管理学原理英文版第一章

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管理学原理题库(英文)

《管理学原理》notes(中英文对照版)

UNDERSTANDING CANADIAN BUSINESSCHAPTER # 1 noteschater1MANAGING WITHIN THE DYNAMIC BUSINESS ENVIRONMENT动态商业环境下的管理Business and Entrepreneurship: Revenues, Profits, and Losses 事业和企业家能力:收益，利益和损失Business: Any activity that seeks to provide goods and services to others while operating at a profit.事业：寻求当在一笔利润操作时向其他人提供货物和服务的任何活动。

Profit: The amount a business earns beyond what it spends for salaries and other expenses.利益:一种商业在它为了薪金和其他话费所话费的以外赚的量Entrepreneur: A person who risks time and money to start and manage a business.企业家能力:冒险用时间和金钱开始和管理一种商业的一个人Revenue: The total amount of money a business takes in during a given period by selling goods and services. 收益:一种商业在一段特定的时间期间通过出售商品和服务获得的金钱Loss: When a business’s expenses are more then its revenue.失去：当一种商业的花费超过其收益时Risk: The chance an entrepreneur takes of losing time and money on a business that may not prove profitable.风险：一个企业家浪费了时间和金钱在事业上,却无利可图的机会Responding to the Various Business Stakeholders对各种各样的傻瓜也既得利益者作出反应Stakeholder:All the people who stand to gain or lose by the policies andactivities of a business.财产保管人：他通过政策和一种商业活动赢得或者失去的所有人- Investors; invest in the business投资者：在商业中的投资- Financial Institutions; lend money to the business 金融的社会公共机构:借钱给企业- Supplier; sell to the business供应商：向企业卖物品- Customers; buy goods and services from the business 消费者：从企业中购买商品和服务- Government; gets taxes from the business 政府：从企业中收税- Employees; get jobs from the business受雇者：从企业中得到工作- Dealers; buy and sell for the business经销商：为企业进行交易买卖- Environmentalists; protest the businesses pollution habits环境保护主义者：抗议商业污染习惯- Surrounding Community; get many positives and negatives from the business 周围的社区：从商业之中得到很多积极的和消极的影响Outsourcing: Assigning various functions, such as accounting, production, security, maintenance, and legal work, to outside organizations.外包:委托给外部单位的业务有很多,像审计,产品,安全,维护保养和政法工作.There is a major trend toward outsourcing in North Americanbusiness in an effort to cut costs and become more competitive. Much production has moved off shore, and many management functions are now sub contracted to external sources such as consulting firms.在北美的外包业务有一个大致的发展趋势:就是努力缩减成本提高竞争力.很多的产品现在已经转移到了沿海地区,许多管理职能现在订约与外部资源像咨询公司.Using Business Principles in Non-profit Organization非营利组织的商业原则的应用Non- profit Organization: An organization whose goals do not include making a personal profit for its owners or organization. 无利益组织：其目标不包括为其所有者或者组织赚取一笔个人的利润的一个组织。

管理学原理(英文)(武汉理工)PPT全套课件

2014.9.13
Organizational Level
Responsibility
Making decisions about the direction of the organization and establishing policies that affect all organizational members.
2014.9.13
What is management?
Definition
The term management refers to the process of getting things done, effectively and efficiently, through and with other people. Several components in this definition need discussion. These are terms process, effectively, and efficiently.
Title
vice president/president/chancellor/ chief operating officer/ chief executive officer/ chairperson of the board Top department or agency head/ managers Translating the goals set by top project leader/ unit chief/ management into specific details district manager/dean/ Middle-line that rm bishop/division manager managers Directing the day-to-day supervisors First-line managers activities of operatives Operatives

《管理学原理》考试题库(英文版)

Chapter 1 – Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to as "doing things right."True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less important as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_____________ are organizational members who integrate and coordinate the work of others.a. Managers (easy)b. Team leadersc. Subordinatesd. Operativese. AgentsTypically, in organizations it is the _____________ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organization.a. team leadersb. middle managersc. first-line managersd. top managers (easy)e. subordinates_____________ distinguishes a managerial position from a nonmanagerial one.a. Manipulating othersb. Concern for the lawc. Increasing efficiencyd. Coordinating and integrating others' work (moderate)e. Defining market shareWhich of the following is NOT an example of a decisional role according to Mintzberg?a.spokesperson (moderate)b.entrepreneurc.disturbance handlerd.resource allocatore.negotiatorWhich of the following skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work?a.human skillsb.technical skills (easy)c.conceptual skillsd.empirical skillsUnderstanding building codes would be considered a _____________ skill for a building contractor.a. humanb. technical (easy)c. conceptuald. empiricale. functionalWhich of the following phrases is best associated with managerial conceptual skills?a. decision-making (easy)b. communicating with customersc. motivating subordinatesd. product knowledgee. technical skillsAccording to the text, _____________ are not influenced by and do not interact with their environment.a.open systemsb.closed systems (easy)c.flextime systemsd.reverse systemse.forward systemsThe _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.a. systems (moderate)b. contingencyc. conceptuald. functionale. environmentalWhich of the following best describes the concept that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located i n?a.the partiality of managementb.the segmentation of managementc.the universality of management (moderate)d.the cultures of managementScenarios and QuestionsThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?a. Herzbergb. Skinnerc. Mintzberg (easy)d. Fayole. MaslowWhen Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?a. leader (difficult)b. figureheadc. monitord. disturbance handlere. spokesperson114. What role was Don performing when he gave the plant tour to the newspaper reporter?a. monitorb. figureheadc. disseminatord. spokesperson (difficult)e. resource allocator115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?a. monitorb. disseminatorc. resource allocator (moderate)d. disturbance handlere. figureheadEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera.Efficiency refers to getting the most output from the least amount of inputs. Because managers deal withscarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as “doing things right”—that is, not wasting resources.b.Effectiveness is often described as “doing the right things”—that is, those work activities that will help theorganization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions of management.Answera.Planning –involves the process of defining goals, establishing strategies for achieving those goals, anddeveloping plans to integrate and coordinate activities.anizing – involves the process of determining what tasks are to be done, who is to do them, how thetasks are to be grouped, who reports to whom, and where decisions are to be made.c.Leading – when managers motivate subordinates, influence individuals or teams as they work, select themost effective communication channel, or deal in any way with employee behavior issues, they are leading.d.Controlling – to ensure that work is going as it should, managers must monitor and evaluate performance.The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform the duties and activities associated with being a manager.Answera.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are dealing directly with employees doing the organization’s work.b.Human skills –involve the ability to work well with other people both individually and in a group.Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust. These skills are equally important at all levels of management.c.Conceptual skills – these are the skill that managers must have to think and to conceptualize about abstractand complex situations. Using these skills, managers must be able to see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.(moderate)Chapter 2 – Management Yesterday and TodayTrue/FalseAccording to Adam Smith, division of labor was an important concept.True (easy)In the Industrial Revolution, machine power began substituting for human power.True (easy)“Principles of Scientific Management” was written by Frederick Taylor.True (moderate)Frank Gilbreth’s best-known contribution to scientific management concerned selecting the best worker.False (moderate)Frederick Taylor is most associated with the principles of scientific management.True (easy)One could say that Fayol was interested in studying macro management issues, whereas Taylor was interested in studying micro management issues.True (moderate)Bureaucracy, as described by Weber, emphasizes rationality and interpersonal relationships.False (moderate)Decisions on determining a company’s optimum inventory levels have been significantly influenced by economic order quantity modeling.True (moderate)Barnard, Follet, Musterberg, and Owen are all theorists are associated with the early organizational behavior approach.True (moderate)Multiple ChoiceAdam Smith's, "The Wealth of Nations," put forth that the primary economic advantage by societies would be gained from which of the following concepts?a. management planning and controlb. on-the-job trainingc. union representationd. fair employment legislatione. division of labor (difficult)Which of the following is not one of the four management approaches that grew out of the first half of this century?a. scientific managementb. general administrativec. organizational behaviord. systems approach (easy)e. quantitativeAccording to the text, probably the best-known example of Taylor’s scientific management was the ______________ experiment.a.horse shoeb.pig iron (moderate)c.blue collard.fish tankWhich of the following is NOT one of Taylor’s four principles of management?a.Develop a science for each element of an indivi dual’s work, which will replace the old rule-of-thumbmethod.b.Scientifically select and then train, teach, and develop the worker.c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principlesdeveloped.d.Provide managers will less work than other employees so the managers can plan accordingly.(difficult)General administrative theory focuses ona. the entire organization. (easy)b. managers and administrators.c. the measurement of organizational design relationships.d. primarily the accounting function.e. administrative issues affecting non-managerial employees.The fourteen principles of management are associated with whom?a. Weberb. Druckerc. Taylord. Gilbrethe. Fayol (moderate)Which of the following approaches to management has also been labeled operations research or management science?a.The qualitative approachb.The quantitative approach (easy)c.The experimental approachd.The theoretical approachWhich of the following would not be associated with the quantitative approach to management?a. information modelsb. critical-path schedulingc. systematic motivation of individuals (moderate)d. linear programminge. statisticsWithout question, the most important contribution to the developing field of organizational behavior came out of the _______________.a.Taylor Studies.b.Porter Studies.c.Parker Studies.d.Hawthorne Studies. (moderate)What scientist is most closely associated with the Hawthorne Studies?a. Adamsb. Mayo (easy)c. Lawlerd. Barnarde. FollettOne outcome of the Hawthorne studies could be described by which of the following statements?a.Social norms are the key determinants of individual work behavior. (moderate)b.Money is more important than the group on individual productivity.c.Behavior and employee sentiments are inversely related.d.Security is relatively unimportant.e.While groups are an important determinant of worker productivity, the individual him/herself is mostimportant.Scenarios and QuestionsHISTORICAL BACKGROUND OF MANAGEMENTA Look Back (Scenario)Cindy Schultz, tired from working with customers all day, decided to take a fifteen-minute nap to help clear her head before the 4:15 managers' meeting. Her company had recently begun a re-engineering process as well as other changes requiring copious management input. As she leaned back in her chair, she wondered if management science had always been this way and how it all began. As she napped, she dreamed that, along with "Mr. Peebodi" as her guide, she was traveling in the "Management Way Back Machine" that took her back through management history.106. One of the earliest sites Cindy visited was Adam Smith's home, author of The Wealth of Nations, which suggested that organizations and society would gain froma. time management.b. division of labor. (moderate)c. group work.d. quality management.e. time and motion studies.107. Cindy visited a bookstore where there was a book signing occurring. She looked down and saw that the title of the book was Principles of Scientific Management and concluded that the author must bea. Adam Smith.b. Frank Gilbreth.c. Henry Gantt.d. Frederick Taylor. (easy)e. Henri Fayol.108. Cindy admired the works of Taylor and Gilbreth, two advocates ofa. scientific management. (moderate)b. organizational behavior.c. human resource management.d. motivation.e. leadership.109. Cindy spent some time visiting with __________, a researcher she previously knew little about but who also contributed to management science by being among the first to use motion picture films to study hand-and-body motions and by devising a classification scheme known as a "therblig."a. Henry Ganttb. Max Weberc. Chester Barnardd. Frank Gilbreth (moderate)e. Mary Parker FolletEssay QuestionsSCIENTIFIC MANAGEMENTIn a short essay, discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles of management.AnswerFrederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers’inefficiencies. Employees used vastly different techniques to do the same job. They were inclined to “take it easy” on the job, and Taylor believed that worker output was only about one-third of what was possible.Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do. Managers and workers were in continual conflict.Taylor set out to correct the situation by applying the scientific method to shop floor jobs. He spent more than two decades passionately pursuing the “one best way” for each job to be done.Taylor’s Four Principles of Managementa.Develop a science for each element of an individual’s work, which will replace the old rule-of-thumbmethod.b.Scientifically select and then train, teach, and develop the worker.c.Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principlesof the science that has been developed.d.Divide work and responsibility almost equally between management and workers. Management takes overall work for which it is better fitted than the workers.(difficult)122. In a short essay, discuss the work in scientific management by Frank and Lillian Gilbreth.AnswerFrank Gilbreth is probably best known for his experiments in bricklaying. By carefully analyzing thebricklayer’s job, he re duced the number of motions in laying exterior brick from 18 to about 5, and on laying interior brick the motions were reduced from 18 to 2. Using the Gilbreth’s techniques, the bricklayer could be more productive and less fatigued at the end of the day. The Gilbreths were among the first researchers to use motion pictures to study hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be identified and eliminated. The Gilbreths also devised a classification scheme to label 17 basic hand motions, which they called therbligs. This scheme allowed the Gilbreths a more precise way of analyzing a worker’s exact hand movements.(moderate)GENERAL ADMINISTRATIVE THEORISTS123. In a short essay, discuss the work of Henri Fayol as it relates to the general administrative approach to management. Next list and discuss seven of Fayol’s fourteen principles of management.AnswerFayol described the practice of management as something distinct from accounting, finance, production,distribution, and other typical business functions. He argued that management was an activity common to all human endeavors in business, government, and even in the home. He then proceeded to state 14 principles of management—fundamental rules of management that could be taught in schools and applied in allorganizational situations.Fayol’s Fourteen Principles of Managementa.Division of work. – specialization increases output by making employees more efficient.b.Authority – managers must be able to give orders. Authority gives them this right. Along with authority,however, goes responsibility.c.Discipline – employees must obey and respect the rules that govern the organization.d.Unity of command – every employee should receive orders from only one superior.e.Unity of direction – the organization should have a single plan of action to guide managers and workers.f.Subordination of individual interests to the general interest – the interests of any one employee or group ofemployees should not take precedence over the interests of the organization as a whole.g.Remuneration – workers must be paid a fair wage for their services.h.Centralization – this term refers to the degree to which subordinates are involved in decision making.i.Scalar chain – the line of authority from top management to the lowest ranks in the scalar chain.j.Order – people and materials should be in the right place at the right time.k.Equity – managers should be kind and fair to their subordinates.l.Stability of tenure of personnel – management should provide orderly personal planning and ensure that replacements are available to fill vacancies.m.Initiative – employees who are allowed to originate and carry out plans will exert high levels of effort.n.Esprit de corps – promoting team spirit will build harmony and unity within the organization.(difficult)124. In a short essay, discuss Max Weber’s contribution to the general administrative approach to management.AnswerMax Weber was a German sociologist who studied organizational activity. Writing in the early 1900s, hedeveloped a theory of authority structures and relations. Weber describes an ideal type of organization hecalled a bureaucracy—a form or organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships. Weber recognized that this “ideal bureaucracy”didn’t exist in reality. Instead he intended it as a basis for theorizing about work and how work could be done in large groups. His theory became the model structural design for many or today’s large organizations.(easy)TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR125. In a short essay, describe the Hawthorne Studies. Next, discuss the role of Elton Mayo in these studies and some of the findings of his research.AnswerWithout question, the most important contribution to the developing OB field came out of the HawthorneStudies, a series of studies conducted at the Western Electric Company Works in Cicero, Illinois. These studies were initially designed by Western Electric industrial engineers as a scientific management experiment. They wanted to examine the effect of various illumination levels on worker productivity. Based on their research, it was concluded that illumination intensity was not directly related to group productivity. In 1927, the Western Electric engineers asked Harvard professor Elton Mayo and his associates to join the study as consultants.Through additional research, Elton Mayo concluded that behavior affected individual behavior, that groupstandards establish individual worker output, and that money is less a factor in determining output than are group standards, group sentiments, and security. These conclusions led to a new emphasis on the humanbehavior factor in the functioning of organizations and the attainment of their goals.(difficult)CURRENT TRENDS AND ISSUES126. In a short essay, define entrepreneurship and discuss the three import themes that stick out in this definition of entrepreneurship.AnswerEntrepreneurship is the process whereby an individual or a group of individuals uses organized efforts andmeans to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources are currently controlled. It involves the discovery of opportunities and the resources to exploit them. Three important themes stick out in this definition of entrepreneurship. First, is the pursuit of opportunities. Entrepreneurship is about pursuing environmental trends and changes that no one else has seen or paid attention to. The second important theme in entrepreneurship is innovation.Entrepreneurship involves changing, revolutionizing, transforming, and introducing new approaches—that is, new products or services of new ways of doing business. The final important theme in entrepreneurship is growth. Entrepreneurs pursue growth. They are not content to stay small or to stay the same in size.Entrepreneurs want their businesses to grow and work very hard to pursue growth as they continually look for trends and continue to innovate new products and new approaches.(moderate)127. In a short essay, define e-business and e-commerce. Next discuss the three categories of e-business involvement.AnswerE-business (electronic business) is a comprehensive term describing the way an organization does its work by using electronic Internet-based) linkages with its key constituencies (employees, managers, customers,suppliers, and partners) i n order to efficiently and effectively achieve its goals. It’s more than e-commerce, although e-business can include e-commerce. E-commerce (electronic commerce) is any form of business exchange or transaction in which the parties interact electronically. The first category of e-businessinvolvement an e-business enhanced organization, a traditional organization that sets up e-business capabilities, usually e-commerce, while maintaining its traditional structure. Many Fortune 500 type organizations areevolving into e-businesses using this approach. They use the Internet to enhance (not to replace) theirtraditional ways of doing business. Another category of e-business involvement is an e-business enabledorganization. In this type of e-business, an organization uses the Internet to perform its traditional business functions better, but not to sell anything. In other words, the Internet enables organizational members to do their work more efficiently and effectively. There are numerous organizations using electronic linkages to communicate with employees, customers, or suppliers and to support them with information. The last category of e-business involvement is when an organization becomes a total e-business. Their whole existence is made possible by and revolves around the Internet.(moderate)128. In a short essay, discuss the need for innovation and flexibility as it relates to the survival of today’s organizations.AnswerInnovation has been called the most precious capability that any org anization in today’s economy must have and nurture. Without a constant flow of new ideas, an organization is doomed to obsolescence of even worse, failure. In a survey about what makes an organization valuable, innovation showed up at the top of the list.There is absolutely no doubt that innovation is crucial. Another demand facing today’s organizations andmanagers is the need for flexibility. In a context where customers’ needs may change overnight, where new competitors come and go at breathtaking speed, and where employees and their skills are shifted as needed from project to project, one can see how flexibility might be valuable.(easy)129. In a short essay, discuss the concept of total quality management and the six characteristics that describe this important concept.AnswerA quality revolution swept through both the business and public sectors during the 1980s and 1990s. Thegeneric term used to describe this revolution was total quality management, or TQM for short. It was inspired by a small group of quality experts, the most famous being W. Edwards Deming and Joseph M. Juran. TQM isa philosophy of management driven by continual improvement and responding to customer needs andexpectations. The objective is to create an organization committed to continuous improvement in workprocesses. TQM is a departure from earlier management theories that were based on the belief that low costs were the only road to increased productivity.The Six Characteristics of Total Quality Managementa.Intense Focus on the customer –the customer includes not only outsiders who buy the organization’sproducts or services but also internal customers (such as shipping or accounts payable personnel) who interact with and serve others in the organization.b.Concern for continual improvement –TQM is a commitment to never being satisfied. “Very good” is notgood enough. Quality can always be improved.c.Process-focused –TQM focuses on work processes as the quality of goods and services is continuallyimproved.d.Improvement in the quality of everything the organization does – TQM uses a very broad definition ofquality. It relates not only to the final product but also to how the organization handles deliveries, how rapidly it responds to complaints, and how politely the phones are answered.e.Accurate measurement –TQM uses statistical techniques to measure every critical variable in theorganization’s operations. These are compared against standards or benchmarks to identify problems, trace them to their roots, and eliminate their causes.f.Empowerment of employees – TQM involves the people on the line in the improvement process. Teamsare widely used in TQM programs as empowerment vehicles for finding and solving problems.(difficult)130. In a short essay, describe the learning organization and discuss the concept of knowledge management.AnswerToday’s managers confront an environment where change takes place at an unprecedented rate. Constantinnovations in information and computer technologies combined with the globalization of markets have createda chaotic world. As a result, many of the past management guidelines and principles no longer apply.Successful organizations of the twenty-first century must be able to learn and respond quickly, and will be led by managers who can effectively challenge conventional wisdom, manage the organization’s knowledge base, and make needed changes. In other words, these organizations will need to be learning organizations. Alearning organization is one that has developed the capacity to continuously learn, adapt, and change. Part of a manager’s responsibility in fostering an environment conducing to learning is to create learning capabilities throughout the organization—from lowest level to highest level and in all areas. Knowledge managementinvolves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance.(moderate)Chapter 3 – Organizational CultureIn the symbolic view of management, managers are seen as directly responsible for an organization's success or failure.False (easy)The current dominant assumption in management theory suggests managers are omnipotent.True (moderate)An organizational culture refers to a system of shared meaning.True (moderate)Organizational culture is a perception, not reality.True (moderate)Strong cultures have more influence on employees than weak ones.True (moderate)。

管理学原理英文版c11

A leadership contingency theory that focuses on
followers’ readiness
• Readiness
The extent to which people have the ability and
willingness to accomplish a specific task
impoverished management
task management middle-of-the-road management
country club
team management
© 2011 Prentice Hall, Inc. All rights reserved.
such as hiring, firing, discipline, promotions, and salary increases
© 2011 Prentice Hall, Inc. All rights reserved.
Copyright © 2011 Pearson Education
11–15
freedom to make decisions and to complete their work however they see fit
© 2011 Prentice Hall, Inc. All rights reserved.
Copyright © 2011 Pearson Education
© 2011 Prentice Hall, Inc. All rights reserved.
Copyright © 2011 Pearson Education
11–7

罗宾斯《管理学》第十版英文课件第一章

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–5
Classifying Managers
• First-line Managers
Individuals who manage the work of non-managerial employees.
• Middle Managers
Individuals who manage the work of first-line managers.
• Top Managers
Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization.
1–11
What Managers Do?
• Three Approaches to Defining What Managers Do.
Functions they perform. Roles they play. Skills they need.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–8
What Is Management?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.

英文版管理学原理,Principles od management 第一章

•First step –Drafting plans •Important aspect is creating
incentives that align employees’and organization’s interests
5
9/27/2007
1 - 11
Benefits & Incentives
1-8
Who Makes the Strategic Decisions?
By Senior Group including CEO With Formal Strategic Planning Process By Business Unit Leaders By CEO or Equivalent By Others
Source: Best of 2005, Business Week, December 19, 2005
7
Question
•Are the functions of management only for managers in organizations or can they apply to you as a student as well? Explain.
1. Describe the basic functions of management 2. Identify where in an organization managers are
located 3. Discuss the challenges people encounter as they
become first-line managers 4. Describe the roles managers adopt to perform the

管理学原理英语

管理学原理英语Management PrinciplesIntroduction to Management PrinciplesManagement principles are a set of fundamental concepts that guide managers in their decision-making processes and actions. These principles are essential for effective management and are applicable in various organizational settings.1. Planning and Goal SettingPlanning involves setting objectives and determining the best course of action to achieve them. Managers should develop a clear vision and define specific goals that align with the organization's overall objectives. They should then formulate strategies, develop plans, and allocate resources to achieve these goals successfully.2. Organizing and CoordinationOrganizing refers to structuring and arranging resources and activities to accomplish organizational goals effectively. Managers need to divide tasks, assign responsibilities, and create a hierarchy of authority. Coordination is crucial to ensure that different individuals and departments work together towards common goals.3. Leading and MotivatingLeadership involves inspiring and guiding individuals and teams to achieve organizational objectives. Effective managers mustpossess strong leadership skills, such as the ability to communicate effectively, provide support, motivate employees, and resolve conflicts. Motivation is essential to encourage employees to perform at their best and contribute to organizational success.4. Controlling and Evaluating PerformanceControlling involves monitoring and evaluating performance to ensure that plans are on track. Managers should establish control mechanisms, such as performance indicators, and regularly assess progress. This allows them to identify deviations and take corrective measures promptly.ConclusionThese management principles provide a framework for managers to make informed decisions and effectively lead organizations. By understanding and applying these principles, managers can enhance productivity, improve employee satisfaction, and achieve long-term success.。

管理学原理(英文)

Syllabus for undergraduate of OUCCourse name：Principle of managementCourse time：48 class hoursCourse teacher：Dong Zhiwen1.Course OverviewPrinciple of management is a professional basic course of all kinds of management specialty. Following the six functions of management, this course includes basic functions, basic principles and basic methods of management. In addition, this course focuses on the systematic analysis and research of the practice of modern enterprise’management, it is an important basic course for students to learn other management courses.2.Student Learning OutcomesBy learning this course, the students can master the basic principle of management, basic theory, basic knowledge and basic skill. Moreover they are expected to master management skill to do the work such as decision-making, planning, organizing, leading, controlling and innovation. the students can broaden the train of thought, renew the idea, grasp the basic knowledge of management, and their ability to solve problems in practical economic activities can be improved.- 1 -3.Course Expectations(1) Come to class, listen carefully in class, participate in class discussion, in-class exercises and tests actively.(2) Finish homework on time.(3)Complete a certain amount of reading literature and background information.4.AssignmentsIn unit 3(planning) and unit 6(leading) teacher arranges practicing teaching. The students are required to find informant about project, make presentation and discuss case.5.Books To Purchase《Management: Principle and Methods》(6th edition),compiled by Zhou Sanduo, Chen Chuanming, Jia Dingliang, Fudan University publishing house, December 2014.6.Grading PolicyTest method is close-exam.Comprehensive evaluation system: the final grade consists of regular grades and final test scores. The regular grades are grading by their attendance and other behaviors in class, design for homework and so on. T- 1 -The regular grades accounts for 40 percent of the final grade and the final test scores accounts for 60 percent of the final grade.7.Course Calendar- 1 -。

《管理学原理》课程教学大纲

《管理学原理》课程教学大纲课程名称：管理学原理（英文）：Principles of Management课程性质：必修课适用层次：高升专学时：64 学分：4一、课程的作用、地位和任务1、课程作用：管理学是研究各种社会组织中管理活动的一般规律的科学。

它既是一门科学，也是一门艺术。

管理无处不在，任何一个部门、组织，只要协同运作，就要管理。

当今世界面临知识经济的挑战，我国要在21世纪初基本建成社会主义市场经济体系，要立于世界民族之林，国富民强，就必须管理科学化，建立起适应市场经济发展需要的经营理念、经营体系和管理方式。

学习《管理学原理》课程，能培养高级管理人才，使学生了解组织的正常运作规律，掌握正确的管理思维，把握市场运作与组织战略之间的关系，成为真懂管理的管理者，具有基本功的作用与意义。

2、教学方法：（1）课堂讲授与学生自学相结合；（2）理论与案例教学相结合。

3、课程学习目标和基本要求：（1）使学生掌握管理学基本原理，要求理论密切联系实际，注重实效。

（2）培养学生应用相关理论分析和解决实际企业管理问题的能力。

（3）培养学生树立现代科学的管理意识，提高学生的思维水平。

4、课程类型：专业基础课二、课程内容和要求（一）理论教学第一章管理、管理者与管理学本章的教学目标和要求：通过学习，了解管理与现实生活中各种活动的联系；重点把握管理的本质特征。

了解管理的定义、目的、有效性、管理者的基本职能以及管理者的分类、技能结构。

理解经营职能、管理职能的具体内容。

全面理解法约尔提出的十四条管理原则。

内容提要：企业与管理的关系、社会与管理的关系。

管理的定义、目的、有效性；管理者的分类、技能结构。

经营职能（法约尔）、管理职能。

第二章管理理论的形成与发展本章的教学目标和要求：通过学习，全面理解管理理论和实践的历史结合，了解管理思想的发展历程。

内容提要：中外管理思想、管理思想发展史。

第三章计划职能与计划本章的教学目的与要求：通过学习，理解计划的概念，了解计划的目的和类型，目标管理的基本思想、特点和步骤；掌握编制计划的步骤。

英文管理学原理重点整理-introduction部分

Chapter 1 Managers and Management1.Who Are Managers? Where Do They Work?anization: A deliberate arrangement of people brought together to accomplish aspecific purpose.Common Characteristics of Organizations:-Distinct purpose-People working together-A deliberate systematic structure1.2.How Are Managers Different from Non-managerial Employees?•Non-managerial Employees-People who work directly on a job or task and have no responsibility for overseeing the work of others.-Examples, associates, team members•Managers-Individuals in organizations who direct the activities of others.1.3.What Titles Do Managers Have?•Top Managers-Responsible for making decisions about the direction of the organization.-Examples; President, Chief Executive Officer, Vice-President•Middle Managers-Manage the activities of other managers.-Examples; District Manager, Division Manager•First-line Managers-Responsible for directing non-managerial employees-Examples; Supervisor, Team Leader-2.What Is Management?2.1. Management: The process of getting things done effectively and efficiently, withand through people2.2. Effectiveness: “Doing the right things”, doing those tasks that help an organizationreach its goals2.3. Efficiency: Concerned with the means, efficient use of resources like people, money,and equipment3.What Do Managers Do?3.1.Four Management Functions （重要）•Planning — Defining the organizational purpose and ways to achieve it•Organizing — Arranging and structuring work to accomplish organizational goals •Leading — Directing the work activities of others•Controlling — Monitoring, comparing, and correcting work performance3.2.What Roles Do Managers Play? (10)3.3.What Skills Do Managers Need? (4)•Conceptual Skills — Used to analyze complex situations•Interpersonal Skills — Used to communicate, motivate, mentor and delegate•Technical Skills — Based on specialized knowledge required for work•Political Skills — Used to build a power base and establish connections3.4. Is the Manager’s Job Universal?•Level in the Organization — Top level managers do more planning than supervisors •Profit vs. Nonprofit — Management performance is measured on different objectives•Size of the Organization – Small businesses require an emphasis in the management role of spokesperson•National Borders – These concepts work best in English-speaking countries and may need to be modified in other global environmentsChapter 2 Managers and ManagementFactors Controlling organizational environment1.External environment1.1. General environment（PEST）•The general environment refers to the non-specific elements of an organization’ssurrounding that might affect the organization indirectly.1.1.1. Political environment: The political or legal environment refers to thegovernment laws, regulations, policies and activities which are designed toinfluence organizations indirectly and set boundaries on what they can or cannotdo.1.1.2. Economic environment: Economic environment includes the impact ofeconomic factors like interest rates, inflation, monetary & fiscal policy, taxes,wage rates, GDP, etc.1.1.3. Social environment: There are some important socio-cultural factors thatorganizations must analyze.1.1.4. Technological environment: Technological environment refers to the changesin technology that affect the way that organizations operate and the services theyprovide.1.2. Task environment1.2.1.owners: Owners expect managers to watch over their interests and provide areturn on investments.1.2.2.suppliers: Suppliers are the people or organizations who provide the rawmaterial that a particular organization use to produce their output. A supplier’spricing strategy affects the revenue the organization earns.1.2.3.costumers: Customers are the final purchasers of a good or service, or absorbsthe organizational output. Studies or analyses of the expectations of the targetedcustomer base helps organizations deliver.bor: Labor market includes the people available for hire. Qualities, skills andknowledge possessed by the employees affect the performance of an organization to a great extent.petitors: Competitors present challenges as they vie for customers in amarketplace with similar products or services. The management of anorganization should be prepared to respond to the competitor policies.1.2.6.pressure groups: It is also necessary for organizations to identify specialinterest groups that attempt to influence it.1.3.Incremental Vs discontinuous change1.3.1.Incremental change – Changes that do not alter the basic nature of competitionin the task environment1.3.2.Discontinuous change – Changes that fundamentally transforms the nature ofcompetition in the task environment1.3.3.Punctuated Equilibrium – A view of industry evolution asserting that longperiods of equilibrium are punctuated by periods of rapid change when industrystructure is revolutionized by innovation1.4.Environmental UncertaintyThe environment is not only constantly changing, the nature of change is frequentlydifficult to predictManagement tries to deal with this by:•Collecting Information–Marketing Research–Competitive Intelligence•Exerting control2.Internal Environmentanization of the firm2.1.1.Defining Culture and Its Impact•(重要)Organizational culture is the shared values, principles, traditions, and waysof doing things that influence the way organizational members act•Important because it influences what a manager can and cannot do and what isencouraged or discouraged by the organization•Organizational culture isn’t concerned with whether members like it.•Employees describe the culture in similar terms despite their diversity.2.1.2.How Does Culture Affect What Employees Do?•A strong culture reflects employee acceptance of, and commitment to, theorganization’s key values.•The stronger the culture, the more it affects employee and manager actions.•A strong culture preempts the need for formal rules and regulations.2.1.3.Managerial Decisions Affected by Culture (in the Exhibit)2.1.4.Where Does Corporate Culture Come From? •Founder or early leader•Influential individual or work group•Policies, vision, or strategies•Traditions, supervisory practices,employee attitudes•The peer pressures that exist•Organizational politics•Relationships with stakeholders•Company’s approach to people management2.1.5.dimensions of culture2.2.Employees•human capital, mainly at knowledge, skills & capabilities 2.3.ResourcesTangible resources – physical assetsIntangible resources – non-physical assetsChapter 3 Globalization1.Globalization1.1.What Is Globalization and How Does It Affect Organizations?•Global Village — The concept of a boundaryless world where goods and services are produced and marketed worldwide•Multinational Corporation (MNC) — Any type of international company thatmaintains operations in multiple countries.•Multidomestic Corporation — An MNC that decentralizes management and otherdecisions to the local country where it’s doing business.•Global Corporation — An MNC that centralizes management and other decisions in the home country•Transnational (Borderless) Organization — A structural arrangement for globalorganizations that eliminates artificial geographical barriers1.2.How Do Organizations Go Global?•Global Sourcing — Purchasing materials or labor from around the world wherever it is cheapest•Exporting — Making products domestically and selling them abroad•Importing — Acquiring products made abroad and selling them domestically•Licensing — An agreement primarily used by manufacturing businesses in which an organization gives another the right, for a fee, to make or sell its products, using itstechnology or product specifications•Franchising — An agreement primarily used by service businesses in which anorganization gives another organization the right, for a fee, to use importing its name and operating method•Global Strategic Alliance — A partnership between an organization and a foreigncompany partner(s) in which resources and knowledge are shared in developing new products or building production facilities•Joint Venture — A specific type of strategic alliance in which the partners agree toform a separate, independent organization for some business purposes•Foreign Subsidiary — A direct investment in a foreign country that involves setting up a separate and independent facility or office (wholly-owned subsidiaries vs jointventures2.Global Environment2.1.What Do Managers Need to Know?•Parochialism — A narrow focus in which managers see things only through theirown eyes and from their own perspective•All countries have different values, morals, customs, political and economic systems, and laws, all of which can affect how a business is managed•Ethnocentrism is the notion that people in one’s own company, culture, or country know best how to do things.2.2.Hofstede’s Framework (在中文书P58)Studied differences in culture and found that managers and employees vary on five value dimensions of national culture:•Power Distance•Individualism vs. Collectivism•Achievement vs. Nurturing•Uncertainty Avoidance•Long-term vs. Short-term OrientationPower Distance Index•Measures the tolerance of social inequality, that is, power inequality between superiors and subordinates within a social system.–High PDI cultures tend to be hierarchical, with members citing social roles, manipulation, and inheritance as sources of power and social status.–Low PDI cultures tend to value equality and cite knowledge and achievement as sources of power.Individualism/Collectivism Index•Refers to the preference for behavior that promotes one’s self-interest–High IDV cultures reflect an “I” mentality and tend to reward and accept individual initiative–Low IDV cultures reflect a “we” mentality and generally subjugate the individual to the groupUncertainty Avoidance Index•Measures the tolerance of uncertainty and ambiguity among members of a society–High UAI cultures are highly intolerant of ambiguity, experience anxiety and stress, are concerned with security and rule following, and accord a high level of authority to rules as a means of avoiding risk.–Low UAI cultures are associated with a low level of anxiety and stress, a tolerance of deviance and dissent, and a willingness to take risks.Long-term vs. Short-term Orientation•Long-term orientation, which is the degree to which people look to the future and value thrift and persistence•short-term orientation, which is the degree to which people value the past and present and emphasizes respect for tradition and fulfilling social obligations.2.3.GLOBE Findings (Global Leadership and Organizational Behavior Effectiveness)•An ongoing cross-cultural investigation of leadership and national culture•Identified nine dimensions on which national cultures differ•Confirm that Hofstede’s dimensions are still valid, and extend his research rather than replace it3.What Does Society Expect from Organizations and Managers?Green Management•When managers recognize and consider the impact of their organization and itspractices on the natural environment•The idea of being environmentally friendly or green affects many aspects of business3.1.How Can Organizations Demonstrate Socially Responsible Actions?•Social Responsibility — A business firm’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society•Social Obligation — When a business firm engages in social actions because of itsobligation to meet certain economic and legal responsibilities•Social Responsiveness — When a business firm engages in social actions in response to some popular social needStakeholders are any constituencies in an organization’s environment that are affected by the decisions and actions of that organization.3.2.How Can Organizations Demonstrate Socially Responsible Actions?•Ethics — Commonly refers to a set of rules or principles that defines right and wrong conduct•Code of Ethics — A formal document that states an organization’s primary valuesand the ethical rules it expects managers and nonmanagerial employees to follow。

管理学原理(英文版)第一章课件FOM6CH

© 2008 Prentice Hall, Inc. All rights reserved.
1– 3
Who Are Managers And Where Do They Work?
• Organization组织
A systematic arrangement of people brought
Individuals in an organization who direct the
activities of others.
© 2008 Prentice Hall, Inc. All rights reserved.
1– 6
EXHIBIT 1–2
Organizational Levels
1– 5
People Differences
• Operatives作业人员
People who work directly on a job or task and have
no responsibility for overseeing the work of others.
• Managers管理员
Fundamentals of Management
Sixth Edition
Robbins and DeCenzo
with contributions from Henry Moon CHAPTER
Part I: Introduction
1
© 2008 Prentice Hall, Inc. All rights reserved.
Managers and Management
PowerPoint Presentation by Charlie Cook The University of West Alabama

罗宾斯管理学原理英文版第10版PPT (1)[32页]

management.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Learning Objective 1.1
Tell who managers are and where they work.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Learning Objective 1.2
Define management.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
1.1 Tell who managers are and where they work. 1.2 Define management. 1.3 Describe what managers do. 1.4 Explain why it’s important to study management. 1.5 Describe the factors that are reshaping and redefining
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Exhibit 1-3 Efficiency and Effectiveness
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.

管理学原理(英文)第一章练习

蓝色4 红色6Multiple Choice Questions1. When we classify managers according by their level in the organization they are described as _______.a. functional, staff and line managersb. top managers, middle managers and supervisorsc. high level and lower level managersd. general managers and administrative managers2. Conceptual skills relate to a manager’s ability toa. take a strategic view of how the parts of the organization function.b. solve detailed problems in groups.c. correctly evaluate organizational problems.d. understand and interact effectively with others in the organization.3. The ability to build networks and power bases that increase one’s power in the organization is referred to as _____.a. influence skillb. political skillc. controllingd. strategic skill4. A manager is someone whoa. actually performs the service or produces the product.b. works anonymously behind the scenes.c. sets the goals of the organization.d. supervises the work of others.5. Which of the following skills is most important for top managers (CEO’s)?a. Interpersonalb. T echnicalc. Functionald. Conceptual6. A manager who has a reputation for being open and honest and understands how to motivate employees and customers is said to have good ________ skills.a. salesb. Politicalc. Interpersonald. technical7. Annie’s Pies produces cakes and pies that come in 207 different flavors that are shipped across the USA. Each week, 3 or 4 new flavors are added. Annie’s produces high quality cakes and pies using the best ingredients, it wastes little, and few employees work overtime because the business operatesa. Effectively.b. Reliably.c. Efficiently.d. Flexibly.8. Doing a job in a way that achieves results without wasting any resources is referred to asbeing ______.a. Effective. B.efficient c. Conservative d. Both a andb.9. The importance of managerial roles varies depending on the _____.a. manager’s salaryb. manager’s acceptance by the employeesc. size of the organizationd. length of time the manager has worked in the organization10. According to Mintzberg, which management category includes the roles of figurehead, leader, and liaison?a. Interpersonalb. Informationalc. Decisionald. planning11. Which of the following roles is categorized as a decisional role?a. Monitorb.disseminatorc. Resource allocatord. Leader12. An organization must contain all except which of the following characteristics?a. Purposeb. Peoplec. Structured. product13. An organization is commonly considered aa. systematic arrangement of people to sell goods or services.b. structural grouping of people to accomplish a set of objectives.c. structural grouping of managers and subordinates who are attempting to increase profits.d. systematic grouping of people to establish procedures, rules, and regulations.14. Operatives can BEST be described asa. Those who actually do the tasks of an organization.b. Those who work anonymously behind the scenes.c. Manual laborers.d. Those who supervise others.15. The managers who work most closely with the operatives are known asa. top management.b. middle management.c. first-line managers.d. operative managers.16. The level of management that translates the goals of the organization into specific plans that lower-level managers can perform is known asa. top management.b. middle management.c. first-line managers.d. operative managers.17. _____ are responsible for making decisions about the direction of the organization andestablishing policies that affect all organizational members.a.operativesb. T op managersc. Middle managersd. First-line supervisors18. Performing the task right and considering the relationship between inputs and outputs isa. Effectiveness.b. goal attainment.c. Efficiency.d. a management characteristic.19. If you get more output for a given input, you havea. decreased effectiveness.b. increased effectiveness.c. decreased efficiency.d. increased efficiency.20. In an organization, _____ translate(s) into goal attainment.a. Effectivenessb. Efficiencyc. resource minimizationd. managerial functions21. If a college cuts the cost of an education by using mostly part-time faculty and at the same time fails to adequately educate its students, it can be said to be doing the wrong things well. In other words, the college isa. efficient and effective.b. efficient but not effective.c. effective but not efficient.d. neither efficient nor effective.22. Tim's Tire Shop is concerned only with using the least amount of labor possible as it repairs/replaces the tires of its customers. Its primary goal isa. Effectiveness.b. goal attainment.c. Efficiency.d. management characteristics.23. All of the following are included in the four components of the management process excepta. Planning.b. Organizing.c. Leading.d. delegating.24. Mintzberg grouped the ten managerial roles into three primary headings. Which of the following is not one of these headings?a. interpersonal relationshipsb. transfer of informationc. Planningd. decision making25. As managers move up the organization, they do lessa. Leadingb. Controllingc. Planningd. organizing26. Which of the following roles is most important for managers in small firms?a. Disseminatorb. Leaderc. Spokesperson.d.figurehead27. Katz developed four critical skills that managers must possess. Which of the following is not one of those four skills?a. Conceptualb. Interpersonalc. Technicald. connection28. Angelo is well known for his skills in using the advanced programming software of theengineering field. In fact, it was his specialized knowledge that led to his promotion as manager. Which managerial skill is Angelo demonstrating?a. Conceptualb. Interpersonalc. Technicald. political29. Nancy’s strength as a manager lies in her ability to work with people. She is able to work with, motivate, and lead others easily. Nancy is demonstrating which managerial skill?a. Conceptualb. Interpersonalc. Technicald. political30. Which of the following is not true about operatives?a. They have no responsibility for overseeing the work of others.b. They work directly on a job or task.c. They have no more than four employees who report directly to them.d. A person on an assembly line could be described as an operative.31. The managerial concept that focuses on task completion isa. Efficiency.b. of little concern for first-line managers.c. mostly the job of top managers.d. effectiveness.32. Which one of the following best demonstrates the concept of efficient management?a. Getting activities completed.b. Maximizing output.c. Maintaining output with fewer resources.d. Increasing output and input.33. When a manager fails to complete the department's tasks but has used the resources sparingly and wisely, the results are said to bea. efficient and effective.b. efficient and ineffective.c. inefficient and effective.d. inefficient and ineffective.34. The planning function of management includesa. directing the activities of others.b. monitoring an organization's performance.c. comparing actual results with plans.d. establishing an organization's goals.35. The organizing function of management includesa. how tasks are to be grouped.b. conflict resolution among subordinates.c. comparison of actual results with a budget.d. definition of an organization's goals.36. The activities of motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts refer to which management function?a. Planning.b. Organizingc. Leading.d. controlling.37. When a famous speaker, Such as the President of the United States, addresses a college graduating class, he or she is exhibiting Mintzberg's role ofa. Liaison.b. disturbance handler.c. Disseminator.d. figurehead.38. Concerning Mintzberg's managerial roles, which of the following statements is MOST accurate?a. Managers perform essentially different roles in different types of organizations.b. Managers perform essentially different roles at different levels of an organization.c. The emphasis managers give the various roles differs with various organizational levels.d. Roles of figurehead, disseminator, and liaison seem to be most appropriate for first-line managers.39. Which of the following statements is LEAST correct?a. Regardless of the organizational level, managers perform essentially the same functions.b. Most managerial functions are the same throughout the world.c. Small or large organizations perform essentially the same functions.d. The entrepreneurial role is more prevalent in small organizations than in large ones.40. Management is BEST described as the process ofa. personally completing tasks in an efficient manner.b. efficiently completing tasks with the help of others.c. using scarce resources to minimize output.d. organizing activities over a long period of time.41. In the early part of the 20th century, a French industrialist by the name of _____ wrote that managers perform five functions, referred to as the management process.a. Henri Fayolb. Henry Mintzbergc. Max Weberd. Douglas McGregor42. John is the CEO of a major hospital. He has spent his day planning the schedules of employees for the next month. He had to ensure that there was a registered nurse on every shift. He spent his daya. Planning.b. Organizing.c. Leading.d. controlling.43. Linda has spent the day in a session where the future of her company was discuss ed. The people involved were trying to determine what the role of their company was as the 21st century approaches. Goals were then developed based upon their vision of the company's mission. Linda spent her day on the _____ process.a. Planningb. Organizingc. Leadingd. controlling44. _____ studied five chief executives at work and found that managers perform ten different but highly interrelated roles.a. Henri Fayolb. Henry Mintzbergc. Max Weberd. Douglas McGregor45. Mintzberg found that managers' activities were constantly interrupted approximately every _____ minutes.a. 3b.6c.9d.1146. The importance of managerial roles varies depending on the _____.a. manager’s salaryb. manager’s acceptance by the employeesc. manager’s level in the organizationd. length of time the manager has worked in the organization.47. Managers in not-for-profit organizations, as opposed to profit-seeking organizations, do not face a _____ test for performance.a. profit-maximizingb. Evaluationc.employee accountabilityd.management by objectives48. As managers move up the organization, they do morea. Leading.b. Controlling.c. direct overseeing.d. planning.49. As managers move up the organization, they do lessa. Leadingb.Controllingc.Planninganizing50. A business is classified as small if it has fewer than _____ employees.a. 50b. 100c. 250d. 5001～10 b; a; b; d; d; c; c; d; c; a11～20 c; d; b; a; c; b; b; c; d; a21～30 b; c; d; c; a; c; d; c; b; c31～40 d; c; b; d; a; c; d; c; b; b41~~ 50 a; b; a; b; c; c; a; d; a; d。

管理学第一章(双语)

CHAPTER 1 Innovation for turbulent time（1）TRUE/FALSE1．Management is often considered universal because it uses organizational resources to accomplish goals and attain high performance in all types of profit andnot-for-profit organizations.2．Leadership involves the use of influence to motivate employees to achieve the organisation’s goals.3．Organising means defining goals for future organisational performance and deciding on the tasks and resources needed to attain them.4. Efficiency refers to the degree to which the organisation achieves a stated objective.5. The manager’s ability to ‘think strategically’ requires high technical skills and a proficiency in specific tasks within an organisation.6. First-line managers are the managers who have the responsibility for making the significant strategic policy decisions, often with staff managers assisting them in these decisions.Multiple Choice1. The figurehead role involves:A.motivating and communicating with staffB.initiating changeC.handling ceremonial and symbolic activitiesD.developing information sources within the organisationE.staying well informed about current affairs2. How an organisation goes about accomplishing a plan is a key part of the management function of:A.planningB.o rganisingC.leadingD.c ontrollingE.motivating3. Which of the following is not a function of management?A.controlB.p lananiseD.l eadE.performance4. A social entity that is goal directed and deliberately structured is referred to as:A.an organisationB.managementC.employeesD.studentsE.tasks5. Which of the following types of skills is the understanding of and proficiency in the performance of specific tasks?A.human skillB.leadership skillC.technical skillD.conceptual skillE.social skill6. The informational role, according to Mintzberg, is a(n) ____________ role?A.entrepreneurB.l eaderC.figureheadD.celebratoryE.monitorFILL IN THE BLANKS1. _____________ _____________ are the aspects of a culture that guide and influence relationships among people.2. _____________ ______________ pertain to the availability, production, and distribution of resources in a society.3. The ________________ _________________ can be defined as one in which everyone is engaged in identifying and solving problems, enabling the organisation to continuously experiment, change, and improve, thus increasing its capacity to grow, learn and achieve its purpose.4. _____________________ means giving employees the power, freedom, knowledge and skills to make decisions and perform effectively.5. List three of the basic ideas of scientific management.________________________________________________________________________________________________________________________6. Weber’s vision of organisations that would be managed on an impersonal, rational basis is called a(n) _____________________.7. List the three assumptions associated with McGregor’s Theory X.____________________________________________________________________________________________________________________________________________________________________________________CHAPTER 1Innovation for turbulent time（2）TRUE/FALSE1.The learning organization is an attitude or philosophy about what an organization can become.2.The essential idea in a learning organisation is efficiency.3. As a manager, Lou prefers to think in terms of ‘control over’ rather than ‘control with’ others. This is in agreement with the idea of a learning organisation.4.Empowerment means giving employees the power, freedom, knowledge, and skills to make decisions and perform effectively.5. Theory X and Theory Y, proposed by Douglas McGregor, provide two opposing views of workers: Theory X recognises that workers enjoy achievement and responsibility, while Theory Y recognises that workers will avoid work whenever possible.MULTIPLE CHOICE1. __________ forces refer to those aspects of a culture that guide and influence relationships among people.A.LegalB.EconomicC.PoliticalD.PsychologicalE.Social2. Variables such as interest rates, inflation and trade tariffs are all examples of _________ forces.A.technologicalB.politicalC.socialD.socio-educationalE.none of the above3. Strategy has traditionally been the sole responsibility of:A.middle managementB.project managerspany accountantsD.top managers4. During the early twentieth century, the prevailing management perspective, which emphasised rationality and a scientific approach, was the _________ perspective.A.scientificB.behaviouralC.classicalD.quantitativeE.Pareto5. The three subfields of the classical perspective include:A.bureaucratic organisation, quantitative management, and the human relations movementB.quantitative management, behavioural science, and administrative managementC.administrative management, bureaucratic organisation, and scientific managementD.scientific management, quantitative management, and administrative managementE.none of the above6. Bruce believes his employees are responsible and able to work without intense direction and supervision. He is a:A.Theory X managerB.Theory Y managerC.Theory Z managerD.contingency theory managerE.classical managerSHORT ANSWER1. Briefly discuss the relationship between management skills and management level.2. What is the difference between efficiency and effectiveness? Which is more important forperformance?。

管理学原理英语大一知识点总结

管理学原理英语大一知识点总结Management Principles: Summary of English Knowledge Points for FreshmenIntroduction:As freshmen studying management principles, it is crucial to have a comprehensive understanding of the key concepts and theories taught in the course. This article aims to provide a concise summary of the essential knowledge points covered in the English section of the Management Principles course.1. Definition and Importance of Management:Management refers to the process of planning, organizing, leading, and controlling resources to achieve organizational goals effectively and efficiently. It plays a vital role in achieving organizational success and maintaining a productive work environment.2. Functions of Management:- Planning: Involves setting objectives and creating strategies to accomplish them.- Organizing: Focuses on arranging resources and tasks to achieve organizational goals.- Leading: Involves guiding and inspiring employees to ensure their commitment and contribution.- Controlling: Monitoring performance and taking corrective actions to ensure goals are met.3. Management Theories:- Classical Management Theory: Emphasizes the principles of scientific management and bureaucracy, optimizing efficiency and productivity.- Behavioral Management Theory: Focuses on the impact of human behavior and motivation on employee performance and productivity.- Systems Management Theory: Views organizations as interconnected systems that must adapt to external and internal influences.- Contingency Management Theory: Suggests that the most effective management approach depends on the specific situation and context.4. Decision Making and Problem Solving:- Rational Decision Making: Involves a systematic process of gathering information, evaluating alternatives, and selecting the best option.- Group Decision Making: Utilizes the collective knowledge and perspectives of a team to reach consensus.- Problem-Solving Techniques: Encourage creative thinking and logical analysis to address organizational challenges effectively.5. Leadership and Communication:- Leadership Styles: Autocratic, democratic, and laissez-faire leadership styles, each with varying degrees of control and employee participation.- Effective Communication: Requires clear and concise messages, active listening, and feedback to avoid misunderstandings and promote a positive work atmosphere.6. Organizational Structure and Culture:- Organizational Structure: The framework that defines the flow of authority, responsibility, and communication within an organization.- Organizational Culture: The shared beliefs, values, attitudes, and behaviors that shape the work environment and influence employee behavior.7. Motivation and Employee Engagement:- Motivation Theories: Maslow's Hierarchy of Needs, Herzberg's Two-Factor Theory, and Expectancy Theory explain the various factors that drive employee motivation.- Employee Engagement: Refers to the level of commitment, enthusiasm, and passion employees have towards their work and the organization.8. Ethics and Corporate Social Responsibility:- Ethical Decision Making: Understanding and applying ethical principles to evaluate and make morally justifiable choices in the workplace.- Corporate Social Responsibility: The responsibility of organizations to contribute positively to society through sustainable practices, social initiatives, and ethical behavior.Conclusion:This article has provided a comprehensive yet concise summary of the key knowledge points covered in the English section of the Management Principles course. By understanding these principles, freshmen can develop a solid foundation in management theory andpractice, and prepare themselves for future roles in the business world. Remember, effective management is crucial for organizational success, and continuous learning and application of these principles will lead to better decision-making, improved productivity, and successful leadership.。

管理学原理英文大一知识点总结

管理学原理英文大一知识点总结Principles of Management: A Summary of Key Points for Freshman StudentsIntroductionIn the field of management, there are several fundamental principles that lay the foundation for effective leadership and organizational success. For freshman students studying management, it is crucial to grasp these key concepts. This article aims to provide a concise summary of the principles of management that a first-year student should be familiar with.1. PlanningPlanning is the process of setting goals and determining the best course of action to achieve those goals. It involves analyzing the current situation, identifying opportunities and threats, and developing strategies to maximize success. Effective planning ensures that resources are allocated efficiently and that organizational objectives are met.2. OrganizingOrganizing involves arranging resources and tasks in a structured manner to achieve the planned goals. This includes determining the division of labor, establishing reporting relationships, and developing a hierarchy of authority. Organizational structure helps to clarify roles and responsibilities, facilitates coordination, and promotes efficiency within the organization.3. LeadingLeading is the process of influencing and motivating individuals to work towards achieving the organization's goals. It involves effective communication, inspiring and empowering employees, and providing guidance and support. Good leadership fosters employee engagement and helps create a positive work environment that promotes productivity and innovation.4. ControllingControlling involves monitoring performance, comparing it with established standards, and taking corrective action if necessary. This process ensures that activities are carried out according to the plans and that organizational objectives are being achieved. It includes setting performance standards, measuring actual performance, and implementing necessary corrections to maintain progress and meet targets.5. Decision-MakingDecision-making is a vital management skill that involves identifying and selecting the best alternative from several possible options. Managers use problem-solving techniques, gather relevant information, and evaluate potential risks and benefits before making decisions. Effective decision-making leads to better outcomes and contributes to the overall success of the organization.6. Human Resource ManagementHuman resource management encompasses activities related to acquiring, developing, and retaining employees. It includes recruitment, selection, training, performance appraisal, and compensation. Managing human resources effectively ensures that the organization has the right people with the required skills and knowledge to achieve its objectives.7. CommunicationCommunication is a critical aspect of management as it facilitates the exchange of information, ideas, and feedback within the organization. Effective communication enhances coordination, builds trust, resolves conflicts, and fosters a culture of transparency and collaboration. Managers should possess excellent communication skillsto effectively convey messages and build strong relationships with employees and stakeholders.ConclusionThese principles of management provide a solid foundation for understanding the fundamentals of effective leadership and organizational success. Freshman students studying management should familiarize themselves with these key concepts as they form the basis for more advanced and specialized management courses in the future. By applying these principles in their future careers, they can become effective managers and contribute to the growth and prosperity of their organizations.。

《管理学英语》参考译文Unit 1

Unite 1. Precursors in Management Theory管理理论的先驱们Read the following questions first, which will help you understand the text below better, and then answer the questions after reading the text carefully.先看看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。

l. Why did Kenneth Feld consider management as "the greatest job on earth"?为什么肯尼斯-费尔德把管理看做地球上最伟大的工作？2. How can work be done most efficiently according to your opinion based on management knowledge?根据自己的管理知识，你认为怎样工作才能最有效率？3. What is the real meaning of the phrase –“management theory jungle”?术语“管理理论丛林”的真正含义是什么？4. Why is Frederick Winslow Taylor regarded as the Father of Scientific Management?为什么人们把弗雷德里克-温斯洛-泰勒视作科学管理之父？5. What is the main idea of Taylor's famous book, The Principles of Scientific Management?泰勒著名的《科学管理原理》一书，主要观点是什么？Dating back to the ancient times, we may discover that the basic principles of management had their beginnings in the birth of civilization, when people first began to live in groups and first sought to improve their lot in life. Ever since people began forming groups to accomplish aims they could not achieve as individuals, managing has been essential to ensure the coordination of individual efforts. Kenneth Feld, president of Ringling Bro. and Barnum & Bailey Circus, once described management as "the greatest job on earth", for one of the most important human activities is managing.追溯到古代时候，我们可以发现管理的基本原理在文明起源之时就已经开始了（存在了），（在那时）当人们最早开始群体生活，最早寻求改善生活。

管理学原理英文教材(清华大学出版社)中文翻译精简版

第十七章领导一、管理者与领导者领导：是一个影响他人并拥有管理职权的人。

二、早期的领导理论：管理方格：使用“关心人”和“关心生产”两个维度，并对领导者对这些行为的使用进行了评估。

在坐标轴上从1到9标度它们。

根据这两个维度把管理者方格分为五种类型：贫乏型管理（1，1）：以最低限度的努力完成必须的工作，从而维持组织成员的身份。

任务型管理（9，1）：由于工作条件的安排从而使工作实现高效运作，使人的因素的干预降到最低程度。

中庸之道型管理（5，5）：在必须完成的工作与维持令人满意的士气水平之间保持平衡，使组织绩效得以充分实现成为可能。

乡村俱乐部型管理（1，9）：对员工的需要关怀备至，创造了一个舒适、友好的组织氛围和工作基调。

团队型管理（9，9）：工作由具有奉献精神的员工完成，由于组织目标的“共同利益关系”而形成了相互信赖，带来了信任与尊重的关系。

在五种风格中，（9，9）型管理者工作效果最佳。

但没有研究证据支持9,9风格在所有情景下都是最有效的。

三、权变的领导理论费德勒的权变模型：有效的群体绩效取决于两个方面的恰当匹配：其一是与下属发生相互作用的领导者风格；其二是领导者能够控制和影响情境的程度。

该模型基于这样的前提假设：在不同类型的情境中，总有某种领导风格最为有效。

这一理论的关键在于首先界定领导风格以及不同的情境类型，然后建立领导风格与情境的恰当组合。

费德勒认为，影响领导成功与否的关键因素之一是个体的基本领导风格，他进一步指出个体风格属于两类之一：任务取向或关系取向。

费德勒开发了“最难共事者”（LPC）问卷，如果领导者对最难共事的同事用一些较为接纳和喜欢的词来描述（LPC得分高），那么这个领导属于关系取向型。

如果你对最难共事者用贬义词描述（LPC得分低），你的领导风格属于任务取向型。

费德勒认为一个人的领导风格是固定不变的。

接下来去评估情境，并将领导者与情境进行匹配。

费德勒的研究给出了确定情境因素的三项权变维度：领导者—成员关系：领导对下属的信任、信赖和尊重的程度。

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管理专业的学生能从其他课程中学到什么？
• 哲学
– 探究事物的性质，特别是价值观与伦理道德
• 心理学
– 研究衡量、解释、有时会改变人类行为的科学
• 政治学
– 研究在一定政治环境之下的个体行为和群体行为
• 社会学
– 研究人与人之间的关系
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
1-8
管理者在组织中的称谓是什么？
• 高层管理者
– 负责制定与组织发展方向有关的决策 – 总裁、副总裁、首席执行官
• 中层管理者
– 管理另外一些管理者 – 例如，地区经理、部门经理
• 基层管理者
– 负责指导非管理类员工
– 例如，主管、团队领导
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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图表1-2
组织的层级
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
至此，我们把管理当作了一种普遍性活动进行了探讨。可实际上，管理者的工作存在多个方面的不同。
• 组织中的层级
– 高层管理者所做的计划工作比主管更多
• 营利性与非营利性
– 以不同的目标衡量管理绩效
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
• 信息转换角色
– 信息监督人、信息传达人和发言人。
• 决策角色
– 企业家、危机处理者、资源分配者和谈判者
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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为什么对管理者工作来说客户很重要？
• 没有客户，多数组织都将不复存在
• 我们正发现，员工的态度和行为在客户满意度方面起着非常重要的作用
• 管理者必须创造客户反应型组织，即员工是友善的、礼貌的、知识渊博的、对客户的需要能够快速反应
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
1-12
管理者做什么？
根据法国工业经济学家亨利· 法约尔提出的管理职能观点，管理者要执行某些活动或者职能
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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四项管理职能
• 计划
– 确定组织目标以及实现该目标的方法
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谁是管理者？他们在哪里工作？
• 组织
– 将一些人系统地安排在一起，以达到某些特定的目标。
• 组织的共性
– 特定的目的 – 在一起工作的人员 – 考虑周全的系统化结构
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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管理者的工作具有普遍性吗？(续)
• 组织规模
– 小企业强调作为发言人的管理角色
• 国家界限
– 这些概念最适合讲英语的国家，而用于环境不同的国家时，就需要对进行修正。
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
1-5
管理者与非管理类员工的区别何在？
• 非管理类员工
– 直接从事某项工作或任务，不必负有责任去监督他人工作的那些员工 – 例如，助理、团队成员
• 管理者
– 在一个组织中直接督导他人工作的那些人
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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行为学派
• 早期的管理作家包括
– 罗伯特· 欧文，关注恶劣的工作条件 – 雨果· 闵斯特伯格，工业心理学的创始人 – 玛丽· 帕克· 福莱特认识到应当从个人和群体行为的角度，来考察组织
• 组织
– 对组织结构进行安排和设计以实现组织目标
• 领导
– 指挥他人的工作活动
• 控制
– 监督、比较以及对工作执行过程进行纠偏
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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为什么要学管理？
• 改善组织的管理方式可使我们所有的人获益
• 管理好的公司即使在经济环境充满挑战的时代，也能够想到继续成长壮大的办法 • 毕业后，大多数学生成了管理者或被管理者
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图表1-4
管理的四项职能
Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall.
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管理者的角色是什么?
明茨伯格指出，可以通过管理者在三类工作中所担当的10种角色来描述他们的工作。
• 人际关系
– 代表人物、领导者和联络人
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定量分析学派
• 定二次世界大战中对军事问题的数学和统计方法求解的基础上发展起来的
• W· 爱德华兹· 戴明和约瑟夫· 杜兰的理念成 M· 为全面质量管理（TQM）的基础 •
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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图表1-3
效率与效果
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管理实践的历史溯源
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早期的管理
• 管理实践已经有很长的历史
• 专人负责计划、组织、领导、控制活动等有组织的管理已经存在数千年之久。
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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管理专业的学生能从其他课程中学到什么？
• 人类学
• 研究社会学科，帮助我们了解人类及其活动。 • 经济学 • 让我们更好地理解变化中的经济以及全球环境中的竞争
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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图表1-6
不同组织层级管理的管理活动
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霍桑研究
• 这项研究是在西方电气公司的工厂中实施的。这些研究：
– 为个人和群体行为的研究提供了新的见解
– 结论是群体压力对个体生产率有显著的影响
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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古典学派
• 科学管理
– 弗雷德里克· 泰勒把科学 W· 管理描述为运用科学方法确定从事某项工作的最佳方法
Copyright © 2011 Pearson Education, Inc. Publishing as Prentice Hall.
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其他古典学派
• 一般管理理论
– 重点放在构造良好管理因素上 – 韦伯（见右图）认为官僚科层制是组织结构理想的和合理的形式 – 法约尔把管理分为五种职能并提出了14条管理原则
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图表1—5
明茨伯格的管理者角色
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管理者应具备怎样的技能？
明茨伯格以及其他人描述了四项关键的管理技能