罗宾斯《管理学》内容概要,中英文对照

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罗宾斯《管理学：原理与实践》(第7版)中英文对照PPT第3章

3-10
管理者制定的决策
计划什么是组织的长期目标领导我应该如何处理员工缺乏动力的情况
采取什么战略可以最好地实现这些目标
组织的短期目标是什么
在特定情境下，什么是最有效的领导风格
某些改变将如何影响员工的工作效率
制定个体目标有多困难
组织应该有多少员工向我直接汇报
何时是激发冲突的好时机
控制组织中什么活动需要控制
• 非程序化决策 Nom programmed Decision
– 一个需要定制解决的独一无二、不会重复发生的决策 – The decisions are unique and nonrecurring
3-14
程序化决策Programmed Decision P68
• 政策 Policies
– 为重复问题制定决策而设定参数的一个普遍的指导
3-12
问题的类型 Types of Decisions P67
• 结构性问题 Structured problems – 直观的、熟悉和易于决定的问题 – The goal of decision maker is clear, the problem familiar , and information about the problem easily defined and complete. • 非结构化问题 Ill-structured problems – 新的或是不寻常的，有关此类问题的信息是模糊的、不完全的 – They are new or unusual. Informatio about such problem is ambiguous or incomplete.
Chapter
决策基础
Foundations of Decision Making

罗宾斯管理学双语教学讲稿3

ThreeOrganizational Culture and the Environment The Constraints 1. INTRODUCTION.Managers must be aware that organizational culture and organizational environments will influence both the way an organization is managed as well as its effectiveness. In this chapter, both organizational culture and organizational environment are explored in order to understand the complexities involved with each.2.THE MANAGER: OMNIPOTENT OR SYMBOLIC?Two positions on the role that managers play in an organization’s su ccess or failure have been proposed.The omnipotent view of management says that managers are directly responsible for the success or failure of an organization. This view of managers as omnipotent is consistent with the stereotypical picture of the take-charge executive who can overcome any obstacle in carrying out the organization’s objectives. When organizations perform poorly, someone must be held accountable. Ac cording to this view, that “someone” has been management.The symbolic view of management takes the view that much of an organization’s success or failure is due to external forces outside managers’ control. 1.What managers do affect greatly are symbolic outcomes.2. Organizational results are influenced by factors outside the control of managers: economy, market changes, governmental policies, competitors’ actions, the state of the particular industry, the control of proprietary technology, and decisions made by previous manager in the organization. 3. The manager’s role is seen as creating meaning out of randomness, confusion, and ambiguity. 4. According to the symbolic view, the actual part that management plays in the success or failure of an organization is minimal.Reality suggests a synthesis. In reality, managers are neither helpless nor all powerful. Instead, it’s more logical to look at the manager operating within constraints imposed by the organization’s culture and environment. (See Exhibit 3.1.)3.THE ORGANIZATION’S CULTURE.Just as individuals have a personality, so, too, do organizations. We refer to an organiza tion’s personality as its culture.A. Organizational culture is a system of shared meaning and beliefswithin an organization that determines, in large degree, how employeesact. This definition implies:1. Individuals perceive the organizational culture on the basis ofwhat they see, hear, or experience within the organization2. Organizational culture is shared by individuals within theorganization.anizational culture is a descriptive term. It describes rather thanevaluates.4. Seven dimensions of an organization’s culture have beenproposed (see Exhibit3.2):a. Innovation and risk taking (the degree to whichemployees are encouraged to be innovative and takerisks)b. Attention to detail (the degree to which employees areexpected to exhibit precision, analysis, and attention todetail)c. Outcome orientation (the degree to which managersfocus on results or outcomes rather than on thetechniques and processes used to achieve thoseoutcomes)d. People orientation (the degree to which managementdecisions take into consideration the effect on peoplewithin the organization)e. Team orientation (the degree to which work activitiesare organized around teams rather than individuals)f. Aggressiveness (the degree to which people areaggressive and competitive rather than easygoing andcooperative)g. Stability (the degree to which organizational activitiesemphasize maintaining the status quo in contrast togrowth)5. Exhibit 3.3describes how the cultural dimensions can becombined to create significantly different organizations.B. Strong vs. Weak Cultures.1.Strong cultures are possessed by those organizations in whichthe key values are intensely held and widely shared.2. Whether an organization’s cultur e is strong, weak, or somewherein between will depend on organizational factors such as size,age, employee turnover rate, and intensity of original culture.3. A culture will have increasing impact on what managers do as itbecomes stronger.4. Most orga nizations have moderate to strong cultures. There’shigh agreement on what’s important, what defines “good”employee behavior, and so forth.5. Studies of organizational culture have shown various results.One found that employees in firms with strong cultures weremore committed to their firm than employees in firms with weakcultures. Organizations with strong cultures also used theirrecruitment efforts and socialization practices to build employeecommitment. And an increasing body of research suggests thatstrong cultures are associated with high organizationalperformance.C.The original source of an organization’s culture is usually a reflection of thevision or mission of the organization’s founders. It results from the interaction between the foun ders’ biases and assumptions and what the first employees subsequently learned from their own experiences.D. How an Organization’s Culture Continues.1.Once a culture is in place, practices help maintain it.2.Hiring practices reflect the culture in terms of fit.3.Actions of top executives.4.Employees adapt to an organization’s culture throughsocialization—where new employees learn the organization’sway of doing things.5.Exhibit 3.4summarizes how an organization’s culture isestablished and maintained.E. How Employees Learn Culture.1.Culture is transmitted principally through stories, rituals,material symbols, and language.2. Organizational stories are one way that employees learn theculture. These stories typically involve a narrative of significantevents or people.3. Rituals are repetitive sequences of activities that express andreinforce the key values of the organization, what goals are mostimportant, which people are important, and which areexpendable.4. The use of material symbols is another way in which employeeslearn the culture, learn the degree of equality desired by topmanagement, and find out who is important and the kinds ofbehavior that are expected and appropriate.5. Finally, language is often used to identify members of a culture.Learning this language indicates members’ willingness to acceptand preserve the culture. This special lingo acts as a commondenominator that unites members of a given culture.F.How Culture Affects Managers. Because the organizational cultureestablishes constraints on what managers can and cannot do, it’s particularly relevant.1. The link between corporate values and managerial behavior isfairly straightforward.2. The culture conveys to managers what is appropriate behavior.3. A n organization’s culture, particularly a strong one, constrains amanager’s decision-making options in all managerial functions.(See Exhibit3.5.)4.CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS.Four current cultural issues managers should consider:A.Creating an Ethical Culture. (See Exhibit3.6 for suggestions on howmanagers can create a more ethical culture).1. Content and strength of an organization’s culture influence itsethical climate and ethical behavior of its members.2. Strong organizational culture will exert more influence onemployees than a weak one.3. An organizational culture most likely to shape high ethicalstandards is one that’s big in risk tolerance, low to moderate inaggressiveness, and focuses on means as well as outcomes.B.Creating an Innovative Culture1. What does an innovative culture look like? Swedish researcherGoran Ekvall provides these characteristics:a. Challenge and involvementb. Freedomc. Trust and opennessd. Idea timee. Playfulness/humorf. Conflict resolutiong. Debatesh. Risk-takingB.Creating a Customer-Responsive Culture1. What does a customer-responsive culture look like? Research showsthe following six characteristics that are routinely present: (seeExhibit3.7for managerial actions to make their cultures morecustomer responsive).a. Type of employeeb. Few rigid rules, procedures, and regulationsc. Widespread use of empowermentd. Good listening skillse. Role clarityf.Employees who are conscientious in desire to pleasecustomersB.Spirituality and Organizational Culture1. Workplace spirituality is the recognition that people have an innerlife that nourishes and is nourished by meaningful work that takesplace in the context of community.2. Five cultural characteristics evident in spiritual organizationsa. Strong sense of purposesb. Focus on individual developmentc. Trust and opennessd. Employee empowermente. Toleration of employee expression5. THE ENVIRONMENT.The impact of the external environment on a m anager’s actions and behaviors cannot be overemphasized. There are forces in the environment that play a major role in shaping man agers’ endeavors.A. The environment is defined as outside institutions and forces outsidethe organization that potentially affect an organization’s performance.1. The specific environment is that part of the environment thatincludes the constituencies that are directly relevant to theachievement of an organiza tion’s goals.a. The specific environment is unique and changes withconditions.b. It also varies depending on the niche the organizationserves with respect to the range of products or services itoffers and the markets it serves.c. The main constituencies include customers, suppliers,competitors, and pressure groups.1) Suppliers include firms that provide materialsand equipment as well as providers of financialand labor inputs. Managers seek to ensure asteady flow of the needed materials, equipment,financial, and labor inputs at the lowest possibleprice.2) Customers are the reasons that organizationsexist, as they absorb the outputs. They obviouslyrepresent potential uncertainty, particularly iftheir tastes and desires change.3) Competitors cannot be ignored. They’re animportant environmental force to monitor andrespond to. Most organizations have one ormore competitors.4) Pressure groups also cannot be ignored bymanagers. Changes in social and politicalmovements influence the power that thesepressure groups have on organizations.2. The general environment includes the broad economic,political/legal, sociocultural, demographic, technological, andglobal conditions.a. Economic conditions include interest rates, inflationrates, changes in disposable income, stock marketfluctuations, and the general business cycle, amongother things.b. Political/legal conditions include the general politicalstability of countries in which an organization doesbusiness and the specific attitudes that elected officialshave toward business. Federal, state, and localgovernments can influence what organizations can andcannot do (See Exhibit3.9for a listing of significantlegislation affecting businesses.)c. Sociocultural conditions include the changingexpectations of society. Societal values, customs, andtastes can change, and managers must be aware of thesechanges.d. Demographic conditions, including physicalcharacteristics of a population, such as gender, age, levelof education, geographic location, income and familycomposition, can change, and managers must adapt tothese changes.e. Technological conditions include the changes that areoccurring in technology.f. Global factors include global competitors and globalconsumer markets.B. How the Environment Affects Managers.Environments are not all the same. They differ in the amount of environmental uncertainty, which is defined as the degree of change and complexity in an organi zation’s environment. (See Exhibit3.10.)1. Degree of change is measured as dynamic or complex. If thecomponents in an organization’s environment change frequently,it’s a dynamic environ ment. If change is minimal, theenvironment is called a stable one.2. The other dimension of uncertainty relates to the degree ofenvironmental complexity, which is defined as the number ofcomponents in an organiza tion’s environment and the extent ofan organization’s knowledge about its environmentalcomponents.3. If the number of components is minimal and there’s minimalneed for sophisticated knowledge, the environment is classifiedas simple. If there are a number of components, they are notsimilar, and there is a high need for sophisticated knowledge, theenvironment is complex.4. Because uncertainty is a threat to organizational effectiveness,managers try to minimize itC. The more obvious and secure an organization’s relationships becomewith external stakeholders, the more influence managers will have overorganizational controls.1. Stakeholders are any constituencies in the organization’sexternal environment that are affected by, or have a vestedinterest in, the organization’s de cisions and actions. (SeeExhibit3.11 for an identification of some of the most commonones.)2. Stakeholder relationship management is important for tworeasons:a. It can lead to improved predictability of environmentalchanges, more successful innovation, greater degrees oftrust, and greater organizational flexibility to reduce theimpact of change.b. It is the “right” thing to do, because organizations aredependent on external stakeholders as sources of inputsand outlets for outputs and should be considered whenmaking and implementing decisions.3. Stakeholder relationships are managed using four steps:a. Identify external stakeholdersb. Determine the specific interests of each stakeholdergroupc. Decide how critical these interests are to theorganizationd. Determine what specific approach managers should useto manage each relationship based on criticalness ofstakeholder and environmental uncertainty.1. Refer to Exhibit 3.3. How would a first-line manager’s job differ in these twoorganizations? How about a top-level manager’s job?In Organization A, there’s strong attention to detail and little innovation and risk taking. Teamwork would not be encouraged, and employees would be viewed asa means to an end. Strict controls would be placed on workers, and taskachievement would be most important. The supervisor would not have much latitude and would do things “by the book.”In Organization B, innovation and risk taking are highly encouraged.The supervisor would have more autonomy in how to achieve goals. Employees would be given the opportunity to provide input, and a team approach is used.People are viewed as important contributors. T he supervisor’s job would be more like that of a coach, encourager, and facilitator.2. Describe an effective culture for (a) a relatively stable environment and (b) adynamic environment. Explain your choices.An effective culture for a relatively stable environment would likely emphasize outcomes such as quality and productivity and have strong attention to detail. It wouldn’t need to have high levels of innovation and risk taking or aggressiveness.On the other hand, an effective culture for a dynamic environment would likely emphasize aggressiveness, innovation and risk taking, and team orientation. To stay on top of the continual environmental changes, this organization’s culture would need to celebrate work behaviors that kept the organization on top.3. Classrooms have cultures. Describe your class culture using the sevendimensions of organizational culture. Does the culture constrain your instructor? How?Answers to this question will vary. Have students look at the seven dimensions of organizational culture described in the text and rate them from high to low for the class. One point you might want to explore is what role the instructor plays in establishing the culture of the classroom. Then, relate this to what role a manager might play in establishing the culture of an organization or organizational unit.4. Can culture be a liability to an organization? Explain.A culture in which the organization exits (or the organization’s culture) could bea liability in extreme cases. In a global environment one can see where thiscould have an impact. For example, if the society (and organizational cultures) discriminates against certain ethnic groups or on the basis of gender or engages in exploitation of workers, this could create a backlash from consumers in other nations (see for example Reebok and Nike’s troubles regarding manufacturing in emerging nations).5. Why is it important for managers to understand the external forces that areacting on them and their organization?The external environment consists of many factors that have an impact on the organization. Political and legal factors (government regulations), demographics (that can affect labor supply), technological improvements, and other factors directly affect the management of the organization including planning and decision-making.6.“Businesses are built on relationships.” What do you think this statementmeans? What are the implications for managing the external environment?Organizations depend on their environment and their stakeholders as a source of inputs and a recipient of outputs. Good relationships can lead to organizationaloutcomes such as improved predictability of environmental changes, more successful innovations, greater degrees of trust among stakeholders, and greater flexibility in order to act to reduce the impact of change. Also, relationship management and the maintaining of good relationships have been proven by many researchers to have an effect on organizational performance. The high-performing companies tend to consider the interests of all major stakeholder groups as they make decisions.7.What would be the drawbacks to managing stakeholder?The term boundary spanner refers to the fact that managers must span (bridge) the boundary between the organization and its environment. When managers are being boundary spanners, or are utilizing stakeholder management or stakeholder partnering, the boundaries of the organization are going to become more flexible and permeable. This could lead to or ganizational information being “leaked” or known outside of the organization. And, in addition, these relationship management techniques all require mangers’ time, which can be a very limited commodity to begin with.。

管理学斯蒂芬P罗宾斯版中文

管理学斯蒂芬P罗宾斯版中文一、介绍管理学是一门研究组织与管理的学科，而斯蒂芬P罗宾斯的《管理学》一书是这一领域的经典之作。

本文将对《管理学斯蒂芬P罗宾斯版中文》一书进行介绍和评析。

二、《管理学》概述《管理学斯蒂芬P罗宾斯版中文》是一本系统而全面的管理学教材，被广泛应用于大学及研究机构的管理学课程中。

该书主要分为十五个章节，涵盖了管理学的基本概念、组织结构、领导力、决策、沟通等方面的内容。

全书注重理论与实践的结合，旨在帮助读者理解和应用管理学的原理和方法。

三、内容概要《管理学斯蒂芬P罗宾斯版中文》以清晰的逻辑结构将管理学的各个方面展现出来。

以下是其中几个重要章节的概述：1. 第一章：管理学导论本章主要介绍了管理学的来历、定义及其重要性。

通过介绍管理学的基本原理，读者可以了解到管理学的研究领域和研究方法。

2. 第六章：组织结构本章主要介绍了组织结构的概念、类型和影响因素。

读者可以了解到不同的组织结构对组织运作和管理的影响，并学习如何设计和调整组织结构以适应不同的环境和需求。

3. 第十章：领导与管理本章主要介绍了领导力的理论和实践。

读者可以了解到领导力的不同理论和模型，并学习如何培养自己的领导力以及如何在组织中发挥有效的领导作用。

4. 第十二章：决策本章主要介绍了决策的概念、过程和方法。

读者可以学习到如何进行有效的决策，并了解到决策在组织管理中的重要性和挑战。

5. 第十四章：沟通本章主要介绍了沟通的概念、原则和技巧。

读者可以学习到如何进行有效的沟通，并了解到沟通在组织管理中的重要性和影响。

四、优点分析《管理学斯蒂芬P罗宾斯版中文》的优点在于：1.内容全面：该书涵盖了管理学的各个方面，从基本概念到具体实践都有详尽的阐述，读者可以全面了解并学习管理学的知识。

2.结构清晰：每个章节都按照逻辑顺序进行组织，读者可以循序渐进地学习管理学的内容，易于理解和应用。

3.理论与实践相结合：该书注重理论与实践的结合，通过案例分析和实际操作指导，帮助读者理解和应用管理学的原理和方法。

罗宾斯《管理学：原理与实践》(第7版)中英文对照第3章 ppt课件

Chapter
决策基础
Foundations of Decision Making
ppt课件
学习目标 Learning Outcomes P56
• 描述决策过程中的步骤 Describe decision-making process • 解释管理者用于决策的三种方法 Describe the three approaches managers can use to make decisions • 描述决策类型和管理者面临的决策情境 Describe the types of decision-making conditions managers face • 讨论群体决策Describe group decision making • 讨论决策制定的当代专题 Describe contemporary issues in managerial decision making
• 直觉 (Heuristices) – 运用经验原则以简化决策Use “rules of thumb”to simplify their decision making – 可能导致错误和偏见
Lead to errors and biases in processing and evaluating information
• 管理者受限于自身获得信息的能力
Managers make decision rationally limited by their ability to process information
• 管理者在不完全信息条件下做出决策，他们只能寻求满意
Managers can’t possible analyze all information on all alternatives, they satisfice rather than maximize.

(完整版)罗宾斯《管理学》内容概要,中英文对照

罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。

管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles)成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。

管理者在不同的组织中进行着不同的工作。

组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。

2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy)人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists)定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。

管理学,罗宾斯,版,英文Robbinsfom

1-26
Why Are Customers Important?
Consistent, high-quality customer service is essential to survival
Copyright © 2015 Pearson Education, Inc.
1-27
Why Is Innovation Important?
1-19
Which Approach Takes the Prize?
Functions ☑
Roles
☐
Copyright © 2015 Pearson Education, Inc.
1-20
What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
1-22
Why Study Management?
We all have a vested interest in improving how organizations are managed.
Copyright © 2015 Pearson Education, Inc.
1-23
Why Study Management? (cont.)
1-6
Copyright © 2015 Pearson Education, Inc.
1-7
What Titles Do Managers Have?
Top Managers • Make decisions about the direction of an organization
Middle Managers • Manage other managers

管理学术语英文对照解释

管理学术语英文对照解释Management Glindex(Stephen P. Robbins & Mary Coulter)(Eighth Edition)（英汉对照）管理学原理双语组编写2007年3月Chapter 1 Management and Organizations1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织目标的目的。

2、First-line managers :基层管理者Managers at the lowest level of the organization who manage the work of nonmanagerial e mployees who are involved With the production or the organization’s products是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者3、Middle managers :中层管理者Mangers between the first-line level and the top level of the organization who manage the work of first-line managers 处于基层和高层之间，管理着基层管理者。

4、Top manager :高层管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.处于或接近组织顶层，承担着制定广泛的组织决策,为整个组织制定计划和目标的责任。

罗宾斯管理学第九版第二章（英文版）

高二语文必修1-必修4必背篇目测试一、必修至必修四上下句默写（20分）1.骐骥一跃，不能十步。

驽马十驾，功在不舍。

(荀子《劝学》)2.锲而舍之，朽木不折;锲而不舍，金石可镂。

(荀子《劝学》)3.句读之不知，惑之不解，或师焉，或不焉，小学而大遗，吾未见其明也。

(韩愈《师说》)4．清风徐来，水波不兴。

举酒属客，诵明月之诗，歌窈窕之章。

(苏轼《赤壁赋》)5．浩浩乎如冯虚御风，而不知其所止;飘飘乎如遗世独立，羽化而登仙。

(苏轼《赤壁赋》)6．乱石穿空，惊涛拍岸，卷起千堆雪。

江山如画，一时多少豪杰。

7.想当年，金戈铁马，气吞万里如虎。

《京口北固亭怀古》8.亦余心之所善兮，虽九死其犹未悔；路曼曼其修远兮，吾将上下而求索《离骚》9．剑阁峥嵘而崔嵬，一夫当关，万夫莫开。

《蜀道难》10.弟走从军阿姨死，暮去朝来颜色故。

门前冷落鞍马稀，老大嫁作商人妇。

二、必修至必修四情景式默写（60分）1．《氓》中与“青梅竹马”意境相仿的一句是：总角之宴，言笑晏晏。

2. 《氓》中通过写桑叶凋落喻指女子年华逝去的一句是：桑之落矣，其黄而陨。

3. 《氓》中写男子变化无常，三心二意的句子是：士也罔极，二三其德.4．《离骚》一文中以博大的胸怀，对广大劳动人民寄予深深同情的语句是：长太息以掩涕兮,哀民生之多艰。

5.《离骚》中用香草做比喻说明自己遭贬黜是因为德行高尚的两句：既替余以蕙纕兮,又申之以揽茝。

6.《离骚》中用大鸟和小鸟不合群来比喻说明自己绝不随波逐流的两句：鸷鸟之不群兮，自前世而固然。

7.《离骚》中屈原委婉表达自己后悔选择做官，想要归隐的两句：悔相道之不察兮，延伫乎吾将反。

8. 《赤壁赋》中概括了曹操军队在攻破荆州顺流而下的军容盛状的句子是：舳舻千里，旌旗蔽空。

9.苏轼在《赤壁赋》中慨叹“人生短促，人很渺小”的句子是：寄蜉蝣于天地，渺沧海之一粟。

10. 《赤壁赋》中写希望与神仙相交，与明月同在的句子：挟飞仙以遨游，抱明月而长终。

11．《蜀道难》的主旨句是：蜀道之难，难于上青天。

罗宾斯管理学英文第9版

管理学第一章管理与组织学习导览一、管理者是谁？It used to be sim ply defined that they were the organizational m em bers who told others what to do and how to do it, but it is not quite that sim ple anym ore. A m anager is som eone who coordinates or oversees the work of other people so that organizational goals can be accom plished. A m anager’s job is not about personal achievem ent, but about helping others do their work. That m ay m ean coordinating the work of a departm ental group, or supervising a single person. It could involve coordinating the work of a team com posed of people from several different departm ents or even people outside the organization, such as tem porary em ployees or em ployees who work for the organization’s suppliers. And m anagers m ay have other work duties not related to coordinating the work of others.解释管理者与非管理的雇员有什么不同？Nonm anagerial em ployees are those organizational m em bers who work directly on a job or task and have no one reporting to them.组织中的管理者如何分类？In traditionally structured organizations—whi ch are usually said to be shaped like a pyram id because there are m ore em ployees at lower organizational levels than at upper organizational levels, m anagers are often described as first-line, m iddle, or top, and m ay have various titles.(1) First-line m anages, the lowest level of m anagem ent, m anage the work of nonm anagerial em ployees who are typically involved with producing the organization’s products or serving the organization’s custom ers. They often have the title of supervisor, and are called shift m anagers, district m anagers, departm ent m anagers, offi ce m anagers, or even foreperson.(2) Middle m anagers include all levels of m anagem ent between the first level and the top level of the organization. These m anagers m anage the work of first-line m anagers and m ay have titles such as regional m anagers, project leader, plant m anager, or division m anager.(3) Top m anagers: m anagers at or near the upper levels of the organizational structure who are responsible for m aking organization-wide deci sions and establishing plans and goals that effect the entire organization. These individuals typically have ti tles such as executive vice-president, president, chief operating officer, chief executive offi cer, or chairperson.二、管理是什么？Managem ent involves coordinating and overseeing the work activities of others so that their activities can be com pleted efficiently and effecti vely.解释为什么对管理来说效率和效力是重要的。

管理学罗宾斯11版中英文对照详解

第一部分•Efficiency效率P8–“Doing things right”–Getting the most output for the least inputs •Effectiveness效果–“Doing the right things”–Attaining organizational goalsThe Manager: P44Omnipotent or Symbolic?•Omnipotent View of Management管理万能论- the view that managers are directly responsible for an organization’s success or failure.认为经理直接负责组织的成功或失败•Symbolic view of Management管理象征论- the view that much of an organization’s success or failure is due to external forces outside managers’ control.认为一个组织的成功或失败大部分是由管理者控制之外的外部力量所造成的观点•What’s Your Global Perspective?全球观（全球视角）P71•Parochialism狭隘主义- viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.•Ethnocentric Attitude民族中心论- the parochialistic belief that the best work approaches and practices are those of the home country.本国取向•Polycentric Attitude多国论- the view that the managers in the host country know the best work approaches and practices for running their business.东道国取向•Geocentric Attitude全球中心论–a world-oriented view that focuses on using the best approaches and people from around the globe.全球取向•Multinational Corporation (MNC)跨国公司- a broad term that refers to any and all types of international companies that maintain operations in multiple countries. 任一或所有类型的在多国维持经营的国际性公司。

管理学(斯蒂芬·P.罗宾斯)(11版中文)

二、外部环境：约束和挑战
一般环境具体环境环境对管理者的影响
一般环境（1）
对所有组织都会产生影响；组织在短时间内无法加以改变和影响而只能适应和调整自己。经济条件政治/法律条件社会文化条件技术条件自然条件
一般环境（2）
经济环境：经济发展的阶段状况：萧条、停滞、复苏、增长；人均收入与购买力；人口总数与市场潜力；物价水平；基础设施；发展均衡性；利率、汇率、投资率
管理实践活动的存在已经有了几千年的历史，而管理理论的出现或者对管理的系统研究却是工业革命以后的事情（1911年）。劳动分工；合作成为必要工业革命；机器代替人力 ——管理越来越重要，对管理的研究越来越迫切，最终催生了现代管理学的出现。（亚当· 斯密1776年的《国富论》对分工产生效率有详细的论述。）
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
谁是所有者
全球经济一体化资源配臵、要素流动、产业链与分工、竞争与合作我们处在什么位臵？我们与谁竞争？（谁是我们的敌人？谁是我们的盟友？）我们怎样管理？
一般环境（3）
政治/法律环境：政治制度、体制；政府的稳定性；特殊的经济政策；法律法规；
一般环境（4）
社会文化环境：人口因素；社会结构；生活方式；工作态度；价值观；道德风尚；文化传统、教育；
一般环境（5）
技术环境：技术发展技术对产业的影响技术对社会的影响
一般环境（6）
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

斯蒂芬·P·罗宾斯《管理学》

（二）管理者角色（亨利·明茨伯格）：
• • • • • • 1、管理者角色：特定的管理行为范畴 ①人际关系：挂名首脑、领导者、联络者 ②信息传递：监听者、传播者、发言人 ③决策制定：企业家、混乱驾御者、资源分配者、谈判者 2、管理者角色与传统管理职能理论的关系： ①职能方法仍然代表着将管理者的工作概念化的最有效方法。 • ②管理者角色实质上与四种职能是一致的。 • 资源分配角色是计划职能的一部分，企业家角色和所有的三个人际关系角色是领导职能的一部分 • 3、企业家角色：寻求组织和环境中的机会，制定“改进方案”以发起变革
第2 章管理的昨天和今天
• • • • 第1 节管理的历史背景 20 世纪前，在管理方面的主要贡献 1、埃及金字塔的建设、罗马教会 2、亚当·斯米关于劳动分工的著作：将工作分解成一些单一和重要性的作业，提高工人技巧和熟练程度。 • 3、产业革命：提高效率
第2 节多样化的时期（20 世纪前半期）
第4 节当前的趋势和问题：变化中的管理实践
• ① 全球化 • ② 劳动力多元化 • ③ 创业精神：是一个过程，即某个人或者某个群体通过有组织的努力，以创新和独特的方式追求机会、 • 创造价值和谋求增长，不管这些人手中是否拥有资源。
• ④ 电子企业领域中的管理 • ฀ 电子企业：描述了一个组织通过电子联结与它的关键利益相关者开展工作的方式，以便更有效 • 率地实现其目标 • ฀ 电子商务：是企业与其利益方通过电子方式进行交换与交易的任何方式（B2B、C2C、B2C、 • G2B） • ฀ 电子企业介入的领域： • ฀ 电子增强型组织：在传统组织中建立电子企业单元，同时维持传统结构 • ฀ 电子企业驱动型（使能型）组织：利用电子企业工具完成传统功能 • ฀ 全部电子化的企业

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。
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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)。
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图表1—7 重要的管理技能
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1 - 19
图表1—8 管理者面临的变化
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COPYRIGHT © 2016 BY PEARSON EDUCATION, INC.
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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;

(完整版)管理学罗宾斯11版中英文对照详解

管理学罗宾斯11版中英文对照详解

管理学罗宾斯11版中英文对照详解第一篇：管理学罗宾斯11版中英文对照详解第一部分• Efficiency效率P8 –“Doing things right”–Getting the most output for the least inputs • Effectiveness 效果–“Doing the right things” – Attaining organizational goals The Manager: P44 Omnipotent or Symbolic? • Omnipotent View of Management管理万能论viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.• Ethnocentric Attitude民族中心论the view that the managers in the host country know the best work approaches and practices for running their business.东道国取向• Geocentric Attitude全球中心论–aworld-oriented view that focuses on using the best approaches and people from around the globe.全球取向• Mu ltinational Corporation(MNC)跨国公司an obstacle(障碍)that makes it difficult to achieve a desired goal or purpose.• Why Do Managers Plan?为什么管理者要制定计划• Purposes of Planning计划的目的– Provides direction给出方向– Reduces uncertainty降低不确定性– Minimizes waste and redundancy减少重复和浪费– Sets the standards for controlling便于控制Mission:使命P227 a statement of the purpose of an organization对组织目的的声明• 范围• Organizational Designthe transfer and understanding ofmeaning.意义的传递和理解• Transfer means the message was received in a form that ca n be interpreted by the receiver.• Understanding the message is not the same as the receiver agreeing with the message.• Interpersonal Communication人际沟通-communication between two or more people.主要指存在于两人或多人之间的沟通；• Organizational Communication组织沟通-all the patterns, networks, and systems ofcommunications within an organization.主要指组织中沟通的各种方式、网络Work specialization工作专门化Departmentalization部门化Chain of command指挥链Span of control管理跨度Centralization and decentralization集权与分权 Formalization 正规化和系统。

(英文)罗宾斯管理学考研笔记1-19章

Management(9td Edition)罗宾斯《管理学》英文笔记（1-13）Chapter 1 introduction to management and organization1.Managers1)Managers coordinate and oversee the work of other people to accomplish organizational goals.Non-managerial employees work directly on a job or task and have no one reporting to them.2)Classifying managers:Top managers are managers at or near the upper levels of the organization who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.Middle managers are those between the lowest and top levels of the organization who manage the work of first-line managers.First-line managers are those at the lowest level of management who manage the work of non-managerial employees and typically are directly or indirectly involved with producing the organization’s products or servicing the organization’s customers.2.ManagementManagement i nvolves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.Efficiency means doing things right or getting the most output from the least amount of inputs.Effectiveness means doing the right things, or completing activities so that organizational goals are attained.3.Management functionsPlanning involves defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.Organizing involves arrange and structure work to accomplish organizational goals.Leading involves working with and through people to accomplish organizational goals.Controlling involves monitoring, comparing, and correcting work performance.4.Management roles(Henry Mintzberg’s managerial roles)1)Interpersonal roles involve people and other duties that are ceremonial and symbolic in nature.2)Information roles involve collecting, receiving, and disseminating information.5.Management skills(Robert L. Katz)Technical skills are the job-specific knowledge and techniques needed to proficiently perform work tasks.These skills are more important for first-line managers.Human skills refer to the ability to work well with other people both individually and in a group.These skills are equally important for all managers.Conceptual skills refer to the ability to think and to conceptualize about abstract and complex situations.These skills are more important for top managers.6.The changes in manager’s job:1)Changing technology (digitization)Impact: shifting organizational boundariesVirtual workplacesMore mobile workforceFlexible work arrangementEmpowered employees2)Changing security threatsImpact: risk arrangementWork life-personal life balanceRestructured workplaceDiscrimination concernsGlobalization concernsEmployee assistance3)Increased emphasis on organizational and managerial issuesImpact: redefined valuesRebuilding trustIncreased accountability4)Increased competitivenessImpact: customer service(Customer service is important because without them, most organizations would cease to exist. And employeeattitudes and behaviors play a big role in customer satisfaction.)Innovation(Innovation is important for organizations to be competitive.)GlobalizationEfficiency/productivityanizationCharacteristics of organization: a distinctive purpose, composed of people, and a deliberate structure.Today’s organizations are more open, flexible, and responsive to changes than organizations once were. Why study managementIt’s important to study management for three reasons: (1) the universality of management, (2) the reality of work, and (3) the rewards and challenges of being a manager.(1)The universality of management refers to the fact that managers are needed in all types and sizes oforganizations, at all organizational levels and work areas, and in all global locations.(2)The reality of work—that is you will either manage or be managed.(3)Rewards:Create a work environment in which organizational members can work to the best of their ability.Have opportunities to think creatively and use imagination.Help others find meaning and fulfillment in wok.Support, coach, and nurture others, etc.Challenges:Do hard workMay have more clerical than managerial dutiesHave to deal with a variety of personalitiesOften have to make do with limited resources, etc.Chapter 7 Foundations of Planning1.PlanningPlanning involves defining organization’s goals, establishing an overall strategy for achieving those goals, and developing plans to integrate and coordinate work activities.In formal planning, specific goals covering a specific time period are written and shared with organizational members, and specific plans exist for achieving these goals.In informal planning,goals are never written down or seldom talked with other organizational members.Informal planning also lacks continuity.2.The purpose of planning1)Providing direction to managers and non-managers alike.2)Reducing uncertainty.3)Minimizing waste and redundancy.4)Establishing goals or standards used in controlling.3.The relationship between planning and performanceFirst, generally speaking, formal planning is associated with positive financial results.Second, it’s more important to do a good job of planning and implementing the plans than to do more extensive plans.Next, in studies where formal planning didn’t lead to higher performance, external environment often was the culprit.Finally, the planning-performance relationship seems to be influenced by the planning time frame.4.Goals: Goals are desired outcomes.The types of goals: financial goals are related to the financial performance of the organization, while strategic goals are related to all areas of an organization performance.Stated goals are official statement of what an organization says—and what it wants its various stakeholders to believe–its goals are. Real goals are the goals that an organization actually pursues, and defined by the actions of its members.5.Plans: Plans are documents that outline how goals are going to be met.Types of plans: (breadth) strategic or operational(Time frame) long term or short term(Specificity) directional or specific(Frequency of use) single use or standingStrategic plans apply to an entire organization, while operational plans encompass a particular functional area.Long term plans are those with a time frame beyond three years. Short term plans are those coving one year or less.Specific plans are clear defined and leave no room for interpretation. Directional plans are flexible and set out general guidelines.A single-use plan is a one-time plan and designed to meet the needs of a unique situation. Standing plansare ongoing plans that provide guidance for activities perform repeatedly.6.Two approaches to setting goalsTraditional goal settingIn traditional goal setting, goals set by top manager flow down through the organization and become subgoals for each organization area.Means-ends chain is an integrated network of goals in which goals achieved at lower levels serve as the means for achieving the goals at the next level.Management by objectives (MBO)Management by objectives is a process of setting mutually agreed upon goals and using those goals to evaluate employee performance.7.Six characteristics of well-written goals:(1)written in terms of outcomes,(2)measurable and quantifiable,(3)clear as to a time frame,(4)challengingbut attainable,(5)written down,(6)communicated to all organizational members who need to know them.8.Five steps of setting goals:1)Review the organization’s mission2)Evaluate available resources3)Determining the goals individually or with input from others4)Write down the goals and communicate them to all who need to know them5)Review results and whether goals are being met.9.Three contingency factors in planning:the manager’s level in the organization, degree of environmentuncertainty, and the length of future commitments.10.Two approaches to planningTraditional approachIn traditional approach, plans are developed by top managers and flow down through other organization levels; this approach may use a formal planning department.MBOMBO approach involves more organizational members in the planning process.11.Criticisms of planning:1)Planning may create rigidity.2)Plans can’t be developed for a dynamic environment.3)Formal plans can’t replace intuition and creativity.4)Planning may focus managers’ attention on today’s competition, not on tomorrow’s survival.5)Formal plans reinforce success, which may lead to failure.6)Just planning isn't enough.These criticisms are valid if planning is rigid and inflexible.12.Effective planning in today’s dynamic environmentManagers should develop plans that are specific but flexible.It’s also important to make the organizational hierarchy flatter and allow lower organizational levels to set goals and develop plans.Chapter 8 Strategic Management1.Define strategic management, strategy, and business model.Strategic management is what managers do to develop an organization’s strategies.Strategies are the plans for how the organization will do whatever it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals.A business model is how a company is going to make money.2.Give four reasons why strategic management is important.1)It makes a difference in how an organization performs.2)It’s important for helping managers cope with continually changing situations.3)Organizations are complex and diverse. Strategic management helps to coordinate and focus employees’efforts on what is important.4)It’s related to many decisions made by managers.3.The six steps in the strategic management process.The six steps are (1)identify the current mission, goals, and strategies; (2)do an external analysis; (3)do an internal analysis; (4)formulate strategies; (5)implement strategies; and (6)evaluate strategies.4.Define SWOT.The SWOT analysis is an analysis of an organization’s strengths, weaknesses, opportunities and threats. Strengths are any activities the organization does well or unique resources it has.Weaknesses are the activities organization doesn’t do well or the resources it needs but doesn’t have. Opportunities are positive trends in the external environment.Threats are negative trends.5.Define resources, capabilities, and core competencies.Resources are an organization’s assets that used to develop, manufacture, and deliver products to its customers. Capabilities are an organization’s skills and abilities in doing the work activities needed in its business.Core competencies are the major value-creating capabilities.Both resources and core competencies determine the organization’s competitive weapons.6.The three types of organization’s strategiesA corporate strategy specifies what business a company is in or wants to be in and what it wants to do with those businesses.A business/competitive strategy is a strategy for how an organization will compete in its business.Functional strategies are the strategies used by an organization’s various functional departments to support the organization’s competitive strategy.7.Corporate strategies.(growth, stability, renew)The three types:With a growth strategy, an organization expands the number of markets served or products offered either through current or new businesses.The types of growth strategies include concentration, vertical integration (backward and forward), horizontal integration, and diversification (related and unrelated).With a stability strategy, an organization continues to do what it is currently doing.A renew strategy address organizational weaknesses that are leading to performance decline.The two types of renew strategies are retrenchment and turnaround strategies. A retrenchment strategy is a short-run renew strategy used for minor performance problems. While a turnaround strategy is used when an organization’s problems are more serious.BCG matrixBCG matrix is a strategy tool that guides resources allocation decisions on the basis of a business’s market share and its industry’s anticipated growth rate.The four categories of the BCG matrix are cash cows, stars, question marks, and dogs.8.Business/competitive strategiesThe role of competitive advantage:An organization’s competitive advantage is what sets it apart, its distinctive edge. A company’s competitive advantage becomes the basis of choosing an appropriate business or competitive strategy.Porter’s five forces modelPorter’s five forces model assesses the five competitive forces that dictate the rules of competition in an industry: (1) threat of new entrants, (2) threat of substitutes, (3) bargaining power of buyers, (4) bargaining power of suppliers, and (5) rivalry.Porter’s three competitive strategiesWith a cost leadership strategy, an organization competes on the basis of having the lowest cost in its industry. With a differentiation strategy, an organization competes on the basis of having unique products that are widely valued by customers.With a focus strategy, an organization competes in a narrow segment, with either a cost advantage or a differentiation advantage.9.Explain why strategic flexibility is important.Strategic flexibility is the ability to recognize major external changes, to quickly commit resources, and to recognize when a strategic decision isn’t working.It is important because managers often face highly uncertain environments.10.Explain e-business strategies.Managers can use e-business strategies to reduce costs, to differentiate their firm’s products and services, or to target (focus on) specific customer groups or to lower costs by standardizing certain office functions.Another important e-business strategy is the clicks-and-bricks strategy, which combines online and traditional stand-alone locations.11.How to become more customer oriented.Strategies managers can use to become more customer oriented include:1)Giving customers what they want2)Communicating effectively with customers3)Cultivating a culture that emphasizes customer service.12.How to become more innovativeStrategies managers can use to become more innovative include:1)Deciding their organization’s innovative emphasis(basic scientific research, product development, or processdevelopment)2)Deciding its innovation timing(first mover or follower)Chapter 10 organizational structure and design1.Six key elements in organizational design.1)Work specialization2)Departmentalization3)Chain of command4)Span of control5)Centralization and decentralization6)Formalization2.Work specializationTraditional view: work specialization is a way to divide work activities to separate job tasks.Contemporary view: work specialization is an important organizing mechanism, but it can lead to problems when carried to extremes.3.DepartmentalizationHow jobs are grouped together is called departmentalization.The five forms of departmentalization:1)Functional departmentalization—groups jobs according to function2)Product departmentalization—groups jobs by product line3)Geographical departmentalization—groups jobs by geographical region4)Process departmentalization—groups jobs on product or customer flow5)Customer departmentalization—groups jobs on specific and unique customers4.Chain of commandChain of command is the line of authority extending from upper organizational levels to the lowest levels, which clarifies who reports to whom.Authority refers to the rights inherent in a managerial position to tell people what to do and to expect themto do it.Responsibility is the obligation or expectation to perform assigned duties.Unity of command is a managerial principle that each person should report to only one manager.Traditional view: the chain of command and its companion concepts—authority, responsibility, and unity of command—were viewed as important ways of maintaining control in organizations.Contemporary view: they’re less relevant in today’s organizations.5.Span of controlSpan of control is the number of employees a manager can effectively and efficiently manage.Traditional view: managers should directly supervise no more than five or six employees.Contemporary view: the span of control depends on the skills and abilities of the manager and the employees and on the characteristics of the work being done.6.Centralization and decentralizationCentralization is the degree to which decision making is concentrated at upper levels of the organization.Decentralization is the degree to which lower-level employees provide input or actually make decisions.(Centralization—decentralization is a structure decision about who make decision—upper-level managers or lower-level employees.)More centralization1)Environment is stable.2)Lower-level managers are not as capable or experienced at making decisions as upper-level managers.3)Lower-level managers do not want a say in decisions.4)Decisions are relatively minor.5)The organization is facing a crisis or the risk of company failure.6)Company is large.7)Effective implementation of company strategies depends on managers retaining say over what happens.More decentralization1)Environment is complex, uncertain.2)Lower-managers are capable and experienced at making decisions.3)Lower-managers want a voice in decisions.4)Decisions are significant.5)Corporate culture is open to allowing managers a say in what happens.6)Company is geographically dispersed.7)Effective implementation of company strategies depends on managers having involvement and flexibilityto make decisions.7.FormalizationFormalization refers to how standardized an organization’s jobs are and the extent to which employee behavior is guided by rules and procedures.Today’s view: although formalization is necessary for consistency and control, many organizations today rely less on it to guide and regulate employee behavior.8.Contrast mechanistic and organic organizations.A mechanistic organization is a rigid and tightly controlled structure. An organic organization is a highly adaptive and flexible structure.Mechanistic organicHigh specialization cross-functional teamsRigid departmentalization cross-hierarchical teamsClear chain of command free flow of informationNarrow spans of control wide spans of controlCentralization decentralizationHigh formalization low formalization9.The contingency factors that affect organizational design:1)StrategyAn organizational structure should support its strategy. If the strategy changes, the structure should also change.2)SizeAn organizational size can affect its structure up to a certain point.Once an organization reaches a certain size (usually around 2000 employees), it’s fairly mechanistic.3)Technology (Woodward’s findings)An organizational technology can also affect its structure.An organic structure is most effective with unit production and process production technology. A mechanistic structure is most effective with mass production technology.(Unit production refers to the production of items in units or small batches. Mass production refers to the production of items in large batches. Process production refers to the production of items in continual process.)4)Environmental uncertaintyIn stable and simple environments, mechanistic designs can be more effective.The greater the uncertainty, the more it needs the flexibility of an organic design.10.Contrast the three traditional organizational designs.A simple structure is one with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization.Strengths: Fast; flexible; inexpensive to maintain; clear accountability.Weaknesses: Not appropriate as organization grows; reliance on one person is risky.A functional structure is an organizational design that groups similar or related occupational specialists together. Strengths: Cost-saving advantages from specialization (economies of scale, minimal duplication of people and equipment); employees are grouped with others who have similar tasks.Weaknesses: Pursuit of organizational goals can cause managers to lose sight of what’s best for the overall organization; functional specialists become insulated and have little understanding of what other units are doing.A divisional structure is made up of separate business units or divisions.Strengths: Focus on results—division managers are responsible for what happens to their products or service. Weaknesses: Duplication of activities and resources increase cost and reduce efficiency.11.Describe the contemporary organizational design.Team structureIn a team structure, the entire organization is made up of work teams.Advantages: Employees are more involvement and empowered. Reduced barriers among functional areas. Disadvantages: No clear chain of command. Pressure on teams to perform.Matrix and project structureMatrix is structure that assign specialists from different functional areas to work on projects but who return to their areas when project is completed.Project is a structure in which employees continuously work on projects. As one project is completed, employees move on to the next project.Advantages: Fluid and flexible design that can respond to environmental changes. Faster decision making.Disadvantages: Complexity of assigning people to projects. Task and personality conflicts.Boundaryless organizationBoundaryless organization is a structure that not defined by or limited to the horizontal, vertical, or external boundaries.Advantages: High flexible and responsive. Utilizes talent wherever it’s found.Disadvantages: Lack of control. Communication difficulties.Two types—virtual and networkA virtual organization consists of a small core of full-time employees and outside specialists temporarily hired as needed to work on projects.A network organization uses its own employees to do some work activities and uses networks of outside suppliers to provide other product components or work processes.12.Three organizational design challenges today.1)Keeping employees connected.2)Building a learning organization.A leaning organization is one that has developed the capacity to continuously learn, adapt, and change.3)Managing global structure issues.Chapter 11 managers and communication1.Define communication,interpersonal communication, and organizational communication. Communication is the transfer and understanding of meaning.Interpersonal communication is communication between two or more people.Organizational communication is all the patterns, networks, and systems of communication within an organization.2.The functions of communication: (control, motivate, emotional expression, information)1)Controlling employee behavior.2)Motivating employees.3)Providing a release for emotional expression of feelings and fulfillment social needs.4)Providing information.munication processThere are seven elements in the communication process. (sender, message, encoding, channel, decoding ,receiver) First, there is a sender who has a message. A message is a purpose to be conveyed. Encoding is converting a message into symbols. A channel is the medium a message travels along. Decoding is when the receiver translates a sender’s message. Finally, there’s feedback.4.The criteria to evaluate various communication methods:Feedback, complexity capacity, breadth potential, confidentiality, encoding ease, decoding ease, time-space constraint, cost, interpersonal warmth, formality, scannability, time of consumption.5.List the communication methods.Communication methods include face-to-face communication, telephone communication, group meetings, formal presentation, memos, faxes, traditional mail, e-mail, voice mail, employee publications, bulletin boards, other company publications, audio-and videotapes, hotlines, computer conferences, teleconferences, andvideoconferences.Nonverbal communication is communication transmitted without words. The best-known types are body language and verbal intonation6.The barriers to effective interpersonal communication:Barriers:1)Filtering2)Emotions3)Information overload4)Defensiveness5)Language6)National cultureWays to overcome:1)Using feedback2)Simplifying language3)Listening actively4)Constraining emotions5)Watching for nonverbal clues7.Contrast formal and informal communicationFormal communication refers to communication that takes place within prescribed organizational work arrangements.Informal communication is not defined by an organization’s structure hierarchy.8.Direction of communication flow: downward, upward, lateral, diagonal.(Diagonal communication is communication that crosses both work areas and organizational levels.)9.Three types of communication networks:In a chain network, communication flows according to the chain of command, both downward and upward.In a wheel network, communication flows between a clear identifiable and strong leader and others in a work team.In an all-channel network, communication flows freely among all members in a work team.10.Discuss how managers should handle the grapevine.Managers should manage the grapevine as an important information network. They can minimize the negative consequences of rumors by communicating with employees more openly, fully, and honestly.11.How technology affects managerial communication.Technology has radically changed the way organizational members communicate.1)It has significantly improved a manager’s ability to monitor performance.2)It has allowed employees to have more complete information to make faster decisions.3)It has provided employees more opportunities to collaborate and share information.4)It has made it possible for people to be fully accessible, anytime, anywhere.12.How information technology affects organization.IT affects organizations by affecting the way that organizational members communicate, share information, and do their work.munication issues in today’s organizations.The two main challenges of managing communication in an internet world are (1) legal and security issues and (2) lack of personal interaction.Organization can manage knowledge by making it easier for employees to communicate and share theirknowledge so that they can learn from each other ways to do their work more effectively and efficiently. One way is building online information databases that employees can access. Another way is creating communities of practice.Communicating with customers is an important managerial issue because what communication takes place and how it takes place can significantly affect a customer’s satisfaction with the service and the likelihood of being a repeat customer.Political correctness affects communications in that it sometimes restricts communication clarity. But managers must be sensitive to how their choice of words might offend others.Chapter 12 managing human resources1.Why is HRM importantHRM is important for three reasons:1)It can be a significant source of competitive advantage.2)It is an important part of organizational strategies.3)The way organizations treat their employees has been found to significantly affect organizationalperformance.2.The HRM processEight steps: (1) human resource planning; (2) recruitment and decruitment; (3) selection; (4) orientation; (5) training; (6) performance management; (7) compensation and benefits; (8) career development.The environmental factors that most directly affect the HRM process: labor unions, governmental laws and regulations, and demographic trends.3.Define job analysis, job description, and job specification.Job analysis is an assessment that defines jobs and the behaviors necessary to perform them.Job description is a written statement that describes a job—typically content, environment, and conditions of employment.Job specification is a written statement that specifies the minimum qualification that a person must possess to successfully perform a given job.4.Recruiting sources:1)Internet2)Employee referrals3)Company web site4)College recruiting5)Professional recruiting organizations5.Decruitment options:1)Firing2)Layoffs3)Attrition4)Reduced workweeks5)Early retirement6)Job sharing6.Selection tools。

罗宾斯《管理学原理与实践》中文第1章

是友善的、礼貌的、知识渊博的、对客户的需要能够快速反应
罗宾斯《管理学原理与实践》中文第 1章
为什么对管理者工作来说创新很重要？
• “再也没有比不创新更具风险了”
• 创新不只是对高技术公司重要，而是所有类型的组织所必须的。
罗宾斯《管理学原理与实践》中文第 1章
历史单元
管理实践的历史溯源
罗宾斯《管理学原理与实践》中文第 1章
的角度，来考察组织
罗宾斯《管理学原理与实践》中文第 1章
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
罗宾斯《管理学原理与实践》中文第 1章
定量分析学派
• 定量分析学派
– 利用定量技术改进决策 – 从第二次世界大战中对军事问题的数学和统计
图表1-4 管理的四项职能
罗宾斯《管理学原理与实践》中文第 1章
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
• 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
• 效果
– 是指做正确的事，通过做这些工作任务从而帮助组织达到既定目标
• 效率
– 关注的是方法，即有效地使用人员、资金和设备
罗宾斯《管理学原理与实践》中文第 1章
罗宾斯《管理学原理与实践》中文第 1章
图表1-3
效率与效果
罗宾斯《管理学原理与实践》中文第 1章
管理者做什么？