MPA Preparation: Summary of Management Review Points

[Reuters] Chinese MBA management class exam pro forma to grasp the key points of management review, more of a clearance of preparation, Xiao Bian finishing below, for your exam easily deal with.

1. News effect: The experiment of psychology tells us that people often have positive psychological reflections on extremely familiar, vivid and distinctive information, which is not only very sensitive but also easy to impress. We call it the news effect. Such as buying a car and policy to listen to the case of the council.

2. The expert meeting method produces a band effect; the meeting method is easy to produce a herd effect.

3, the half-way rescue driver shows a double conflict psychology (fish and bear's paw can not have both). Double avoiding the breakwater will bring losses. Avoiding the goal and not paying the price.

4, Shantou Office is a problem in the design of the function.

5. The distribution of real power is analyzed from the perspective of department and leadership.

6. Research on leadership theory: a large amount of research on the quality of leaders in the early 20th century (trait theory)—from the mid-1940s to the mid-1960s, starting with the relationship between research leadership behavior and performance, training can become a leader. Ignoring the situational factors, we must combine traits, behaviors, and situations to examine the contingency theory (Gudeler contingency model, Paul Hesser and Blanchard's situational leadership theory, House approach goal theory) - the leader in the 1970s Quality research has become the focus.

The difference (as if returning to the starting point, the essence enters a more advanced stage of research; characteristics: First, trying to determine a series of traits implied by individuals who are recognized as leaders under new historical conditions, that the leader is The unity of inner quality and external style not only emphasizes the essence of the leader, but also emphasizes the external performance such as image and style charm. Second, the research on the leader has entered the chemical laboratory and the natural field from the behavioral laboratory to find The biological roots of the quality of leaders, the endowmental factors of innate inheritance, and the impact of early childhood living environment and experience. Many evidences prove that the quality of leaders is related to congenital genetic factors, but not decisive. Third, the quality of leaders is mainly The result of acquired learning and practice. Excellent leaders are not cultivated, but work hard and competitive. The common wealth in leadership quality is experience. Only in the first line can learn, long-term experience in different positions, positive and negative learning. result.)

7. The constituent factors of the target. Management objectives are the basic components of management activities, and management has obvious objectives. It is one of the important signs that distinguish other activities of human beings. The actual management objectives are complex and comprehensive. First, management objectives are generally the common goal of specific organizations and groups. Second, the management objectives are hierarchical. Third, management objectives have a time span difference, including short-term and medium-term goals, according to time requirements. Fourth, management objectives have multiple meanings.

The enterprise is single; the management of the government and other public organizations has multiple value requirements such as efficiency, fairness, order, security, and democracy. These values ​​are parallel in actual management. After the management objectives are determined, there must be advanced and realistic possibilities, and there must be some flexibility and room for changes in environmental conditions.

Significance: First, the management has a clear direction of activities and resource allocation; second, it has the function of stimulating the manager's initiative and enhancing his sense of responsibility; the third is to have the cohesive force of the manager and create an orderly and harmonious management environment; The fourth is to provide a basis for managers to effectively detect management performance. Management objectives are an important basis for the management of objectives in modern management.

8. General characteristics of leadership functions: It is the soul of management activities, the activity that reflects the quality and ability of leaders, the key to achieving management efficiency and effectiveness, and the core link of management activities, with six major characteristics. Legal rights (position authorization, must be legal, recognized by the leader); dominant; decision-making; impartiality (social justice); coordination (prominent) normative (premise, statutory scope, compliance with social and public morality) (Three principles: democracy, legality; exceptions)

9. Characteristics of public management: one is to achieve the goal of public interest; the other is to rely on public organizations; the third is the process of using public power; the fourth is exclusive. Fifth, it must be subject to public supervision. The characteristics of public power: public power comes from the rights of members of society in public life, and the power of public management activities can be realized. Public management without public power cannot be effectively implemented. There are three characteristics: First, public power is the high concentration of social power resources, so it is the most powerful force in social forces; second, the dynamic public power is based on social legitimacy, therefore, it has the authority to use and operate; Third, public power has social constraints and, therefore, it is specifically binding.

Making public management a strong binding force and legal authority for members of society, the resulting power-obeying relationship is a necessary condition for the smooth implementation of public management. The exercise of public power in modern society is linked to public responsibility, law and public ethics. Therefore, in the process of public management in the use of public power management, public responsibility must be assumed for the realization of public interest and the grantor of power. Laws and public ethics norms.

10. Characteristics of management development: First, the development of management science is a process from the setting of managers and robots in management to the setting of social people in management. Second, the development of management science is from the management of single factors, individual processes and single-sided research to the process of comprehensive systematic research; third, the development of management science is from the qualitative analysis to the combination of qualitative analysis and quantitative analysis; The development of management science has evolved from school to compatibility, and it has learned from each other and absorbed the process of integration.

11. The difference between the value premise and the factual premise: 1) The value premise is the personal likes and dislikes of the decision makers, and the value judgment is the primary premise of decision-making; the factual premise is the objective facts on which the decision is based, the characteristics of objectivity, testability and variability . 2) Contact: Value is the sublimation of facts, is a higher level of cognition, and is the relationship between goals and means. 3) Difference: First, the angle of the problem is different. Value is from the perspective of need and value is not worth making decisions, focusing on the requirements of the decision-making body; the fact is that from the perspective of ability and can do, focus on objective actual conditions; therefore, often because of the value of the lack of facts or vice versa The situation makes decision-making activities difficult. Second, the basis for understanding formation is different. Facts depend on obvious objective criteria, and it is easy to reach a consensus; value depends on people's value system, often causing conflicts and contradictions. Third, the role of influence decision-making is different. Value is primarily indicative of the determination of the decision-making objectives; facts are expressed in the choice of decision-making options.

12. Planning functions: 1) Ensure the realization of decision goals. 2) Conducive to the rational allocation of various resources. 3) Prevention of interference caused by actions other than situations. 4) Provide a basis for implementing control.

Principles: innovation and feasibility; long-term and short-term; stability and flexibility.

13. Analysis of the advantages and disadvantages of the herd effect: 1) The herd effect refers to the psychological change process in which people consciously and unconsciously use the opinions of the majority as the criterion to make judgments and form impressions. 2) It arises from a variety of psychological and behavioral reasons. Seeking consensus is a common and extremely common behavioral mentality. First, the self-confidence is poor; the second is that the situation is unclear and unwilling to take risks; the third is that it is not an original enemy, fearing that the right to be harmed will be in the public; the fourth is that the habitual imitation in the character is forced to follow the crowd; the fifth is that the individual goal and the masses share the interests in the crowd. 3) Positive consistency; negative consistency; no objection consistency, support positive, eliminate negative conversion, obey and obey. 4) Personal factors: intelligence, emotion, self-confidence, personality 5) Group environment: interpersonal relationship; competitive; cohesiveness; member commonality. 6) Herd behavior has a certain blind behavioral tendency, more manifests the interdependence of interpersonal relationships and the passiveness of decision-making, which causes great obstacles to the decision-making process. If you always give up personal independence due to environmental pressure, you will be dissatisfied with the role of others because of the will of others.

14. Analysis of the advantages and disadvantages of group decision-making: 1. Group decision-making refers to leadership group decision-making and participation decision-making. 2. Benefits: Brainstorming, pooling and pooling, concentrating more comprehensive knowledge, skills and information, providing more treatments for problem solving and increasing satisfaction with alternative programs, making decision making easier to implement; it is an important communication method in the organization. It can increase communication at different levels in the organization, promote the development of interpersonal relationships, and enhance organizational cohesion. 3, disadvantages: A program is slow, long time; B personal opinion is not good expression; C conservative and risky two polarization; D causes internal friction and human waste; E surface collective actual individual or small group; F responsibility collectively undertake to cover up personal loss ; G does not have the conditional outcome is unfavorable; H can not be used as an incentive; I problems and unclear collective decision-making will be more complicated.

15. Advantages and Disadvantages of Direct Control and Indirect Control: 1. After finding the deviation in the work, the responsibility of the responsible person is pursued, and the subject is the supervisor of the directly responsible person; directly focusing on cultivating better management personnel to prevent adverse consequences; the main body is management Or directly responsible. 2. Indirect control advantages: It can be corrected for deviations in comparative norms and procedural work, which can help supervisors to sum up experience and improve management level.

Insufficient: lagging, high cost, there are some assumptions: the work results can be accurately measured; people have a personal sense of responsibility for the work; the time required to investigate the deviation is sufficient; the deviation can be discovered in time; the relevant departments will take corrective measures. It is difficult to meet the above assumptions at the same time in actual activities, resulting in control failure. 3`Direct advantages: Due to the importance of the quality of the supervisor, the assignment task has great accuracy; the supervisor is encouraged to take measures to correct the deviation and encourage self-control measures; it helps to obtain good psychological effects, the subordinates trust them, and the planning objectives are achieved; Reduce the probability of deviation and save control costs.

16. The difference between formal organization and informal organization: 1. Characteristics of formal organization: professional division of labor; clear bureaucratic; statutory authority; unified normative; relative stability; positional substitutability; 2, non-features: First, the formation is based on specific needs, the formal organization can not be satisfied. Second, the organization has no clear organizational goals; the third is the spontaneous formation of organizational members, not the organizational managers believe that the construction is based on specific purposes. Fourth, there is no clear written system and rules. The fifth is the three forms of horizontal group, vertical, mixed group.

3. It has two sides to the formal organizational function: positive: it can enhance the sense of belonging of the members of the organization to a specific organization, form a cohesive force that is conducive to organizational stability and goal realization; coordinate organizational member relations, adjust contradictions, form a harmonious relationship and atmosphere; facilitate mutual communication, The relationship between the two and the realization of the goal; to a certain extent adjust the mental state of the members of the organization, ease the mental and psychological pressure, which is conducive to the enthusiasm of the members; provide an extra-system approach for the managers to perform special tasks.

Disadvantages: when the psychological needs are contrary to the formal organizational goals, it will hinder the realization of the formal organizational goals; the informal organization's emotional and psychological needs are the link, the actual organization is actually applied, the rationality is based on the formal organization of rules and regulations; the interpersonal group may cause The division of members among the members of the organization, resulting in groups that compete with the managers, seriously hinders the stability and unity of the organization, and hinders the implementation of the will of the managers and the actual management activities.

Ways to cooperate: First, build and promote the correct organizational culture. The second is to make the informal organization coincide with the formal organization; the third is to design institutions and activities that meet the emotional and psychological requirements of the members of the organization. The fourth is to carry out the psychological and information communication between the regular organization manager and the general members.

17. Organizational goal consistency: Organizations are groups of specific social groups that are combined to achieve specific common goals. The common goal is the foundation and first element of organization. The common goal of the organization is to make the organizational goals consistent, mainly reflected in: First, the consistency of the target value. Different organizational goals have different value orientations, and the same goal also has multiple value orientations. For different organizations, having a target value that is consistent with their organizational nature is an important feature; for multiple target value orientations of the same organization, there is dominant dominance value, other obedience and consistency.

The second is the consistency of the hierarchical objectives. Dividing the whole, different organizational levels and individual goals, although the content is different, but relatively unified as a whole, the overall dominant position, other levels of objectives must be consistent with it.

The third is the consistency of the stage objectives. According to time, there are medium and long-term and near-term, and the recent is the way to achieve medium-length, and must be consistent with it.

18. Basic principles of organizational design: 1. Principles that are conducive to achieving organizational goals; 2. Principles of overall coordination; 3. Principles for highlighting key points; 4. Principles for setting things up; 5. Principles of combining powers and responsibilities; The principles of standardization and institutionalization.

19. Flat, conical structure: Flat: It is an organizational structure with a large management scale and a small management level. Advantages: Conducive to information communication, conducive to maintaining the authenticity of the transmission of information; Conducive to the creative play of the initiative and enthusiasm of different levels of personnel. Insufficient: The magnitude of the ambassador is difficult for the managers to fully and effectively supervise and control each direct subordinate person and organization; there are many direct subordinates, and they have to deal with many things and make it difficult to identify and select important information and affairs.

Cone: The organizational structure with less management and more layers. Benefit: It is beneficial for managers to fully study the information submitted by direct subordinates and propose more mature countermeasures; it is beneficial for managers to directly guide, supervise and control each subordinate; it is convenient for managers to deal with things according to their priorities. Insufficient: the level of information and the speed of transmission are affected; the level of layer-by-layer control will affect the enthusiasm and creativity of members; the work is cumbersome and complicated, affecting management efficiency.

20. Responsibility design principles: 1. Ensure the principle of unification of orders. 2. The principle of continuous grading. 3. The principle of symmetry of power. 4. The principle of rational centralization and decentralization.

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