罗宾斯管理学(英文版)Management-3

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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

斯蒂芬P罗宾斯管理学归纳

斯蒂芬P罗宾斯管理学归纳组织的特性：任何组织都有明确的目的；任何组织差不多上由人组成的：任何组织都发冇出一种系统性结构。

组织也可表述为：具有明确目的、由人组成的和具有系统性结构的实体。

治理者与操作者治理者(Managers)：是在组织中工作并指挥别人工作的人。

作为治理者一泄有下属。

操作者(Operatives)：是在组织中直截了当从事某项工作或任务，不具有监督英他人工作的职责的人。

操作者没有下属。

什么是治理与治理者的工作1.什么是治理？治理(Management)：是治理者为实现组织目标同别人一起，或通过别人使组织活动完成得更加有效的过程。

在这一过程中治理者发挥打算、组织、领导、操纵等职能。

治理的有效性：治理效率与治理成效的统一性a)效率(Efficiency)：指输入与输出的关系。

在既立输入条件下，输岀越大，效率越髙。

在治理中输入的是具有稀缺性的资源，提髙效率意味着对稀缺性资源的有效利用。

b)成效(Effectiveness)：指治理活动在实现组织目标过程中所达到的结果。

2.治理者的工作治理者的工作是指治理者在实现组织目标过程中具体做什么？存在两种差不多理论：治理职能理论；治理者角色理论。

町治理职能(Management functions)理论：从治理过程的角度表述治理者是做什么的。

许多治理学者对此有自己的看法。

b)治理者角色(Management roles)理论：60年代末期，亨利•明茨伯格提岀。

从治理者在治理中充当的角色来表述治理者是做什么的。

斯蒂芬P•罗宾斯的关于治理的四个差不多职能打算组织领导和谐5.治理者工作的专门性不同的治理层次、同的组织类型、同的组织规模、同国度的组织早期的治理实践与思想(——19世纪末)亚当•斯密(Adam Smith)在1776年发表的《国富论》著作中提岀，劳动分工(Division of Labor)能提高劳动生产率，组织和社会将从劳动分工中获得庞大经济利益的光辉论断。

罗宾斯管理学英文版课件

and complex situation.
first-line
middle
managers managers
conceptual skills
top mangers
human skills
technical skills
Skills Needed at Different Management Levels
proficiently perform specific tasks.
human skills
The ability to work well with other people individually and in a group
conceptual skills
The ability to think and to conceptualize about abstract
work of the first-line managers.
top managers
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.
Management
Coordinating and overseeing the work activities of others so that their activities are completed
efficiently and effectively.

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

（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

管理学罗宾斯第版

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-9
Effectiveness and Efficiency
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
Exhibit 1-2: Characteristics of Organizations
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
Байду номын сангаас
1-3
Who Are Managers?
• Manager
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-15
Exhibit 1-5: Mintzberg’s Managerial Roles
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
• Mintzberg identified 10 roles grouped around interpersonal relationships, the transfer of information, and decision making.

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》原版讲义03

Ø The organization’s founder
v Vision and mission
Ø Past practices of the organization
v The way things have been done
Ø The behavior of top management
• Continuation of the Organizational Culture
culture. • Discuss the actions managers can take to make their
cultures more customer-responsive. • Define workplace spirituality.
罗宾斯《管理学》原版讲义03
L E A R N I N G O U T L I N E (cont’d)
• Discuss the impact of a strong culture on organizations and managers.
• Explain the source of an organization’s culture. • Describe how an organization’s culture continues. • Explain how culture is transmitted to employees. • Describe how culture affects managers. • Describe how managers can create a culture that
Ø Managers symbolize control and influence through their action

罗宾斯《管理学》第十版英文课件第三章

Learning Outcomes
Follow this Learning Outline as you read and study this chapter.
3.1 The Manager: Omnipotent Or Symbolic?
• Contrast the actions of managers according to the omnipotent and symbolic views.
3–7
Exhibit 3–2 Dimensions of Organizational Culture
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
3–8
Strong Versus Weak Cultures
• Fosters higher organizational performance by instilling and promoting employee initiative.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
The ability of managers to affect outcomes is influenced and constrained by external factors.

The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers

fundamental of management国内教材

fundamental of management国内教材在管理学的教材方面，国内有许多经典和前沿的教材值得学习。

以下是一些国内编写的管理学教材，它们在管理学科领域具有较高的声誉和影响力：
1. 《管理学》-作者：罗宾斯（Stephen P. Robbins）和库尔特（Mary Coulter）。

由人民大学出版社出版。

这是一本广受欢迎的管理学教材，它提供了对管理的基本理论和实践的系统介绍。

2. 《管理学原理》-作者：周三多、陈传明等。

由高等教育出版社出版。

这本书被许多高校用作管理学课程的教材，它涵盖了管理学的各个方面，包括计划、组织、领导和控制等。

3. 《现代管理学》-作者：吴晓波、邵铁武。

由高等教育出版社出版。

这本书强调现代管理理论和实践的发展，重点介绍了创新、创业、战略管理和全球化管理等前沿话题。

4. 《管理学案例研究》-作者：李晓林。

由北京大学出版社出版。

这本书收集了许多中国企业的管理实践案例，有助于读者了解中国管理的实际环境和挑战。

5. 《管理研究方法论》-作者：吕力。

由清华大学出版社出版。

这本书主要介绍了管理研究的基本方法和技能，对于学习管理学的本科生和研究生来说非常有用。

这些教材都是经过精心编写的，具有系统性和科学性，适合作为管理的教材或参考书使用。

但请注意，由于管理学是一个不断发展的学科，新的理论和实践不断涌现，因此建议在学习过程中保持开放的心态，关注最新的学术动态和实践发展。

(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。

《管理学英语》参考译文Unit 3

《管理学英语》参考译文U n i t3-CAL-FENGHAI.-(YICAI)-Company One1Unit 3 The First Function of Management管理的首要职能and then answer the questions after reading the text carefully.先看看下面的问题，这些问题将有助于你更好地理解后面的课文，仔细地读完课文后再回答这些问题。

1. Do you agree with the saying "Planning is the first function of management"你同意“计划是管理的首要职能”这一说法吗？2. Why do you think planning in an organizational setting is more complex为什么你认为计划在组织设置（体系）中是最复杂的吗？3. What do managers usually do while they are making plans for their enterprises当管理者为他们的企业制定计划时，通常他们会做什么呢？4. How do you understand the sentence "Planning involves selecting the missions and objectives as well as the actions to achieve them"你怎么理解“计划包括选择任务和目标以及实现它们的相关行动”这句话？5. What does the last sentence in the passage "A necessary first step in planning is to这篇文章的最后一句话“计划中必要的第一步是要”干什么？steps involved seem simple. The basic planning process consists of assessing the environment and prediction of the future, setting goals, developing alternative courses of action, selecting the best one, implementing it, and monitoring progress.计划是管理的首要职能。

罗宾斯管理学英文版03章

Copyright 2005 Prentice Hall, Inc. All rights reserved. 3–2
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Organization’s Culture (cont’d)
The Environment
Define the external environment an specific and general environment. Describe the components of the specific environment.
Copyright 2005 Prentice Hall, Inc. All rights reserved. 3–5
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
The Environment (cont’d)
Describe the components of the general environment. Define and discuss environmental uncertainty and its two dimensions. Define stake holders. Identify the most common organizational stakeholders. Explain why stakeholder relationship management is important.

罗宾斯管理学-3

组织B 组织
鼓励并奖励冒险和变化，直觉决策的重视，鼓励并奖励冒险和变化，对直觉决策的重视，把失败冒险和变化的重视视为学习经验。视为学习经验。雇员遵守少量的规章制度监督较松，少量的规章制度，雇员遵守少量的规章制度，监督较松，管理者认为高的生产率来自正确地对待员工。的生产率来自正确地对待员工。工作是围绕团队设计的，围绕团队设计的工作是围绕团队设计的，雇员对团队间的竞争表现出积极的态度，雇员具有相当的自主权自主权。积极的态度，雇员具有相当的自主权。
2008年度世界500强企业
7月9日，美国《财富》杂志公布了月日美国《财富》杂志公布了2008年度年度世界500强企业排行榜。强企业排行榜。世界强企业排行榜与去年相比，与去年相比，今年前三甲的企业没有出现太大变化，分别是沃尔玛、埃克森美孚和皇家壳牌。变化，分别是沃尔玛、埃克森美孚和皇家壳牌。中国企业创造了历史最好成绩，中国企业创造了历史最好成绩，上榜企业数量达到35家内地内地25家香港4家台湾6家。达到家(内地家、香港家、台湾家)。其中石化以16名的座次成为排名最高的中国中，中石化以名的座次成为排名最高的中国企业。企业。
其它
2003年，中国人均收入首次超过1000美元，年中国人均收入首次超过美元，美元接近1080美元；日本是美元；美元，接近美元日本是33077美元，为中国的美元 31倍。仅以人均作为收入计，倍仅以人均GDP作为收入计，中国只相当作为收入计于日本1966年的水平。年的水平。于日本年的水平 2002年，日本的恩格尔系数是22.3％，而中国年日本的恩格尔系数是％，而中国％，目前城市为37.1%，农村为目前城市为，农村为45.6%。。 2000年，中国的基尼系数为0.414，已达到国年中国的基尼系数为，际警戒线水平，日本基尼系数0.285。际警戒线水平，日本基尼系数。教育企业信用腐败

罗宾斯《管理学》英文版9个重点试题详细解答

1.Discuss Frederick Taylor’s work in scientific management. Next, list Taylor’s four principles ofmanagement.①Develop a science for each element of an individual’s work to replace the old rule-of thumbmethod②scientifically select and then train ,teach and develop the worker.③heartily cooperate with workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.2.In a short essay, describe what is meant by the specific and general environments within whichorganizations operate.The specific environment includes external forces that directly impact managers’ decisions andactions and are directly relevant to the achievement of the organization’s goals. The main forces that make up the specific environment are customers, suppliers, competitions and pressure groups.The general environment includes the broad economic, political/legal, sociocultural, demographic, technological and global conditions that affect an organization.3.In a short essay, define organizational culture, identify and define the seven dimensions that make upan organization's culture.Organizational culture has been described as the shared values, principles, traditions, and ways of doing things that influence the way organizational members act. First, culture is a perception .(It’s not something that can be physically touched or seen, but employees perceive it on the basis of what they experience within the organization .)Second, organizational culture is descriptive .(It’sconcerned with how members perceive the culture, not with whether they like it. Finally, eventhough individuals may have different backgrounds or work at different organizational levels, they tend to describe the organization’s culture in similar terms. That’s the shared aspect of culture. )①Attention to detail ②Outcome Orientation ③People Orientation④Team Orientation⑤Aggressiveness⑥Stability⑦Innovation and Risk Taking4.In a short essay, discuss bounded rationality and satisficing.Bounded rationality which says that managers make decisions rationally but are limited by theirability to process information.Then, it about satisficing. Because the managerscan not possibly analyze all information on allalternatives, they satisfice rather than maximize. That is, they accept the solutions are “goodenough.”5.In a short essay, define management by objectives (MBO) and list four elements of this type of goalsetting.MBO:A process of setting mutually agreed upon goals and using those goals to evaluateperformance.Fourgoals:1goal specificity,2、 participative decision making,3、an explicit time period 4、 performance feedback.6.Ina short essay, define goals, then list and discuss six characteristics of well-designed goals.①written in terms of outcomes rather than actions ②measurable and quantifiable③clear as to atime frame④challenging get attain-able⑤written down⑥communicated to all necessaryorganizational members7.In a short essay, discuss the Boston Consulting Group (BCG) matrix and explain its usefulness insegmenting businesses. Include a discussion of the characteristics for each of the four categoriesbased on the BCG matrix.BCG.A strategy tool that guide resource allocation decisions on the basis of market share and growth rate of SBUs, providing a framework for understanding diverse businesses and help manager’sestablish priorities for resources. The dog should be sold off-dated also managers should milk cash cows for as much as they can, and use cash generated to invest in stars and question marks with strong potential improve market share.8. In a short essay, describe the strategic management process andidentify the six stages in the process.①Identify the organization’s current mission ,goals and strategies.②do an external analysis.③do an internal analysis.④formulate strategies.⑤implement strategies.⑥evaluate results.9.In a short essay, describe matrix structure. What are the advantages and disadvantages of this structure? The BCGmatrix introduced the idea that an organization’s businesses could be evaluated and plotted using a 2x2 matrix to identify which ones offered high potential and which were a drain on organizational resour ces.Some of the strategic advantages of this organizational structure are reduced working capital and process cycle times can be reduced in mostcases. It creates checksand balances between competing viewpoints and promotes making trade-off decisions that are best for the company.It also has a number of disadvantages that make it unsuitable for use inmany companies. It is very complex to manage and hard to maintain balance between differing lines of authority.。

罗宾斯《管理学》第三章笔记：组织文化与环境—约束力量

罗宾斯《管理学》第三章笔记：组织⽂化与环境—约束⼒量第三章组织⽂化与环境：约束⼒量学习⽬的：1.区分管理的万能论与象征论2.定义组织⽂化3.识别构成组织⽂化的10个特征4.解释⽂化是如何约束管理者⾏为的5.区别⼀般环境与具体环境6.对⽐确定的与⾮确定的环境7.说明环境是如何约束管理者⾏为的第⼀节管理者：万能的还是象征的⼀．管理万能论1.管理万能论【omnipotent view of management】：⼀种认为管理者对组织的成功与失败负直接责任的观点2.管理学理论中⼀个占主导地位的假设：⼀个组织的管理者的素质，决定了这⼀组织本⾝的素质。

也就是说，组织的效果和效率的差别，在于组织中管理者的决策和⾏动。

好的管理者应预测变化，发掘机会，改善不良绩效，并领导他的组织实现⽬标（如有必要，甚⾄改变⽬标）。

3.现象：1）在⼯商业组织中，当利润增加时，管理当局就会获得荣誉和红利，以及股票、期权等形式的报酬；当利润下降时，董事会就会撤换最⾼管理层，他们确信，只有新的最⾼管理班⼦才能带来绩效的改善。

2）⼤学体育教练管理他们的队伍，他们有权决定队员的更换，队员的加⼊，挑选教练助理，教授队员技术⽅法，以及选择⽐赛的战术打法。

在⽐赛中，负多余胜的教练被认为是没有成效的，他们会被解雇并由新的教练来取代他的位置。

⼆．管理象征论1.管理象征论【symbolic view of management】：⼀种认为管理对组织的⼤量成果只有有限的影响的观点，因为存在⼤量的管理⽆法控制的因素2.观点：1）⼀个组织的成果受到⼤量管理当局⽆法控制的因素影响。

这些因素包括经济，政府政策，竞争对⼿的⾏，特定产业的状况，对专有技术的控制，以及组织前任管理者的决策。

2）管理当局对实际的组织的成果的影响是极其有限的。

管理当局真正能够影响的⼤部分是象征性的成果。

管理当局的作⽤被看做是对随机性、混淆性及模糊性中的内在含义作出判断，管理当局很容易给股东、顾客、雇员以及公众造成他们控制着事态的错觉。