管理导论知识点整理附样卷

管理导论知识点整理附样卷Efficiency:A measure of how well or how productive resources are used to achieve a goal.Effectiveness:A measure of the appropriateness of the goals an organization is pursuing and of the degree to which the organization achieves those goals. Planning:Identifying and selecting appropriate goals and courses of action Organizing:Structuring working relationships in a way that allows organizational members to work together to achieve organizational goals.Organizational Structure:A formal system pf task and reporting relationships that coordinates and motivates organizationalmembers so that they work together to achieve organizational goals.Leading: Articulating a clear vision and energizing and enabling organizational members so that they understand the part theyplay in achieving organizational goals.Controlling:Evaluating how well an organization is achieving its goals and taking action to maintain or improve performanceRoles of managers: Decisional: Entrepreneur,Disturbance Handler,Resource Allocator, NegotiatorInterpersonal: Figurehead, Leader, Liaison;Informational: Monitor,Disseminator,Spokesperson.Managerial Skills: Conceptual skills: The ability to analyze and diagnose a situation and to distinguish between cause and effect.Human skills: The ability to understand alter, lead, and control the behavior of other individuals and groups.Technical skills: The job-specific knowledge and techniques required to perform an organizational role.Big Five Model of Personality Traits:Extraversion:The tendency to experience positive emotions and moods and to feel good aboutNegative affectivity:The tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneselfand others.Agreeableness:The tendency to get along well with other people. Conscientiousness: The tendency to be careful, scrupulous and persevering.Openness to experience:The tendency to be original have broad interests, be open to a wide range of stimuli, be daring, and take risks.Instrumental Values: Ambitious, broad-minded, capable, cheerful, clean, courageous, forgiving, helpful, honest, imaginative, independent, intellectual,logical,loving,obedient, polite, responsible,self-controlled.Emotional intelligence: The ability to understand and manage one's own moods and emotions and the moods and emotions of other people.Organizational culture: The shared set of beliefs expectations, values, norms, and work routines, and work routines that influence the ways, in which individuals, groups, and teams interact with one another and cooperate to achieve organizational goals.Stakeholders: The people and groups that supply a company with its productive resources and so have a claim on and stake in the company.Ethics:The inner-guiding moral principles, values, and belief that people use to analyze or interpret a situation and then decidewhat is the right or appropriate way to behave.Rules for ethical decision making:Utilitarian rule:An ethical decision should produce the greatest good for the greatest number of people.Moral rights rule:An ethical decision should maintain and protect the fundamental rights and privileges of people.Practical rule: An ethical decision should be one that a manager has no hesitation about communicating to people out side the company because the typical person in a society would think the decision is acceptable.Justice rule:An ethical decision should distribute benefits and harm among people in a fair equitable, and impartial manner.Task environmen t: Competitors, Suppliers, Distributors, Customers.General environment: Technological forces, Sociocultural forces, Demographic forces, Political and legal forces, Global forces, Economic forces.Programmed decision making: Routine, virtually automatic decision making that follows established rules or guidelines, usually according to reasoned judgment. Non-programmed decision making: No rules to follow, usually according to intuition. Administrative model: An approach to decision making that explains why decision making is inherently uncertain and risky and why managers usually make satisfactory rather than optimum decisions.General Criteria for Evaluating Possible Courses of Action: Legal? Ethical? Economical? Practical?Groupthink: A pattern of faulty and biased decision making that occurs in groups whose members strive for agreement among themselves at the expense of accurately assessing information relevant to a decision.Corporate-level plan: Corporate mission and goals, corporate-level strategy, Design of corporate structure control.Business-level plan: Divisional goals, business-level strategy, design of business-unit structure control.Functional-level plan: Functional goals, functional-level strategy, design of functional structure control.Five-force model: The level of rivalry among organizations in an industry, The potential for entry into an industry,The powerof suppliers, The power of customers, The threat of substitute products.Four factors affecting organizational structure: Organizational environment, Strategy, Technology, Human resourcesJob enlargement: Increasing the number of different tasks in a given job by changing the division of labor.Job enrichment: Increasing the degree of responsibility a worker has over his or her job.Divisional structure: An organizational structure composed of separate business units within which are the functions that worktogether to produce a specific product for a specific customer.Hierarchy of authority:An organization's chain of command, specifying the relative authority of each manager.Span of control: The number of subordinates who report directly to a manager. Tall and flat organization:多层次于扁平式结构是一个相对的概念。