现代工业企业管理第二章-1.pptVIP

* What-（具体任务、活动内容） why——为什么？（目的、意义、原因） who——谁去做？（落实到人） where——在何地做？（空间、地点落实）when——在何时做？（时间、进度安排）How——怎么做？（手段、措施、途径） * 2计划组织领导和控制 * 1、 指明方向 2、 预知未来 3、减少重叠性和浪费性的活动。 4、提供考量成绩的标准 * * * 作业计划 * * * * 这则寓言蕴含了一个很深的哲理。可以看出，前两个石匠之所以会落到这般境地，完全是因为他们只顾眼前利益，对于未来并没有一个明确的目标，对待工作的态度与第三个截然不同。所以，第一个石匠对待工作毫无感情，“做一天和尚，撞一天钟”；第二个对待工作缺乏热情，只把它当作一种谋生的手段；而第三个石匠，不仅热爱自己的工作，而且充满激情，明确的目标，并且朝着这个目标不懈努力。正是这种目标明确的激情激励着他，不断努力，不断实现自我，最终实现理想，造就了他的成功。 * * Management by objectives (MBO) emphasizes participation to set goals that are tangible, verifiable, and measurable. MBO’s appeal lies in its emphasis on converting overall organizational objectives into specific objectives for units and members of the organization. As the figure above shows, the organization’s overall objectives are translated into specific objectives for each succeeding level (divisional, departmental, or individual) in the organization. But because lower-unit managers jointly participate in setting their own goals, MBO works from the “bottom-up” as well as from the “top down.” The result is a hierarchy of objectives that links objectives at one level to those at the next level. And for the individual worker, MBO provides specific personal performance objectives. So each person has an identified specific contribution to make to his or her unit’s performance. If all individuals achieve their goals, then their unit’s goals will be attained and the overall objectives of the organization will become a reality. * 只看数量，不看质量、风险和顾客的忠诚度等等。。。 * * * * 我们要向哪里发展 ? 打算实现什么目标 ? 什么时候实现 集思广益与群策群力 为了实现目标有哪些最有希望的方案－原则 评估各种备选方案 ? 成本最低 ? 收益最大 * * Research has also identified specific sets of behaviors that explain more than 50 percent of a manager’s effectiveness. Handling conflicts and motivating employees. Effective managers maximize positive on-the-job situations and minimize conflicts so that employees feel motivated to do their best work. Strategic problem solving. Managers take responsibility for their decisions a