What are the contents of the public examination of management principles?

Management is a comprehensive interdisciplinary subject, and it is a science that systematically studies the basic laws and general methods of management activities. Management is produced to meet the needs of modern socialized mass production. Its purpose is to study how to improve the productivity level under the existing conditions through the reasonable organization and allocation of human, financial and material resources.

The contents of regular inspection are as follows:

1. Principles and methods of management. Murphy's law

Murphy's Law: If things are likely to go bad, no matter how unlikely it is, it will always happen. For example, you have two keys in your pocket, one for your room and the other for your car. What if you want to take out your car keys now? Yes, you often take out your room key.

Murphy's law originated in the United States and is said to have occurred in 1949. An air force captain engineer named Murphy thought that one of his colleagues was unlucky and casually said a joke: "If something happens, it will probably screw up." The joke quickly spread in America and all over the world. In the process of communication, this joke gradually lost its original limitations and evolved into various forms. The most popular form is: "If a bad thing is possible, no matter how likely it is, it will always happen and cause the greatest possible loss."

This is the famous Murphy's Law.

"Murphy's Law" was born in the middle of 20th century, which is an era of rapid economic development, continuous progress in science and technology, and human beings truly become the masters of the world. In this era, optimism is everywhere: mankind has won the victory over nature, disease and other restrictions, and will continue to expand its advantages; We not only flew into the sky, but also flew into space ... We can change the face of the world at will, which seems to show that all problems can be solved. No matter what kind of difficulties and challenges, we can always find a way or model to win.

It is this blind optimism that makes us forget that our wisdom can only be naive and superficial to the eternal universe. The world is huge and complicated. Although human beings are clever and getting smarter, they can never fully understand everything in the world. Another inevitable weakness of human beings is that they are easy to make mistakes and will always make mistakes. It is for these two reasons that unfortunate accidents and disasters, large and small, have occurred in the world.

For nearly half a century, "Murphy's Law" has been puzzling people all over the world. It reminds us that the clearer the means to solve the problem, the more serious the trouble we face. Accidents will still happen, forever. "Murphy's Law" warns people that in the face of human defects, we'd better think more carefully and comprehensively and take various insurance measures to prevent accidents and losses caused by human errors. In the final analysis, "mistakes" are as much a part of the world as we are. Arrogance will only make us ask for it. We must learn how to accept mistakes and learn from them.

Second, Matthew effect.

There is a story in Matthew in the New Testament. Before a king went on a long trip, he gave three servants a piece of silver and told them, "Go into business and see me when I come back." When the king came back, the first servant said, "Master, I have earned the 10 silver you gave us." So the king gave him 10 city. The second servant reported, "Master, I earned the five dollars you gave me." So the king rewarded him with five cities. The third servant reported, "Master, I have been wrapping the silver ingot you gave me in a towel, and I dare not take it out for fear of losing it." So the king ordered the third servant to give the first servant a piece of silver, and said, "If one more piece is missing, all his possessions will be confiscated." If you have more, give it to him and tell him to ask for more, the better. "This is the Matthew effect. Looking around, we can find many examples of Matthew effect.

People with more friends will get more friends if they keep in touch frequently; People who lack friends are always lonely. This is especially true in terms of money. Even if the return on investment is the same, a person who invests 10 times more than others will earn 10 times more.

This is a winner-take-all society. Make good use of Matthew effect, and the winner is you.

For the development of enterprises, Matthew effect tells us that if we want to maintain an advantage in a certain field, we must expand rapidly in this field. When you become a leader in a certain field, even if the return on investment is the same, you can get more benefits more easily than the disadvantaged peers. And if you don't have the strength to grow rapidly in a certain field, you must keep looking for new development fields to ensure better returns.

Third, the watch theorem.

The watch theorem means that a person can know what time it is when he has one watch, but he cannot be sure when he has two watches at the same time. Two watches can't tell a person a more accurate time, but will make people who look at the watch lose confidence in the accurate time. All you have to do is choose one you trust, try your best to calibrate it, and take it as the standard and follow its guidance. Remember Nietzsche's words: "Brother, if you are lucky, you only need to have a kind of morality instead of greed, so you can cross the bridge more easily."

If everyone "chooses what you love and loves what you choose", then no matter success or failure, they can feel at ease. However, what bothers many people is that they are overwhelmed by "two watches" and don't know which one to trust. Under the pressure of environment and others, some people choose the road they don't like against their will and feel depressed about life. Even if they have made remarkable achievements, they will not feel the happiness of success.

The watch theorem gives us a very intuitive enlightenment in enterprise management, that is, for the management of the same person or organization, we cannot adopt two different methods and set two different goals at the same time. Even everyone can't be commanded by two people at the same time, otherwise this enterprise or this person will be at a loss. Another meaning of the watch theorem is that everyone can't choose two different values at the same time, otherwise, your behavior will be in chaos.

Fourth, Unworth.

Unworth's most intuitive statement is that what is not worth doing is not worth doing well. This law seems simple enough, but its importance is always forgotten. Unworth reflects people's psychology. If a person is engaged in something that he doesn't think is worth doing, he often keeps a cynical and perfunctory attitude.

Not only is the success rate small, but even if you succeed, you won't have much sense of accomplishment.

What is worth doing? Generally speaking, it depends on three factors.

1, value. We talk a lot about values, and we will only do things that conform to our values with enthusiasm.

2. Personality and temperament. If a person does a job that completely deviates from his character, it is difficult for him to do it well. For example, a sociable person becomes an archivist, or a shy person has to deal with different people every day.

3. Reality. The same job, done under different circumstances, gives us different feelings. For example, in a big company, if you start as a handyman and run errands, you will probably think it is not worth it, but once you are promoted to foreman or department manager, you will not think so.

To sum up, what is worth doing is to conform to our values, suit our personality and temperament, and let us see our expectations. If your job does not have these three factors, you should consider changing to a more suitable job and try to do it well.

Therefore, for individuals, we should choose one of a variety of alternative goals and values, and then fight for it. "Choose what you love and love what you choose". Only in this way can we inspire our perseverance and feel at ease. For an enterprise or organization, it is necessary to analyze the personality characteristics of employees and allocate work reasonably. For example, employees who have a strong desire for achievement should be allowed to complete the work with certain risks and difficulties alone or in the lead, and they should be affirmed and praised regularly when completing it. Let employees with strong attachment participate more in the work of a certain group; Let employees with strong desire for power serve as supervisors commensurate with their abilities. At the same time, it is necessary to strengthen employees' sense of identity with enterprise goals and make employees feel that their work is worthwhile, so as to stimulate their enthusiasm.

Five, Peter principle

Peter principle is an American scholar Lawrence? Peter's conclusion after studying the related phenomena of personnel promotion in the organization; In various organizations, employees always tend to be promoted to positions they are not qualified for, because they are used to promoting qualified personnel at a certain level. Peter's principle is sometimes called the "upward climbing" principle.

This phenomenon is everywhere in real life: a well-known professor is incompetent after being promoted to the presidency of a university; An excellent athlete was promoted to be an official in charge of sports without doing anything.

For an organization, once a considerable number of people in the organization are pushed to the point of incompetence, it will lead to overstaffing and inefficiency, leading to mediocrity and stagnation of development. Therefore, this requires changing the simple "promotion according to contribution"

The promotion mechanism of enterprise employees cannot infer that a person will be qualified for a higher level just because he has done well at a certain post level. It is necessary to establish a scientific and reasonable selection mechanism, objectively evaluate the ability and level of each employee, and arrange employees to competent positions. Instead of taking job promotion as the main way to reward employees, we should establish a more effective reward mechanism and use more ways such as salary increase and vacation as reward means. Sometimes promoting an employee to a position where he can't give full play to his talents is not only not a reward for employees, but also makes employees unable to give full play to their talents and brings losses to enterprises.

Personally, although each of us is looking forward to continuous promotion, we should not take climbing as the only motivation. It is better to find a position that you can do well and give full play to your expertise than to support yourself in a post that you are not fully qualified for.

Sixth, the principle of zero-sum game

When you see two players, you can say that they are playing a zero-sum game. Because in most cases, there will always be winners and losers. If we calculate the winner as 1 and the loser as-1, then the sum of the scores of the two players is: 1+(- 1)=0. This is the basic content of "zero sum game".

The principle of zero-sum game is widely concerned, mainly because people find that similar situations can be found in all aspects of society, and the bitterness and bitterness of losers are often hidden behind the glory of winners. From individuals to countries, from politics to economy, it seems that the world is a huge "zero-sum game". According to this theory, the world is a closed system with limited wealth, resources and opportunities. The increase of personal, regional and national wealth inevitably means the plunder of others, regions and countries. This is an "evil evolution" type of law of the jungle world.

However, the 20th century experienced two world wars, rapid economic growth, scientific and technological progress, globalization and increasingly serious environmental pollution, and the concept of "zero-sum game" was gradually replaced by the concept of "win-win". People are beginning to realize that "self-interest" is not necessarily based on "harming others". Through effective cooperation, a happy ending is possible. However, from "zero-sum game" to "win-win", all parties need the spirit and courage of sincere cooperation, don't be clever in cooperation, don't always think about taking advantage of others, and abide by the rules of the game, otherwise the "win-win" situation will not appear, and the ultimate loser will be yourself.

VII. Washington Cooperation Act

Washington's cooperative law says: one person perfunctory, two people shirk each other, three people will never accomplish anything. It's a bit like the story of our "three monks". The cooperation between people is not a simple sum of manpower, but much more complicated and subtle. In the cooperation between people, assuming that everyone's ability is 1, the cooperation result of 10 will sometimes be much greater than 10, and sometimes even less than 1. Because people are not static animals, they are more like energy in different directions. The two push each other and naturally get twice the result with half the effort, but if they contradict each other, nothing will be achieved. In our traditional management theory, there is not much research on cooperation. The most intuitive reflection is that most of the current management systems and industries are committed to reducing unnecessary consumption of manpower, rather than using organizations to improve people's efficiency. In other words, it may be said that the main purpose of management is not to let everyone do their best, but to avoid excessive internal friction. 2 1 century will be an era of cooperation. Fortunately, more and more people have realized the importance of sincere cooperation and are working hard to learn cooperation.

Bonnie's Law of Manpower: One person can dig a hole in one minute, but sixty people can't dig a hole in one second.

Cooperation is a problem, so is how to cooperate.

Eight, the law of wine and sewage

The law of wine and sewage means that if you pour a spoonful of wine into a bucket of sewage, you get a bucket of sewage; If you pour a spoonful of sewage into a barrel of wine, you will still get a barrel of sewage. In almost any organization, there are several difficult people whose purpose seems to be to make things worse. They gossip everywhere, spread rumors and undermine the harmony within the organization. Worst of all, they are like rotten apples in a fruit box. If you don't deal with them in time, they will spread quickly and spoil other apples in the fruit box. The terrible thing about rotten apples lies in their amazing destructive power. An honest and capable person may be swallowed up when he enters a chaotic department, while a person without virtue and talent can quickly make a mess of an efficient department. Organizational systems are often fragile, based on mutual understanding, compromise and tolerance, and are easily infringed and poisoned. Another important reason for the extraordinary ability of saboteurs is that destruction is always easier than construction. A skilled craftsman needs time to elaborate ceramics, and a donkey can destroy them in one second.

If there are more skilled craftsmen, there will not be many decent work results. If there is such a donkey in your organization, you should get rid of it at once; If you can't do this, you should tie it up.

Nine, the barrel law

The bucket law says that how much water a bucket can hold depends entirely on the shortest board. In other words, any organization may face the same problem, that is, each part of the organization often determines the level of the whole organization.

The parts that make up an organization are often uneven, and the inferior parts often determine the level of the whole organization.

The "bucket method" is different from the "wine pollution method". The latter discusses the destructive power in the organization, while the "short board" is a useful part of the organization, but it is worse than other parts. You can't throw them away as rotten apples. Strength is relative and cannot be eliminated. The question is how much you can tolerate this weakness.

If it's serious enough to become a bottleneck, you have to do something.

If you are in an organization, you should: 1, make sure that you are not the weakest part; 2. Avoid or reduce the impact of this weak link on your success; If you are unlucky, you can take effective measures to improve or jump ship to find another job.

X. mushroom management

Mushroom management is a management method for many organizations to treat beginners. Novices are placed in dark corners (departments that nobody cares about, or running errands), thrown with dung (unwarranted criticism, accusations, and being punished by others), and left to fend for themselves (without necessary guidance and support). I believe many people have had such a "mushroom" experience, but it is not necessarily a bad thing, especially at the beginning. In a few days, mushrooms can eliminate many unrealistic fantasies and make us closer to reality and see things more realistically. For an organization, newcomers are generally treated equally, and there will not be much difference from starting salary to work. No matter how good a person is, he can only start with the simplest things at first. For the growing young people, the experience of "mushroom" is like a cocoon, which is a necessary step before emergence. Therefore, how to go through this period of life efficiently, learn from it as much as possible, mature and establish a good and trustworthy personal image is a subject that every young person who has just entered the society must face.

Eleven, Occam's razor law

If you think that you can only succeed if you are busy with your work, you are wrong.

Things always develop in a complicated direction. Complexity will cause waste, while efficiency comes from simplicity. Most of the things you have done may be meaningless, and truly effective activities are only a small part of them, and they are usually hidden in complex things. Find the key parts and get rid of the redundant activities, and success will be less complicated.

Occam's razor: If you don't need it, don't add entities.

/kloc-In the 20th century, William of Occam, England, was tired of the endless argument about "* * * phase" and "essence", advocated nominalism, only recognized what really existed, and thought that the empty universal essence was useless and cumbersome and should be "shaved off" mercilessly. He advocated, "If it is not necessary, don't add entities." This is often called Occam's razor. This razor once threatened many people and was considered heresy, and William himself was hurt. However, this did not damage the sharpness of this knife. On the contrary, it has become faster and faster after hundreds of years, and has surpassed the initial narrow field, which has extensive, rich and profound significance.

Occam's razor law can be further deepened into the law of simplicity and complexity in enterprise management: simplifying complexity and simplifying complexity. This law requires us to grasp the main essence of things, the mainstream and solve the most fundamental problems when dealing with things. In particular, we should conform to nature and not artificially complicate things, so as to handle things well.

XII. Rule 28

80% of the results of your work come from 20% of your contribution; And 80% of the efforts, only 20% of the results.

Thirteen, the question of money

When someone tells you "it's not about money, it's about principle", nine times out of ten it's about money.

With regard to the nature, function and advantages of money, people have left countless incisive and profound aphorisms throughout history. We often see people excited about money, trying to make money and teasing themselves with pictures of wealth. The influence of money on the world order and our life is enormous and extensive. This kind of influence is sometimes potential, and we often don't realize that its role is so great. However, the wonderful thing is that it is entirely created by human beings themselves. The driving force of getting rich is not from biological needs, and no similar phenomenon can be found in animal life. Can't meet the basic goals, can't meet the basic needs-indeed, the definition of "getting rich" is to get more than you need. However, this seemingly aimless driving force is the most powerful force of mankind. Humans hurt each other for money, far more than other reasons.

Generally speaking, money is the measure of value, the medium of exchange and the storage of wealth. But this statement ignores its intoxicating, crazy and exciting side, and also abandons the psychology of loving money.

Marx said that money is "the centrifugal force of human feelings", which refers to this aspect.

Second, the practice of management principles

Management and management science

I. Explanation of Nouns

1, management

2. Management

3. System

Second, short answer questions

What are the basic characteristics of management?

What is the duality of management?

Why is management both a science and an art?

Why do you want to study management?

The Formation and Development of Management Science

I. Explanation of Nouns

1, manage the movement

2, the principle of exception

3. Hawthorne experiment

Second, short answer questions

What are the stages of the formation of management science?

The inevitability and significance of American management movement

The main content of Taylor's scientific management theory.

The main conclusions of Hawthorne's experiment.

The jungle of modern management theory and its development

I. Explanation of Nouns

1, School of Social Cooperation System 2, School of Experience or Case

3. School of Social Technology System

4. School of interpersonal behavior

organization behaviour

decision theory school

Communication (information) central school

Mathematics school

Second, short answer questions

What is contingency management theory?

Characteristics of modern management science

Overview of planning work

I. Explanation of Nouns

1, planning work

2. Strategy

policy

procedure

rule

plan

Second, short answer questions

The task of planning work.

The type of work planned.

Principles of planning work

I. Explanation of Nouns

1, limiting factor principle

2. Commitment principle

Flexibility principle

Change course principle

Second, short answer questions

1, what steps does the procedure for planning work include?

2. What are the methods of planning work?

Chapter VI Objectives and Strategies

I. Explanation of Nouns

1, target

2. Management by objectives

Second, short answer questions

1, the nature of the target.

2, the role of the goal.

3, the characteristics of management by objectives.

4, the basic process of target management.

Limitations of management by objectives

Procedures for formulating strategies.

predict

I. Explanation of Nouns

1, a prerequisite for planning work

2. Forecast

Second, short answer questions

1, what are the prerequisites for planning?

2. The importance of forecasting in planning.

3. The type of forecast.

What is the Delphi method?

decision-making

I. Explanation of Nouns

1, decide

2, programmatic decision-making

3. Non-programmed decision-making

4. Risk decision-making

Second, short answer questions

1, what are the basic requirements for a correct decision?

2. What is the difference between individual decision-making and group decision-making?

3. What is the decision tree method?

Third, the calculation problem

An enterprise is going to produce a new product, and the forecast results of sales in the next five years are as follows: the probability of high demand is 0.3; The probability of demand is 0.5; The probability of low demand is 0.2. The enterprise puts forward two alternative action plans: ① building a new workshop requires an investment of 165438+ ten thousand yuan; ② The renovation workshop needs an investment of 500,000 yuan. The annual sales profit forecast results of different schemes under different natural conditions are shown in the following table, and the decision tree method is used to make decisions.

Benefits of two schemes under different natural conditions (ten thousand yuan)

nature

High demand

Medium demand

Low demand

newly-built

expand

80

60

40

30

15

Chapter IX Overview of Organizational Work

I. Explanation of Nouns

1, organize work

2, the principle of division of labor and cooperation

3, the principle of unity of purpose

4. The principle of combining centralization with decentralization.

5, the principle of management width

Second, short answer questions

1, briefly describe the contents of organizational work.

2. What are the factors that affect the choice of organizational structure?

3. Briefly describe the characteristics of organizational work.

4. Briefly describe the respective characteristics of the linear system structure and the division system structure.

Chapter 10 Organizational Structure Design

I. Explanation of Nouns

1, management width

2. Department

3. Authority

4. Work design

Second, short answer questions

1, briefly describe the advantages and disadvantages of horizontal organization.

2. What are the factors of management width in Yingxian County?

3. Briefly describe the principle of division of departments.

Chapter II Operation of XI Organizational Structure

I. Explanation of Nouns

1, linear authority

2. Authority

3. Functions and powers of staff

4. Centralization

5. Decentralization

6. Committee management

Second, short answer questions

1, briefly describe the steps of authorization.

2. What is the sign to measure centralization and decentralization?

3. How to deal with the relationship among linear authority, functional authority and employee authority?

4. Briefly describe the advantages and disadvantages of committee management.

Chapter XII Overview of Staffing

I. Explanation of Nouns

Staffing work

2, the principle of employment years

3. The principle of open competition

4. The principle of consistency of responsibilities and rights.

The principle of job requirements is clear.

Second, short answer questions

1, briefly describe the importance of staffing.

2. Briefly describe the content of staffing work.

Chapter XIII Selection and Appointment of Talents

I. Explanation of Nouns

Comparative method 2, judgment time interval method 3, internal promotion system 4, external demand system 5, the principle of employing talents.

Second, short answer questions

1, what's the way to select a supervisor?

2. What are the advantages and disadvantages of internal promotion?

3. What are the advantages and disadvantages of external recruitment?

Chapter XIV Talent Evaluation

I. Explanation of Nouns

1, personal quality evaluation 2, management effect evaluation 3, self-evaluation 4, scoring record method

Second, short answer questions

1, what is the necessity of supervisor evaluation?

2. What is the content of the supervisor's assessment?

3. What are the requirements for evaluation?

Chapter 15 Training of Talents

I. Explanation of Nouns

1, job rotation 2, seminar

Second, short answer questions

1, what is the training goal?

2. What problems should be paid attention to in the training of supervisors?

3. What is the training method for supervisors?

Chapter XVI Overview of Guiding and Leading Work

I. Explanation of Nouns

1, guide the leadership work 2, point out the goal principle 3, coordinate the goal principle 4, unify the command principle 5, direct management principle 6, communication principle 7, incentive principle.

Second, short answer questions

1, what is the essence of guidance and leadership?

2. What is the role of guidance and leadership?

3. What are the requirements for guidance and leadership?

Chapter 17 Communication

I. Explanation of Nouns

1

2. Formal communication

3. Informal communication

4. Two-way communication

Second, short answer questions

1. Why communicate? What principles should be followed in the process of communication?

2. What impact will informal communication have in the organization?

3. What are the obstacles to effective communication and how to overcome them?

4. According to the way of communication, what are the types of communication?

5. In the process of communication, what places are easily distorted?

Chapter 18 Incentive Measures

I. Explanation of Nouns

1. Motivation

2. Valence

3. Health factors

Second, short answer questions

1. What is the hypothesis of "economic man" about people?

2. What is the main content of the hierarchy of needs theory?

3. In the two-factor theory, which factor can really motivate employees? Why?

4. According to expectation theory, what factors determine motivation?

According to the fairness theory, when a person thinks that he has been subjected to.