罗宾斯《管理学》内容概要,中英文对照
罗宾斯《管理学：原理与实践》(第7版)中英文对照PPT第3章
管理者制定的决策
计划 什么是组织的长期目标 领导 我应该如何处理员工缺乏动力的情况
采取什么战略可以最好地实现这些目标
组织的短期目标是什么
在特定情境下，什么是最有效的领导风格
某些改变将如何影响员工的工作效率
制定个体目标有多困难
组织 应该有多少员工向我直接汇报
何时是激发冲突的好时机
控制 组织中什么活动需要控制
• 非程序化决策 Nom programmed Decision
– 一个需要定制解决的独一无二、不会重复发生 的决策 – The decisions are unique and nonrecurring
3-14
程序化决策Programmed Decision P68
• 政策 Policies
– 为重复问题制定决策而设定参数的一个普遍的指导
3-12
问题的类型 Types of Decisions P67
• 结构性问题 Structured problems – 直观的、熟悉和易于决定的问题 – The goal of decision maker is clear, the problem familiar , and information about the problem easily defined and complete. • 非结构化问题 Ill-structured problems – 新的或是不寻常的，有关此类问题的信息是模糊的、 不完全的 – They are new or unusual. Informatio about such problem is ambiguous or incomplete.
Chapter
决策基础
Foundations of Decision Making
罗宾斯管理学双语教学讲稿3
ThreeOrganizational Culture and the Environment The Constraints 1. INTRODUCTION.Managers must be aware that organizational culture and organizational environments will influence both the way an organization is managed as well as its effectiveness. In this chapter, both organizational culture and organizational environment are explored in order to understand the complexities involved with each.2.THE MANAGER: OMNIPOTENT OR SYMBOLIC?Two positions on the role that managers play in an organization’s su ccess or failure have been proposed.The omnipotent view of management says that managers are directly responsible for the success or failure of an organization. This view of managers as omnipotent is consistent with the stereotypical picture of the take-charge executive who can overcome any obstacle in carrying out the organization’s objectives. When organizations perform poorly, someone must be held accountable. Ac cording to this view, that “someone” has been management.The symbolic view of management takes the view that much of an organization’s success or failure is due to external forces outside managers’ control. 1.What managers do affect greatly are symbolic outcomes.2. Organizational results are influenced by factors outside the control of managers: economy, market changes, governmental policies, competitors’ actions, the state of the particular industry, the control of proprietary technology, and decisions made by previous manager in the organization. 3. The manager’s role is seen as creating meaning out of randomness, confusion, and ambiguity. 4. According to the symbolic view, the actual part that management plays in the success or failure of an organization is minimal.Reality suggests a synthesis. In reality, managers are neither helpless nor all powerful. Instead, it’s more logical to look at the manager operating within constraints imposed by the organization’s culture and environment. (See Exhibit 3.1.)3.THE ORGANIZATION’S CULTURE.Just as individuals have a personality, so, too, do organizations. We refer to an organiza tion’s personality as its culture.A. Organizational culture is a system of shared meaning and beliefswithin an organization that determines, in large degree, how employeesact. This definition implies:1. Individuals perceive the organizational culture on the basis ofwhat they see, hear, or experience within the organization2. Organizational culture is shared by individuals within theorganization.anizational culture is a descriptive term. It describes rather thanevaluates.4. Seven dimensions of an organization’s culture have beenproposed (see Exhibit3.2):a. Innovation and risk taking (the degree to whichemployees are encouraged to be innovative and takerisks)b. Attention to detail (the degree to which employees areexpected to exhibit precision, analysis, and attention todetail)c. Outcome orientation (the degree to which managersfocus on results or outcomes rather than on thetechniques and processes used to achieve thoseoutcomes)d. People orientation (the degree to which managementdecisions take into consideration the effect on peoplewithin the organization)e. Team orientation (the degree to which work activitiesare organized around teams rather than individuals)f. Aggressiveness (the degree to which people areaggressive and competitive rather than easygoing andcooperative)g. Stability (the degree to which organizational activitiesemphasize maintaining the status quo in contrast togrowth)5. Exhibit 3.3describes how the cultural dimensions can becombined to create significantly different organizations.B. Strong vs. Weak Cultures.1.Strong cultures are possessed by those organizations in whichthe key values are intensely held and widely shared.2. Whether an organization’s cultur e is strong, weak, or somewherein between will depend on organizational factors such as size,age, employee turnover rate, and intensity of original culture.3. A culture will have increasing impact on what managers do as itbecomes stronger.4. Most orga nizations have moderate to strong cultures. There’shigh agreement on what’s important, what defines “good”employee behavior, and so forth.5. Studies of organizational culture have shown various results.One found that employees in firms with strong cultures weremore committed to their firm than employees in firms with weakcultures. Organizations with strong cultures also used theirrecruitment efforts and socialization practices to build employeecommitment. And an increasing body of research suggests thatstrong cultures are associated with high organizationalperformance.C.The original source of an organization’s culture is usually a reflection of thevision or mission of the organization’s founders. It results from the interaction between the foun ders’ biases and assumptions and what the first employees subsequently learned from their own experiences.D. How an Organization’s Culture Continues.1.Once a culture is in place, practices help maintain it.2.Hiring practices reflect the culture in terms of fit.3.Actions of top executives.4.Employees adapt to an organization’s culture throughsocialization—where new employees learn the organization’sway of doing things.5.Exhibit 3.4summarizes how an organization’s culture isestablished and maintained.E. How Employees Learn Culture.1.Culture is transmitted principally through stories, rituals,material symbols, and language.2. Organizational stories are one way that employees learn theculture. These stories typically involve a narrative of significantevents or people.3. Rituals are repetitive sequences of activities that express andreinforce the key values of the organization, what goals are mostimportant, which people are important, and which areexpendable.4. The use of material symbols is another way in which employeeslearn the culture, learn the degree of equality desired by topmanagement, and find out who is important and the kinds ofbehavior that are expected and appropriate.5. Finally, language is often used to identify members of a culture.Learning this language indicates members’ willingness to acceptand preserve the culture. This special lingo acts as a commondenominator that unites members of a given culture.F.How Culture Affects Managers. Because the organizational cultureestablishes constraints on what managers can and cannot do, it’s particularly relevant.1. The link between corporate values and managerial behavior isfairly straightforward.2. The culture conveys to managers what is appropriate behavior.3. A n organization’s culture, particularly a strong one, constrains amanager’s decision-making options in all managerial functions.(See Exhibit3.5.)4.CURRENT ORGANIZATIONAL CULTURE ISSUES FACING MANAGERS.Four current cultural issues managers should consider:A.Creating an Ethical Culture. (See Exhibit3.6 for suggestions on howmanagers can create a more ethical culture).1. Content and strength of an organization’s culture influence itsethical climate and ethical behavior of its members.2. Strong organizational culture will exert more influence onemployees than a weak one.3. An organizational culture most likely to shape high ethicalstandards is one that’s big in risk tolerance, low to moderate inaggressiveness, and focuses on means as well as outcomes.B.Creating an Innovative Culture1. What does an innovative culture look like? Swedish researcherGoran Ekvall provides these characteristics:a. Challenge and involvementb. Freedomc. Trust and opennessd. Idea timee. Playfulness/humorf. Conflict resolutiong. Debatesh. Risk-takingB.Creating a Customer-Responsive Culture1. What does a customer-responsive culture look like? Research showsthe following six characteristics that are routinely present: (seeExhibit3.7for managerial actions to make their cultures morecustomer responsive).a. Type of employeeb. Few rigid rules, procedures, and regulationsc. Widespread use of empowermentd. Good listening skillse. Role clarityf.Employees who are conscientious in desire to pleasecustomersB.Spirituality and Organizational Culture1. Workplace spirituality is the recognition that people have an innerlife that nourishes and is nourished by meaningful work that takesplace in the context of community.2. Five cultural characteristics evident in spiritual organizationsa. Strong sense of purposesb. Focus on individual developmentc. Trust and opennessd. Employee empowermente. Toleration of employee expression5. THE ENVIRONMENT.The impact of the external environment on a m anager’s actions and behaviors cannot be overemphasized. There are forces in the environment that play a major role in shaping man agers’ endeavors.A. The environment is defined as outside institutions and forces outsidethe organization that potentially affect an organization’s performance.1. The specific environment is that part of the environment thatincludes the constituencies that are directly relevant to theachievement of an organiza tion’s goals.a. The specific environment is unique and changes withconditions.b. It also varies depending on the niche the organizationserves with respect to the range of products or services itoffers and the markets it serves.c. The main constituencies include customers, suppliers,competitors, and pressure groups.1) Suppliers include firms that provide materialsand equipment as well as providers of financialand labor inputs. Managers seek to ensure asteady flow of the needed materials, equipment,financial, and labor inputs at the lowest possibleprice.2) Customers are the reasons that organizationsexist, as they absorb the outputs. They obviouslyrepresent potential uncertainty, particularly iftheir tastes and desires change.3) Competitors cannot be ignored. They’re animportant environmental force to monitor andrespond to. Most organizations have one ormore competitors.4) Pressure groups also cannot be ignored bymanagers. Changes in social and politicalmovements influence the power that thesepressure groups have on organizations.2. The general environment includes the broad economic,political/legal, sociocultural, demographic, technological, andglobal conditions.a. Economic conditions include interest rates, inflationrates, changes in disposable income, stock marketfluctuations, and the general business cycle, amongother things.b. Political/legal conditions include the general politicalstability of countries in which an organization doesbusiness and the specific attitudes that elected officialshave toward business. Federal, state, and localgovernments can influence what organizations can andcannot do (See Exhibit3.9for a listing of significantlegislation affecting businesses.)c. Sociocultural conditions include the changingexpectations of society. Societal values, customs, andtastes can change, and managers must be aware of thesechanges.d. Demographic conditions, including physicalcharacteristics of a population, such as gender, age, levelof education, geographic location, income and familycomposition, can change, and managers must adapt tothese changes.e. Technological conditions include the changes that areoccurring in technology.f. Global factors include global competitors and globalconsumer markets.B. How the Environment Affects Managers.Environments are not all the same. They differ in the amount of environmental uncertainty, which is defined as the degree of change and complexity in an organi zation’s environment. (See Exhibit3.10.)1. Degree of change is measured as dynamic or complex. If thecomponents in an organization’s environment change frequently,it’s a dynamic environ ment. If change is minimal, theenvironment is called a stable one.2. The other dimension of uncertainty relates to the degree ofenvironmental complexity, which is defined as the number ofcomponents in an organiza tion’s environment and the extent ofan organization’s knowledge about its environmentalcomponents.3. If the number of components is minimal and there’s minimalneed for sophisticated knowledge, the environment is classifiedas simple. If there are a number of components, they are notsimilar, and there is a high need for sophisticated knowledge, theenvironment is complex.4. Because uncertainty is a threat to organizational effectiveness,managers try to minimize itC. The more obvious and secure an organization’s relationships becomewith external stakeholders, the more influence managers will have overorganizational controls.1. Stakeholders are any constituencies in the organization’sexternal environment that are affected by, or have a vestedinterest in, the organization’s de cisions and actions. (SeeExhibit3.11 for an identification of some of the most commonones.)2. Stakeholder relationship management is important for tworeasons:a. It can lead to improved predictability of environmentalchanges, more successful innovation, greater degrees oftrust, and greater organizational flexibility to reduce theimpact of change.b. It is the “right” thing to do, because organizations aredependent on external stakeholders as sources of inputsand outlets for outputs and should be considered whenmaking and implementing decisions.3. Stakeholder relationships are managed using four steps:a. Identify external stakeholdersb. Determine the specific interests of each stakeholdergroupc. Decide how critical these interests are to theorganizationd. Determine what specific approach managers should useto manage each relationship based on criticalness ofstakeholder and environmental uncertainty.1. Refer to Exhibit 3.3. How would a first-line manager’s job differ in these twoorganizations? How about a top-level manager’s job?In Organization A, there’s strong attention to detail and little innovation and risk taking. Teamwork would not be encouraged, and employees would be viewed asa means to an end. Strict controls would be placed on workers, and taskachievement would be most important. The supervisor would not have much latitude and would do things “by the book.”In Organization B, innovation and risk taking are highly encouraged.The supervisor would have more autonomy in how to achieve goals. Employees would be given the opportunity to provide input, and a team approach is used.People are viewed as important contributors. T he supervisor’s job would be more like that of a coach, encourager, and facilitator.2. Describe an effective culture for (a) a relatively stable environment and (b) adynamic environment. Explain your choices.An effective culture for a relatively stable environment would likely emphasize outcomes such as quality and productivity and have strong attention to detail. It wouldn’t need to have high levels of innovation and risk taking or aggressiveness.On the other hand, an effective culture for a dynamic environment would likely emphasize aggressiveness, innovation and risk taking, and team orientation. To stay on top of the continual environmental changes, this organization’s culture would need to celebrate work behaviors that kept the organization on top.3. Classrooms have cultures. Describe your class culture using the sevendimensions of organizational culture. Does the culture constrain your instructor? How?Answers to this question will vary. Have students look at the seven dimensions of organizational culture described in the text and rate them from high to low for the class. One point you might want to explore is what role the instructor plays in establishing the culture of the classroom. Then, relate this to what role a manager might play in establishing the culture of an organization or organizational unit.4. Can culture be a liability to an organization? Explain.A culture in which the organization exits (or the organization’s culture) could bea liability in extreme cases. In a global environment one can see where thiscould have an impact. For example, if the society (and organizational cultures) discriminates against certain ethnic groups or on the basis of gender or engages in exploitation of workers, this could create a backlash from consumers in other nations (see for example Reebok and Nike’s troubles regarding manufacturing in emerging nations).5. Why is it important for managers to understand the external forces that areacting on them and their organization?The external environment consists of many factors that have an impact on the organization. Political and legal factors (government regulations), demographics (that can affect labor supply), technological improvements, and other factors directly affect the management of the organization including planning and decision-making.6.“Businesses are built on relationships.” What do you think this statementmeans? What are the implications for managing the external environment?Organizations depend on their environment and their stakeholders as a source of inputs and a recipient of outputs. Good relationships can lead to organizationaloutcomes such as improved predictability of environmental changes, more successful innovations, greater degrees of trust among stakeholders, and greater flexibility in order to act to reduce the impact of change. Also, relationship management and the maintaining of good relationships have been proven by many researchers to have an effect on organizational performance. The high-performing companies tend to consider the interests of all major stakeholder groups as they make decisions.7.What would be the drawbacks to managing stakeholder?The term boundary spanner refers to the fact that managers must span (bridge) the boundary between the organization and its environment. When managers are being boundary spanners, or are utilizing stakeholder management or stakeholder partnering, the boundaries of the organization are going to become more flexible and permeable. This could lead to or ganizational information being “leaked” or known outside of the organization. And, in addition, these relationship management techniques all require mangers’ time, which can be a very limited commodity to begin with.。
管理学斯蒂芬P罗宾斯版中文
管理学斯蒂芬P罗宾斯版中文一、介绍管理学是一门研究组织与管理的学科，而斯蒂芬P罗宾斯的《管理学》一书是这一领域的经典之作。
本文将对《管理学斯蒂芬P罗宾斯版中文》一书进行介绍和评析。
二、《管理学》概述《管理学斯蒂芬P罗宾斯版中文》是一本系统而全面的管理学教材，被广泛应用于大学及研究机构的管理学课程中。
该书主要分为十五个章节，涵盖了管理学的基本概念、组织结构、领导力、决策、沟通等方面的内容。
全书注重理论与实践的结合，旨在帮助读者理解和应用管理学的原理和方法。
三、内容概要《管理学斯蒂芬P罗宾斯版中文》以清晰的逻辑结构将管理学的各个方面展现出来。
以下是其中几个重要章节的概述：1. 第一章：管理学导论本章主要介绍了管理学的来历、定义及其重要性。
通过介绍管理学的基本原理，读者可以了解到管理学的研究领域和研究方法。
2. 第六章：组织结构本章主要介绍了组织结构的概念、类型和影响因素。
读者可以了解到不同的组织结构对组织运作和管理的影响，并学习如何设计和调整组织结构以适应不同的环境和需求。
3. 第十章：领导与管理本章主要介绍了领导力的理论和实践。
读者可以了解到领导力的不同理论和模型，并学习如何培养自己的领导力以及如何在组织中发挥有效的领导作用。
4. 第十二章：决策本章主要介绍了决策的概念、过程和方法。
读者可以学习到如何进行有效的决策，并了解到决策在组织管理中的重要性和挑战。
5. 第十四章：沟通本章主要介绍了沟通的概念、原则和技巧。
读者可以学习到如何进行有效的沟通，并了解到沟通在组织管理中的重要性和影响。
四、优点分析《管理学斯蒂芬P罗宾斯版中文》的优点在于：1.内容全面：该书涵盖了管理学的各个方面，从基本概念到具体实践都有详尽的阐述，读者可以全面了解并学习管理学的知识。
2.结构清晰：每个章节都按照逻辑顺序进行组织，读者可以循序渐进地学习管理学的内容，易于理解和应用。
3.理论与实践相结合：该书注重理论与实践的结合，通过案例分析和实际操作指导，帮助读者理解和应用管理学的原理和方法。
罗宾斯《管理学：原理与实践》(第7版)中英文对照第3章 ppt课件
决策基础
Foundations of Decision Making
ppt课件
学习目标 Learning Outcomes P56
• 描述决策过程中的步骤 Describe decision-making process • 解释管理者用于决策的三种方法 Describe the three approaches managers can use to make decisions • 描述决策类型和管理者面临的决策情境 Describe the types of decision-making conditions managers face • 讨论群体决策Describe group decision making • 讨论决策制定的当代专题 Describe contemporary issues in managerial decision making
• 直觉 (Heuristices) – 运用经验原则以简化决策Use “rules of thumb”to simplify their decision making – 可能导致错误和偏见
Lead to errors and biases in processing and evaluating information
• 管理者受限于自身获得信息的 能力
Managers make decision rationally limited by their ability to process information
• 管理者在不完全信息条件下做 出决策，他们只能寻求满意
Managers can’t possible analyze all information on all alternatives, they satisfice rather than maximize.
(完整版)罗宾斯《管理学》内容概要,中英文对照
罗宾斯《管理学》内容概要第一篇导论1章管理者和管理1、组织组织(organization)的定义：对完成特定使命的人们的系统性安排组织的层次：操作者(operatives)和管理者(基层、中层、高层)2、管理者和管理管理者(managers)的定义：指挥别人活动的人管理(management)的定义：同别人一起或者通过别人使活动完成得更有效的过程。
管理追求效率(efficiency)和效果(effectiveness)管理职能(management functions)：计划(planning)、组织(organizing)、领导(leading)、控制(controlling)管理者角色(management roles)：人际关系角色(interpersonal roles)、信息角色(information roles)、决策角色(decision roles)成功的管理者和有效的管理者并不等同，在活动时间上，有效的管理者花费了大量的时间用于沟通，而网络联系（社交等）占据了成功的管理者很大部分时间。
管理者在不同的组织中进行着不同的工作。
组织的国别、组织的类型、组织的规模以及管理者在组织中的不同层次决定了管理者的角色扮演、工作内容以及职能和作用。
2章管理的演进1、20世纪以前的管理：亚当·斯密的劳动分工理论(division of labor)产业革命(industrial revolution)2、多样化时期（20世纪）：科学管理(scientific management)：弗雷德里克·泰勒一般行政管理理论(general administrative theory)：亨利·法约尔(principles of management)、马克斯·韦伯(bureaucracy)人力资源方法(human resources approach)：权威的接受观点(acceptance view of authority)，霍桑研究，人际关系运动(卡内基、马斯洛)，行为科学理论家(behavioral science theorists)定量方法(quantitative approach)3、近年来的趋势（20世纪后期）：趋向一体化过程方法(process approach)系统方法(systems approach)：封闭系统和开放系统(closed systems)权变方法(contingency approach)：一般性的权变变量包括组织规模、任务技术的例常性、环境的不确定性、个人差异4、当前的趋势和问题（21世纪）：变化中的管理实践全球化(globalization)工作人员多样化(work force diversity)道德(morality)激励创新(innovations)和变革(changes)全面质量管理(total quality management, TQM)：由顾客需要和期望驱动的管理哲学授权(delegation)工作人员的两极化(bi-modal work force)3章组织文化与环境：管理的约束力量1、组织组织文化(organizational culture)被用来指共有的价值体系。
管理学,罗宾斯,版,英文Robbinsfom
1-26
Why Are Customers Important?
Consistent, high-quality customer service is essential to survival
Copyright © 2015 Pearson Education, Inc.
1-27
Why Is Innovation Important?
1-19
Which Approach Takes the Prize?
Functions ☑
Roles
☐
Copyright © 2015 Pearson Education, Inc.
1-20
What Skills Do Managers Need?
Conceptual Skills
Interpersonal Skills
1-22
Why Study Management?
We all have a vested interest in improving how organizations are managed.
Copyright © 2015 Pearson Education, Inc.
1-23
Why Study Management? (cont.)
1-6
Copyright © 2015 Pearson Education, Inc.
1-7
What Titles Do Managers Have?
Top Managers • Make decisions about the direction of an organization
Middle Managers • Manage other managers
管理学术语英文对照解释
管理学术语英文对照解释Management Glindex(Stephen P. Robbins & Mary Coulter)(Eighth Edition)（英汉对照）管理学原理双语组编写2007年3月Chapter 1 Management and Organizations1、Manager：管理者Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals .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目标的目的。
2、First-line managers :基层管理者Managers at the lowest level of the organization who manage the work of nonmanagerial e mployees who are involved With the production or the organization’s products是管理着非管理人员所从事的生产和提供组织产品的工作，是最低层的管理者3、Middle managers :中层管理者Mangers between the first-line level and the top level of the organization who manage the work of first-line managers 处于基层和高层之间，管理着基层管理者。
4、Top manager :高层管理者Managers at or near the top level of the organization who are responsible for making organization-wide decisions and establishing the goals and plans that affect the entire organization.处于或接近组织顶层，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。
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。
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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。
组织文化的特征：成员的同一性，团体的重要性，对人的关注，单位的一体化控制，风险承受度，报酬标准，冲突的宽容度，手段—结果的倾向性，系统的开放性组织文化的来源(origins)：创始人(founder)的倾向性和假设，第一批成员的经验组织文化对雇员(employees)的影响：强文化(strong cultures)和弱文化()组织文化影响管理决策，贯穿于管理活动的整个过程2、环境环境(environment)的定义：对组织绩效起着潜在影响的外部机构或力量，包括一般环境(general environment)和具体环境(specific environment)。
一个组织特定环境的变化取决于组织为自己确定的细分市场(market segment)。
环境常常具有不确定性(environmental uncertainty)，不确定性具有两个维度，变化性(environmental changes)和复杂性(environmental complexity)，两者常常被管理学者以环境不确定性矩阵描述出来。
企业的具体环境主要由供应商(suppliers)，顾客(customers)，竞争者(competitors)，政府(government)和压力集团(pressure groups)构成。
企业的一般环境包括经济形势(economic conditions)、政治环境(political conditions)、社会条件(social conditions)和技术条件(technical conditions)。
环境的不确定性限制了管理当局的自由选择。
现实社会中，管理万能论(omnipotent view of management)和管理象征论(symbolic view of management)两种观点都具有一定合理性。
4章全球管理：响应全球环境1、变化中的全球环境从多国公司(multinational corporations, MNCs)到跨国公司(transnational corporations, TNC)区域性贸易联盟(EU)2、在外国环境中进行管理法律—政治环境经济环境：波动的汇率和多样化的税收民族文化(national culture)：个人主义(individualism)与集体主义(collectivism)，权力差距(power distance)，不确定性规避(uncertainty avoidance)，生活的数量(quantity of life)和质量(quality of life)5章社会责任与管理道德1、什么是社会责任关于社会责任的两种相反观点：弗里德曼(Friedman)的古典观(classical view)和社会经济观(socioeconomic view)从社会义务(social obligation)到社会响应(social responsiveness)：社会责任(social responsibility)的定义，企业追求有利于社会长远目标而不是法律和经济所要求的义务。
社会责任和经济绩效之间的关系并非负相关社会责任仅仅是利润最大化行为吗？——起因相关营销(cause-related marketing)2、走出社会责任的迷津：管理者对谁负责？利益攸关者(stakeholders)：所有者与管理层——雇员——具体环境中的各种成分——更广阔的社会3、管理道德道德(ethics)通常指规定行为是非的惯例或原则，有三种流行的道德观：道德的功利观(utilitarian view of ethics)，道德的权力观(rights view of ethics)，道德公正观理论(theory of justice view of ethics)影响管理道德的因素道德发展阶段：前惯例水平(pre-conventional)——惯例水平(conventional)——原则水平(principled)个人特征：价值准则(values)自我强度控制中心(locus of control)结构变量（组织结构设计）组织文化(organizational culture)问题强度：后果直接性、危害严重性、对邪恶的舆论、危害的可能性、效果中毒、受害程度4、改善道德行为：甄选过程是了解道德的契机确定明确的道德准则(code of ethics)和决策规则高层管理者以身作则并通过奖惩建立文化基调雇员应该有明确而现实的目标道德培训独立审计和评价正式的保护机构和咨询、申诉机制6章决策：管理者工作的实质1、决策制定过程(decision-making process)Step1识别问题(problem)：现实与期望的差异Step2确定决策标准(decision criteria)Step3给每个标准分配权重(weight)Step4：拟定方案Step5：分析方案Step6：选择方案Step7：实施方案(implementation)决策贯穿于管理活动的各个环节，具有普遍性。
2、理性决策者理性(rational)假设：问题清楚，目标导向，已知的选择（明确的标准和可选择方案），明确的、一贯的偏好（权重），没有时间和金钱成本的约束，以最大经济报偿为目的理性假设建立在完全理性的基础之上，具有局限性，因而人们提出了有限理性(bounded rationality)，结果是一个满意(satisficing)的决策而不是最大化的决策。
3、问题与决策：一种权变方式问题类型：结构良好问题(well-structured problems)和结构不良问题(ill-structured) 决策类型：程序化决策(programmed decision)和非程序化决策(nonprogrammed decision)，程序化决策的三种指南是程序(procedure)、规则(rule)和政策(policy) 问题类型、决策类型与组织层次的综合分析4、决策方案的分析：确定性(certainty)风险性(risk)不确定性(uncertainty)5、群体决策优点和缺点的列举效果和效率的比较改善群体决策的方法：头脑风暴法(brainstorming)、名义群体发(nominal group technique)、德尔菲法(Delphi technique)、电子会议(electronic meeting) 第三篇计划7章计划的基础1、计划计划(plan)的定义：制定目标以及达到目标的方法，包括正式计划和非正式计划。
计划可以给出方向，较小变化的冲击，使浪费和冗余减至最小，以及设立标准以利于控制。
计划和绩效具有相关性。
计划的类型从广度上划分为战略计划(strategic plans)和作业计划(operational plans)，从时间上分为短期(short-term)计划和长期(long-term)计划，从明确性上分为具体性计划(specific plans)和指导性计划(directional plans)。
影响计划有效性的因素组织的层次组织的生命周期(life cycle)环境的不确定性程度未来许诺(commitment)的期限2、目标(objectives)：计划的基础目标的多重性真实的目标(real objectives)与宣称的目标(stated objectives)方法传统的设定目标(traditional objective setting)：自上而下目标管理(management by objectives, MBO)指的是下级与上司共同决定具体的绩效目标，并且定期检查完成目标的进展情况，而奖励则是根据目标的完成情况来确定。