管理学罗宾斯第11版04
罗宾斯《管理学》第四章课后习题答案
4.2 课后习题详解一、思考题1．无边界组织对管理造成的潜在影响是什么？答：无边界组织指消除产生人为的地理界限的结构划分，从而使管理结构更有效的实现全球化的组织。
其对管理造成的潜在影响有：（1）企业的生产管理活动范围将拓展到全球。
不能仅靠利用本国资源来谋求发展，而是必须广泛地利用世界各国的资金、技术、劳动力等生产要素发展自己，以求实现资源的最佳配置；同时，其生产协作关系也不再局限于国内，而是要在全球范围内寻求合作伙伴；而且，企业的发展也不仅仅受国内经济形势、资源环境等因素的影响，同时也要受到国际经济形势、资源、环境等因素的制约。
（2）在无边界组织产生的背景下，企业管理必须建立高效、便捷、可靠的全球化要素传输流动网络，采用各种先进的要素传输手段，特别是信息传输手段。
否则，企业就无法在国际竞争中取胜，这对企业的组织结构设计提出了新的要求。
企业管理组织将呈现追求网络化、扁平化、柔性化的发展趋势，21世纪企业内部组织结构，将一改占主流地位的“金字塔”式的层级组织结构形态，中间管理层将失去原有的价值，企业的管理组织将呈现扁平状态，弹性化。
（3）企业管理的重点已从内部控制性管理转向了外部适应性管理，要素效率不再成为企业追求的惟一目标。
世界经济一体化趋势的加强，一方面拓宽了企业竞争和合作的边界，另一方面则增大了企业的外部不确定性。
因此，如何充分利用现代信息技术的先进手段来重新设计企业内部组织和企业之间的界面关系，充分关注企业的顾客资本以及客户关系管理，这些课题都对企业管理提出了新的挑战。
（4）无边界组织对管理的影响还要求处理好各国文化的差异。
各国的文化对雇员与工作相关的价值观和价值取向有着重大的影响。
因此，企业在进行跨国经营之前，必须对东道国的投资环境做出具体的分析与评估，从而做出理性的决策。
而在投资环境的因素中，文化是一个十分重要的因子，尤其是文化距离。
否则，这会给企业跨国经营带来一定的投资风险与经营阻碍。
管理学罗宾斯第11版08
8-6
Elements of Planning
• Goals (also Objectives)
– Desired outcomes for individuals, groups, or entire organizations
– Provide direction and evaluation performance criteria
8-13
Traditional Goal Setting
• Broad goals are set at the top of the organization.
• Operational Plans
– Specify the details of how the overall goals are to be achieved
– Cover a short time period
Copyright © 2012 Pearson Education, Inc.
• Discuss contemporary issues in planning
Copyright © 2012 Pearson Education, Inc.
Publishing as Prentice Hall Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
8-1
• Define the nature and purpose of planning
• Classify the types of goals organizations might have and the plans they use
• Compare and contrast approaches to goal-setting and planning
罗宾斯管理学第四章练习题
罗宾斯管理学第四章练习题Chapter 4 – Managing in a Global EnvironmentTrue/False QuestionsA MANAGER’S DILEMMA1. According to the company profile in “A Manager’s Dilemma,” Cemex is an example of a company that suffers from parochialism.False (moderate)2. Geocentric is the orientation that best describes the attitude of Cemex toward international business.True (moderate)3. Cemex can be described as a company in Stage 1 of doing business globally.False (moderate)4. The environmental factor that is most important to the adjustment of Cemex expatriate managers is the economic environment.False (moderate)WHAT’S YOUR GLOBAL PERSPECTIVE?5. Americans tend to suffer from parochialism.True (moderate)6. A drawback of the geocentric perspective is that it is inflexible.False (moderate)7. Managers with an ethnocentric attitude would not trust foreign employees with key decisions or technology. True (moderate)8. Managers with a polycentric attitude would view every foreign operation as difficult and hard to understand. True (moderate)9. The polycentric attitude is a world-oriented view focusing on using the best approaches and people from around the globe.False (moderate)UNDERSTANDING THE GLOBAL ENVIRONMENT10. The European Union and the North American Free Trade Agreement created regional trading and cooperative agreements.True (easy)11. The ultimate goal of the European Union (EU) is to have common customs duties and unified industrial and commercial policies as well as a single currency and a regional central bank.True (difficult)12. The primary motivation for the creation of the European Union (EU) was to allow Europeans to reassert their position against the industrial strength of the U.S. and Japan.13. The three original partners of NAFTA are the U.S., Canada, and Mexico.True (easy)False (difficult)15. Mercosur is a trading group made up of South American countries.True (moderate)16. Multinational corporations became commonplace in the mid 1960s.True (moderate)17. Multinational corporations maintain significant operations in two or more countries simultaneously but are based in one home country.True (moderate)18. The transnational corporation characterizes the ethnocentric attitude towards the management of an organization's global business.False (difficult)19. Transnational corporations run their business from their home country.False (easy)HOW ORGANIZATIONS GO GLOBAL20. The first stage when an organization goes international is exporting its products to other countries.True (moderate)21. The second stage of an organization going international is the initial overt entry where the organizationhires foreign representation or contracts with foreign manufacturers.True (difficult)22. In stage three of an organization going international, managers aggressively pursue international markets and may license or franchise to another firm the right to use the organization's brand name, technology, or product specifications.True (difficult)MANAGING IN A GLOBAL ENVIRONMENT23. The legal-political environment is an important factor of managing in a foreign environment.True (easy)24. Only when a country's legal-political environment is unstable or revolutionary is it of concern to managers. False (easy)25. Research indicates that organizational culture has a stronger impact on employees than national culture. False (difficult)26. Mexico is an example of a collectivist nation.True (difficult)27. The United States is an example of a country with lower power distance.28. An increased level of anxiety among its people characterizes a society with high uncertainty avoidance. True (easy)29. Hofstede found that the U.S. culture is well above average on quantity-of-life measures of culture.True (easy)IS A GLOBAL ASSIGNMENT FOR YOU?30. Organizational socialization refers to the process employees go through to adapt to an organization's culture. True (moderate)Multiple ChoiceA MANAGER’S DILEMMA31. According to the company profile of Cemex in “A Manager’s Dilemma,” which of the following environmental factors is most important in the adjustment of the Cemex expatriate managers?a.political environmentb.legal environmentc.economic environmentd.cultural environment (moderate)e.technological environment32. At which of the following stages of doing business globally would Cemex best fit?a.Stage 1b.Stage 2c.Stage 3 (moderate)d.Stage 4e.Stage 533. Which of the following best describes Cemex as a global organization?a.domestic corporationb.multinational corporationc.transnational corporation (moderate)d.transparent corporation34. Which of the following best describes the attitude toward international business of Cemex?a.ethnocentricb.polycentricc.geocentric (moderate)d.parochialWHAT’S YOUR GLOBAL PERSPECTIVE?35. One reason for parochialism in the U.S. is that Americans tend to study _____________ in school.a. only English (easy)b. only two languagesc. English and Frenchd. English and Germane. German and Spanish36. Which of the following describes the current state of world use of languages?a. Germans and Italians, unlike other Europeans, only speak their native language.b. Americans tend to study many other languages in school.c. Most Japanese begin learning English by their third year of high school.d. Americans tend to think of English as the only international business language. (moderate)37. _____________ is a sign that Americans suffer from parochialism.a. Multinationalismb. Monolinguism (moderate)c. Geocentrismd. Polycentrisme. Globalism38. Parochialism isa. acceptance of diverse points of view.b. a desire to leave one's own culture for a foreign culture.c. a tendency to view the world through a single perspective. (moderate)d. recognition of diverse religious beliefs.e. acceptance of one dominant and one secondary "correct" cultural view.39. Which of the following would be an example of a manager displaying a parochial attitude in a foreign environment?a. enjoying the silence in a meeting with Japaneseb. learning how to drink alcohol with meals while negotiating with French counterpartsc. wanting to speed up the pace of bargaining with Spanish traders (difficult)d. speaking Spanish in Mexicoe. reading about the Muslim faith prior to visiting Iraq40. For U.S. businesses to have successful global management, which of the following statements provides the best advice?a. Americans should continue to push for the use of English only.b. Stick to your own customs to avoid embarrassing incidents.c. Make sure foreign business people know you are American so they will speak to you in English.d. Patronize foreign customs until your counterparts become comfortable with the American values.e. Develop an understanding of multicultural differences. (moderate)41. A(n) _____________ attitude is a parochialist belief that home country practices are best.a. ethnocentric (easy)b. polycentricc. geocentricd. internationale. global42. Which of the following is the least favorable attitude for an American manager who wishes to be successful in international business?a. multiculturalb. multicountryc. geocentricd. polycentrice. ethnocentric (easy)43. A(n) _____________ attitude is the view that host country managers know best practices for running their operations.a. ethnocentricb. polycentric (easy)c. geocentricd. internationale. global44. A world-oriented view that focuses on using the best approaches and people from around the globe is referred to as a _______________.a. ethnocentricb. polycentricc. geocentric (easy)d. internationale. global45. Which of the following is not an advantage of a polycentric perspective?a. extensive knowledge of foreign marketb. best people and work approaches used regardless of origin (difficult)c. more support from host governmentd. extensive knowledge of foreign workplacee. committed local managers with high morale46. Which of the following is an advantage of a geocentric perspective?a. extensive knowledge of foreign marketb. best people and work approaches used regardless of originc. more support from host government (difficult)d. extensive knowledge of foreign workplacee. committed local managers with high morale47. The geocentric attitude is a _____________ view.a. nationalb. countryc. culture-boundd. narrowe. world (moderate)48. _____________ management requires enhanced sensitivity to differences in national customs and practices.a. Ethnocentricb. Polycentricc. Global (moderate)d. Parochiale. Domestic49. Successful global management requires _____________.a. rigid application of home country practices.b. enhanced sensitivity to differences in national customs and practices. (moderate)c. Americanization of foreign managers.d. teaching English to foreign nationals.e. a "hands off" attitude.UNDERSTANDING THE GLOBAL ENVIRONMENT50. The Maastricht Treaty was signed in _____________.a. 1989.b. 1990.c. 1991.d. 1992. (moderate)e. 1993.51. The Maastricht Treaty created _____________.a. N.A.F.T.A.b. the E.U. (moderate)c. the Pacific Rim Bloc.d. G.D.P.e. the Economic Alliance of Nations.52. Which of the following is not a member of the European Union?a. Greeceb. Irelandc. Swedend. Norway (difficult)e. Finland53. By the end of this century, there is likely to be a Greater European Economic Alliance that encompasses at least _____________ countries with over _____________ million people.a. 15, 250b. 18, 300c. 21, 425 (difficult)d. 24, 500e. 30, 80054. Which of the following is an impact of the creation of the European Union?a. There is elimination of border taxes, but increased border subsidies between the countries.b. There are no barriers to travel between countries.c. There are no border taxes, but they have retained multiple markets. (difficult)d. There are increased border controls in general.e. A person may travel, but not work, in the participating countries.55. The single European Union (EU) currency will be called thea. Franc.b. Franc-mark.c. Pound.d. Euro. (moderate)e. EUC.56. Which of the following statements is true regarding the European Union?a. Its membership, originally at 12 countries, has shrunk to its present 10 countries.b. It hopes to have a single currency by the year 2002. (difficult)c. Other European countries are avoiding relationships with the EU.d. Though some progress has been made, the EU has basically been a failure.e. The EU is seeking to discourage trade.57. Which of the following is not a member of the Southern Cone Common Market?a. Chileb. Brazilc. Mexico (difficult)d. Argentinae. Bolivia58. The Southern Cone Common Market, made up of Chile, Brazil, Argentina, Paraguay, Uruguay, and Bolivia, is also known as _____________.a. EU.b. Mercosur. (moderate)c. NAFTA.d. SAFTA.e. Association of South American Countries.59. Which of the following statements most accurately reflects the present state of regional cooperative economic agreements?a. The NAFTA countries are expected to merge with the EU countries by the year 2015.b. Regional agreements are expanding worldwide. (difficult)c. Religious barriers have discouraged growth.d. Due to political unrest, Latin American countries have not been able to maintain agreements.e. These agreements are not expected to last due to an increase in nationalistic tendencies.60. The trading bloc made of Brunei, Indonesia, Malaysia, the Philippines, Singapore, Thailand, and Vietnam is _____________.a. NAFTA.b. EU.c. TAFTA.d. ASEAN. (moderate)e. Mercosur.61. International businesses have been around since about what date?a. the 15th centuryb. the 17th centuryc. the 19th century (difficult)d. the 20th centurye. about 195562. Multinational Corporations (MNCs) have only become commonplace since approximately what date?a. mid 1960s (moderate)c. 1945d. mid 1980se. 199063. Which of the following is a basic definition of a multinational corporation?a. A company that maintains significant operations in at least two different countries.b. A company that maintains significant operations in at least two different countries but is based in one home country. (difficult)c. A company that maintains significant operations in at least two different countries and has multiple home bases.d. A company that does business and pays taxes in at least two countries.e.There is no accepted definition of multinational corporation.64. Which of the following is the basic difference between multinational corporations and transnational corporations?a.Multinational corporations typically do business with more countries than transnational corporations.b.Transnational corporations are run by the parent company but must be owned by a local, national company.c.Decision-making in transnational corporations takes place locally rather than from the home country. (difficult)d.Multinational corporations pay more in taxes than transnational corporations.e.There is basically no difference between the two forms of business.65. Which of the following is not a feature of a transnational corporation?a.Decision-making takes place at the local level.b.Nationals are typically hired to run operations in each country.c.Marketing strategies are tailored to each country's culture.d.Product strategies are tailored to each country's culture.e.Products are manufactured only in the local country. (easy)66. Which of the following types of global organizations reflects the polycentric attitude?a. multinationalb. transnational (difficult)c. polycentricd. regionale. borderless67. The _____________ organization approaches global business from the geocentric approach.b. transnationalc. polycentricd. regionale. borderless (difficult)68. According to the text, the ______________ approaches global business from a geocentric attitude.a. multinational corporationb. transnational corporationc. polycentric corporationd. regional corporatione. borderless organization (difficult)HOW ORGANIZATIONS GO GLOBAL69. How many stages are there in an organization's evolution into a global organization?a. oneb. twoc. three (easy)d. foure. five70. Which of the following characterizes the first stage of an organization’s global evolution?a. exporting its products to other countries (difficult)b. cross-culturally training its managersc. hiring foreign brokers to represent the organization's product lined. sending domestic employees on regular foreign business tripse. gaining an understanding of basic foreign tax laws71. When an organization evolves into a global organization, stage _____________ is the most passive step.a. one (moderate)b. twoc. threed. foure. five72. According to the text, most organizations start doing business globally by _____________.a.exporting and importing (easy)b.licensing and franchisingc.strategic alliancesd.joint venturese.setting up foreign subsidiaries73. Which of the following characterizes stage two of an organization’s global evolution?a. exporting its products to other countriesb. cross-culturally training its managersc. hiring foreign representation (difficult)d. licensing another firm to use its brand namee. beginning foreign product manufacturing74. Joint ventures are also termed _____________.a.licenses.b.franchises.c.foreign subsidiaries.d.subsidiaries.e.strategic alliances. (moderate)75. Creating a strategic alliance occurs during which stage of an organization's global evolution?a.oneb.twoc.three (easy)d.foure.five76. A domestic and a foreign firm sharing the cost of developing new products or building production facilities in a foreign country is called a _____________.a.franchising agreement.b.joint venture. (moderate)c.foreign subsidiary.d.brokering agreement.e.production agreement.77. Which of the following characterizes stage th ree of an organization’s global evolution?a.cross-culturally training its managersb.sending domestic employees on regular foreign business tripsc.hiring foreign brokers to represent the organization's product lined.management contracts with a foreign firm to produce its productse.management may create a joint venture (difficult)78. Creating a foreign subsidiary occurs during which stage of an organization's global evolution?a. oneb. twoc. three (easy)d. foure. five79. _____________ present(s) the greatest risk to an organization going international.a. Joint venturesb. Strategic alliancesc. Licensingd. Foreign subsidiaries (difficult)e. FranchisingMANAGING IN A GLOBAL ENVIRONMENT80. Which of the following is NOT listed by your text as an area of significant challenge for an American manager working in a foreign country?a. legal environmentb. economic environmentc. cultural environmentd. religious environment (difficult)e. political environment81. Compared to many other countries, the U.S. legal-political environment is considered _____________.a.radical.b.stable. (moderate)c.unstabled.fixed.e.static.82. Compared to many other countries, changes to the U.S. legal-political environment are considered_____________.a.very fast and effective.b.fast, but not efficient.c.radical.d.slow. (moderate)e.fast, especially when power between the parties shifts.83. Three of the most obvious economic concerns for U.S. managers doing business in foreign countries are _____________.a.fluctuating currency exchange rates, inflation rates, and tax policies. (difficult)b.fluctuating currency exchange rates, tax policies, and pay rates for foreign employees.c.tax policies, pay rates for foreign employees, and banking system variances.d.inflation rates, banking system variances, and fluctuating currency exchange rates.e.pay rates for foreign employees, banking system variances, and delays to accounts receivable.84. Which of the following describes the impact from inflation that managers must consider?a.In small nations, inflation can reach 200 percent.b.It increases the price of labor. (moderate)c.It decreases the price for raw materials, but increases the price for finished goods.d.The direction of its impact on the price of goods varies.e.Its impact is easier on U.S. than foreign organizations.85. Managerial concern about international tax policies _____________.a.is due to varying tax rules from country to country. (easy)b.is more than it should be.c.is low because U.S.-based firms do not pay foreign taxes.d.tends to limit U.S. trade with countries such as England.e.will be reduced with the passage of the Common Foreign Tax Agreement (CFTA) expected to beratified by the end of this decade.86. A country's national culture _____________.a.is very different from the concept of organizational culture.b.is by far the biggest impediment to international business.c.shapes its inhabitant's behavior and worldview. (moderate)d.should not be considered in business agreements due to potential charges of discrimination.e.is an important but minor issue of concern.87. Concerning the interaction between national culture and organizational culture, which of the following is true?a.They tend to cancel out each other.b.National culture is easier to change.c.In the business world, national culture and organizational culture do not interact.d.National culture has a greater impact than organizational culture on employees. (moderate)e.National culture is a social issue, and organizational culture is a business issue.88. Which of the following international management concerns is the most difficult to gain information about?a. legalb. ethicalc. cultural (moderate)d. economice. political89. The reason that a nation's cultural differences are the most difficult to gain information about is because_____________.a.people tend to be sensitive about their own culture.b.providing this information to foreign organizations reduces a competitive business advantage.c.there is little written on the issue.d.it is the most complex issue, and multinational and transnational organizations are relatively new phenomena.e."natives" are least capable of explaining the unique characteristics of their own culture.(difficult)90. According to the text, the most valuable framework to help managers better understand differences between national cultures was developed by ______________./doc/51148ac0bbf3f90f76c66137ee06eff9aef84978.html ton Freidmanb.Michael Porterc.Geert Hofstede (moderate)d.Abraham Maslow91. Which of the following is not a dimension of national culture found by Geert Hofstede?a. individualism versus collectivismb. power distancec. cognitive versus behavioral orientation (difficult)d. uncertainty avoidancee. quantity versus quality of life92. _____________ is a cultural dimension in which people are supposed to look after their own interests and those of their immediate family.a. Power distanceb. Collectivismc. Quantity of lifed. Uncertainty avoidancee. Individualism (easy)93. _____________ is a cultural dimension in which people expect others in their group to look after them and protect them when they are in trouble.a. Power distanceb. Collectivism (easy)c. Quantity of lifed. Uncertainty avoidancee. Individualism94. Hofstede found that the degree of individualism found in a country is closely related to which of followingnational characteristics?a. ageb. wealth (moderate)c. political frameworkd. locatione. language95. The United States is strongly individualistic but low on power distance. Which of the following countries does not demonstrate the same pattern?a. Great Britainb. Australiac. Canadad. Venezuela (difficult)e. Netherlands96. _____________ is a cultural measure of the extent to which a society accepts the unequal distribution of power in institutions and organizations.a. Power distance (easy)b. Uncertainty avoidancec. Quantity of lifed. Quality of lifee. Culture shock97. Which of the following would you find in a country with a high power distance?a. Society accepts narrow differences in organizations.b. Title carries little power, but status power is high.c. little respect for those in authorityd. a meeting with organizational representatives with equal titles (moderate)e. equal distribution of power within organizations98. _____________ is a cultural measure of the degree to which people tolerate risk and unconventional behavior.a. Power distanceb. Uncertainty avoidance (easy)c. Quantity of lifed. Quality of lifee. Culture shock99. According to the text, organizations in which of the following cultures are likely to have formal rules and little tolerance for unusual ideas and behaviors?a.high power distanceb.low power distancec.high uncertainty avoidance (easy)d.low uncertainty avoidance100. _____________ is a national culture attribute describing the extent to which societal values are characterized by assertiveness and materialism.a. Power distanceb. Uncertainty avoidancec. Quantity of life (moderate)d. Quality of lifee. Culture shock101. _____________ is a national culture attribute that reflects the emphasis placed upon relationships and concern for others.a. Power distanceb. Uncertainty avoidancec. Quantity of lifed. Quality of life (moderate)e. Culture shock102. Which of the following is most like the U.S. in terms of power distance, uncertainty avoidance, and quantity-of-life dimensions?a. Singaporeb. Great Britain (easy)c. Portugald. Pakistane. Chile103. _____________ is the feelings of confusion, disorientation, and emotional upheaval caused by being immersed in a new culture.a. Power distanceb. Uncertainty avoidancec. Quantity of lifed. Quality of lifee. Culture shock (easy)IS A GLOBAL ASSIGNMENT FOR YOU?104. The process that employees go through to adapt to an organizat ion’s cultures is referred to as ______________. /doc/51148ac0bbf3f90f76c66137ee06eff9aef84978.html anizational specialization/doc/51148ac0bbf3f90f76c66137ee06eff9aef84978.html anizational socialization (moderate)c.culture shockd.locus of control105. According to the text, studies have shown that most people effectively and comfortably adjust to a new culture after about ______________.a.four to six daysb.four to six weeksc.four to six months (moderate)d.one year。
罗宾斯管理学第11版
《管理学》第11版罗宾斯Sail我是2014年参加的浙财会计学学硕考试，在考研的路上，也经过了许多波折坎坷，但总是告诉自己，前面就是光明。
时间在不断流逝，我们的心是否还依旧平稳，不管如何，希望大家一定要坚持下去，不要让自己后悔，有一段话，献给在考研路上努力奋斗着的童鞋们：贵在主动，重在过程，有心有序，有度有恒，求实求真，躬身力行。
我希望在你们挥汗奋斗的日子里，我能够带给你们一定的光明和正能量，相信自己，坚强地走下去。
加油！A Blueprint for AchievementPractice while others are complaining.Believe while others are doubting.Plan while others are playing.Study while others are sleeping.Decide while others are delaying.Prepare while others are daydreaming.Begin while others are procrastinating.Work while others are waiting.Save while others are wasting.Listen while others are talking.Smile while others are frowning.Compliment while others are criticizing.Persist while others are quitting.Progress while others are lagging behind.Then, you will succeed while others are failing.目录第一篇管理导论 2第1章管理与组织领导 21.1管理者为什么对组织很重要？ 21.2谁是管理者以及他们在那里工作？ 21.3管理者的职能、角色和技能。
罗宾斯管理学章节课件 (4)
3 -5
MANAGERIAL CONSTRAINTS
In reality, managers are neither all-powerful nor helpless. But their decisions and actions are constrained.
As you can see in Exhibit 3-1, external constraints come from the organization’s environment and internal constraints come from the organization’s culture.
posters, pictures, photos, style of dress, etc. How would you characterize the people who work there ? Are they
formal? Casual? Serious? Jovial? Open?
➢The demographic component is concerned with trends in population characteristics such as age, race, gender, education level, geographic location, income, and family composition.
管理学罗宾斯第11版
– Have a distinct purpose (goal) – Are composed of people – Have a deliberate structure
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
• Explain why managers are important to organizations
• Tell who managers are and where they work
• Describe the functions, roles, and skills of managers
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-14
Exhibit 1-5: Mintzberg’s Managerial Roles
Management, Eleventh Edition by Stephen P. Robbins & Mary Coulter
©2012 Pearson Education, Inc. publishing as Prentice Hall
1-7
What Do Managers Do?
• Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively.
(完整版)罗宾斯《管理学》第11版知识点总结,推荐文档
罗宾斯《管理学》第11版知识点总结第一章管理与组织导论管理者之所以重要，是因为：时代的不确定性需要管理者的管理技能和能力；管理者对工作的顺利完成至关重要；管理者对组织举足轻重。
管理者通过协调和监管其他人的活动以达到组织目标。
基层-中层-高层管理者组织是对人员的一种精心安排，以实现某个特定目标。
管理是协调和监管其他人的工作活动，从而使他们有效率，有效果地完成工作。
效率是指以尽可能少的投入获得尽可能多的产出。
（正确地做事）效果是指完成工作活动以实现组织的目标。
（做正确的事）三种描述管理者做什么的方法：职能、角色、技能。
管理职能：亨利.法约尔——计划、组织、指挥、协调、控制当今本教材——计划、组织、领导、控制明茨伯格的管理角色：人际关系角色（挂名首脑、领导者、联络者）、信息传递角色（监听者、传播者、发言人）、决策制定角色（企业家、混乱驾驭者、资源分配者、谈判者）卡茨关于管理技能的理论：技术技能、人际技能、概念技能管理者面临的变化：数字化、对组织和管理伦理的更多强调、更激烈的竞争、不断变化的安全威胁；顾客重要性的提升、创新重要性的提升、可持续性重要性的提升。
为什么学管理？管理的普遍性；工作的现实；管理者的回报。
附加模块——管理史亚当.斯密在1776年出版的《国富论》中提出了劳动分工/工作专业化。
管理方法的四个时期：古典方法（科学管理，一般管理）——定量方法——行为方法（早期倡导者，霍桑研究，组织行为）——当代方法（系统方法，权变方法）科学管理——弗雷德里克.泰勒以及弗兰克.吉尔布雷斯和莉莲.吉尔布雷斯科学管理——使用科学的方法来确定一种完成工作的“最佳方法”。
泰勒——生铁块搬运实验，砌砖实验吉尔布雷斯夫妇——测微计时表的发明一般管理理论——更多地关注管理者做什么以及什么构成了良好的管理行为。
法约尔——管理职能，14条管理原则马克思.韦伯——德国社会学家，认为理想的组织类型是官僚行政组织——一种以劳动分工、定义清晰的等级制、详细的规章制度以及非个人的关系为特征的组织形式。
最新学(斯蒂芬·p.罗宾斯)(11版中文)
管理技能
Robert L.Katz的观点： 技术技能、人际技能、概念技能 美国管理协会的调查结果： 概念技能、沟通技能、效果技能、人际
技能； 管理技能与管理职能之间的关系。 管理技能与管理层次之间的关系。
Skills needed at different managerial levels
我们所处的领域可能不同，我们从事的工 作可能不一样，我们可能工作在组织的不 同层面上，面临着不同的环境、解决着不 同的问题、肩负着不同的责任，但就管理 的基本内核而言，其主要的原理、职能和 方法是大致相同的。
治大国如烹小鲜，齐家、治国、平天下， 其基本道理是相通的。
五、为什么要学习管理
管理的普遍性：管理都是对于组织而言的。 我们每天都要和组织打交道（直接的和间 接的），我们几乎都隶属于和置身于某一 个或几个组织之中。
就像管理的概念不等于领导一样，管理者 也不等同于领导者。
Management functions
Planning Controlling
Organizing
Leading
Managerial job types
▪functions of management differs by managerial levels:
一、历史背景
管理实践活动的存在已经有了几千年的历史，而 管理理论的出现或者对管理的系统研究却是工业 革命以后的事情（1911年）。
二、什么是管理？
管理就是让他人做事（协调和监督他人的活 动）。(coordinates and oversees)
做什么事？怎样去做事？ 做正确的事（效果 effectiveness ）
正确地做事（效率 efficiency ） 让做事的人做得开心、做得心甘情愿 让做事的人做得有成就感 让做事的人把做组织的事当作像做自己的事一样。 管理是“有效率和有效果地协调他人的工作”的活动。
罗宾斯管理学第11版
《管理学》第11版罗宾斯Sail我是2014年参加的浙财会计学学硕考试，在考研的路上，也经过了许多波折坎坷，但总是告诉自己，前面就是光明。
时间在不断流逝，我们的心是否还依旧平稳，不管如何，希望大家一定要坚持下去，不要让自己后悔，有一段话，献给在考研路上努力奋斗着的童鞋们：贵在主动，重在过程，有心有序，有度有恒，求实求真，躬身力行。
我希望在你们挥汗奋斗的日子里，我能够带给你们一定的光明和正能量，相信自己，坚强地走下去。
加油！A Blueprint for AchievementPractice while others are complaining.Believe while others are doubting.Plan while others are playing.Study while others are sleeping.Decide while others are delaying.Prepare while others are daydreaming.Begin while others are procrastinating.Work while others are waiting.Save while others are wasting.Listen while others are talking.Smile while others are frowning.Compliment while others are criticizing.Persist while others are quitting.Progress while others are lagging behind.Then, you will succeed while others are failing.目录第一篇管理导论 2第1章管理与组织领导 21.1管理者为什么对组织很重要？ 21.2谁是管理者以及他们在那里工作？ 21.3管理者的职能、角色和技能。
罗宾斯管理学11版课后答案
罗宾斯管理学11版课后答案【篇一：管理学罗宾斯7版课后习题解答】管理与组织导论一、谁是管理者1.管理者在哪些方面不同于非管理人员？答：协调其他人的工作——区分了管理岗位与非管理岗位。
2.说明为什么并不总能很容易地确定谁是组织中的管理员。
答：组织以及工作正在变化的性质模糊了管理者与非管理雇员之间的界限，许多传统的职位现在都包括了管理性的活动，特别是在团队中（团队成员通常要制定计划、决策以及监督自己的绩效），非管理雇员也承担着过去是管理者的一部分职责。
补充：⑴管理者：管理者是这样的人，他通过协调其他人的活动达到与别人一起或者通过别人实现组织的目标。
3.对比三种不同的管理层次。
答：①基层管理者是最低层的管理人员，他们管理着非管理雇员所从事的工作，这些工作生产和提供组织的产品。
②中层管理者包括所有处于基层和高层之间的各个管理层次的管理者，这些管理者管理着基层管理者。
③高层管理者处于或接近组织顶层，他们承担着制定广泛的组织决策、为整个组织制定计划和目标的责任。
注：并不是所有的组织都具有金字塔形的组织结构，但都需要某个人来扮演管理者的角色，即需要有人来协调工作和活动，以便能够同别人一起或者通过别人来实现组织的目标。
二、什么是管理和管理者做什么一个协调工作活动的过程，以便能够有效率和有效果地同别人一起或通过别人实现组织的目标。
要点：①过程代表了一系列进行中的有管理者参与的职能或活动，这些职能一般划分为计划、组织、领导和控制。
②协调其他人的工作——区分了管理岗位与非管理岗位。
③有效率和有效果地完成组织的工作活动。
4.如何理解管理是一个过程。
答：上面要点①。
5.定义效率和效果。
答：①效率是指以尽可能少的投入获得尽可能多的产出。
通常指的是“正确地做事”，即不浪费资源。
②效果通常是指“做正确的事”，即所从事的工作和活动有助于组织达到其目标。
③可见，效率是关于做事的方式；效果是指实现组织目标的程度，涉及事情的结果。
6.解释效率和效果对管理的重要性。
管理学(斯蒂芬·P.罗宾斯)(11版中文)
二、外部环境：约束和挑战
一般环境 具体环境 环境对管理者的影响
一般环境（1）
对所有组织都会产生影响； 组织在短时间内无法加以改变和影响而只 能适应和调整自己。 经济条件 政治/法律条件 社会文化条件 技术条件 自然条件
一般环境（2）
经济环境： 经济发展的阶段状况：萧条、停滞、 复苏、增长； 人均收入与购买力； 人口总数与市场潜力； 物价水平；基础设施；发展均衡性； 利率、汇率、投资率
管理学（Stephen P. Robbins)
第一篇 管理导论
管理与组织导论 管理史 理解管理的情境：约束与挑战
第一章 管理与组织导论
谁是管理者 什么是管理 管理者做什么 管理者工作是如何变化的 为什么要学习管理
一、谁是管理者？
他们是通过协调和监督他人的活动达到组织目 标的人 他们有着不同的称呼和头衔 他们区别于非管理者； 对绝大部分人而言，他们既是管理者，又是被 管理者 管理和被管理的主体都是“人” 管理者可以分为多种不同的层级和处于不同的 领域
附3：规范化管理的十大制度
企 业 员 工 手 册
企 文企 文企 业 标岗 准单 规企 企 企 业 件业 件业 务 准位 位 范业 业 业 文 激 业流 角 、 组组系 化 励 务程 色 部 织织统 章 机 流图 个 门 运构分 程 制 程 人 工 行架析 建 说 工 作 管图文 设 明 作 标 理 件
四、定量方法（管理科学理论）
数学和统计方法 全面质量管理
五、当代方法（管理理论）
过程方法 系统方法 权变方法
六、现代管理实践的发展
管理内涵进一步拓展 管理组织更加多样化发展 管理方法日渐科学 管理手段更加自动化 管理实践更加丰富化 管理的责任更加宽泛化
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。
罗宾斯《管理学》 (14)
管理学04 IV篇组织01 10章组织的基础04 组织设计的权变方法如果我们将上述传统的原则组合到一起，我们会得出一个结论：早期大多数学者所相信的理想化的结构设计是机械式组织或官僚行政组织。
今天，我们认识到，并不存在一种唯一的“理想”组织设计适合于所有的情况。
正如我们在计划及其他许多管理概念中发现的，理想的组织设计取决于各种权变因素。
在这一节中，我们先对组织设计的两种一般模式作一考察，然后再分析各自适用的权变因素情况。
机械式与有机式组织图10-11描述了两种不同的组织形式。
机械式组织(Mechanistic organization，也称官僚行政组织)是综合使用传统设计原则的自然产物。
坚持统一指挥的结果也就产生了一条正式的职权层级链，每个人只受一个上级的控制和监督。
而保持窄的管理跨度，并随着组织层次的提高缩小管理跨度，这样也就形成了一种高耸的、非人格化的结构。
当组织的高层与低层距离日益扩大时，高层管理会增加使用规则条例，因为他们无法对低层次的活动通过直接监督来进行控制并确保标准作业行为得到贯彻，所以高层管理者要以规则条例来替代。
古典学者们对高度劳动分工的信任导致了工作变得简单、常规化和标准化。
通过部门化方法的采用而产生的进一步专业化使组织的非人格化特征增强，同时也提出了以重叠的管理层次来协调专业化部门的需要。
用我们前面定义的组织结构术语来说，我们发现古典学者们提倡所有的组织都必须是高度复杂化、高度正规化和高度集权化的。
结构应该像高效率的机器一样，以规则、条例和正规化作为润滑剂。
人性和人的判断应该被减少到最低限度，因为它会产生非效率和不一致。
而标准化则会导致稳定和可预见性。
所以，混乱和模糊性应该尽量避免。
有机式组织(Organic organization，也称适应性组织)则与机械式组织形成一种鲜明的对照；它是低复杂性、低正规化和分权化的。
有机式组织是一种松散、灵活的具有高度适应性的形式；而机械式组织则是僵硬、稳定的。
2011-罗宾斯-管理学-11版-英文PPT-09
Step 6: Evaluating results
Analyzing financial and physical assets is fairly easy, but assessing intangible assets (employee skills, culture, corporate reputation, etc.) isn’t as simple.
Functional strategy - the strategies used by an organization’s various functional departments to support the competitive strategy.
Threat of New Entrants
Core competencies - the organization’s major value-creating capabilities that determine its competitive weapons.
Step 4: Formulating strategies
Develop and evaluate strategic alternatives.
Strategic management - what managers do to develop the organization’s strategies.
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。
罗宾斯管理学11版第四章小结
一Workplace diversity and its importance工作场所的多样性及其重要性1 Workforce Diversity 劳动力多样化-the ways in which people in an organization are different from and similar to one another.·Levels of DiversitySurface-level diversity表面层次多样性：Easily perceived differences that may trigger certain stereotypes, but do not necessarily reflect the ways people think or feel.Deep-level diversity深层次的多样性：Differences in values, personality, and work preferences.2 Why is Workforce Diversity so Important?二The Changing Workplace变化的工作场所1 Characteristics of the US Population美国人口特征2 What about Global Workforce ChangesGrowing number of population of the world：From 7 billion (2010) (CIA)To 9 billion in 2050 世界人口的增长：从70亿（2010）（）到90亿（2050）An aging population：Population aged 80 is projected to increase 233% from 2008 to 2040 人口老龄化：80岁的人口将从233%上升到20403 Characteristics of China·One child of each family·Aging·Declined growth rate of workforce migrants三Types of Workplace Diversity工作场所多样性的类型1 Age -Both Title VII of the Civil Rights Act of 1964 and the Age Discrimination in Employment Act of 1967 prohibit age discrimination.1964和1967禁止年龄歧视的劳动法第七条民事权利法第七条和年龄歧视法。
管理学(第11版)重点整理
第一章管理学：以鼓励人的踊跃性、提高组织效率为目标，必需兼顾多数人的一般行为和少数人的特殊行为，因为少数的特殊行为以对提高组织效率超级重要。
1.2.1 谁是管理者？管理者是通过协调和监督其他人的活动达到组织目标的人。
管理者做什么？管理是通过协调和监督他人的活动，有效率和有效果地完成工作。
效率是指以尽可能少的投入取得尽可能多的产出。
效果是指所从事的工作和活动有助于组织达到其目标。
1.3.1管理职能:计划、组织、指挥、协调、控制附加一一．泰勒的科学管理原则1.为每项工作的每一组成要素开发一种科学的方式，以代替陈腐的经验方式2.科学地挑选、培训、教诲和培育工人3.与工人合作，确保所有工作都按业已形成的科学原则完成4.在管理者与工人之间尽可能相等地划分工作和职责。
管理者承担自己比工人更胜任的全数工作。
二．法约尔的14条管理原则:1.劳动分工2.职权3.纪律4.统一指挥5.统一方向6.个人利益服从整体利益7.报酬8.集权9.品级链10.秩序11.公平12.人员任期的稳固性13.主动性14.团队精神三．权变方式1权变方式：因为组织不同，面对的情境不同，所以可能要求不同的管理方式。
2权变变量：组织规模、任务技术的例行程度、环境的不肯定性、个体不同四．什么是创业精神？利用机缘开创企业的进程，其三个主题是对机缘会追求、创新和增加第二章2.1.1管理全能论：一个组织管理者的素质，决定了这一组织本身的素质。
好的管理者应该预测转变、发掘机缘、改善不良绩效，并领导组织实现目标，如有必要，乃至改变目标。
2.1.2管理象征论：组织的成败专门大程度上归因于管理者无法控制的外部力量（经济、顾客、政府政策、竞争者行动、行业环境等）。
2.3.1组织文化：是组织成员共有的价值观、行为准则、传统习俗和做事的方式，它影响了组织成员的行为方式。
2.3.2一强文化1雇员对组织的大体价值观的同意程度和许诺程度越大，文化就越强。
2组织文化的强弱取决于组织的规模、历史、雇员的流动程度和文化起源的强烈程度，而且已形成了明确的价值观。
罗宾斯《管理学》(第11版)笔记和课后习题答案资料
罗宾斯《管理学》（第11版）笔记和课后习题（含考研真题）详解[视频讲解]完整版>精研学习䋞>试用20％资料全国547所院校视频及题库资料考研全套>视频资料>课后答案>往年真题>职称考试为了帮助参加研究生入学考试指定考研参考书目为罗宾斯主编的《管理学》（第11版）的考生复习专业课，我们根据教材和名校考研真题的命题规律精心编写了学习辅导书。
本书提供与教材配套的名校笔记、课后习题与考研真题详解，同时也提供圣才名师对教材的点评与解读（高清视频）。
具体来说包括以下四部分：（1）介绍教材特点，点评教材内容（2小时高清视频讲解）。
圣才名师高清视频独家讲解本教材的特点，与国内外其他管理学教材进行对比，并点评教材的重点内容，从整体上讲述教材的特点和重点。
（2）整理名校笔记，浓缩内容精华。
本书每章的复习笔记均对该章的重难点进行了整理，并参考了国内名校名师讲授该教材的课堂笔记。
因此，本书的内容几乎浓缩了该教材的所有知识精华。
（3）解析课后习题，提供详尽答案。
本书参考大量管理学相关资料对罗宾斯《管理学》（第11版）的所有课（章）后习题进行了详细的分析和解答，并对相关重要知识点进行了延伸和归纳。
（4）精选考研真题，巩固重难点知识。
为了强化读者对重要知识点的理解，本书精选了部分名校的管理学考研真题，并提供了详细的答案解析，这些高校均以该教材作为考研参考书目。
所选考研真题基本涵盖了每章的考点和难点，特别注重理论联系实际，突显当前热点。
第一部分开篇导读[1小时视频讲解]第二部分笔记和课后习题（含考研真题）详解第1篇管理导论第1章管理与组织导论1.1复习笔记1.2课后习题详解1.3考研真题详解附加模块一管理史复习笔记课后习题详解考研真题详解第2章理解管理的情境：约束和挑战2.1复习笔记2.2课后习题详解2.3考研真题详解第2篇综合的管理问题第3章全球环境中的管理3.1复习笔记3.2课后习题详解第4章对多样性的管理4.1复习笔记4.2课后习题详解4.3考研真题详解第5章对社会责任和道德规范的管理5.1复习笔记5.2课后习题详解5.3考研真题详解第6章对变革和创新的管理6.1复习笔记6.3考研真题详解第3篇计划第7章作为决策者的管理者7.1复习笔记7.2课后习题详解7.3考研真题详解第8章计划的基础8.1复习笔记8.2课后习题详解8.3考研真题详解第9章战略管理9.1复习笔记9.2课后习题详解9.3考研真题详解附加模块二计划工具和技术复习笔记课后习题详解考研真题详解第4篇组织第10章基本的组织设计10.1复习笔记10.2课后习题详解10.3考研真题详解第11章适应能力强的组织设计11.1复习笔记11.2课后习题详解11.3考研真题详解第12章人力资源管理12.1复习笔记12.2课后习题详解12.3考研真题详解第13章团队管理13.1复习笔记13.2课后习题详解13.3考研真题详解第5篇领导第14章理解个体行为14.1复习笔记14.2课后习题详解14.3考研真题详解第15章管理者与沟通15.1复习笔记15.2课后习题详解15.3考研真题详解第16章激励员工16.1复习笔记16.2课后习题详解16.3考研真题详解第17章作为领导者的管理者17.1复习笔记17.2课后习题详解17.3考研真题详解第6篇控制第18章控制导论18.1复习笔记18.2课后习题详解18.3考研真题详解第19章运营管理19.1复习笔记19.2课后习题详解19.3考研真题详解附录管理创业型企业复习笔记课后习题详解考研真题详解第三部分罗宾斯《管理学》教材点评及总结[1小时视频讲解]。
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Glass Ceiling - the invisible barrier that separates women and minorities from top management positions.
Describe the changing workplaces in the United States and around the world
Explain the different types of diversity found in workplaces Discuss the challenges managers face in managing diversity Describe various workplace diversity management
Religion - Title VII of the Civil Rights Act prohibits discrimination on the basis of religion.
GLBT: Sexual Orientation and Gender Identity U.S. federal law does not prohibit discrimination against employees on the basis of sexual
Deep-level diversity -
Differences in values, personality, and work preferences.
Exhibit 4-2: Benefits of Workforce Diversity
Race and Ethnicity
Race - the biological heritage (including skin color and associated traits) that people use to identify themselves.
Ethnicity - social traits (such as cultural background or allegiance) that are shared by a human population.
Exhibit 4-3: Changing Population Makeup Hale Waihona Puke f the United States
Exhibit 4-4: Global Aging: How Much do You Know?
Exhibit 4-4: Global Aging (cont.)
Types of Diversity
Age - Both Title VII of the Civil Rights Act of 1964 and the Age Discrimination in Employment Act of 1967 prohibit age discrimination.
Managing Diversity
BUS 206 Erlan Bakiev, Ph. D.
Zirve University Spring 2012
Managing Diversity Learning Outcome
Define workplace diversity and explain why managing it is so important
initiatives
What is Workforce Diversity?
Workforce Diversity - the ways in which people in an organization are different from and similar to one another.
Gender - Women (49.8%) and men (50.2%) now each make up almost half of the workforce.
Challenges in Diversity (cont.)
Stereotyping - judging a person based on a prejudicial perception of a group to which that person belongs.
Prejudice - a pre-conceived belief, opinion, or judgment toward a person or a group of people.
Types of Diversity
Disability/Abilities - The Americans With Disabilities Act of 1990 prohibits discrimination against persons with disabilities.
Exhibit 4-1: Timeline of the Evolution of Workforce Diversity
Levels of Diversity
Surface-level diversity-
Easily perceived differences that may trigger certain stereotypes, but do not necessarily reflect the ways people think or feel.
Exhibit 4-5: Types of Diversity Found in Workplaces
Challenges in Managing Diversity
Bias - a tendency or preference toward a particular perspective or ideology.