管理学第二章 计划和决策1.ppt

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 and ensure that subordinates use effective decision-making skills. Handling information. Managers use information and communication channels for identifying problems, understanding environmental changes, and making effective decisions. Growth and development. Managers use continual learning on the job to provide for the personal growth and development of themselves and their employees. Controlling the organization’s environment and resources. Effective managers are proactive and stay ahead of environmental changes. They base decisions on clear, up-to-date, accurate knowledge of the organization’s objectives. Organizing and coordinating. Managers organize around tasks and coordinate interdependent relationships among tasks wherever they exist. Well-structured problems are straightforward, familiar, and easily defined. In contrast, ill-structured (poorly structured) problems are so new that pertinent information is either ambiguous or incomplete. Repetitive, programmed decisions that can be handled routinely are the most efficient way to handle well-structured problems. Programmed decisions rely heavily on previous solutions. In many cases, such decisions are made according to some systematic procedure, rule, or policy. When problems are ill-structured, however, managers must develop unique solutions by using nonprogrammed decision making techniques. Such decisions are unique and nonrecurring. When a manager confronts an ill-structured problem, there is no cut-and-dried solution. A custom-made, nonprogrammed response is needed. The shortcuts that managers use to evaluate others are expediti