巴纳德论经理人员的职能Barnard on the functions of managersWord文档下载推荐.docx
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巴纳德论经理人员的职能Barnard on the functions of managersWord文档下载推荐.docx
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Theorganizationisahugecollaborationsystemwithateamofwillingpeoplewithcertainpurposesandcommunicationwitheachotherasthemaincommunicationchannel.Informationexchangeplaysanimportantcentralroleinthedevelopmentofanorganization.Itmusthaveapersoninthecentralpositionofthecommunicationsystemtocoordinateandcontrolthenormaloperationofthewholesystem.ThemaninthecenteristhemanagerofBarnard.Thefunctionofthemanagerwillberelatedtotheorganization'
svitalityandalltheworknecessaryforcontinuity,atleastwhentheorganizationmustpassformalcoordinationoperations.Butitisnotallworkandorganizationarethemanagementworkonlytomaintaintheorganizationandoperationofspecializedworktobelongtothiscategory,soalltheworkisnotthemanagerswithmanagementfunctionsthatotherpeoplebycoordinatingactivities.AsBarnardsaid,thegeneralmanagerofacompanytosellgoods,thepresidentofauniversitydirectlytothestudentsandothersimilarworkisnotbelongingtotheorganizationofthemanagementwork,hewasjustintheperformanceofauniversalorganizationmemberfunctions,butthesemaythanthespecializedmanagementworkmorevalue.Infact,themanager'
sjobisamixtureofmanagementandnonmanagement,thefunctionoftheexecutiveistomaintainalargeandcomplexsystemofcollaborativeefforts,heisnotinthemanagementofagroupofpeople,butinthecoordinationandcommandofaseriesofactivitiesoftheorganization.Heisnotanindependentindividual,whoseactivitiesareimpersonalanddependentontheactivitiesoftheentireorganizationandothermembersoftheorganization,aswellasthewholeorganization'
sactivities,whicharecloselyrelated,interrelatedandmutuallyinfluenced.Therefore,Barnard'
sbasicfunctionsofmanagerscorrespondtotheelementsoftheorganization,thatis,thewillingnesstocollaborate,thepurposeofcollaboration,andtheexchangeofinformation.Themanager'
sfunctionsareasfollows:
(1)toprovideasystemforinformationexchange;
topromotenecessarypersonalefforts;
andtoformulateandformulategoals.
I.maintainingtheorganization'
sinformationexchangesystem
Anorganization,especiallyacompositeorganization,musthaveaninformationexchangecentreandcorrespondingmanagers.Themanagersareinthekeypositionoftheinformationcommunicationcenter,andtheirtasksareveryheavy.Hebeginsbysettinguppostsintheorganization'
sinformationexchangesystem,andthenconfiguringtherightpeopleforeachjob.Thesetwotasksare,infact,twocomplementaryaspectsofthesamething.
Tissuestructure
Organizationstructureactuallyreferstothedeterminationofthepositionofanorganization,eachpositionhasitscorrespondingresponsibilities,whichareoftenexpressedintheformoforganizationcharts,jobdescriptions,anddivisionoflabor.Itincludesthecoordinationwork,namelytheobjectivedecompositionforauxiliarypurposes,specialization,taskandsoon;
canobtainthetypeandquantityofservicepersonnel;
cooperationsysteminordertorealizethetypeandquantityrequiredforthepurposeofpersonnel;
necessaryincentives;
thesefactorscanbecombinedwithlocationandtimeetc..Infact,thesefactorsinfluenceeachother,andtheyallbelongtothecategoryoffunctionalmanagers,Barnardstudiedseparatelyintheorganizationalstructure,alwaysassumethesefactorsarethestrategicfactors,otherfactorsarethesame,butthepurposeoftheorganizationexcept,itmaychangetheorganizationstructureandaffectalltheotherfactor.
Staffing
Itincludesthechoiceofmanagersandthestaffingofthegeneralmanagement.
(1)thechoiceofmanagers.Therequirementsandmeasuresforthequalityandabilityofmanagersaremainlyreflectedinthefollowingthreepoints:
First,organizationalpersonality.Themostimportantcontributiontotheorganizationmanagersonlythemostcommonqualification,isloyal,thisorganizationpersonality,whichiscommonlyreferredtoasthe"
responsibility"
and"
stability"
religiousorganization"
surrendered"
andsoon,intheorganizationofthemanager'
srequirementsindominance.
Second,provideeffectiveincentives.Aswithothermembersoftheorganization,providemanagerswithappropriateandeffectiveincentives.Ingeneral,tangibleincentivesrarelycontributetopersonalloyaltyandconversion,andmaterialincentivesandotherpositiveincentivesrarelydo.
Allorganizationsfinditdifficulttoprovidemanagerswiththerightincentives.Butcomparedwiththegeneralstaffspeaking,interestandhobbies,theprestigeoftheorganizationworkofprideandotherincentivestomanagersismoreimportant,whilethematerialisslightlyinferiortotangibleincentives,incentivestoprovideandinspiteofthematerialortangibleandvisible,butinBarnard'
sview,itisneithersufficientnorsuccess.Butforthebusinessorganizationintermsofmaterialincentivesbutoftenseemtobemoreeffective,becauseinthistypeoforganizationtoprovidematerialincentives,moreimportantistheonlymaterialincentivestobetterhighlightthespecialstatusofmanagers,andotherincentivesareoftenthesame,cannoteffectivelyshowthemanagerpositionsindifferentorganizationsthedifferencebetween.
Third,personalability.Afterthemanager'
sorganizationalpersonalityhasbeenaffirmed,thenextishispersonalabilitymustbequalified.Barnarddividesthecompetenciesoftherequiredmanagersintotwocategories:
generalcompetenceandspecificcompetence.Theformerreferstogeneralalertness,broadinterests,adaptability,adjustment,calmness,courage,etc.;
thelatterreferstospecialqualitiesandacquiredskills,etc..Thefirstkindofabilityaredifficulttoevaluatebecauseofanintrinsicpropertybelongingtoindividuals,isthecomprehensiveeffectofpersonalqualities,experienceandotherfactorsoftheresults,itisdifficulttodeveloporchangeintheshortterm;
incontrast,secondkindsofspecialabilityisabilityisrelativelyeasytoidentifyandcultivateitthroughtheirownlearning,outsideteachingetc.meanswecanachievethepurpose,butalsothroughmanagersdealingwithspecificorganizationaffairsperformanceandtheresultcanaccuratelyjudgehiminthiscapacitylevel.
Managersinanorganization'
sauthoritativesystemoftenneedamorecomprehensiveabilitytoharnessandcoordinatethefunctioningoftheorganizationasawhole.So,oftenintheorganizationmanagersaroundtheplacementofsomeexpertstohelpstaffintime,energyandability,tomakeupforthelackofmanagersmaybeduetovariousreasons,cannottakeintoaccount.
(2)generalstaffing.Theseincludejobselection,promotion,demotion,anddismissal,which,likemanagers,areessentialelementsofmaintaininganorganization'
sinformationexchangesystem,withoutwhichorganizationswillnotexist.Personnelselection,especiallypersonnelpromotion,demotion,dismissal,etc.,isoftendeterminedbyoversightoroftenreferredtoas"
control"
functions.Thespecificoperationmechanismoftheprocess,likethemanagersabove,hassimilarrequirementsfortheirorganizationalpersonalityandpersonalability,andtheorganizationshouldprovidetimelyincentivesforthem.Buttherelativemanagerswiththeindividualrequirementsofthegeneralstaff,andprovideincentivestoreducethenumberofpossible,butnotnecessarily,totreatspecificconditions,thekeyisonthebasisofthepositionintheorganizationtodetermine.
(3)tomaintaininformalinformationexchangeamongmanagementorganizations.Thisrequiresmanagersmustsetuptheheartsof"
informalmanagementorganization"
ofsuchaconcept,andtrytomaintaintheinformationexchangesystemopen,supplementaryandnecessaryguaranteethatinformationexchangeofformalorganization.Ittothemanagerhadhigherandcomprehensiverequirements,whichincludemanagersofeducation,experience,age,gender,personalcharacteristics,prestige,race,nationality,religion,politics,lifeexperiencesandattitudes,language,personalstyleandmanyotherspecialpersonalcharacteristics.Wecanseethattheserequirementsnotonlyforpeoplegenerallybelievethatthemanager'
sability,italsoincludesissuessuchasnationality,beliefandabilityofsomeindependentfactors,itisaffectedbymanyfactorsunrelatedtobackgroundandbusinessability,managersonlyhavethecomprehensiveconditionsabovecanmaketheexchangeofinformationtheinformalorganizationisopen,isitpossibletomaintainmutualharmonybetween.
Barnardbelievesthatintheinformalorganizationoperation,shouldbeavoidedthroughformalchannelsofcommunicationsoasnottoputforwardsomeresolutionstotheissues(suchasordersetc.),otherwiseitwillincreasethemanager'
sburden,willalsoaffectthedignityandauthorityoftheobjective.Also,hasastronginfluenceintheinformalorganizationpersonisnotnecessarilysuitedtobeaformalposition,becausemanypeoplehavehighquality,greaterinfluencemaybeduetotootightandcannot
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