第二章 管理角色与决策.ppt

Role Conflict Role-sender pressure Role expectations Conflicting role demands Role requirement perceptions 2-* Stewart’s Descriptive Model Core Components Demands：functions, activities and responsibilities performed by managers. Constraints：Internal and external environmental factors restricting the organization to achieve its goals. Choices:： Activities managers are obliged to do but the organization doesn’t specify clearly. 2-* Situational Determinants in Stewart’s Model Pattern of relationship Work patterns Exposure 2-* Other Situational Determinants of Manager Behavior Variability Management level Organizational unit size External dependencies Crisis situations Stage in organizational life-cycle Social changes influencing management 2-* How Managers Make Decisions Contrary to images of an orderly rational process, decision-making is often characterized by: Disorderly processes Incomplete or slanted information Incomplete analyses Reliance on past solutions Difficulty reaching agreement 2-* Problem Solving Guidelines Identify important, solvable problems Look for connections among problems Experiment with innovative solutions Take decisive action to deal with crises 2-* Guidelines for Managing Time Understand demand and constraint causes Expand range of choices Determine what is to be accomplished Analyze your time use Plan daily and weekly activities Avoid unnecessary activities 2-* Guidelines for Managing Time Conquer procrastination Take advantage of reactive activities Make time for reflective planning Find solvable important issues Find connections among problems Try innovative solutions 2-* * 国际政治舞台上之所以大国说了算，就因为大国是大猪，它们参与各种事务是有代价的，但收益也大；他们不参与，小国不会参与。 改革要由精英推动，与平民相比，精英作为一个群体是大猪，平民再多也只是小猪。 在股市上，卷风作浪的是大户，小户只能跟随大户喝一点汤。 大企业相当于大猪，中小企业相当于小猪。按电纽相当于进行技术创新，所得到的好处就是流出的猪食。大企业生产能力强，资金雄厚，市场营销能力强，相当于大猪的吃食能力强。大企业进行技术创新，推出一种新产品以后可以大量生产，进行广告宣传，迅速占领市场，获取高额利润。这就是它按电纽、吃食多。小企业的最优选择就是等待大企业技术创新之后，跟在大企业之后，或抢份，或为之服务，从这种创新中获得一点利益。 ????如果小企业要去进行技术创新会怎么样呢？这就