to the degree of motivation of the individual by the reward obtained for the achievement of the goal or the degree of punishment for the individual if the goal is not achieved. Expectation refers to the likelihood that an individual will achieve a goal and the likelihood that the organization will promise to deliver a reward or punishment, and only when both are very likely is that the expectation is high enough. Here the following aspects are very crucial.

Clause. 1. The content and method of incentives should be appropriate. Clause.

Second, the performance goals of employees should be reasonable and feasible. Clause.

3. Managers should pay attention to maintaining the organization's credit.

Performance Management Implementation Principles.

Clear goals. The purpose of implementing performance appraisal for employees is to enable employees to achieve the goals and requirements of the enterprise, so the goals must be clear. Whatever you want, you will evaluate the employees.

Quantitative management standards. The assessment criteria must be objective, and quantification is the most objective way of expression. In many cases, the performance appraisal of enterprises cannot be implemented in place, and it is reduced to going through the motions, all because the standards are too vague and the requirements are not quantified.

Good professional mentality. The implementation of performance appraisal requires that enterprises must have corresponding cultural heritage and require employees to have certain professional qualities. In fact, excellent employees are not afraid of assessments, and even welcome them.

Linked to interests and promotions. It is meaningless to evaluate the performance appraisal that is not linked to the salary, and the appraisal must be linked to the interests and the salary, so as to arouse the attention and serious treatment of the enterprise from top to bottom. It's controllable and achievable.

Performance appraisal is a kind of management behavior of the enterprise, is the way of the enterprise to express the requirements, and its process must be controlled by the enterprise. The principle of "three heavy and one light" performance appraisal can only be truly effective if it penetrates into every aspect of daily work, so the following principles of "three heavy and one light" should be followed: 1) Heavy accumulation:

The usual bits and pieces are the basis of assessment; 2) Results: Only large and small achievements can employees see progress and have the motivation to move forward; 3) Heavy timeliness: Specify a fixed time assessment, often can't remember what happened at the beginning.

The assessment should be at the moment of the event, not a long time later; 4) Light and fast: Complex performance appraisal methods require the guidance of professionals to achieve the desired results. Today's goal is to provide and accumulate assessment materials for managers in a lightweight way for small and medium-sized enterprises that are not complicated.

Actually, in real life.

Professionals are needed for administrative and personnel management.

You need to have certain qualifications to do a good job.

It's just that these two positions need to be very practical.

Management is just a theory.

100 points on the management exam.

You can't prove that you can do 100 percent administratively.

That's why many management students are not employable.

And the contradiction that society needs a large number of management talents.

The further back you go.

This profession will be given more attention.

It's just that the entry start is relatively low.

But the improvement is relatively fast.

If you are studying management, your words are not professional.

There is an old man in his 70s in my hometown who asked me: how to be an accountant (my girlfriend majored in accounting) also needs a college student? In our village, the accountant is only a high school graduate. Isn't it just an account? How much grain did the family pay, and so on.

Another example: the accounting taught in college is that the accounts should be flat, and the "flat" of the debit and credit side mentioned here can find the problem in time, that is, if it is not "flat", there must be something wrong.

This is just a very superficial problem, and it is already different than the 70-year-old uncle. Of course, maybe these are just some of the things that anyone can learn by reading a book.

But the more you learn, the stronger your professional role will be.

It's not that you don't study this major, but that you don't study this major deeply, even if you don't study this major, but you learn this major very deeply, it's the same.

It's the same with management. You can manage anyone, but how deep you can learn determines how different you are from them.

Another example: in the enterprise, every day, humanized management.

However, many people manage, while talking about humanized management, that is, fines are flying all over the sky. As a result, the motivation of the employees is extremely poor, and as a manager, they do not know why, and they are still very self-righteous and "trying".

Also, for example, the Toyota-style production mode, you learn management, no matter how much you know about the Toyota-style production mode, but as long as you learn the management major, for the Toyota-style production mode, the depth of your understanding is different from that of people who do not have basic management knowledge.

When you get to work, you will understand why the book says: the Toyota-style production method is not just Kanban.

Because, without professionals, the Toyota-style production method implemented can only be a kanban. Others are hard to implement. Because they don't understand, it's not clear what responsibilities each functional department has in carrying out this work.

Even the understanding of the leader itself is wrong. You know, you can't carry it out.

This kind of experience will not be understood until you work.

Professional, it's not that you have studied. It's that you learn and understand deeply.

In fact, the theory of management is also developing rapidly, and it is necessary to continue to learn advanced management ideas, as well as personal personality to determine management style, and under different corporate culture backgrounds, management styles may be different, so the basic theory of management is not the actual management experience.

What LZ is talking about is a kind of experience management In the current management, as new problems continue to emerge, it is difficult to solve them with experience alone. The operation and operation of a large company requires a systematic management system and management standards, which is difficult to achieve in empirical management. No matter which large company grows up, it will pay attention to systematic management learning.

The management of a small company may not need to learn management, and it can run well, but if a large company does not learn, it will definitely not work. In addition, how many companies there are, how many management talents are needed, does LZ think it has a future?

In the long run, this kind of talent is what we need, or what we urgently need, and it is still very important in large formal enterprises, but at present, in small and medium-sized enterprises, the substitutability of this kind of talent is still very large.

Broadly speaking, human resources (personnel) development and management is not a discipline, it is a field, a professional field that is studied and studied by different subject groups of economics, psychology, management and law.

The theory of participatory pedagogy is mainly based on the theory of the relationship between intrinsic and extrinsic motivation in psychology and Fromm's expectation theory. According to the perspective of psychology, human needs can be divided into extrinsic needs and internal needs. The target or attractant to which the external needs are aimed and directed are beyond the control of the person concerned and are governed by the external environment.

In contrast, the satisfaction and motivation of intrinsic needs comes from the work and study of the person concerned.