罗宾斯管理学英文版02章

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罗宾斯《管理学》 (2)

管理学01 I篇导论01 1章管理者与管理05 本章提要11管理者是组织中指挥他人活动的人，他们拥有各种头衔，如监工、科室主任、院长、部门经理、副总裁、总裁，以及首席执行官等。

操作者是非管理人员，他们直接从事某项工作或任务，不具有监督别人工作的责任。

21管理是同别人一起或通过别人使活动完成得更有效的过程。

这一过程体现在计划、组织、领导和控制的职能或基本活动中。

31效果与活动的完成，即与目标的实现相联系，而效率则涉及使完成活动的资源成本最小化。

41亨利·明茨伯格从他对5位总经理的研究中得出结论，管理者扮演着10种不同的角色。

他将这些角色划分成三组：第一组涉及人际关系(挂名首脑、领导者、联络者)；第二组与信息传递有关(监听者、传播者、发言人)；第三组涉及决策制定(企业家、混乱驾驭者、资源分配者、谈判者)。

51弗雷德·卢森斯和他的副手发现，成功的管理者(那些提升最快的管理者)强调网络关系活动；相反，有效的管理者(那些绩效最佳的管理者)则强调沟通。

这个结果指出社交和政治技巧对于在组织中晋升是重要的。

61管理具有某些一般的性质，无论在组织的哪一个层次上，所有的管理者都履行着四种职能，区别仅在于对每种职能强调的程度随管理者在等级结构中的位置而变化。

类似地，无论何种类型的组织，在大多数情况下，管理者的工作是相同的。

管理的这种一般性，主要存在于在世界上讲英国的国家中，但是，认为管理概念可以普遍运用到世界上任何国家却是危险的。

71社会各界人士都逐渐认识到良好的管理在我们的社会中起着重要作用。

对于渴望成为管理者的人来说，学习管理学可以获得管理的基础知识，这将有助于他们成为有效的管理者。

对于那些不打算从事管理的人来说，学习管理学能使他们领悟其上司的行为方式和组织的内部运作方式。

管理学01 I篇导论01 1章管理者与管理06 复习与练习复习与练习复习题11什么是组织?为什么管理者对组织的成功起着重要作用?21有效果的组织一定是有效率的吗?试讨论之。

斯蒂芬·P·罗宾斯《管理学》笔记2

斯蒂芬·P·罗宾斯《管理学》笔记第二章管理的昨天和今天一、管理与其他研究领域的联系1、人类学：有助于管理者更好地理解不同国家和不同组织中人们的基本价值观、态度和人们行为的差异。

2、经济学：提供了理解变化中的经济以及竞争和自由的全球市场环境的作用。

如：为什么运动鞋都是在亚洲国家制造？这可用经济学的竞争优质给出答案。

3、哲学：有助于考察事物的本质，特别是价值观和伦理道理，帮助管理者理解组织为什么存在以及什么行为对一个组织是适当的命题。

4、政治学：研究个人和群体在政治环境中的行为。

帮助管理者理解冲突的结构、在经济系统中权利的分配、个人如何为了自己的利益操纵权利、政府的影响。

5、心理学：帮助管理者理解人类的行为。

6、社会学：帮助管理者理解人与人之间的关系。

二、管理的历史背景20世纪前，管理方面的主要贡献1、埃及金字塔的建设、中国的长城，规模恢宏，管理者是如何进行计划、组织、领导和控制的？公元15世纪的威尼斯城的生产、运输、仓储、人事、会计模式表明组织管理已付诸实施。

2、1776年亚当·斯密关于劳动分工的著作《国富论》（the Wealth of Nations）：将工作分解成狭窄的和重复性的任务，提高了工人技巧和熟练程度，导致工作专业化。

3、20世纪前的产业革命：以机械代替手工，大大提高劳动效率，对管理技能提出了更高的要求。

诸如管理者需要预测需求、分配人员工作、指挥每天的活动、协调各种任务、保证机器运行等。

计划、组织、领导和控制就成为必不可少的了，管理理论也应运而生。

4、管理进程：科学管理（1880s）--------行为科学（1920s）------管理科学（1950s）。

三、科学管理：从如何改进作业人员生产率的角度看管理。

1、主要学者：泰罗+吉尔布雷思夫妇2、泰罗的四条管理原则——关注管理的最低层次，追求完成每项具体工作的最佳方法，被称为“科学管理之父”。

①对工人的每一个要素开发出一种科学的方法，代替老的经验方法。

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
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Why Is Innovation Important?
1-19
Which Approach Takes the Prize?
Functions ☑
Roles
☐
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What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
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Why Study Management?
We all have a vested interest in improving how organizations are managed.
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Why Study Management? (cont.)
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Copyright © 2015 Pearson Education, Inc.
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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,9版,英文Robbins_fom9_ppt(2)

9-11
Personality Theories
Personality: A unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
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Perceptual Shortcuts
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Understanding Perception
1. Employees react to perception, not reality. 2. The potential for perceptual distortion exists.
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9.2 Explain the role that attitudes play in job performance.
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Attitudes and Job Performance
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Matching Personalities and Jobs
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Personality Traits Across Cultures
National cultures differ in terms of the degree to which people believe they control their environment.

管理学(斯蒂芬罗宾斯第九版)英文课件(第二章)

– Wealth of Nations - Adam Smith • division of labor - breakdown of jobs into narrow and repetitive tasks increased productivity
– Industrial Revolution • substitution of machine power for human power • large organizations required formal management
– Describe the contributions of the general administrative theorists一般行政管理
– Summarize the quantitative approach定量方法 to management
– Describe the contributions of the early organizational behavior组织行为 advocates
© Prentice Hall, 2002
2-13
EARLY ADVOCATES OF OB
© Prentice Hall, 2002ehavior (cont.)
Hawthorne Studies
– started in 1924 at Western Electric Company
– use of scientific methods to define the “one best way” for a job to be done
– perspective of improving the productivity and efficiency of manual workers

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》第十版英文课件第二章

2.4 Behavioral approach.
• Describe the contributions of the early advocates of
OB. • Explain the contributions of the Hawthorne Studies to the field of management. • Discuss how today’s managers use the behavioral approach.
Substituted machine power for human labor Created large organizations in need of management
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 2–5
2–2
2.2 Classical Approach.
• • •
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
Learning Outcomes
2.3 Quantitative Approach.
• Explain what the quantitative approach has contributed to the field of management. • Describe total quality management. • Discuss how today’s managers use the quantitative approach.
Management
Stephen P. Robbins

管理学罗宾斯第11版02名师制作优质教学资料

Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
2-5
Environmental Uncertainty and Complexity
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
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Exhibit 2-2: Components of External Environment
©2012 Pearson Education, Inc. publishing as Prentice Hall
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How Do Employees Learn Culture?
Stories - Narratives of significant events or people, e.g. organization founders, rule breaking, reaction to past mistakes etc.
©2012 Pearson Education, Inc. publishing as Prentice Hall
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What Is Organizational Culture?
Organizational Culture - The shared values, principles, traditions, and ways of doing things that influence the way organizational members act.

罗宾斯管理学英文版课件

Historical Background of Management --early examples of management --Adam Smith --industrial revolution
Division of Labor ( Job Specialization)
The breakdown of jobs into narrow and repetitive tasks.

criticism

Long on intellectual appeal and catchy terminology and short on verifiable facts and practical advice
Contingency Perspective
A management approach that says that organizations are different, face different situations (contingencies), and require different ways of managing.
Employees are social beings. Besides formal groups, there exist informal groups in organizations. Management can increase

the morale of employees by increasing their satisfaction in order to improve productivity.
bureaucracy
A form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.

罗宾斯《管理学》英文原版讲义全集StuRC8eCh

• Explain the universality of management concept. • Discuss why an understanding of management is
important even if you don’t plan to be a manager. • Describe the rewards and challenges of being a manager.
• Explain how communication can flow in an organization. • Describe the three common communication networks. • Discuss how managers should handle the grapevine.
h
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What Is Communication?
• Communication
➢ The transfer and understanding of meaning.
❖ Transfer means the message was received in a form that can be interpreted by the receiver.
communication and how to overcome them.
h
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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.
Organizational Communication
❖ Understanding the message is not the same as the receiver agreeing with the message.

罗宾斯管理学双语教学讲稿2

TwoManagement Yesterday and Today1. HISTORICAL BACKGROUND OF MANAGEMENT.There are many examples from past history that illustrate how management has been practiced for thousands of years.The Egyptian pyramids and the Great Wall of China are good examples of projects of tremendous scope and magnitude that employed tens of thousands of people. How was it possible for these projects to be completed? The answer is management. Regardless of what managers were called at the time, someone had to plan what was to be done, organize people and material, lead and direct the workers, and impose controls to ensure that things were done as planned.Other examples of early management practices can be seen at the Arsenal of Venice. For instance, assembly lines, accounting systems, and personnel functions are just a few of the processes and activities in organizations at that time that are also common to today’s organizations. Organizations and managers have been around for thousands of years.Adam Smith, author of the classical economics doctrine, The Wealth of Nations, argued brilliantly about the economic advantages that division of labor (the breakdown of jobs into narrow, repetitive tasks) would bring to organizations and society.The Industrial Revolution can be thought of as possibly the most important pre-twentieth-century influence on management. The introduction of machine powers, combined with the division of labor, made large, efficient factories possible. Planning, organizing, leading, and controlling became necessary.Exhibit 2.1 presents six major approaches to management.2. SCIENTIFIC MANAGEMENT.Scientific management is defined as the use of the scientific method to define the “one best way” for a job to be done.A. Important ContributionsFrederick W. Taylor is known as the “father” of scientific management.Taylor’s work at the Midvale and Bethlehem Steel companies motivatedhis interest in improving efficiency.a. Taylor sought to create a mental revolution among bothworkers and managers by defining clear guidelines forimproving production efficiency. He defined fourprinciples of management (Exhibit2.2).b. His “pig iron” experiment is probably the most widelycited example of scientific management.c. Using his principles of scientific management, Taylorwas able to define the one best way for doing each job.d. Overall, Taylor achieved consistent improvements inproductivity in the range of 200 percent. He affirmed therole of managers to plan and control and of workers toperform as they were instructed.2. Frank and Lillian Gilbreth were inspired by Taylor’s work andwent on to study and develop their own methods of scientificmanagement.a. Frank Gilbreth is probably best known for hisexperiments in reducing the number of motions inbricklaying.b. The Gilbreths were among the first to use motion picturefilms to study hand and body motions in order toeliminate the wasteful ones.c. They also devised a classification scheme to label 17basic hand motions called therbligs.B. How Do Today’s Managers Use Scientific Management?The guidelines that Taylor and others devised from improvingproduction efficiency are still used in organizations today. Currentmanagement practice isn’t restricted to scientific management, however.Some elements still used include:1. The use of time and motion studies.2. Best qualified workers.3. Design incentive systems based on output.3. GENERAL ADMINISTRATIVE THEORISTS.This group of writers focused on the entire organization. They’re important for developing more general theories of what managers do and what constitutes good management practice.A. The two most prominent theorists behind the general administrative approachwere Henri Fayol and Max Weber.1. Henri Fayol wrote during the same time period as Frederick Taylor.Fayol was the managing director of a large French coal-miningfirm.a. His attention was aimed at the activities of all managers.b. He described the practice of management as distinctfrom other typical business functions.c. He stated 14 principles of management(fundamental or universal truths of management that can be taught in schools). (See Exhibit2.3.)2. Max Weber (pronounced VAY-ber) was a German sociologistwho wrote in the early part of the 20th century.a. He developed a theory of authority structures anddescribed organizational activity based on authorityrelations.b. He described the ideal form of organization—thebureaucracy, defined as a form of organization markedby division of labor, a clearly defined hierarchy, detailedrules and regulations, and impersonal relationships. (SeeExhibit2.4.)B. How Do Today’s Managers Use General Administrative Theories?Some of our current management concepts and theories can be traced tothe work of the general administrative theorists.1. The functional view of a manager’s job can be traced to HenriFayol.2. Weber’s bureaucratic characteristics are still evident in many oftoday’s large organizations—even in highly flexibleorganizations of talented professionals where some bureaucraticmechanisms are necessary to ensure that resources are usedefficiently and effectively.4. QUANTITATIVE APPROACH TO MANAGEMENT.The quantitative approach to management involves the use of quantitative techniques to improve decision-making. This approach has been called operations research or management science. It includes applications of statistics, optimization models, information models, and computer simulations.A. Important Contributions.1. The quantitative approach evolved out of the development ofmathematical and statistical solutions to military problemsduring World War II.2. One group of military officers—the Whiz Kids—includedRobert McNamara and Charles “Tex” Thornton.B. How Do Today’s Managers Use the Quantitative Appro ach?1. This approach has contributed most directly to managerialdecision making, particularly in planning and controlling.2. The availability of sophisticated computer software programsmade the use of quantitative techniques somewhat lessintimidating for managers.5. TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR.The field of study concerned with the actions (behaviors) of people at work is called organizational behavior. Organizational behavior (OB) research has contributed much of what we know about human resources management and contemporary views of motivation, leadership, trust, teamwork, and conflict management.A. Early Advocates.Four people stand out as early advocates of the OB approach. Theseinclude Robert Owen, Hugo Munsterberg, Mary Parker Follett, andChester Barnard. Their ideas provided foundation for practices such asemployee selection procedures, motivation programs, work teams, andorganization-environment management techniques. (See Exhibit2.5 fora summary of the most important ideas of these early advocates.)B. The Hawthorne Studies were, without question, the most importantcontribution to the developing OB field.1. These were a series of experiments conducted from 1924 to theearly 1930s at Western Electric Company’s Haw thorne Works inCicero, Illinois joined by Harvard professor Elton Mayo and hisassociates.2. The studies were initially devised as a scientific managementexperiment to assess the impact of changes in various physicalenvironment variables on employee productivity.3. Other experiments looked at redesigning jobs, making changesin workday and workweek length, introducing rest periods, andintroducing individual versus group wage plans.4. The researchers concluded that social norms or group standardswere the key determinants of individual work behavior.5. Although not without critics (of procedures, analyses offindings, and the conclusions), the Hawthorne studies didstimulate an interest in human behavior in organizations.C. How Do Today’s Managers Use the Behavioral Approach?1. The behavior approach aids managers in designing motivatingjobs, working with employee teams, and opening upcommunication channels.6. 2. The behavioral approach has provided the foundation for currenttheories of motivation, leadership, group behavior and development,and other behavioral topics. THE SYSTEMS APPROACH.During the 1960’s researches began to analyze organizations from a systemsperspective based on the physical sciences.1. A system is a set of interrelated and interdependent partsarranged in a manner that produces a unified whole.2. The two basic types of systems are open and closed. A closedsystem is one that is not influenced by and does not interact withits environment. An open system is one that dynamicallyinteracts with its environment (see Exhibit2.6).A.The Systems Approach and Managersanization is made up of “interdependent factors, includingindividuals, groups, attitudes, motives, formal structure, interactions,goals, status and authority.2.Managers coordinate the work activities of the various parts of theorganization3.Decisions and actions taken in one organizational area will affectothers and vice versaOrganizations are not self-contained. They rely on their environment.7. THE CONTINGENCY APPROACH.A contingency approach is intuitively logical. One thing to say that the wayto manager “depends on the situation” and another to say what it depends on.1. The contingency approach to management is a view that theorganization recognizes and responds to situational variables asthey arise.2. Some popular contingency variables are shown in Exhibit2.7.8. CURRENT TRENDS AND ISSUESNow that you’ve got a good understanding of the evolution and past history of management theories and practices, what current concepts and practices are shaping today’s management history and changing the way that managers do their jobs?A. Globalization. Organizational operations no longer stop at geographicborders. Managers in all types and sizes of organizations are faced withthe opportunities and challenges of globalization.A.Ethics. Cases of corporate lying, misrepresentations, and financialmanipulations were widespread during 2002. Managers of firms such asEnron, ImClone, Global Crossing, and Tyco International put their self-interest ahead of others who might be affected by their decisions.1.While most managers continue to behave in a highly ethical manner,the abuses suggest a need to “upgrade” ethical standards.2.Ethics education is being widely emphasized in college curriculumsanizations are taking a more active role in creating and using codesof ethics, ethics training programs, and hiring ethics officers.Workforce diversity refers to employees in organizations who are heterogeneous in terms of gender, race, ethnicity, or othercharacteristics. The challenge for managers is to make theirorganizations more accommodating to diverse groups of people byaddressing different lifestyles, family needs, and work styles.1.Workforce diversity is a global issue2.Before the early 1980’s a melting pot or assimilation model wasused. It has been replaced by the recognition and celebration ofdifferences.3.Challenge for managers is to make organizations moreaccommodating to diverse groups of people by addressing differentlifestyles, family needs, and work styles.4.Smart managers recognize diversity as an asset in bringing a broadrange of viewpoints and problem-solving skills to a company.D. Entrepreneurship refers to the process whereby an individual or agroup of individuals uses organized efforts and means to pursueopportunities to create value and grow by fulfilling wants and needsthrough innovation and uniqueness.1. Three important themes stand out in this definition:a. The pursuit of opportunitiesb. Innovationc. Growth2. Entrepreneurship will continue to be important to societiesaround the world.Note: At the end of each major section in this book, a specialentrepreneurship module has been included that looks atthe topics presented in that section from anentrepreneurial perspective.E. Managing in an E-Business World.1. E-business(electronic business)—a comprehensive termdescribing the way an organization does its work by usingelectronic (Internet-based) linkages with key constituencies inorder to efficiently and effectively achieve its goals.2. While critics have questioned the viability of Internet-basedcompanies (dot-coms) after the high-tech implosion in 2000 and2001, e-business is here for the long-run.3. E-commerce(electronic commerce) is any form of businessexchange or transaction in which the parties interactelectronically.4. Categories of e-business involvement (see Exhibit2.8):a. E-business enhanced organization—uses the Internet toenhance (not to replace) their traditional ways of doingbusiness.b. E-business enabled organization—Internet enablesorganizational members to do with work moreefficiently and effectively.F. c. Total e-business organization—whole existence is madepossible by and revolves around the Internet. Knowledge Managementand Learning Organizations.1.Change takes place at an unprecedented rate.anizations to be successful need to be learning organizations—ones that have developed the capacity to continuously learn, adapt,and change. (Exhibit2.9demonstrates the differences between alearning organization and a traditional organization.)Knowledge management involves cultivating a learning culture where organizational members systematically gather knowledge and share itwith others in the organization so as to achieve better performance.G. Quality Management.1. Total quality management is a philosophy of management thatis driven by customer needs and expectations and focuses oncontinual improvement in work processes. (See Exhibit2.10.)2. TQM was inspired by a small group of quality experts, of whomW. Edwards Deming was one of the chief proponents.3. TQM represents a counterpoint to earlier management theoristswho believed that low costs were the only road to increasedproductivity.4. The objective of TQM is to create an organization committed tocontinuous improvement.1. What kind of workplace would Henri Fayol create? How about Mary ParkerFollett? How about Frederick Taylor?Fayol would probably create a workplace in which managers could perform the managerial functions of planning, organizing, coordinating, commanding, and controlling. In addition, he would have a workplace in which his 14 management principles would be followed.Follett would undoubtedly create a workplace in which managers and workers viewed themselves as partners, as part of a common group. In such a workplace, managers would rely more on their expertise and knowledge to lead subordinates, rather than the formal authority of their position. Empowerment and teamwork would be hallmarks of a Follett-style workplace.Taylor would create a workplace in which managers and workers scientifically analyzed and determined the “one best way” to accomplish each job. He would put the right person on the job with the correct tools and equipment, would have the worker follow instructions exactly, and would motivate the worker with an economic incentive of a significantly higher daily wage. Consistent productivity improvements would be his goal in the workplace.2. Can a mathematical (quantitative) technique help a manager solve a “people”problem such as how to motivate employees or how to distribute work equitably?Explain.Although we need to recognize that some “people” problems can’t be expressed quantitatively, mathematical techniques could help a manager solve these problems. Statistical methods, information models, computer simulations, and other quantitative techniques are designed to help managers make better decisions. As such, they could help a manager address people problems being encountered in the workplace.3. Is globalization an issue for e-businesses? Explain.Management, in a traditional, and especially in an e-business world, is no longer constrained by national borders. The world is definitely become a global village, so globalization is an issue! Anywhere business constituencies has Internet-capable, an e-business transaction can take place, regardless of geographic location and proximity.4. “Entrepreneurship is only for small, start-u p businesses.” Do you agree ordisagree with this statement? Explain.Entrepreneurship by definition is the process whereby an individual or a group of individuals uses organized efforts and means to pursue opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources are currently controlled. It involves the discovery of opportunities and resources to exploit them. So, yes, entrepreneurship is for small, start-up businesses, but it is also important for larger organizations.Organizations, regardless of size, must be innovative and flexible, which is closely related to entrepreneurship.5. How do societal trends influence the practice of management? What are theimplications for someone studying management?Societal trends greatly influence the practice of management. For example, the change in society’s emphasis on the value of diversity has profound implications for management. The U.S. society went from an emphasis on assimilation (“melting pot”) of differences in the early 1980’s to a celebration and recognition of differences today. Therefore, the way that organizations are structured, motivation programs, and other work-related processes must be aligned with the needs of a diverse and pluralistic workforce. This is a global issue as other countries such as Japan and Australia are experiencing similar diversity trends.6.Would you feel more comfortable in a learning organization or in a traditionalorganization? Why?The answers for these questions will vary according to each student. However, the important part of the answer is how well each student explains or supports his/her preference.The task for students to accomplish with this activity is to do some preliminary work on creating a knowledge base for your particular institution, such that differentorganizational members could utilize the information to increase efficiency and effectiveness. Form groups of three to four students for discussion.One suggestion would be for each group to develop a knowledge “list” for different campus offices or functions. For instance, have one group concentrate on the Registrar’s Office, another with the Financial Aid Office, another with the Student Union, the Alumni Office, etc. The groups should identify what tasks the office performs for students and other institutional offices, what common activities the office performs that other offices might also be performing, and what unique tasks the office performs. After discussing these issues, compile an outline of major areas of important knowledge the organization has as a whole.A couple of hints that might help get the activity started are: using technology in classrooms, keeping in touch with former students and/or alumni.。

管理学罗宾斯11版中英文对照详解

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

管理学罗宾斯11版中英文对照详解

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

(英文)罗宾斯管理学考研笔记1-19章

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

罗宾斯管理学原理第二章管理环境

华理商学院郝斌 haobinecust@
什么是社会责任? (续什么是社会责任? (续)
• 社会经济学观点
管理当局的社会责任不只是创造利润，还包括保护和增进社会福利公司并非只是对股东负责的独立实体企业在道义上有更大的责任参与到社会的、政治的、经济的事务 “做正确的事情”
管理者：万能的还是象征性的? 管理者：万能的还是象征性的?
• 管理象征论
多数组织的成功或失败都是由管理者不能控制的外部因素造成的管理者影响结果的能力受外部因素的制约和约束经济、顾客、政府政策、竞争者行动、工业环境、专利技术监管以及前任管理者的决策等管理者通过他们的行为象征着管理和影响
华理商学院郝斌 haobinecust@
管理权和其他决策权都集中在母国公司中的跨国公司
华理商学院郝斌 haobinecust@
图表 2–7 组织如何走向全球化
华理商学院郝斌 haobinecust@
其他形式的全球化组织
• 战略同盟
是一个组织与外国公司建立的伙伴关系，双方在开发新产品或组建生产机构时共享资源和知识
华理商学院郝斌 haobinecust@
霍夫斯泰德评估文化的框架
华理商学院郝斌 haobinecust@
图表 2–9 霍夫斯泰德文化维度的一些例子
资料来源: Based on G. Hofstede, “Motivation, Leadership, and Organization: Do American
资料来源: Based on M. Ernest (ed.), Predeparture Orientation Handbook: For Foreign Students and Scholars Planning to Study in the

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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。

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