管理学英文版-重点大集合(概念、图表)

合集下载
相关主题
  1. 1、下载文档前请自行甄别文档内容的完整性,平台不提供额外的编辑、内容补充、找答案等附加服务。
  2. 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
  3. 3、如文档侵犯您的权益,请联系客服反馈,我们会尽快为您处理(人工客服工作时间:9:00-18:30)。

管理学英文版-重点大集合(概念、图表)

第一章

1.管理职能:计划、组织、领导、控制。

management functions: planning、organizing、leading、controlling.

2.管理角色(management roles)、

①人际关系角色:挂名首脑、领导者、联络者

Interpersonal:figurehead、leader、liaison

②信息传递角色:监听者、传播者、发言人

Informational: monitor、disseminator、spokesperson

③决策制定角色:企业家、混乱驾驭者、资源分配者、谈判者

Decisional: entrepreneur、disturbance handler、resource

allocator、negotiator

3、管理技能(management skills)

概念技能、沟通技能、效果技能、人际技能

Conceptual、communication、effectiveness、interpersonal

4、组织的特点

①有明确的目的(distinct purpose)

②有人员构成(people)

③有精细的结构(deliberate structure)

第二章

1、管理理论(management theories):

科学管理(scientific management)一般行政管理理论(general administrative theorists)

定量方法(quantitative approach)组织行为(organizational behavior)系统观(systems approach)

权变理论(contingency approach)

第三章

1、管理万能论(omnipotent view of management)

管理象征论(symbolic view of management)

2、组织文化的七个维度(dimensions)

关注细节,成果导向,员工导向,团队导向,进取性,稳定性,创新与

风险承受力

Attention to detail, outcome orientation, people organization, team organization, aggressiveness, stability,innovation and risk taking

3、文化传播给员工的途径:故事,仪式,有形信条,语言

Stories,ritual,material symbols,language

4、创新的文化的特点

①.挑战与参与(challenge)

②. 自由(freedom)

③. 信任和开发(trust and openness)

④. 计划时间(idea time)

⑤. 幽默(playfulness/humor)

⑥. 冲突解决(conflict resolution)

⑦. 讨论(debates)

⑧. 冒险(risk taking)

第六章

1、决策制定过程(the decision-making process)

①.识别决策问题(identification of a problem)

②.确定决策标准(identification of decision criteria)

③.为决策标准分配权重(allocation of weight to criteria)

④.开发备份方案(development of alternatives)

⑤.分析备份方案(analysis of alternatives)

⑥.选择备择方案(selection of an alternatives)

⑦.实施备择方案(implementation of the alternatives)

⑧.评估决策结果(evaluating decision effectiveness)

2、决策制定的错误(decision-making errors and biases):

自负(overconfidence)后见(hindsight)自利型(self-serving)

沉没成本(sunk costs)随机性(randomness)典型性(representation)有效性(availability)框架效应(framing)证实(confirmation)

选择性认知(selective perception)锚定效应(anchoring effect)

即时满足(immediate gratification)

决策者风格

(decision maker’s

4、计划工作(planning):

①、定义组织目的(defining the organization’s goals)

②、制定全局战略(establishing an overall strategy)

③、开发一组广泛的相关计划(developing plans)

5、计划的目的(purposes of planning):

①、它给出了管理者和非管理者努力的方向

(planning provides direction to managers and nonmanagers alike)②、它通过迫使管理者具有前瞻性来降低不确定性

(planning reduce uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses)

③、计划可以减少活动的重复和浪费

(planning minimizes waste and redundancy)

④、计划设定目标和标准,可以用于控制

(planning establishes the goals or standards used in controlling)

6、计划和绩效(planning and performance)

①正式的计划工作通常带来较高的绩效、较高的资产回报率,以及其他积极的财富

Formal planning is associated with positive financial results such as higher profits, higher return on assets, and so forth.

②计划工作的质量以及实现计划的适当措施,通常要比计划工作本身对绩效的贡献更大

Doing a good job of planning and implementing those plans play a bigger part in high performance than does the extent and amount of planning done.

③正式计划并不必然的导致至高绩效,外部环境的影响通常是更关键的

Formal planning didn’t lead to higher performance, the external environment often was the culprit.

④计划与绩效的关系还受到计划时间结构的影响。一般的组织要改进它的绩效,至少需要四年期的系统性的正式计划工作。

The planning/performance relationship seems to be influenced by the planning time frame; that is, organizations seem to need at least four years of systematic formal planning before seeing any impact on performance.

7、计划工作的两个重要因素(planning involves 2 important elements)

目标(goals)计划(plans)

相关文档
最新文档