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3.1 Basic Issues in Organization

Basic issues in organization: Should we 'employ staff by positions' or 'set up positions by employee'?

    A company cancels its vehicle fleet for reform and many of the drivers choose to find another job. But there is a kind and capable driver who has worked in this company for over 20 years. He is favored by the boss and other colleagues, so the boss decided to keep him in the company. There is no complaint for this decision. But when the HR is going to appoint him a position, he finds there is no one suitable. So the boss requires the HR to set up a new position for this driver according to his advantages.

    Question: Do you think the boss's decision is reasonable? In the organization design, should we 'employ staff by positions' or 'set up positions by employee'?


下一节:3.2 How to Establish an Effective Organizational Structure (Ⅰ)

返回《Five Disciplines of Management Quality and Ability —— Follow Me to Learn Management》慕课在线视频列表

Five Disciplines of Management Quality and Ability —— Follow Me to Learn Management课程列表：

Course Introduction: Understanding Management and Management Science

-0.1 What is Management: The Secret of Management is to Borrow Resources

--0.1 What is Management: The Secret of Management is to Borrow Resources

--0.1 What is Management: The Secret of Management is to Borrow Resources

--0.1 What is Management: The Secret of Management is to Borrow Resources

-0.2 Natural Attribute and Social Attribute of Management

--0.2 Natural Attribute and Social Attribute of Management

--0.2 Natural Attribute and Social Attribute of Management

--0.2 Natural Attribute and Social Attribute of Management

-0.3 The Scientificity and Artistry of Management

--0.3 The Scientificity and Artistry of Management

--0.3 The Scientificity and Artistry of Management

--0.3 The Scientificity and Artistry of Management

-0.4 Management Functions, Skills and Roles

--0.4 Management Functions, Skills and Roles

--0.4 Management Functions, Skills and Roles

--0.4 Management Functions, Skills and Roles

-0.5 Case Study: Personal Excellence Doesn’t Mean Much

--0.5 Case Study: Personal Excellence Doesn’t Mean Much

--0.5 Case Study: Personal Excellence Doesn’t Mean Much

--0.5 Case Study: Personal Excellence Doesn’t Mean Much

-0.6 Centennial Management Context (Ⅰ)

--0.6 Centennial Management Context (Ⅰ)

--0.6 Centennial Management Context (Ⅰ)

--0.6 Centennial Management Context (Ⅰ)

-0.7 Centennial Management Context (Ⅱ)

--0.7 Centennial Management Context (Ⅱ)

--0.7 Centennial Management Context (Ⅱ)

--0.7 Centennial Management Context (Ⅱ)

-0.8 Case Study: Management Enlightenment of Journey to the West Team

--0.8 Case Study: Management Enlightenment of Journey to the West Team

--0.8 Case Study: Management Enlightenment of Journey to the West Team

--0.8 Case Study: Management Enlightenment of Journey to the West Team

-Course Introduction Unit Test

The First Discipline: Situation Judgement, Scientific Decision-making

-1.1 Insight into the General Trend of the Environment (Ⅰ): PEST Method

--1.1 Insight into the General Trend of the Environment (Ⅰ): PEST Method

--1.1 Insight into the General Trend of the Environment (Ⅰ): PEST Method

--1.1 Insight into the General Trend of the Environment (Ⅰ): PEST Method

-1.2 Insight into the General trend of the Environment (Ⅱ): Porter’s Five Forces Model

--1.2 Insight into the General trend of the Environment (Ⅱ): Porter’s Five Forces Model

--1.2 Insight into the General trend of the Environment (Ⅱ): Porter’s Five Forces Model

--1.2 Insight into the General trend of the Environment (Ⅱ): Porter’s Five Forces Model

-1.3 Case Study: How McDonald’s Entered Chinese Market

--1.3 Case Study: How McDonald’s Entered Chinese Market

--1.3 Case Study: How McDonald’s Entered Chinese Market

--1.3 Case Study: How McDonald’s Entered Chinese Market

-1.4 Strategic Decision Analysis Tools: SWOT Analysis and BCG Matrix

--1.4 Strategic Decision Analysis Tools: SWOT Analysis and BCG Matrix

--1.4 Strategic Decision Analysis Tools: SWOT Analysis and BCG Matrix

--1.4 Strategic Decision Analysis Tools: SWOT Analysis and BCG Matrix

-1.5 Group Decision-making Tools and Methods: Delphi Method and Brainstorming Method

--1.5 Group Decision-making Tools and Methods: Delphi Method and Brainstorming Method

--1.5 Group Decision-making Tools and Methods: Delphi Method and Brainstorming Method

--1.5 Group Decision-making Tools and Methods: Delphi Method and Brainstorming Method

-The First Unit Test

The Second Discipline: Positive Attitude, Efficient Execution

-2.1 Attitude Determines Everything

--2.1 Attitude Determines Everything

--2.1 Attitude Determines Everything

--2.1 Attitude Determines Everything

-2.2 The Components and Formation of Attitude

--2.2 The Components and Formation of Attitude

--2.2 The Components and Formation of Attitude

--2.2 The Components and Formation of Attitude

-2.3 How to Change the Attitude of Employees

--2.3 How to Change the Attitude of Employees

--2.3 How to Change the Attitude of Employees

--2.3 How to Change the Attitude of Employees

-2.4 Responsibility and Efficient Execution

--2.4 Responsibility and Efficient Execution

--2.4 Responsibility and Efficient Execution

--2.4 Responsibility and Efficient Execution

-2.5 Ethics and Core Values

--2.5 Ethics and Core Values

--2.5 Ethics and Core Values

--2.5 Ethics and Core Values

-The Second Unit Test

The Third Discipline: Efficient Organization, Excellent Culture

-3.1 Basic Issues in Organization

--3.1 Basic Issues in Organization

--3.1 Basic Issues in Organization

--3.1 Basic Issues in Organization

-3.2 How to Establish an Effective Organizational Structure (Ⅰ)

--3.2 How to Establish an Effective Organizational Structure (Ⅰ)

--3.2 How to Establish an Effective Organizational Structure (Ⅰ)

--3.2 How to Establish an Effective Organizational Structure (Ⅰ)

-3.3 How to Establish an Effective Organizational Structure (Ⅱ)

--3.3 How to Establish an Effective Organizational Structure (Ⅱ)

--3.3 How to Establish an Effective Organizational Structure (Ⅱ)

--3.3 How to Establish an Effective Organizational Structure (Ⅱ)

-3.4 Case Study: The Responsibility of the Sales Department

--3.4 Case Study: The Responsibility of the Sales Department

--3.4 Case Study: The Responsibility of the Sales Department

--3.4 Case Study: The Responsibility of the Sales Department

-3.5 Effective Communication Skills

--3.5 Effective Communication Skills

--3.5 Effective Communication Skills

--3.5 Effective Communication Skills

-3.6 Organizational Cultural Function and Content

--3.6 Organizational Cultural Function and Content

--3.6 Organizational Cultural Function and Content

--3.6 Organizational Cultural Function and Content

-3.7 Case Study: Resignation (Ⅰ)

--3.7 Case Study: Resignation (Ⅰ)

--3.7 Case Study: Resignation (Ⅰ)

--3.7 Case Study: Resignation (Ⅰ)

-3.8 Case Study: Resignation (Ⅱ)

--3.8 Case Study: Resignation (Ⅱ)

--3.8 Case Study: Resignation (Ⅱ)

--3.8 Case Study: Resignation (Ⅱ)

-The Third Discipline Unit Test

The Fourth Discipline: Staffing, Effective Motivation

-4.1 How to Recruit Good Staff

--4.1 How to Recruit Good Staff

--4.1 How to Recruit Good Staff

--4.1 How to Recruit Good Staff

-4.2 Motivate Employees’ Work Potential

--4.2 Motivate Employees’ Work Potential

--4.2 Motivate Employees’ Work Potential

--4.2 Motivate Employees’ Work Potential

-4.3 Content-based Incentive Theory (Ⅰ): Hierarchical Theory and ERG theory

--4.3 Content-based Incentive Theory (Ⅰ): Hierarchical Theory and ERG theory

--4.3 Content-based Incentive Theory (Ⅰ): Hierarchical Theory and ERG theory

--4.3 Content-based Incentive Theory (Ⅰ): Hierarchical Theory and ERG theory

-4.4 Content-based Incentive Theory (Ⅱ): Motivator-Hygiene Theory

--4.4 Content-based Incentive Theory (Ⅱ): Motivator-Hygiene Theory

--4.4 Content-based Incentive Theory (Ⅱ): Motivator-Hygiene Theory

--4.4 Content-based Incentive Theory (Ⅱ): Motivator-Hygiene Theory

-4.5 Process-based Incentive theory: Expectation Theory and Fairness Theory

--4.5 Process-based Incentive theory: Expectation Theory and Fairness Theory

--4.5 Process-based Incentive theory: Expectation Theory and Fairness Theory

--4.5 Process-based Incentive theory: Expectation Theory and Fairness Theory

-4.6 Behavioral Transformation Incentive Theory: Reinforcement Theory

--4.6 Behavioral Transformation Incentive Theory: Reinforcement Theory

--4.6 Behavioral Transformation Incentive Theory: Reinforcement Theory

--4.6 Behavioral Transformation Incentive Theory: Reinforcement Theory

-The Fourth Unit Test

The Fifth Discipline: Outstanding Leadership, Reform and Innovation

-5.1 The Essence and Tasks of Effective Leaders

--5.1 The Essence and Tasks of Effective Leaders

--5.1 The Essence and Tasks of Effective Leaders

--5.1 The Essence and Tasks of Effective Leaders

-5.2 Trait Theory of Leadership

--5.2 Trait Theory of Leadership

--5.2 Trait Theory of Leadership

--5.2 Trait Theory of Leadership

-5.3 Leadership Behavior Theory

--5.3 Leadership Behavior Theory

--5.3 Leadership Behavior Theory

--5.3 Leadership Behavior Theory

-5.4 Leadership Situation Theory

--5.4 Leadership Situation Theory

--5.4 Leadership Situation Theory

--5.4 Leadership Situation Theory

-5.5 Innovation and Entrepreneurship

--5.5 Innovation and Entrepreneurship

--5.5 Innovation and Entrepreneurship

--5.5 Innovation and Entrepreneurship

-5.6 Two New Trends of Innovation

--5.6 Two New Trends of Innovation

--5.6 Two New Trends of Innovation

--5.6 Two New Trends of Innovation

-The Fifth Unit Test

Final Exam

-Final Exam

3.1 Basic Issues in Organization笔记与讨论

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