管理学谷歌案例讨论题答案

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管理学组织案例

管理学组织案例管理学是一门研究组织和管理的学科，涉及到企业、组织的各个方面。

在这里，我将列举十个管理学组织案例，并按照要求进行描述。

1. 谷歌公司的管理模式：谷歌公司以扁平化管理为特点，强调员工自主性和创新精神。

他们采用20%的工作时间用于自由创新，激发员工的创造力和动力。

2. 乐高公司的组织结构：乐高公司采用模块化的组织结构，将不同部门划分为可独立操作的模块，提高了生产效率和灵活性，使得公司能够快速适应市场需求。

3. 苹果公司的领导风格：苹果公司的创始人乔布斯以他的强势和激情著称，他注重产品的创新和完美，通过激励和激励员工来实现公司目标。

4. 亚马逊公司的供应链管理：亚马逊公司通过建立全球化的物流网络，实现高效的供应链管理，确保商品能够及时送达客户手中。

5. 耐克公司的市场定位：耐克公司通过运动明星代言和创新的产品设计，成功地将自己定位为高端运动品牌，并在市场竞争中占据领先地位。

6. 微软公司的变革管理：微软公司在面临市场竞争和技术变革的压力下，进行了组织结构和文化的重塑，实现了公司的转型和发展。

7. 腾讯公司的创新管理：腾讯公司通过不断创新和投资，将自己打造成为全球领先的互联网公司，并在市场上取得了巨大的成功。

8. 三星公司的品牌管理：三星公司通过不断提高产品质量和品牌形象，成功地将自己打造成为全球知名的电子产品品牌。

9. 沃尔玛公司的供应链管理：沃尔玛公司通过建立高效的供应链网络，实现了快速货物流转和低成本运营，成为全球最大的零售商之一。

10. 联合利华公司的全球化战略：联合利华公司通过跨国并购和全球市场拓展，成功实现了品牌全球化和经济规模效益。

以上是十个管理学组织案例，每个案例都涉及到不同的管理模式、组织结构、领导风格等。

这些案例展示了各种不同的管理实践和策略，对于我们理解管理学的原理和应用具有重要的参考价值。

通过学习这些案例，我们可以更好地了解和应用管理学的知识，提高组织和管理的效果。

管理学谷歌案例分析

第16章激励员工
案例分析1—想从工作中获得什么
1
想从工作中获得什么
在《财富》杂志评出的“ 最佳雇主”榜单中，谷歌连续四年位居前五名，其中有两年位居榜首。
谷歌为员工提供了丰富的福利待遇，但仍有大量的谷歌人还是跳槽或者放弃诱人的福利而选择自己创业。
2
QUESTION1：在谷歌工作是怎么样的？你对该公司的环境作何评价
来谈谈这种情况在员工激励方面给你什么启示？
9
马斯洛的需求层次理论
谷歌满足了员工的较低层次的需求
谷歌的知识型员工对于成就、自我满足、自我实现的需要更为迫切。
企业不能将企业目标与员工自我实现目标相统一时，可能导致知识型员工的跳槽。
10
赫茨伯格的双因素理论
外在因素与工作不满意相关（保健因素）
3、交付相当的工作自主权。
4、对于他们的本质工作给予相当程度的支持与鼓励，交付有挑战性的事业。
20
如果你正在管理一个谷歌团队，你将如
何保持员工积极性？
对于一般员工
1、针对个人设立相应的奖励制度，完善绩效工资方案，强化个人绩效的重要作用
2、为高度参与工作时间提供相应的渠道
3、一同设立相对明确可行的计划目标
18
如果你正在管理一个谷歌团队，你将如何保持员工积极性？
采用的模型、理论：
（1）期望理论（2）公平理论（3）三中需求理论（4）工作特征模型
19
如果你正在管理一个谷歌团队，你将如
何保持员工积极性？
对于更高成就需求的员工
1、将完整的、有意义的工作整体交由其管理。
2、开拓相应的信息反馈渠道，建立各户关系。
3
拥有全球数十万广告商全球规模最大的搜索引擎

管理学课后案例分析参考答案(1-17章)

Answers to International Case Questions (Chapter 1-17)Chapter 1 McDonald’s: Serving Fast Food around the World (p.29)1. The biggest opportunity, which was realized, was to open the mass market fast-food business. Kroc did this through a balanced expansion of owned and franchise operations while maintaining quality control and not outstripping requirements for additional capital. He could have chosen to own all of the outlets or to restrict operations to certain regions. The threats were and still are alternate foods and alternate stores.2. McDonald’s was not without luck. At the time they expanded into Europe, American goods and styles were in fashion. In addition, McDonald’s maintained rigid quality and cost control. For example, while they were trying to develop a potato strain that could be grown in Europe they imported all of the potatoes from their suppliers in the U.S. This maintained their reputation for the “best fries,” one of the selling points for McDonald’s. The cultural differences between Asia and Europe are considerable and the trick was to find the commonalty between the two and the U.S. In Japan, for instance, heavy pre-opening advertising and large-scale locations, combined with contributions to the local community (similar to Toyota public relations in Asia and the U.S.), as well as inclusion of local specialties successfully launched McDonald’s name and products in Asia.3. The basic philosophy is expressed in the case: QSC&V. When he was alive, Ray Kroc personally visited locations and inspected the outside premises, inside food preparation areas and personnel. This set a tone for the corporation at the top. Its success is measured by the fact that you can get a Big Mac almost anywhere in the world.4. McDonald’s is expanding its menu in order to meet competition. It has expanded into competitors’ areas such as chicken and Mexican foods and in some European locations offers wine with meals. In the U.S., new low-carbohydrate diets emulate the Atkins model while low-fat menus were developed to appeal to that phase of American eating habits.5. Planning and attention to detail, combined with a thorough understanding of the local customs, have all contributed to McDonald’s success. The opening of McDonald’s in Moscow in 1990 illustrates som e of the factors in operation:∙It offered products not available elsewhere in a setting that was both interesting and conducive to a gathering of friends and family.∙The initial Canadian managers paid attention to training and the details of a fast-food operation before opening the restaurant. The cleanliness and sharp appearance were essential.∙The company engaged one of the few U.S. attorneys licensed to practice law in Russia to draw up the absolutely necessary contracts and agreements. The attorney, an Afro-American, was also a Don at Oxford at the time of opening.∙They located in a city where consumers had a huge pent-up demand and sufficient disposable income to act on it.Chapter 2 Spirituality in the Workplace (p.51)1.Relating to, consisting of, or affecting the spirit; concerned with religious values;concerned with the soul; of, from, or pertaining to God.2.A code of ethics is often the outcome of spirituality.3.Recent scandals such as Parmalat, WorldCom, Adelphia, Enron and Global Crossing point out the need for better ethical standards and corporate governance as a fiduciary responsibility.4.Against: If the business of business is business, then spirituality has no place.For: Since spirituality is part of the ecology in which businesses operate, it would be remiss not to take it into account.Chapter 3 Starbucks——Quality Plus Social Conscious Sells Around the World (p.74) 1. It created a friendly environment and initially provided “specialty” coffee drinks and a place to access the Internet.2. Standardization and theme.3. It is doing that through expanding its non-coffee drinks and snack selections.4. The challenges are already here, which requires reorganization and regrouping, as illustrated in the press release above.Chapter 4 Developing V erifiable Goals (p.109)1.A division manager can develop verifiable goals, as illustrated in the case. The problem here is that the division head does not know if these are the same goals that the president would have for the division. It is always a good idea to test reality by closing the loop with the boss.2.The division manager seems to have been swept away by the lecture. Even though he has articulated some objectives, we do not know if they were attainable. Clearly, the subordinates have to be given guidelines and premises. The resources of capital and manpower are always limited and to prioritize them takes a lot of skill and participation, something not apparent in the case.Chapter 5 The Road Ahead for Shanghai V olkswagen (p.127)1. The real answer to this question is not portrayed in the case. It is implied, however, as being due to careful steps and slowly building a controlled quality operation. Since the automobile industry was a protected one, forming a joint venture in China was the first important step. Shutting out the competition is probably grounded in the sophisticated politics of the joint venture, reinforcing the interests of China and V olkswagen. However, the industry is now in an expansion phase and transitioning from decentralized small manufacturers to large, integrated ones. VW was insightful to be up and running at the right time. An excellent reference for the automobile industry in China is China Car Times.2. Now approaching production of 1.6 million cars, V olkswagen’s share of the current 7.2 million cars and commercial vehicles produced in China in 2006 represents 22% of the market. Honda closed a joint venture with Dongfeng Motor Corp in late 2003 for initial production of 30,000 units annually. It has since grown substantially and currently Honda has a total annual capacity of 480,000 units in China: Dongfeng Honda, where Honda CR-V and Honda Civic are made, has total capacity of 120,000 units and Guangzhou Honda, where Honda Accord, Fit are made, has a total capacity of 360,000 units. As the competition increases, prices will fall and demand will rise.3. If it is truly a joint venture, then the risk was minimized. The technology is available worldwide by hiring the right experienced people.Chapter 6. Carrefour-Which Way to Go? (p.145)1. His target markets are already identified and his new concept stores are successful. The powerful image of Carrefours is his most important asset.2. Copying Wal-Mart’s strategy would imitate, not distinguish, and probably work against his progress to date.3. By focusing on choice, innovation, freshness, and own label as well as maintaining local price leadership.4. The characteristics of people in a shared place and time are largely dependent on generational influences and vary according to the country and its socio-economic environment. The eating and buying habits of each country are available through government agencies such as the U.S. Department of Agriculture, Department of Commerce and research groups such as A. C. Nielsen, which track consumer spending patterns.Chapter 7 Reengineering the business process at Procter & Gamble (p.182)1. Since the restructuring involved changes in authorities and responsibilities of specific personnel, the human system and policies had to be covered.2. If they did not become product line (group) managers, they were probably disgruntled, unless there were compensating factors such as increase in pay, visibility or opportunity for advancement.3. A restructuring such as P&G’s has to come from the top, with active participation and approval by the Board ofDirectors, the CEO and COO. It impacts too many people and redeploys assets at too high a cost to be otherwise.However, since organizational changes naturally create uncertainty, and uncertainty in turn produces anxiety, both can be eased through careful definition of the new structure and solicitation of input from the bottom up.Chapter 8 The restructuring of Daimler –Benz (p.199)1. The performance is reflected in the stock price of the company, which had fallen drastically when compared to competitors such as BMW and Renault. The aerospace buy-in was done at a time when there was obvious over capacity in the industry and when the giants such as Boeing and Airbus were struggling to maintain market share.2. The problem in this particular case is that the potential targeted companies such as Chrysler and Mitsubishi were in trouble before the merger or acquisition. One might question the wisdom of going ahead with an acquisition or merger, but once there, executing a turnaround plan calls for very close controls rather than autonomous operations.3. To answer this question, one needs to examine the background and psychological makeup of the principal drivers such as Schrempp. It can’t be done on leveraging the acquired company’s earnings. Daimler has now reduced its stake in EADS by a third and Schrempp has been replaced.4. He’s gone and Zetsche has increased EBIT from € .873 million in 2005 to €8.710 in 2007.Chapter 9 Ford’s European Organization Changes Strategy (p.212)1. There are great advantages in commonality as distinct from centralization or de-centralization in the automotive business. Modern technology has enabled designers and engineers to collaborate across borders as designs are discussed and approved in joint international conferences, and overnight transmissions of data and details to working groups at Ford. However, local tastes prevail both the United States and in other areas of the world. The cars that sell well in the Midwest may not be the cars of choice in Southern California and the peculiarities of the London market are distinct from those in Hamburg. The significant cost of an automobile assembly line mandates some centralization of production facilities, but the dealer networks and service centers argue for regional de-centralized territories.2. The rationale was to reduce costs, but the execution didn’t work.3. The vision was to rely on technology to bring about a new way of making and selling cars, but the infrastructure was not in place to sustain that vision. Ford allowed its costs to get out of control by focusing on the Internet instead of building good cars and trucks. Ford is re-centralizing to improve quality and reduce the costs of new products.margins. However, relocation costs to Irvine, California, and product problems contributed to significant losses and in 2008, Mulally reached definitive agreement with Tata Motors of India to sell the Jaguar Land Rover segments for $2.3 billion, substantially less than Ford had paid for the brands under Nasser.5. Ford is competing well in Europe, with new Mondeo and Kuga models, but trails GM in China. By concentrating on the Ford marque and reducing capacity in the U.S., Mulally is bringing new potential to the company and hopes that its new campaign Ford. Drive One! Can return customers to the showrooms and experience the improvements firsthand.Chapter 10 Restructuring at Korea’s Daewoo (p.227)1. Obviously the divisions got out of control and were not contributing to the welfare of the parent company. The advantages are motivation and flexibility to meet customer demands.2. The company’s reputation is so damaged, it is uncertain whether it can be competitive wi thout government support.3. Kim should respond by holding the managers responsible for making a profit. The controllable factors are providinga common sense of purpose and direction. The uncontrollable factors are economic conditions and competition.4. The Commission of European Communities in its declaration did not view GM’s acquisition of Daewoo’s automotive assets as a competitive threat. The success depends on how GM develops the dealer networks and which models are carried forward. GM has rebadged its cars and dropped the Daewoo marque.5. Ford was struggling with its turnaround plan and GM acquired only parts of the company that it wanted.6. It is difficult to say if the automotive successor company will grow, in light of the competition and other problems at GM.Chapter 11 Trials and Challenges for Mr. Barrett at Intel (p.266)1. Barrett is presently Chairman of the Board. He was replaced by Paul Otellini as CEO in 2005 and Otellini is presently running the organization, competing with AMD and focusing on 45nm technology, while expanding into WiMax and cellular products. The semiconductor industry is known for its roller coaster pattern in bill-to-book ratios.2. Frequent reorganizations create uncertainty and anxiety. Some of the reorganizing was in the interest of cost-cutting and improving margins and it continues into the present.3. All capital investments in the microprocessor lines are most substantial. They have risen from $100 million in 1985 to $2.0 billion today for a complete manufacturing facility. In high technology, one must focus on preparing now for the distant future, especially with research and development expenditures and capital expenditures, in order to remain competitive. The investments are so large that their return has to be calculated in years in the future.Chapter 12.Woman CEO Manages by the Textbook (p.286)1. We know from the results, especially turning around a company, that she must have been a strong, analytical leader. In turning a company around, one has to be very convincing to many constituencies and have a clear idea about what needs to be done. Her career path was grounded in high-tech and multinational companies.2. One can surmise that the problems that women encounter in the U.S. are compounded in Italy.3.It depends on what is meant by “managing by the textbook.” We understand that management’s underlying principlesand theory are universal, but many managers want to think that they are the ones with “something special,” implyi ng that it can’t be taught and must be learned “the hard way.” Experience is, of course, very valuable, but it can be enhanced with a good understanding of the theory involved.Chapter 13 Jack Welch leading organizational change at GE(p.305)1.This is really a case specific question because of the massive layoffs of over 100,000 employees. Some authors focuson the social consequences of restructuring and others detail the innovations and self-actualization processes that Welch initiated and which led to the rise of GE in corporate value.2.Personal feelings vary, but identifying issues and alternatives are universal.3.To enhance a company’s corporate image and to become visible in order to benefit shareholder value.4.Welch made sure that GE’s value system w as published and disseminated through the ranks. Values are difficult toappraise in performance, but since they were well known, some standard criteria were probably developed to measure both results and attitudes.5.Stretch objectives do make executives push, whether it is to exceed forecast or increase the rewards. They exist in alldynamic, growing companies, whether or not they are identified as such.6.Since rigorous succession planning was one of the key elements of Welch’s tenure, it would imply ra nking as amatter of course. As long as everyone knows the ground rules, ranking should be accepted as a practice, even if the specific results are questioned. The second part of the case question raises the issues of what makes one division “far superior?” It might be due to proprietary technology or other market factors, rather than the management team.7.The reorganization, which included divestitures as well as acquisitions, was dramatic. If the criterion is shareholdervalue, there is no question that the objective was achieved. If the criterion departs from that measure to include economic impact and social or ethical considerations, then the answer is arguable.Chapter 14 Managing the Hewlett-Packard way: will it continue? (p.342)1. Much of the old HP spirit has been restored by Mr. Hurd.2. The old managerial style was a direct reflection of the personalities of Hewlett and Packard. You would need similar managerial profiles for it to work elsewhere.3. Ms Fiorina was not successful at HP and was removed after conflict with HP heirs.Chapter 15 Profiles of two visionaries: Bill Gates and Steve Jobs (p.365)1. Both leaders brought their companies up from nothing to be leaders in the field. Microsoft dominates in PCs with over 90% of their operating systems market share and Jobs was responsible for the introduction of the iPod and iPhone, as well as for new models of its Mac Book (Mac Book Air) and graphics desktops. Their styles were charismatic, which was what was needed in the beginning. And Jobs’ vision restored Apple after Scully’s disappointing tenure as CEO. Gates style was probably more directed to crushing competitors while Jobs was focused on hardware andinnovations like the iTunes and iPod. Both were known for their excessive confidence, bordering on egomania and Jobs was known for his denigration of subordinates, which has moderated since his return. Gates has left Microsoft operations2. Jobs was described in Inc Magazine as being one of the most aggressive egotists in Silicon Valley, while the Justice Department pictured Gates as a monopolistic competitor. Gates had the good sense to back himself with good managers. Jobs got a CEO from PepsiCo who did not make the transition, and had to retake the reins of the company.3. Microsoft OS dominates, while Macintosh OS is a favorite with graphics intensive applications. Both have competitors around the corner, such as Linux, which is gaining on Microsoft at the server level as well as Google with its on line free applications. The question is alternately framed by asking: what is the future of Information Technology and how will it change the way we do things?Chapter 16 To merge or not to merge: that is the question for HP, Compaq, and CEO Fiorina (p.381)1. The pros for the merger centered around consolidation of product lines, which had an 80% overlap in the PC market, reduction of common costs and stronger presence in the services business. The cons brought in the efficiencies of competitor Dell, which had managed to increase its share with no inventory hangover while Compaq had months of unsold machines at the time of the deal, and questioning the wisdom of competing in the PC market. There were also doubts about the strength and profitability of the services part of Compaq joined with HP.2. The personal risk was her job as head of HP. She lost.3. The vote was a narrow victory of 51%, with rumors of reciprocal influence with institutional investors and overcoming a court challenge by heirs of the founders.4.Potentially cutting 15,000 jobs does not endear a CEO with the workers. In addition, she referred to the “new HP’which by inference devalued the legacy of the HP Way and its past supporters.paq’s head was appointed president of HP, but he left after six months to rescue MCI and take it out of theWorldCom bankruptcy. This would indicate unrest, if not a lack of confidence. She has also reworked her “Invent”slogan to incorporate cost factors and reorganized several departments more than once. The turmoil was terminal and she was replaced by an experienced CEO who turned the company around.Chapter 17 Could the challenger accident have been avoided (p.402)1. The principal lesson is the penalty managers pay for not speaking what is on their mind and how they must be emotionally free to do so.2. Organization intimidation expressed in a lack of communication and in an overemphasis to please the customer (NASA) regardless of the risk.。

谷歌公司的管理学案例

理论支持
• 谷歌公司之所以能够在长时间内保持在互联网界的霸主地位，与其独特管理方法是离不开的
• 【组织结构】
Alphabet旗下公司包含谷歌(包括搜索、广告、地图、Youtube视频服务和移动终端系统安卓)、Calico(抗衰老生物技术)、Nest(物联网相关)、Fiber(光纤宽带服务)、Google Ventures和Google Capital (风投和投资部门) 以及Google X(无人驾驶e一万名员工（包括那些参与产品开发）中平均每个团队有3个工程师。甚至一个大的项目，如Gmail可能占据30人，都会被拆分成3个或4个人的小团队，每个小组负责一项具体的业务即使很多人知道小规模团队的优点，很少人知道如何去充分利用他们去防止团队的不断扩大而谷歌公司就很好的做到了这点三，沟通渠道：水平透明
中国企业的启示
1.营造气氛吸引人才 2.注重诚信 3.对员工的人文关怀 4.领导力在企业文化建设中的作用 5. 对用户的重视
谢谢观赏
最终雅虎与ebay合并的事宜不了了之也随即失去了使公司扭转乾坤的大好时机理论支持谷歌公司之所以能够在长时间内保持在互联网界的霸主地位不其独特管理方法是离丌开的组织结构alphabet旗下公司包含谷歌包括搜索广告地图youtube视频服务和移动终端系统安卓calico抗衰老生物技术nest物联网相关fiber光纤宽带服务googleventures和googlecapital风投和投资部门以及googlex无人驾驶汽车无人机等研发部门
谷歌公司的管理学案例
宣讲人：秦中华
团队介绍
• 傅世睿3168909322
• 秦中华3168909313 • 沈永明3168909329
周虎 3168909324

现代管理学案例

现代管理学案例现代管理学逐渐走进了人们的视野，成为了越来越多企业和组织的重要组成部分。

在如今这个高速发展的时代，管理者们需要不断更新自己的管理思路和方法，以适应不断变化的市场，取得更好的经营业绩。

本文将介绍几个现代管理学的典型案例，以期给读者提供一些新的思路和启发。

1.以用户为中心的管理模式——谷歌作为全球最大的搜索引擎，谷歌的成功不仅仅来自于技术的创新，更是来自于以用户为中心的管理模式。

在谷歌，管理者们始终将用户需求放在首位，不断改进产品和服务，以满足用户需求。

为了更好地了解用户需求，谷歌会定期进行用户调研，不断优化产品和服务。

此外，谷歌还不断招聘优秀的人才，并提供优厚的薪酬和福利，以保证员工的满意度和工作积极性。

2.扁平化管理模式——ZapposZappos是美国最大的在线鞋类销售商，也是一家以扁平化管理模式闻名的企业。

在Zappos，所有员工都享有很高的自主权和工作灵活性，没有繁琐的层级关系和复杂的决策程序。

此外，Zappos还鼓励员工们在工作和生活中保持平衡，并为员工们提供充足的培训和发展机会，以帮助员工们实现自我价值。

3.数据驱动的管理模式——NetflixNetflix是一家以在线视频服务为主的公司，凭借其出色的数据驱动的管理模式在行业内独占鳌头。

在Netflix，管理者们会通过大数据分析和人工智能技术，不断了解用户喜好和行为，以优化影片推荐算法和服务体验。

此外，Netflix还会根据数据分析结果，不断调整公司战略和产品计划，以应对不断变化的市场环境。

4.共识型管理模式——IDEOIDEO是一家以产品设计和创新驱动为主的公司，其共识型管理模式成为行业内的一个典范。

在IDEO中，所有员工都可以尽情表达自己的创意和观点，并参与到团队的决策和协作之中。

IDEO的管理者们会注重孵化员工间的良好合作关系，不断提高员工的团队协作和沟通能力。

此外，IDEO还会通过与客户沟通和市场调研，不断了解市场需求和趋势，保持公司的创新力和竞争力。

管理学组织结构案例分析

管理学组织结构案例分析案例一：谷歌公司谷歌公司是当前互联网界的巨头之一，它在全球各地设有许多办公室和研发中心。

这些机构的组织结构可以用一个“矩阵式组织结构”来概括。

矩阵式组织结构是一种将不同的组织形式相结合的形式，使得团队能够跨越多个层次和部门独立地行动，同时又在职能上协调一致。

一方面，谷歌公司设置了大量的跨本地及多地的小组，这些小组通常由5~20个人组成，负责定制和执行广泛的项目，以满足谷歌公司对科技创新和敏捷性的要求。

另一方面，谷歌公司在全球各地设有许多分部，这些分部负责开展地方化的业务，并且根据本地市场的情况制定销售及推广策略。

与此同时，谷歌公司还在各个领域建立了独立的团队来处理特殊项目，这些团队创新性地利用新的技术、算法和数据处理方法，以推动谷歌公司在研发和设计领域的发展。

谷歌公司的组织结构体系区别于传统的部门式和职能式结构，它突破了传统的限制，将团队的活力和机动性与公司的整体管理方向结合在一起。

同时，它也为公司的各项业务提供了大量的自由度，使得团队能够以最有效的方式快速解决问题并提升自己的竞争力。

案例二：亚马逊公司亚马逊公司是一家把重点放在电商和云计算业务上的公司，它近年来取得了骄人的成绩。

谷歌公司通常采用的是一种更加开放和灵活的组织结构，而亚马逊公司则采用了一种类似于传统的部门式结构，由CEO领头，各个业务部门分工明确、职责分明。

这个组织结构在公司发展中扮演了重要的角色。

亚马逊公司将其业务划分为五大部分：消费者、数字媒体、亚马逊商家服务、AWS和其它。

这些部门都有自己的管理层和负责人。

而且公司还建立了多个小组，这些小组都有各自的任务和目标，同时也渗透在公司的管理层中。

这种组织结构的好处是每个部门都有各自的目标，各自负责自己的业务。

每个部门都有一个清晰的领导人，以便负责推动其任务的完成，同时还鼓励员工在他们所处的部门中互相合作和学习。

这种结构也提高了信息流通和决策的效率，每个雇员都知道自己责任以及该如何采取行动。

电大管理案例分析-任务2谷歌的组织“变革”第五章案例补充

电大管理案例分析-任务2谷歌的组织“变革”第五章案例补充本文为《电大管理案例分析》任务2的谷歌的组织“变革”第五章案例的补充内容。

以下是对案例的简要分析：案例描述了谷歌在2000年至2009年期间面临的组织变革挑战。

谷歌在初创阶段迅速发展，但随着规模的增长，公司内部出现了许多管理问题。

其中，最重要的问题是如何保持创新和高效的组织文化。

谷歌的组织变革从2001年开始，约翰·马塞斯上任CEO后，采取了一系列措施来改善公司的组织结构和管理方式。

他提出了“20%规则”，鼓励员工将20%的工作时间用于自由创新项目，以促进创新和创造力。

此外，他还引入了“OKR”目标管理方法，强调制定明确的目标和关键结果来推动团队的工作。

在组织结构方面，谷歌采用了“平面化”模式，取消了多个中层管理职位，提倡开放式办公环境并重视员工参与决策的权利。

此外，谷歌还积极发展公司文化，鼓励员工相互交流和分享知识。

这些组织变革措施为谷歌带来了很多益处。

它们促进了创新和创造力的发展，增强了员工的工作积极性和满意度。

此外，这些变革还使谷歌成为一个具有强大吸引力和竞争力的雇主，吸引了许多优秀人才加入。

然而，谷歌的组织变革也面临了一些挑战。

随着公司规模的扩大，团队之间的协调和沟通变得更加困难，同时出现了一些管理混乱和决策滞后的问题。

此外，一些员工对谷歌的变革措施持怀疑态度，认为这些变革可能会影响公司的创新和决策效率。

总的来说，谷歌的组织变革在很大程度上促进了公司的发展和创新能力，但也面临了一些挑战。

通过持续改进和创新，谷歌可以进一步完善其组织结构和管理方式，以应对未来的发展需求。

参考文献：- O'Reilly, C. and Tushman, M. (2013). "Organizational Ambidexterity in Action: How to Manage New and Core Businesses in Parallel". Harvard Business Review.。

管理学基础试题及答案1

管理学基础试题及答案1一、单项选择题（每题2分，共20分）1. 管理学中的“计划”是指：A. 制定目标B. 组织资源C. 执行任务D. 控制过程答案：A2. 下列哪一项不是管理的四大职能之一？A. 计划B. 组织C. 领导D. 创新答案：D3. 马斯洛的需求层次理论中，最高层次的需求是：A. 生理需求B. 安全需求C. 社交需求D. 自我实现需求答案：D4. 泰勒的科学管理理论强调：A. 工作满意度B. 工作效率C. 人际关系D. 员工参与答案：B5. 以下哪个概念与“授权”无关？A. 分权B. 责任C. 监督D. 集中答案：D6. 组织文化的核心是：A. 组织结构B. 组织战略C. 组织价值观D. 组织目标答案：C7. 以下哪项不属于SWOT分析的内容？A. StrengthsB. WeaknessesC. OpportunitiesD. Goals答案：D8. 决策过程中的“评估”阶段是指：A. 确定问题B. 确定决策标准C. 评估备选方案D. 选择最佳方案答案：C9. 以下哪个不是有效沟通的特征？A. 清晰B. 简洁C. 冗长D. 准确答案：C10. 管理中的“控制”是指：A. 制定计划B. 监督执行C. 纠正偏差D. 组织资源答案：C二、简答题（每题10分，共30分）1. 简述管理的基本职能。

答案：管理的基本职能包括计划、组织、领导和控制。

计划是确定目标并制定实现目标的策略；组织是分配资源和协调活动；领导是激励和指导员工；控制是监督活动并确保计划的实施。

2. 描述泰勒的科学管理理论的主要内容。

答案：泰勒的科学管理理论主张通过科学方法研究工作过程，以提高工作效率。

主要内容包括工作分析、工作设计、时间研究、激励机制以及管理与劳动的分离。

3. 解释什么是组织文化，并举例说明其对组织的影响。

答案：组织文化是组织成员共享的价值观、信仰、习惯和行为准则。

它影响员工的行为和决策，塑造组织的氛围和形象。

google 案例分析

案例分析G o o g l e：人力资源管理使其出类拔萃2009年1月23日，《财富》杂志公布了2009年度美国最佳雇主百强名单，谷歌排名第四。

《财富》杂志2008年1月23日公布的美国2008年100家“最佳雇主”，Google因股价突破700美元，99%员工获期权而成为最热门的求职企业，名列榜首1。

2008年1月25日，《福布斯》发布了2008年度“成长最快的25家美国科技公司”排行榜，Google排名第一2。

2008年5月21日，《财富》杂志公布2008年度美国最佳MBA雇主，Google再度蝉联首位3。

优信咨询(Universum)北美区CEO Claudia Tattanelli认为，Google已经成为一个享誉全球的品牌，汇集了全球最优秀的人才。

Google能够获得这一系列的殊荣，是因为它在人力资源管理方面付出了很多努力，正如Claudia Tattanelli所言：“在人力资源管理方面，Google引发了一场革命。

众所周知，Google 可以让员工感到快乐。

”公司概况Google是全球驰名的搜索引擎技术开发商和高效的广告宣传媒介。

从1998年创立以来，Google富于创新的搜索技术和典雅的用户界面设计使Google从当今的第一代搜索引擎中脱颖而出。

作为世界着名的搜索引擎，Google将自身建立在网页级别（PageRankTM）技术之上，这项获得专利的技术可确保Google始终将最重要的搜索结果首先呈现给用户。

Google的使命是整合全球的信息，使其为每个人所用，让所有人受益。

Google是目前被公认的全球规模最大的搜索引擎，它提供简单易用的免费服务，用户可以在瞬间得到相关的搜索结果。

Google还依托着强大的媒体传播联盟，与美国在线及Netscape(美国Internet浏览器开发商)等公司合作，可搜索包括html、pdf、ps等13种文件格式；拥有一百多种语言界面和35种语言搜索结果。

组织行为学考试-谷歌案例分析汇编

1、企业设计员工激励机制需要考虑哪些因素?谷歌中国是如何激励员工的。

答：企业设计员工激励机制需要考虑外在激励因素和内在激励因素。

外在激励因素是指企业（组织）直接控制的激励资源，主要以物质激励为体现。

在社会生活中，每个人都离不开一定的物质需求和物质利益，这不仅是维持生存的基本条件，而且也是每个人在各方面获得发展的重要前提。

外在激励因素主要包括薪金激励因素和职工福利激励因素两个方面。

（1）薪酬激励因素报酬体系集中体现了企业员工的物质激励，是企业激励机制的核心，可以吸引，保留和激起企业所需的人力资源。

一个完整的激励报酬体系，还应充分考虑报酬的内部公平性和外部竞争性。

（2）职工福利激励因素高薪只是短期内人力资源市场供求关系的体现，而福利则反映了企业对员工的长期承诺。

职工福利要发挥很好的激励作用，一是要与职工良好的工作绩效紧密相关；二是要满足个人的需要。

这样不仅可以加强员工对自己福利计划的参与，使员工满足产生有权利和价值的感觉。

同时也让他们清楚他们所享受的福利值多少钱，有利于强化福利的激励功能。

内在激励因素分析内在激励是通过精神的满足来强化个体行为的，人的精神需要比较宽泛，因以此激励的方法较多，有的是有形的，有的是无形的。

以下是部分内在激励因素：（1）目标激励因素明确的目标是走向一切成功的起点，对企业而言，目标是企业发展的持久动力。

明确的目标是激励员工的重要手段。

(2) 情感激励因素分析情感是人类所独具的。

人们任何熟悉和行动都是在一定的情感推动下完成的。

积极的情愿可以焕发惊人的力量去克服困难，消极的情感则会大大妨碍工作的进行。

(3) 职工参与激励据心理学研究发现，假如一个单位领导者能够充分发扬民主，给予广大下属参与决策和治理的机会，那么这个单位的生产、工作和群众情绪，内部团结都能处于最佳状态。

广大职工参与的程度越高，越有利于调动他们的工作积极性。

(4) 荣誉激励荣誉是贡献的象征，每一个职工都有一种强烈的荣誉感，当获得某种荣誉时，就能增强信心，就会对企业满腔热情，体会到自己生活在这个社会中的价值，因此，满足员工的荣誉感，可以迸发出强大的能量。

（员工管理）谷歌是这样培养人才的

（员工管理）谷歌是这样培养人才的谷歌是这样培养人才的2009年初，Google公司总部（Googleplex）的统计人员启动了壹项名为“氧气项目（ProjectOxygen）”的计划。

这个项目的使命是，设计出壹种对于Google公司的未来而言，远比下壹代搜索算法或应用软件更为重要的东西。

他们想打造更好的老板。

于是，你能够想象如Google这样的数据采集巨头会做的事情。

该公司开始分析绩效评价、反馈调查，以及授予高层经理人奖赏的提议。

他们把短语、词汇、赞扬及抱怨相互关联于壹起。

那年晚些时候，Google的“人事分析（peopleanalytics）”团队提交了或许可被称为“Google 高效经理人八大习惯”的研究成果。

当下，请你做好准备。

因为这些规则的内涵显得如此显而易见（甚至有点愚不可及），很难想象像Google这样强大的公司竟然花费了这么长时间才搞清楚这些道理。

“为团队制订壹个明晰的目标及战略。

”“为员工的职业发展提供帮助。

”“不要怯懦：工作要有成效，要以结果为导向。

”这样的例子不胜枚举。

这些句子读起来像是出自肥皂剧《爆笑办公室》（TheOffice）某壹集中书写于白板上的搞笑噱头。

“我的第壹反应是，这就是研究成果？”Google公司负责“人事运作”（Google内部对人力资源的指称）的副总裁拉兹洛。

博克如是说。

但随后，博克和他的团队开始依据重要程度对这8项规则进行排序。

这就是“氧气项目”有意思的地方。

于其13年的历史中相当长壹段时间，特别是刚创办那几年，Google壹直采取壹种非常简单的管理方式：让员工各行其事。

让工程师们完成各自的工作。

如果他们卡于某个环节，他们会向其上级征询意见。

他们的上级当初正是凭借其深厚的技术功底跃升为管理层的。

但博克的团队发现，技术功底——比如说，于睡梦中编写电脑程序的能力——于这8项规则中处于最末位。

员工们最见重的，是那些腾出时间进行壹对壹交流，通过询问问题（而不是发号施令）帮助他们解决谜团，且且对他们的生活和事业发展感兴趣的老板。

管理学案例分析

管理学案例分析案例：谷歌的创新管理谷歌是一个全球知名的科技公司，以其创新力和在互联网行业的领先地位而闻名。

谷歌的成功得益于其独特的创新管理方法，这使得公司能够持续推出具有颠覆性的产品和服务。

本文将分析谷歌的创新管理模式，并探讨其成功的原因。

谷歌的创新管理模式主要包括以下几个方面：1.鼓励创新文化：谷歌鼓励员工思考和提出新的想法，并提供一系列的奖励和激励措施来激励员工进行创新。

例如，谷歌的20%时间政策允许员工在工作时间的20%内开展自己感兴趣的项目，并将其成果推向市场。

这激发了员工的激情和创造力。

2.构建多元化的团队：谷歌相信多元化的团队可以带来更好的创新结果。

因此，公司在招聘和组建团队时注重多样性，包括种族、性别、文化背景等。

多元化的团队可以带来丰富的思路和不同的观点，促进团队的创新能力。

3.提供良好的创新基础设施：谷歌为员工提供了一系列的创新基础设施，包括开放的办公环境、先进的技术和工具，以及创新项目的资金支持和技术资源。

这些基础设施有助于员工充分发挥创造力和创新能力。

4.注重用户体验：谷歌始终将用户体验置于首位，致力于提供简单、便捷和有价值的产品和服务。

公司通过与用户的沟通和反馈，不断改进和优化产品，以满足用户对创新的需求。

5.开放创新合作：谷歌与其他公司、组织和个人开展开放的创新合作，通过分享资源、技术和知识，促进创新的产生和发展。

这种开放的合作模式有助于将不同的创新理念和观点融合起来，推动创新的实现。

谷歌成功的原因在于其创新管理模式有效地激发了员工的创新能力和激情，提供了良好的创新基础设施，并始终将用户的需求和体验放在首位。

此外，公司注重多元化的团队和开放的创新合作，使得不同的思路和观点可以融合在一起，产生更具有突破性的创新。

然而，谷歌的创新管理模式也存在一些挑战和问题。

例如，20%时间政策可能导致员工分散精力和资源，影响到主要工作的完成。

此外，开放的创新合作可能会涉及到知识产权和商业机密的保护问题，需要更好的管理和协调。

组织行为学考试-谷歌案例分析

1、企业设计员工激励机制需要考虑哪些因素？谷歌中国是如何激励员工的。

答:企业设计员工激励机制需要考虑外在激励因素和内在激励因素。

外在激励因素是指企业(组织）直接控制的激励资源，主要以物质激励为体现。

在社会生活中,每个人都离不开一定的物质需求和物质利益,这不仅是维持生存的基本条件，而且也是每个人在各方面获得发展的重要前提。

外在激励因素主要包括薪金激励因素和职工福利激励因素两个方面。

(1)薪酬激励因素ﻫ报酬体系集中体现了企业员工的物质激励，是企业激励机制的核心,可以吸引，保留和激起企业所需的人力资源。

一个完整的激励报酬体系,还应充分考虑报酬的内部公平性和外部竞争性.(2）职工福利激励因素ﻫ高薪只是短期内人力资源市场供求关系的体现，而福利则反映了企业对员工的长期承诺。

职工福利要发挥很好的激励作用，一是要与职工良好的工作绩效紧密相关;二是要满足个人的需要。

这样不仅可以加强员工对自己福利计划的参与,使员工满足产生有权利和价值的感觉.同时也让他们清楚他们所享受的福利值多少钱，有利于强化福利的激励功能。

内在激励因素分析ﻫ内在激励是通过精神的满足来强化个体行为的，人的精神需要比较宽泛,因以此激励的方法较多，有的是有形的,有的是无形的。

以下是部分内在激励因素：（1)目标激励因素明确的目标是走向一切成功的起点,对企业而言,目标是企业发展的持久动力.明确的目标是激励员工的重要手段。

（２) 情感激励因素分析ﻫ情感是人类所独具的.人们任何熟悉和行动都是在一定的情感推动下完成的。

积极的情愿可以焕发惊人的力量去克服困难，消极的情感则会大大妨碍工作的进行。

(３）职工参与激励ﻫ据心理学研究发现，假如一个单位领导者能够充分发扬民主,给予广大下属参与决策和治理的机会,那么这个单位的生产、工作和群众情绪,内部团结都能处于最佳状态。

广大职工参与的程度越高，越有利于调动他们的工作积极性。

(4) 荣誉激励荣誉是贡献的象征,每一个职工都有一种强烈的荣誉感，当获得某种荣誉时，就能增强信心，就会对企业满腔热情，体会到自己生活在这个社会中的价值,因此,满足员工的荣誉感,可以迸发出强大的能量。

管理学案例分析和问答题参考答案

案例分析参考答案第7章案例分析Underwater Chaos1. What’s your reaction to this story? What does it illustrate about decision making?With the vast sums of money invested into large projects like the Eurotunnel (approximately ￡9.5bn), it amazes observers that important information (i.e. the affect of the cold weather) would not be considered beforehand. However, this situation is fairly common in projects that use groundbreaking technologies in extreme environments. These types of projects occur under conditions of uncertainty and great risk. It is common for these projects to experience unexpected ‘hiccups.’ The best case scenario in these types of projects is to plan as to avoid life threatening catastrophes and to have contingencies plans in case of emergencies.2. How could the decision-making process have helped in both the response to the crisis situation and in preventing it from happening?Better planning is always suggested after the fact. Consideration of the effects of extreme weather could have been made part of the testing of the train and track equipment before it was put into use. While the situation was developing, emergency plans should have been in place to deal with a possible breakdown and better communication equipment made available. Eurostar should have been clued into possible problems when other forms of transportation broke down during the extreme weather. It is important to note that Eurostar did take the necessary actions after the incident to correct communication problems and retrofit train equipment.3. Could procedures, policies, and rules play any role in future crisis situations like this one? If so, how? If not, why not?Students may not be aware that most companies have plans for dealing with emergencies. Airlines are a good example of firms that practice risk management. These firms develop contingency plans for minor and worse case scenarios. Employees are trained in how to handle emergencies and backup/emergency equipment is distributed throughout the organization. However, unexpected emergencies are by their very nature difficult to plan for. It is almost impossible to plan for every emergency. For example, after the first space shuttle disaster, NASA grounded the entire program and put together a small army of engineers and scientists to mitigate risk to the crew. Unfortunately, the shuttle program by nature is risky and again suffered the loss of another ship and crew.4. What could other organizations learn from this incident?As the adage goes, ‘accidents happen.’Learning from mistakes and the actions that a company takes during an event like this is what’s important.Ask students if they have experienced a similar situation. Students may be able to relate to being stuck in a plane on a runway or in a hotel when services were down. How did the company respond?第9章案例分析Faded Signal1. What strategic mistakes did Nokia make in the U.S. market?While Nokia still does well in other countries, it has recently struggled in t he US. Nokia’s biggest mistake in the US was that it thought it knew better what the customer wanted than the customers themselves. Seeing the buzz created by the iphone, Nokia neglected the growing fondness for apps and touch screens and believed that its products were superior. Another mistake has to do with the different technologies used by cellphones (GSM vs. CDMA). Nokia was initially slow to adapt to the technology currently used by a majority of US cell phone users.2. Why do you think a “smart” company makes “dumb” mistakes?One of the paradoxes of businesses is that many times they are the victims of their own success. A good example of this phenomenon is Ford’s model T.Having designed a great car, Ford didn’t see the need to update the mod el it believed was superior to its competitors. While Ford rested on his laurels, other car manufacturers were listening to customers and providing the options and features that customers wanted.3. What strategies is Nokia using to revitalize its North American business?Nokia is using its partnerships with AT&T, Qualcomm, and Microsoft to expand their reach in the United States. On one hand, this could be viewed as a growth strategy. Take this statement from the case, “Everything you see us doing is to build the broad set of capabilities to take us broader and deeper into the U.S. market.” On the other hand, in light of their resent failures what they are doing could be viewed as a turnaround strategy.4. How could Nokia have done better at using strategic management? What does this case story tell you about strategic management?Obviously, Nokia made the mistake of underestimating the competition (i.e. Apple) and not paying attention to the customer. When companies fail to take these considerations into account when determining their strategy, then they are sure to fail. The principle that they neglected is that strategic management cannot be made in a vacuum. The external environment and the competitive environment must be considered when planning第12章案例分析Thinking Outside the Box1. What external factors were affecting UPS’s HR practices? How did UPS respond to these trends?The main challenge facing UPS has to do with a large number of projected retirements for delivery drivers. With many of the baby boomers nearing retirement age, UPS has taken steps to insure that they will have drivers ready to meet demand. Based upon the premise that younger drivers learn best by technology and hands on training, UPS has created several simulations and a videogames designed to aid in driver training2. Why is efficiency and safety so important to UPS? What role do the company’s industrial engineers play in how employees do their work?For UPS, it’s all about speed, accuracy, and safety. Because competit ion is fierce (i.e. the U.S. Postal Service, DHL, and Federal Express), UPS must keep cost low and customer satisfaction high. To increase the productivity of drivers, UPS has used their industrialengineers to design more efficient routes, loading & unloading procedures, and employee policies to help get the most from their employees in the field.3. What changes did the company make to its driver training program? What do you think of these changes?In addition to learning the company’s ‘340 Methods,’ a pplicants play a videogame where they’re in the driver’s seat and must identify obstacles. From computer simulations, they move to “Clarksville,” a mock village with miniature houses and faux businesses. There, they drive a real truck and “must successfully execute five deliveries in 19 minutes.” And, in the interest of safety and efficiency, trainees learn to carefully walk on ice with the slip and fall simulator.4. What advantages and drawbacks do you see to this training approach for (a) the trainee and(b) the company?It appears that the use of simulations and the other new programs implemented by UPS would have good transfer to work the drivers would be doing in the field. This is an advantage for the trainee and the company. A potential disadvantage would be if the applicant was not familiar with new technology, such as computer games, or other forms of electronic learning. These applicants may be successful in the job, but may not show proficiency in training due to the technological nature of the training. For the company, such programs are expensive but that can be balanced by the benefit of having a better trained workforce.问答题参考答案问题1：Discuss the three traditional organizational designs and highlight their strengths and weaknesses. Page Ref: 277-278Answer: The three traditional organizational designs are: the simple structure, functional structure, and divisional structure. These structures tend to be more mechanistic in nature.a. Simple structure - It is an organizational design with low departmentalization, wide spans of control, authority centralized in a single person, and little formalization. As employees are added, however, most do not remain as simple structures. The structure tends to become more specialized and formalized. Rules and regulations are introduced, work becomes specialized, departments are created, levels of management are added, and the organization becomes increasingly bureaucratic. At this point, managers might choose a functional structure or a divisional structure. These structures are fast, flexible, and inexpensive to maintain. On the negative side, these structures are not appropriate when the organization starts growing. Moreover, the reliance on one person is also very risky.b. Functional structure - A functional structure is an organizational design that groups similar or related occupational specialties together. This structure enjoys cost-saving advantages from specialization (economies of scale, minimal duplication of people and equipment). It also groups employees who have similar tasks with each other. On the negative side, the constant pursuit of functional goals can cause managers to losesight of what is best for the overall organization. Moreover, the functional specialists become insulated and have little understanding of what other units are doing.c. Divisional structure - It is an organizational structure made up of separate business units or divisions. In this structure, each division has limited autonomy, with a division manager who has authority over his or her unit and is responsible for performance. In divisional structures, however, the parent corporation typically acts as an external overseer to coordinate and control the various divisions, and often provides support services such as financial and legal. The major strength of this structure is that it focuses on results by holding division managers responsible for what happens to their products and services. But, the duplication of activities and resources encountered in such structures increases the cost and reduces the efficiency of the organization.问题2：Zhou San-duo, Robbins and Malik, respectively defines the nature of management in the following, discuss and interpret in the definitions for the clarity of the nature of management in terms of resources, process, efficiency and effectiveness.1)管理是指组织中的如下活动或过程：通过信息获取、决策、计划、组织、领导、控制和创新等职能的发挥来分配、协调包括人力资源在内的一切可以调用的资源，以实现单独的个人无法实现的目标.(Zhou San-duo)2)Management refers to coordinating and overseeing the work activities ofothers so that their activities are completed efficiently and effectively.（Robbins）3)Management is the transformation of the resources into values.(Malik)Key points:Similarities:a.Process or activitiesb.Efficiencyc.Effectivenessd.ResourcesDifferences:a.Purposes ( abstract or implicit outcome) –Clear orientationb.Values (explicit or clear outcome)-measurable results问题3：Identify and define the seven dimensions of an organization’s culture and explain how you understand them.Definitions:The seven dimensions of an organization’s culture are innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness and stability.a.Innovation and risk taking refers to the degree to which employees areencouraged to be innovative and to take risks;b.Attention to detail refers to the degree to which employees areexpected to exhibit precision, analysis, and attention to detail;c.Outcome orientation refers to the degree to which managers focus onresults or outcomes rather than on how these outcomes are achieved;d.People orientation refers to the degree to which management decisionstake into account the effects on people in the organization;e.Team orientation refers to the degree to which work is organizedaround teams rather than individuals;f.Aggressiveness refers to the degree to which employees are aggressiveand competitive rather than cooperative;g.Stability refers to the degree to which organizational decisions andactions emphasize maintaining the status quo.Suggested Interpretations :a.The provision of measurable traits for building a strong culture for anorganization;b.To formalize OB;c.To strengthen the competitive edge;d.To help accomplish the organizational strategic goals;问题4：In a short essay, list and discuss five personality traits that have proven to be powerful in explaining individual behavior in organizations. Page382-383 a. Locus of control. Some people believe that they control their own fate. Others see themselves as pawns, believing that what happens to them in their lives is due to luck or chance. The locus of control in the first case is internal; these people believe that they control their own destiny. The locus of control in the second case is external; these people believe that their lives are controlled by outside forces. Research evidence indicates that employees who rate high on externality are less satisfied with their jobs, more alienated from the work setting, and less involved in their jobs than are those who rate high on internality.b. Machiavellianism. An individual who is high in Machiavellianism is pragmatic, maintains emotional distance, and believes that ends can justify means. In jobs that require bargaining skills or that have substantial rewards for winning, high Machs are productive. In jobs in which ends do not justify means or that lack absolute measures of performance, it's difficult to predict the performance of high Machs.c. Self-esteem. People differ in the degree to which they like or dislike themselves. This trait is called self-esteem (SE). The research on self-esteem offers some interesting insight into organizational behavior. For example, self-esteem is directly related to expectations for success. High SEs believe that they possess the ability theyneed in order to succeed at work. Individuals with high SEs will take more risks in job selection and are more likely to choose unconventional jobs than are people with low SE. A number of studies confirm that high SEs are more satisfied with their jobs than are low SEs.d. Self-monitoring. This refers to an individual's ability to adjust his or her behavior to external, situational factors. Individuals high in self-monitoring show considerable adaptability in adjusting their behavior. They're highly sensitive to external cues and can behave differently in different situations. High self-monitors are capable of presenting striking contradictions between their public persona and their private selves. Low self-monitors cannot adjust their behavior. They tend to display their true dispositions and attitudes in every situation, and there's high behavioral consistency between who they are and what they do.e. Risk taking. People differ in their willingness to take chances. Differences in the propensity to assume or to avoid risk have been shown to affect how long it takes managers to make a decision and how much information they require before making their choice. To maximize organizational effectiveness, managers should try to align employee risk-taking propensity with specific job demands. For instance, high risk-taking propensity may lead to effective performance for a commodities trader in a brokerage firm because this type of job demands rapid decision making. On the other hand, high risk-taking propensity might prove a major obstacle to accountants auditing financial statements.问题5：Explain Herzberg’s two-factor theory and tell what steps can managers take to maximize motivation according to the theory.Key Points:As manager of a large team of engineers, we notice that a team is falling short of its goals primarily because several team members are either not motivated to put in their best or are downright dissatisfied with their jobs.Herzberg’s two-factor theory helps maximizing motivation in the following way.The theory proposes that intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction. Further, the theory argues that data suggested that the opposite of satisfaction was not dissatisfaction, as traditionally had been believed. Removing dissatisfying characteristics from a job would not necessarily make that job more satisfying (or motivating). Herzberg proposed that a dual continuum existed: The opposite of “satisfaction” is “no satisfaction,” and the opposite “dissatisfaction” is “no dissatisfaction.” Thus, managers can motivate employees who show no dissatisfaction by emphasizing motivator, the intrinsic factors having to do with the job itself. These factors include achievement, recognition, work itself, responsibility, advancement, and growth. However, to motivate dissatisfied employees, the extrinsic factors associated with job dissatisfaction must first be addressed. These factors caninclude supervision, company policy, relationship with supervisor, working conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security. Once the dissatisfaction has been removed, managers can maximize motivation by emphasizing the intrinsic factors.问题6：Compare the SWOT and BCG Matrix by defining the two tools and their marks of “opportunities, threats, strengths, weaknesses” and “stars, question marks, cash cows and dogs” and then discuss what tools they arefor what purposes they usedKey points:Definitions: OmittedSWOT: Strategic toolAnalysis of the external environment for opportunities and threats;Analysis of the internal environment for strengths and weaknesses;For the purpose or developing corporate strategies and competitivestrategiesBCG Matrix: strategic toolAnalysis of the SBUS’ businesses in relation to their independentattractiveness for deploying resources and retaining core competenciesfor their products and services.问题7：List and discuss the barriers to effective communication that managers face. Include a specific example of each barrier to support your answer. P409-410 a. Filtering This is the deliberate manipulation of information to make it appear more favorable to the receiver. For example, when a person tells his or her manager what the manager wants to hear, that individual is filtering information. The extent of filtering tends to be a function of the number of vertical levels in the organization and the organizational culture. The more vertical levels there are in an organization, the more opportunities there are for filtering.b. Emotions How a receiver feels when a message is received influences how he or she interprets it. Extreme emotions are most likely to hinder effective communication. In such instances, people often disregard rational and objective thinking processes and substitute emotional judgments.c. Information overload This occurs when the amount of information a person is required to work with exceeds that individual's processing capacity. What happens when individuals have more information than they can sort or use? They tend to select out, ignore, pass over, or forget information. Or, they may put off further processing until the overload situation is over.d. Defensiveness When people feel that they're being threatened, they tend to react in ways that reduce their ability to achieve mutual understanding. That is, they become defensive–engaging in behaviors such as verbally attacking others, making sarcastic remarks, being overly judgmental, and questioning others' motives.e. Language Words mean different things to different people. Age, education, and cultural background are three of the more obvious variables that influence the language a person uses and the definitions he or she gives to words. People may speak the same language, but use of that language is far from uniform. Senders tend to assume that the words and phrases they use mean the same to the receiver as they do to them. This is incorrect and creates communication barriers.f. National culture Interpersonal communication isn't conducted in the same way around the world. In the United States, communication patterns tend to be individual oriented and clearly spelled out. U.S. managers rely heavily on memoranda, announcements, position papers, and other formal forms of communication to state their positions on issues. In collectivist countries, such as Japan, there's more interaction for its own sake and a more informal manner of interpersonal contact.问题8：List the seven elements of the communication process and explain the process of interpersonal communication. Page 406The seven elements of the communication process are: (1) the communication source, (2) the message, (3) encoding, (4) the channel, (5) decoding, (6) the receiver, and (7) feedback. Before communication can take place, a purpose, expressed as a message to be conveyed, must exist. It passes between a source (the sender) and a receiver. The message is converted to a symbolic form (called encoding) and passed by way of some medium (channel) to the receiver, who retranslates the sender's message (called decoding). The result is the transfer of meaning from one person to another. The entire process is susceptible to noise disturbances that interfere with the transmission, receipt, or feedback of a message. Anything that interferes with understanding can be noise, and noise can create distortion at any point in the communication process.。

谷歌人力资源管理案例书后答案

谷歌人力资源管理案例书后答案1、新员工个人资料不包括（）。

[单选题]A、职业生涯规划B、工作经验(正确答案)C、现任岗位名称D、薪酬及相关收入2、（）是以法律共同体的长期实践为前提，以法律共同体的普遍的法律确信为基础[单选题] *A.法官法B.判例法C.习惯法(正确答案)D.成文法3、关于晋升培训的特点描述，不正确的是（）。

[单选题]A、以员工发展规划为依据B、只要参加正规培训，就可以晋升(正确答案)C、培训时间长、内容广D、多种培训方法并用4、货币政策是指政府以控制货币供应量为手段，通过调节利率来调节总需求水平，以促进充分就业、稳定物价和经济增长的一种（）对策。

[单选题]A、微观经济管理政策B、宏观经济管理政策(正确答案)C、扩张性财政政策D、紧缩性财政政策5、（）变动对工资率变动的反应程度定义为劳动力需求的自身工资弹性。

[单选题]A、劳动力需求B、劳动力供给C、劳动力需求量(正确答案)D、劳动力供给量6、劳动关系当事人协议约定的劳动条件标准，( )的不具有法律约束力. [单选题]A.高于国家标准B.低于国家标准(正确答案)C.高于企业最低标准D.低于企业最低标准7、下列关于现代企业计划职能的重要作用，说法不正确的是（）。

[单选题]A、使决策目标具体化B、有利于提高企业的工作效率C、为控制提供标准D、有利于员工快速适应工作(正确答案)8、305适合进行现场培训的内容包括（）。

A 企业文化(正确答案)B 管理实务(正确答案)C 产品知识(正确答案)D 企业行为规范(正确答案)9、非经济性福利中的工作环境保护项目不包括（）。

[单选题]A、实行弹性工作时间B、缩短工作时间C、员工参与民主化管理D、实行轮班制度(正确答案)10、在市场经济中，企业在决定劳动投入规模时，以取得（）为决策准则。

[单选题] *经济效益社会效益最低成本最大利润(正确答案)11、324根据目标不同，财政政策可以分为（）。

A 摩擦性财政政策B 稳健性财政政策C 扩张性财政政策(正确答案)D 紧缩性财政政策(正确答案)12、（）是根据劳动者所提供的劳动的数量和质量，按事先规定的标准和时间周期付给劳动者的相对稳定的劳动报酬。

谷歌氧气项目案例分析及答案

谷歌氧气项目案例分析及答案谷歌自成立以来就存在着对管理的质疑：管理真的有用吗？管理人员真的有实际价值吗？作为高科技公司的代表，谷歌有着浓厚的工程师文化。

这种质疑就源自技术人员（不仅是谷歌的工程师，全世界的工程师都有）的一种条：管理是一种弊大于利的活动，它会干扰人们真正的、可见的、目标导向的工作。

谷歌的创始人拉里·佩奇（Larry Page）和谢尔盖·布林（Sergey Brin）也一度怀疑像谷歌这样的公司是否需要管理阶层。

他们甚至在2002年在谷歌尝试一种完全扁平化的组织架构，即去除了所有工程师团队的经理，以此减少层级对思维创新的障碍。

但是，这样的尝试只持续了短短数月，因为这两位创始人发现他们会被太多的直接汇报淹没。

于是，他们意识到管理阶层在一些重要的方面仍然具有不可替代的价值，比如沟通协作、员工职业发展、流程与组织目标的协同方面。

因此，谷歌至今也像多数公司一样维持着一定层级的组织架构，只不过比多数公司的层级要少得多：多人的公司有5000名经理层管理人员、1000名总监级管理人员和100名副总裁级的管理人员。

在谷歌内部常见的就是1名经理下面有超过30名直接下属。

这样做的目的就是防止经理管得太多。

氧气计划的初衷谷歌在这样一种认为技术至上、管理无用的工程师文化中如何向人们证明管理是有价值的呢？这种证明必须是基于数据分析的、确定无疑的证据。

早在2007年，谷歌内部就成立了一支由数据分析专家组成的小组，该小组用严谨的数据分析来解决这一问题。

这就是著名的氧气计划。

氧气计划的重要发现和应用氧气计划小组不仅通过最严谨的数据分析证明管理是有价值的、管理者是有作用的，而且还建立了有效管理行为的标准。

这个标准由项行为构成。

①成为一名好教练。

②提升团队实力，权力下放，不事必躬亲。

④注重效率，以结果为导向。

⑤善于沟通，善于倾听团队意见。

⑥帮助员工进行职业规划。

⑦团队目标明确，战略清晰。

⑧掌握关键技术技能，能给团队提供建议。

管理案例讨论题答案

管理1301邹玲玲学号41371013讨论题答案1. 谷歌公司管理的独特性:靠理念和非制度化的管理.在我们所了解的大部分上市公司对于管理的方法几乎都是靠制度化的管理,并针对所制定的制度再而制定一定的奖惩方法,来激发员工的工作积极性.不可否认的是,制度化管理具有广泛适用性，因为对于任何人都是在同一制度约束下活动，具有一定的公平性,这有利于公司的正常运转.然而每一项章程在建立之初，人们都会有这样那样的不适应和不舒服，这就需要管理者花费精力不厌其烦地去用严格的规章制度规范地引导.而对于谷歌来说,员工思维是解放的，上班没有固定的时间,员工可以自主安排时间，做自己喜欢的事情，来增强员工的归属感，培养员工的创新能力，它一直秉承着吸引最聪明的人来创新，就要先给人才创造一个非常开放、宽松的环境。

所谓的怪癖,愚蠢或者任性的企业文化最终证明是明智的.这种只靠理念和非制度化的管理，为谷歌能成为世界上技术一流的互联网公司做出了贡献.2. 谷歌个性化管理注重针对管理对象的不同特点，从管理的起点、过程以及到目标的实现，都会因为管理不同的对象而不同,也就是一种因人、因时、因地、因材、因过程和因结果而进行的独特的管理方式,然而这种所谓“人性化”管理对于不同性格的人影响是不同的,对于无心工作的人来说,无形中纵容了不好的行为，不过这只是对于极少数人来说的.我认为谷歌独特的管理方式能够坚持下去.因为尽管会有一部分员工在这样的人性化管理中稍微纵容自己,但在时间的作用下,这样的一部分人最终是会被淘汰的,毕竟我们处于这样一个竞争激烈的市场经济的调控之下,它几乎不允许任何人在安逸中变得强大.3.每一个公司的管理风格都有自己的独特与优势,然而却不一定适用于其他的企业,模仿得再好如果丢失了自己的企业灵魂,那也是毫无意义可言的,比如说不制定固定的上班时间.而值得借鉴的是他们选拔人才以及管理人才的方式,它倾向于让工程师掌握局面,让这些年轻人的头脑中不断迸发出新的思想.还有一点就是对员工日常生活上的关心,每天会免费提供三餐美味佳肴,还有各种休闲娱乐的地方,这让员工在疲惫的工作之后身心得到放松,这无疑大大提高了工作效率.(PS:关于管理方面的知识学生确实知之甚少,还请老师您多多提出批评意见,让我在不断的学习中不断进步,谢谢!@_@)。