1. Overview of Chapter Contents
Managers are not assistants, and managers’ work does not come from delegation. Management positions are autonomous and based on the needs of the organization. The only choice organizational leaders have is the performance of management positions, which exist because organizations must be managed.
2. Chapter Question Set
Question 1:What is the most expensive resource in a representative enterprise?
In representative businesses, the most expensive resource is usually people. This includes costs such as employee salaries, benefits, training and recruitment. In addition, employee efficiency and productivity also have an impact on business costs. Therefore, companies need to invest a lot of resources to improve employee efficiency and productivity in order to reduce costs and increase profitability.
Question 2:Should managers pay primary attention to upward communication or downward communication?
Managers should focus primarily on downward communication. Downward communication refers to managers conveying information to subordinate employees, usually including work instructions, policies, procedures, goals and expectations, etc. Downward communication is an important way to achieve organizational goals, improve employees' awareness and understanding of the organization, promote employee participation and cooperation, and improve employee morale. Therefore, managers should make downward communication a top priority to ensure that employees understand and follow the organization's policies and goals, while encouraging employees to participate in the decision-making process and increase their satisfaction and loyalty.
Although upward communication is also important, it is based on downward communication. If managers cannot effectively conduct downward communication, employees may not be able to understand the organization's goals and expectations, complete their work tasks, or influence the organization's decision-making. Therefore, downward communication is one of the top priorities of managers and is the basis for establishing clear goals, expectations and teamwork.
Question 3:The main reason for the sharp decline in the business of Special Automobile Company in 1924~1944 is What?
Ford Motor Company from1924 to1944 There are many main reasons for the sharp decline in business during this period.
First of all, Henry·Ford’s“Thin profit margins The sales concept was an early success, making Ford one of the most popular vehicles on the market. However, as time goes by, this concept gradually becomes outdated and cannot meet consumers' needs for diversification and personalization. At the same time, competitors such as General Motors began to launch models that were more suitable for market needs and gradually occupied market share.
Secondly, there are problems with the way Ford Motor Company produces and sells its products. Ford uses mass production to reduce costs and increase efficiency. However, this approach ignores changes in market demand and consumers' pursuit of diversified and personalized products. At the same time, Ford Motor Company's sales strategy also lacks innovation and cannot effectively attract consumers.
Also, there are problems with Ford Motor Company's management. Henry·Ford himself had too strict control over the company and lacked an effective management team and strategic planning. This leads to poor corporate decision-making and a waste of resources, such as underinvestment in emerging markets and new technologies.
Finally, Ford Motor Company faces pressure from competitors. Competitors such as General Motors have carried out reforms and innovations in product research and development, marketing, organizational structure, etc., and gradually occupied market share. Ford Motor Company lacked corresponding strategic planning and response measures, resulting in a sharp decline in business.
In summary, the Ford Motor Company operated from 1924 to 1944< The main reasons for the sharp decline in business during a i=4> include outdated business concepts, defects in production and sales methods, management mistakes, and pressure from competitors.
Question 4:How does General Motors’ experience serve as a negative example for Ford Motor Company?
The competition between General Motors and Ford Motor Company can serve as a negative case for Ford Motor Company for the following reasons:
First, General Motors owes its success in part to its flexible production lines, which allow it to quickly adjust production to market demand. In contrast, Ford Motor Company's early insistence on producing a single TT model despite growing demand for other models led to Cars' market share is declining.
Secondly, General Motors has adopted a more flexible market strategy by launching a variety of models and price ranges to meet the needs of different consumers. In contrast, Ford Motor Company has always insisted that its small profits but quick turnover" principle, although this made Ford Motor Company successful in the early days, this strategy led to Ford Motor Company's difficulties when the market changed.
Finally, General Motors' success is also related to its investment in technology and research and development. At the beginning of the 1920s, General Motors began to develop and Produce more advanced engines and transmission systems, while Ford Motor Company sticks to traditional technology. This allowed General Motors' products to surpass Ford's in performance and quality.
In summary, General Motors' success provides a negative case for Ford Motor Company, demonstrating the importance of flexible market strategies, technological innovation, and diversified product lines to enterprises.
Question 5:What are the lessons learned from Ford Motor Company?
The lesson from Ford Motor Company is about the importance of theory of the business. Henry·Ford upholds “Small profits but quick turnover< a i=5>”Ideas in20Century20 Proposed by General Motors under the leadership of Sloan in the early 1990s"Car of the Year"" Planned obsolescence” and other concepts were defeated. This shows that if an enterprise cannot understand its identity, what it stands for, and what the basic theories, values, policies, and beliefs it adheres to, then it cannot rationally reform. The mission and purpose of an enterprise are the basis for the enterprise's primary affairs, strategies, plans, and work arrangements. It is the starting point for management to design management positions, and it is also the starting point for designing organizational structure. Structure follows strategy. Strategy determines the key activities of a given business. Strategy requires clarity“what the business is and should be”. This is also an area where Ford Motor Company needs to reflect and improve.
Question 6:Early“Managed” A company is a company?
The earliest“managed” enterprise is the Western ers company.
At the end of the 19th century, when the earliest business schools in the United States were founded, they did not even offer a single management course. Around the same time, Taylor was the first to popularize the term management , to describe (more accurately) what he originally called "work study"or"Task Research". Now we call it"Industrial Engineering". But when Taylor talks about what we now call"management"and a>. ”Owners and their representatives“ actually refers to”Manager“
Although the discipline of management can be traced back to150 years ago, as a function, a unique job, a discipline and a field of study Management is completely a product of the 20th century. Most people did not realize the importance of management until after World War II. Within the lifetime of an old man, our society transforms into an “organized society” . In the20 century, major social tasks were gradually transferred to and completed by organizations. These organizations include large and small business enterprises, schools, hospitals, research laboratories, government agencies of all sizes and types, and more. Specifically, major social tasks were entrusted to those engaged in"management"Working“Manager”.
During the Industrial Revolution, many modern industrial and commercial companies emerged, one of the earliest being Sears. In 1895, Rosenwald took over Sears and began to reform and modernize it. He analyzed the market, began to systematically develop supply sources, invented a regular and authentic mail-order product list, and launched “Unconditional refunds >”Policy. He built a productive crowd organization, empowered managers with maximum authority, and took full responsibility for results. He later used the profits to buy shares in the company, giving every employee ownership. Rosenwald was not only the founder of Sears but also the founder of the distribution revolution. In the20 century, the distribution revolution was one of the key factors in promoting economic growth and profoundly changed the world economic situation.
In short,“managed”the enterprise is Refers to those enterprises that are led and organized by management, whose business operations and decision-making are directed and coordinated by managers. Sears is one of the earliest“managed” companies First, its history can be traced back to the late 19th century.