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 organizational

members 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 they

play in achieving organizational goals.

Controlling:Evaluating how well an organization is achieving its goals and taking action to maintain or improve performance

Roles of managers: Decisional: Entrepreneur,Disturbance Handler,Resource Allocator, Negotiator

Interpersonal: 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 about

Negative affectivity:The tendency to experience negative emotions and moods, to feel distressed, and to be critical of oneself

and 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 decide

what 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?