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MANAGMENT

As a person:
You have confidence in yourself and your abilities. You are happy with who you are, but you are still learning and getting better. You are something of an extrovert性格外向的人. You don‟t have to be the life of the party, but you can‟t be a wallflower局外人. Management is a people skill - it‟s not the job for someone who doesn‟t enjoy people. You are honest and straight forward. Your success depends heavily on the trust of others. You are an includer包容not an excluder排除. You bring others into what you do. You don‟t exclude other because they lack certain attributes. You have a „presence‟. Managers must lead. Effective leaders have a quality about them that makes people notice when they enter a room.
14 principles of management universal truths
Division of work Authority Discipline Unity of command Unity of direction Subordination of individual interest Remuneration Centralization Scalar chain Order Equity Stability of tenure Initiative Esprit de corps

华为如何搭建人才培养体系

华为如何搭建人才培养体系华为大学建设阶段面临的问题：1.业务快速增长华为年复合增长率达到40%，导致人才储备不足。

业务范围不断扩张，从最早的运营商业务，电信设备等服务，扩充到了消费者领域，像手机、笔记本等。

原来是B2B业务，对于人的能力要求，是截然不同的。

2.队伍相对年轻华为平均年龄在30岁左右。

随着业务的发展，不断的有新的管理岗位、专家岗位空缺，就有一些员工被火线提拔到相应的岗位上去，怎样对他们快速赋能让他们尽快适应岗位要求，是一个很重要的命题。

3.员工学历较高华为员工大部分是本科以上学历。

生产线，基本是大专以上学历。

随着华为对基础研发的投入和新业务的拓展，员工的学历越来越高。

大量的博士、博士后、海归纷纷被华为招至麾下。

4.全球化华为业务遍布170多个国家。

在海外区域，员工的本地化率接近80%，十个员工当中有八个是本地员工。

怎么样让不同文化、不同种族的人能够同等地被赋能，是一个巨大的挑战。

二、华为不同阶段的人才培养1、初创期 1987年华为初创~90年代末华为业务上采用“农村包围城市”的策略，并不跟西方的爱立信、摩托罗拉正面竞争，而是从农村市场开始突围，采用游击战来攻下市场。

这个阶段，人才培养更多被业务牵着走，比如业务发展到一定阶段，需要员工快速了解产品和项目的知识，这时候会调动一些培训资源，对相应员工赋能。

更多的是解决业务的需要。

这时候，在人才发展方面是谁打下山头谁就是英雄，谁把客户搞定了，就能得到快速提拔。

这时候的人才培养是一种应急策略，并没有系统化展开。

2、系统化管理 90年代末~新千年初华为提出“乱中求治”，从西方咨询公司引入了先进的方法论和工具。

96年开始策划《华为基本法》，聘请了人大教授在华为驻点调研，98年正式发布。

华为请知名咨询公司在内部的轮了一圈，包括ERP，人力资源变革。

这个阶段，华为提出“让听得见炮火的人呼唤炮火”。

华为意识到人才培养的重要性，开始把散落在业务部门的零零散散的培训资源进行整合，成立了统一的华为培训中心，这就是华为大学的前身。

罗宾斯管理学第十四版——课件_ppt_01

Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Exhibit 1-8 Changes Facing Managers
Exhibit 1-8 shows some of the most important changes facing managers.
Types of Roles
• Interpersonal – Figurehead, leader, liaison
• Informational – Monitor, disseminator, spokesperson
• Decisional – Entrepreneur, disturbance handler, resource allocator, negotiator
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved
Exhibit 1-1 Levels of Management
Exhibit 1-1 shows that in traditionally structured organizations, managers can be classified as first-line, middle, or top.
Exhibit 1-2 Characteristics of Organizations
Exhibit 1-2 shows the three common characteristics of organizations: distinct purpose, deliberate structure, and people.
Copyright © 2018 Pearson Education, Ltd. All Rights Reserved

管理学(斯蒂芬·P.罗宾斯)(11版中文)ppt课件

所谓创新，就是观察到的事物与别人不同，构想出来的事物与别人不同。创新视角就是用不同的视角去观察寻常的事物和现象，使得事物显示出某些不寻常的性质。
四、管理者工作是如何变化的
变化的技术、变化的社会期望更激烈的竞争、更大的安全威胁三种必须认真应对的变化：顾客对管理者工作的重要性创新对管理者工作的重要性可持续性对管理者工作的重要性 sustainability: meeting the needs of people today
四、定量方法（管理科学理论）
数学和统计方法全面质量管理
五、当代方法（管理理论）
过程方法系统方法权变方法
六、现代管理实践的发展
管理内涵进一步拓展管理组织更加多样化发展管理方法日渐科学管理手段更加自动化管理实践更加丰富化管理的责任更加宽泛化
管理（企业）的简要回顾
而使其变得对组织更加有利。顾客供应商竞争者压力集团
环境对管理者的影响
环境的不确定性；组织环境的变化程度组织环境的复杂程度利益相关群体
环境就是通过这两方面对管理者产生影响。
全球环境中的管理
谁是所有者不同的全球观理解全球环境全球化经营在全球环境中进行管理
率有详细的论述。）
二、古典方法（管理理论）
弗里德里克·泰罗（美）：科学管理理论亨利·法约尔（法）：一般管理理论马克斯·韦伯（德）：科层组织理论
这三种理论之间有什么共同点？
三、行为方法（科学理论）
早期的行为科学研究：芒斯特伯格、霍桑试验
人际关系运动：马斯洛、麦克雷戈、赫茨伯格
行为科学：关于个体行为的研究、关于群体行为的研究、关于领导行为的研究。
七、当前的趋势和问题

test-Chapter 1 Introduction to Management and Organizations

Chapter 1 Introduction to Management and Organizations1) Today's managers are just as likely to be women as they are men.Answer: TRUEPage Ref: 4 Topic: Who Are Managers?2) In order to be considered a manager, an individual must coordinate the work of others. Answer: TRUEPage Ref: 5 Topic: Who Are Managers?3) Supervisors and foremen may both be considered first-line managers.Answer: TRUEPage Ref: 6 Topic: Who Are Managers?4) Effectiveness is concerned with the means of getting things done, while efficiency is concerned with the attainment of organizational goals.Answer: FALSEPage Ref: 7 Topic: What Is Management?5) A goal of efficiency is to minimize resource costs.Answer: TRUEPage Ref: 7 Topic: What Is Management?6) Managers who are effective at meeting organizational goals always act efficiently. Answer: FALSEPage Ref: 7 Topic: What Is Management?7) The four contemporary functions of management are planning, organizing, leading, and controlling.Answer: TRUEPage Ref: 8 Topic: What Do Managers Do?8) Directing and motivating are part of the controlling function of management.Answer: FALSEPage Ref: 8 Topic: What Do Managers Do?9) Fayol's management functions are basically equivalent to Mintzberg's management roles. Answer: FALSEPage Ref: 8-9 Topic: What Do Managers Do?10) Mintzberg's informational management role involves receiving, collecting, and disseminating information.Answer: TRUEPage Ref: 9 Topic: What Do Managers Do?11) Resource allocation and disturbance handling are both considered decisional roles. Answer: TRUEPage Ref: 9 Topic: What Do Managers Do?12) A finance manager who reads the Wall Street Journal on a regular basis would be performing the figurehead role.Answer: FALSEPage Ref: 9 Topic: What Do Managers Do?13) Katz concluded that managers need three essential skills: technical, human, and conceptual. Answer: TRUEPage Ref: 10-11 Topic: What Do Managers Do?14) Conceptual skills become less important as a manager moves into top management. Answer: FALSEPage Ref: 11 Topic: What Do Managers Do?15) In today's world, organizational managers at all levels and in all areas need to encourage their employees to be on the look-out for new ideas and new approaches.Answer: TRUEPage Ref: 13 Topic: What Do Managers Do?16) Only first-line managers and employees need to be concerned with beingcustomer-responsive.Answer: FALSEPage Ref: 13 Topic: What Do Managers Do?17) Which of the following statements regarding managers in today's world is accurate?A) Their age range is limited to between 30 and 65.B) They are found only in large corporations.C) They can be found exclusively in for-profit organizations.D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors.Answer: DPage Ref: 5 Topic: Who Are Managers?18) Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals is ________.A) an assembly line workerB) a laborerC) a managerD) a salespersonAnswer: CPage Ref: 5 Topic: Who Are Managers?19) In the past, nonmanagerial employees were viewed as employees who ________.A) reported to top executivesB) reported to middle managersC) supervised othersD) had no others reporting to themAnswer: DPage Ref: 5 Topic: Who Are Managers?20) Which of the following types of managers is responsible for making organization-widedecisions and establishing the plans and goals that affect the entire organization?A) first-line managersB) top managersC) production managersD) research managersAnswer: BPage Ref: 6 Topic: Who Are Managers?21) All levels of management between the supervisory level and the top level of the organization are termed ________.A) middle managersB) first-line managersC) supervisorsD) foremenAnswer: APage Ref: 6 Topic: Who Are Managers?22) Which of the following levels of management is associated with positions such as executive vice president, chief operating officer, chief executive officer, and chairman of the board?A) team leadersB) middle managersC) first-line managersD) top managersAnswer: DPage Ref: 7 Topic: Who Are Managers?23) Agency head or plant manager is most likely associated with which of the following?A) team leadersB) middle managersC) first-line managersD) top managersAnswer: BPage Ref: 6 Topic: Who Are Managers?24) The lowest level of management is ________.A) a nonmanagerial employeeB) a department of research managerC) a vice presidentD) a first-line managerAnswer: DPage Ref: 5 Topic: Who Are Managers?25) Which of the following best reflects the management structure of a traditional organization?A) pyramidB) circleC) hub with spokesD) infinite lineAnswer: APage Ref: 6 Topic: Who Are Managers?26) ________ is the process of getting activities completed efficiently and effectively with and through other people.A) LeadingB) ManagementC) SupervisionD) ControllingAnswer: BPage Ref: 6 Topic: What Is Management?27) The distinction between a managerial position and a nonmanagerial position is ________.A) planning the work of othersB) coordinating the work of othersC) controlling the work of othersD) organizing the work of othersAnswer: BPage Ref: 6 Topic: What Is Management?28) Which of the following is an example of an efficient manufacturing technique?A) cutting inventory levelsB) increasing the amount of time to manufacture productsC) increasing product reject ratesD) decreasing product outputAnswer: APage Ref: 7 Topic: What Is Management?29) Wasting resources is considered to be an example of ________.A) efficiencyB) effectivenessC) inefficiencyD) ineffectivenessAnswer: CPage Ref: 7 Topic: What Is Management?30) Effectiveness is synonymous with ________.A) cost minimizationB) resource controlC) goal attainmentD) efficiencyAnswer: CPage Ref: 7 Topic: What Is Management?31) Efficiency refers to ________.A) the relationship between inputs and outputsB) the additive relationship between costs and benefitsC) the exponential nature of costs and outputsD) increasing outputs regardless of costAnswer: APage Ref: 7 Topic: What Is Management?32) In successful organizations, ________.A) low efficiency and high effectiveness go hand in handB) high efficiency and low effectiveness go hand in handC) high efficiency and high effectiveness go hand in handD) high efficiency and high equity go hand in handAnswer: CPage Ref: 7 Topic: What Is Management?33) ________ was a French industrialist who first identified the basic management functions.A) WeberB) TaylorC) HerzbergD) FayolAnswer: DPage Ref: 8 Topic: What Do Managers Do?34) Today, the basic management functions are considered to be ________.A) planning, coordinating, staffing, and directingB) planning, organizing, leading, and directingC) commanding, organizing, leading, and staffingD) planning, organizing, leading, and controllingAnswer: DPage Ref: 8 Topic: What Do Managers Do?35) Writing an organizational strategic plan is an example of the ________ management function.A) leadingB) coordinatingC) planningD) organizingAnswer: CPage Ref: 8 Topic: What Do Managers Do?36) Organizing includes ________.A) defining organizational goalsB) hiring organizational membersC) motivating organizational membersD) determining who does what tasksAnswer: DPage Ref: 8 Topic: What Do Managers Do?37) A manager resolving conflict among organizational members is performing what function?A) controllingB) commandingC) directingD) leadingAnswer: DPage Ref: 8 Topic: What Do Managers Do?38) The process of monitoring, comparing, and correcting is called ________.A) controllingB) coordinatingC) leadingD) organizingAnswer: APage Ref: 8 Topic: What Do Managers Do?39) ________ developed a categorization scheme for defining what managers do, consisting of10 different but highly interrelated roles.A) Henri FayolB) Henry FordC) Henry MintzbergD) Henry MorrisAnswer: CPage Ref: 9 Topic: What Do Managers Do?40) According to Mintzberg's management roles, the ________ roles are those that involve people and other duties that are ceremonial and symbolic in nature.A) informationalB) interpersonalC) technicalD) decisionalAnswer: BPage Ref: 9 Topic: What Do Managers Do?41) The roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more important at the ________ levels of the organization.A) lowerB) middleC) higherD) supervisoryAnswer: CPage Ref: 9 Topic: What Do Managers Do?42) A human resource manager attending a local Society for Human Resource Management meeting would be functioning in which role?A) informationalB) leaderC) liaisonD) disseminatorAnswer: CPage Ref: 9 Topic: What Do Managers Do?43) The ________ role is more important for lower-level managers than it is for either middle- or top-level managers.A) leaderB) entrepreneurC) spokespersonD) disseminatorAnswer: APage Ref: 10 Topic: What Do Managers Do?44) According to Mintzberg's management roles, the ________ roles involve receiving, collecting, and disseminating information.A) interpersonalB) informationalC) technicalD) decisionalAnswer: BPage Ref: 9 Topic: What Do Managers Do?45) All of the following are examples of informational roles according to Mintzberg except________.A) liaisonB) monitorC) disseminatorD) spokespersonAnswer: APage Ref: 9 Topic: What Do Managers Do?46) All of the following are managerial roles that are more important at the higher levels of the organization except ________.A) leaderB) disseminatorC) figureheadD) negotiatorAnswer: APage Ref: 10 Topic: What Do Managers Do?47) Which of the following represents the most useful way of describing the manager's job?A) rolesB) functionsC) skillsD) organizational levelAnswer: BPage Ref: 10 Topic: What Do Managers Do?48) All three of Mintzberg's interpersonal roles are part of the ________ function.A) organizingB) planningC) leadingD) controllingAnswer: CPage Ref: 9 Topic: What Do Managers Do?49) Which of the following individuals identified the three essential managerial skills?A) KatzB) LewisbergC) RainesD) ChambersAnswer: APage Ref: 10 Topic: What Do Managers Do?50) The three essential managerial skills include ________.A) technical, human, and empiricalB) human, empirical, and conceptualC) technical, interpersonal, and controllingD) technical, human, and conceptualAnswer: DPage Ref: 10 Topic: What Do Managers Do?51) Which of the following is true concerning technical and managerial skills?A) Human skills and technical skills remain equally important as managers move to higher levels.B) Technical-skill needs remain necessary and human skills decrease as managers move to higher levels.C) Human skills remain necessary and technical-skill needs decrease as managers move to higher levels.D) Both human-skill and technical-skill needs decrease as managers move to higher levels. Answer: CPage Ref: 10 Topic: What Do Managers Do?52) Managers with good ________ are able to communicate, motivate and lead to get the best out of their people.A) human skillsB) conceptual skillsC) technical skillsD) visual skillsAnswer: APage Ref: 11 Topic: What Do Managers Do?53) Technical skills include ________.A) leadership and efficiency in a certain specialized fieldB) knowledge of and proficiency in a certain specialized fieldC) familiarity with and interest in a general field of endeavorD) skill and interest in a general field of endeavorAnswer: BPage Ref: 10 Topic: What Do Managers Do?54) The ability to work well with other people, both individually and in a group, describes which of the following skills ________.A) technical skillsB) assessment skillsC) planning skillsD) human skillsAnswer: DPage Ref: 11 Topic: What Do Managers Do?55) Which of the following skills are more important at lower levels of management, as these managers are dealing directly with employees doing the organization's work?A) humanB) technicalC) conceptualD) empiricalAnswer: BPage Ref: 10 Topic: What Do Managers Do?56) Budgeting is associated with the management functions of planning and ________.A) directingB) organizingC) leadingD) controllingAnswer: DPage Ref: 8 Topic: What Do Managers Do?57) Mentoring is primarily associated with the management function of ________.A) planningB) organizingC) leadingD) controllingAnswer: CPage Ref: 8 Topic: What Do Managers Do?58) An organization is ________.A) the physical location where people workB) a collection of individuals working for the same companyC) a deliberate arrangement of people to accomplish some specific purposeD) a group of individuals focused on profit making for their shareholdersAnswer: CPage Ref: 14 Topic: What Is an Organization?59) A deliberate arrangement of people to accomplish some specific purpose is ________.A) a structureB) a processC) an organizationD) an assembly operationAnswer: CPage Ref: 14 Topic: What Is an Organization?60) A difference between traditional organizations and new organizations is that the new organizations tend to be more ________.A) stableB) command orientedC) rule orientedD) dynamicAnswer: DPage Ref: 14 Topic: What Is an Organization?61) Which of the following best describes the concept that management is needed in all types and sizes of organizations, no matter the country in which they're located?A) the partiality of managementB) the segmentation of managementC) the universality of managementD) the cultures of managementAnswer: CPage Ref: 14 Topic: Why Study Management?62) Universality of management means that ________.A) all managers in all organizations perform the four management functionsB) all managers in all organizations can perform their job the same wayC) all organizations can hire any manager to perform the management jobsD) any manager can work in any organization and perform any management job Answer: APage Ref: 15 Topic: Why Study Management?63) Organizations that are well managed ________.A) choose the best suppliers for their productsB) compete on an international basis because they have the best productsC) always have the lowest-cost productsD) develop a loyal customer base, grow, and prosperAnswer: DPage Ref: 15 Topic: Why Study Management?64) Which of the following types of managerial positions is most likely to involve clerical duties?A) shift supervisorB) regional department headC) project managerD) chief executive officerAnswer: APage Ref: 16 Topic: Why Study Management?65) A manager's success is typically ________.A) dependent on how hard the manager worksB) how closely the manager supervises the employeesC) based on how skilled the manager is at the technical elements of the jobD) dependent on others' work performanceAnswer: DPage Ref: 16 Topic: Why Study Management?66) A primary responsibility of managers is creating a work environment that ________.A) is safe and well litB) is clean and organizedC) allows employees to do their work to the best of their abilityD) provides excellent customer serviceAnswer: CPage Ref: 16 Topic: Why Study Management?67) Which of the following represents a challenge of management?A) enjoy relatively easy workB) work with a variety of peopleC) have little influence on organizational outcomesD) have to deal with a variety of personalitiesAnswer: DPage Ref: 16 Topic: Why Study Management?68) Each of the following represents a challenge of management except ________.A) must operate with limited resourcesB) are highly valued by organizationsC) must motivate workers in uncertain situationsD) success depends on others' performanceAnswer: BPage Ref: 16 Topic: Why Study Management?69) In a short essay, list and discuss the 10 managerial roles developed by Mintzberg. Include specific examples of each role and group each according to interpersonal, informational, and decisional roles.Answer:Interpersonal Rolesa. Figurehead symbolic head; obliged to perform a number of routine duties of a legal or social nature. Examples include greeting visitors and signing legal documents.b. Leader responsible for the motivation and activation of subordinates; responsible for staffing, training, and associated duties. Examples include performing virtually all activities that involve subordinates.c. Liaison maintains self-developed network of outside contacts and informers who provide favors and information. Examples include acknowledging mail, doing external board work, and performing other activities that involve outsiders.Informational Rolesa. Monitor seeks and receives wide variety of internal and external information to develop thorough understanding of organization and environment. Examples include reading periodicals and reports, and maintaining personal contacts.b. Disseminator transmits information received from outsiders or from subordinates to members of the organization. Examples include holding informational meetings and making phone calls to relay information.c. Spokesperson transmits information to outsiders on organization's plans, policies, actions, results, and so on. Examples include holding board meetings and giving information to the media.Decisional Rolesa. Entrepreneur searches organization and its environment for opportunities and initiates "improvement projects" to bring about changes. Examples include organizing strategy and review sessions to develop new programs.b. Disturbance handler responsible for corrective action when organization faces important, unexpected disturbances. Examples include organizing strategy and review sessions that involve disturbances and crises.c. Resource allocator responsible for the allocation of organizational resources of allkinds making or approving all significant organizational decisions. Examples include scheduling, requesting authorization; performing any activity that involves budgeting and the programming of subordinates' work.d. Negotiator responsible for representing the organization at major negotiations. Examplesinclude participating in union contract negotiations.The interpersonal roles are roles that involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. The informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Finally, the decisional roles revolve around making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator.Page Ref: 8-9Topic: What Do Managers Do?。

Line Manager-直管经理

Line ManagerDefinition: A line manager, sometimes called a direct manager, is a person who directly manages other employees and is responsible for the administrative management of the individual as well as the functional management. If someone refers to their "boss" they mean the individual who is their line manager.Some managers, like project managers, are responsible for directing the work of other employees, but are not responsible for the administrative management of those individuals.They do not discipline the employee, promote/demote them, do salary adjustments, etc.Some individuals have manager in their title, but don't actually manage anyone else. These individuals also are not line managers.In a typical matrix management structure, the project manager gives work direction to the project team members regardless of what department or functional group they came from.The people who run those departments and groups, who manage all the individuals in them, are the line managers.**See the full Glossary of Business Management Terms and AbbreviationsAlso Known As: Direct ManagerExamples: Davin has a problem with Bill not coming to project meetings on time. When he is unable to resolve the issue himself, he talks to Bill's line manager, Sandir, and asks him to talk to Bill or replace him.。

工商管理专业英语

envision v. 想象、设想、展望 They envision an equal society, free of poverty and disease.
affordable adj. 支付得起的、不太昂贵的 v. afford 担负得起、提供、给予 affordable housing 经济适用房
3. 3. Focus: specific regional market or customer groups
Managerial Structure
First-line managers middle managers
top managers
Strategic goals
tactical objectives operational objectives
adj. 客观的、真实的、目标的
Management pyramid 管理金字塔、管理组织结构 Top managers 高层管理者（通常包括CEO, COO, CFO, CIO等） Strategic goals 战略目标（全局的、总体的目标） Middle managers 中层管理者（通常包括部门经理、分公司经理等） Tactical objectives 战术目标（部门的目标、服从于strategic
New Manager
1.Thinks of self as sponsor（发起者主办者） , team leader, or internal consultant（顾问）. 2.Deals with anyone necessary to get the job done. 3.Changes organizational structures in response to market change. 4.Invites others to join in decision making. 5.Shares information.

对外经济贸易大学_管理学原理_考点_精华_UIBE

CHAPTER 1•Manager（管理者）Someone who works with and through other people by coordinating and integrating their work activities in order to accomplish organizational goals•First-line Managers（基层管理者）Are at the lowest level of management and manage the work of non-managerial employees.•Middle Managers（中层管理者）Manage the work of first-line managers.•Top Managers（高层管理者）Are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.What Is Management?（什么是管理）•Coordinating working activities （协调）•Managerial ConcernsEfficiency（效率）“Doing things right”–Getting the most output for the least inputsEffectiveness（效果）“Doing the right things”–Attaining organizational goals•Functional Approach（管理职能）Planning （计划）Defining goals, establishing strategies to achieve goals, developing plans to integrate and coordinate activities.Organizing （组织）Arranging work to accomplish organizational goals.Leading （领导）Working with and through people to accomplish goals.Controlling （控制）Monitoring, comparing, and correcting the work.•Management Roles Approach （管理角色）Interpersonal roles（人际）Figurehead, leader, liaisonInformational roles （信息）Monitor, disseminator, spokespersonDecisional roles （决策）Entrepreneur, Disturbance handler, resource allocator, negotiator •Skills Approach（管理技能）Technical skills （技术技能）Knowledge and proficiency in a specific fieldHuman skills （人际技能）The ability to work well with other peopleConceptual skills （概念技能）The ability to think and conceptualize about abstract and complex situations concerning the organization••An Organization DefinedA deliberate arrangement of people to accomplish some specific purpose•Common Characteristics of OrganizationsHave a distinct purpose (goal)Composed of peopleHave a deliberate structureCHAPTER 2Scientific ManagementTaylor’s Four Principles of Management1.Develop a science for each element of an individual’s work, which will replace the oldrule-of-thumb method. 科学方法2.Scientifically select and then train, teach, and develop the worker. 科学培训3.Heartily cooperate with the workers so as to ensure that all work is done in accordance with theprinciples of the science that has been developed. 忠心合作4.Divide work and responsibility almost equally between management and workers. 职责平等5.Frank and Lillian Gilbreth 吉尔布雷斯夫妇1.Focused on increasing worker productivity through the reduction of wasted motion2.Developed the microchronometer to time worker motions and optimize performance6.Henri Fayol 亨利.法约尔1.Believed that the practice of management was distinct from other organizational functions2.Developed fourteen principles of management that applied to all organizational situations Division of work.Authority.Discipline.Unity of command.Unity of direction.Subordination of individual interest to the interests of the organization.Remuneration.Centralization.Scalar chain.Order.Equity.Stability of tenure of personnel.Initiative.Esprit de corps.7.Max Weber 马克斯.韦伯1.Developed a theory of authority based on an ideal type of organization (bureaucracy•Organizational Behavior (OB)The study of the actions of people at work; people are the most important asset of an organizationThe Hawthorne Studies （霍桑实验• A series of productivity experiments conducted at Western Electric from 1927 to 1932.•Experimental findingsProductivity unexpectedly increased under imposed adverse working conditions.The effect of incentive plans was less than expected.•Research conclusionSocial norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentivesCHAPER 3The Manager: Omnipotent or Symbolic?•Omnipotent View of Management （管理万能论）管理者应该直接对组织的成败负责不同组织间效能或效率的差异，是由于管理者的决策与行动差异所致组织的绩效好坏难以归咎是管理者的直接影响，但管理者仍要为组织绩效负起大部分责任•Symbolic View of Management （管理象征论）•组织的成败大部分是由于管理者无法掌握的外力所造成•管理者对成果的掌握能力，会受到外部因素的影响和束缚•这些因素包括经济、市场（顾客）的变化、政府政策、竞争者行为、特定产业状况、专利技术的控制以及前任管理者的决策等•管理者透过行动，象征性地控制和影响组织的运作•Organizational CultureA system of shared meanings and common beliefs held by organizational members thatdetermines, in a large degree, how they act towards each other.“The way we do things around here.”•Values, symbols, rituals, myths, and practicesImplications:•Culture is a perception.•Culture is shared.•Culture is descriptive.The source of an organization’ s culture and how that culture continues 看书上How Employees Learn Culture•Stories （故事）Narratives of significant events or actions of people that convey the spirit of the organization •Rituals （仪式）Repetitive sequences of activities that express and reinforce the values of the organization •Material SymbolsPhysical assets distinguishing the organization•LanguageAcronyms and jargon of terms, phrases, and word meanings specific to an organizationCHAPER 6The Decision-Making Process•The Decision-Making Process （决策制定过程）Identifying a problem and decision criteria and allocating weights to the criteria. （界定问题，设立决策的准则，分配准则的权重）Developing, analyzing, and selecting an alternative that can resolve the problem. （发展、分析、选择能解决问题之方案）Implementing the selected alternative. （执行方案）Evaluating the decision’s effectiveness. （评估决策的效能）Step 1: Identifying the Problem•Problem （问题）A discrepancy between an existing and desired state of affairs. （理想情况与现实状况之间存在了某种差距）•Characteristics of Problems （问题的特性）A problem becomes a problem when a manager becomes aware of it. （管理者察觉问题所在）There is pressure to solve the problem. （压力——解决问题的动机）The manager must have the authority, information, or resources needed to solve the problem.（管理者必须有解决问题所需之职权、信息和各项资源）Step 2: Identifying Decision Criteria•Decision criteria are factors that are important (relevant) to resolving the problem.Step 3: Allocating Weights to the Criteria•Decision criteria are not of equal importance:•各个决策准则，其重要性并不完全一致Step 4: Developing Alternatives 步骤四：开发备择方案•Identifying viable alternatives 确认可行的方案Alternatives are listed (without evaluation) that can resolve the problem. 列出解决问题的各种可行方案（但不予以评估）Step 5: Analyzing Alternatives•Appraising each alternative’s strengths and weaknesses评估每个方案的优劣An alternative’s appraisal is based on its ability to resolve the issues identified in steps 2 and 3.方案的评估是根据第二、三步骤所发展的准则，透过这样的分析，每个方案的优劣即可清楚呈现Step 6: Selecting an Alternative 步骤六：选择方案•Choosing the best alternative （选出最佳方案）The alternative with the highest total weight is chosen.选出得分最高的方案Step 7: Implementing the Decision 步骤七：执行•Putting the chosen alternative into action.•将决策付诸行动Conveying the decision to and gaining commitment from those who will carry out the decision.将方案有关的讯息传给执行决策者，并获得他们的认同与承诺Step 8: Evaluating the Decision’s Effectiveness 步骤八：评估决策的效能•The soundness of the decision is judged by its outcomes.决策正确与否，可由决策的结果加以检视Making Decisions （决策模式）•Rationality （理性）Managers make consistent, value-maximizing choices with specified constraints.Assumptions are that decision makers: （理性假设）Are perfectly rational, fully objective, and logical.Have carefully defined the problem and identified all viable alternatives.Have a clear and specific goalWill select the alternative that maximizes outcomes in the organization’s interests rather than in their personal interests.•Bounded Rationality （有限理性）Managers make decisions rationally, but are limited (bounded) by their ability to process information.Assumptions are that decision makers: （有限理性假设）Will not seek out or have knowledge of all alternativesWill satisfice—choose the first alternative encountered that satisfactorily solves the problem—rather than maximize the outcome of their decision by considering allalternatives and choosing the best.•Escalation of Commitment （承诺升级）Increasing or continuing a commitment to previous decision despite mounting evidence that the decision may have been wrong.What is Intuition? （何谓直觉）•Structured Problems （结构化问题）Involve goals that clear.Are familiar (have occurred before).Are easily and completely defined—information about the problem is available and complete.Programmed Decision （程序化决策）A repetitive decision that can be handled by a routine approach.•Unstructured Problems （非结构化问题）•Problems that are new or unusual and for which information is ambiguous or incomplete.•Problems that will require custom-made solutions•Nonprogrammed Decisions （非程序化决策）Decisions that are unique and nonrecurring.Decisions that generate unique responses.Decision-Making Conditions•Certainty （确定性决策）管理者得以作出准确决策的最理想状况，因为所有可能方案的结果都是已知•Risk （风险决策）在风险情况下，决策者可依据个人经验或资料，预估各方案成败与结果的机率•Uncertainty （不确定性决策）当管理者对可能的结果与机率一无所知时，将迫使他们靠直觉、创意、征兆观察和胆识来作决策•Uncertainty （不确定性）Limited or information prevents estimation of outcome probabilities for alternatives associatedwith the problem and may force managers to rely on intuition, hunches, and “gut feelings”.•Maximax: the optimistic manager’s choice to maximize the maximum payoff （最大收益最大化）找出每种可能决策的最好结果，选择其中具有最大报酬的决策Maximin: the pessimistic manager’s choice to maximize the minimum payoff （最小收益最大化）找出每种决策的最差结果，选择其中最大报酬的决策•Minimax: the manager’s choice to minimize his maximum regret. （最大遗憾最小化）找出每种决策的最大潜在遗憾，选择其中最小的决策。

外企英文缩写汇总

一. 邮件中：1. BTW: by the way 顺便问下，顺便提下2. FYI: for your information 供参考3. FYR: for your reference 供参考4. EOD: end of the day 下班前，比如说EOD Thursday，就是周四下班前5. ASAP: as soon as possible 尽快6. TBD, TBC: to be determined/decided/confirmed 待定，比如会议室TBD，就是说会议室还待定的意思7. OT: overtime 加班8. P.S: postscript 补充说明9. RSVP:法语Répondez s'il vous plait, 希望得到回复的时候加上10. CC: carbon copy 抄送，有时候同事和你讲，小A你邮件塞给我，指的就是邮件CC这个同事，用的谐音。

11.FW: forward 转发12.Re: reply 回复13.N/A: not applicable 表格中有时候不允许空值的话可以填这个14.Loop in / drop:比如这封邮件，小A觉得和谁谁相关，就回复全部，加上loop in 谁谁，相当于@一样，drop的话也是觉得谁谁无关，就回复全部说drop谁谁，把那个人移除邮件会话。

15.On annual leave/ business trip:休年假，出差时往往也发封邮件给相关的同事告知。

16.OOTO: out of the office, 外出不在办公室。

17.AFAIK: as far as I know, 据我所知。

18.BR: best regards, 祝好。

二. 开会时：1. 1:1:念作one on one，指的是一对一开会，有时口语也会随口说one one。

2. Keep it to yourself:比如老板只告诉了你一个的信息，就会告诉你说，小A你自己知道就好了，就不要和别人讲了。

罗宾斯管理学第1章(中文版)

作为管理者的奖励和挑战
挑战 ● 完成困难的工作 ● 比起管理任务,有更多文书任务 ● 不得不应对不同性格的人 ● 常常不得不应对有限的资源 ● 在混乱和不确定环境中激励员工 ● 协调多样化工作群体的知识、技能、雄心和经验 ● 成功取决于别人的工作绩效
COPYRIGHT © 2016 BY PEARSON EDUCATION, INC.
• 描述管理者的职能、角色和技能。
– 管理是管理者做的事,涉及协调和监管他人的工作活动。 – 管理者的四种职能包括计划、组织、领导和控制。
COPYRIGHT © 2016 BY PEARSON EDUCATION, INC.
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学习目标1.3小结(续)
• 明茨伯格的管理角色包括: – 人际关系角色,涉及人与人的关系和其他礼仪性/象征性职责(名义领袖、领导者和联络员)。 – 信息传递角色,涉及收集、接收和传播信息(监管人、宣传人和发言人)。 – 决策制定角色,涉及作出决策(企业家、危机处理者、资源分配者和谈判者)。
COPYRIGHT © 2016 BY PEARSON EDUCATION, INC.
1- 18
图表1—7 重要的管理技能
COPYRIGHT © 2016 BY PEARSON EDUCATION, INC.
1 - 19
图表1—8 管理者面临的变化
COPYRIGHT © 2016 BY PEARSON EDUCATION, INC.
COPYRIGHT © 2016 BY PEARSON EDUCATION, INC.
1 -35
学习目标1.5小结
• 解释学习管理学的价值。
– 管理的普遍性,即各种类型和规模的组织、任何组织层级和工作领域、任何地方的组织都需要管理;

管理学罗宾斯第版

• Organizing - Arranging and structuring work to accomplish organizational goals.
• Leading - Working with and through people to accomplish goals.
• Controlling - Monitoring, comparing, and correcting work.
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-5
Exhibit 1-1: Levels of Management
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-4
Classifying Managers
• First-line Managers - Individuals who manage the work of non-managerial employees.
• Efficiency
– “Doing things right” – Getting the most output
for the least inputs
• Effectiveness
– “Doing the right things” – Attaining organizational
goals
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter

The Katz Model孔茨模型

• Ability to understand and relate to whole organization
有能力了解组织和把组织关联起来力认识到各部分的相互关联性
• Ability to recognize interrelationship among parts有能 • “Know-how” to formally/informally accomplish goals有
According to Katz’s research, each level of management deals with all three of the Key Performance areas (Technical, Human, Conceptual).孔茨的研究表明每个级别的主管都需要有这3各方面的核心绩效领域. However, the percentage of time each level of management spends in each of the levels is dramatically different.然而不同级别的主管在比例上却是有巨大的不同的.
Executive Manager高级经理
Executive managers divide their skill sets in this way: 18% technical, 33% human and 49% conceptual. Again, a drastic change but this time in the conceptual area. An Executive manager spends half his/her time being “the visionary.” 和中层相比,技能有较大的变化,尤其在概念性能力上,他们花接近一半的时间在这里. We would more likely refer to Executive managers as “Senior Managers.” This is the skill set of our Regional Managers, Managing Directors, EVPs and our president. 这里的经理是高级经理,比如说: 执行董事、高级副总裁，总裁等

管理者的类型：分为高层(top manager)、中层(middle manager)和基层管理者(

管理者的类型：分为高层（top manager）、中层（middle manager）和基层管理者（first
line manager ）
管理者的类型：分为高层（top manager）、中层（middle manager）和基层管理者（first line manager ）
按管理层次划分，组织中的管理者一般分为三个层次，即高层管理者（top manager）、中层管理者（middle manager）和基层管理者（first line manager 或supervisor）。

管理人员的基本职能是相同的，即包括方案、组织、沟通、掌握、激励与创新。

但由于管理者在组织中所处的层次不同，他们在执行这些职能时也就各有侧重。

高层管理者处于组织的最高层，主要负责组织的战略管理，并在对外交往中以代表组织的“官方”身份消失，如董事会主席、CEO、总裁、总经理及其他资深经理人员、校长、副校长等；中层管理者执行组织政策，直接负责或者帮助管理基层管理人员及其工作的人，如部门或办事处主任、科室主管、项目经理、地区经理、产品事业部经理或分公司经理等；基层管理者亦称第一线管理者，他们处于作业人员之上的组织层次中，负责管理作业人员及其工作，如监工、领班、教练、教研室主任等。

不同类型的管理者既有共性也有共性。

从组织地位看，管理者都
是组织的领导者，管理工作比作业工作更重要，负责协调他人活动以实现组织目标。

但从组织规模看，不同的组织规模，管理者的详细工作内容和时间的分布会有不同；从组织层次看，不同层次的管理者工作重点不同；从组织环境看，不同的组织环境，管理者的管理哲学和管理方式不同。